// EXPERIENCE

2024 – NISSAN KSA,

General Manager Jeddah

The Petromin Corporation is a Saudi Arabian lubricants and automotive services company, operating in lubricant oils including manufacturer, industrial, and automotive oils and lubricants, car servicing, fuel retailing and car dealerships.

Business Transformation & Customer Delight

Implement Kaizen philosophy in 19 dealer operations [sales, service, parts] across the Kingdom
Establishment of a learning Academy from scratch for both sales and after sales
Enhance customer delight program for all 3’S categories
Project leader for first of a kind Project X across the Kingdom
Co-leader for business operation improvements
-Customer Centric support all 19 locations with the aim to improve CSI from 74% – 85% and SSI from 4 – 4.5.
-Support after sales with revenue improvement by means of enhancing current process and VAS

2021 – 2024 TOYOTA/LEXUS

General Manager Iraq

In March 2016 Toyota Iraq was established through a partnership between the Japanese Sumitomo Corporation and automotive businessman Mr. Sardar Hassan. The strategic formation was to utilize the Sumitomo expertise in global corporate business and the local expertise from Mr. Sardar Hassan, combined strength to be the official and exclusive distributor for Toyota products for Iraq. Toyota Iraq currently has 3 offices in Baghdad, Erbil, and Basra with around 175 employees and growing.

BIT/Planning (Operation & HRD)

Strategize to enhance dealer operation across network [CPUS, CSi, NPS, FIR, Utilization].
Facilitate TMC programs [CDEA, DPOK, TOS, SGA, Kaizen Marathon].
Business expansion [Successfully implemented 3 new Express Service operations in Baghdad and 2 new 3S facilities in Kurdistan from scratch] Period over 2.5 years.
Facilitated the implementation of Lean Process Techniques (TPS) through BIT for all TIQ Operations.
Introduce and Train on Toyota Business Practice (TBP) to enhance problem solving abilities across
Distributor/Pilot – Dealers functions through BIT/IMECAD/MEBIT
Enhance customer first/centric mindset through Kaizen Culture promotion across the operations.
Created/Kaizen SOPs for operations to standardize working practices and ensure a consistent level of Service Delivery excellence.
Support/kaizen monthly dealer audits based on TOS 2022 (Toyota Iraq Operational Standards guideline).
Support on HRD reform initiative.
Hold periodical meetings of BIT Committee across functions.
Endeavors to promote harmony and One team spirit within departments, as well as with all other
dealership departments.
Support on the initiative of Certified Used business project (Lexus Operation)
Created/Kaizen SOPs for service by Lexus to emphasize brand Experience.
Design and delivery of training initiatives to address Dealer Development, Customer Satisfaction,
Customer Liaison, Process Improvement and Distributor Function.
Supported Area Service Managers with financial KPI’s for both service and parts, and applied Root Cause Analysis to productivity and performance gaps to solve problem areas swiftly and efficiently.

Achievements:

Reduced Operation lead-time at 2 Pilot Dealers from average 2 hours to 30min.(Kaizen, eliminating Muda)
Increased revenue by 18% within first 3 months of employment.
Increased VIN visits from 12/day to 35/day (still increasing) after streamlining operations.
Improved CSI from 82% to 90% within first 3 months of employment.
Trained 5 Business Heads on TBP and certified by TKM. (HRD Activity)
Implement employee engagement activities. (Karate & Fun runs/walks)
Introduction of new HR Induction Program for TIQ.
Redesign training program. (Distributor & Dealer Operations)
SGA 1^ST Runner Up for MECA Region
Gold Award for GCC Distributor Awards 2023
Implemented Safety Dojo
Implemented Express Service x2 facilities from scratch
Introduced Kaizen Marathon across the Dealer Network

2019 – 2020 TOYOTA TANZANIA LTD

Head of After Sales & Training Tanzania

The Toyota brand was introduced into Tanzania by the Karimjee family through International Motor Mart. The holding company Karimjee Jivanjee Ltd has a long and established history in East Africa stretching back to 1825 when they first arrived as traders from the area of Cutch, in India, to the island of Zanzibar. Toyota Tanzania is the sole Distributor for Toyota and Hino in East Africa.

Achievements:

Reporting to the Director of Operations with management responsibility for Toyota & Hino After Sales, Service and Parts Operations in Tanzania, spanning 3 branches and 11 dealers and a team of 45+ Aftersales and Deputy Managers.
Plans department objectives, jointly with his/her supervisor, and attains them.
Prepares and manages the annual operating budget and notes of the after-sales department.
Ensures that he/she can issue the reports required by general management and the manufacturer.
Devises and implements a marketing plan to solicit new clientele and maximize retention of existing customers.
Keeps abreast of federal and provincial regulations and municipal bylaws governing maintenance work, such as those concerning the removal of hazardous waste, etc.; understands and observes them.
Is familiar with, and applies, the manufacturer’s warranty conditions and policies.
Ensures that all documents required by the manufacturer, or the general manager are available and properly completed.
Verifies and follows up on orders for parts, together with the parts manager, to ensure a readily available supply.
Examines the rules applying to warranty policy, understands and implements guidelines regarding warranties, sees that claims are appropriately processed and forwards details and clarifications on the warranties to customers.
Initials all work orders before they are submitted to the warranty department.
Advises the technicians responsible for repairs of the time allocated for each work order.
Maintains a top-quality repair service and reduces returns to the shop.
Intermittently checks work performed, to ensure that it meets strict quality standards.
Keeps up to date on new equipment and tools and makes purchasing recommendations.
Sees to the cleanliness of the work areas and customer waiting room.
Liaises with representatives of the manufacturers.
Ensures that special tools are properly maintained and stored, and that stock is sufficient.
Ensures that the customer files of the after-sales department are up to-date and easily accessible.
Prepares lists of labour costs for the more routine maintenance jobs.
Takes part in management meetings.

Tasks related to human resources:

Support the development and implementation of HR initiatives and systems
Provide counseling on policies and procedures
Involve in recruitment by preparing job descriptions, posting ads, and assisting with managing the hiring process
Create and implement effective onboarding plans (revised current onboarding & induction plan)
Develop training and development programs (implemented 3-year training plan)
Assist in performance management processes (evaluate)
Support the management of disciplinary and grievance issues
Maintain employee records (attendance, EEO data etc.) according to policy and legal requirements
Review employment and working conditions to ensure legal compliance
Verifies the performance of the employees in his/her department, making use of the appropriate reports, verification systems and surveys.
Hires, trains, motivates, and advises after-sales department employees and ensures that they are productive.
Hold periodic meetings of department personnel.
Prepares the activity schedule of all department employees and enforces compliance.
Endeavors to promote harmony and a team spirit within his/her department, as well as with all other dealership departments.
Conduct in-house Training for different departments. (On and off-site including OJT)
Technician Two-Man-Operation Training on the job based on SOP. Express Service.
Plans and/or organizes the technical training, and refers employees to appropriate training schools, as necessary.
Verifies the technicians’ daily productivity reports, as well as the documents used to prepare the payroll.
Regularly evaluates the performance of the personnel in the departments for which he/she is responsible.

Tasks related to customer service:

Builds and maintains smooth relations with the customers, to obtain their loyalty, and takes note of any potential customers they may recommend.
Builds and maintains smooth relations with professional training schools, to facilitate personnel recruitment activities.
Ensures that all customers are welcomed as soon as possible, and that they are given reasonable estimates of the costs and time required for their repair jobs and maintenance work.
Handles customer complaints as soon as possible, based on dealership guidelines.
Implements and maintains a customer satisfaction system for the after-sales department.
Analyzes all reports on customer loyalty and makes recommendations to his/her supervisor, where applicable.
Design training material for customer facing staff and conduct sessions on request.
Visit Network facilities to conduct monthly Standards Audits in order to record and report the quality of our facilities (Kodawari)

Miscellaneous tasks:

Responsible for workplace Health and Safety (ISO 9001, 14001, OHSACT 18001).
Maintains a professional appearance.
Performs other tasks, based on management requirements and instructions.
Power of Attorney for Toyota Tanzania.
Improve and sustain the Toyota Brand and facility standards in line with defined standards matrix across the Dealer Network.

Achievements:

Reduced Operation lead-time on 8 Express Service bays from average 2 hours to 25min. (Kaizen)
Increased revenue by 25% within first 5 months of employment.
Increased VIN visits from 25/day to 55/day after streamlining operations & skill analysis.
Improved CSI from 78% to 85% within first 5 months of employment.
Implement employee engagement system and activities.
Revamped HR induction program completely.
Implement employee rewards program.
Revamped entire after sales training program. (Distributor & Dealer Operations)

2013 – 2018 AL FUTTAIM MOTORS

Aftersales & Operations Manager UAE

Al-Futtaim Motors was established in 1955 and is the exclusive Distributor of Toyota, Lexus, Hino trucks and Toyota Material Handling equipment in the UAE. It is a wholly owned subsidiary of the Al-Futtaim Group, which employs over 44,000 people and operates eight divisions comprising automotive, electronics, insurance, services, real estate, retail, industries, and overseas.

Reporting to the Aftersales Director with management responsibility for Lexus, Toyota & Hino Aftersales, Service and Parts Operations in the UAE, spanning 24 locations and a team of 45+ Aftersales and Deputy Aftersales Managers.
Facilitated the implementation of Lean Process Techniques (Kaizen, Six Sigma, 5’S, TPS, Kanban, and Measurement) across the Aftersales Network to boost operational efficiencies and minimize wastage.
Created multiple SOP’s for both Parts and Service operations to standardize working practices and ensure a consistent level of Service Delivery excellence.
Conducted detailed monthly dealer audits on both environmental and operational areas. (Kodawari, HSE & DERAP) to ensure compliance with Toyota Motors Company standards.
Fully supported Area Service Managers with financial KPI’s for both service and parts and applied Root Cause Analysis to productivity and performance gaps to swiftly and efficiently solve problem areas.
Spearheaded Associate Engagement through the creation of motivational programs to facilitate individual excellence amongst key dealer personnel.
Oversaw a critical change in business practices from “non-appointment” to a robust appointment process which improved customer satisfaction and dealer profitability.
Wholly responsible for Toyota Business Practice (TBP) Training & implementation to enhance problem solving abilities across the Aftersales network.
Facilitate various After Sales related Training programs to Dealers (both on and off-site)
Technician Two-Man-Operation Training on the job based on SOP. Express Service.
Responsible for conducting monthly dealer standard audits to comply with TMC requirements.
Supported ISO 9001 implementation for both the Toyota and Lexus brands to enhance the ability to consistently provide products and services that meet customer and regulatory requirements
Streamlined Service Department processes and procedures, resulting in significant improvements in service Quality and Fix-It-Right-First Time (FIRFT) activities.

Achievements:

Realized business profits of 5.05 million AED in 2015 and 5.38 Million AED in 2016 due to successful lean process improvements.
Trained a total of 150+ staff on Toyota Business Practice methodologies across Service, Parts, Sales and HR Departments to enhance operational functions.
Category winner of the Al Futtaim IGNITE competition for Process Efficiency Improvement (2nd place finisher out of 1500 participants
Awarded ‘Best Trainer’ out of 45 on the SAP Program in 2014.
Optimized VIN visits by 10% after the implementation of Express Service operations.
Spearheaded the organization of the prestigious Annual Kaizen Marathon, with 250+ invitees.

2008 – 2013 TOYOTA SOUTH AFRICA

National Training Manager South Africa

Since its establishment in 1961, Toyota South Africa (OEM & Distributor) has been dedicated to supplying a range of vehicles, parts, accessories, and services to meet the requirements of the South African and export markets that it services.

Primary responsibilities included facilitating the design and delivery of training initiatives to address Dealer Development, Customer Satisfaction, Customer Liaison, Process Improvement and Distributor Function. Initiatives were delivered across 4 regions, 258 dealer sites and 15+ privately owned dealer sites in South Africa for the Toyota, Lexus, and Hino brands.
Additionally, responsible for Health & Safety Training delivery (ISO 9001:2004, 14001 & OHSAS 18001) in order to ensure a safe and healthy work environment always.
Conducted monthly environmental and operational Dealer Audits (Kodawari, HSE & DERAP) to ensure compliance with Toyota Motors Company Japan standards.
Trained 25+ Aftersales Managers on Service & Parts operations to drive productivity and service delivery, and increase staff capabilities, in line with Toyota Motors standards.
Technician Two-Man-Operation Training on the job based on SOP. Express Service Implementation.
Spearheaded bi-annual collaborations with local Municipalities and Government Bodies to strengthen ties and to align environmental requirements from both parties.
Ensure successful implementation of Dealer Facility Standards to comply with TMC requirements.

Achievements:

Dealer operations increased between 10 to 15% on an annual basis as a direct result of increases in competencies and efficiency generated by the delivery of training initiatives.
Following the implementation of a Dealer Parts Operation Kaizen initiative, Parts Sales figures increased by 20%. This improvement was accompanied by a reduction of Stock Lines, an improvement in Warehouse Capacity and a significant increase in Supply efficiency.

2007 – 2008 DEUTZ DIESELPOWER

National Quality & Training Manager South Africa

Deutz Dieselpower is the sole distributor for Sales, Support and Service for all Deutz engines in South Africa and certain Anglophone African Countries.

Wholly responsible for the design and delivery of Network Management and Training initiatives on a national basis for Deutz Dieselpower, consisting of a network of 25 stand-alone franchises across South Africa and Namibia.
Key areas of focus for the role included: Sales, Franchising, Dealer Development, Profitability, Sales Operations, Sales Volume, Sales Process and Health & Safety.
Mandated to restructure and improve processes across both Sales and Service to reduce overall lead time and comply with Deutz AG standards.
Additionally, responsible for liaising with European HQ and local business partners.

Achievements:

Repeat Repairs were reduced by 18% due to the implementation of a new Quality Management System.
A newly designed and improved Efficiency Process increased production from 5 to 15 units per day, generating an average revenue of 2.2 million ZAR.

2005–2006 TOYOTA SOUTH AFRICA,

Business Development Manager South Africa

Responsible for spearheading corporate Business Development Initiatives across 185 Dealer Sites in South Africa and leading a team of 5 members of staff.
Additional focusses included: business management, dealer profitability, new corporate identity, new dealer facilities and dealer audits with the overarching mandate of enhancing profitability across the dealer network and support dealers in achieving their targets mandated by Toyota Motors Company.
Collaborated with local authorities on environmental standards and regulation to meet and maintain ISO requirements and standards.
Implementation of Dealer Corporate Standards as required by TMC – Japan.

Achievements:

Improved Customer Satisfaction Index (CSI) scores from 82% to 87% within 7 months.

1992 – 2005 ALGOA TOYOTA

Service Manager South Africa

Algoa Toyota (Dealer Operation) is part of Unitrans Automotive. As a major vehicle dealer group that operates across a network of over 80 car dealerships, Unitrans Automotive South Africa specializes in a broad range of motor related products and services.

Complete management responsibility for 3 3S Service Centers for this Toyota Dealership in the Eastern Cape.
Primary focusses of the role included, but were not limited to business management, dealer profitability, operation management, training and development, health & safety, TSB basic program, customer satisfaction and customer retention with the overarching mandate of improving overall efficiency to meet Toyota Motors Company standards for dealers.
Successfully implemented the TSM Basic program from TMC Japan. To maximize profitability across Service and Parts and ensure an industry-leading customer experience.

Achievements:

Qualified Artisan (Motor Mechanics) 1995
Certified Toyota TEAM21 Technician
Streamlined and removed non-value-adding steps in the Service process, resulting in a CSI (customer service index) improvement from 78% – 92%. (Record achievement in the group).
Increased annual profit from 22% to 38% by strategically change and improvement of process and staff.
Reduced Warranty claims by 15% within first year in new position and actively collaborated with the marketing department to increase the sale of external hours.
Achieved silver medal category award for outstanding customer service (highest level to achieve then).
Assist Dealer Principal strategically to increase parts sales and helped customer saving $2800.
Successfully developed 10 apprentices to become qualified artisans, in line with People Development aims promoted by the business, and to increase the quality of work carried out by employees.