Consulted on operations/engineering/expansion/market entry strategy and execution in FMCG, power, textile and sustainability sectors

http://www.london.edu/programmes/sloanmastersinleadershipandstrategy.htmlAttended Full Time Global Leadership ProgramThis program was invented by Sloan himself for experienced executives and is offered only at MIT, Stanford & LBS in a cohort with diverse background, 24 nationalities, average experience of over 16 years ThemesA. Leadership: executive leadership, managing organizations, governance, biography B. Globalization: global business environment, international assignments, global teams/networksC. Strategy: business/corporate/global, understanding top management, game theoryD. Toolkit: Global operations management, corporate finance, capital markets, international finance, entrepreneurship, mergers & acquisitions, MBOs-LBOs and other corporate restructuring, behavior finance & economics, decision making, risk management, performance management, sustainability, future of work, world economy, emerging markets, advanced marketing, branding, going to market, managing corporate turnarounds, strategic innovation, growth strategies, managing change, social venture, family business• Dissertation: Global power outlook; Powering 2030-challenges, scenarios & strategies • Hong Kong field trip: Turn around strategy of Volkswagen China & its global impact • China field trip: Interacted with top level policy makers, institutional heads and CEOs of global organizations to study startling growth of China under 8 different themes• Analyzed countries to rank in terms of their growth prospects using World Economic Forum Global Competitive Report and other determinants of long run prosperity • Developed e-commerce marketing strategy for emerging group that was implemented by board• Reworked corporate strategy for a diversified multi-business group and an innovative on-line holiday planner for global expansion in different territories• Analyzed organizational Human Value Chain as per philosophy of “change to strange” for multinationals

The group provides integrated engineering solutions with 2000 employees and $22M turnover to energy and industry sectors.- Steered 2x225 MW power plants to commercial production in just10 months.- Reduced employees turnover through introduction of strategic structured processes for organisation development and performance management.- Designed and implemented project management and supply chain processes to cater for multinational client sites such as Wartsila, MAN, Saudi Aramco and OMV

Responsible for a budget of $25M and 350 people in procurement, logistics, distribution and mining operations with extensive exposure of international suppliers and customers in emerging markets, Africa and Europe.- Added $500K savings to bottom line as annuity through securing and streamlining the supply of coke from spot to long-term contracts.- Reduced raw material consumption by 6% on year-on-year basis - Reduced risk and cost through rationalization of existing supplier base from 355 to 240 based on strategic partnership.- Contributed to the definition of five years business & corporate group strategy in line with AkzoNobel acquisition of ICI.- Led supply chain and manufacturing strategy to align with corporate and business strategy.- Developed and implemented supply chains models to establish clear connections between prices and bottom line results i.e. macro factors impact on business results.- Identified and captured a new customer segment requiring smaller range of product packing and improved business growth of 10% per annum. - Reduced environmental and occupational health impact of CO2 and Lime dust through monitoring and implementing wide ranging action plan.

Leading a team of 144 with a budget of $4.4M was responsible for strategic development and deployment of technologies for utilities and process plants and of managing existing assets. - Expanded plant capacity by 49% from 235 to 350 Ktons, as part of senior management team, with a spend $40M and IRR of 35%. Successful acquisition & merger of Chinese technologies with western counterpart was a significant hallmark. - Led development & implementation of functional strategies including HR, engineering, production & operations to align with corporate objectives.- Enhanced plant availability from 95 to 98% and reduced production loss by 50% from 800 to 400 tons through redesign of KPIs and metrics for manufacturing excellence, reliability, quality and productivity.- Led the business team to study the impact insurance cost on $140M asset re-evaluation exercise in collaboration with corporate finance group.

Responsible for 8 subsections, $2.8M direct budget and team strength of 522.- Reduced plant turnaround time from 30 days to 14 days.- Led implementation of SAP, a business enterprise solution, with successful transition from earlier modular system.- Developed and executed 27 projects each bearing a unique record of paybacks, IRR, productivity and CSR impact

Responsible from projects feasibility studies thorough design & execution to budget controls and post-implementation performance reviews and to maintain the synergy and uniformity across all six businesses.- Executed an automation project of $5.0M replacing outdated technologies to modern state of the art controls resulting in 5% production increase and 50% (250 to 125) labor reduction.- Advised businesses on improvement initiatives in energy reduction, operations improvement and acquisition of new technologies across the globe.

Responsible for all aspects of electrical power for soda ash business with a budget of $1.1M and team of 35.- Led, the first implementation of Maximo in Pakistan, a computerised maintenance management system resulting in maintenance improvement. - Initiated the application of innovative technologies to improve productivity and reliability

- Responsible for sales, marketing and services for a wide range of clientele in utilities, industries and telecom sectors.- Managed round the clock maintenance services for 22 geographically spread telecom exchanges under BLT (build lease and transfer) system- Changed business proposition to clients from generic agreements to quantified projection of benefits including improved service backup and reduced downtime