Ahmed Amin

• Successfully planned and executed change management strategy
• Executed company wide financial and operational restructure that would serve company's growth plan. Established new departments like development department, Community and customer care and Business development departments serving 180 companies and more than 65,000 employees
• Laid out 10 year Development plan entailing development of 250,000 sqm of office space that would turn development into destination and ensure maximum realization of recurring revenues.
• Completed development of 14000 sqm. of office space and launched 12,000 sm of office space.
• Started development of services activities in public areas to serve a community of 65,000 employees in business park.
• Launched and started operating the first premium shared office spaces inside Smart Village under the brand name "Worxspace"
• Restructured facility management and services activities to turn them into profitable channels.
• Solved pending conflicts that reflected positively on Profit and loss statement.
• Arranged needed funding for expansion with financial institutions.
• Started process for digital transformation.
• Worked with department heads to stay current on needs and offer high-level support for day-to-day operations.

• Executed company wide managerial restructure that resulted in uplifting company’s image, enhance operations and increase revenues.
• Raised standard of services provided at the livable communities to go in line with company’s strategy of enhancing image and raising revenues.
• Turned livable communities into profitable profit centers.
• Raised funding for all financial needs of company through structured finance and debt capital markets.
• Put in place strategy for diversifying investment portfolio to include at least 20% of assets yielding recurring income.

• Lay out the Group’s strategic plans for subsidiaries in the sports sector , Real estate development,financing, F&B, leisure boats.
• Responsible for financial and operational restructure of subsidiaries with the aim of maximizing shareholder’s value. (originated and managed 2 private placements for Wadi Degla Clubs Company with a valuation 40 times par as a result of the restructure).
• Leveraging WDH and its subsidiaries on a case-by-case basis. (Succeeded in raising 3 billion Egyptian pounds of debt from financial institutions using different debt instruments.)
• Act as first line of defense and filter for investments, expansions and leveraging decisions related to subsidiaries by approving the proposals before the subsidiary can present it to its board
• Review and approve subsidiaries budget prior to submission to the Board.
• Discussion of performance reviews of subsidiaries being a member of the Group’s Investment Committee.
• Structuring and managing the investment process to ensure proper governance, adequate analysis, risk assessment and compliance with the strategic direction.
• Proper management of the current non-core investment portfolio and proposing channels for exit and re-investment of divestment proceeds. This aimed at enhancing capital adequacy and liquidity, decreasing dependency on subsidiaries.
• Managing the investments, exits and M&A’s procedures with all related parties involved such as; investment banks, law firms, auditors and all other service providers involved in the process. (Succeeded in exiting a 70% majority stake in Global Lease Company after 18 months of operation with 2 times book). In addition succeeded in exiting a 60% stake at Gourmet Egypt after 4 year investment period with an IRR of 34%
• Joint responsibilities with the CEOs for developing good relationships with all stakeholders.

• Established and raised Haykala Fund 1 (Middle East Turnaround Investments Ltd) . The fund aimed to generate value from its investments by implementing growth and expansion plans, restructuring and turnaround efforts, optimizing operations, restructuring debts and divesting non-core assets.
• Originated, negotiated and successfully closed the acquisition of 3 out of 5 investment targets constituting 56% of the investment portfolio. The investment portfolio was comprised of 2 steel companies, 2 FMCG companies and 1oil field Service Company.
• Recruited management in 2 of the investment targets and supervised and monitored management performance through steering committees and Board of Director's representations in 4 of the 5 investment targets.

• Screening non-performing loans and selecting clients with turnaround potential and arranging closed cycles financing to assist them in achieving successful business cycles thus accumulating cash flows that would pay off bank debt.
  
• Analyzing the companies' operations and identifying the reasons for weak performance.
• Laying out strategies with the companies' management that ensure achieving a successful turnaround

• Prepared a turn around business plan for Hostess Company in view of the company's overall strategy and assessing the company's KPI's that would comply with industry norms.
• Planned and managed a complete financial restructure that included, restructuring of bank debt, treasury and cash management.
• Appointed as a board member in 2001.
• Actively participated in management and monitoring the performance
• Succeeded in achieving an exit to shareholders at 5 times the value since proceed took over the management.

• Managed and executed 3 major public offerings (Cairo Precision Industries, Olympic Group Financial Investments Company, International Electronics Company).
• Managed the financial restructure for several clients including debt raising and debt restructure.
• Managed several advisory services for Sheikh Khalifa ben Hamad, Hesny Group (textiles) and Talaat Mostafa Group.
• Assisted as a team member in the acquisition of Ideal by Olympic Group.

• Assisted in managing a loan portfolio of 18 local and multinational accounts in the food processing industry.
• Providing commercial banking services to clients mainly through direct lending and trade finance.
• Business generation through finding potential credible clients.

Handled all aspects of the Debt conversion Swaps (Debt/Export, Debt/Debt and Debt/Equity) by finding eligible clients to provide them with the service and managing the execution with the Ministry of Economy at the that time.