Providing strategic analysis and decision support within manufacturing process for Protein business by setting and analyzing KPI targets for all departments stakeholders. Ensure accurate product and process costing, managing stock, and preparing budgets. Conduct trend analysis, collaborate with Continuous Improvement teams, and supporting section heads reports. Deliver predictive analysis on project opportunities, generating supply chain reports, and identifying cost-saving opportunities to improve factory efficiency. Analyze capex projects, supporting profit improvement initiatives, and conducting project pricing analysis.

Translate strategic goals and financial objectives into actionable initiatives by devising and executing annual operating plan, slash costs by overseeing Sales and Operations Planning (S&OP) process. Establish Key Performance Indicators (KPIs) and performance metrics across all core operations functions to facilitate effective performance monitoring. Support cross-functional departments, including sales, logistics, and production to ensure seamless co-ordination. Optimise financial outcomes by assessing financial performance and conducting thorough data monitoring with analysis.• Generated sales revenues by 6% per year through formulating and execution of effective sales strategies and leveraging lucrative business opportunities.• Boosted profits by two percent by amplifying operational performance along with establishing and adhering to systems.• Achieved annual cost reduction of 5% by augmenting resource utilization

Rendered strategic solutions for operational and tactical risks to enhance organisational resilience and mitigate potential challenges. Determined key points of friction within business value chain and spearheaded improvement projects for improving performance of processes. • Streamlined livestock operations by developing and overseeing operations strong module for livestock.• Drove revenues by 3% by spearheading dairy farm expansion process from conception to completion.• Generated new value stream and realised annual growth of 1% by cultivating and marketing horticultural products.

Facilitated sound decision-making process by creating annual business plan, including detailed cost analysis, income statements, project projections, and operational expenditures (OPEX). Supported new projects proposal by creating robust financial models and business cases. Identified pricing and required margins with a major focus on ensuring optimal pricing decisions. Co-ordinated strategic planning by developing and evaluating monthly results. Acquired valuable insights into cost management by generating detailed costing reports and analysing variances between actual and projected costs. Tracked working capital and inventory levels across dal food to attain optimal outcomes. Formulated program management plans for new business in accordance with stakeholder requirements.• Elevated profits by 8% through establishment and implementation of robust value-addition model.• Decreased business complexity and cost by formulating procedures for existing businesses. • Propelled continuous improvement by monitoring current business performance.• Curtailed 2% annually by increasing operational efficacy

Streamlined company operations by designing maps and flow charts of existing and future business processes. Develop business model using canvas model. Uncovered lucrative business opportunities by suggesting most suitable strategies and logistics. Directed all aspects of day-to-day operations, including client cultivation and solicitation, sales and marketing, risk management, staff management and recruitment, cost and budget management, and investment management. Conducted feasibility study, prepared business plan, and recognised areas for business improvement.• Accelerated revenues by leading projects for export business and setting business operations.• Realised cost savings and enhanced business processes by reviewing business processes

DAL Group sponsors a General Management Graduate Development Program as part of its talent acquisition & development strategy. The 2 year program is divided into four rotations; each rotation consists of 5 months of on-job training and one month of classroom training. Below are my positions in the four rotations1- Sales Operations Co-ordinator, Sales and Marketing, DFI (2013 – 2014) Led various aspects of Safia home delivery project, including logistics, scheduling, and customer satisfaction. Created targeted strategy for specific promotions by assessing sales and event data. Contributed to transparent financial operations by monitoring budget and processing invoices and expense reports. Delivered projects from conception to completion along with orchestrating 2014 Trade market section budget.2- Communication and Corporate Responsibility Co-ordinator, Sayga, 2013 Played integral role in launching school milk project to public. Performed data creation and evaluation required for supporting CSR Arabia award. Processed neighbour environmental claims against Sayga. 3- Supply chain planner and analyst, Supply Chain, Capo, (2012 – 2013)Prepared monthly Material Requirement Plans (MRP) for raw materials and packaging to minimise product disruption due to material shortages. Created Monthly supply chain performance reports to determine efficiency of supply chain operations. Developed respiratory for international supplier data.4- QMS Co-ordinator and HSE executive, Technical Service Department, Sayga, 2012Optimised Quality Management System (QMS) procedures and work instructions, conducted departmental internal. Prepared comprehensive risk assessment reports for Sayga's premises, including Portsudan. Executed Health, Safety, and Environment (HSE) inspections, and planned Sayga fire evacuation procedures.