Mohamed El Minisy

Managing Sales revenue through supplying Major Polyethylene and Polypropylene direct accounts as well as CIF and local Distribution models to capture profitable growth opportunities. Ensuring ExxonMobil flawless supply from global Petrochemical plants with an extreme focus on Credit Control & TAR management. • Achieved all-time sales record in the Egyptian Performance PE Market on the expense of competition reaching 167% vs prior year (2019) • Awarded Global PE recognition for leveraging MEAF On Time Delivery by 29% vs prior year in 2019 • Significantly reduced Egypt’s On Time Delivery by 42% in 2019 prior year • Led Egypt Task Force project to enhance logistics performance, resulted in Saving 7 days demurrage cost, avoiding ports clearance complexity and being perceived the supplier of choice • Leveraged Agriculture Development Team to penetrate Greenhouse Market by the 2nd gen. of Performance PE adding an incremental revenue of 1.2 M$ 2019 and 4 M$ outlook for 2020 • Leveraged Performance Polyethylene USD Premium using value selling led to 18% increase (2019) • Significantly increased ExxonMobil market share for Performance PE adding 12% to the base (2018) • Developed PE Distribution model to expand small and medium accounts reach with local currency • Steered commodities from non-Performance Polyethylene accounts to capture profitable growth • Created Distributor Profitability Model and led rechanneling process to support growth strategy

Leading an industrial sales team to develop value selling of flagship and premium automotive & industrial lubricants to major direct accounts in Off Highway & General Manufacturing Sectors • Doubled Industrial Lubes FY 2015 volume in Off Highway sector to reach 199% vs prior while increased revenue by 215% vs prior through product mix upgrade • Led to win 100 % oil supply of the turn key Construction Emergency Energy Plants Projects (2014) • Invented the Sales Iceberg project for new pipeline opportunities resulted in gaining 6 new big accounts • Developed General Manufacturing sector strategy for Direct and Indirect sales to protect position in key accounts, regain lost business and wining new profitable accounts on expense of competition • Secured 1.7 M$ business and collected 0.5 M$ bad debt through unprecedented repayment plans • Drove past dues from 11% in 2011 to 1% in 2014 despite of 2011 Egyptian revolution impact • Supported career development plans by developing 50 % of my sales team into new challenges

Leading motivated sales team for managing lubes sales in Retail Service Stations, Retail Oil Shops and Wholesale channels leveraging on commercial authority to increase Retail & Wholesale profitability, execute investments plans and deploy marketing programs • Boosted Mobil 1 sales by 16% vs prior year through developing 3rd party model to serve company owned sites, adopting full lube bay utilization approach and reactivating non-operating sites • Developed Sensitivity cases for quantifying aftermarket effect for auto brands led to evaluating brands impact and identifying investments priorities in Lube Bays • Accelerated Lube bays deployment for Mobil 1 centers & Autocare to reach 133% of 2010 plans • Setting profitability management /retail investments & retail marketing program execution • Implementation of best practices, programs and marketing initiatives by dealers & service providers • Managing an annual Sales turnover of triple digit MUS$ through retail team • Led automotive sales organization and Retail service stations network across country

Study, plan and develop Retail Lubes Network Strategy in-line with Wholesale, Distribution and Fuels Marketing plans, including strategic planning role for all automotive channels investment needs & economics developments. Focus on strategies alignment, plans implementation and brand representation • Led Retail Strategy Modelling process for Channels Evolution including consumer behavior, economics forecast and competitive advantages to project automotive lubes economics future • Created the After Market Model to include brad influence economics impact on investment deals led to significant change in ExxonMobil lubes investment strategy (2008) • Invented business model to manage automotive channels conflict (2006) • Modeling Retail Lubes Network including investment plans for the next ten years (2007) • Developed standalone PVL master plan to mitigate no lube bays scenario impact (2007) • Led CNG focus team to develop theoretical framework and market research to identify ExxonMobil strategic options and investment needs to capture market opportunities and mitigate future risks • Invented Network Feeders Model for Service Stations to quantify Car Dealers intangible marketing effect

Managing Lubricants sales through Industrial Distributors Network all over Egypt to explore & secure new business opportunities, implement marketing plans, service offer and optimize brand representation • Boosted revenue by159% vs prior year through prices increases, product mix and network upgrade • Designed distributor model including incentive scheme to optimizes profitability, TAR and inventory • Gained two new distributes and secured investments to support profitable network expansion • Led Esso Industrial Lubricants Marketing Campaign to leverage dual brands strategy • Led auxiliary sales force team for marketing IL lubes to cover 2300 industrial entities • Launched Esso IL call center for SMEs to create the link with distributors network and capture leads

Managing Lubricants & Fuels sales for the contracting segment across Egypt through exploring & securing new business opportunities with focus on quality service offering • Reduced the biggest 3 accounts DSO by 90 days and led to drive receivables down by 1.7 M$ • Launched SMS Distribution Channel in Off Highway segment adding 1 KT potential to base business • Invented 70/30 repayment strategy for TAR management while keeping potential accounts • Utilized SMS survey to leverage Caterpillar influence on their direct accounts

Achieving sales targets, Market surveys, sales planning & market analysis for Scania buses

An early career leadership program through on job rotation.for Hyundai, Mazda, Scania, Volvo and GM vehicles. business units

Leading a team of 54 employees to manage Citroen passenger vehicles production in the final assembly line (Trim Line)