CURRICULUM VITAE – HASSAN NUSEIBEH

GENERAL INFORMATION

Date of birth: May 23rd 1968

Eligible to work in the U.S. / Green Card Holder

CONTACT AND ADDRESS

Address: Denver, Colorado

Phone number: +1-720-***-****

Email: ad0w4j@r.postjobfree.com

ACADEMIC QUALIFICATIONS

O.N.C in Mechanical & Production Engineering, Newbury College,1986-1988, UK.

B.S.C in Mechanical Engineering & Management USIU-E, 1988-1993. UK.

M.A in Export Marketing, Brunel University, Buckinghamshire College, 1993-1994. UK.

Dissertation submission on Lean Burn Engines Technology.

PROFESSIONAL EXPERIENCE

(1994-1995)

Van-Aaken Developments: Race Engine & Race Chassis Tuning Company. UK.

Position held & responsibilities: Technician & Tuning Advisor to customers.

(1997-1999)

Motor Trade Company, V.W, Audi, Porsche, Skoda Dealers. Jordan.

Position held & responsibilities: Service Advisor to Customers, initially, then PDI Controller/Supervisor & workshop Engineer in charge of diagnostics, Mechanical & Electrical Repairs.

(1999-2000)

Ismail Bilbesi Co: Toyota Dealers. Jordan.

Position held & responsibilities: Workshop Manager

1. Ensure technicians attendance and productivity is maintained to meet budget objectives.

2. Workshop to be kept to highest housekeeping and safety standards.

3. Ensure that the workshop is a safe and secure environment for staff and customers.

4. Ensure that no unattended customers are allowed in the facility without supervision.

5. Regularly follow up with workshop controller and technicians on vehicles and update Controller on job progress, in order to ensure delivery at the promised time.

6. Arrange for first time (Fix it right the first time) inspection on all general repairs.

7. Raise warranty reports for approvals.

8. Raise special orders for parts not available and procurement order with workshop controller, Service Advisor, and Parts Manager.

9. Technically orient and advise technicians to mechanically and electrically fix the car, properly, by conducting strategy based diagnosis and consulting with manufacturer service information, TSB and campaigns.

10. Provide detailed explanation and technical justification for additional repairs and obtain approvals through Workshop Controller (by informing the customer).

11. Ensuring that repair orders are clearly documented with repair plus technicians clocking is accurate.

12. Accurate customer complaint, cause and correction on Repair Order are documented.

(2000-2001)

Ole Jordan: BMW and Range Rover dealers. Jordan

Position held & responsibilities: Service Manager.

1. Development, implementation and achievement of annual budgets, business objectives and KPI’s.

2. Achievement of CSI objectives.

3. Measurement of workshop productivity, efficiency performance and corrective plans to increase performance.

4. Planning and provision of workshop facilities, tools and equipment.

5. Control of technical quality by insuring that all productive staff are aware of latest TSBs recall campaigns, and service bulletins in addition to monitoring comeback reason by implementing comeback sheet.

6. Control of technical quality for productives by ensuring that all productives are adequately trained, by following the MTS (maximum trained standards from Mother Company) in conjunction with Training Manager.

7. Implementation of service marketing initiatives, such as summer campaign, winter campaign, customer loyalty programs, and menu pricing.

8. Liaise with company principles on service issues.

9. Maintain regular contact and visits with major fleet customers.

10. Monitor sold hours & productivity KPI’s.

11. Monitor complete activity for labor hour pricing according to manufacturer’s LTG(labor time guide)

12.Measurement of customer retention data, through CSI scores and CRM Manager.

13.Leading and motivating staff to provide the highest quality of service product and customer support by organizing regular meetings with staff and ensuring customer satisfaction.

14.Implementation of service incentive scheme for technical and non-technical staff

15. In conjunction with warranty department, ensure that all warranty related procedures, policy, and KPI’s are maintained by monitoring credit memos, warranty approval rates, and payments from manufacturer.

16. Ensure positive mental spirit between all service center staff, by promoting ownership company experience.

17. Evaluation of all technical and non technical staff on a yearly bases, for a position rise and pay rise and consequently award technicians, and motivates semi achievers.

18. Ensuring that campaign completion rates are done, and all vehicles campaigns are corrected smoothly without alarming the customers.

19. Ensure that all special tools are available to conduct proper and efficient repairs.

20.Implementation of Management Policies adhering to flexible Service Policies,whereby Service Manager ensures to go to the place and check daily operational Standard Service Transactions.

21. Flexible Service Manager not a rigid Policy and uninvolved one, ensuring Policies are always checked and Measured.

22.Financial reviews of Monthly Income Profit and loss statements, as well Balance Sheets, to be in line with Budgets.

23. Reviewing and constantly updating customer database, and evaluating listed and ex-listed customers.

24. Designing summer campaigns and winter campaigns, and evaluating financially the break-even point of campaigns as in no of vehicles, to be covered to break even.

25. Implementation of Service Management Policy of CAP-do, which implies, Check, Action, Plan, and DO.

26. Establishing a friendly and Courteous customer team, focused on friendliness and thorough understanding of customer needs, enhancing Moment of Truth, which customer perceives in as little as first 15s.

27. Constant Monitoring of Financial Data, such as:

. Total Sales Revenue.

Gross Profit Percentage, derived from Revenue minus cost of sales.

Total Direct Expenses as % of Gross Profit, derived as total direct expenses divided by Gross Profit amount.

Net Profit from Labor derived by Gross profit minus Expenses.

Lost diverted time, which is derived by, Attended Hours minus Actual Hours.

Retail Recovery Rate which is derived by Total Retail Sales divided Total Retail Hours.

Retail Hrs. per Unit of Park derived by Retail Hours sold divided by Units in operations .UIO’s.

Retail Hours Sold per Retail Job cards derived by Total retail Hrs. Sold divided by No of Retail Job cards.

Estimate Conversion Ratio, which is derived from Total No of estimates divided by Total no of Actual RO’s.

Service Absorption Ratio which is derived by assessing Total Income from Aftersales divided by total Dealer Expenses.

Ensuring That All above KPI’s has a benchmark, to be adhered to.

(2001-2008)

Automotive and Technical Trading Company: Autotech, Chevrolet, Daewoo Commercial, and Massey Ferguson dealers. Jordan.

Position held & responsibilities: Service Manager.

(2008-2010)

Autoexcellence: Bosch dealers. Jordan.

Position held & responsibilities: Service Manager.

Experience with the German.

(2010-2014)

Ghodaf Automobile company: Chery dealers. Jordan.

Position held & responsibilities: Service Manager.

Experience with the Chinese.

(2014-2015)

Tahboub Automotive : Honda Dealers. Jordan.

Position Held and responsibilities: Service Manager.

(2015-2019)

SIPEFCI. Abidjan.

Position held and responsibilities: Technical director.

Duties fulfilled:

1.To efficiently run three sites: Bolo, Ottawa and Okrouyo. Each site having 40 heavy duty trucks.

2.To ensure that the ratio of truck availability of those trucks is over 90%.

3.Conducted a special Preventative Maintenance Program for the trucks in order to guarantee optimum availability and distribute to two palm oil mills FFB’s.

4.Coordinated all spare parts in order to ensure efficient repair of the trucks and ensured that all fast-moving parts are available in stock.

5.To monitor and efficiently manage two palm oil mills to produce 60 tons per hour of crude palm oil.

6.Designed a preventative maintenance program for both mills.

7.Monitored daily production data and analyzed them in order to make sure that no technical problems exist.

8.Monitored and analyzed the quality of crude palm oil according to preset established norms of production and implemented measures to improve them.

9.Prepared the annual revision of both production chains for each mill.

10.Prepared all import orders from Malaysia, France, Germany for all strategic equipment available, through careful planification and chronograms for both mills.

11.Monitored and carefully evaluated energy data and super-heated steam data to drive three Siemens Turbines per site that provide electrical energy to the mills and workshops.

12.Prepared all relevant and pertinent engineering drawings for all wear and tear items in order to fully reduce mechanical breakdowns and anticipate future mechanical failures.

13.Review and analysis of actual costs, versus budgeted costs of both mills and financial deviation explained.

14.Developed a 5-year plan in order to increase the output and efficiency of both mills.

15.Ordered and commissioned installations and start up of two Siemens Steam 1000kva steam turbines.

16.Reviewed all data relating to the water conditioning of boilers according to Babcock preset standards, through the laboratory and ensured that all chemical dosage is adjusted accordingly to meet the boiler specific specifications

17.Monitored all losses such as oil on fiber losses, oil on mud losses and oil on empty fruit bunches losses through laboratory tests.

18.Reviewed daily criteria of quality of FFB arriving from plantation according to preset standards.

19.Monitored kernels humidity %

Gained experience within the African market.

Languages spoken:

Arabic, English, & French Fluently.

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