Managed channel’s P&L and sales promotions for UAE’s B2C distributor with annual turnover of USD 12 million. Handled network of 40 Branded Independent Workshops (BIWS) with responsibility for delivering robust ROI on business development fund investments.• New product launch: Developed ‘Fit for Market’ portfolio adding USD 400K in profits.• Sales strategy: Increased sales of premium grades by three times by experimenting with an innovative Route-to-Market. Doubled penetration from 30% to 60% by optimizing sales executives’ market routes. • Multi-channel marketing & strategic partnerships: Established partnership with a digital platform selling complementary products (tires, batteries, etc.), driving traffic to BIWS for installation and car service, creating a win-win for BIWS owners, digital platform, and Shell.• Operational improvement: Turned around UAE’s sole B2C distributor, delivering 40% volumetric growth and 100% gross profit growth through upselling, customized channel promotions and improved CPT. Improved distributor’s P&L through identification and capture of US 600K reduction in warehousing and manpower costs.

Spearheaded entry of Valvoline in UAE, overseeing distributor operations and go-to-market approach.•Market assessment: Analyzed local industry landscape and competitive practices, informing Customer Value Proposition, marketing, and supply chain strategy for UAE launch. •Pricing strategy: Shifted pricing approach in UAE from a rigid cost-plus approach to dynamic, market-based pricing, enhancing portfolio profitability by 12% despite more variability in profitability at a SKU level.•Distributor management: Replaced dormant B2B distributor and transformed B2C distributor, generating USD 4 million revenue in first year and robust P&L for distribution partner.

•Managed the most critical distribution of Lahore with a turnover of PKR 100 million per month.•Delivered Organic Growth of 9% in 2017.•Spearheaded Project 'Eagles Eye'- division of Lahore Region into two smaller regions for efficient S&D operations. Did financial feasibility study of the project and executed the project in record time.•Revamped RTM and turned around the most challenging distribution set-up of Lahore.•Zonal Best Performer in all the visibility KPIs.

•Led a team to manage sales for the Food and Beverage (F&B) segment in Faisalabad region with average sales volume achievement of PKR 85 million on a monthly basis.•Delivered OG of 21% on the business.•Digitized sales process at largest distributor in the Faisalabad region (annual turnover of PKR 1 billion), increasing penetration by 18% and fostering operational transparency•Initiated a comprehensive ‘Distribution Sales Force Retention Plan’ which is being rolled out nationally.•Consolidated the distribution structure in Faisalabad city. •Awarded ‘National Best Performer’ on Picture of Success.•Initiated ‘Nestle Kiosk Drive’ which was rolled out nationally.•Reduced ‘Out of Stocks’ in the trade from 40% to 8% in a period of just five months

• Managed Local Key Accounts and Large Grocery Channel of Faisalabad region having a monthly turnover of Rs.30 million.• Delivered organic growth of 30% at Key Accounts and 25% on Large Grocery Channel in 11 months.• Handled all the trade marketing activities for Local Modern Trade in Faisalabad.• Implemented state of the art shelf execution at Key Accounts.• Successfully initiated the project ‘Whatsapp-ening Chillers’ which was nationally rolled out later.• Launched the ‘Project Elutriate’ to cleanse data and to set certain benchmarks for the channel classification of the Large Groceries. • Devising appropriate discount schemes to counter competition and make Nestle the leading player in Faisalabad.

• Led launch of Carmudi Pakistan, inducting 400 customers within 6 months.• Managed CRM tool- Salesforce.com for Faisalabad region.• Made sure that existing clients are converted to the paying model.• Devised marketing strategies to promote Carmudi in Faisalabad.• Managed a team of Junior Account Manager and Sales Support Officers.

•Headed the body of elected representatives from all batches in the university.•Bridged the gap between the students and the administration of LUMS so that the voice of the students was heard.