Hussam Jamal Email and Phone Number

Offset & Digital Printing Machines, Material, Inks and Technical Services.- Managed the business with total P&L responsibility, restructured the company across 4 branches to reduce overhead by 50%, and created a highly customer-centric sales operation. - Developed and launched a range of products, new brands, to strengthen business growth, and put in place an effective KPI driven business model, with focus on better cash management: AR, AP, DSO and DIO.- Launched a series of successful machines driven exhibitions in 4 regions to promote company’s image and increase sales.

SHELL is the World’s No. 1 leading brand in engine lubricants for 8 consecutive years. - Managed and developed the B2C Sales Operations through a team of Channel Managers, KAMs, Supervisors, Cash Van Salesmen and Support Staff. B2C operates on 4 channels: 1) Resellers Network, 2) Direct Sales-Cash Vans, 3) Direct KAMs handling Industrial & Commercial sectors, and 4) Indirect STLs handling Industrial Distributors throughout the country.- Maximized product portfolio sales and customers’ loyalty, by enhancing GTM structure, team training and higher efficiency, effective stimulant programs, daily KPIs tracking-reports to guide team and measure performance. - Achieved record sales and profits, exceeding Board Plans, in years 2014, 2015 and 2016. - Grew Direct Van Sales volume more than 4 times since the start of 2015, and set up new Direct KAMs-Team, gaining more than 500 accounts as direct wins from competition. - Initiated channel focused initiatives to improve brand equity, customers’ loyalty and product demand creation, with emphasis on increasing consumer brand awareness.

ARROW is one of the leading FMCG distributors in Saudi Arabia.- Managed the relationship between our distribution and production companies, and optimized the use of deployed resources.- Managed the sales team and marketing activities in all branches to bring better focus on each brand within the beverage portfolio (CSD, Juices, Malt, and Cordials).- Grew the contribution of more profitable brands & SKUs and launched new strategic products to strengthen total beverage portfolio.- Built the distribution team capabilities, and initiated channel focused initiatives to improve brand equity and customers’ loyalty.

- As a senior marketing & sales role, worked closely with all channel managers to execute sales & marketing plans, key customers’ marketing promotions, to achieve sales targets and overall business growth as per PepsiCo’s AOP. - Managed strategic customer relations and negotiated top Modern Trade, SSS and HORECA contracts.- Achieved highest market share vs. previous years, with double-digit sales growth, and over 85% share of space.- Monitored business KPIs to ensure compliance as per set targets, and aligned channel managers on PepsiCo’s upcoming programs to secure 100% team support for best execution.- Managed within the Bottler’s Franchise the launch of new products as per PepsiCo’s strategy, and contributed significantly to the launch of Tropicana range in 2004, Lipton Ice Tea in 2006 and Mirinda Sorbet in 2007.- Initiated and managed all stages of launching Handheld Sales Automation System across the franchise.- Contributed significantly to the project study, investment and launch of multipacks for CSD brands.

- Managed the daily sales operation of a midsize FMCG company across 11 branches, with total 97 SKUs (all types of biscuits and crackers, pastas and dry mix products) produced by the company’s own factories in Riyadh.- Developed 4 new products with 16 SKUs to capture sizeable market shares in growing product segments, increase production line utilization, maximize annual sales and ROI.- Launched national marketing campaigns and various consumer and trade programs, leading to more than 100% incremental sales in major accounts, especially in Modern Trade.- Conducted quarterly Training Seminars to Supervisors, Salesmen & Merchandisers in all branches.- Increased in-store presence in retail stores by more than 70%, and grew HORECA sales by more than 40% (with emphasis on Catering SKUs, leading to higher production efficiency and depletion of remaining Ramadan produced-after season stock). - Developed and executed in 1998 a restructuring plan for the sales & distribution operation to reduce annual expenses by SR 2.5 million, and strengthened company’s financial position.