Leading the International business of the Saudi listed $650mn SADAFCO company. SADAFCO is a leading dairy player in Saudi Arabia and wants rapid scale up in the neighboring Middle East & Africa regions ($300mn in 3 years). I lead a team of 250+ people with 4 country GMs directly reporting into me and with business footprint in 20+ countries.

Led sales function for Gulf markets (GSV $100mn+, 60% of MENAT profit, 5 countries, 6 global scale distributors) – managing a senior team of sales, trade marketing and RGM managers. Responsible for growth and profit agenda of the biggest and most profitable business unit in the MENAT region. Member of GCC LT.* Led GCC turnaround, growth+500 bps vs previous 3 years. Market Shares up on Cereals (+200 bps) and Pringles (+500 bps) breaking into top 3 markets globally. Delivered via superior joint value creation (with customers), enhanced portfolio strategy, trade promo maximization and improved S&OP.* Margin expansion of 200bps amidst inflationary pressures through effective portfolio management, trade spend optimization, pricing and RGM interventions.* Led E-Commerce pivot – grew business 5X and channel shares by 2X. Led account penetration and facilitated team to map / design path to purchase interventions.* Built High Performance Team by attracting / developing right talent, deploying / measuring clear / robust work plans, incentivizing right KPIs and inspiring correct behaviours. All members rated favourably YoY.

Owned the category strategy / agenda / PnL for the region. Led team of 5 senior category managers and RGM experts to define the commercial agenda that includes portfolio choices, innovation pipeline, trade (and customer) strategy, promo plans and investment requirements for the cluster. The team led the development and implementation Long Range Plans (3 - 5Y), Annual Operating Plans, Quarterly Brand & Trade Plan Guidelines / validation, Execution Review and Revenue Growth Management. The function partners local Sales & Marketing teams and owns the relationship with Global / Regional Category Teams to deliver growth and net contribution goals.* Returned the region to high single digit growth rates after a declining 2017 bucking the regional trends and overcoming regional headwinds.* Developed category strategy playbooks based on market maturity and competitive landscape. Influenced global / regional category marketing to invest leading to +$3mn GM impact and return to growth. • Drove Trade Spend Optimization (150 bps reduction). Established category management frameworks, trade promotion management systems and RGM guidelines. Increased gross margins on Granola by 1500 bps via PPA reconstruction.* Improved relationship with European Category teams with transparent and credible engagement. Energized the multi functional Internal Review Process - moved focus from Issues / Explanation mode to Opportunities / Action mode.

Led the commercial maximization of $200mn Egyptian acquisitions across GTM redesign, NPD maximization and Export development. Engagement with European LT and Egyptian board.• Restructured Go to Market improving quality of direct reach. Increased weighted distribution (+20%) and market share (+33%). Egypt grew at 22% in 2016.• Designed fit for purpose commercial organization with enhanced capabilities in customer / trade marketing lowering overheads by 200 bps. • Partnered Egyptian GMs, engaged Board of Directors and influenced European C suite on “case for change” and ensured “buy in” for high impact strategic interventions for local and export business.

Part of the Distributor Operations – Global Center of Excellence. Tasked to create commercial business process blueprint and enabling ERP for global distributor markets. * Led multifunctional team of 21 senior managers and external consultants to create and deploy the new commercial business processes – including in distributor engagement, channel strategy, trade promotion management and sales excellence KPIs in EMEA distributor markets. * Leading the development and implementation of the $4 mn state of the art ERP enabling automation of redefined business processes.

Consolidated distributor operations in the CEEMEA region. Rationalized operations from 70+ distributors to 28 with significantly reduced cost to serve. Transitioned 80% of business in 1 year with minimal impact on business and delivering aligned cost savings. * Led the landscape assessment and identification of potential partners.* Led engagement with potential partners and guiding them to make high quality proposal submissions. * Led the distributor assessment and an integral part of the regional decision making process.* Transitioned 100% of the markets on time by implementing a strong multifunctional project plan that ensured coordination among internal stakeholders and distributor organizations.

Delivered highest growth in the Middle East region through strategic RTM interventions, increasing trade spend efficacy and improving supply chain & sales process.* Reconstructed trade spend agreements and trained team to reengage with Modern Trade to get better ROI for spends. The channel grew at 2x of trade spend growth in the channel.* Identified and invested behind shopper relevant promotions through retailer scan data analysis and "dip stick" shop floor tests that improved brand performance and generated trade spend savings.* Developed a demand forecast & order process at distributor and instituted a distributor & RB engagement model that increased CSL at distributor from 72% go 88%.

Bayer CropScience, Mumbai, India:* Developed and implemented i) an industry pioneering Sales & Market Analytics tool, ii) state of the art CRM tool and iii) Customer Loyalty program. Leveraged synergies to raise all 3 programs on common platform saving costs and time. The programs had a budget of $6 mn.

* Responsible for developing the marketing and branding frameworks for EMEA countries reporting to EMEA Marketing Director. Created the brand development strategy best practice process. Streamlined EMEA marketing activities improving marketing ROI by 38% and reducing # of initiatives by 50%.

Responsible for sales, profits, market shares, organizational capability and operational efficiency of business units of $ 20mn to $ 45mn* Delivered top quartile growth for the $ 45mn highly saturated and extremely competitive Mumbai business unit. Led the 200 strong team to deliver leadership shares and distribution among 30 business units in the country for 12 of the 20 P&G brands. Seamlessly integrated Gillette brands, business and people to be the only business unit in the country to deliver growth in the first quarter of integration.* Turned around a declining Calcutta business unit within 6 months by retraining sales organization, instituting capability development plans, streamlining supply logistics and releasing working capital.* Owned the Sales & Distribution Core Work Processes for India operations as additional responsibility . Led multifunctional team to define and implement sales and multifunctional sales support processes. Led team to evaluate business units annually and publish findings and develop gap closure plans. India operations had the best in class Internal Audit scores in the region between 2006 - 2008. Member of the regional GDA (Global Distributor Assessment) rejuvenation team.

* Implemented the P&G global distribution model by supplanting 35 local stockists with a single distributor. Realigned route to market design, recruited & trained distributor team and instituted support processes in 3months. Designed and monitored the business plan to ensure profits in the first year.* Ramped up coverage footprint from 3500 retail outlets to 20000 retail outlets in 3 years. Established 16 new branches all of them replicating processes on main site and connected to a central ERP tool for all sales, financial and supply processes and reports.* Created a Blitz launch model that put new launches in 80% weighted distribution outlets within 24 hours. Launched Tide, H&S and other important initiatives using this model.