Head of Supply Chain: Strategic Leadership: Spearheading procurement and supply chain operations at Pakistan’s sole aluminum can manufacturing facility, focusing on enhancing cost-efficiency, sustainability, and process digitization. Driving best practices and continuous improvement initiatives for supply chain and procurement. Focusing on long term growth through team building and a strong cross-functional team effort.o Leading a team of 55 professionals across Planning, Procurement (Direct and Indirect), Warehousing & Logistics Operations.o Managing an annual procurement spend of USD 60 Million, delivered direct category savings of USD 5 million within the first year, added 5+ low-cost alternative vendors for all critical Key raw materialso Ensuring seamless RM supply and production continuity through robust demand and supply planning. Ensured zero stock-outs while maintaining less than 2 months of critical imported RM without hurting production.o Leading company-wide S&OP. Developing annual business plans, driving monthly and quarterly reviews with multiple stakeholders.o Process Improvement and Digitalization: Implemented standard tracking reports and enhanced visibility and planning by delegating reporting and analysis to various teams. Leveraged digital tools to optimize process efficiency and decision-making.o Compliance and Controls: Ensured adherence to system-wide controls and compliance requirements, maintaining rigorous standards and procedures to support operational excellence.

A fast-paced cloud kitchen startup with in-house Virtual Restaurants (VR)• VR Strategy and Planning Manager (Core Business Categories and Product Management Role)Product, Pricing, Segments, Consumer & Competitor Analysis, Program & Project Management and Integrated Business Planningo Inducted 5 new VRs (verticals) with an average of 7 unique new products in each & 35+ new dishes with 200+ RM inventory itemso Analyzed product mix in each VR, managed product lifecycle, rationalized pricing with competitors, de-listed slow moving and underperforming SKUs, negotiated lower RM prices.o Improved GM% from 30% to 49%. Improved net margins from 8% to 25%. Overall sales improved by 15% through marketing

A fast-paced ‘q-commerce’ last-mile delivery startup based out of Pakistan• Procurement Strategy and Operations Lead – Pakistan (Head of Procurement Role – Pakistan) April -Jul 2022o Led a team of 7 procurement professionals handling Direct & Indirect spend across Pakistano Improved visibility and controls through development of SOPs and deployment of controls in ERP (ODOO)o Drove an S&OP initiative. Centralized/consolidated spend, locked Annual contracts for Key commodities and serviceso Implemented tracking and reporting of procurement performance metrics through, spend data, savings, cost performance reports

Procurement Manager: Airlift Technologies Jan – April 2022Packaging, Logistics, IT Equipment, Consumables and Rider Equipment for 76 stores, warehouses and packing houseso Re-Structured and refocused procurement by developing national level categories, Packaging, CAPEX, Consumables.o Improved working capital through contract re-negotiation and increasing payment term dayso Standardized and simplified Procurement Processes for Vendor onboarding, RFx, Spend Categorization Management & Reportingo Developed consolidated item categories through spend analysis, identified high value/ high impact categories to be lockedo Delivered Savings for packaging (30% savings, USD 0.4 million), IT equipment (20% Savings, USD 0.06 million), Rider Equipment (35% Savings, USD 0.27 million) within 2 months of taking charge by locking consolidated long-term contracts.o Assessed logistics operations, consolidated transportation routes with resultant annual savings of USD 0.48 million

Procurement ExecutiveCategory Management role: Direct Category: Ingredients: Sugar, C02, Beverage Concentrate; Indirect Category: Consumables & Chemicals (Production, Quality, Utility), Fuels (Diesel, LPG) Management of a Centralized, Annual spend of ~ USD 200 milo Led tenders, executed successful negotiations, managed local and international contracts for high-value, high impact RM (Sugar,CO2) and other commodities in this category by working closely with stakeholders from Group Office and Business Unit of The Coca Cola Company.o Delivered Direct Category Savings for Sugar (USD 5.0 mil), CO2 (USD 0.246 mil), Orange Juice (USD 0.014 mil).o Expanded chemical and fuel supplier base and delivered savings of USD 0.3 Million per year for 3 yearso Collaborated with Finance, Digital technologies (DT), Legal & Public Affairs Committee to implement standardized procurement processes for locking, tracking and reporting spend and drafting Legal Contracts.Indirect Procurement for Engineering Projects, Parts & Serviceso Managed a budget of USD 37 million for a new Greenfield production Plant Project 2021-2022; Responsible for the project as part of a Cross Functional & Regional Project team.▪ Delivered net productivity savings of USD 1.9 million from the budget.Disposals (Lands, Plant Machinery, Vehicles etc.) + Non-hazardous and Hazardous Scrap Tenderso Managed disposal of idle lands and assets and executed annual scrap tenders with improved scope and scale. Generated USD 3.9 mil from sale of lands and USD 0.15 mil from sale of idle assets, machinery etc. in 2021. Doubled cash inflow from scrap sales for year 2021 to USD 3.2 mil from USD 1.36 mil.Digitization Project for setting up a Digital Procurement Platform “Zycus”- 2018o Led Digital Transformation of the Procurement Function for Pakistan in collaboration with cross departmental and geographical teams.

Secondary Packaging and Direct Marketing Expense (Goods/Services) (DME) procurementDirect Category - Secondary Packaging: Labels, Interlayer, Corrugation, Shrink, StretchIndirect Category – Pallets, DME Materials and Services; Sep 2019 – Oct 2020o Annual Tendering, negotiations & Operational Management of Secondary packaging RM for all 6 plants and 2 Toll fillers at CCI-PKo Coordinated with quality and planning teams for consolidation and standardization of Corrugated Interlayer sizes across CCI-PK▪ Interlayer size types reduced from 13 to 6: improved planning and rate reduction due to bulk buying – resultant savings of USD 0.4 million in 2019-2020o Addition of suppliers for wooden pallets, doubled weekly supply quantum, also realized savings due to increased competitiono Led AW development projects with marketing teams for labels: AW changes as per marketing plan and government regulatory requirements. Changed each AW of Coke, Sprite, Fanta 3 times in one year without affecting supplyo Led and closed annual tenders for the Direct Marketing Expense (DME) items resulting in cost reduction year on yearo Onboarded Asia Sourcing Link (ASL) as a 3rd party for procurement of all DME itemsIndirect Procurement at CCI-PK Plants: backup and support, trainings for new procurement resource Sep 2016- onwardso Backup support and trainer for indirect purchasing roles at all plants in addition to primary responsibility for main categories at HOo Supported 2 plants out of 6 at the same time continuously during 2017-2020 due to resource absences, vacancies &/or trainingso Created procedures for tracking tasks and streamlining requests from end-users to make work requests standard and easy to resolveo Responsible for training 6 resources for various positions in Procurement

Procurement Specialist Primary PackagingPrimary Packaging procurement: Closures, Crowns, Preform, Resin, Can, BIB, Preform, Preform Colorants (3 years) Sep 2016-Aug 2019o Operational and Strategic management of Primary Packaging RM for all 6 plants and 2 Toll Fillers for CCI-PKo Contract Management with all suppliers for all primary packaging categorieso Single Piece Closure implementation: (technology change)Coordinated with CCI-TR, TCCEC, CCI-PK Technical, Planning and Marketing to deliver a quick transition to SP Closures: realizedsavings of USD2 million in 2017o Tender Negotiation for Preforms concluded with a 3 year contract with approximate savings of USD 1 million year on yearo Expanded supplier base: added foreign suppliers for Crown, Closures and Resin, added local suppliers for CANso Developed dashboards for category spend tracking – reduced hours of work for compiling data and helped increase focus on analysiso Centralized Spend for all categories and managed contractual obligations easily by ordering according to agreementso Worked closely with BT department to deliver automated PO closure solutiono Successfully implemented AW changes for new brand launches, legal requirements, Cappy, Dasani, Coke Red Campaign, Fanta brandchange, Roar launch, mid-season branding change for Sprite and Fanta as per PFA requirementso Part of execution and UAT team for SAP based framework contracts, Zycus based Digital procurement module

• Set up a Quality Assurance Department at SSC• Implementation Lead for a project management plan with regards to scaling up quality control operations across the entire domestic vendor base with clear and concise KPIs• Managing a quality assurance team of 16 individuals working with 80+ vendors in Lahore, Faisalabad, Islamabad and Karachi and at four warehouse locations• Training of technical and managerial staff for various tasks for the QA department• Developed Vendor Performance Metrics for assessing capabilities, capacities and growth potential – this lead to the creation of strategic partnerships with Key Vendors and consolidation of production capacity at other vendors• Setting up Quality Control departments on vendor sites• Developed and maintained working relationships with vendors for implementing company's policies regarding Quality Checks, production reporting mechanisms and visit scheduling reporting • Resolving production/quality issues on a day to day basis• Developing SOPs for Supplies, Quality Control and Claims

Shoe Planet: (6 months) August 2014 - February 2015Business Planning, Business Intelligence Reporting, Operations, General Business Processes, Planning: Inventory planning on the basis of sales and season launches. Business Intelligence: Traffic/Conversion/Sales Analysis on a frequent basis. Marketing Impact Assessment on traffic increases/decreasesIdentified marketing touch points for attracting customersOperations: Field reporting; implementing reporting formats and measuring performance;Formulating and Presenting Weekly and Monthly Business Reviews to Business Heads and Management TeamChecking the viability of Existing and Potential new storesFinance: 6 months Jan - Jul 2014Budgeting, Departmental OPEX and CAPEX variances analysis, Verifying and Approving POsUndertook a Central Distribution Center Warehouse cost analysis to determine cost efficiency which lead to savings PKR 5.4 million+ on an year on year basis. Undertook a comparative study of Aldo/SSC and identified gaps that could be exploited with respect to Retail Operations, Logistics, Product Development and the Retail Management System.Developed several firm wide SOPs relating to procurement, retail operations and footwear claimsSourcing: 6 months Jul 2013 - Jan 2014Undertook vendor analysis, product tracking, vendor performance management Vendor Analysis was done on the basis of Vendor- Risk, Product Complexity which helped in determining appropriate strategy to tackle vendors of variable sizes. Analysis became part of Aligned Strategic Planning exercise for December 2013. Managed a raw material sourcing project worth PKR 150 million that involved working in close liaison with shoe vendors. Strengthened vendor tracking of three large-scale vendors based in Islamabad and managed them for four months.Introduced formal claims tracking and reporting method and developed a cross-functional chain of communication to decrease discrepancies in information.

Remote Banking, (Mobile Banking). Attended in-house Marketing Strategy meetings for the launch of MCB Lite., formulated an ROI of advertising for MCB Lite and was part of its initial staff launch. Conducted a study on Paypal.

Headed as Director (2011) and as Assistant Director (2010) of marketing activities, formulated marketing proposals for potential Sponsors, organized search for potential sponsors and led marketing teams for gathering sponsorship for the event CARMA.

Corporate Marketing, completed an Industry analysis of the Power Sector (Thermal and Hydro-electric), and participated in the day-to-day running of the department, was rotated to Trade, and administration for a week.

Participated as Assistant Director Human Resources; was responsible for managing volunteers, assigning departments to members and for maintaining inter-departmental communication.

Volunteered as a classroom instructor for mathematics, science and geography and took part in admin and marketing activities for CARE Head Office.