Raafat Abdalla

With experience over three decades spanning the FMCG and pharmaceutical sectors, I am a commercially astute Senior Leader with sales, marketing, and business development expertise. Throughout my career, I've been instrumental in driving strategic business transformation and changes that have translated into remarkable increases in sales, market share and profitability. My deep understanding of the UAE marketplace and dynamics coupled with my ability to implement forward-thinking initiatives I have positioned companies at the forefront of their respective industry either in a pharmaceutical company or as a Distributor evidenced by major initiatives boosting revenue and market share. Committed to customer satisfaction and talent development, I foster a culture of excellence by supporting individuals, managers, and executives, resulting in tangible results that enhance the organization's reputation.

Arabic and English

My goal is to land a senior management role in a dynamic organization where I can leverage my extensive management expertise and wealth of experience to contribute to the organization's vision and profitability

A. Sales management.

• Plan the annual objectives and annual sales budget as per company policy and objectives.
• controls expenses and budget for the commercial organization.
• Manage and monitor credit policy.
• Closely control and monitor receivables.
• Continuously improve sales/profits of product lines.
• Plans and communicates specific short-term and long-term sales objectives.
• Maintain regular contact with related associates including principals, wholesalers, hospitals, pharmacies, major consumer outlets, registration authorities, decision makers in governmental sectors etc.,
• Ensure that organization policies are understood and in place.
• Healthy business relations with external stakeholders are maintained to promote strategic relationships.
• Identify new business opportunities and initiative in the market.
• Identify new business opportunities with new companies.
• Oversee sales team through frequent sales meetings and written communication from sales manager and supervisors.
• Ensure that the correct support strategies are in place and in alignment with the market needs.
• Monitor the implementation of marketing and sales strategies for new and existing products.
• Identifies the cost of pursuing sales opportunities and control appropriately to ensure that sales are achieved within agreed level of costs.
• Stays up to date with competitors’ strategies, direction, and operation.
• Represent my organization. in the region by clearly and consistently communicating our mission, vision, values and objectives to employees, principals, and customers.
• Ensure proper delegation for smooth reliable organization.

B. Business development management

• Establishment of Back Offices (outsourcing department) to serve and assist our principals.
• Maintain excellent, healthy business relations principals & Customers.
• Establishment of business annual deals with leads to ensure max ROI.
• Explore market opportunities and areas for business growth.
• Nourish the organization with market data concerning market growth and segment where we can invest within (new product).
• Launch new products that serve our product mix based on the market opportunities.

C. Auditing and Control

• Sets performance standards and periodically measures accomplishment versus plan.
• Assures that all actions requested are carried out in time.
• Determine where performance deviates and take corrective measures.
• Monitor and ensure that the sales are achieved within the agreed level of budget.
• P&L close monitoring.
• Ensure Corrective measure and contingency plan are in place.

D. Supervisory Responsibilities.

• Timely completion of annual and bi-annual P&D dialogs for all direct reports.
• Prepares development and training plans for all direct reports.
• Set performance standards and periodically measure accomplishment versus plan.
• Regularly review forecasted sales with direct reports managers to ensure that they are on target with agreed sales objectives and targets per product.
• Ensure that opportunities and leads are pursued regularly.
• Develops a strong, result-driven, team-oriented culture.
• Conducts regular meetings to share best practices.

1-General manager and Sales Director.

• Sales management of 11 multinational companies among top ten pharmaceutical and FMCG manufacturer.
• Establishment of sales operation and sales management team.
• Management of cash flow through Well-defined credit policy.
• Reduce the average collection to be in line with company policy.
• Reduction of looked fund in the market.
• Vertical and horizontal growth of sales.
• 60% growth in cumulative revenue within 3 years.
• Managed to grow the Generics brands contribution.
• Sales growth through outsourcing department for principals.
• 80% growth of Consumer Business.
• Pharma division revenue growth to be doubled.
• Tender business revenue 50% growth.

2-Country Manager UAE and QATAR.

• Established an excellent relation with the distributor MPC (UAE).
• Managed to digest the currency exchange rate difference with the distributor to protect the to-market sales as per the annual plan.
• Position Organon as market leader in infertility segment (2005).
• Position Puregon as market leader (54% value & 43 % Unit).
• Position Esmeron (N.M.B) as market leader 44% VS Nimbex & Atracurium (GSK) in (2005).
• Growth in private sales (secured market) to represent 50 % from the annual sales 2005 vs.41% in 2004.
• Increasing the sales value of strategic products.
• Growth in the institutional business, which is reflected positively in SGH 26 and 27 and LPO’s value.
• Managed with my colleague to enhance SGH 26 tender sales value to AED 1,220,875.24 with 60% growth in comparison with SGH 25 763,300.00.
• Decrease the value of debit note from 1,976.000 DH in 2004 to 978,654 DH in 2005.
• Reversed the losses in UAE in year 2003- 8% of annual sales 2003 to profit + 25 % 2005 in cumulative bases.
• Create a balanced product portfolio contribution to the overall annual revenue.
• Settlement of new pricing strategy for strategic product to achieve the aimed profit margin.
• Launch two new products, cerazzette and orgalutran achieving the annual target within extra 20%.

3-Sales Manager Organon KSA.

• Managed to grow the sales of hospital line within two years from 1,169,562.79 Euro to 2,788,432.49 Euro.
• Position Organon as market leader in infertility market by Increasing sales to gain 59% market share in recombinant FSH in 2003 vs. 44% in 2001.
• Enlistment of Emerson in all institutional sector formulary.
• Managed to double MODA tender QTY for rFSH and NMB.
• Build up and develop the western area team with successful succession planning.
• Revenue double growth.

4-GSK & B. Wellcome (KSA Tender & pre-registration sales Management).

• Enlistment of new products in institutional formularies in Western, Southern, and Central areas.
• Preparation of the therapeutic segment before launch phase.
• Succeeded in getting ex sales prior to the registration for Lamictal & Nimbex and awarded as best sales in ME.
• Launch of Lamicatal (antiepileptic).
• Launch of Nimbex and Mivacron (Muscle relaxant).
• Launch of the first treatment for AIDS (Retrovir).
• Launch of Exosurf (first lung surfactant).
• Launch of valacyclovir (Valtrex).
• Lauch of Zofran.
• Launch of Imigran.
• Maintain regular contacts with opinion leaders in both sectors, private and institutional.
• Create local expertise and establishment of local assessment trial For strategic products prior to registration.