يوسف حايك

• Setting up 2 FMCG (water, juice, ayran, etc…) factories in Erbil, Iraq and Adis Ababa, Ethiopia.
• Prepared the business plans of the factories.
• Started negotiations with banks.
• Coordinating the legal and logistics of the plants.

Directed the ffollowing projects
• USAID and Caritas (Non profit organization). Project Baladi
• Maurice Jabra SAL (A $12 million FMCG operation): SWOT Analysis and started the implementation of a mini ERP software.

● Reported to the CEO/General Manager; responsible for the financial, commercial, procurement and logistics operations of the company.
● Started the implementation of an ERP software with budgeting and forecasting modules.
● Prepared feasibility studies and 10 year Business Plan.
● Participated in the negotiations of the joint venture with IFC and an Equity Firm.
● Implemented cost accounting and financial procedures.
● Overseeing cash flow planning and control mechanisms.
● Liaised with banks for financing facilities as well as with auditors (KPMG).
● Supervised and directed 25 employees of different levels.

Reporting to the Project Director; responsible for the administrative and financial operations of the Real Estate division in Tripoli, Libya.
Handling General Management including accounting, procurement, and information technology related activities.
Reporting to the Project Director, participated in the proposal and negotiation of the Fujeirah container terminal and the Jabal Ali Terminal 3 projects at the Abu Dhabi head office in the UAE. Transferred to Tripoli, Libya when these two projects were cancelled.

Manufacturer and distributor of steel billets in Suez, Egypt

Achievements
● Started the implementation of an ERP system .
● Increased productivity by 35%, exceeded budgeted profits by 50%.
● Initiated cost reduction programs.
● Implemented a MOB (Management by Objectives) program for all departments.
● Directed and coordinated weekly meetings to monitor actual versus budget and discuss variances.
● Initiated and implemented a full salary review program with bonus schemes related to achievements.

Job Profile
• Responsible for the P&L and the Balance Sheet of the company.
● Reported to the Managing Director.
● Supervised general management including plant operations, procurement, commercial, logistics, human resources, information technology as well as all financial and administrative activities of a $350 million steel (billets) operations and 750 employees.
● Coordinated on an $800 million expansion project
● Negotiated with banks to improve the cash flow and increase the credit line facilities.

PanArab and PanAfrican US$30MM manufacturing operation of prepaid telephone scratch cards.

My responsibilities encompassed all financial and administrative activities including liaising with banks and auditors as well as financial and operational reporting, production planning and procurement.

• Initiated the implementation of an ERP software (Tharstern) for printing operations.
• Implemented an accounting software with budgeting and forecasting modules.
• Negotiated with banks to reduce the cost of money and improve the cash flow.
• Implemented savings programs with suppliers of raw materials and services by negotiating yearly contracts and payment schedules

Responsible for the financial and administrative operations of the group ($120 million), for the investment analysis, budgeting, treasury management, financial reporting, MIS and value added recommendations.

Implemented an ERP software (Operational and Financial) across the 7 offices network in the Middle East standardizing the MIS and streamlining the consolidation of the financial reporting.
Designed and implemented a Time Sheet system to track profitability by client
Prepared investment proposals for mergers and acquisitions
Managed a team of 18

Montreal, Canada. 96/97
• Sico Inc. (A $150 million paint manufacturing operation): Implemented an ERP software.
Beirut, Lebanon. 97/99
• Vega Investment Group/LibanNet. A telecommunications holding.
• Consulting Clinics.
• Prepared feasibility studies for clinics across the Middle East (Jeddah, Riyadh, Doha, Amman)
• Express International (A $10 million manufacturing operation of diaries).
o Implemented a new accounting software (cost accounting, forecasting and budgeting).
o Prepared feasibility studies for industrial loans from the Central Bank amounting to $1 million.
o Negotiated with banks to reduce the cost of money and improve the cash flow situation.
• MET (Setting up a new company for vending machines of prepaid mobile recharge cards)
o Prepared the feasibility study of the project.
o Negotiated with banks to obtain Kafalat loans
o Drafted the rental contracts for the vending machines.
o Trained the sales/technicians.
o Deployed 20 vending machines.

Responsible for the optimization of the manufacturing operations (sheet vinyl and tiles), the operational and financial planning, budgeting and reporting, as well as the financial analysis of potential mergers and acquisitions.

Implemented a financial and operational forecasting and scheduling software
Prepared mergers and acquisitions proposals and recommendations
Participated in the successful negotiations of the $35 million acquisition of Azrock (Houston and San Antonio, Texas) and the $120 million acquisition of Nafco (Florence, Alabama)
Implemented cost reduction programs in the production, warehousing and distribution departments resulting in savings of $1 million
Directed the plant overall manufacturing operations
Presided the plant Planning Committee
Prepared annual budgets, forecasts and monthly financial and production reports
Supervised 10 employees

From August 1994 to December 1995, I enrolled in a full time MBA program in the US

Responsible for some of the projects in the French speaking province of Quebec.

Domco Industries Limited. (A $150 million manufacturing and distribution operation of sheet vinyl and tiles): A re-engineering and cost reduction project. Savings amounted to $2.5 million
Tele Metropole (A $400 million French speaking television network in Montreal): A re-engineering and restructuring project. Total savings amounted to $4.5 million
Air Canada's maintenance division (A $50 million operation of plane maintenance): A productivity increase and cost reduction reduction project. Savings amounted to $3 million.
Nora Beverages (A $2 million bottler of spring water): A company formation and strategic planning project

Directed a team of 25 consultants

Responsible for the sales and marketing activities of the industrial packaging division.

Increased sales by 20%
Supervised a sales team of 3 account executives

Responsible for the sales of the paper and plastic products.

Increased sales by 75% and market share by 10%
Supervised a sales team of 5 sales representatives

In July 1982 I was promoted to cover the Saudi market with Banawi Packaging, a sister company of Sanita

Responsible for the financial and administrative operations and for the implementation and maintenance of the appropriate accounting and administrative procedures
Performed reviews of the projects' financial statements for compliance with procedures, policies and management objectives. The construction projects amounted to 500 million Saudi Riyals
Supervised 10 employees