• General Manager

    at Abdul Latif Jameel Machinery

    April 2014 - at Present

    Makkah Province

    Abdul Latif Jameel Machinery (ALJM) is a joint venture between two well respected conglomerates - the Abdul Latif Jameel Group (ALJ) of Saudi Arabia and Sumitomo Corporation of Japan. ALJM is an exclusive dealer of world renowned construction equipment "Komatsu" in KSA. In harmony with the growth strategy of the ALJM a new division of Power & Industrial Products was created in 2014 and I'm leading this division, reporting to Managing Director.  Sales and service organization structure in a 4S dealership.  Strategic Planning and Corporate Governance.  Setting and monitoring of industry specific Key Performance Indices (KPI's).  Budgeting across all areas (Sales, Workshop, and Parts being core).  Human Resource Management in multi-cultural environments.  Negotiating distributor agreements with principals.  Developing & implementing Customer Support Agreements.  Marketing, communication and branding.  Restructuring and Change Management.  Equipment Rental.

  • Service Sales Manager

    at ABB

    May 2008 - February 2014

    Al Minţaqah ash Sharqīyah

    ABB is a world leader in electrical engineering and market leader in Power and Automation industry.  Overall responsibility of financial targets set by division and business unit for whole KSA.  Developed and grew the service business on ABB Power Generation and Power Conversion products and established & improved the market share.  Ensured customer satisfaction and maintained high net promoter scores (NPS).  Promoted ABB’s capabilities on Life Cycle Management and Service Sales Portfolio through regular presentations at customer sites and at customer’s events.  Undertook regular customer visits in all regions of KSA. Especially, towards SABIC, ARAMCO, MA’ADEN, SWCC, RC, SEC & MARAFIQ.  Kept an excellent understanding with the suppliers, retained them motivated about the market and had them committed to support us.  Identified and developed the growth areas (geographical/segment/channels), growth strategies and market approach.

  • Regional Service Manager

    at Zahid Tractor

    May 2007 - April 2008

    Makkah Province

    Primary purpose of this position is to provide world class Service to customers for there installation, commissioning, warranty, maintenance, and repairs at customer site.  Generated new businesses and increased revenue on repairs and spare parts through proficient scheduling of manpower.  Conducted all field service activities in accordance with company policy, warranty guidelines and Service Department terms & conditions.  Responsible for profitability & financial performance of field service cost center.  The major expectation in this position is to meet customer expectations at all times.  Supervised Controller, Mechanics, and Electricians & liaised with Workshop Manager, Sales Manager, Finance and Parts Department in order to provide timely and efficient support to customers.  Achieved Service Department’s field service objectives regarding sales, expenses and profits by keeping in view of meeting customer’s expectations at all times.

  • Project Manager

    at Allied Engineering

    November 2001 - May 2007


    Allied Engg. is an exclusive dealer of Caterpillar equipment’s in Pakistan. Received training on 6 Sigma Black Belt training from Caterpillar EAME S.A (Genève, Switzerland) and executed below 3 projects. A. “Improving Service Operational Capability”  The goal of the project was to increase customer satisfaction by improving following process areas by using 6 sigma methodologies. 1. Job Closing Time 2. Training of Service Man 3. Capacity Planning and Scheduling Effectiveness 4. Planning for Tooling and Availability 5. Parts & Tooling Procurement Process 6. Quote Process B. “Reman Parts Business”  The objective of the project was to increase market share, profitability and business growth by exploring Reman parts business.  With the help of this project, parts department generated additional revenue from price conscious customers in the region. C. “Used Parts Business”  With the help of this project parts revenue increased by 10% andiIncreased parts customers by 5%.

  • Electrical Engineer

    at The Detroit Edison

    July 1999 - August 2001


    Detroit Edison is the largest Power Utility Company in Michigan USA and a part of DTE Energy. Worked in Data Integrity Group and was involved in data integrity process. This process involved a very complex process of reconciliation among different sources of information that contained numerous discrepancies.  Performed field verification of streetlights.  Maintained street light data base management.  Performed street lights billing reconciliation.  Patrolled the sites and verified the data.  Assigned field patrol work to other personnel in the office.  Provided timely update to management.


  • M. SC

    at University of Detroit Mercy

    1999 - 2001 (2 years) Michigan

  • Electrical Engineering

    at NED University of Engineering & Technology

    1990 - 1994 (4 years) Sindh