Directed strategy for the largest cladding and flooring manufacturer in Saudi Arabia.To evolve the company from a Saudi based business to Middle east wide market leading company, specialty retail and projects. Throughout Implementation of developed and executed strategy, create a strategic framework for accelerated profitable growth.• Building the company image as the Leader in its domain, structuring all the needed tools to win, build market share and ensure sustainability.• Working on net Sales and Volume growth by double size and improve the Company Cash Flow and grow the company size by more than 300%.• Triple ARTIC capacity in paving business, double the outdoor Furniture and GRC, and add 50% capacity to tile business,. We financed these investments through company resources and suppliers’ strategic relationships.• Building equity 500% versus base year with clear improvements in Return on Assets (ROA), Return on Equity (ROE) , EBITDA doubled and EPS of 315 SR (10 times of 2010), representing the best ever records in ARTIC history • GM jumped to around 28.5% versus 19% in 2010 (150% index) NP scored 6.9% versus 1.1% in 2010 (627 % index). • Enhance the management structures in order to equip the business with talented leaders and to deliver the company strategy and vision.• Achieving solid performance in Industrial KPI’s.: • Establishing a clear vision and strategy for the Company from Day 1. The ARTIC Mission deployed on all levels and Teams and individuals KPI’s structured to deliver this mission.• Established the right structure of the team to support the company objectives and the new vision. • Building organizational capability on both management and technical diversity & developing the team to establish and run daily management systems

Kafaa is one of the leading bodies in Jordan for training and consultation. Building a high-caliber organization with a wide network in Middle East area.• Development of (Professional Trainer Programme, Professional Human resources Manager, Professional executive manager through international organizations such as ilm-London, PMI-USA, and EFQM-Europe) to certify Qualified Experts. Conducting several studies in Organizations' Development and business feasibility for private and Governmental sectors.Developing organizations’ capabilities through putting the business systems in place and providing them, by thorough assessment using EFQM Model, with questions lead to lists of strengths and areas for improvement in each of the criterion parts in the excellence model.

Managed cross-organizational, and complex, medium-to-large scale projects geared towards delivering improved procedures across one of the world’s fastest-growing FMCG company. Developed, implemented, and managed various programs that enhance team building and management development. • Different Assignments in Plant Management in Middle East Region – 1994-2003• Manage the business initiatives program (2003)• Complete successfully a worth of 1215 M$ savings project (2002 onwards)• Lead intensive efforts with the key strategic suppliers to build quality assurance & losses elimination systems for their current operations (2003)• Leading the organization to identify the total losses in the plant operations in a thorough and detailed analysis (2002)• Allocate resources & help the organization focusing on key projects / themes to deliver 50 million dollars saving in three years (2002)• Moving Dammam plant from -36% QA Capability to 92% (2001)• Building quality system in Yemen and Saudi : Leadership and planning for success, Design & procedures, Implementation of standards and measurement & accountability of results systems (2000)• Setting in place all P&G quality standards to produce superior quality products (2000)• Validate critical systems & Processes and implement an effective process control strategy to maintain the business results (2000)• Lead the Organization to achieve a 3$/production unit (17% cost reduction vs. baseline) (1999)• Open new markets and grow volume by 150% index vs. baseline. (1999)• Activate the multi skills team concept combined with building the needed technical mastery amongst the plant employees (1998)• Acquisition experience of Ex-distribution Company with no business interruption in Yemen (1997)• Comprehensive assessment for all distribution centers & through plan for managing these centers by P&G employees (1997)• Restructuring of sales, distribution & accounting organizations (1997)