• Owner of the E-Commerce P&L, OKRs, KPIs, Marketplaces, 3PLs, Google applications and overall online presence• Restructuring the E-Commerce teams, building in house all functions of Product & Tech, Digital Marketing, SEO, Data Analysis and Catalogue Management• Transforming the online presence to an online Portal for both B2C and B2B and building Marketplace capabilities for relevant complementary products• Building and implementing the digital marketing strategy from brand archetypes and tonality to media buying and graphics for Bayt Alebaa brand and the relevant measurements and KPIs (i.e. CTR, CR, CA, etc.)• Building real time reporting capabilities to measure business KPIs, overall efficiency, department KPIs and individual performance over PowerBI• Consolidating Customer Experience Blueprint for both Retail and E-Commerce including measurements of NPS, CSAT and actionable survey outcomes• Manage and improve Order lifecycle and reverse, SLAs of 3PLs and Telesales

• Leading the Digital transformation and automation program, while re-engineering and optimizing processes, resolving constraints and shape shifting the team’s mindset to accommodate the rapid changes• Managing the supply chain E2E with stock levels at 95%, balance and cash flow sheets, procurement and sales budgeting and forecasting• Assess, evaluate, plan, and execute aggressive growth objectives, product catalogue, operating plans, talent development goals• Building business intelligence unit and reporting models from individual KPIs to overall business performance and metrics evaluation• Customer Journey mapping, RFM customer segmentation and building B2B ordering application and omni-channels

• Lean Operations & Automation: Increased menu management teams’ efficiency by 45%, reduced SLA from 24 to 4 hours, increased productivity by 23% within 1 year by employing six sigma and lean mindset, teams’ contribution, and motion studies that developed processes waste reduction, automated system rules, and teams’ empowerment. Automated majority of menu compiling work by coding smart scripts for items auto translation, images auto replication and food terminologies repository auto capturing and saving• Restaurants Performance management: Customer NPS increased consistently by 4 points over 3 months. Designed automated system rules acting based on real time restaurant performance and restaurants segmentation• Employees NPS: Increased by 19 points over 3 quarters by fostering collaboration and adopt voice of employees; implementing flexible work schedules, skip meetings addressing front line employees’ major concerns• Partner SAT: Improved by 11% over the span of 5 months through reducing SLA and First-time query resolution improvements• Budget Control: Absorbed sister company Carriage partners within 8 weeks and new verticals launch (Groceries, Pharmacies and Q-commerce) smoothly with smart headcount utilization and forecast optimizations leading to off-Budget savings of $670 K

• (CR) Conversion Rate: Increased by 0.7% by increasing dishes’ images ratio on the platform by 27% over 3 months• Contact rate: Revolutionized order live tracker with data capturing ability and launching TALABAT self-service modules reducing contact rate by ~11%• Voice of Customer: Re-Designed relationship and transactional surveys to measure touch points healthiness with actionable analysis• Retention: Built, proof of concept, Auto-Compensation model that increased retention by 8% and spending by 3.5% for the customer sample

• NPS: New customers’ major NPS improvement by +23 points within 6 months• Order Lifecycle: Improving and sustaining orders flow E2E (Outflow and Reverse) targets to constantly achieve 95% weekly basis through all legs from order creation to delivery and return• Drop shipping quality auditing: (“Smart QC” and “QA the QC”) project on drop shipping vendors’ compliance with Jumia’s quality guidelines that decreased orders’ returns due to quality matters by 1.7%• Out of Stock levels: Monitor OOS daily/weekly levels and proactively act to maintain < 2%

• Order Cost Optimization: Created fully variable, scaling with Delivery Success Rate, payment scheme for couriers; increasing courier's monthly income by 15% - 18% and reduced overall last mile delivery cost by 3-4%.• Black Friday: Introduced cutting edge optimized cost plan for temporary couriers’ supply, where I reduced the couriers’ hiring costs by 85% (From budget EGP ~1.6 Mil to actual EGP ~250 K) within 8 weeks.• Last Mile: Increased Success Rate of the packages delivery of Jumia's own fleet couriers by 7% in 6 weeks. Monthly suppliers’ invoices for all Jumia Egypt logistics vehicles, and bi-monthly accruals for fleet budgeting requirement.• Community Management: Built a proper community for couriers in less than 2 months with weekly reporting on all courier's (KPI)s, training materials, weekly performance checks, focus groups and 1 to 1 weekly sessions.

• Leadership: Leading and managing 4 Ops. Supervisors and 12 leaders; headed supporting functions, Training, Quality and Work Force; instilled customer centric attitude and prepared monthly performance overview for all functions and teams (270+ employees) where I provided, strategic direction, tactical leadership, SOP re-design, cross-functional stakeholders management and day to day operational management.• SLA: Meeting 90/20 SLA for voice channels serving all MENA region.• Journey mapping: Customer touch points; reported gaps and best approaches to retain customers and improve their experiences

• Back-office Team: Deployed E-mail/Back-office function in the Egypt HQ of the business at an early stage; from reporting and analysis dashboard, objective KPIs; forecasting for future hiring and current scheduling; preparing and conducting relevant training and quality calibration; to close monitoring of daily performance while instilling a customer centric mindset• Supporting Functions: For such an early startup stage, I performed the business partner role single handed, interviewed 350+ candidates to scale the team to match Careem’s accelerated growth. Conducted training for 78 candidates, over 3 months while creating full product knowledge database and presentations covering all business aspects for all operating regions, directly slashed AHT by 9%. Initiated and launched SME/Floor Walker program from objective, assessments till execution and improvement that lifted awareness and quality overall. Forecasting and scheduling, contact center teams over 24/7 rotational shifts for the first 5 months of launch. Built both voice and back-office quality scorecards, with proper weekly calibrations among quality, training, and Ops. teams that quality improved to reach ~ 92%• Teams’ Management: Supervised 7 team leaders; established their scheduled shifts, prepared weekly/monthly meeting agendas and presentations for performance preview/enhancement and action plans setting. Co-Leading 140 + employees in total• Contact Rate: Spearheaded and supervised the full face-lifting of the entire customers FAQ content in both English and Arabic leading to queries reduction by 7% and improved customer effort resolution by 5%• Project management: Contributed to launching CRM (Genesis) Solution as an omni-channel corner-stone solution; setting dispositions and access levels; reporting accuracy and planning schemes for experience improvements. Administered the launch of Global Captain Connect team back-office; provided consultancy and office administration

• Handled customer queries via E-mails for 18 months; via voice for 6 months while continuously on the top 3 achievers list• Maintained highest account record of (Net Promoter Score) of 47% (target 15%) for landline customers and 67% (target 45%) for mobile customers.• Member of “Credits team” responsible for validating and approving agents’ credits requests for customers• Main escalation point for challenging cases and competent requests by customers ensuring retention of 80% + of escalated cases

• Handled customer queries on calls. Successfully ranked on the top 15 achievers list for consecutive 14 months• Floor walker delegate and nesting SME, setting new processes for preparing fresh candidates after training to merge within the company culture and improving their performance. Initiated daily/Weekly reports on all their relevant KPIs identifying outliers with action plans. Program was successfully approved with overall 15%+ KPIs records improvement for nesting.• Supported Expedia Germany and France projects launch in Portugal for 3 weeks, with daily knowledge sessions and floor support.• Agents SPOC for discussing work atmosphere and motivational boosts for the challenging business needs through weekly meetings with the account managers. The program granted resolution for over 80% of agents’ concerns