Shabbir Fakhruddin

Reporting directly to the Chairman  Accountable and responsible for managing of Kenzo, Jimmy Choo, Max Mara brands, Weil, Cole Haan, Ecco, Comfort Zone and Triumph with turnover of $65M.  Built and executed strategies to revamp footwear business – Ecco and Comfort Zone.  Negotiated markdown support in form of 15% additional seasonal discount with Ecco to support the loss making business.  Improved premium fashion brand profit by almost two fold from 6.5% in 12.5% by growing top line sales by 6% and gross margin by 9% in 2016. The additional profit came from getting support from host brands.  Renegotiated the contracts of Kenzo and Jimmy Choo with significant benefits as Capex contribution, Country’s Exclusive rights, Stock swaps to reduce the markdown spend etc.  Recognised for effectivity –  Revamping the ‘Comfort Zone Footwear Concept’ within a short time span of 6 month and introduced a brand new multi-brand footwear concept store in Avenues, Kuwait which resulted sales increase by 60% and changed customer profile from traditional mature to young and contemporary customers.  Re-stabilizing Fashion and Footwear Divisions by reorganizing the operational structure and bringing in operational cost efficiencies by clustering brand structures which resulted 30% reduction in headcount and optimized the staff productivity.  Turnaround of Ecco (KWT/KSA/IRQ) business within 12 months from -14% Brand profit contribution in 2015 to -2% in 2016 and forecasting to achieve 7-10% profit in next three years.  Administered 2 high-level attainments of the brands in Middle East through Cole Haan & Triumph, by closely negotiating the $5M deal and which resulted acceptance 20% contribution from principals.  Re-stabilised Fashion and Footwear Divisions during the tough trading periods of 2016 by reorganising the operational structure bringing in operational cost efficiencies by clustering brand structures.

 Accountable for managing Lillywhites, Sports Direct, Sports Box, Destination Maternity and Franklin & Marshall as well as potential new brands.  Responsible for expanding the sports business while stabilising the fashion business within the Al Homaizi group.  Assumed responsibility of growing turnover of the company from $100M with 42 stores to $150M with 65 stores by 2017 by expanding the Sports Direct brand in the region.

Formulated and developed the strategies for the recovery and growth for the brand that had been finding it difficult to deliver bottom line since inception of the brand. - Reduction of inventory and stock management - Formalized 18 months rolling OTBs. - Reduction of markdowns and increasing full price sell throughs - Driving top line by planning full price promotions to align with host brand strategy - Revised product assortment and size - Realigning the pricing architecture - Focusing on operational excellence - Motivating existing team and devising development/succession plan. - Devised 5 years store development plan across MENA region.

• Seconded to set up the brand. • Instrumental in setting up the brand from start. • Review of contract and suggest addendums. • Review of Plan ROCI (Return on Capital investment) and suggest changes that will affect the ability to payback in specified years. • Brand strategy and future growth plans in MENA. • Merchandise and Buy Plan along with 18 month rolling O.T.B. • Planned the assortment of product ranges and involved in buying the products appropriate for the local market. • Operational setup of the brand. • Logistics, IT and Finance setup. • Build the brand and operational structure and recruited the right candidates for the role with key focus on aligning the Alshaya values of promoting from within the organisation. • Advice MUJI on the appropriate store layouts based on product suitability in the market. • Brand Marketing – Challenge of marketing the brand where brand is unknown in the market and host brand doesn’t believe is marketing as it goes against their brand principles.

• Responsible for determining and subsequently achieving the annual business plans with the development of the brand offers across operating markets in Middle East. • Managing a team comprising 2 Brand Managers and a Senior Operations Manager and team beneath them. Total of 30 brand staff and more than 400 store staffs. • Ensuring the delivery of KD20m turnover business, as well as overseeing the strategic and operational development of the brand proposition. • Maintaining excellent partnerships with the host brand, including determining and agreeing pricing policies, reviewing the brand strategy regularly, and monitoring all market developments. • Reviewing and proposing the long- and medium-term business strategies of the brand to the business. Key Achievements: BHS • Significantly improved the BHS business in 18 months, including overcoming huge inventory build-up issues and reducing inventory from KD17m at retail in 2009 to KD4.4m by mid 2010 • Increased the BHS stock turn from 1.5 in 2007 to 3.6 in 2011 • Improved the operational efficiencies in the stores – Mystery Shopper, Stock take and Audit result improvement. • Developed the brand and store team to achieve the top class results and store standards. Promoted the winning culture in the team. Peacocks • Revitalized Peacocks brand in the Middle East by improving the loss making brand to a profitable one in 2009 and 2010 with 2 years of continuous profit growth. • 2011 posted 36% growth over previous year and 2012 was planned to deliver 56% profit growth on 2011. • Focused on range improvement, supply chain and in store VM so the brand is in-line with other fashion brand at 40% less price. • Planned to open 6 stores in 2012 after 4 years of no growth. • Dealt with Administrators and lawyers when the brand was sold to EWM in Feb’12. Negotiated profitable deals with the administrators despite their resistance to release any cash.

• Managed and supervised 4 Brand Managers with individual merchandising structures, and overseeing a large team of 21 staff within the KD18m business across 9 Middle Eastern markets • Providing advice, leadership and direction to the Brand Managers and supporting functions for all aspects of business planning, brand management and merchandising • Overseeing merchandising and forward planning whilst maximising sales and profit margins to achieve targets with timely OTB (Open To Buy), stock allocation, replenishment and management • Reported to the VP for Fashion and Footwear with regards to buying and promotional strategies, margin management and delivery, and sales volume growth figures.

• Managed the business with KD14m turnover and launched the Peacocks brand across 7 Middle Eastern markets including Kuwait, Saudi Arabia, UAE, Bahrain, Qatar and Lebanon. • Responsible for delivering brand margins through the merchandise planning process, as well as driving brand sales strategy and achieving all retail standards agreed with the host partner. • Ensuring the brand is appropriately represented in all operating Markets and champion the brand effectively during a rapid expansion plan for 40 stores in primary/secondary locations within 3 years. • Working closely with the General Manager for Fashion and Footwear to devise the annual business plan, ensuring it reflects brand positioning, with regular forecasting and analysis of brand performance. • Meeting all phasing, allocation, replenishment and promotional stock needs across the region, and determining the positioning of brand, including product ranges, development, pricing and competitiveness • Ensuring that all stock is priced appropriately within the brand and margin strategy where possible, and acting as the first point of contact for all brand matters within the region Key Achievements: • Impacting the in-margin and profit contributions by converting the Arcadia contract from franchise fee to sales royalty. • Successfully developing and maintaining strong relationships between the company and the host brand. • Recruiting and building a successful and productive brand team. • Contributed to business-wide projects, including the launch of LOGIX in Dubai Free Zone, implementing new allocation and replenishment modules, and undertaking Manhattan planning • Acting as a key player in the launch of a merchandise planning system (Adytum) in Alshaya • Optimizing sales by increasing efficiency in warehouses with a 1-1 replenishment system.