Experience

Pandagric Novum Limited

• Nigeria
• Manufacturing
• 1 - 100 Employee

• • Nov 2022 - Present

• • Sep 2020 - Oct 2022

  • Restructured the Sales & Marketing team into a functionally fit-for-purpose one. Grew sales in 2021 by over 72% versus 2020. Plan is to grow 400% in 2022• Professionalized the sales team through closer coordination/engagement, on-the-job training and drove commercial rigour and owner’s mindset in the team. This improved distribution figures and caused reduction in AR by driving DSO from an average 45 days to below 10 days• Introduced Sales Force Automation (SFA) to drive team efficiency, better customer service and improved market intelligence/ customer feedback gathering from field• Achieved +48% growth in 2020 with the last three months contributing over 40% of total year sales. 2021 on course to close at +110%.• Introduced ‘Professional Feed’ brand to improve the company’s profit margin while fighting for bigger market share by offering farmers better option to improve yield and profit.• Lead the strategic vision and operational implementation of the company’s sales and marketing efforts across Nigeria.• Develop and implement transformative and disruptive commercial strategies (sales and marketing), for aggressive market penetration and brand recognition to double volume year-on-year for between 2020 and 2022. Show less



FrieslandCampina

• Netherlands
• Food and Beverage Manufacturing
• 700 & Above Employee

• • Jan 2019 - Sep 2020

  • Turned around declining business in South East, South South and North Central Divisions between 1999 and 2000, achieving double digit sales volume & value growth; +3% market share growth in powdered milk and +7% growth in evaporated milk share; above 99% cash collection; salesforce effectiveness rating above 80%; and improved distributor profitability• Achieved double digit volume sales growth in 2019 (+13%); +3% market share in powder and +7% growth in EVAP. Above 99% cash collection.• Growth in H1 2020 stood at +25% value and 20% volume.• Drove commercial rigor across all team levels to achieve strong and consistent business result through disciplined execution (EDGE: Every Day Great Execution)• Implemented RTM and Channel Strategies that ensured FCW brands were available, visible, and accessible across the Divisions. Successfully managed and held position as nos. 1 Dairy Brand.• Drove profitable volume growth and penetration; expanded retail and secondary town coverage, and set up the new Food Service and Alternative Business structure to serve the 24/7 customer and consumer.• Managed divisional A&P and OPEX efficiently to achieve both cost savings budget and divisional profit plan Show less

• • Jan 2016 - Jan 2019

  • Implemented a demand-led cross-functional S&OP process that resulted in improved forecast accuracy and bias yearly score of above 80%, improved customer service level with OTIF scores above 90% and better management of working capital while significantly reducing DIO and DSO. Birth the bottom-up demand management process across the regions with the introduction of the Business Support role, which supported more efficient sales processes and results• Worked closely with the top management and other cross-functional personnel (in Finance, Supply Chain, Manufacturing) to guide FrieslandCampina through a difficult year when the factory got burnt to make sure that the brands continue to be in the market and achieve a great business result with good profit at the end of 2017.• Gave direction to the field salesforce via the National Sales Managers and Regional Managers to ensure that the critical sales KPIs were met across the 12 regions and 97 territories; and ultimately delivered the company’s revenue objectives.• Managed a set of Sales Admin Managers/Officers and Sales Analysts spread across 12 sales regions, plants in Nigeria to ensure an efficient bottom-up demand & sales planning, order-to-cash, depot and customer replenishment.• Responsible for the monthly and weekly S&OP drumbeat (demand side) and followed up with the supply Network to ensure that business objectives are efficiently met.• Coordinated gap closing and scenario planning sessions with shopper marketing, consumer marketing, supply chain and finance departments in order to ensure both topline and bottom-line objectives are met.• Coordinated Sales Information System (SIS) both to inform and gave direction to management on top line evolution. Show less

• • Mar 2015 - Dec 2015

  • Headed a new unit created to explore revenue opportunities in Alternative Trade Channels and Institutions.• Developed and piloted efficient route-to-market structure to capture additional sales opportunities in the alternative channels in different parts of the country viz: Out of Home Tea Channel (MaiShayi) in the north; Periodic Market in the East; Institution Channel (Corporate Organizations, Cooperative Societies, Hotels, banks) in Lagos, Ogun, West); Mobile Shops (to cover non-conventional dairy points) in Lagos/Ogun• The Alternative Trade Channels (ATC) pilot was successful and generated additional secondary sales of N3b between April and December 2015. The unit now contributes about N25b to sales with a potential of over N40b/annum over the next 3 years. Show less

• • Dec 2012 - Feb 2015

  • Managed the company’s 7 national distributors (designated as Key Accounts). Grew sales to this class of customers from N12.5b in 2012 to N16.4b in 2014 representing a 28% growth. Contribution to total business grew to 13% from 10%.• Developed multiyear strategy for business growth that includes an understanding of FCW’s national key accounts, their business, their strategy and their needs with a clear understanding of benefits to both FCW and key accounts.• Identified, qualified, pursued and captured sales opportunities to maximize sales in collaboration with Regional Sales and Commercial Team for the National Key Accounts.• Supported the modern trade business by managing the company’s modern trade distributors and Supermarket sales team. Contribution to total modern trade sales in 2014 was 63%.• Created a continuous relationship with different FCW units and Key Account organizations in order to leverage economy of scale and have an integrated approach to customer management.• Led the project team saddled with the responsibility of launching the company into the Food Services and B2B channels such as: QSRs, Hotels, MaiShayis, Bakeries, Yoghurt manufacturers, Confectioneries, Airlines, Cooperatives, and other corporate outfits who have needs for dairy. Show less

• • Mar 2012 - Nov 2012

  • Led a team of 3 Support Officers and 2 Managers to give first level support to the company’s processes, i.e. Procurement, Planning, Manufacturing, Quality Management, Warehousing, Distribution, Sales and Finance.• Analyzed users and operational requirements from the business and raised necessary Change Requests (CR) or ABAP Requests to FCSCAP for necessary action. FCSCAP is the SAP service coordinating centre for FrieslandCampina OpCos in the Asia/Pacific region (including Africa and some parts of Europe).• Flagged all incidences, issues, problems and localization needs arising from SAP and worked with FCSCAP to ensure timely resolution without the business stopping. • Managed the exchange of information on new developments (as it affected processes) among the different OpCos within FrieslandCampina and implementing necessary ones in FCWAMCO.• Executed system testing for new features, functionalities and reports requested by and/or made available for FCWAMCO.• Coordinated the successful introduction of Business Warehouse (BW) in FCWAMCO.• Rendered weekly control reports to management and monitored month-end financial closing. Show less

• • Jan 2010 - Mar 2012

  • Grew sales from N7.2b in 2009 to N11.9 in 2011 (growth of 65% in 2 years). Kept receivables below 10% of sales on a consistent basis compared to the over 30% average recorded prior to 2010.• Managed relationship (top level as well as low level) with main houses (Key Accounts) and Modern Trade channels. • Grew sales from N7.2b in 2009 to N8.9b in 2010 (24% growth) and N11.9 in 2011 (growth of 34% in value and 15% in volume). • Through active business development efforts, delisted 2 accounts whose operations and philosophies were not consistent with FCWAMCO's philosophies and enlisted 3 others that are well structured in a manner consistent with FCWAMCO's operating principles, creating a completely new Direct-To-Retail channel (with one of them) in the process. • Succeeded in keeping receivables below 10% of sales on a consistent basis compared to the over 30% average recorded prior to 2010. Converted 3 of the key accounts to cash. New key accounts were engaged on the basis of cash. Show less

• • Dec 2006 - Dec 2009

  • Grew sales in Lagos/Ogun area from an average N240Million monthly in December 2006 to over N620Million monthly average in 2009 (37% CAGR) and took my sales area from number 4 contributor to national sales in 2006 to number1 in 2008. It was also the most profitable territory to the company.• Managed a Retail Sales Team of 24. Grew secondary sales contribution from 9% in 2006 to over 23% in 2009.



Honeywell Flour Mills Plc

• Nigeria
• Food and Beverage Manufacturing
• 500 - 600 Employee

• Snr. Marketing Officer/ Sales Support

  • Dec 2005 - Nov 2006

  • Coordinated the commercial activities that led to the successful introduction of a new product, Honeywell Semolina. • Successfully repositioned Honeywell Superfine Flour from a niche flour brand to playing in the mainstream. The brand significantly grew both sales volume and market share with this repositioning. • Managed a team of Bakery Representatives (14 nos) in order to sustain top-of-mind awareness of the Honeywell Superfine Flour brand after the repositioning and also to breed a strong pull from the end-users. • Carried out distribution audits to determine distribution level of the company’s product in relation to competitors’. • Conducted market research to monitor market share (for both own and competitions’ brands) and trends, and advice management accordingly. • Monitored sales trends and presented regular business reports to management showing trends in and major drivers of the business. Show less



Great Brands Nigeria Limited

• Business Analyst

  • Jun 2004 - Nov 2005

  • Carried out business development activities through running of market studies; and collaborating with the ‘Head, Sales & Marketing’ to contact the appropriate suppliers for exclusive distribution negotiations and agreements. • Related with the London Head Office and international suppliers such as British American Tobacco (BAT), LeSaffre, Remia, Wrigley’s, Pfizer, Kotex, Henkel, Nokia, etc in terms of business reviews, A&P, trainings, etc. • Charged with the responsibility of setting up of regional sales structures for the FMCG business of the company (concluded on the East and West regions). • Negotiated trade deals on behalf of the company with key Class ‘A’ supermarkets. Achieved success with Goodies, Park ‘N’ Shop, Games Store and Shoprite. • Monitored market volumes, market shares, numeric & weighted distribution and out of stock nationwide in conjunction with AC Nielsen. Show less



GSK

• United Kingdom
• Pharmaceutical Manufacturing
• 700 & Above Employee

• Key Accounts Manager

  • Dec 2000 - Jun 2004

  • Managed the company’s ‘Key Trade Partners’. • Managed the company’s brands and assets within Fast Food Restaurants, Hotels, Class ‘A’ Supermarkets, Airlines and Transport companies in Lagos/Ogun Region. • Trained and managed Sales Representatives in allotted territories. • Significantly grew my territory’s sales from N8M in 2000 to N178M (2125%growth) in 2001; N276M (55% growth) in 2002; and N359M (30% growth) in 2003. • Took over the supermarkets business in 2003 and developed it from N25.6M in 2002 to N87M (240% growth) in 2003. • Positioned the Boost, Ribena RTD and Lucomalt brands as the choice brands for Transport companies and Airlines. • Got the Ikoyi club’s and Lagos Country club’s businesses for the company. (Ikoyi and Lagos Country clubs are two of the most prestigious social clubs in Nigeria). • Successfully relocated a partner from ‘Lagos Mainland’ to ‘Lagos Island’ in 2003. Show less



Yobe Investment Limited

• Investment Officer

  • Oct 1998 - Aug 1999

  • Worked directly with the GM Finance and was responsible for the ‘gum arabic’ portfolio. • Worked directly with the GM Finance and was responsible for the ‘gum arabic’ portfolio.



Sterling Health Nig. PLC (later SmithKline Beecham)

• Sales & Marketing Assistant

  • Dec 1994 - Aug 1997

  • Worked with different units (brand, media and research) within the marketing department. • Worked with different units (brand, media and research) within the marketing department.