Founded Thebes Pack company that's focused on offering environmentally friendly packaging solutions. The first line of products are sugar cane bagasse tableware and dish ware.

Leading a transformational program for a manufacturing company worth of 20 MM USD with a goal of selling the company in 5 years. Mandate entails business analysis, review of service offering, considering launch of new products/services, capacity review and restructuring, installing ERP system, and leading to an effective and agile organization. • Improved product quality that led to an Increase of the company sales by 30%.• Increased the number of new customers by 35%• Implemented and went live with the first ERP system after 10 months • Led the certification of 1SO 9001 certificate in 9 months.

Consultring is a specialized consultancy firm that offers one-on-one business strategy services to startups and small and medium enterprises that are struggling to shine in the ever changing and dynamic corporate world. Our services are conprehensive as we walk our clients through the whole process of planning, execution, monitoring and reviewing.

A 12-month supercharged transformation, to address aggressive top and bottom lines targets: • Increased sales by 15% after one month and 30% after 3 months by implementing a daily sales and operations meeting for area sales managers and support functions such as IT, HR and Procurement, to review sales from previous day, set and review monthly targets and address issues such as new product creation, social media presence and unfair compensation• Increased productivity by 20% by centralizing finance team under the CFO within 6 months: formed a project team to create new organization chart and draft new procedures and processes, resolved internal resource allocation issues, decreased finance department headcount by 20 employees • Redefined talent management practices, hiring practices and procedures with the Head of Human Resources, by re-defining and setting high standards for recruitment, reporting, compensation structure and policy resulting in effective delivery of HR KPIs

Program managing three strategic retail and branch banking programs. • • Increased branch network by 66% in 3 years, by leading geographical footprint expansion strategy for retail bank branches; analyzed prospects of each city economically and socially taking into consideration competition; recommended strategy was approved by board • Reduced operational risk for 350 branches by 33% within 6 months by overhauling 313 policies and procedures to enhance controls and improve customer service; prepared and delivered a presentation deck to executive management• Initiated new sales and service model for retail bank: analyzed customer experience net promoter index (NPIs) and sales targets, then restructured branch network into new regions and areas with a cross functional team of 10, increasing sales by 30% and customer services NPI by 10 points

Program managing the two strategic programs in the IT delivery focus area. The objective was to eliminate the capacity bottleneck in the business change capability in terms of capacity and quality• • Collaborated with 6 internal stakeholders to get buy-in for Request for Proposal (RFP) process and on qualifications for 15 IT suppliers• Tripled IT capacity in the bank within 10 months by instituting 2 offshore centers for IT development and testing • Raised the internal IT capabilities of nearly 30% or 70 IT employees by developing a scope and approach with IBM to redefine policies and frameworks in 7 disciplines including project life cycle (PLC), vendor management and business analysis, Business & IT architecture

Responsible for implementing and monitoring the growth strategy and financials of the bank in the services sector •• Implemented operations and technology 3 year strategy including 6 strategic projects and programs such as loans, trade processing centralization and payment engine replacement within 2 years by hiring and coaching a team of 15 to focus on process improvements and change management within 1 year• Decreased operational risk by 50% and introduced 3 new product structures, by leading treasury systems re-platforming for 3 front to back offices including FX, Money Market, Derivatives to create straight through processing (STP) • Standardized project management methodology, tools, and forms and deployed company-wide within 18 months after getting buy-in from all internal stakeholders• Improved the top management communications by 15% within a year measured by the employee opinion survey by establishing a team of 30 ambassadors to clearly articulate strategic information to 1500 operation and technology sector team members

Responsible for delivering and implementing the growth strategy of the bank through managing the change portfolio • Increased distribution presence from 8 to 50 branches and 10 to 100 ATMs in Egypt over 15 months and delivered growth strategy with a newly hired team of 12 Project Managers• Captured 10 % market share during the first year of launching new asset products such as car and personal loans and credit cards by working with a cross functional team of 15 • Increased corporate bank revenues by 25% by prioritizing and launching several cash management products such as cheque clearing, bulk cash collection and forfeiture to corporate companies in 3 months and by working closely with IT and corporate relationship team to resolve conflicts and define requirements

Responsible for the supply chain of the new factory in Egypt• Led the startup the new factory in Egypt and the second baked facility in Mars globally.• Recruited and structuring the supply chain team, from operations and logistics to deliver the start up and launch of the products in the Egyptian and middle east region.• Preparing the operational and logistics systems and policies to become ready to be the sourcing site for the Middle East & Africa• Implementing Mars quality and food safety standards in the factory including HACCP• Supervising 40 technicians and 5 managers to achieve the productivity and efficiency results

Responsible for the entire production of all the Femcare products in Egypt:• Led the startup of the Always ultra line in Egypt, the first in Middle East.• Structuring the Femcare department after leading an organization performance model assessment and design to sharpen the organization to overcome all the challenges both internal and external.• Preparing the departments systems and policies to become ready to be the sourcing site for the GCC, Africa and Pakistan.• Supervising 40 technicians and 1 manager to achieve the productivity and efficiency resultsWork achievements:• Global benchmark in P&G subsidiaries in the manufacturing expenses • Quality benchmark in P&G subsidiaries.• Managing a huge decrease in costs up to 22 % during the first 9 months.• Increasing the productivity up by 30 % while maintain both the quality and cost.

Responsible for the plant wide production planning & export logistics from Egypt :• Developing the entire export system in the Egyptian organization.• Developing new export markets and the fulfillment of all their needs & requirements through developing market entry strategies and following thru.• Developing the entire export logistics documents cycle and customer service systems.• Ensuring the product availability all the time and lead several launches in several middle eastern countries as Lebanon, Syria, Jordan and Morocco.• Allocating solutions & resources to occasional capacity & quality problems for both the export and planning cycles. • Managing and communicated with several parties importers, clearing agencies and shipping lines. Work achievements :• Exported 10% of the entire P&G volume in Egypt within the first year and 10 times more than the previous annual export sales during the past 5 years and an annual growth of the entire export business by 10 %.• Negotiated a huge saving transportation project for the East & West African business that delivered around USD 500,000 a year.• Ensured product availability of 99.5 % for the last 2 years.

Responsible for packing production line of detergents (Ariel & Tide Brands). Job responsibility included:• Developing medium work loads in alignment with long-term plans.• Supervising of 35 technicians, to execute work load under time & budget constraints. • Allocating solutions & resources to occasional capacity & quality problems. • Managing the team of technicians, tracking their development & setting their career and salary plans. Work achievements:• Succeeded over a period of 18 months to cut packing budget of department by 25%, while boosting productivity by more than 20% over the same period.• Undertook the mentoring & training responsibility of 130 technicians.