Umer Fayyaz Email & Phone Number

Lahore, Pk

Lahore, Punjab, Pakistan

ChenOne is incepted as a subsidiary of the Chenab Group, a Faisalabad based colossal conglomerate, which is always at the rear of this prosperous brand. Here at ChenOne the belief is to share the experiences of fashion and luxury as the truly iconize indulgence. With all the brand repose, ChenOne is continued to consummating all the dispositions of a classic existence.♦ Achieved 36% same store growth and 90% achievement vs budgeted target in first six months of fiscal year 23-24 through effective planning of retail network, product assortment, and execution of sales KPIs.♦ Increased brand profitability by double digit through strategic inventory management, targeted marketing campaigns and optimizing retail operations.

Lahore, Pakistan

Sefam was established in 1985 with the aim of manufacturing and retailing quality embroidered fabrics, equal in quality to the best in the world, made in Pakistan. Sefam started out with the bareeze brand of embroidered designer fabrics but has now grown to a family of 12 brands.♦ Turnaround loss making unit into profit through strategic planning of retail network, business planning and operations management. Which resulted in delivering 7% value growth and 13% growth in gross profit vs budgeted targets.♦ Conducted brand tracking study to evaluate brand health and develop long range brand plan with focus to improve brand awareness and trial.♦ Develop and lead retail and organization restructuring which resulted in improving operational efficiency and reducing retail cost by 15%♦ Revamp brand website and develop E commerce strategy which was instrumental in doubling gross profit while achieving 5% value growth vs budgeted target.

Lahore, Pakistan

Sabdullahome was established in 1920 as a trading company and now they are Pakistan leading importer and retailer of everything in bathrooms, flooring, furniture, kitchen. From projects to residential they are serving them all through quality offerings.♦ Achieved 13% value growth in sales through focus on department/category wise selling and quality customer services ♦ Develop project team with the vision of catering commercial and retail projects, by end of fiscal year 17-18 the project pipeline entails 100 projects worth of 100 Bio.♦ Developed plans and launched furniture and kitchen stores in Karachi and Faisalabad, which added PKR 350 Mio in fiscal year 17-18.♦ Outlet sales concept is designed and launched in 2017 which was instrumental in improve inventory turn over by 1 %

Islamabad

Gul Ahmed is a leading name in loose fabric in Pakistan. The textile giant has an export business of around 35 to 40B annually and successfully operating chain of retail outlets under the name, “Ideas by Gul Ahmed.” ♦ Managed Annual turnover of 4.5 Bio and delivered 66% and 45% growth in back to back fiscal years by network expansion, marketing and implementation of sales KPI’s. ♦ Roll out of fabric store project nationally to increase retail footprint to 29 cities and top line by 700 M for the fiscal year 16-17.♦ Reduced operational expenses by 15% through effective staffing, shift management and curtailing operating expenses. ♦ Inventory turnover was improved by 1.5% through effective demand generation, stock distribution and range selling.♦ Effective OOH market strategies was designed which resulted in increasing retail foot fall by 20%

Islamabad

Gul Ahmed is a leading name in loose fabric in Pakistan. The textile giant has an export business of around 35 to 40B annually and has recently branched out to a chain of retail outlets under the name, “Ideas by Gul Ahmed.” ♦ Managed an operational budget of PKR 2.2B with 38% increase in volume.♦ Reduced annual turnover by 4% by implementing standardized value evaluations for staff, monitoring increase in regional customer buckets and introducing performance-based-promotions for branch managers.♦ Improved annual inventory turnover by 1% by analyzing and understanding customer buying behavior on seasonal offers and by ensuring well-planned and well-timed product launches for new customers.♦ Business Expansion Project: Led expansion of 13 new outlets in a previously untapped territory in record 1.5 years. Managed a team of 250 people to establish a strong regional base and reduce export reliance for parent organization. ♦ Improved regional customer base by 76% by analyzing and evaluating customer data for 0.2M customers, implementing door-to-door marketing, and leveraging extensive visual merchandising and cross-selling strategies to increase brand awareness. ♦ Gained recognition for exceptional customer service by organizing and managing monthly product knowledge sessions for sales staff and assigning product specialists to reduce customer complaints in core territories.

Interior Sindh And Multan

Philip Morris International Inc. is a leading international tobacco company, with 6 of the world’s top 15 international brands, including Marlboro, the number one cigarette brand worldwide. The organization’s goals are to provide high quality and innovative products to adult smokers, generate superior returns for shareholders, and reduce the harm caused by smoking while operating their business sustainably and with integrity.♦ Exceeded target sales volume by record 8% in 1 year by strengthening product visibility and distribution at weaker distribution routes, collaborating with local wholesalers in uncovered territories, and forming lucrative partnerships with top-volume retail markets.♦ Managed capacity building activities for a team of 60 sales representatives, managers, and executives by developing yearly performance cycles and by assisting team members in field training exercises.♦ Improved in-store merchandising share by 20% for a PKR 20 M budget by conducting market evaluation surveys, designing a targeted marketing campaign, and revamping specialized brand outlets.♦ Secured 15% profit on PKR 10 M operational budget by coordinating with supply chain managers for logistical support, conducting monthly maintenance checks for ghost costs, and reducing overall staffing budgets.♦ Formulated Marlboro (world leading tobacco brand) distribution and trade marketing plan for Southern Punjab region which was instrumental in driving 56% sales growth in a calendar year.

National (Lahore & Karachi)

♦Improved annual ROI by 1% by analyzing recurring market gaps, designing an effective route-to-market sales strategy, and reducing low profit distributor count to 357 distributors country-wide.♦ Reduced damage complaints by 7% by implementing a sales cycle planning for 1657 DSR’s, 400 TSEs, 100 AMs, redirecting stock share to key distributors, and assisting sales team in effective shop handling in weak territories.♦ Secured 30% savings on annual budget by streamlining quarterly sales and marketing cycles, redefining key departmental roles, and ensuring on-time delivery plans for distributor supplies.

Southern Punjab (Multan)

♦ Improved annual stock level by 4% by training distributor sales representatives on sales call, product handling and customer relationship building.♦ Designed and delivered training's on selling and merchandising skills backed by field coaching sessions with sale force and DSR’s in order to improve market execution and trade handling♦ Streamlined operations by monitoring individual performance gaps, implementing Lomingar competency model for interview evaluation, and redesigning standard sales force job descriptions.

Faisalabad

♦ Managed an area sales volume of PKR 340M annually in a closely competitive market and achieved 6% growth viva 3 brand launches, merchandising and consumer activation plans.♦ Improved volume share for a failing territory by 5% by negotiating cutting-edge distribution plan with distributors, initiating brand promotion strategies on weak sales routes, and strengthening area DSR number♦ Increased brand visibility on retail and whole sale by 40% by providing merchandising support for critical outlets, yearly customer engagement activities and leading priority based sales on both urban and rural routes.

West Lahore

PepsiCo is one of the world's leading food and beverage companies with over $66 billion in net revenue in 2014. It is a global portfolio of 22 diverse and beloved brands; each generating more than $1 billion in estimated annual retail sales.♦ Successfully converted 100 key accounts with annual sales growth of 35% by leveraging direct marketing plans at top-volume outlets and by improving in store merchandising strategies and distribution.♦ Led an annual volume growth of 33% across 13 territories by reorganizing distribution routes, increasing product share in mix outlet, and signing exclusive sales agreements with HORECA.♦ Launched two CSD brands in west Lahore market and exceed numeric handling target by 4%.

East Lahore

♦ Managing volume of 1500 raw cases and volume growth in 2006 was 33% ♦ 150 coolers were injected in general market to increase mix account share by 20% ♦ Designed routes for 13 direct distribution vehicles of East Lahore in order to achieve Distribution and trip age KPI's

Mba, Marketing & Hr, 3.83

Bachelor’S Degree, Accounting And Commerce, C