Experience as Senior Auditor

• Employer

• From

  03 July 2000

• To

  28 December 2001

• Detail

  Khalid Majeed Hussain Rehman & Co Chartered Accountants, (Member firm of Delloite Touché Tohmatsu) - Pakistan
  
  Assignments:
  • Performing audit work according to audit programs provided.
  • Scrutinizing additions / deletions to fixed assets and analyzing major expenses.
  • Analysis of current assets and current liabilities.
  • Analysis of long-term loan and deed covenants.
  • Analytical review & financial highlights.
  
  

Experience as Internal Auditor

• Employer

  Umer Group Of companies

• From

  04 February 2002

• To

  31 December 2002

• Detail

  Responsibilities Included:
  • Verified that accounting procedures are according to internal control system.
  • Checking of local sales, Export sales, sales commission bills, realization and exchange differences vouchers, receipt and payment vouchers of spinning units.
  • Checking of local Do's, export Do's, sales tax invoices, cotton purchases and petty cash bills.
  • Payroll verification of mill and head office staff for spinning units.
  • Monthly stock-taking and work in process for spinning units.
  • Verification of monthly sales tax return & quarterly income tax return.
  

Experience as Head Of Accounts (Bhanero textiles - Spinning Unit & Energy Unit)

• Employer

  Umer Group Of companies

• From

  06 January 2003

• To

  28 February 2006

• Detail

  Umar Group of Companies Profile:
  One of the leading name in textile industries of Pakistan. The group consists of Spinning Mills, Weaving Mills and in house Power Generation Facilities. Other than Textile sector, it has considerable investments in Real Estate sector.
  
  Responsibilities:
  • Overall accounts responsibilities of Bhanero Spinning and Power Generation units, including supervising the work of junior Staff.
  • Accounting for local sales, Export sales, sales commission bills, realization and exchange differences vouchers, receipt and payment vouchers of spinning & Power Generation units.
  • Submitting monthly management information reports for senior management review and discussions.
  • Monthly sales, production and expenses budgets and analysis.
  • Monitoring the accounting matters for construction of Bhanero Energy Ltd. –IV and capitalization of cost at the start of commercial production.
  • Monitoring of local Do's, export Do's, sales tax invoices, cotton purchases and petty cash bills
  • Payroll checking & accounting of mill and head office staff for spinning & PG units.
  • Long term and short term financing reporting for markup, lease and capital payments relative to Spinning & Power generation Units.
  • Timely filing of GST (General Sales Tax), Advance Tax (Monthly & quarterly) & Corporate Tax returns (Year End).
  • Accounts Finalization at year end (P/L account, balance sheet, cash flow statement).
  
  
  

Experience as Finance & Cost Manager

• Employer

  LOOTAH GROUP OF COMPANIES

• From

  04 December 2006

• To

  28 August 2008

• Detail

  INMAA (Subsidiary of LOOTAH Group of Companies - UAE) is one of the biggest Group in Djibouti. LOOTAH International group of companies having business in UAE & DJIBOUTI is conglomerate of Real Estate, Construction, Ready Mix & Concrete, Block Factory, Crusher, Cementation, Admixture, Silica Sand, National Steel, Fabrication, Fiber Glass, Carpentry, Aluminum, Detergents, Foam, Bitumen & Road works, Agriculture & Poultry Farming, Mineral Water (Eau De Tadjourah) and General Trading.
  
  Professional Responsibilities:
  • Coping up with all the Financial & Cost Accounting and Finance issues for INMAA Group in Djibouti.
  • Statutory financial reporting, Financial planning & analysis to track financial performance & financial Position. Fund management to identify areas of potential improvements.
  • Represented INMAA in Djibouti with persons such as external auditors, bankers, customers, vendors, etc.
  • Liaison with the Banks for different financing options & facilities. Formulated strategies to minimize financial risks. Fund and working capital management by suggesting credit control and collection system to ensure that liquidity conversions are sufficient to manage obligations.
  • Participation in preparation of Group annual budget for each Division in the Group.
  
  Key Achievements:
  • Organized Cost Accounting Department (Ajman Industries – UAE & Djibouti). As the Group was in initial startup phase, so established & implemented Business processes & Accounts manuals in Djibouti (Internal Controls, Organization structures, reporting hierarchy, Documents creation & flow charts) resulted in Process improvements, amplified Performance management & enhanced controls through data analysis.
  • Overtime cost of 35% of total wages reduced to 10% with increase in production levels by 12% was achieved by continuous improvements in capacity utilization & productivity. This cost cutting increased 8% sales revenue due to competitive prices. Construction worker’s status was changed to Sub-Contractors resulted in 16% cost savings. The above re-engineering resulted in layoffs of unproductive labor with Annual savings of US$ 0.18M.
  • Added 4% in Profitability by utilizing division’s production capacity for high margin value added products.
  • Directly Contributed to strategic planning and portfolio development by successfully negotiating projects investment feasibilities with Banks. Arranged financing and in turn increased Group’s revenue by 19% on average return on capital employed (ROCE) of 13%.
  • Financial evaluation & recommendation of business strategy for the distribution of “Eau De Tadjourah” water in Djibouti generated 24% market share in its 1st year of operation.
  

Experience as Finance Director

• Employer

• From

  01 June 2009

• To

  10 March 2015

• Detail

  SDC Group Of Companies – Djibouti & UAE
  Headquartered in East Africa region (Djibouti-Head Office, Ethiopia, Somaliland) & Dubai(UAE). An exclusive distributor in the Horn of Africa for Unilever, Reckit & Benckiser, Johnson & Johnson, Huggies, Arla Foods, Wrigly, Mars, Barilla Gidda. The Business spans from trading in FMCG & commodities, import & re-export, logistics, clearing & forwarding to Interior designing (the Production Wing named as “Media Home”).
  
  Professional Responsibilities:
  • At core in strategic decision making with a focus on effective organization, sustainable growth, operational controls & financial Policy, Financial statement analysis, FP&A and Business Planning.
  • Financial modelling necessary for business development including for example existing product/Market mix portfolio, Investment in new product portfolio, New market penetration, capital investment in new ventures.
  • Managed cash flows, trends & projections for working capital to ensure safe liquidity by Putting cap on max & min cash holding. External Audit coordination, Tax planning (VAT, OPS & Corporate).
  • Monitored monthly IMS (In Market sales & Stock) for the submission to multinational vendors like Reckitt Benckiser, Johnson & Johnson, Unilever, ARLA FOODS and MARS.
  • Conducted frequent Visits across markets in the region to gain insights of Financial & business activities and performance evaluation to ensure proper roll out of Management strategies.
  
  Key Achievements:
  • Re-organized internal controls system and restructured the business processes with activities integration to save customer’s order execution time & cost and improved operational flows & corporate governance.
  • Initiated decision to establish full scale in-house Logistics Department. The decision not only contributed around 3% in total revenue increase but also gave incremental cost savings of 9% vs outsourcing.
  • New market development with complete distribution set up in Somaliland - Somalia (East Africa) as part of capitalizing the profitable opportunities. Financing arranged at minimum capital cost. The decision added 18% in total turnover with 10% in profitability.
  • Strategic direction in planning and development of credit control policies & procedures to optimize cash flows. Re-engineered Capital structure at minimum cost of capital. Achieved 7% reduction in finance cost coupled with favorable negotiations of Term credits, Loans, Post financing & LC’s terms.
  • Recognition of high/low margin products and their market position. Responsible for driving through change management while challenging the sales team on Customer/product profitability, competitor positioning. Product Portfolio management by Pulling Resources (Financial, Marketing & Human) from slow moving into Cash Cows, thereby increasing sales and reduced financial investment & cost tied up in dead inventory.
  • Coupled with operating management, set targets for business development and growth in sales revenues. Initiation, Investment analysis & successful negotiation of addition of Commodities in product portfolio of Djibouti Market. The Initiative yielded the sales increase of 20% in following year with profits addition of 11%. Regularly monitored the portfolio performance reports.
  • Negotiated sustained & mutually profitable “trade offers” with our vendors to offer our clients in Direct & Indirect market coverage of distribution channels. This strategy coupled with high quality products, distribution networks enabled us market leader around 38%+ market share for most of our products (Dairy, FMCG) with increased visibility in upper shelves & enhanced brands equity, loyalty and competitive edge.
  • Represented SDC Group in AOP’s of Reckit Benckiser in Sudan, Egypt & UAE and Arla Foods as well.
  

Experience as Finance & Commercial Director

• Employer

• From

  13 April 2015

• To

  30 June 2020

• Detail

  “FAISAL GROUP” is a diversified establishment - Trading in food products to and from Pakistan (Import & exports), Electronics & Auto Bikes distribution in Local Market and Travel & Tours operator.
  
  Professional Responsibilities:
  
  • Leadership on all Accounting, Costing, financial management & Commercial issues within the business by implementation of financial and business strategies ensuring that the profits/Assets are protected through monitoring of internal controls, financial & Management reporting parameters and performance analysis.
  • Resources management with Regular verification of liquid funds by balancing “Drags & Pulls” in operations and minimizing Credit Risk & exchange rate risks-negotiated forward exchange contracts for import shipments in highly uncertain conditions to avoid exchange losses.
  • Ensured Financial support for critical initiatives of Supply Chain management. Bank Financing arrangements. Predictive financial models, activity based business analysis to provide insights in business operations & plans.
  • Achieved greater margins with Identification & launching of cost saving initiatives throughout value chain with prime focus on value added opportunities.
  • Regular visits to international markets to update and obtain true understanding of the dynamics of related industry sector & Micro-Macroeconomic developments in the country of operation.
  • Business intelligence to form business strategy on basis of commercial insights of internal & external data analysis. SWOT & PESTLE analysis to evaluate threats to revenue growth.
  
  Key Achievements:
  • Based on market data analysis, penetration in local retail sector with induction of Electronics & Auto Bikes distribution in product portfolio contributed 35% in total revenue with addition of average 16% in our profits.
  • Strategic Supply chain effective alliance decision specifically in electronics segment added value by strengthening operations to reduce cost & cycle time. Saved 6% in stock holding investment & cost.
  • Analyzed feasibility (On basis of NPV, IRR & Payback) for Capital investments in dry & washed Potato Processing & Packing plant and IRRI Rice Husking/Sheller plant. Payback in 2.8 years and Processing for Direct & indirect shipments accounted for 9% incremental profits.
  • Flexed business in export markets of UAE, Sri Lanka, Thailand, Djibouti and Madagascar with our food products portfolio and Football with direct & on shipments joint venture basis to gain market access. Exports segmented 15% of total sales with bottom line addition of average 17% in profit & loss account.
  • Expanded the travel & tours branch networks in multicity and captured 27% of local market share with contribution of 40% in total revenues.