Mohamed Ali AMIRA

Chosen to drive quick and prominent turnaround for an under-performing business unit. Managing and directing a 17-member team in charge of Fuels, Lubricants, Bitumen and Fleet Card sales to the B2B and distributor segments. Managing $70 million revenue portfolio, focusing on all P&L components (Volume, Gross Margin, Opex). Reached just after 5 months the corner point (following 6 years of continuous drop). After less than 2 years the below results were achieved: - YDT 2013 volume is 24% higher than same period last year and 15% above plan. - Gross Margin grew up by 32% and exceeds the plan by 13%. - NIAT is 43% higher than Plan.

Consistently supported the retail business by bracing non-fuel activities, generating new business opportunities and profit centers. Launched a new Shops’ brand name, extended the shops network, increasing by 15% the rental income. Streamlined the Automotive Fluid product line while exceeding by 30% the volume plan. Launched a new Card System leading to multiplying by 5 times the Card Volume Retail Throughput.

Flawlessly undertaken 10 internal assessments- different functions-, ensuring timely and appropriate actions are implemented to deal with the identified improper business practices. Directed, and completed a full business process control review and supported 3 external audit missions. Implemented a new credit policy strengthening control of the business exposure, developed new tools for customers risk assessment that helped reducing bad debt balance from 4 MDT to 2.3 MDT and improced overdue from 16% to 10%.

Overseeing a team dedicated to delivering exceptional support, resolving issues efficiently, and ensuring a seamless customer experience. Focused on driving satisfaction, loyalty, and continuous improvement through leadership and strategic process optimization. For I introduced the "Perfect Order Index” concept and improved it from 85 to 96 %. Reduced Overdue by 116%. Implemented the e-Ordering and the Order Acknowledgement systems. Launched the Complaint Management System. Strengthened controls through implementation of an In-Line control approach.

Direct report of the Country Manager, Introduced tools and prospected new big accounts (Deployment of Esso Brand in more than 100 new retail sites), and launched the "Indirectly the lube bay segment" program (+150 new sites), as a result sales grew by 63%, and gross profits by 35% in 2005. Successful implementation of marketing programs including 1 M$ investment and more than 500 K$ below-the-line budgets.

Successful cross-functional P&B monitoring. Developed a new capital budget procedure, launching a new Business Evaluation Model, using modern finance tools, and ensuring trainings for different stakeholders. Introduced new tools for product positioning increasing NSR by 12%. Implemented the standard cost methodology.

Direct report of the Country Manager, Introduced tools and prospected new big accounts (Deployment of Esso Brand in more than 100 new retail sites), and launched indirectly the lube bay segment (+150 new sites), as a result sales grew by 63%, and gross profits by 35% in 2005. Successful implementation of marketing programs including 1 M$ investment and more than 500 K$ below-the-line budgets.

Managed the northern then southern I&W Business, ensuring a long lasting relationship with customers and distributors. Steward implementation of Company Standards and Best Practices consistently through a series of Marketing initiatives and Field Training Programs for customer’s technical staff. Developed and implemented technical support programs for key segments (Cement, Fleet and Marine)

Responsible for selling different Measuring Instruments mainly Fluke branded to different industrial segments