** ***** ** ********** ** Investment Banking, Management Consulting, Strategy, PMO and Operations in the Middle East with significant industry knowledge and extensive network in the financial, real estate, manufacturing, automotive, aviation, education, retail, healthcare, and distribution sectors. Well-rounded expertise in strategic planning, operations, business development, finance, due diligence, M&A, change management, restructuring and turnarounds. Strong skill set (e.g. leadership, communication, team management, analytical) and a solid academic background.
Chief Operating Officer May 2018 – Present
Swicorp SA – Investment Bank Riyadh, Saudi Arabia
Lead the bank’s shared services departments. Direct the growth and the non-revenue side of the bank. Develop and implement the bank’s strategy and its related initiatives. Heading the bank’s Transformation Program. Implement board initiatives (ePMO) among all functions, offices and third parties. Digitizing the firm. Outsourced HR (i.e. slashed costs by > 45% and boosted efficiency significantly). Changed all P&P manuals. Reduced operating costs by SR 3 million. Revamping third parties’ agreements. Rebuilding the management team. Established the risk function. Administer the long-term incentive program. Operate and enhance day to day operations, processes and support functions. Coordinate operations between Swicorp offices worldwide. Better corporate governance and compliance. Enhancing marketing, social media and public relation tasks.
CEO Advisor & PMO Director Oct. 2016 – Feb. 2018
Jabal Omar Development Co. – Real Estate Developer Jeddah, Saudi Arabia
Established and managed the company’s Program Management Office (ePMO). Formulated and implemented strategic projects. Administered the company’s management as well as board committees. Advised the CEO though devising the strategy and its implementation plan, setting KPIs, analysing reports and scorecards, assessing corporate and divisional performance, identifying risks, bringing solutions, creating new SBUs and subsidiaries, and budget development and monitoring.
Chief Strategy Officer Feb. 2010 - May 2016
Obeikan Investment Group – Manufacturing and Educational Group Riyadh, Saudi Arabia
Developed the Group’s strategic plans, objectives, and initiatives. Rendered with the executive the corporate strategy into 3 to 5 years business plans, yearly budgets and targeted KPIs. Designed and developed the operating models to restructure the Group’s subsidiaries to focus on core business, generating cash flows and profits, and maximizing shareholders value
Advised the CEO and the Board of Directors regarding matters related to business controls, strategy, growth and governance. Led the investment and business development committees for the Group. Secretary of the Group’s ExCom and of the Group’s Board of Directors
Led the Group’s M&A and investment activities, adding up to more than SR 1.1 billion in investments. Built the investment pipeline. Assessed potential investment opportunities. Managed new ventures from inception to start up and aligned them with the Group’s strategic plans. Negotiated legal terms with partners. Set partnerships structures, and business models. Prepared one SBU for an IPO. Carried out valuations. Conducted due diligence on potential investment opportunities, including developing financial models to determine potential returns and required investments
Developed numerous real estate projects for the Group such as a 33-storey tower, a 5 Stars hotel and an 8,000 workers labour camp.
Produced a comprehensive budget preparation process based on in-depth analytical financial models for each of the 23 companies within the Group. Restructured and unified the Group’s reporting system
Created the Group’s dashboard and assigned functional KPIs. This resulted in a better budget monitoring, continuous performance assessment, real time reporting, and an exhaustive data warehouse
Proposed and monitored business development activities group wide. Piloted new non-organic initiatives. Prepared and analyzed qualitative and quantitative reports. Proposed new changes and managed the change processes
Restructured the group SR 3 billion debt. Managed the Group’s SR 800 million loans with the Saudi Industrial Development Fund. Raised funding and sourced new financing alternatives
Optimized costs. Overall reductions attained 18% savings in two years, increasing net profit margin by 2.4 points. Under my leadership procurement costs were reduced by SR 115 million, manufacturing overheads were reduced, overall capacity increased by 3.8%, and waste was capped at 2.3%
Provided guidance and leadership to all employees within the Strategic Planning and Business Development department. Ensured effective departmental performance through the selection, development, deployment and motivation of the team. Conducted quarterly performance appraisals. Recommended salary increases, rewards and promotions. Ensured and mentored proper career growth for each team member
Group Board secretary and member of other subsidiaries’ Boards
Private Equity Director Jan. 2008 - Dec. 2009
Arab Bank Capital – Investment Bank Dubai, UAE
Actively participated in establishing the regional Private Equity practice within AB Capital - Arab Bank’s newly established investment bank. Determined strategic directions. Proposed and implemented initiatives
Set up the Bank’s first $200M PE fund. Liaised with legal counselors and regulatory entities. Established Special Purpose Vehicles. Developed the fund’s Private Placement Memorandum. Appointed the fund administrator company, audit firm, and advisors. Coordinated between Limited Partners and the founding General Partners. Formulated the fund’s structure and strategy. Recruited part of the team. Established the fund’s terms and policies
Arranged the Bank’s operating license in Saudi Arabia
Secured the fund’s seed money and conducted fundraising with private and institutional investors. Liaised with Limited Partners. Conducted road shows
Responsible for origination, management of deal team, and executing transactions. Established relationships with intermediaries and supporting third parties such as lenders. Researched/acquired a comprehensive knowledge of the MENA’s main economic sectors. Sought potential target companies
Managed the deal execution process. Assessed and screened investment opportunities. Performed valuations and due diligences. Structured deal transactions. Presented to both investment and advising committees. Reported to the Board
Vice President Jan. 2007 - Oct. 2007
Abraaj Capital – Private Equity Firm Dubai, UAE
In addition to carrying out various administrative duties, actively participated in building the firm’s deal flow and negotiated transactions to a positive end. Board member and representative of Abraaj in one of its portfolio companies, a large regional oil and gas fabrication, ship building and vessel chartering group. Led the post-acquisition process, prepared the group’s 3 years strategy as well as its 100-day plan, and implemented all operational changes aiming to restructure the group and to better manage future growth.
Consultant Jan. 2005 – Feb. 2007
Booz Allen Hamilton – Management Consulting Firm Beirut, Lebanon
Accomplished several consulting assignments ranging from real estate development to aviation, edutainment, and regional strategy development. Also, managed the Program Management Office (PMO) for the transformation of a major government authority in Saudi Arabia and its subsidiaries from a public institution to an independent entity.
Senior Manager Oct. 2003 - Oct. 2004
Ernst & Young – Management Consulting Firm Riyadh, Saudi Arabia
Administratively: Directed a team of consultants and numerous internal initiatives. Mentored 4 consultants. Conducted performance evaluations (i.e. 360 degrees). Planned sales objectives and monitored quarterly sales achievements. Organized and attended training sessions. Professionally: Managed several engagements in different sectors and fields. Achieved SR 10.6 M in sales in 10 months. Quality reviewed reports of consultants. Developed the Transaction Advisory Services visibility strategy.
Managing Director Feb. 1998 - July 2003
BDA S.a.l. (Ford Lebanon) – Automotive Distributor Beirut, Lebanon
Directed a car agency with sales surpassing $14 million (up from $9M when took charge). Managed a team of 57 employees. In addition to the traditional management tasks:
Established a well-defined corporate governance set up and a leaner organization structure
Re-engineered and enhanced the finance and administrative functions. Formulated new and simpler internal policies, processes, workflows as well as reporting and monitoring systems. Generated savings of $80k+ p.a.
Designed and implemented a fully integrated custom made information system ERP to better coordinate between the organization’s SBUs which permitted to reduce among the workforce by 17% and boosted productivity
Overhauled all supplier agreements, terms and conditions as well as cost accounting measures
Initiated several change programs that resulted in considerable efficiency gains, e.g. tasks’ consolidations, personnel reductions, higher inventory turnover (52 instead of 88 days), shorter collection period (down to 34 days)
Generated multiyear cost reductions of more than $210k p.a. in labor costs, COGS, bank charges, procurement expenditures, and overhead expenses
Restructured the company’s debt. Subsequently, improved cash flows, reduced working capital requirements, enhanced EBITDA by 14% in less than 3 years, improved assets’ utilization, and diversified sources of financing, implemented new financial products such as revolving LCs. Also, introduced new financial services such as leasing and prepaid maintenance coverage
Instituted an aggressive three-year sales strategy that achieved a 56% growth in sales to $14 millions
Branch Managing Director Nov. 1996 - Jan. 1998
Senior Management Consultant Dec. 1994 - Nov. 1996
Management Consultant Oct. 1993 - Dec. 1994
ARTHUR D. LITTLE Inc.- Management Consulting Firm Riyadh, Saudi Arabia
Managed projects involving multi-office teams throughout the region. Managed 11 client accounts and 46 projects and studies. Clients were among the most prominent businessmen and corporations in the Middle East. Continuously trained to ADL methodologies, products and analytical approaches. Also, managed the Beirut office:
Led a team of 9 highly qualified consultants. Assigned work schedules, plans, action steps, and tasks to case team members. Monitored the team’s performance and deliverables to clients
Managed clients’ relationships, projects’ budgets and potential prospects
Completed several sales cycles from proposal to deal closure that added up to $1.8M in less than 15 months
Defined objectives and long-term development and product strategies
Performed day to day managerial tasks such as recruiting, performance evaluations, and accounting
MASTER OF BUSINESS ADMINISTRATION (MBA) McGill University
Major: International Business, Strategic Management and Finance (June 1993) Montreal, Canada
BACHELOR OF SCIENCE IN BUSINESS ADMINISTRATION Northeastern University
Major: Management and Marketing (June 1990) Boston, USA
Top 1% of Class 1990 with a GPA of 3.9
National Dean’s List (USA and Canada). Graduated with the highest honors: Summa Cum Laude
US and Lebanese citizen
Fluent in Arabic, English, and French