Forsan Ceramics is an established global ceramics manufacturing company offering contemporary range of Ceramic tiles, Porcelain tiles and Sanitary Ware collections.Al Forsan Global Industrial Complex is comprised of three large scale tile and sanitary ware manufacturing factories with production capabilities of 15 million sq. m ceramic tiles, 8 million porcelain tiles and 1.45 million sanitary ware pieces per year, which positions the company as one of the largest tile and sanitary ware manufacturer in the KSA.

A global producer of advanced chemical coating materials.Turkey's leading chemical company of Akkök Holding company Akkim incorporated Akcoat in 2015, in line with growth strategies. Akcoat's products are used for coating decorative and protection purposes the surfaces of ovens, water heaters, kitchen utensils, aluminum, casting, ceramic tiles, vitrified, porcelain, medical porcelain, and glass are used. In 2017 Akcoat acquired in Spain Megacolor Productos ceramicos, completing its offer with the most advanced ceramic inks and pigments.

Megacolor Productos Cerámicos is a manufacturer of pigments and inks for digital ceramic decoration. Since 2017 is part of Akkök Holding A.S. in Turkey, where together with Gizemfrit - the second largest producer of enamel in the world - offers pigments, glazes, frits and inks for digital decoration to the ceramic tile industry.

RAK Ceramics PJSC is a subsidiary of RAK Ceramics PSC (ADX: RAKCEC).As Managing Director, I defined business strategies, including benchmarks and guidelines, and coordinated operational tactics, after being recruited to spearhead the company’s re-launch after two years out of production. No stranger to what westerners would call the idiosyncrasies of the Middle Eastern approach to industry, I immediately set to work, negotiating and improving relationships with governmental authorities, while identifying and solving production issues to enhance profitability and regional brand presence.Over my time at RAK Ceramics, I developed quality control standards to safeguard organizational continuity, managing the firm’s long-term assets to certify an increase in shareholders equity, all while ensuring compliance with laws and regulations, liaising with internal and external parties to intercede in major disputes and conflicts, and representing the company in all matters of importance with both private and government entities.In order to relaunch, I introduced the firm to a new Board of Directors and corporate structure, establishing a new headquarters and showroom, as well as administrative infrastructure, and upgraded technology, production machinery, and the overall industrial site. I also planned corporate strategy after a new investment of $4MM, which involved building and training a team of 400 in line with operational requirements, as well as a sales team. This resulted in a production ramp up, with output reaching 20,000 sqm/day.

Recruited as Managing Director to work closely with leadership, including major shareholder, Sheik Hamad bin Mohammed Al Sharqi, Ruler of Fujairah Emirate of UAE, I was directly responsible for a team of 250 employees, overall profitability, production, and sales, as well as the development and implementation of long and short-term goals. After liaising with the CEO and internal audit teams to report on the implementation of corporate strategic plan, I revitalized production and the sales team through the recruitment of new, specialized staff and the establishment of extensive departmental policies and procedures, improving efficiency by 30%.The implementation of the marketing strategy led to a complete renewal of the company’s image and brand, in addition to the launch of a new product, floor tiles, increasing sales by 40%. Overall, during my administration, we increased output and reduced costs by 20% after modifying production parameters, increasing inventory turnover and selecting new suppliers, which simultaneously increased profitability by 50%.

Hired to lead export strategy, I identified business opportunities through enhanced professional relationships with agents and customers, developing and implementing effective business plans for all projects, exceeding product volume and profit requirements. During my time at Orizzonte, I developed and designed export sales strategies for markets in South America, North Africa, the Middle East and Asia, increasing net sales through new agents and distributors.

As CEO, I liaised with the Board of Directors to define corporate strategies within established guidelines, coordinating strategic planning and overseeing all divisions. Responsible for ensuring budgetary accuracy through routine P&L investigations and strong operational processes, I guaranteed expenditures remained within the authorized annual budget, assessing and managing principal risks of the company. Of course, I oversaw all material corporate undertakings and activities, staying abreast of all external factors affecting the company, while serving as the face of the company in front of all financial, administrative and government authorities.

As Commercial Director, I managed the local and international commercial department for a ceramic industry hydraulic systems manufacturer, defining corporate policy, as well as sales and marketing strategies. I was tasked with preparing the annual sales budget, consistently monitoring the market and sales network to ensure means to achieve volume and profit objectives. This resulted in the internationalisation of the company through successful export initiatives, incorporating new network sales with agents and distributors, increasing sales by 120%.