• Accountable for Design & Strategy formulation, Volume, Profitability, Customer Development, Distributor Model Start-up and Performance Monitoring for the Indirect Sales through effective leadership of a cross functional team.• Partner with the Sales Director, the yearly AOP process through having a solid action plan for all regions which includes infrastructure requirements for the next year to achieve volume, profitability and productivity results.• Monitor on monthly basis the total Distributors sales and market development objectives to all regions.• Lead a cross functional team for the design and start-up of the Distributor Model.• Ensure proper execution of all merchandising and operational priorities (to include Trade promotion planning and budget tracking).• Provide ongoing coaching to all RSMs to achieve Distributors financial goals.• Maintain strong relationship with weighted distributors nationwide.• Manage revenue, profitability and costs across all regions and drives commitment to meeting Distributors financial KPIs.

1/7/2015

• Accountable for Design & Strategy formulation, Volume, Profitability, Customer Development, Distributor Model Start-up and Performance Monitoring for the Indirect Sales through effective leadership of a cross functional team, for NEA BU.• Partner with the Sales Directors (PCE/CFI), the yearly ISD AOP process through having a solid action plan for all regions which includes infrastructure requirements for the next year to achieve volume, profitability and productivity results.• Monitor on monthly basis the total ISD sales and market development objectives to all regions.• Lead a cross functional team for the design and start-up of the Distributor Model.• Monitor and evaluate ISD performance (including the Distributor Model).• Partner with Sales Directors (PCE/CFI) to set the ISD Annual D&A budget and plan for all regions.• Conduct a monthly business review to share monthly results with the Sales Directors (PCE/CFI) & BU Transformation Director and determine proper action plan for development areas & competitive activities.• Partner with Sales Directors (PCE/CFI) and Sales Forecasting Managers to ensure accurate CDF (customer demand forecasting) developed by Regional Sales Managers and provide coaching to enhance accuracy.• Ensure proper execution of all merchandising and operational priorities (to include Trade promotion planning and budget tracking).• Provide ongoing coaching to all RSMs to achieve ISD financial goals.• Maintain strong relationship with weighted distributors nationwide.• Manage revenue, profitability and costs across all regions and drives commitment to meeting ISD financial KPIs. • Unify the ISD practices and standardize processes across the different Regions (PCE/CFI) enabling better utilization of resources.

-Lead new Snacks Distributors business development and realize all required business platforms enabling new distributors achieving AOP transformation objective of reaching 40% of CFI business nationwide.-Developed transformation process and tracking tools to measure progress vs. objectives effectively in coordination with supply chain, finance, field sales, Transformation Manager, and Sales Director timely.-Select and asses potential distributors on regional basis to fulfill AOP transformation objectives.-Closely evaluate new AS&D cash flow, capability, and growth potential.-Asses AS&D P&L and ensure it is delivering on SBP Cost-to-Serve (CTS) targets.-Develop execution scorecards to constantly evaluate the distributors’ performance to ensure compliance with CFI contractual terms and operating standards.-Manage AS&D developmental flow through prepared CPS based on a preset AS&D module.-Establish 3rd party business channels and coordinate communication network to fulfill business requirements. -Organize the CFI support functions agenda in collaboration with HH Manager, SC Manager, and Planning Manager for the AS&D frontline team transfer.-Ensure proper roll out and sustain the implementation of Best Practice Tools within the selected AS&D to achieve maximum productivity. -Participate in the yearly AOP process through supporting the build-up of a solid action plan for AS&D which includes infrastructure required for the next year to achieve the required transformation on timely basis.-Distributors’ contracts preparation and approval from S&D Director and GM.-Visiting distributors, reviewing site build-up and developing status of warehouse, offices, furniture, and sales trucks purchasing progress, and preparing report to Sales Director highlighting advancement versus time and budget span.-Build Business Continuity Plans (BCP) in coordination with SC, Finance, Sales Team, and HR, in order to ensure uninterrupted business flow. 

From 1/3/2009 to Present Unit Sales Manager South Sinai (Sharm-Tor-Dahab-Nawaba-Taba-Abo Redees).*** Reporting directly to Regional Sales director- Heading Sharm El Sheikh Distribution center.- Managing the whole operations process (Sales, Finance, Operations, and Inventory 74 employees).- Responsible for two supervisors, six account executives, sixteen drivers, and eighteen helpers).- Achieving South Sinai area quota & the company’s objective through Key accounts, Indirect and Direct distribution channels.- Developing coverage process for all channels to increase volumes and enhance service quality.- Expanding customer base and exploring new uncovered areas.- Working with finance to revise credit limits for KA channel & responsible for all Accounting transaction between the company and all accounts.

- Achieved the YOGO volume growth set in the company’s AOP.- Developed the key accounts customers’ base horizontally & vertically in order to meet the target NOBT and planed operating turn over (targeted number of raw cases).- Met & exceeded the targeted CPC (Cost per Case).-- Optimized the use of the escalated budget assigned for my territory, supporting the S2C audit needs.- Managed all the related processes to achieve an efficient presence, planed an adequate monthly visit route for my territory, and met the required volumes sourced thru a multitude of key accounts locally and even abroad (National Accounts).-Tolerated daily with Finance to meet the agreed credit terms with my accounts& to avoid any past dues within my territory.- worked on an instrumental role to connect different levels of both parties on professional bases execution, financial, operational stand point, and leverage the marketing tools in the business

Drive three sales distributions channels ( Potinc Pots /Playground Toys/Safty Equipments Marine )Following large number of sales men.• Achieving the territory target including sales and collection.• Training and develop salesmen performance.• Develop the customer business.• Acquire new customers.• Responsible for organizing exhibitions.

February 2000 – October 2002 (2 years 9 months)• Setting sales forecasting and cash flow cooperatively with purchasing and finance Departments.• Following large number of sales men.• Achieving the territory target including sales and collection.• Training and develop salesmen performance.• Develop the customer business.• Acquire new customers.• Responsible for organizing exhibitions.

Setting sales forecasting and cash flow cooperatively with purchasing and finance Departments.• Coordination with marketing department to gain big market share and to explore launching new products in electronics market.• Presenting all presentation documents to the company GM.• Following large number of sales men.• Achieving the territory target including sales and collection.• Training and develop salesmen performance.• Develop the customer business.• Following the existing customers and developing the relation with them.• Acquire new customers.• Following export orders with foreign countries.• Responsible for organizing exhibitions. Charged to attending all commercial chambers meetings.

By working in Xerox Egypt I communicated with the following zones:(Port-Said - Tenth of Ramadan - Ismailia - Cairo)/ : Port-Said from 2/92 - 10/93.We achieved the highest rates of sales and distribution in the history of this zone.The numbers of customer were double increased.The monthly follow up of all the customers to know their needs, solving their problems and satisfying the customers.I received the first position on the level of the company and this the first year for me in this company.// : Tenth of Rammadan from 11/ 93 - 12/ 95.Also I achieved excellent rate of sales in this zone.The number of customers were increased.I received the first position at the end of the year./// : Ismailia from 1 / 96 to 6 / 96.During this period I was assigned as the head of the Canal Zone reporting to my director in Cairo.Following up the customers, satisfying them and solving their problems.Following up my colleagues in the selling zone, solving their problem and helping them.In addition to my private work of selling and marketing inside the Governorate.//// : Cairo from 7/96 - 2/99.During this period I worked in various zones inside Cairo.Excellent results were achieved and the increase of my production rate.I was transferred from the equipment to the temporary department concerned by the foreign, governmental, public and private sector temporary projects inside Egypt, the committees and conferences held in Egypt.After that I was transferred to paper department specialized in sales to (10 ministries: ministry of defense, presdentship).