Responsible for Dairy, Beverages, Personal Care & Cigarettes categories management, operations, credit management and developing sales strategy in line with company objectives (NR, COP, GM, JBP & NWC), ensuring margin benchmarks, assortment development, key customer relationship development and contract negotiation with respective category suppliers nationally. Achievements & Accomplishments: • Renegotiated 2024 JBP with Coke, with an improvement of 1.5% contractual margin and extension of 30M credit limit. • Renegotiated 2024 JBP with Friesland, with an improvement of 1.75% contractual margin, 3 days additional credit period and extension of 50M credit limit. • Renegotiated 2024 JBP with Dairyland, with an improvement of 3% contractual margin. • Friesland delivered a 16% growth in Q1’24 behind better margins, market competitive rates and focused marketing. • Improved dairy inventory cover days from 12 days to 8 days leading to a reduction of 36% in working capital requirement to operate the category. • Renegotiated 2024 JBP with BAT, with an improvement of 0.7% contractual margin along with 2 additional credit days and alignment of expiry lift back of non core SKUs. • Won the “Highest NR Achievement” award for Dairy category in March, overdelivering NR by 16% against the TGT of 9M. • Introduced Friesland Super Plan in April with the aim to acquire 1.5X retailers and grow AOV by 25%.• Locked JBP with Gourmet Cola and being the exclusive B2B platform for the brand nationally. • Locked JBP with Mezan Beverages leading to 26M additional sales in the category for the month of July.

Responsible for developing and managing distributions, operations, credit management and developing sales strategy in line with company objectives (NR, COP, GM & NWC), ensuring ROI and margin benchmarks, portfolio development, key customer relationship development and strengthen distribution structure. Responsible for developing long term strategy and structure to ensure that the vertical is investment positive.  Within 12 months raised a vertical having 2 billion topline with investment positive ROI ending H1'23.  Onboarded 8 new logos with 16 distributions in H1'23.  Introduced a conventional structure which is flexible, lean and allows quick decision making as well as addressing 5 major points (capital stability, 100% compliance, facts & figures-based discussion with proofs, market and data analysis and bazaar's tech stack) that each company wants their distributors to achieve. Bazaar Prime has been consistently growing +20% every month since Jan'23.  Helping logos overcome issues faced with previous distributions by ensuring efficient operations, complete compliance and developing the structure for better market coverage. For example, Tapal's productivity and sales grew by 15% and +50% respectively.  Developed a structure that not only ensures better distribution, but it also develops and ensure brand sales and covering white spaces. Such as Bazaar prime built an 8m worth distribution from scratch for Bona Papa Pro Plus brand by Ana Batla. Ensuring that we not only distribute the brands but have the capability to develop a brand.

Responsible for developing and managing distributions, operations, credit management and developing sales strategy in line with company objectives (NR, COP, GM & NWC), ensuring ROI and margin benchmarks,assortment development, key customer relationship development and strengthen distribution structure. Built the distribution structure from scratch, onboarding 3 companies for exclusive distribution in 10 towns.  Onboarded Reckitt, Tapal and Ana Batla in the first month of Bazaar Prime vertical.  Ensured that as a distributor, Bazaar can be ROI positive in tier 3 towns by using the enormous tech infrastructure developed by Bazaar for E-Com B2B and integrating the infrastructure with the distribution structure.  The integration of tech infrastructure such as Customer App and shared operations helped Bazaar earn positive ROI in areas where it's very hard for any traditional distribution to exist.  Developed a distribution model "Bazaar Tech Distribution Model" where companies can partner with Bazaar Prime in the areas where very few traditional distributors are ROI positive.  Expanded GT coverage of all three partners by 23%. Through combining traditional delivery channels with the Bazaar's digital retail footprint, helping grow the overall GT coverage of all 3 logos.

Responsible for home, personal and baby care category management, operations, credit management and developing sales strategy in line with company objectives (NR, COP, GM & NWC), ensuring margin benchmarks,assortment development, key customer relationship development and contract negotiation of non-food suppliers nationally. Developed national structure for home, personal and baby care categories. Renegotiating contractual margins, leading to 3% additional gross margin.  Best Category award in commercials. Increased cumulative GMV of all 3 categories to 250 million from 100 million with in a year.  Maintained 6% net margin thorough out the year. Over delivered on category margins till September, resulting in highest net revenue against all other categories.  Home and personal care categories reached CM 2 positive.  Maintained 18 days cover stock for all 3 categories against the industry average of 22 days stock cover. Aligned 200 million worth strategic wholesale leading to 1.5% additional gross margin and 40% reduction in last mile costs.

Responsible for key accounts sales, operations, credit management and developing sales strategy in line with company objectives (NR, COP, GM & NWC), share of shelf negotiation and maintenance, key customer relationship development and contract negotiation of Reckitt Pakistan for International Modern Trade – Central Region (CSD, USC, Metro, Carrefour, and Imtiaz). Achievements & Accomplishments:  YTD’21 at +46% growth, delivering +45% on Harpic, +20% on Mortein and +125% on Robin. Won two Reckitt H1 Awards 2021 – Business Stream Award for delivering 44% YTD growth and Strive for Excellence Award for delivering 85% OTIF in H1’21 from 28% OTIF in 2018, with the support of supply team. Won Need for Speed Competition – June’21, delivering 48% growth.  Won Fast Start Competition – Monthly (Mar’21 & Apr21) and Cumulative (Jan’21 – Apr’21). Introduced strategic promotions at Metro & Carrefour, leading to saving 100bps vs last year and 12% growth on low running SKUs.  Finalized a mutual partnership between Carrefour and RB on Mortein to increase dengue awareness and the effectiveness of Mortein in curbing the disease through social media and strategic events, leading to +10% additional growth.  Finalized a mutual partnership between Metro and RB on Harpic to highlight the importance of personal hygiene through “SAFE & SAAF PAKISTAN” campaign. Donating Rs.1 for every Harpic bottle sold by Metro to Citizens Foundation for keeping public bathrooms safe and saaf with Harpic. YTD’20 at +40% growth, delivering +40% on Harpic, +30% on Mortein and +90% on Robin. Won two RB Annual Awards 2020 – Best Key Accounts Region Award and Best AKAM Award. Won Sales Excellence Award for Q1’20 & Q2’20, delivering +45% in Q1’20 and +50% in Q2’20. Won Need for Speed Competition, a trip to Sri Lanka (May’20 – Aug’20) Won Fast Start Competition, a trip to Turkey (Feb’20 – Apr’20). Won Mortein Champions League – Apr’20, Sep’20, Oct’20 and Nov’20.

Responsible for territory sales, distribution and credit management, maintaining distributor ROI and stock levels, planogram maintenance & customer relationship development of RB-HyHome business unit for Local Modern Trade (VSP) – LHR and Imtiaz Super Market – FSD & GUJ.Achievements & Accomplishments:  YTD’19 at +28% growth, delivering 42% growth on Imtiaz and 24% growth on VSPs.  Won Best Key Accounts Team Award in RB Annual Awards 2019.  Won Intentional Growth Award for Q1’19, delivering +25% growth. Achieved +40% growth in 2018, specially achieving +60% growth for Mortein & Harpic. Won the Mortein Season Challenge from September 2018 till November 2018. Won the SKD “Sales ka Don” Challenge for the month of May 2018. 100% stores inducted in the VSP bible for major RB-HyHome categories, leading to 5% growth. Secured secondary spaces at store level each month, leading to 6% growth.

Territory Sales Executive – December 2016 to December 2017Responsible for store sales, planogram maintenance & customer relationship development for Hyperstar Emporium & Packages.Achievements & Accomplishments:  Over-delivered on set KPIs & defined targets for 2017, leading to 16% growth. Tweaked Emporium planogram for major RB categories, leading to 5% growth.IMT Recovery Officer – July 2016 to November 2016Responsible for financial Recovery of Metro and MAF accounts nationally.Achievements & Accomplishments:• Ensured 100% recovery achievement every month while establishing a smooth recovery structure

Co-Owner for The Autumn Yard Restaurant – running a business of Rs. 12 million and responsible for all company aspects.Achievements & Accomplishments:• Introduced Charcoal Burgers for the first time in Pakistan• Had a customer retention ration of 65%

Assisting sale manager in developing strategies and goals to achieve sales target.Major Tasks & Responsibilities: Delivering 14% growth by maintaining a long-term thriving relationship with high volume B2B clients and ensuring selling objectives are met. Preparing sales reports, analyzing fluctuations and trends, and suggesting ways to create more sales.

Responsible for B2B client management & sales targetsMajor Tasks & Responsibilities: Delivering 14% growth by maintaining a long-term thriving relationship with high volume B2B clients and ensuring selling objectives are met. Preparing sales reports, analyzing fluctuations and trends, and suggesting ways to create more sales.