Resume - CHIEF EXECUTIVE OFFICER / CHIEF OPERATING OFFICER / CHIEF FINANCIAL OFFICER

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Resume #88059

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CRITICAL LEADERSHIP INITIATIVES

AGE: 47 YEARS

PROFESSIONAL STRENGTH:
Strategic Planning & Execution Net Profit Maximization Multi Billion Rs. P&L Management
Multi-unit operation management Business Process Reengineering Matrix Management
Large Scale Change Management Corporate Development Emerging & Advanced Technologies
Methodology Development Organizational Change Mergers & Acquisitions
Revenue Enhancement Entrepreneurial Leadership New Business Development & Growth
Executive Training & Development Quality Management & ISO 9000 Implementation Operational & Financial Turnaround
Project Management Pricing Strategies & Structures Operational & Financial Risk Management

PROFESSIONAL QUALIFICATIONS:

CERTIFIED FINANCIAL CONSULTANT
Fellow Member of the Institute of Financial Consultants,
Vancouver, Canada (CFA) M.I.F.C. 1999
CERTIFIED MANAGEMENT ACCOUNTANT
Fellow Member of the Institute of Cost & Management Accountants of Pakistan (CMA) F.C.M.A. 1991
MASTER OF BUSINESS ADMINISTRATION
Master of Business Administration major in Finance from Newport University, California, USA (MBA) M.B.A. 2000
CHARTERED ADMINISTRATORS
Fellow Member of the Institute of Chartered Administrators,
United Kingdom. (MFBA)
M.F.B.A 1997
CHARTERED SECRETARIES & ADMINISTRATORS
Fellow Member of the Institute of Chartered Secretaries & Administrators, Pakistan (FCIS) F.C.I.S 1988
CERTIFIED ACCOUNTING TECHNICIANS
Fellow Member of the Institute of Accounting Technicians of Pakistan (MTA) M.T.A 1995
BACHLOR OF COMMERCE
Bachelor of Commerce/Graduation from the University of Karachi, Pakistan (B.COM) B.COM 1984

TECHNICAL QUALIFICATIONS:
(1) Foxpro
(2) Microsoft Excel & Microsoft Words
(3) ISO 9000 Quality Auditor Course from System 9000 UK
(4) Specialization of Anti-Dumping Laws from E.P.B.
(5) Production Planning Course from PIM
(6) Statistical Techniques from I.C.C.P
(7) Lead Auditor Course ISO 9000 from SGS England
(8) Other dozen of Courses & Seminars

PROFESSIONAL EXPERIENCE:
I have been working since last 30 years in the manufacturing large scale multi-billionaire (foreign/local) companies of Pakistan on Senior Executive positions including Managing Director/CEO, Group CFO, General Managers & other senior managerial positions. I had a great potential & experience in the conversion of loss oriented or low profit oriented organizations in to high profitable organizations. Reorganizations, Restructure, Right Sizing, explore new brands, new markets, new sales campaigns & advertisement media enhanced & optimize the sales turnover & marketing segments. Through modernized management tolls cut down over all wastages, inefficiencies in all areas, correct production planning maximize the net profit of several organizations wherever I performed my responsibilities.

(1) CHIEF EXECUTIVE OFFICER - DAWOOD GROUP OF COMPANIES
Top 10 largest Group of Companies in Pakistan
Joined in September, 2006 till todate.

EXECUTIVE OVERVIEW:
This is the largest 10 group of companies mainly engaged in Fertilizer, Chemical, Food, Textile, Departmental Stores, Power Generation, Construction & Banking operations. I am mainly supervising the core business operations of textile operations besides group sister companies as a member Executive Committee.

CORPORATE CHALLENGE:
The public limited company, large size textile & cloth manufacturing organization generating heavy losses since last five years time period and management is seriously considering to wind up the company.

MAJOR ACCOMPLISHMENTS:
Look after Group Companies on a day to day basis
Authored and executed business plan, built organizational structure and contributed vision and thought leadership during startup and growth phase. Grew business sales turnover and consistent growth of the Group.
Assembled team of consultants with direct experience in export marketing, branding and product management with industry experience.
Captured immediate customer-perceived value and enabled sales on value vs. price by creating an "actionable" service delivery model.
Successfully control strength of 4,500 employees and strong trade unions of five large size textile & cloth manufacturing factories in five different locations including factories day to day management.
Convert the loss oriented company in to high profit oriented organization.
Convert the partly manual & party Foxpro working system in to Oracle ERP Business Suit System
Explore the export market and change over from local markets to export markets.
Create and clearly deliver corporate officer level presentations, often the primary deliverable for customers. Make information understandable and compelling so that customers can effectively use the work and sign for repeat engagements.
Primary driving force behind start up and growth of this large size organization specializing in strategy, market research, focus targeted to corporate customers in the international departmental stores like Ikea, Target, Medline, Turner Bianca, Josie Accessories, Richard Haworth, Young an Lanka, American Textile, Lee FU Garment, Zorlu, Hacot, Saarli, Nest, 3 Suisses, Home Retail etc.
Explore new markets in the Retail Outlets and developed new brands.
Minimize all wastage elements 8% to 3%, all inefficiencies 80% to 95% and introduced new computerized production planning system from manual production planning system.
Right Sizing within the organization and restructure & reframes all sections cut down strength upto international standards.
(2) ACTING CHIEF EXECUTIVE OFFICER - LARGE GROUP OF COMPANIES
Top 20 largest Group of Companies in Pakistan
Joined in September, 2004 resigned in September, 2006

EXECUTIVE OVERVIEW:
This is the largest 20 group of companies mainly engaged in Cement, Power Generation, Textile, Construction, Trading, Property operations. My task and responsibilities includes textile operations & group business strategy as a member Executive Committee.

CORPORATE CHALLENGE:
This is a very fast growing group of companies in Pakistan and within very short span of time, they become top 20 group of companies. The group was facing a very rapid expansion and crises in major textile operations and consolidation of cement manufacturing business.

MAJOR ACCOMPLISHMENTS:
Involve on a daily basis in to operations of Group Companies
Distinguished company from competitors by developing / launching EDGE (Expedited Data Gathering Environment) a high performance offering credited with enabling important customer acquisitions and opening potential for unlimited revenue.
Convert a low profile organization in to a growth focused global business organization dealing with Fortune 100 companies like Walmart, Target, JCpany etc.
Successfully control the strength of 7,000 employees and management of 4 large size manufacturing factories located in different cities of Pakistan.
Contributed to enterprise level vision, strategy, decision making and leadership. Improved operational efficiency and performance. Held P&L accountability for engagements.
Conceived, implemented and drove aggressive business development, marketing and customer acquisition activities.
Achieved 100% repeat business ratio on corporate customer and shifted business to higher margin practice areas.
Convert the loss oriented company in to high profit oriented organization and yearly profit reached up to Rs.756 million in a year a record in the history.
Mentor and instruct staff, keeping them motivated, fresh, and focused while improving job satisfaction and retention, especially on high profile, high stressed engagements. Seen as the manager for whom everyone wants to work.
Convert the Foxpro working system in to Oracle ERP Business Suit System
Restructure the long term and short term borrowing with the Bank/DFI Rs.4.5 billion within 2 years time.
Formed and provided strong leadership to talented, robust team of professionals capable of meeting organization short and long term vision and expansion.
Introduced Financial transaction wise profit & loss account (Invoice wise)
Introduced Computerized Standard Costing System
Explore new markets in USA, UK, Africa and Gulf and South Africa.
Implemented Monthly Division wise Management Accounts

(3) GROUP CHIEF FINANCIAL OFFICER - NINA GROUP OF COMPANIES
Joined in October, 1998 resigned in September, 2004

EXECUTIVE OVERVIEW:
This is a medium size group of companies which engaged in the manufacturing operations of marble, textile, cooking oil, chain stores & trading business.

CORPORATE CHALLENGE:
The group was facing tremendous liquidity crunch and traditional old cultural management.

MAJOR ACCOMPLISHMENTS:
Look after the financial affairs of Group Companies
Consistently deliver mission-critical results in finance, and in the technologies and teams that support finance.
Manage and negotiate all Banks, insurances, including business and travel plans. Manage primary banking line and monitor cash flow and interest rates. Continuously seek debt reduction options that include lease, currency cap contracts and government loans.
Oversee purchasing, payroll, inventory and pricing, tax and currency, audits and stock transactions. Perform capital budgeting and ROI analysis. Accountable for all regulatory reporting and sit on executive board with representation for parent company.
Slashed bank loan debt within six years by developing weekly forecasts, controlling capital spending and splitting sister concerns capital needs.
Developed a new analysis tool that was used Group wide to measure financial performance at each section of sister concerns on a monthly, quarterly and yearly basis.
Multi-billion Rupees contributor, driven by a visceral "hard-wired" need to strategize, to innovate, and to disprove the words "It cannot be done! Gifted with the vision, determination, and skills needed for high level, revenue building strategies and tactics.
Recognized as key to development of an eventual sales growth by strategizing and building foundation for groups entire business, allowing comfortable yet aggressive growth from Rs.1.2 billion to 7.5 billion within 5 years.
Restructure the long term and short term borrowing of the Group Rs.4.7 billion.
Introduced Financial transaction wise profit & loss account (Invoice wise)
Introduced Computerized Standard Costing System & Production Planning
Restructure & reorganize the Finance, Accounts, Cost & Audit Departments

(4) SENIOR MANAGER COST & PLANNING - ALKARAM GROUP OF COMPANIES:
Joined in October, 1992 resigned in September, 1998

EXECUTIVE OVERVIEW:
This is a large size group of companies which engaged in the manufacturing operations of synthetic fiber, beverages, food, textile, chain stores & trading business.

CORPORATE CHALLENGE:
The group was facing old traditional environment and rapid expansion. They needed to modernize management in ISO implementation and conversion of Manual systems.

MAJOR ACCOMPLISHMENNTS:
Implemented computerized auto generated Production Planning System
I drive an organization forward through action, creating new products and services, building skills, generating momentum and selling value add that increases perceived value of products and services.
Created scenario analysis offering, enhanced planning workshop methodology, created a study of local communications resale to gain early revenue and open doors, and handled intensive large quantum of bulk orders.
Focused on superior performance for branding and creditability.
Consummate senior executive, change agent and entrepreneur. Acknowledged nationally for ground breaking efforts in driving large scale cultural change that builds organizational effectiveness and propels revenue growth.
Established first ever global practice designed to aid clients embarking on integrating e-business with human capital and transformation strategies. With two directors, defined, developed and rolled out methodology, framework and tools critical to successfully drive new venture forward.
Conversion of all manual systems in to inhouse computerized system (Visual Basic)
Implemented Standard Costing System integrated with Financial Accounts
Introduced Cost Control Department and curtail cost Rs.335 million in a year
Introduced Cost Minimization Strategies (Zero Based Budgeting System)
Implemented Monthly Financial Reporting system (Departmentwise)

(5) MANAGER ACCOUNTS – FATEH GROUP OF COMPANIES:
Joined in November 1991 resigned in October, 1992

EXECUTIVE OVERVIEW:
This is a medium size group of companies which is engaged in the manufacturing operations of yarn & grey manufacturing, mining operations, power generation, motorcycle assembling, banking operations.

CORPORATE CHALLENGE:
The group was facing problems of manual books of accounts & systems.

MAJOR ACCOMPLISHMENTS:
Converted the manual books of accounts in to Computerized Books of Accounts
Developed, designed, implemented and led 1st ever internal business driving supply chain integration, people optimization and information technologies known as "change management". Efforts contributed to the doubling of organization revenue growth.
Developed integrated CRM methodology for a global manufacturing organization.
Introduced Monthly Management Accounts & Financial Reporting System
Implement Standard Costing System integrated with Financial Accounts
Introduced Zero Based Budgetary Control System

(6) DEPUTY MANAGER FINANCE – HABIB GROUP OF COMPANIES:
Top 10 largest Group of Companies in Pakistan (Habib Group of Companies)
Joined in February 1986 resigned in October, 1991

EXECUTIVE OVERVIEW:
This is a top 10 largest group of companies in Pakistan. They are involved in the motor assembly business, tiles manufacturing, engineering, construction, refinery, banking, brokerages, property, hotels, chain stores, property, chemical manufacturing business. I was looking after the financial operations of their cigarette & its raw material manufacturing foreign joint venture.

CORPORATE CHALLENGE:
The foreign joint venture Banzle Group UK initiated the foreign reporting system which is very much sophisticated, modernized and based on new IT technology.

MAJOR ACCOMPLISHMENTS:
Converted the manual books of accounts in to Computerized Books of Accounts
Implement the British Reporting System within the organization
Strategically planned in house ERP integration across entire supply chain.
Conceptualized and led executive team through a vision/strategy process of becoming the "supplier of choice". Created and launched change management across all channel globally.
Implement the British Production Planning Module & Purchase Module
Reorganize the Accounts, Finance, Sales & Marketing Department
Restructure the Finance/Accounts/Cost/Audit Department as per British Standards

(7) ASSISTANT MANAGER SALES & MARKETING– MURPHY CORPORATION:
Joined in March, 1979 resigned in August, 1986

EXECUTIVE OVERVIEW:
This is a top 10 largest group of companies in Pakistan. They are involved in the motor assembly business, tiles manufacturing, engineering, construction, refinery, banking, brokerages, property, hotels, chain stores, property, chemical manufacturing business. I was looking after the sales promotion, business development and marketing of home furnishing business.

CORPORATE CHALLENGE:
The UAE foreign joint venture had penetrated its operations into Gulf region and Asian Markets along with Pakistani region and started sales from the scratch.

MAJOR ACCOMPLISHMENTS:
Build or energize sales channels while creating new revenues and clients from widening business lines. Make marketing and product divisions 100% client focused and accountable, then reengineer corporate vision to become more profitable.
Restructure & reorganize the Sales Department to maximize Monthly Sales
Restructure & reorganize the Marketing Department to enlarge their scope
Segment wise marketing started and build up export markets
Introduced Dealership System in the local market
Achieved Monthly Sales Targets from scratch
Introduced different sales campaigns & various renowned brands

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