Shahzad Qamar

•Define & develop Global Channel & Category strategy •Define and communicate what CCSD is and what it does •Lead, develop Shopper focus and Category based selling •Define in-store execution, what great looks like and how to make it happen •Embed Integrated Commercial Planning Process across markets •Develop CCSD People (Capability and Talent management) •Develop and embed “Managing Channel & Shopper Strategically” training module through Nestle International Training Centre, Switzerland

• Set Channel Category strategy across all categories/businesses • Lead the team to develop/execute Channel Category Plans • Manage Shopper Marketing and POP Communication budget (PKR 200+Mio) • Lead Shopper insights generation process and develop actionable ideas • Lead National Sales Promotion team to develop/execute Sales Promotion Plan • Recruit and develop external agency partners – BTL/sales promotion • Recruit and develop team of 12 Channel, Category and Sales Promotion Managers

• Manage business (P&L) and brand portfolio – Kit Kat, Polo, Fox’s, Nestle Corn Flakes • Develop Market Business Strategy (long term) and yearly Brand Plans • Lead new product development and I & R pipeline • Effectively manage PFME budget and Communication/Research partners • Recruit and develop team of 3 Brand Managers in head office

• Lead the sales team to deliver total company sales & profitability objectives/targets • Revamp entire Route to Market • Recruit and develop National distribution (3rd party) infrastructure • Recruit and develop Nestle sales team (4 RSMs, 18 Area supervisors)

• Manage business (P&L) and brand portfolio – Nestle Plain Yogurt, Fruit Yogurt, Nesvita Yogurt (Hi Calcium - Low Fat), Nestle Butter, Milkpak Desi Ghee and Cream • Develop Market Business Strategy (long term) and yearly Brand Plans • Lead new product development and I & R pipeline • Effectively manage PFME budget and Communication/Research partners • Recruit and develop team of 4 Brand Managers in head office (careers, succession)

• Manage Zonal (P&L) / business portfolio (5 – Regions / F&B, Waters, FoodService) • Lead the sales team to deliver Zonal/Regional sales & MC objectives/targets • Develop and execute yearly Zonal Business Plan (including 3 years outlook) • Recruit and develop Zonal sales team (7 RSMs, 15 ASMs and 80 TIs)

As Regional Sales Manager Lahore, I successfully managed the 2nd biggest Sales Region of Nestle Pakistan (12% of the total company). Successfully developed & implemented new sales & distribution model “Territory Management” for the first time in the history of Nestle Pakistan. Successfully developed and implemented tools to control high turnover of distributor’s sales force and high amount of Bad Goods. Achieved Best Sales Region of the Year - 2001 Award