Sami El-Jerby Email & Phone Number

Riyadh, Sa

Jeddah, Sa

Jeddah, Sa

Bluburg is a unique beverage company that achieved a remarkable 7X valuation growth through our Blue Ocean strategy. Transformed Bluburg from a $5M seed-funded startup into a $33M enterprise within a decade. Our mission was to revolutionize the +$20B regional beverage industry by focusing on the youth demographic. Introduced innovative beverages positioned between sodas and juices, aligning with young consumers' evolving preferences. Collaboration with top-notch R&D partners in Germany and partnerships with bottlers in Saudi Arabia and Egypt fueled our success. Our agile market entry approach allowed us to expand in half the time and at only 20% of the typical startup costs, setting us apart from the competition.

Jeddah, Western Region, Sa

Revolutionized Affluent Banking at the Middle East's largest bank by transitioning from a policy and regulation-centric approach to a customer-centric model. This strategic pivot played a pivotal role in safeguarding NCB's preeminent position in the affluent banking sector, particularly in light of heightened competition from foreign banks boasting superior customer service and operational capabilities. The transformation encompassed the establishment of a world-class affluent banking business model, encompassing the design of relevant and competitive products and services tailored to affluent clientele, bolstered by exceptional customer service. In order to enhance efficiency and consistency, services throughout the retail network underwent a comprehensive streamlining process, which involved training for over 400 customer service agents. This concerted effort yielded impressive results, with the Affluent Banking Division experiencing a notable 20% growth, and assets under management surging to $5.3 billion within the first year.

Blackfriars, London, Gb

Achieved an unbroken record of double-digit year-on-year growth, setting a six-period streak of the NAMET region's highest sales transactions. Successfully averted $50 million in lost sales through a dedicated anti-counterfeiting department, ensuring brand integrity while fostering core business expansion.

Blackfriars, London, Gb

Demonstrated a consistent track record of achieving double-digit annual growth while being recognized with the Gold Star for spearheading a remarkable 22% increase in Unilever's Skincare category's value. Assumed responsibility for market development in the Home & Personal Care categories, overseeing a portfolio valued at approximately $300 million across 13 global and regional brands. Formulated measurable objectives for six Gulf Cooperation Council (GCC) countries in alignment with the global strategic framework, while tailoring individualized plans for each brand and trade channel within each respective country.

Blackfriars, London, Gb

Secured the preeminent market position for Unilever's deodorant portfolio, surpassing competitors Henkel and Beiersdorf. Strategically orchestrated a comprehensive transformation of the deodorant business segment, streamlining operations to focus exclusively on three key brands: Axe, Rexona, and Dove. This initiative reshaped the competitive landscape by catalyzing a shift in consumer preference from deodorants to antiperspirants, substantiated by the establishment of the industry's most compelling efficacy claim. Our efforts yielded a significant triumph by displacing Beiersdorf and Henkel's market standing across approximately 22 countries within the NAMET region, ultimately establishing Unilever's deodorant portfolio as the market leader in the GCC. This translated into substantial growth, elevating our market share from 24% to 29%, accompanied by an impressive 21% increase in sales during the year 2022.

Blackfriars, London, Gb

Achieved significant market share gains, tying for the top position with SADAFCO Ice Cream in under a year. This followed seven years of losses resulting from an overestimated market study, incorrect market entry, and a focus on an underdeveloped premium segment. Challenged the global Ice Cream Strategy and tailored a more regionally suitable approach for the 3 Walls brands (Walls, Magnum, and Cornetto) across six GCC countries. The new strategy targeted youth instead of adults and emphasized mainstream products over premium offerings.

Jeddah, Sa

Successfully advanced the Snacks Division from the 12th position amongst SADAFCO’s business divisions to the 2nd position in terms of margin contribution, and consistently achieved a remarkable 15% average year-over-year sales growth. Initially, the Snacks portfolio comprised 27 SKUs with limited differentiation, many of which operated on low-profit margins. To address this, strategically delisted 20 SKUs, improved both product formulation and packaging for the remaining range, streamlined the supply chain for efficiency, reduced ingredient expiry instances, and significantly boosted overall profit margins. Additionally, established a specialized Snacks sales team operating in major cities.Turned around a struggling soft beverage business by addressing the high debt incurred due to overpayment for inefficient production equipment. Strategic initiatives included the development of three distinct brands. This included the introduction of "Saudia Majestic," which became the first commercially available carbonated juice brand in the market. Furthermore, launched a mainstream "Saudia" water brand to enhance local competition and introduced "Vivier" as a premium alternative to compete with high-end foreign spring water brands.

Master'S Degree, Business Administration And Management, General

Bachelor Of Business Administration - Bba, Business Administration And Management, General

Bs, Business Admin

Mngt, Executive Education, Managment & Leadership