(NAQEL EXPRESS is a logistics company, established as a closed joint-stock company; with Saudi Post holding 51% shares)• Assess and manage risk through analysis of financial, statistical and economic data• Make critical decisions to solve problems in times of need and uncertainty• Combine marketing, operations and financial knowledge to achieve organizational goals• Predict and manage change through innovative methods

• Successfully grew sales of the Company (over 20% annually YOY), by targeting high-end business and directing & leading sales team to attain their individual targets based on premium pricing• Key role in developing major accounts for warehousing and 3-PL for large corporates (e.g. IKEA) to steer towards strategic growth target• Planned budgets and sales targets for each vertical, geographical area and sales team member, with appropriate incentive scheme to reward the sales effort, using CRM to assist Sales and generate management reports of performance by sector and by individual territory• Increased market share in each vertical (e.g. 60% of the automobile sector) • Planned and developed marketing events and promotional campaigns• Developed new products to complement the company’s portfolio to offset seasonal fluctuations• Recruited Regional managers, sales executives and marketing Manager etc (approx 30 staff)

• Managed teams of freight, courier, fleet-maintenance, customer claims & insurance departments • Implemented ISO 9001-2008 and Six Sigma (400 staff with yellow belts, 74 with green belts and 13 with black belts. Appointed On-Job-Trainers in each region for drivers, fork-lift operators etc • For large regular customers, advised key stake holders, designed modifications to vehicles to meet client requirements, thus increasing revenue and long-term customer retention and relationships• Re-designed routes, hubs as well as sub-hubs for road fleet with appropriate VOR support resulting in improved line-haul times and on-time deliveries to clients• Continuous improvement in operational performance and cycle times, streamlined processes to optimize capacity utilization (increase of approx 20%)• Vendor management - suppliers and subcontractors signed (SLA) to maintain expected service levels whilst maximizing revenue impact to company• Procured vehicles (e.g. 80 tractor-heads ordered) by evaluating different vehicles (e.g. MAN vs Mercedes & Volvo) for their performance and post-sales support and negotiating terms of supply for optimum fleet utilization • Implemented Tyre Management System which identified correct selection of tyres and resulted in saving 25% of annual tyre costs• Recruited over 1000 staff for operations of different nationalities over 8 years

Manager - Eastern Canada at Epic Express(Part of Consolidated Freightways of USA)

(Part of Canadian Pacific LTD and CP Railways)