The Al Sayer Group is one of the larger family conglomerates in the GCC. The 18 group companies operates in the areas of automotive, commercial vehicles and heavy equipment, insurance, advertising, real estate and investments.

S H Al Mana his one of the larger family owned conglomerates in the Middle East with business in the fields of; automotive, fashion, financial services, hospitality, luxury department stores, luxury and lifestyle, food and beverage, engineering, real estate.

Retained to lead the restructuring of a staled operation. Focusing on reengaging the organization and in building new customer propositions, and thereby driving the top line. In parallel I am heading strategic long-term investments in the form of a building a modern distribution network and the establishment of production facility for vehicles. All with the aim to tipple the revenue within less than 4 years. The Group actives spans over vehicle and equipment, industrial distribution, high end lighting and A/V solutions, a series of joint ventures and a large investment portfolio.

Worked closely with owners of one of the largest family conglomerates to build a new strategy and modernizing the corporate governance. Our focus was on creating better margins and growth, building a structure with more independent divisions permitting management to take full ownership of customer offering and financial results. The automotive operation (Chevrolet) was transformed from a staled operation catering for fleet customers, to a vibrant operation, focusing on both retail and fleet customers resulting in improved profitability and high levels of retention and customer satisfaction. This was supported by a massive investment showrooms and service facilities throughout Qatar.New principals was acquired into the heavy equipment division to complement the existing brands resulting in Jaidah dominating the market. In the area of industrial supplies the strategy was on become a complete supplier of both equipment, consumables and service at the same time as we worked on reducing the working capital.We moved away from selling only standard commodities to the oil and gas industry by expanding into specialized products and service offering in the area of well integrity and asset management. This was supported by erecting a specialized facility in Ras Laffan. To further strengthen our business we entered into a series of joint ventures;• Cummins Qatar – power generation systems and engines • Global Maritime Qatar – marine, offshore and engineering consultancy• Comba Telecommunication Qatar – solution and products for the telecom industry• Tower Middle East – advanced lighting and a/v design • Jaidah Energy – partnership with the Zubair GroupBesides identify the individual strategically business opportunities in each line of the operation the underlying success was founded on hiring the right team, building solid processes, delegation of responsibilities and authority paired with financial discipline.

I was recruited with the mission to restructure this low performing entity within the Volvo Group. Build a new strategy and management team for the three business areas (trucks, buses and construction machines) focusing on:Growing revenues through introducing new products and enlarging our market coverage. Resulting in doubling the net revenue within 18 months and returning the business to solid profitability. Expanding the buss business to become one of the best within Volvo International.Launching Volvo Construction business Reducing capital build up and in the same time increasing availability through new planning and purchasing procedures. Build a team of young managers and integrated them into the Volvo Group, where several today holds senior positions. As a member of the MENA board championed the development of Volvo Maroc into a hub for French speaking Africa.

The US Company Vishay is the world largest manufacturer of electronic components and systems. Championed the building up of a new business unit through implementing forward integration strategy comprising acquisition of 6 companies (Sweden, UK, France, Holland, US and Germany) over a time span of 18 month in the field of stress and mass measurement.Lead the post-acquisition integration in Europe including building up a new structure for sales, distribution, production and R&D. Expanded revenue during this critical period through focusing on rapidly consolidating the management team, and ensuring a flawless transformation of the production.

Atlas Copco is a world leading provider of industrial equipment (compressors, construction and mining equipment and automation tools).Retained to turn-a-round the company that had lost is position as the flagship within the group. Transformed Swedish operation from product based to service and value added based resulting in an EBITA improvement with 20 % within 15 months. Build up a new management team capable to meet the demands of the demanding Swedish customers.Was handled the responsibility for Russia, Central Asia and MENA after one year with the mission to expand operation and establish local structure in the form of four new daughter companies.

Heading business intelligence, strategic development projects, and industry studies for the entire group reporting to the Deputy CEO.

Established a joint venture for assembly and distribution of commercial vehicles with a local business family. Build up a commercial and industrial structure resulting in achieving a 20 % market share within 2 years of operation. Managed the breakup of the joint venture, into one industrial entity owned by the local partner and one commercial entity owned by Scania.

• Management trainee• Sales Engineer• Branch Manager Iraq (1988 – 1990) responsible for production and commercial operation.• Regional Director Maghreb region (North Africa) based in Tunisia (1992 – 1994). Heading the building up of the business including setting up production unit and creating a commercial organisation in Tunisia, Algeria and Morocco.