Led a multi-cultural team comprising of Korean and Pakistani professionals to operate a greenfield automotive and UPS battery plantCarried out recruitment and training of operations team for transfer of technology from Korean battery experts. Carried out risk based analysis for investments and training in all key Health, Safety and Environment areasDeveloped and implemented business strategy to ensure fast ramp up of plant capacity utilization. The strategy included development of nationwide dealer network before start of manufacturing, brand launch on electronic and digital media, communicating the differentiation and positioning of Daewoo brand vis a vis its competitorsLead the initiative to develop alternative supply chain to mitigate the risks of traditional sales route for long term brand loyalty and sustainability of sales growth. This included app based customer support technology to provide 24 hr free home delivery service to customers within 2 hrs of order initiation with complete backup serviceAchieved two fold increase in sales volume within the second year resulting in capturing 8% of market share. This was managed without extending any credit facility to dealer networkDevelopment and monitoring of KPIs and incentive system to align individual goals to the business strategy as well as create motivation through recognition and reward

Inspired and motivated management team in formulating new vision and strategic direction for USD 150 million/annum turnover paper and board business comprising of 1100 employess through a knowledge based culture that successfully repositioned the company as a differentiated competitor in the marketLed a multi-cultural management team in prioritizing key business objectives agreed with the board, develop a participative culture and processes to align business strategy with individual targets while ensuring compliance, sustainability and ethical standards of Stora EnsoDeveloped communication strategy and feedback mechanisms to cascade agreed business strategy throughout the organizationEnsured retention of key team members through an active career management system to create high level of job satisfaction and long term career opportunities for individualsCreated personal relationships with key customers to ensure company's alignment with their needs and institute customer focus within the companyDeveloped relationships with key government functionaries to ensure interests of the company are not compromised during regulatory changesLed risk assessment and sustainability strategy to ensure the company is aligned with Stora Enso's vision on business practices and compliance, human rights, ethics, safety and environmentMember of Board of Directors, Audit Committee, HR Committee, Sustainability Committee and Steering Group on Investments to oversee USD 100 million Investment Program

Improved efficiency of procurement processes for a procurement portfolio of US$ 100 million/annum including US$ 70 million of imports ranging from South America, USA and EuropeCreated alignment of supply chain to the business plan by reorganizing the operations planning, forecast based raw material ordering and pro-active logistic solutions to manage inventories and customer delivery performancesInitiated a new innovative biomass collection, storage and logistic solution for the new 150 tons/hr biomass boiler - largest in PakistanImplemented responsible business practices in procurement process to ensure company's sustainability objectives are met

Developed business strategy to improve profitability of the USD 100 million/annum turnover business unit through product rationalization and repositioningCreated high performance team to support the business strategy and developed motivational tools to align their goals to the strategy of the business unitDeveloped business plan for USD 20 million investment to upgrade manufacturing plant

Improved profitability and growth of the USD 12 million/annum turnover JV through increased customer focusDeveloped and retained high potential management team through active communication and feedback, empowerment and recognitionManaged the relationship with local joint venture partner, chamber of commerce, board of investment, Pakistan – Sri Lanka business council and local community through rotary club of Colombo

Created high performance team to improve operational efficiencies of the plant and deliver sustained profitable growthInitiated product innovation and development to enter new market segments improving gross margins of the Business UnitDeveloped and retained high potential talent through delegation, recognition, conflict resolution and active communication

Studied and developed business strategy of LPG (Liquified Petroleum Gas) market in Pakistan with particular emphasis on bulk tank businessFinalized the first few contracts for bulk customers in Pakistan

Studied the animal health care market of Pakistan. Spent two weeks in India to understand how business was developed by Hoechst in that country. Prepared a business plan and presented it at Hoechst Roussel Vet head office in Wiesbaden,Germany. On their approval set up a company in Lahore, Pakistan to import and market their products. Later Hoechst spun off its animal health business to Intervet, a subsidiary of Akzo NobelSpent 4 months in Boxmeer, Holland reporting to Asia/Pacific sales team of Intervet, before returning to Pakistan