Manizeh Dossa Email & Phone Number

Berlin, Germany

I transitioned to Digital Product management from Physical Product Strategy within HelloFresh in Q1 2023 as a lateral / broadening move to gain experience within the Product domain. I work within the Assortment Tribe in Food Alliance. The Tribe is responsible for empowering the local teams (internal customers) to make better and faster decisions in creating the best food offering by providing them with better and more relevant data, more efficient and integrated tools and more user-friendly solutions.The Assortment Tribe is split two main squads: Recipe Development and Menu Planning. Generally each of the squads build global digital tools to make the local team’s work easier and more efficient. The Assortment tribe hence supports the local teams to create a food selection that has the right balance between appeal, cost and potential supply chain risk. Every market offers 18–45 products per week in our core subscription, most of them being mealkits as well as up to 350 products that are sold as add-ons, on top of the core subscription. Looking at the seasonality of the products or potential shortages in the food supply chain, the menu planning process is a very complex process that connects many data points.I have contributed directly to successfully launch a global system across multiple geographies internationally (across 7 markets) and to globalizing and integrating data. Furthermore we have improved the tools usability score (measuring efficiency, effectiveness and satisfaction) by more than 50%.We have exciting strategies on our roadmap for 2024, including introducing a digital solution to improve data accuracy and reduce manual work through recipe data assignment automation. Furthermore we will explore more ways to integrate machine learning applications, to better improve decision making in developing and planning our physical product.

Berlin, Germany

Upon completion of my International MBA in Sustainability, I joined HelloFresh, the global market leader for sustainable meal kits as their Senior Ops Manager (later promoted to Team Lead) for Culinary Strategy, to improve the physical product in a scalable manner across 12 diverse markets. I was also responsible for driving process optimization in local and international culinary and product operations processes (via business processes, systems and technology, teams and organizational structures)Key Interventions: 1). Initiated Sensory Testing in HelloFresh to support procurement: For perspective, sampling was one of the greatest bottlenecks to timely execute INTL Tenders; the implementation of which were subjective to the local markets biases. I led and executed the business case for centralized sensory testing program to evaluate ingredients in a scientific and scalable manner and collaborate with suppliers for business development. This reduced overall testing time by ˜65%, and realized ˜1.3 Mio in savings due to faster Tender implementation.2). Facilitated Consumer Preference Workshops to launch the concept of "Consumer Archetypes", by collaborating with strategic product development to enable local culinary teams to adopt guardrails for recipe development targeted towards specific, and combination, of customer preferences -eg, "Family", "Healthy", "Quick & Easy" . This initiated a two-way collaboration window to learn and scale through an established process and drumbeats between Global Strategy and local Culinary.3). Contributed to hone a customer centric culture measured by the "true" impact of culinary drivers for the teams to be able to objectively measure the true impact of customer comments through our apps, websites and customer care centers. For example, if out of 100 negative sentiments expressed for a recipe, 50% were due to flavor, we knew we had a problem, impacting retention, which needs to be fixed by culinary teams.

Pakistan

As the Country Logistics Leader for Pakistan, I was responsible for driving optimization in transport and warehousing operations for the fiscal year to result in cost savings of a total budget of ~$10m (80% transport and 20% warehousing). The business operated under a single distributor model with 18 ship-to locations and an approximate transit time of 5 days. For further perspective, P&G Pakistan at the time was leading as best-in-class within the FMCG industry as per an internal competitive benchmarkingThere were furthermore a few unexpected major headwinds:1). Change in business plans for establishing local production facilities for baby care (~30% of forecasted shipment volume). This required an urgent re-evaluation of fixed costs mitigation and re-allocation due to the drop in customer demand because of currency depreciation impacting affordability2). Imposition of government regulations on container sizing impacting 30% of dedicated fleetDespite the headwinds described above, I led the following key interventions:1). I executed a Transport Strategy Revamp by introducing a MEGA RFQ in order to disrupt the status quo of the existing vendor base and introduce new vendors with competitive pricing into the equation (in compliance with market standards). This helped me to reduce the dedicated fleet (and hence fixed costs) by ~40%2). Pioneering the use of Pakistan Railways for 20% of business by making the shift from two land based routes: I designed and executed a successful pilot operation for cargo transfer via railways as a more sustainable and cost effective alternative3). Cargo backhauling to avoid "empty miles": I executed mutually beneficial proposition with suppliers (non-compete) for utilizing our fleet for transportation of raw materials between major shipping points of the countryAdditionally, I also evaluated liquified petroleum gas as an alternative to diesel for driving sustainable, cost effective competitive advantage

Malaysia

For my international assignment at P&G Malaysia (MY), I was responsible to manage a strategic customer for the business, AEON Big, contributing 6% to the overall sales of MY across 20+ stores. My key areas of responsibility included demonstrating in-depth understanding of sales fundamentals and account management by building a relationship with the customer and identifying pockets of opportunities to cement a long term win-win partnership.Key Interventions taken: 1). Delivering key priorities across entire portfolio for Distribution, Pricing, Shelving, Merchandisingfor modern retail Supermarkets: This entailed for all recommended Power SKUs to be in-stock at the recommended retail prices; secondary displays (including blocks, standees, clip strips, gondola ends, permanent fixtures, check out counters) to be maximized and in-line with on-going promotions; and for the share of shelf to be in line with market value shares of brands.I re-designed existing "canvas meetings" with sales representatives for AEON by introducing a rotational program and encouraging a "share and re-apply" outlook versus solely a KPI driven approach. I recognized the winning areas in each store and matched to introduce a "rotational" program to enhance morale and engagement by the sales reps.2). Executing Multi-Brand Roadshows to provide consumers with the opportunity to trade-in, trade-up and trade-across Home-Care categories: I designed the modalities to execute a first-ever roadshow with multiple brands including Dynamo, Ambi Pur, Joy and Downy. The key idea was to maximize the ROI on the in-store promotion and promotions were specifically designed as "basket discounts" with the added opportunity of driving conversion via sampling3). Revamping promotion strategy in line with price elasticity of demand between SKUs/categories:I introduced the concept of analyzing the "impact" on demand following discounts versus only considering competitive activities

Pakistan

As the National Distributor Logistics Manager I was responsible for partnering with Abu Dawood Pakistan, the local subsidiary of IATCO. My primary responsibility was to ensure service (100% shipments to ~15 Distributor Hubs) at the optimal cost and partner with our Customer to achieve win-win propositions.Key Interventions taken: 1). Service ex-Distributor: Previously the SMO measured service as "Case Fill Rate" (CFR) on the basis of demand fulfilled versus orders received. The objective in FY 16/17 was to raise the bar on Service to achieve the Product Supply vision, such that, “Every sales representative at the Distributor would have inventory – at the right time and in full – to meet his target”. Service ex-Distributor can be considered as a "true" measure of service calculated as per the inventory available at Distributor Hubs for Sales Reps to sell on a daily basis. As a result of this measure, we were for the first time able to gain holistic insights and deploy key interventions resulting in a +14 pts improvement in service to reach an average of 96% a year post implementation. These included strong lateral collaboration with Planning Service Centers and Business Units, capacity expansion projects at the Distributor, synchronization between orders and shipments to Distributor (4 days cash ), and differentiated Service on the WEST (Win-Explode-Stop-Transform) model for strategic SKUs.2). On-Shelf Availability Program: I led the first successful launch of an extended On-Shelf Availability (OSA) Program in Pakistan, via negotiating additional services of third-party merchandisers contracted by the Distributor, to deliver PS "vision on the shelf and win on First Moment of Truth (FMOT)". This enabled a 30% coverage of measure - highest within IMEA - at no additional cost! The aim of this program was to be a key enabler to drive service excellence at every level, particularly modern retail, by providing a holistic visibility across the value chain.

Pakistan

As the Sales & Operations Planning (S&OP) Manager for Household Care Brands - Ariel, Always, Pampers & Vicks - for P&G Pakistan, I was responsible for Demand & Initiatives excellence for 30% of total annual business of $300m.The crux of my responsibility was to enable timely interventions by leading demand planning and forecast accuracy in collaboration with commercial teams by timely highlighting risk/opportunities on forecast. I simultaneously led upstream collaboration with the Planning Service Center to align on business operating strategies for flexibility to support business plans. This required the in-depth study and application of consumption models and forecast validation tools for analyzing the impact of internal sales and marketing activities and external competitive actions on overall demand. Key Interventions taken:1). Institutionalized “Touch Point Connects” between commercial teams and local SMO GM to drive a bias to action for identified risk/opportunities in forecast2). Introduced and standardized concept of “incrementality” for aligning on building blocks for quantifiable frameworks between base plans and key volume drivers3). Led design thinking implementation of Strategic SKUs segmentation by aligning stakeholders on differentiated tolerance levels for a "high growth, high margin" portfolio versus "low growth, low margin" SKUs4). Established Initiative "Master Plan" Meetings between stakeholders to discuss progress and roadblocks in execution excellence.

Master Of Business Administration - Mba

Activities and Societies: Co-President TEDx Graduated Dean's Honor List

Bachelor Of Science (B.Sc.), Accounting, Management And Finance

Activities and Societies: LUMS Student Council - Member Graduated Dean's Honors List