SAM H MAATOUK

Manufacturing Group with 6 factories:

• Precast x3 – Riyadh & 2 Steel factories in Hail ( Wires, R-bars & WireMesh)
• Increased company revenue by 20% and Steel Factory (AWI) by 209%
• Signed and managed Mega Projects (al-Ulla, MOH, MOT, Gaca Airports x4, and RedSea)
• Clients: Neom, Red Sea, Aramco, Nesma, Mabani, Bawani, Salini, & Tamimi Group are some of the companies I developed relations since joining
• Implemented new manufacturing processes, developing production schedules, allocating resources, ensuring cost efficiency, and periodically maintaining equipment
• Oversaw, maintained and upgraded existing accounts
• Project costing and contract negotiation, governmental institution relations and negotiation
• Human resources, logistic and admin, finance payables and receivables responsibilities
• Uncovered prospect mission-critical priorities and presented solutions to deliver against sales metrics and KPIs
• Maximized efficiency by coaching and mentoring personnel on management principles, industry practices, company procedures, and technology systems.
• Negotiated and closed long-term agreements with new clients and suppliers both national and international.
• Identified and pursued valuable business opportunities to generate new company revenue and improve bottom line profit.
• Introduced new methods, practices, and systems to reduce turnaround time.
• Managed budget implementations, employee reviews, training, schedules, and contract negotiations.

• Overall management and responsibility of 5 concrete production facilities,, 700 staff and sr168M turnover
• Coordinating manufacturing processes according to production goals, developing production schedules, allocating resources, ensuring cost efficiency, maintaining equipment, and motivating team members
• Ran errands and provided general office support in a professional environment.
• Cultivated interpersonal skills by building positive relationships with others.

• Cooper Tires)
• 14 service centers and their respective teams, in addition to spearheading opening of 4 new service centers during my tenure in Jeddah, Riyadh, Jizan, and Jubail
• Focused personally on several key accounts such as Sabec, Aramco, Pepsi, and many more local multi-million organizations
• Sales increased from 120,000 tires in 2011 to 186,000 tires in 2013
• Drove year-over-year business growth while leading operations, strategic vision, and long-range planning.
• Maximized operational excellence mentoring personnel on management principles, industry practices, and company procedures.

• Overall management of AlJomaih Automotive Company used car acquisition and sales business
• Initially hired as Regional used car vehicles manager in Riyadh, whereupon exceeded sales regional target by more than 250% in 2009, during which in August 2009, Region sold 400 vehicles which was all time high
• Saudi Arabia, leading to promotion in February 2010 to national used car vehicles manager
• Liquidation of 85% of old unsold vehicles that had been in stock for more than 600 days, with overall company profit

• Chrysler)
• Increased regional sales from 60-80 new vehicles per month to an average of 150 units per month by mid-2007 and 320 units/month in 2008
• After one and a half years managing the business in Riyadh, the business received an award from Company headquarters in Detroit for most transformed branch worldwide and highest performance in the Region for three years consecutive

• Increased sales nationwide by 20% after introducing shared stock system between all regions and creating system where teams from all branches can access nationwide stock which increased sales by 16%.

• Responsible for 3200 customers, and managed of staff of circa 50 staff
• Key accounts and their direct relations and special offers and campaign
• Managed marketing and advertising campaigns
• Increased market share monthly
• Re-introduced Crush to Lebanese market, which exceeded expectations by 78%
• Majority of old debts were collected