Business Executive Part-Time

CURRICULUM VITAE (CV)

Mohammed Gul SAHIBBZADA

Date of birth: 15 August 1974

House number: 1508 50

TH

ST NE, AUBURN 98002 – Seattle, Washington State - USA Tele: +1-206-***-****, emails: ad5vfa@r.postjobfree.com, ad5vfa@r.postjobfree.com PERSONAL PROFILE:

I am a business executive with a track record of performance and achievement as business leader. I believe I am a self-made person, and what I am today has been shaped by the ups and downs of life in a difficult part of the world where resources, opportunities and chances to succeed were confined to few privileged ones – Afghanistan. Despite challenges, I aligned my passion, inspiration and hard work to a goal and discarded challenges, and delivered high quality products. I am a good strategist, can plan for a achieving success and deliver on expectations. I am a Master degree holder, and have on-the job training in sophisticated management and administrative work. With a cumulative of two decades of work experience, I am ready to take on a new role to contribute to business organization in the field of services management including construction, logistics, procurement and non-for-profit organization.

- Was born in Kunduz Province (Chardara District), Afghanistan

- Completed my MBA at American University of Afghanistan (AUAF) Nov.2020,

- Got my Bachelor degree in Pakistan, completed my elementary education in Kunduz province,

- Completed many professional long-term and short-term courses in the field of administration, management and journalism,

- Work experience include a long tenure as Group CEO with Kainaat Group of Companies

– KGC, and CEO at Parazelsus: www.parazelsus.com. I also worked senior official - Deputy Regional Coordination Officer (DRCO) - at UN, held senior positions at international NGOs and worked as part-time journalist with Associated Press (Ap)

- I have thought English and Public Administration courses in the early stages of my career LANGUAGES:

- ENGLISH, very well spoken and written

- PASHTO, very well spoken and written

- DARI, very well spoken and written

- URDO, very well spoken and written

- HINDI, very well spoken and understanding – NOT written MAIN SKILLS:

- I have excellent business communication skills.

- I am a professional business executive with experience in managing and leading business organizations, Non-Governmental Organizations (NGOs) and UN Agencies both at national and international levels.

- I have developed excellent diplomatic skills owing to my extensive experience with UN agencies at a higher position (please refer to experience section of this CV).

- Good report writing, presentation and preparation skills. My academic background that includes six months extensive training in journalism added in developing these skills.

- I have developed strong knowledge of strategy formulation, strategy execution and implementation planning processes, which have been significant portions of my responsibilities in past one and half decade.

- Computer skills: word, excel, power point (slides for presentations);

- Ability to work with and be part of multicultural team, and can easily cope with diverse environment at work places. Also, ability and experience to work under pressure and in charged environment,

- I have the knowledge, experience and ability to organize, plan, implement and control activities in large size organizations.

- I have excellent skills of business development and proposal writing and the ability to persuade clients in the follow-up meetings concerning prospective projects / programs.

- I am a writer too. I wrote articles for print media on politics, economy and social matters.

- I have developed better administrative, logistics and office management skills owning to my experience as Chief Executive Officer (CEO) in one of the leading Afghan companies i.e. KGC under contracts form US Government and military. ACADEMIC QUALIFICATION:

1. American University of Afghanistan (AUAF), Master Degree course (started in March 2017, completed in December 2019),

2. Graduate School of Management & Computer Sciences – Peshawar (20 March 1994 till 22 December 1996), degree: Bachelor of Business Administration – General Management.

3. PEF Degree College – Peshawar (12 December 1992 till 16 November 1994), diploma in Higher Secondary Edcuation - FSc or Father Science. 4. Islamia Public High School (11 May 1987 till 12 November 1992), certificate: Secondary School education (Science).

5. Experimental School – Kunduz, Afghanistan (21 March 1979 till 22 Nov. 1986), completion of elementary education.

OTHER TRAINING AND COURSES:

1. Completion of one week UN Human Rights Training Course, 2. Completion of one week UN Human Resource Training Course, 3. Completion of one week UN Managerial Training Course, 4. Completion of six months diploma course in Journalism, 5. Completion of six months diploma course in computer sciences, 6. Completion of two and half years English language diploma courses, 7. Completion of three months public administration training course, 8. Attending professional seminars overseas,

PROFESSIONAL TRAININGS:

2012 One week ‘Strategic Planning Training’ in Singapore 2011 One week ‘CEO Forum Training’, Bejing, China

2010 Two weeks training workshop on ‘Corporate Culture & Globalization’, Istanbul, Turkey

2009 One-week training workshop on ‘Corporate Communication Strategy’, Dubai – UAE.

2008 One-week training workshop on ‘Tall buildings and city development’, New Delhi, India.

2007 Three weeks training Course on ‘Corporate Governance’, Soul – South Korea. 2006 Four days course on ‘Business Strategy and Social Responsibility’, Singapore, Singapore city,

2005 Two weeks training workshop Construction and design build projects on ‘Quality Control and Quality Assurance’, Kabul – Afghanistan. Note: Copies of certificates of completion for these courses and seminars are available on request.

EXPERIENCE:

1) Group CEO at Kainaat Group of Companies - KGC – 22 December 2004 till present: DUTIES: I was employed as Chief Executive Officer (CEO) at Kainaat Group of Companies (KGC) on 22 December 2002. My duties included to establish the company in the business community, and do the registration. My major duty was to find opportunities, prepare and submit proposals for construction, logistics and design works. I was also responsible for marketing and business development of the firm. Negotiation and communication with client, follow up on proposal submitted and responding to Request For Information (RFI) and addressing their worries regarding award of job to KGC were also under the scope of my responsibility. I was also responsible to encourage investors for the budget needed to do the work. Recruitment of needed skilled, formation of talented teams, professional and mid-level personnel for projects awarded also came under my responsibilities. Field visits and assignment of competent project managers on every project was under my duties. Most of our projects were awarded by US Government. It was my duty to monitor and strictly follow up on the standards accepted by US government in term of timely accomplishment of work and quality. I was responsible to train and certify KGC quality control engineers before sending and assigning them on US Government sites. In addition, US Government required daily reports through an official, online portal, which was installed on our systems at KGC headquarters to submit daily pictures and reports from construction sites. Design work progress was also submitted via this site. It was my responsibility to monitor and make sure all activities went smooth according to plan and progress reports coming out of sites in time. KGC was awarded multiple projects, which were managed in a centralized manner from our headquarters under my leadership and responsibility. Management of suppliers, vendors and subcontractors all came under my responsibility. Though I had hired managers and created departments for major works such as IT, HR, Contractors / Suppliers, Engineering and Design, Construction and Quality Control – each functioning under competent and talented professionals, they were my underlings. I was solely responsible to give direction to ongoing projects, and address any matters during daily meetings every morning with senior level professional team members. My major achievements with US Government projects have been delivering quality product within contractual timeline and budget. Coordination, managing and leading to successful completion of multiple projects that run at the same time in different geographical locations under challenging environment is attributed to my achievement as well. During these 22 years of my experience with high profile projects funded by USAID and USACE – AED and international non-profit organizations, I learned on-job techniques and knowledge about how to lead, coordinate, control, plan and implement multiple, high profile projects. I also attribute successes in this arena to the teams that were around and selflessly took responsibility and delivered on datelines and task. ACHIEVEMENT:

After my assignment as Group CEO at KGC, I applied for large scale projects with the US Government. As a result of the hard work the team under my leadership performed in putting together a good proposal and submitting it to the US Government, I was awarded several projects over a time-range of one and half decade. These projects included Integrated Facilities to house hundreds of Army personnel, Uniform police personnel and the Afghan National Security personnel. Please kindly refer to the photos / illustrations of these projects in the website of KGC, i.e.: www.kainaatgroup.af, which I led for almost two decades. It was under my direct leadership, watch and management to design and build these state-of-the-art military facilities for the US Government in Afghanistan. Afghanistan was not a work-friendly country since the country with no infrastructure to support huge construction operations, but my resolve to do it broke all psychological barriers and my entire team moved ahead with the plans. Here I am standing tall and strong with KGC after more than two decades! I have achieved a great deal of success with KGC as well. Below are reference numbers of contracts awarded to KGC during my leadership of the company within last two decades. I operated in a hostile war zone to support Front Operation Bases (FOBs) under Operation Endurance Freedom. 1. W917-PM-07-C-0001, Design and Construction of Regional Logistics Center and Uniform Police Headquarters, US Army Corps of Engineer (USACE) – USG, Mazar-i- Sharif – Afghanistan, 2007 – 2009,

2. Contract No.11-c-0133, Construction of deep water well, USAID – US Government, Paktika province, 2010,

3. W917PM-07-C-0007, Design and Construction of military Hospital Addition, US Army Corps of Engineer (USACE), Gardez, Pakteya province, Afghanistan, 2007 – 2008, 4. W971PM-07-C-0006, Design and Construction of military Hospital addition, US Army Corps of Engineers (USACE), Kandahar Airport, Kandahar province – Afghanistan, 2007 – 2008,

5. W971PM-06-C-0043, design and construction of Provincial Uniform Police Headquarters and Border Police Headquarters, US Army Corps of Engineers (USACE), Shahidan district, Paktika province and Tirin Kot district, Urozgan province – Afghanistan, 2006 – 2007,

6. W971PM-08-C-0080, design and construction of border police headquarters, US Army Corps of Engineers (USACE), Badghis Province – Afghanistan, 2008 – 2009, 7. W917-PM-08-C-0019, design and construction of district police headquarters, US Army Corps of Engineers (USACE), this project comprised of six sites in six districts of Badakhshan province – Afghanistan, 2007 – 2008,

8. W917-PM-05-R-002, renovation works and supply of electrical materials, US Army Corps of Engineer (USACE), USACE Headquarters in Kabul – Afghanistan, 2005 – 2006,

9. W917-PM-06-P-0100, design and construction of residential units, US Army Corps of Engineers (USACE), USACE Headquarters in Kabul – Afghanistan, 2004 – 2005, 10. Facility Sub-Lease, lease of facility to US Government (the present Camp Phoenix where US Armed forces were stationed for almost a decade long on Jalalabad road, US Government, Kabul Afghanistan, 2002 – 2004,

11. Land Sub-Lease, lease of surrounding land around Camp Phoenix, US Government, Jalalabad Road, Kabul – Afghanistan, 2002 – 2003,

12. CETAC-AAAO (415-10c), Construction of Chain Link Fence around Camp Phoenix, US Government, Jalalabad Road, Kabul – Afghanistan, 2003 – 2004, 13. W917-PM-05-P-0013, Equipment Supply, US Army Corps of Engineers (USACE), US Army Headquarters in Kabul – Afghanistan, 2005 – 2006, 14. Contract No. 2009-SC-CM-KNTJBD-0001, Construction of military Garrison for Afghan National Army (ANA), Dyncorp International (DI) – US Army Corps of Engineers (USACE), Gamberi, Jalalabad province – Afghanistan, 2008 – 2009, 15. Contract No. 2009-SC-CM-KNTJBD-000, Construction of military Garrison for Afghan National Army (ANA), DynCorps Internaitonal – US Army Corps of Engineers

(USACE) – Afghanistan Engineering District, Kunduz province – Afghanistan, 2008 – 2009,

16. Contract No. AIP-S-10-0050, Construction of military facility for special forces, IAP Services Inc. – US Government, Kandahar city, Kandahar province – Afghanistan, 2010

– 2012,

17. W91B4N-ll-R-SOOO, Transportation Services for US Military under National Afghanistan Transportation (NAT) Program, ANHAM Co. – US Government, across Afghanistan, all provinces to FOB destinations, 2011 – 2012, 18. NUMBER: PAE-CSP-2192-AG-001, Construction of toilets and shower facilities for Afghanistan detention centers, PAE Government Services Inc. – US Government, Sheberghan province – Afghanistan, 2011 – 2012,

Reason for leaving:

Afghanistan was captured and taken control of by the Taliban. There was no more projects and our client, i.e. the US Government and NATO, had already left the country. Therefore, I resigned from my post and immigrated to the United States of America with my family in January 2024. 2) CEO at Parazelsus (www.parazelsus.com ) – 786 Medical Store Chain – March 2017 till May 2018

Duties:

The Core business of Parazelsus Ltd Co. was healthcare products sales and distribution for Afghanistan market. I was in-charge of the entire program, managing 22 medical stores across Kabul city. During my assignment as CEO of the enterprise, a thorough analysis of the company was undertaken in order to identify loss making medical shops on our portfolio and shut them down. Instead, open new ones in other spots of the city where people would generally look for and buy medicines – especially near hospitals. Under my leadership, I closed three loss making shops and instead opened four more medical shops in other parts of the city. Profitability increased by 11%.

Reason for leaving

I quit as the CEO of Parazelsus in May 2018 because of the un-warranted and un-necessary interference of the company shareholders in the execution and business planning process of my operation. Things were not in good term among company partners and shareholders. There were times when court would summon them and police would visit the company looking for certain shareholders. I re-joined Kainaat Group of Companies – KGC as the Group CEO in June 2018. 3) DIRECTOR at CHF International: 6 October 2002 till 15 November 2004 DUTIES:

At CHF International, I was assigned as Project Director for construction of clinics and school project. CHF International, which stands for Housing, Finance and Habitat, was an American business organization working in Asia, Africa and Latin America. As Project Director, my duties included specifically to run construction activities located in the Northern and Central provinces in Afghanistan. Our donor was USAIDS. This was large program involving construction of more than two hundred units of schools and clinics. US Government had started to rebuild the country with major investment in the field of road construction, schools and clinics. In total, US Government had devised and approved a plan to construct more than 3000 schools and clinics throughout the country. CHF Int’l had got a chunk of it. To any standard, construction of two hundred schools and clinics was not a job so simple – especially when realizing difficulties in logistics in term of shipping materials to far remote, mountainous locations where hardly any road existed. My duties overlapped with dozens of disciplines at this job. Being director of the whole project, which spanned for two years, I was responsible for negotiation and communication with client, which was effectively the US Embassy in Kabul. In addition, it was my responsibility to recruit staff for this program. I was reporting to Mr. Mal Raltson, the Program Coordinator and overall responsible for CHF Int’l activities in Afghanistan. Undertaking field missions to more than seven provinces where the two hundred units of schools and clinics were planned for construction was my most important duties. Staffing positions of Project Managers, Assistant Project Managers, engineers and other technical and support personnel including finance and account manager, site supervisors, administrative officers and drivers. This was one of the most important tasks assigned to me, which I had completed with satisfaction of my team and program coordinator. My duties also included coordination and communication with government authorities in Kabul and provincial authorities in the provinces where our project was planned for implementation. In order for local communities to benefit economically from ongoing construction process, it was assigned to me to select local vendors for supplies of raw materials including sands, crush, bricks, woods and other items that might available at local level. Senior CHF Int’l officials decided to establish a selection committee in Kabul, and tasked field teams to provide data from local communities to the committee for final decision. It was my duties to supervise manage and administer plans for the whole project. ACHIEVEMENT:

My overall achievements as Project Director at CHF Int’l Kabul – Afghanistan included undertaking and completing a huge construction program which involved construction of two hundred units of clinics and schools in seven provinces in the Northern and Central Afghanistan. My achievement and contribution towards successful completion of this project spanned over all sections of the work including communication and negotiation with client, field visits, monitoring and controlling resources usage, recruitment and managing more than five hundred personnel – most of whom are degree holders – and contributed in the planning and operations of the project works along with my peers and senior level CHF Int’l staffs. The fact that this project of a magnitude of more than forty million US Dollars was completed within stipulated period of two years was an achievement I can credit the whole team involved and myself. Keeping in view problems with logistics in the provinces where these schools and clinics were to build, I credit my team to achieve substantial results by selecting capable local vendors who delivered sands, bricks, crush, wood and other tools available locally in support of the ongoing construction program. Though the goal to involve local communities was set up by US Government in order for them to benefit economically from these construction projects, implementation of the same had been hard due to influential armed men harassing local population – and sometimes CHF Int’l field staffs. My achievement on this was to stand strong on our position and let local community members to take part in the bidding process. It was challenging, but we have achieved the goal. My other achievement included timely reporting of activities to CHF Int’l senior officials, peers inside our organization, and preparing detailed operational and security reports to client (US Embassy). Also, I had managed to collect timely reports on the status of construction activities from the sites, which involved mostly technical matters in term of quality of the work, materials and to see if the typical design issued to us by US Government, was being followed. I insisted on team leaders at filed level to send us pictorial reports with instructions to photo-shot construction sites from specific angles with every weekly reports so that the technical teams sitting at CHF Int’l Kabul offices could point out any deviation from planned sketches or any problems in the structure of the building. Remedial actions were then immediately recommended and sent back to site within the following couple days. I was involved in every step of the operations of this major project. Though US Government had awarded only two hundred units to CHF Int’l out of a total of three thousand units, the rest of the units were awarded to other competitors, who had not done very well in term of timely completion and / or quality. I do not know the reason, but my team at CHF Int’l had done wonder job. I claim the achievement and contribution to the whole teams who were involved in this major project.

REASON FOR RESIGNATION:

My contract was completed. The project for which I was hired was also completed. I had decided to join private sector after I finished with CHF International. I had decided to join private sector to experience work in a new sector. I had already started negotiation with a couple of investors who wanted to found a construction, design and logistics company. After my stint completed with CHF Int’l, I started working on a plan with these investors.

4) Procurement Manager at SCUK – 2 Feb. 2002 – 4 August 2002 DUTIES:

My duties as Procurement Manager at Save the Children – UK included procurement of large scale food and non-food items. SCUK was contributing a great deal to the ongoing humanitarian assistance efforts, which was undergoing in Afghanistan at the time. My duties included procurement, logistics and transportation support plus management and administration work required for accomplishing procurement and logistics task. A team comprising fifteen people was working under my direct supervision. Scope of my operations included Pakistan and Afghanistan. Beneficiaries targeted were mainly in Afghanistan. I was not directly involved in dispatching humanitarian assistance in the field. My duties were to deliver professional services in the field of procurement, logistics, administration / management in support of overall humanitarian assistance operations. High level skills and professionalism was required to accomplish duties assigned to me. My contract was for six months, and I have managed to procure, transport and deliver more than one thousand tons of food and non-food items from neighboring Pakistan to Afghanistan. A considerable quantity of materials was transported by air from Islamabad. To achieve accomplishment in areas of procurement and logistics, it is important to have contacts of a wide range of suppliers, vendors and transportation companies at regional level. I had the opportunity to access pool of database tapping competent and large companies specialized in areas of supplies and logistics. I and senior teams from SCUK who was supervising procurement and logistics operations in the region, would put out jobs for strong competition on the part of companies bidding to do the job. My duties also included storages and warehousing of large quantities of food and non-food items both in Pakistan and in Afghanistan. I had little issue with warehousing of materials purchased in Pakistan. However, there were big challenges to store delivered items inside Afghanistan. In order to address the situation, I would coordinate with WFP, and agency working for food security in the region. I would agree on terms and conditions with WFP teams and then would use their existing warehouses for food storages. For non-food items, I would use containerized storage houses already built in specific places in the country. My duties included to store and warehouse all delivered items in a way to provide easy access, short distance to SCUK main offices. This was mandatory. Thus, my duties included a complete logistics, procurement, transport (both by air and land) / delivery of materials, and warehousing and storage process. A chain of inter-connected tasks packaged together was very interesting for me to carry out. Overall during my stint at SCUK I gained a whole new experience in a whole different organization, which I used in my other jobs as CEO for a business organization very effectively.

ACHIEVEMENT:

During my six months employment at Save the Children – UK (SCUK), I satisfactorily support SCUK humanitarian operations in Afghanistan and Pakistan in term of logistics, procurement and warehousing / stocking. Management and administration of these tasks plus leading a total of fifteen middle level personnel was further enriching my experience. More than one thousand tons of food and non-food items were delivered intact from Afghanistan’s neighboring country to Afghanistan. Six months was not a big time to address requirement on emergency basis in the country. It was the year 2002 – shortly after invasion of Afghanistan by US troops. Thus, it is understood a situation arising immediately after war would not be a normal one. Absence of infrastructure and facilities to support any logistics and procurement operations would pose the biggest challenge. It required a lot’s of hard work and negotiations with many parties to address situations on the ground. I had to travel seventy four times to and from Afghanistan to make sure things moving in the right direction. I had achieved the targets given to me by SCUK senior officials to deliver – especially food items in time to beneficiaries. Food shortage was imminent throughout Afghanistan in the year 2002. This was the year when US had freshly invaded Afghanistan and Taliban government vanished – taking with them whatever food stock and livestock left of war months. Wider population was left bereft of food and other vital amenities in the families. It was an emergency situation. Therefore, delivery of food items and non-food items was utmost priority for SCUK. I would say – FORTUNATELY – this task of logistics, procurement and warehousing was put under my responsibility. I have devised a strategy to trickle down resources as I got them first in hand from suppliers. Therefore, I would transport – in the beginning by air – because there was exigent need for food in communities targeted by SCUK – especially children. Thus, as supplies of food was delivered by air to speculated places in Afghanistan and them immediately loaded in trucks already available locally on the ground to transport to beneficiary communities – would reduce repetitive calls for delivery of materials. This would give time of breathing to my team to handle larger quantities within minimum time and space – which we would get out of our own dexterity and thoughtful actions mentioned above. I was in the third month of my assignment and emergency calls and situation on the ground with beneficiaries was already cooling down. This was because whatever was available with suppliers in term of food and non-food items, I would transport them to Afghanistan. This strategy received big accolade from my peers and senior SCUK officials. The same strategy for logistics and procurement was adopted by SCUK after I left the organization to join Kainaat Group of Companies (KGC), a local Afghanistan business organization. My achievement also included to form a coherent team around professional values, which made it possible to strictly follow guidelines agreed upon during our planning sessions for the six months logistics operations. Every member of my team honored their promises and achieved respect and dignity after accomplishing so much for the organization in particular and for the communities at the receiving end in general. My performance a team leader for procurement and logistics operations, I had to persistently communicate with my peers and senior level officials, which is the norm of the day when we were involved in addressing emergency situations. This tact of communicating with senior SCUK officials and my peers had helped a great deal in removing blockades which otherwise could have been norm of the day in the shape of red tape. These achievements I mentioned were brought on my face by my peers and senior level officials at the end of my assignment with SCUK.

REASON FOR RESIGNATION:

My contract ended and I had already applied for another position at CHF International in Kabul. Though I had enjoyed and gained a great deal of experience in practically running a big part of the organization, which had given me an experience which I wouldn’t be able to gain in any other places. Prevailing circumstances (emergency situation in Afghanistan) and willingness of the organization to substantially intervene in support of beneficiary communities in Afghanistan was a mere luck for me to be in the right place, in the right time and in the right organization for achievement, which gave me so much satisfaction. Save the Children UK is my ideal organization. I have seen values, standards and comradeship among employees, which I have seen in very few organizations throughout my career. 5) Deputy Regional Coordination Officer at UNOCHA 05/04/1998 – 11-09-2001 DUTIES:

My duties at UNOCHA Herat regional offices included coordination and synchronization of humanitarian assistance in Western Afghanistan. It was my duties to call for and hold weekly meetings with UN agencies, UN entities and NGOs engaged in delivering humanitarian assistance in Western region. Coordination meetings among UN agencies, entities and NGOs was the most important part of my job because

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