Keep in touch with meI'm using Intch to connect with new people. Use this link to open chat with me via Intch app
Work Background
Strategic GearsAssociate Partner | Strategy | Governance | Marketing
Jul. 2022Saudi ArabiaWith over 26 years of experience panning public, private, and non-profit sectors across multiple continents—including the Middle East, Africa, Asia, Latin America, and Australia/New Zealand—I have worked with a diverse range of organizations such as government and semi-governmental entities, Fortune 500 companies, family-run joint ventures, import and distribution businesses, and startups.
I have a proven track record in leading strategic transformation, driving growth, executing turnarounds, and enabling business diversification. My expertise includes both public sector and corporate strategy, as well as marketing, with a focus on brand building, communications, new product development, and market research. Royal Commission for AlUla - Spearheaded the development of key strategies, including Social Development, Community Engagement, MSME, and Local Content Policy, supporting AlUla’s economic transformation.
Ministry of Industry and Mineral Resources - Developed strategy initiatives to elevate Saudi Arabia's position in the Competitive Industrial Performance (CIP) ranking.
Saudi Standards, Metrology and Quality Organization (SASO) - Directed the strategy and policy roadmap to position Saudi Arabia among the Top 10 countries globally in National Standardization Program (NSP) performance.
Basamh Group & SAMACO Trading Cluster - Facilitated development of strategic plan for 2025–2029, aligning long-term goals with market trends.
Kidana - Conducted extensive research to inform a strategic initiative roadmap aimed at enhancing the pilgrimage experience for future Hajj.
Royal Commission for Riyadh City -Led GDP modeling to support policy and strategic planning to boost Riyadh’s GDP.
Ministry of Human Resources and Social Development - Led Social Return on Investment (SROI) modeling to optimize strategies for maximizing social impact of national programs.
Edraak SystemsStartup Advisor | Business Strategy | B2B Marketing | AI | Growth Planning | Coaching Founders
Jan. 2022Dubai, United Arab Emirates• Advised founders on business, brand, and commercial strategy, enhancing pitch narrative.
• Advised on growth strategies and executional planning to drive revenue and market expansion.
• Coached founders on B2B marketing tactics to increase brand visibility and customer engagement.
Infoarc.aiChief Commercial Officer
Jan. 2022• Orchestrated growth of a technology startup by reframing purpose, strategy, and value proposition of SAAS products.
• Collaborated extensively with CEO and CFO on investment pitch and prospecting.
• Manifested client prospecting methods and crystalized client engagement techniques.
CoProvider | one marketplace. many services.Advisory Board Member
Jan. 2022 - Jan. 2022A B2B marketplace for many services with the aim to provide one stop shop for buyers to communicate request for proposals with multiple sellers.
Hazen.aiStartup Advisor | Brand Strategy | B2B Marketing | AI | Business Strategy | Coaching Founders
Jan. 2021United Arab Emirates• Advised CEO on crystalizing brand purpose, strategy, and narrative for Hazen.ai.
• Provided Strategic guidance on commercial strategy and coached founders in business strategy and growth.
EasyFresh TechnologiesStartup Mentor | Brand Strategy & Narrative | B2B Marketing | AgriTech Business Strategy
Jan. 2021 - Jan. 2022Pakistan• Mentored company founder to crystalize brand purpose & narrative, ensuring consistency across touchpoints.
• Coached on process/KPI amends to align organization with brand narrative and drive B2B marketing strategies.
• Collaborated on AgriTech business strategy to enhance market positioning and drive growth.
The Clorox CompanyRegional Marketing Director AMEA & ASIA | Strategy | Transformation | Digital | E com | Innovation
Apr. 2019 - Dec. 2021United Arab EmiratesBusiness, brand & digital transformation leader, orchestrating growth of $350+ Million business spread across Middle East, Africa, Asia, Australia. Key accountabilities include, developing & deploying business & brand strategy, digital transformation, owning regional PnL, collaborating with country teams on business analysis to enhance brand equity & market share, designing innovations, collaborating with local teams on execution excellence, and mentoring / coaching 23 marketers. • Revamped regional business, brand, digital & innovation strategy towards growth, achieving three-year CAGR of +8% revenue & +9% profit. For perspective, previous growth CAGR was 2% revenue and 4% profit. • Assisted in KSA JV M&A due diligence & value creation opportunities. • Led development & deployment of Global Glad brand purpose and 5 yr innovation strategy, whereby positioning Glad bags & wraps as an enabler in putting an end to irresponsible waste. Australia & NZ already activated new purpose by introducing Glad to be Green sub brand comprising of compostable, 90% recycled and ocean recovered bags, resulting in month on month share growth to attain leadership value share (27%). • Coaching/mentoring team of 23 marketers on equity building, business analysis, execution excellence, mindset & mental health (especially during Covid). Engagement scores continue to improve year on year, with latest score at 87points (+2pts higher than company average).
• Developed Covid-19 consumer education guidelines and deployed them regionally. Execution was successful as “Trust in Brand” equity scores improved month on month. Same guidelines, acted as best practices, were adopted by Latin America (LATAM) & Canada. • Expedited understanding of “new consumer normal” in Covid-19 world to revamp regional innovation & communication plans.
• Influenced and assisted in expediting supply resilience of key regional SKUs, leading to minimal out of stock during Covid panic buying
The Marketing SocietyMember
Jan. 2019United Arab Emirates
The Clorox CompanyRegional Marketing Manager AMEA & ASIA | Transformation | Strategy | Cost Saving | Digital | E com
Oct. 2016 - Mar. 2019UAEIn my previous role (Marketing Manager Strategy 2013 to 2016), I was part of the team focused on unifying international strategy, equity and devising roadmap towards digital transformation. Once international strategy and brand equity/architecture got unified and adopted by countries across AMEA (Australia, Middle East, Europe and Africa) and ASIA, responsibility of strategy refresh and execution was handed back to regional teams. I moved back into AMEA and Asia region, In this role, I was responsible for developing & deploying business & brand strategy, PnL ownership, equity & share improvement, designing & executing innovations, and enhancing team capability & capacity across diverse business setups (full ownerships, JVs and import & sell). • Led regional strategy refresh and innovation planning. • Influenced and assisted country GMs / marketing leads to stay true to strategy, equity, and innovation plan, resulting in year-on-year share/equity growth.
• Collaborated with R&D, Insights & product supply to deliver product improvement while enhancing GM% by 1600+ bps (without price increase) on two separate product lines. • Led digital transformation by developing & deploying glide path to incorporate data & technology into consumer engagement and personalization. Since then, e-com sales are growing 1000+% vs. YA and recent tiktok campaign garnered 1 billion views.
• Assisted in devising roadmap for consumer data collection to help in digital transformation.
The Clorox CompanyRegional Marketing Manager LATAM & MENA | Business & Brand Strategy | Architecture | Innovation |
Jun. 2013 - Sep. 2016United Arab EmiratesI was part of a small – handpicked global team constituted to unify Clorox under one strategy, equity and brand architecture globally. For perspective, till 2013, Clorox Company was focused on US business, and countries outside US were deploying own strategy, equity and brand architecture. Responsibility included (a) Global business, economic, consumer and competitive analysis, (b) Strategy development or refresh, (c) Onboarding leadership and key stakeholders on the strategy and (d) Collaborating with country team in bringing the strategy to life including utilizing digital & social media. • Assisted in foundational research (Segmentation, Habits & Practices (H&P), Usage & Attitudes, Digital H&P and Kantar panel) and led its analysis to uncover facts & insights to bring key stakeholders on unified consumer & business understanding prior to strategy discussions.
• Led regional strategy and innovation cadence development. Onboarded key country stakeholders, across Middle East (ME) and Latin America, on choices of where to play & how to win. Influenced expedite strategy execution (a) reconfigure organization towards choices, (b) introducing innovations design/delivery process and (c) product launches to enter white spaces to diversify business beyond bleach. Revenue and profit CAGR of 2% and 4% respectively.
• Adapted USA brand architecture guidelines to regional needs and deployed to unify architecture and equity under one global umbrella. Today, look and feel of Clorox asset, content, website and packaging is unified across the Globe.
• Developed & deployed processes to (a) foster cross pollination of best practices & (b) govern ways-of-working, so that local team continue to execute with speed without reinventing wheel and have appropriate & timely inputs/approvals from regulatory, legal, R&D and GMs. Engagement scores, especially around work autonomy continue to improve ever since.
•Influenced GMs to utilize digital & social media for consumer engagement.
The Clorox CompanyMarketing Manager | PnL | Strategy | Equity | NPD | Innovation | Research | Digital Advertising |
Jul. 2011 - May. 2013Saudi ArabiaKSA Country marketing lead, responsible for Strategy, Top Line / Bottom Line growth, New product development design leadership, and culture change from “Bleach only business” to a more diversified “home care business”. • Continued leading mindset transformation of considering brand Clorox as “homecare system for superior cleaning and disinfection” rather than just a bleach product. • Maintained business diversification momentum through innovations and renovations on four segments Floor disinfectants, Toilet Bowl Cleaners, Disinfecting Wipes and Disinfecting Sprays
• Implemented, performance management tools with focus on quarterly development plans to constantly upgrade capability and capacity. Plans included on-job coaching or functional or leadership development courses at INSEAD and IMD
The Clorox CompanyCategory Marketing Manager | Transformation | Diversification | Strategy | Equity | Innovation | ATL
Aug. 2007 - Jun. 2011Saudi ArabiaBusiness diversification lead. Till 2007, I was responsible for turning around bleach business. As bleach started to grow double digit, i influenced Clorox Joint Venture (JV) partners to invest behind product/portfolio diversification. For perspective, Clorox JV had not introduced a major new product since 1992. Responsibility was to innovate to diversify business away from bleach (90%+ revenue contribution). • Led mindset & capability transformation that brand Clorox is a “homecare system for superior cleaning and disinfection” rather than just a bleach product. Mindset transformation continues to help business diversify, bleach contribution has reduced to 65% from 90%(15 years ago).
• Developed and executed new product (NPD) pipeline. JV entered in four major segments Floor disinfectants, Toilet Bowl Cleaners, Disinfecting Wipes and Disinfecting Sprays. • Transformed creative and media agency’s role from ‘suppliers’ to ‘stake holders’ by integrating them in the business planning process. This helped improve ownership leading to better creativity and execution excellence.
The Clorox CompanySenior Brand Manager | Transformation | Strategy | Equity | Innovation | ATL | BTL | Cost Saving
Feb. 2005 - Jul. 2007Saudi ArabiaMoved to KSA, joining family operated joint venture (JV) of The Clorox Company. Challenge was to revive business that was flat for a decade. Responsibilities included reviving bleach business, brining efficiencies to marketing & trade spend and coaching/mentoring marketing team. • Led Clorox bleach turn around. Business experienced double digit volume growth from FY06 to FY 08 and high single digit thereafter. Value share also turned around, climbing back to 90+% and has sustained that level ever since. • Developed and executed, strategies, tactics and ATL & BTL campaigns to overcome growth barriers. This growth roadmap was developed after thorough understanding business drivers and deep collaboration with agencies, distributors, and internal stakeholders.
• Delivered marketing spend efficiencies by systemizing marketing planning and extensive negotiations with suppliers and agency partners. This resulted in media cost per rating point declining by 35%. Consumer promotion budget declined 37%, Wholesale incentives down to 1% from 2%, and grocery incentive down to 6% from 9%.
Procter and GambleBrand Manager | Beauty Care | Business Turnaround | ATL | BTL | Innovation | Consumer Research |
Jan. 2001 - Jan. 2005PakistanAfter MBA, switched my career from engineering to FMCG Marketing by joining P&G. First assignment was to turnaround Pantene business, that was witnessing share erosion year on year. My responsibility was to act as the country brand leader, orchestrating business turn around as well as category growth by converting soap usage for hair care to shampoo usage. • Successfully led business turn around with Pantene share growing consistently from FY03 to FY 06 (up +5.4%pts).
• Developed strategies, tactics and ATL & BTL campaigns to overcome barriers or leverage growth opportunities, after extensive qualitative & quantitative consumer research and business reviews. • Led regional ideation and commercialization of Pantene innovation. Led its test market in Central Eastern Europe Middle East Asia (CEEMEA) region by launching successfully in Pakistan. • Revitalized, BTL direct marketing activity of Pantene Hair Check where 3 million soap using consumers were engaged in 3 months, every year. These consumers were shown their hair at 200x magnification to highlight negative effect of soap usages, followed by recommendation of right Pantene variant. These consumers were requested to come back after 14 days for another hair check to reinforce benefit of using Pantene for haircare. • Collaborated with R&D & Regulatory to formulate new formula based on CEEMEA consumers’ hair type. Led regional concept and use test to qualify best formulae and concept. These innovations were added as part of yearly innovation plan for Pantene CEEMEA.
Packages GroupElectronic Engineer | Breakdown Maintenance | Preventive Maintenance | ISO Certification | Automate
Jan. 1997 - Jan. 1999Pakistan• Collaborated with production managers to plan and conduct preventive maintenance, ensuring optimal machine performance.
• Automated control systems to increase machine capacity and reduce breakdown frequency, improving overall efficiency.
• Led commissioning of new paper converting machines, ensuring seamless integration and operation within the production line. Upskilled & coached team of 12 supervisors/technicians on newer control systems and technologies. • Assisted in ISO certification by monitoring & ensuring key electronic instruments continue to operate within quality tolerance.
Intch is a Professional Networking App for the Future of WorkSee more people like Farhan on Intch
300k+ people
130+ countries
AI matching
Get Intch if you'd like to
503000 people
18
Finance Business Analyst (software)
17
Well Engineer @ ADNOC Group
22
Marketing Manager @ maids.cc
61146 people
17
Founder & CEO @ Amtec Links
16
Business Development Manager
16
Workforce transformation Expert