Dubai, United Arab Emirates
I help organizations turn fragmented supply chains into aligned execution. With 12+ years across EMEA and APAC, I’ve led end-to-end supply chain through customer service, logistics, and S&OP/IBP functions across complex multi-market environments and $100M+ portfolios. My focus is not only improving KPIs, but improving how functions operate together. Because most operational issues sit in the gaps between departments, not within them. That’s where I operate best: bringing structure to complexity, surfacing trade-offs early, simplifying decision-making, and building alignment across teams. Throughout my career, this approach has delivered measurable business impact: • Forecast accuracy improved to 75% (best in IMEA) • Inventory reduced 20% • Returns reduced 67% • 15,000+ hours of manual work automated annually • Multiple regional awards for operational excellence and innovation Alongside operational leadership, I actively mentor teams and lead cross-functional communities, including Women’s Network and Global DE&I ERG initiatives at Ecolab. Core expertise: S&OP/IBP • Demand Planning • Customer Service Operations • Inventory Optimization • Cross-functional Alignment • Supply Chain Digitalization • Change Management • Stakeholder Engagement • Coaching/Mentoring If you're building operations where functions work together instead of around each other — let’s connect.
I lead demand planning and S&OP for a $100M+ portfolio across seven sales divisions in the Middle East and Pakistan (Ecolab and Nalco brands), managing a team of three demand planners. As the strategic bridge between commercial insights and supply chain execution, I translate sales/marketing signals into data-backed plans, drive cross-functional alignment, and oversee forecasting tools, including the JDA platform rollout for unified "One Number" consensus. Active in DE&I as Project Lead for MENA E3 Women’s Network, Global E3 Mentoring Committee member, and Ecomondo Global Lead. Key Achievements: - Drove forecast accuracy improvement by 58% to top the IMEA region in 2024. Achieving best result in IMEA. - Redesigned PIPO process, cutting excess & obsolete stock by 10% and accelerating new product launches. - Initiated baseline forecast automation, enhancing efficiency and accuracy across the portfolio. - Implemented executive S&OP best practices, improving timelines, clarity, communication and decision-making alignment between Sales, Supply Chain and Finance. - Leading JDA forecasting tool integration into S&OP as an ongoing team project, advancing unified demand consensus.
Led a dual role managing both customer service operations and early-stage demand planning across three sales divisions. Owned the end-to-end order-to-cash process, developed operational standards, and built a high-performing customer service team from the ground up. Drove cross-functional collaboration with Sales, Logistics, and Supply Chain to enhance service, planning, and process excellence. Also served on the Global Women’s Network Project Team, contributing to inclusion and leadership initiatives across the organization. Key Achievements - Built and led a 6-person Customer Service team: hiring, training, team structures; - Achieved 99.7% order accuracy and increased call response rate by 40%; - Reduced credit notes by 59% and pending orders by 90% through structured workshops; - Decreased customer returns by 67% through cross-functional service improvement project; - Automated billing for no-issue orders, resulting in 10,000+ annual hours saved; - Launched a Customer Feedback Survey to embed voice-of-customer into operations. Early Demand Planning Responsibilities - Independently managed demand planning for 3 sales divisions; - Collaborated with Sales & Marketing on forecast alignment and baseline creation; - Contributed to regional forecast improvement and early S&OP planning structure.
In my role, I supervised a team of 5 professionals, streamlined and oversaw export documentation process for customs clearance of imported tires for distributors in MEA countries. I developed and managed the customer creation process for MEA region by implementing a centralized system to enhance communication and audit compliance for the whole organization. Additionally, I introduced continuous improvement initiatives, including performance assessments and workshops, aimed at enhancing the accuracy and timeliness delivery of documentation from logistics partners (was one point of escalation for any 3PL related issues). Also developed multiple manuals, guidelines, SOPs to standardize Supply Chain processes in MEA region. In addition, worked closely with regional procurement to get best service from primary shipping lines. Key Contributions: - Led the automation of the CTN Customs Application Process using RPA technology, resulting in 85% reduction in manual labor time and USD 70K per country (was acknowledged with President Award); - Successfully implemented a centralized Customer Creation Workflow Process, resulting in a 10% reduction in supply chain claims. (was acknowledged with Quarter Award); - Implemented Shipment Visibility Tool with real-time shipment updates to key distributors (was acknowledged with President Award); - Secured Euro 200K in courier cost savings by optimizing export document flow for key markets; - Enhanced DHL's on-time document delivery by 15% through continuous analysis and workshops; - Created and implemented comprehensive supply chain guidelines and tools, ramping up process efficiency by 20% while reducing training time.
Responsible for all Team Leader's back-up activities, continuous audit and improvement of the current processes, handling customer logistics related issues in Morocco and Egypt.
Streamlined spare parts delivery process for Mercedes-Benz distributors across Qatar, Kuwait, Iraq, Dubai, and Abu Dhabi, focusing on maximizing efficiency. I standardized spare parts return protocols to accelerate claim resolutions and optimize restocking operations. Through collaboration with General Distributors, I successfully reduced truck delivery times by 6 days, decreasing shipment duration from Dubai to Qatar from 18 to 12 days. Key Contributions: - Streamlined spare parts return process to improve claim resolutions and restocking procedures efficiency. - Organized collaboration sessions with General Distributor in Qatar to optimize truck delivery lead times by 33%, boosting supply chain responsiveness.
- Conducted audit of all incoming shipments, ensuring compliance with Daimler's global standards; - Managing and resolving claims for imported parts, improving process turnaround time; - Contributed to Daimler's first ever export of parts for E-class from China to India, a strategic project traditionally restricted to Germany.
- Optimized milk run process, reducing route time from 45 minutes to 30 minutes (33% improvement). - Collaborated with cross-functional teams to validate improvements and ensure sustaible results. - Participated in Bosch TPM training.