Mar 2014 – Oct 2015 · 1 yr 7 mos

• General Management and P&L Responsibility for the group’s private label beauty brand with 265 shops having an annual turnover of US$ 100 Million.
• Responsible for defining the business strategy.
• Arrested the negative like-for-like sales growth of -8% for 2 years to +4%.
• Recruited and set up a new brand team from France, South Africa, India and Philippines.
• Set up a new performance management and assessment program to measure performance of 900+ store sales personnel.
• Set up a pay for performance program for the sales team.
• Launched a stock planning program that reduced out of stocks from 14% to 7% in one year with the aim to reduce to 2% over 3 years and improved forecasting accuracy by 25%.
• Reduced stock holding from 9 months forward cover to 7 months.
• Changed the pricing architecture of the brand and introduced a new multi-buy pricing mechanism that led to 22% sales growth for the range.
• Increased product launches from 150 per year to 500 per year.
• Finalised the next generation shop concept.
• Delisted 20 suppliers and initiated relationships with two of the world’s largest cosmetic contract manufacturers.
• Increased annual marketing campaigns from 12 to 16 and shifted advertising production from UAE to South Africa.
• Established the Quality Assurance & Quality Control processes for the brand.

Mar 2012 – Sep 2014 · 2 yrs 6 mos

• General Management and P&L Responsibility for the group’s latest menswear brand
• Launched the first shop in March 2012 in Jeddah and expanded to 8 Shops.
• Responsible for sourcing products and manufacturers, marketing, merchandising and retail operations of the brand.
• Launched a CRM program for the brand.
• Extended supply chain to KSA, Turkey, India, Japan and China.
• Analysed 15,000 data points in order to perfect the complex sizing of ready-to-wear thobes.

Mar 2009 – Feb 2012 · 2 yrs 11 mos

• General Management and P&L Responsibility of 195 shops across 8 countries and 50 cities (Revenue US$ 80 Million).
• Member of the brand board.
• Management of 750 team members through 6 direct reports.
• Launched a new appraisal system for the entire retail team.
• Initiated and launched a monthly ‘sales celebration’ and annual ‘million club’ for the sales team in order to recognize, reward and reward key team members.
• Launched a training curriculum for the brand.
• Initiated the revamp of the new product forecasting in order to reduce out of stocks from 10% to 2%.
• Increased store count from 135 to 195 profitable shops.
• Spearheaded the turnaround of the Saudi Arabian market from -5% to 20% growth year on year.

Jan 2008 – Feb 2009 · 1 yr 1 mo

• General Management and P&L Responsibility of 65 shops (Revenue US$ 30 Million).
• Closed 25 shops to combat the recession.
• Brought the UAE Market to operating profitability for the first time in 9 years.
• Developed key team members through coaching and training.
• Expanded the Oman market from 2 to 9 shops.

Apr 2005 – Dec 2006 · 1 yr 8 mos

• Management of the marketing department for 3 brands.
• Managed a US$ 5.5 million budget; prepared budgets and negotiated with board for approvals.
• Expanded team from 3 to 14 members over two years to target new growth areas and enable company to beat sales projections by 10% in 2006.
• Analysed market trends and developed compelling advertising campaigns utilising a broad array of media. Produced KOJ's first television advertisement and raised brand awareness by 10%.

Feb 2000 – Jun 2001 · 1 yr 4 mos

• Managed marketing and business development function for maiden Internet business venture (www.autoexide.com); worked with cross-functional team including site developers, advertising agencies and operations.
• Created 18 partnerships for the website; travelled across India to identify local partners and convinced state-run insurance companies to offer their services via website.