Business development in Middle East and Africa for sections plates and HR coil.

• Started my own boutique consulting venture
• Support organisations in market and customer-facing initiatives

• Head of the Marketing, Sales, and Supply Chain Division of an Integrated Steel Mill
o SULB produces 1.6 million tonnes of DRI, 1.2 million tonnes of billets and blooms, and 1 million tonnes of
heavy and medium sections from two mills, one located in Bahrain and the other in Saudi Arabia
o Develop the 5-year Marketing and Sales plan for the company drilling it down to Annual Business Plans.
▪ Market and Product development- Achieved highest-ever sales of sections year-on-year from 2019 to 2022.Became the largest section seller in the Middle East from 2021 onwards
▪ Customer Relationships- Drove the end user business segment and achieved an order book of 150kt in 2019
▪ Developed the export market- Export sales moved from 76kt in 2017 to 225 kt in 2019. Market developmentof 15 key markets, including exports to South Korea, the home of the largest Structural Steel manufacturer in the world, Hyundai
o Provided leadership to a team of 100 people (20 in marketing and sales and 80 in Supply chain)
o Used my techno-commercial experience to introduce solution selling to key construction and oil and gas stakeholders
• Used my experience in various functions in the steel business to drive excellence in Planning, Shipping, and Customer relationship management backed by a strong KPI-based review mechanism

• Steel Trading in the Indian Sub-Continent and Sourcing of Steel from India for all international offices
• Responsible for Metallics and rolls trading with a turnover of USD 75 million
• Sourcing and Selling of Billets, Rebars, Pig Iron, Sponge Iron, and Pellets
o Sourcing from India and Brazil and sales into Asia and the Middle East
• Sourcing and selling of Steel Scrap
o Sourcing from US, UK, and Australia, and sales into Asia

• Responsible for the P&L of four companies forming the Steel Group with a combined turnover of over USD 100 million. Appointed to formulate the vision for the Steel Group with an aspiration of growing it to USD 200 million in five years
o Investment plan for Steel Division
▪ Restructuring of the Steel trading division
• Growth in the profitable Wire Mesh Segment with investment in a new wire mesh line and focus on a Pan GCC market. Al Gurg has become one of the top three players in the Mesh Segment in UAE
• Turnaround in the Cut and Bend and rebar trading business
▪ Formation of a Free Zone company to cater to special steel requirements of the Oil and Gas and Construction Segments
▪ Debottlenecking investment of USD 5 million in the Foundry with the ordering of the Automatic Molding line from IMF Italy
▪ Preparation of a 5-year plan for the Fabrication Division to make from a current Turnover of USD 5 million to a turnover of USD 25 million in five years
• USD 5 million investment in new plant and machinery already committed
• Plan for moving into the PEB and Pressure Vessel Segment put in place

• Selected by the CEO to turn around the business through efficient restructuring and strategic cost–cutting. Given the P&L responsibility of the USD 200 million Tata Steel, a Middle East subsidiary with 2 manufacturing and 5 distribution facilities located in 3 countries in the Middle East. Championed the Middle East strategic planning process for Tata Steel by formulating the vision and strategic direction in line with the Tata Steel Global vision. Approve all major financial and new product development initiatives and provide strategic gu idance on operations within the Middle East
o Recruited a world-class executive management team that rapidly developed an operating synergy, revamped
an outdated business model, executed a strategic employee revitalization initiative, and eliminated repetitious layers, improving operating performance
o Restructured the business to make it sector and customer-focused using key metrics designed to deliver value as opposed to volume
o Worked closely with the sales organization and played a pivotal role in restarting business with key global
accounts. Established new market metrics and broadened the product and service base with new product and service development plans
o Key new products developed were plates, rails, HR and CR coils.
o The Major Products Handled were Structural Steel, highgrade steels for the Oil and Gas Sector, Rails, HR Coils, tinplate, GI Coils, and decking and cladding products from European subsidiaries of Tata Steel

• Responsible for customers of Commercial, Structural, and Precision Tubes in the Eastern region of India
• Responsible for Tube exports to ASIA, the Middle East, and South Asia
• Working closely with Corus International, USA to develop the cold draw tube market for Tata Tubes

• Recruited specifically by the MD of Tata Steel to turn around the flagship acquisition after two years of losses. USD12 million P&L responsibility. M/s Lanka Special Steel was Tata Steel’s first overseas acquisition with my task being clearly set to make it succeed at any cost
o As COO of Lanka Special Steel, a wire unit with over 100 employees
▪ Prepared the Five Year and Annual Business plan to meet the aspirations of the unit’s Board
▪ Was responsible for the P&L of the unit
▪ Interacted productively with Suppliers, Customers, Financial Institutions, Government, and other stake holders
▪ Launched the brand “Tata Steelium” in Sri Lanka

• Developed a USD 100 million semis trading business from inception
• Responsible for developing sources and markets for semis worldwide
• Developed a good understanding of the capabilities of various sources and customer requirements in diverse markets
• Developed a good understanding of Customer Order fulfillment requirements, especially in shipping, documentation, and regulatory requirements

• Responsible for mill sales to customers in Gujarat

• Developed a good understanding of the production process as a maintenance Engineer