Overseeing and planning all the production targets along with all affiliate and coordinate with marketers and off takers to maximize the profits.

In this capacity, I embraced new approaches to doing business. I was able to significantly improve productivity, business processes, and workflows by taking initiatives and advocating for corporate digitalization. Not only did I increase efficiency, but I also changed the relationship between employees and the organization. I was able to spark both passion and ambition within the company by launching several employee-focused development programs and benefits, instituting a motivational leadership style, and facelifting the working environment. This had a direct impact on employee satisfaction and engagement because it fostered a sense of belonging and ownership while increasing ambition.• Turning around procurement, supply, and facility management by implementing revolutionary vision, strategy, and business processes• Driving digitalization initiatives by introducing SAP Ariba to increase transparency and agility, and enhancing the end-user experience by offering digitized catalog browsing for the first time in the region• Improving employee satisfaction through a variety of initiatives developed with the Corporate Communications Department to create a motivating and engaging work environmentAchievements to Date as a General Manager • Largely contributed to the merger between Sahara and SIPCHEM by achieving USD 20M in savings within 6 months exceeding annual savings target• Successfully implemented One SAP as a merger initiative to integrate the systems of both organizations• Developed an optimized ordering and analysis strategy based on thorough evaluation of the existing spare part inventory and stock management approaches, which had a substantial impact on asset management and reduced inventory costs• Spearheaded negotiations with the "Procurement Academy" to develop progression programs and distinct career paths for procurement and material management departments

I was assigned to lead the Intermediates & Utilities Company yet again in order to handle a crisis and resolve recurring production issues caused by outages. In that regard, I hired competent individuals with technical and technological proficiency and skill. We were able to resolve the underlying causes of the problems, break them down, and address them as a team, resulting in over 18 months of uninterrupted production and unprecedented profits.• Selected by the leadership to overcome a crisis at International Acetic Company by resolving production halts and outages that exceeded acceptable onstream factors by almost 25%• Reported onstream differentiation records to senior management after completing 6 months without plant shutdowns• Championed catalyst optimization strategies by revamping technical and dialogue-based agreements with the technology provider, thereby doubling its serviceability periods, and reducing annual costs by USD 8M• Assembled a task force to conduct root-cause analysis and investigate key factors that enhanced overall plant reliability by reducing production interruptions by 27%• Resolved various technical, engineering, and resource allocation issues and enacted a new and improved operational strategy (used to date)

As general manager of Polymers & Utilities, my primary goal was to maximize output and, as a direct consequence, profitability. With this in mind, I was determined to increase business capacity through a variety of means, including developing a failsafe plan to deal with production interruptions, implementing improved recipes, and instituting business development strategies based on market research and analysis to gain market territory.• Directed 3 affiliate plants, oversaw operational and business functions, and achieved a production record, which substantially increased profits• Highlighted and presented various organizational findings at the first meeting of the board of directors 1 week after being appointed• Improved semi-conductor market for SIPCHEM-manufactured raw materials by acquiring new territories

Leading Intermediates & Utilities, I oversaw an organization-wide initiative to turn this company into a profit center. To that end, I improved the organizational structure, business processes, policies, and procedures across four subsidiaries. Furthermore, I established effective inter-departmental relationships, which had a significant impact on operational performance.• Supervised the production and operations of 4 SIPCHEM subsidiaries: International Acetic Acid Company, International Vinyl Company, SIPCHEM Chemical Company, and International Acetic Acid Company• Transformed International Utilities Company through organizational restructuring and redefinition of roles and responsibilities• Developed and implemented a 3-year plan to address performance issues by identifying gaps, adopting international best practices, and switching ethanol suppliers• Significantly improved Ethyl Acetate Plant reliability and operation, resulting in profits for the first time in 5 years

I was chosen to manage the Polybutylene Terephthalate plant after achieving the highest production rates ever in two different SIPCHEM subsidiaries. In this capacity, I assisted in the development of the newly established factory from the ground up. Over the course of two years, I was able to master the art of entrepreneurship and create ripple waves of productivity.• Assembled and trained a highly skilled technical team and successfully launched the plant in less than a year• Manufactured products according to specifications within 2 hours of plant startup and received recognition for 0 safety hazards• Completed a successful plant commission with the support of ThyssenKrupp Uhde