• Awarded major projects in KSA, Egypt and Oman, and currently handling 4 & 5 Star hotel projects in the UAE• Achieved targeted growth by aligning company’s Vision, Mission statement, Objectives and Goals with the roles associated with Dept. Heads and Staff • Flexibility: Take all necessary actions to identify new market trends, potential business opportunities and recruit new talents to meet the demand• Improved the overall performance efficiency by defining measures for area sales management and performance evaluation • Developed staff sense of responsibility by allowing them participate in the decision-making process in areas related to product mix, logistics, promotions and customer service • Built a self-directed task force of sales, accounts, service and logistics to manage contingencies related to inventory, supplies and delivery

• Conducted preliminary market research to determine the F&B related industry on which the company shall direct it’s investments• Introduced and managed a comprehensive industrial manufacturing and commercial retail concept of a bakery project• Conducted related project feasibility study, business plan, and set project business strategy (B2B-B2C)• Benchmarking: visited world’s top industrial bakery plants (France – Switzerland – Germany – Luxemburg)• Created project’s Investment and Commercial strategy, and short-listed International production lines and Equipment suppliers (Europe)• Tendering out production equipment requirements (detailed specification sheets)• Finalised plant equipment layouts, MEP drawings and supervise commissioning • Taskforce formation (hiring key managers & Dept. Heads)• Determined company’s product mix (Width – Length – Depth – Consistency)

• Improved company’s potential gaining of long-term property management contracts by 32 additional contracts • Increased revenues of property valuation and feasibility studies department by 27% (2.6 Million AED)• Founded Injaz under(Facility Management Services) group umbrella to reinforce our property management service control and quality. Consequently, increased profits by 2.84 Million AED in 1st operational year• Decentralized the decision making process and applied a different market approach by re-orientation and trainings to cope up with the financial downfall• Re-established operating procedures and routines by organizational restructure to allocate the group’s products/services efficiently and effectively (Property Buying & Selling - Development Consultancy - Property Management - Property Evaluation - Acquisition & Disposition - Feasibility Studies - Freehold Consultancy - Market Research - Leasing)

• Projects: 13 projects exceed 36 Million AED (Emaar, Dubai Properties, Nakheel, Lootah residence, DAMAC etc.)• Retail: successfully established a network of 22 full operative dealers with a monthly average turnover of 1.2 Million AED• Managed day to day business operations and agenda setting (16 staff reports; including 4 managers)• Transformed Teka regional showroom to an efficient marketing and educational tool to strengthen the marketing activities of our business partners• Founded 3 energetic Depts. (Marketing - Sales “Retail & Projects” - Service) with a highly professional and motivated taskforce• Designed and executed training programs on product knowledge, job responsibilities and market approach strategy for new staff• Published articles about Teka in related magazines, seminars, exhibitions etc.• Defined product mix for UAE and Middle East countries market segments and distribution channels

• Projects: successfully awarded Dubai concourse 2 (11 Million AED), Nakheel shore palm line (8.5 Million AED), JFZA authorities (14 Million AED), JBR Residence (6 Million AED) etc.• Achieved performance goals by setting organizational strategic and operational objectives, plan of action, implementation process, performance milestones and evaluation analysis tools, and gap bridging mechanism• Improved productivity and efficient market coverage by decentralizing the marketing and sales department, and relocating members to related divisions based on area of interest and experience• Trained staff on professional market approach, time and area management, product knowledge, market needs and expectations• Created a marketing and product awareness plan (new attractive and informative brochures, seminars, exhibitions, newsletter updates, research over new manufacturing trends etc.)• Conducted weekly meetings to highlight achievements and shortfalls, and take proactive actions, with emphasis on delivering a unified message of uniqueness to marketplace

Cleaning & Hygiene Industry: Comprehensive professional supplies of industrial machines, equipment and chemicals for (hospitality sector” Hotels”, municipal & governmental institutions including defense, facility management groups, malls & leisure sectors and construction groups) , additionally training &management of operations.• Improved market share by 17% increase (69 new customers & 6 new market segments) with an annual turnover (2.65M – 4.25M – 6.87M) • Managed and supervised more than 24 employees from across different nationalities and cultures, and various areas of operations• Increased business volume by 26% through implementation of strategic product planning, efficient stock control, product launching and quantity discounts• Identified company’s competitive advantage, strength and weakness, and precautionary plans such as contingency plans to utilize business opportunities and deal with medium/long term threats• Keep up to date with new trends and technologies available within the industry to stimulate further business opportunities • In charge of all sales operations, budgeting, forecasting, recruiting, training, facility management, marketing, product positioning, new business development, strategic planning, project management, inventory control, public relations, customer support and quality control