MENNATULLAH Azahaby

Lead commercial initiatives operations, cost-saving projects, and artwork delivery across 4 MEA plants. Manage 3 direct reports and drive cross-functional project execution.

• Enhanced team capability through structured upskilling, enabling higher output in reduced timeframes.
• Designed and implemented a pilot role integration (IOL, NSS, AW) to manage projects end-to-end, eliminating process inefficiencies and reducing cycle times.
• Coached and developed senior talent, leading to her winning the CEO Award—P&G’s most prestigious recognition.
• Accelerated 80% of FY Saving NSS projects by 3-4 Months in only 3 months (Mar–Jun), to enable delivering 4% cost savings within FY2425, the highest percentage in Global Baby Care for the year.
• Established MOO & Development Horizontal Pillar across Baby Care to build capability, identify managerial growth opportunities, and create individual development plans for all managers and teams.
• Delivered RSA JIKA initiative achieving 77% IDE reduction and completing CPS in 5 months—the fastest in MEA Baby Care history versus the 12-month average—despite high project complexity and a challenging hard conversion.
• Opened new market channels for OCT6 Plant, targeting 100% forecast increase through expanded distribution.
• Conducted strategic workshops to enhance standard work process, enabling synchronized operations, improved tracking, and eliminating process ambiguity—achieved zero QIs since then and increased productivity by 50%.
• Documented end-to-end PIPO management processes, including IDE calculations, depletion planning, and mitigation procedures, establishing a single source of truth that improved cross-team alignment and execution efficiency. Trained MEA and APAC regional teams, ensuring consistent adoption of best practices across geographies."
• Managed introduction of new products from Europe into MA, driving significant market share growth by expanding the product portfolio and meeting regional demand.

• Led new initiatives and product launches across RSA, SSA, and Ex-Europe for MEA markets, managing end-to-end project lifecycle from KO to SOS.
• Managed PIPO processes, assessing Cash, Supply, and IDE to optimize project performance and minimize financial and operational risks.
• Constructed detailed CPS to track project progress, proactively identify risks, and uncover opportunities to accelerate project delivery.
• Collaborated with multifunctional teams including Commercial, R&D, GMDSO, GPS, Quality, Production, Engineering, Planning (FP, PM, RM), WH, MD, AW, Purchasing, Demand, and Suppliers to ensure timely delivery.
• Oversaw project stages: artwork creation, master data setup, pricing, material ordering, demand reflection, qualification plans, production plans & PIPO scenarios, and distribution for the first three months post-SOS.
• Ensured SOS execution on time while minimizing IDE, cash impact, and UPI risks.

Key Achievements:

• Led RSA JIKA project to redefine mainline taped and pants RPM, enabling product superiority and driving a 30% increase in market share in addition to 77% IDE reduction despite market hard conversion.
• Successfully accelerated project delivery through proactive CPS management and cross-functional collaboration which enabled the initiative to be fastest initiative in BC MEA history.
• Promoted to SN Manager mid-project due to high performance and successful leadership of the RSA JIKA project.
• Developed a PIPO tracking tool providing full visibility on Cash, IDE, CPS, and UPI, enabling timely decision-making and improved project execution and trained all my IOL colleagues on it ; tool was then benchmarked and adopted by the APAC region for regional use.
  

Led a team of 8 across 4 MEA plants (Egypt, Saudi Arabia, South Africa, Pakistan)

• Managed end-to-end raw material delivery, optimizing cash utilization and achieving 60% cash reduction (FY22–23) while maintaining 100% service levels.
• Reduced material costs, AF impact by 30%, and Unproductive Inventory (UPI) from 30% to 8.6% through strategic supplier management and Safety Stock optimization.
• Executed cost-saving initiatives totaling $7M, the highest for the year, while maintaining zero spot shipments and reducing extra freight (AF) costs despite demand surges and operational disruptions.
• Improved Goods in Transit (GIT) by 60% through supplier incoterm changes (DAP) and converted 80% of local suppliers to D2D and 90% of imported suppliers to DAP.
• Reduced on-ground stock levels by 50%, achieving the lowest inventory point in the past 3 fiscal years.
• Enhanced team capabilities via planning strategies, tracking tools, and workshops, increasing team efficiency and employee satisfaction versus the previous year.
• Earned 7 awards, including Global BC SVP Golden Award, OGSM Cash Breakthrough Award, and Platinum Award (Lead with Courage).

Responsibilities:

• Tracked and analyzed cash flows to identify and eliminate potential losses.
• Led cash savings initiatives and supply chain synchronization across four sites (EG, SA, RSA, PK) for FP, PM, and RM.
• Managed all RTTs (Return to Target) for the category, ensuring performance targets were met.
• Conducted cash-focused workshops to reduce losses and minimize SCT (Supply Chain Tolerance).

Responsibilities:
• Coordinated, followed up, and prepared reports for the executive board on multiple projects, including:
 – Manufacturing and supplying furniture for all company buildings and branches.
 – Monitoring construction work for sea cable stations.
 – Overseeing interior and exterior finishes across all company branches, buildings, Communication Towers construction and the company club.
 – Coordinating construction and setup of new halls for FTTH installation.
• Ensured smooth project execution through cross-functional collaboration and timely reporting to senior management.

• Company Overview: www.facebook.com/mzfashionhousee
• MZ Was an registered and authorized fashion school where we offered courses and deplomas for all fashion studies teaching more than 350 student and constructing a workshop which enabled job opportunities for our students to work in tailoring & fashion designing for local fashion brands

• Company Overview: www.facebook.com/lazorda
• Lazorda was a women empowering community were we used to make different events and courses for fashion , entrepreneurship , relations ( marriage and parenting ) and entertaining events. Surving more than 800 customer .

• Managing 30 different talents and leading around 70 employee.
• Serving around 500 student
• Managed different deals with the coaches and talents academies we are dealing with.

• Responsible of leading the team and putting the character building curriculum for our age range and make sure that our plan is fulfilled perfectly