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Work Background
Infrateq EMEACEO - Middle East, Europe & Africa
Nov. 2021 - Jan. 2026Designing and delivering best in class IT projects for the hospitality industry, using operational excellence and experience gained over decades, whilst remaining human and trying to be great people to work with.
Hoist GroupHead of Operations - Middle East & Africa
Jul. 2018 - Nov. 2021Dubai, United Arab EmiratesLeading the full array of operational requirements within Hoist Group in the Middle East, Africa and Asia-Pacific regions, delivering turnkey technology solutions to hospitality customers in the region. Responsibilities including solution design, procurement, logistics, pre-sales, project deployment, project management, QA, support and managed services. Identifying processes and gaps, then developing strategies for improvement using process fitness and Lean thinking.
Assessing functional requirements based on demand cycles, then putting training plans in place to fill gaps.
Supporting the MD and CFO to better understand where operational challenges are affecting the P&L and delivering improvement programs to resolve.
Improved ERP & data systems integration within operational processes.
IFSMiddle East Region - Sales Manager
Jul. 2016 - Jul. 2018Dubai, United Arab EmiratesResponsible for key account & relationship management for IFS in the Middle East.
Developing relationships with existing & new clients to enhance opportunities through world class customer satisfaction. To win new business, increase revenue, improve margin and manage costs to serve within those key accounts.
To develop and enhance the partner sales channel across the region, growing IFS's footprint through coaching business development practices & relationship management with authorized partners. IFS is a recognized leader in providing enterprise business software for many sectors in these core areas: 1. Enterprise resource planning (ERP)
2. Enterprise asset management (EAM)
3. Field service management (FSM)
4. Enterprise service management (ESM) These solutions are provided by IFS in the region to companies in aviation, manufacturing and service provision such as Emirates Airlines, National Paints, Port of Duqm, MAB Facilities, Culligan Water, Calidus, MEPC and many more
Various CompaniesBusiness Improvement Consultant
Jan. 2016 - Dec. 2018United Arab EmiratesWorking as a consultant with senior management and their teams to identify gaps in sales strategy and operational processes to drive P&L improvement. Developing key customer relationships, partnerships and distributor networks. Channel management reviews with route to market strategy enhancement. Utilising a broad experience in many industries including;
- Automotive
- Aviation
- Hospitality
- Manufacturing
- Enterprise Software
- Facilities Management
- Events Management
Pak Oasis Group Consultant Chief Technical Officer
Sep. 2015 - Jan. 2016UAE & PakistanThis was an interim role to deliver Improvement of technical practices within this rapidly growing business.
My primary responsibilities being engineering process design & implementation, desalination and power generation troubleshooting, improvement projects, daily operations budgetary controls and overall plant efficiency levels.
Reporting directly to the CEO for improvements to the machinery availability that allows fulfillment of contractual drinking water production obligations for the company portfolio of water making and power generation machinery assets within Pakistan.
Al Habtoor GroupDirector - Global Auto Parts
Dec. 2012 - Sep. 2015United Arab EmiratesRecruited by Al Habtoor Motors to use previous experience gained with Unipart Group & bp to build a new business and brand for aftermarket parts for all makes and models, this project was a start-up from scratch operation where we had to build all elements of the business including; supply chain, recruitment, warehousing, ERP systems, marketing strategies, sales campaigns & distributor network development. Reporting to the group board, taking total responsibility & accountability to design and develop this business as outlined in the five year business plan that was submitted in early 2013.
This project was set a target to break-even within three years and to achieve over fifty million AED of sales with five years. Key responsibilities & Achievements; • Full P&L responsibility for the business • Development of route to market study and business plan. • Design and implementation of parts warehouse & distribution facility, with new ERP system. • Implementation of manufacturer supply contracts & product quality risk management policy. • Development and implementation of sales & marketing plan with internal / external PR. • Improving profitability through price, range, availability and supply chain efficiencies. • Leading sales & marketing teams to grow sales volumes and improve margin. • Develop and deliver local & overseas sales channel growth for the new brand in new territories. • Identify and recruit sales, marketing, operations & product development staff. Despite achieving the business plan goals and reaching the required sales targets in 2015 and achieving breakeven with 3 years, the Al Habtoor Group strategy changed and a decision made to stop funding the business, Global Auto Parts LLC was closed in October 2015.
UnipartHead of Sales - Truck & Trailer Components (TTC)
Oct. 2010 - Dec. 2012United KingdomI was invited into the role with TTC from within the Unipart group and given a brief to grow sales to existing customers through increased focus on TTC own label products over proprietary brands and also winning new business from competitors.
The sales team at TTC consisted of 4 regional sales managers supported by a team of 12 office based telesales executives and technical sales support specialists. My time was split between customer relationship development in the field with the regional managers and developing the office based team’s telesales skills and technical capabilities. Key responsibilities & Achievements; • Responsible for leading sales teams to transform sales revenues from $50m to $75m.
• Development of strategies to change business from small consolidator to large wholesaler. • Improve TTC share of wallet within mature market through improved service offering.
• Develop and deliver overseas sales channel and deliver growth in new territories. • Full P&L responsibility for sales function, integration with other department leaders within board
UnipartSales and Operations Director - Franchising
Oct. 2008 - Sep. 2010United KingdomUnipart Automotive had a long established franchising model that was considered to be out of date, franchisee numbers had shrunk to very low levels and I was asked to do a viability study on whether the group should invest in this area or pull out. My recommendation was to invest and establish this concept with a more modern approach.
With a small team of 3 people and limited investment, we re-wrote the Unipart Express Factors handbook to be more relevant to the time, launched it to the market and recruited over 25 new independent parts distributors to the program. Key responsibilities & Achievements; • Business plan development and sign off at group board level.
• Franchising strategy development & viability study amongst established market businesses.
• Re-launch of franchised distributor proposition and improve network scale x10 within 3 years.
• Improving margin quality through supply chain improvements. • Developed and delivered new-start online trading platform.
UnipartWorkshop & Retail Major Accounts Sales Director
May. 2006 - Oct. 2008Oxford, United KingdomAfter a period of market consolidation and cost cutting within the business, I joined Unipart Automotive with a brief to rebuild their credibility as a national parts supplier with the large high street vehicle repair brands such as Kwik-Fit, ATS Euromaster, Nationwide and Halfords, once we had the relationships with these key customers back on track we targeted medium sized regional chains such as Formula 1, National Tyre, Micheldever etc, and roadside assistance brands RAC, AA and Green Flag.
Using my experience and skills developed at bp/Castrol, I recruited specialist key account managers and led them to be very successful in a short period of time. Key responsibilities & Achievements;
• Responsible for all sales and marketing activities across companies biggest 20 accounts.
• Relationship development with senior management, regional management and store staff.
• Improvement of service levels from Unipart branch teams to customer branch teams.
• Grew sales to 20 major account customers from $75m to over $150m within 18 months. • Grew the Unipart major accounts portfolio by beating competitors with products and services. Leaving the Unipart group of companies was a very difficult decision but one that I decided to make due to the nature of the opportunity being offered by the Al Habtoor Group and the chance to start and lead a new business from the beginning.
bpRetail Channel Manager - Castrol Brand - UK
Feb. 2005 - May. 2006• SPA for auto accessory retail sales in UK, full P&L responsibility.
• Plan and deliver sales and marketing strategy to allow growth that meets and exceeds objectives in all aspects of business scorecard.
• Responsible for delivery of UK retail pricing strategy across all routes to market.
• Develop relationship with portfolio of 2000 retail customers.(e.g. Halfords, Costco, Makro, Maccess)
• Lead & manage field sales team & two key account managers, setting and measuring KPI’s both for individuals and the team, HSSE responsibility for team.
• Develop brand loyalty through deployment of pointed trade marketing strategies.
bpKey Account Manager - Halfords
Nov. 2003 - Feb. 2005Manage & Improve Castrol's relationship with their largest retail customer in European portfolio.
Develop relationship with customer from a transactional to one where Castrol are be viewed as a problem solving Customer-Centric supplier.
Daily liaison with the key account virtual team Marketing, finance, credit control, customer service, supply chain, operations & senior management.. Reacting to customer demands & needs.
Establish new sources of Value and deliver strategies to extract them.
Using KAM principles and planning develop value propositions that work for both customer and supplier
bpRegional Sales Manager
Feb. 2002 - Oct. 2003 Lead & manage field sales team of 2 area managers and 12 contract managers, setting and measuring KPI both for individuals and the team, HSSE responsibility for team.
Manage portfolio of key accounts including Ford, BMW, Landrover & Rover group.
Challenge current/past systems and procedures to encourage continuous improvement.
Manage headcount through 3rd party manpower supplier.
Record, analyse and display KPIs with customers and keep all staff updated on progress/targets.
Project involvement to include: HSSE passports, Procedure structures, training & re-training, KPI standardisation, outsourcing of labour.
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