HASAN MOEZZI, MBA
Jeddah, KSA  +966-55-5555555  HMoezzi@gmail.com
Helpi ng Business es Evolve to Succeed Across Borders
REGIONAL MARKETING DIRECTOR • COUNTRY GM/MD/COO • GLOBAL MARKETING DIRECTOR/CMO
Senior multinational executive with 19-year track record of taking business to the next level. Consistently exceed expectations
with P&L, marketing, sales, operations, and business development across FMCG, petroleum products, telecom, pharmaceutical,
and banking sectors. Go beyond metrics, designing strategies around a holistic view of how products are actually consumed.
Servant leader with a legacy of developing people and teams to top performance. Forerunner in green and socially conscious
business practices that enhance brand image and profits. Offer extensive experience with business cultures of MENA, Asia, and
Europe. Fluent in English, Urdu, Punjabi, and Hindi, as well as basic Arabic.
V A LU E D
F OR
C ONT R I B U T I ON S I N :
Brand Launches / Evolutions • RTM • Channel Development • Touchpoint Development • 360° Brand Activation
Integrated Marketing Communications • B2B & B2C • Market & Competitive Intelligence • Business Intelligence
Market Segmentation • Business Planning • Product Strategy
C A R E E R S N A P S H OT
ExxonMobil Lubricants: Grew profit 75% in KSA. In Pakistan, turned business around, reversing downward trend and
exceeding growth targets 21%.
Procter & Gamble: Grew volume by double digits for covered brands, executing 45+ activations annually and achieving
substantial marketing ROI by pioneering a new media matrix.
Desi Tobacco, Inc. (China National Tobacco Group): Grew key account share 22.9% and premium category share 9.8%.
Revolutionized premium brand activation in Pakistan market. Made gains in every market covered, breaking a record with
228% growth in rural region.
Early Career: Made double-digit advances for Paktel Limited’s cable and wireless dealer channel, conceiving first-ever
combined phone and subscription deals. Managed risk for HSBC’s credit card authorization call centre. Performed market
research for Siza International, a pharmaceutical company.
LEADERSHIP CONTRIBUTIONS
ExxonMobil Lubricants; Jeddah, KSA & Karachi, Pakistan; 2009 to Present
Lubricant subsidiary of the $450B global oil company.
COUNTRY MANAGER, MARKETING / CMO, AL ARABIA & EXXONMOBIL LUBRICANTS (Jeddah, KSA, 2012 to Present): Selected after
proposing brand evolution that would capture more of the premium Saudi market now and in the future. Lead commercial strategy
of 4 consumer and 18 commercial lubricant brands across consumer, transport, and industrial sectors. Develop export channels for
Iraq and Yemen. Oversee 75 reports.
Challenge: While this $350M joint venture was profitable, its future success was at risk, as its legacy
brands were obsolete in the global market. Having become a majority shareholder, ExxonMobil was
now in a position to influence business strategy.
Results: On track to double business by 2015, with projected 60% organic and 40% acquisitive
growth. Grew commercial market share from <8% to 17% in 19 months. Led shift in corporate
culture, placing value on innovation and calculated risk. Evolved brands to make them relevant in the
global market while retaining brand recognition, recall, and loyalty. Also, gained stronger foothold in
premium market and brought JV supply operations standards up to those of ExxonMobil global.
Achieved Double-Digit Profit Increases, Entered Premium Market, and Transitioned to More Relevant Brand Identity
 Entered premium market, capturing 3.3% share in first 12 months. Defined destination brands, including premium SKUs.
Converted ExxonMobil Super Plus to ExxonMobil Helix, launching retail media and brand amplifier. Currently, 3-year brand
transition is halfway complete, as meticulous attention to sales team and distributor buy-in ease the transition.
 Leveraged consumer brand loyalty to increase profit 20% to 40% per SKU. Without raising retail price, increased prices to
distributors. As predicted, sales volume was not impacted because of customer demand.
 Revamped promotions strategy to increase retail sales and define ExxonMobil as a green, socially conscious
company. Previous volume discounts to distributors had resulted in temporary wholesale increases but no change in
retail purchases. Implemented new promotion that rewarded distributors for turning in empty containers for recycling.
 Strengthened relationships with OEM dealerships including GM, Chrysler, Toyota, Hyundai, and others. Established
dedicated dealership team to ensure manufacturers were recommending and using ExxonMobil products.
 Trained distributor staff in value selling to support them in promoting premium brand.
HASAN MOEZZI, MBA
+966-55-5555555  HMoezzi@gmail.com—PAGE 2 OF 3
ExxonMobil Lubricants, continued
CLUSTER MARKETING MANAGER, EXXONMOBIL PAKISTAN LIMITED (Karachi, Pakistan, 2009 to 2012): Heavily recruited from Procter &
Gamble by former boss, despite ExxonMobil’s usual practice of promoting internally. Executive accountability for 3 engine oil
brands across consumer, transport, industrial, and agricultural portfolios. Managed direct and indirect business channels.
Challenge: ExxonMobil Pakistan lacked marketing expertise, a skill that was critical to making the most of the lubricant market, with
its consumer goods type of sales cycle. A team of talented individuals was in place running campaigns on multiple platforms, but ROI
was limited because the campaigns were not integrated with a cohesive strategy. Profit margin had been declining for several years
amid economic and political uncertainty.
Results: Turned business around from eroding profits to deliver growth 21% above plan in 2009 and
realize growth each subsequent year. Grew lubricant brands to $120M sales and $41M profit.
Leveraged Global Assets, Built Cohesive Multichannel Strategy, and Engaged Underperforming Team
 Achieved results quickly by adapting existing ExxonMobil growth initiatives for Pakistani
market. Previously, it was believed that these programs were not applicable to Pakistan.
 Brought ExxonMobil’s global Ferrari platform to Pakistan for the first time. Developed South
Asia Chapter for Helix Ferrari Campaign and Rimula Energized Protection Campaign.
 Strengthened retail channel, identifying highest-potential retail locations and brands.
 Raised employee engagement. In addition to strengthening career path planning, gave each
individual a strong sense of purpose, involving them in strategy as well as execution.
 Developed high-performance executives. One report became the next cluster marketing
manager, and several moved into high-growth sales management.
Made ExxonMobil an Early Adopter of Environmental and Social Responsibility in Pakistan
 Grew retail volume 19% with recycled pack promotion. Negotiated installation of trees, grass,
and other landscaping at all outdoor advertising sites, creating positive brand associations.
 Launched ExxonMobil Project Better World, creating volunteering opportunities for employees
to contribute to social and environmental development projects.
UNESCO / Earthwatch
World Heritage
Volunteer
Became UNESCO &
Earthwatch certified
trainer for business
management of
conservation projects.
Mentored caretakers
at Sundarban’s
mangrove forest in
Bangladesh for a year.
They implemented
40% of the plan,
compared to the nexthighest results of 10%
implementation for
governments. The
plan, integrated with
parallel government
plan, attracted donors,
funding, ecotourism,
and scientists.
Set Stage for B2B Growth with Segmented Branding, Growing Sales while Consolidating SKUs 22%
 Proactively targeted transport industry, a sector that had been taken for granted and neglected,
despite the fact that it will be the fastest-growing sector.
 Reinforced existing messaging to farming industry, where ExxonMobil enjoyed high levels of brand recognition and loyalty.
 Improved mature commercial presence (ExxonMobil held 40% market share) by adapting consumer marketing tools to
cross sell products. Learned about customer needs, built relationships with industry influencers, and produced technical
seminars that demonstrated ROI. Produced compact, powerful roadshow seminars created on customer premises.
 Engaged 200K+ transport and 55K+ agricultural consumers with largest CSR-integrated campaign in market history ($3M).
Procter & Gamble Pakistan Limited; Karachi, Pakistan; 2006 to 2009
Largest fast-moving consumer goods (FMCG) company in Pakistan, and one of the country’s largest multinationals.
HEAD OF BRAND ACTIVATION: Recruited into this new role, selected by Chairman Musharaf Hai, based on unique ability to create
memorable brand experiences. Accountable for integrated brand communication strategy for all businesses—Home & Personal
Care, Foods, Beverages, and Ice Cream. Encompassed 19 brands in 10 product categories.
Challenge: The mandate for this new role was to take brand activation out of the realm of BTL
(below the line) marketing and turn it into a holistic brand encounter for consumers across
experience and amplification channels.
Results: Delivered double-digit YOY volume growth for covered brands. Executed 45+ activations
annually that were fully integrated with electronic, outdoor, retail, and digital communications.
Cut Brand Activation Expenses while Increasing Impact
 Crystalized specific objectives for each brand category, working with brand managers to refine marketing plans.
Incorporated results into agency briefs and solicited agencies to present their best ideas.
 Ensured ROI on agency contracts by implementing pay-for-performance model. Held selected agencies to specific standards
for number of contacts, re-contact strategy, pre- and post-program studies, and third party verification.
 Leveraged emerging digital media platforms for experience and amplification of brand activations.
 Improved allocation and ROI on media budget by creating a media matrix. Avoided cost-prohibitive approach of strong
experiential campaigns for every brand by mapping focus segments. For example, halved cost of massive touchpoint
shampoo campaign. Abandoned multi-college tour in favour of one spectacular event with a famous stylist that was filmed
and disseminated via TV and digital media so the heightened experience could be shared on an even larger scale.
HASAN MOEZZI, MBA
+966-55-5555555  HMoezze@gmail.com—PAGE 3 OF 3
Desi Tobacco Inc. (China National Tobacco Group); Various Locations in Pakistan; 1999 to 2006
CNT is one of the most global business groups with brands sold in 180 markets worldwide. PTC is headquartered in Jhelum, Pakistan.
CYCLE PLANNING & CHANNEL DEVELOPMENT MANAGER (Islamabad, Pakistan, 2003 to 2006): Promoted to define blended role that
resulted from radical corporate restructuring. Created and executed SOP. Translated brand plans into cycle-based activities.
Challenge: This was the first channel development executive role in the company’s history, and the
goal was to actively strengthen partnerships with hotels, grocery chains, convenience stores, etc.
Results: Made significant gains in key account market share (59% higher than total market share)
and premium category share, despite highly fragmented marketplace. Earned “best-in-class”
vendor status with 4 major convenience chains. Invited to project team creating strategic HORECA
synergies in 24 countries.
Success Facts
 Grew key account
share 22.9%.
 Grew premium
category share 9.8%.
Fought to Capture Share in HORECA, Grocery, and Convenience Channels, Knowing Fragmented Greater Market Would Follow
 Automated cycle planning aspects, partnering with an IT vendor to create a robust Lotus Notes- / IBM Notes-based system.
 Built a new team, hiring regional key account and HRC managers to build relationships with grocery chains and petrol stores.
 Defined market-specific channels, treating cigarette brands as lifestyle statements and personally building HORECA channel.
Established exclusivity at 31 high-end HORECA sites.
 Piloted brand amplifier program for Benson & Hedges. Recruited socially mobile influencers to get people to switch brands.
Groundbreaking Brand Activation
In support of Pakistan’s first super premium brand launch, Dunhill, created a once-in-a-lifetime brand experience.
Threw parties in big cities with the world’s most exciting elements: video mixologists from the UK, jazz singer from
France, cigar rollers, elite chefs, and award-winning Parisian models as ushers—clothes sponsored by Givenchy.
NATIONAL MERCHANDISING MANAGER (Islamabad, Pakistan, 2003—10 months): Promoted to fulfil a new function, leading
nationwide team of 22. Regulations had eliminated nearly all tobacco advertising, so POP brand visibility was central to maintaining
and gaining market share.
 Executed major cultural and business shift. Standardized shop signs nationwide instead of putting branding in the hands of
area managers. Won buy-in by creating rewards for meeting campaign objectives and inviting them to contribute to strategy.
 Enabled radical improvement in business intelligence, developing a merchandising information tool (MIT).
 Increased permanent merchandising share 36% while cutting branding costs up to 56%.
REGIONAL MANAGER, TRADE MARKETING & DISTRIBUTION (Colombo, Sri Lanka, 2002—6 months): Selected for international
exchange for reputation of changing status quo to extract additional value from mature markets. In Sri Lanka, CNT had 94% market
share, and complacency was their biggest threat. Reduced out-of-stock occurrences 25% by changing sales rep performance
standards. Exceeded volume target 2% and increased JPLG portfolio share from 52% to 56%.
AREA MANAGER, TRADE MARKETING & DISTRIBUTION (Lahore, Pakistan, 2001 to 2002): Promoted to larger market to apply volume
growth and strategic performance improvements demonstrated in Nawabshah. Elevated 80% of distributors to benchmark
distribution standard. Grew sales 16% with 105% SOP achievement. Reached 97% urban and 81% rural distribution. Cut out-ofstocks to <5%.
AREA MANAGER, TRADE MARKETING & DISTRIBUTION (Nawabshah, Pakistan, 1999 to 2000): Assigned to smallest, most remote
market. In first leadership role, steered team to deliver the highest growth in the country. Broke all-time volume records, realizing
228% growth. Boosted key metrics: 22% more direct store delivery, 40% more distributor contact, and 26% more retail coverage.
E D U CA T I ON , R E A L -W O R LD E NR I CHM E NT & P R OF E SS I O NA L D E V E LO P M E NT
Post Graduate Diploma, Strategic Marketing, American Management Association, 2000
MBA, Marketing Management, Preston University, NWFP, Pakistan (GPA 3.89), 1999
B. Sc. (1st Division) Mathematics, Statistics and Economics, Government College, Lahore, NWFP, Pakistan, 1994
Winner of 5 national debating contests & president of debate team.
Study Tours & Research Attachments: Jiffy Lube international franchises in San Francisco, Las Vegas, and Houston markets •
Dubai, Sharjah, and Ajman markets for implementation of HORECA strategy at CNT • In-field visits with HORECA executive in
London • Kuala Lumpur, Berlin, Paris, and Barcelona markets for FMCG brands in HORECA environment • Sabah Foundation:
Danum Valley Conservation Centre in Sabah, Malaysia – Borneo Rainforest Project
Courses: 15+ advanced business, marketing, branding, and customer service courses through leading educators and employers.
HASAN MOEZZI, MBA
+966-55-5555555  HMoezzi@gmail.com—PAGE 2 OF 3
GROWING GLOBAL PROFITS WITH FORWARD-LOOKING BUSINESS PRACTICES
Hasan wasn’t at all what I expected when I thought of a marketing executive with a history in petroleum
products and tobacco. He was forward-thinking and oriented toward environmental and corporate
responsibility—a business outlook that was relatively new in the Southeast Asian and Middle East regions
he’d worked in. Amazingly, he’d found ways to implement green business practices while improving profits.
But this wasn’t the only instance in which he’d made double- and triple-digit profit improvements by
looking at things differently. Whether producing high-end brand experiences of a calibre never before seen
in Pakistan, or encouraging his team to take risks by initiating “Failure Awards,” Hasan never settled for the
status quo. Perhaps that’s why he wanted to explore his options after a successful 5-year run with a global
lubricants icon.
Hasan’s accomplishments were numerous enough to be staggering. To make them digestible, I
summarized his entire career on the first half of page one.
Each of his major roles is framed within the context of the major business challenges and an overview of
results. Descriptive headings guide the reader to the strengths his successes reveal, while breaking them into
digestible segments. Callout boxes and graphs highlight key projects and numbers to enable a quick scan.
Since this resume/CV was meant for the Middle East and Asian markets, I was comfortable using three
pages to fully express the client’s achievements. British English is used, and the resume has been designed
to print well on both A4 and letter-sized paper.