Leadership Interview With Mr. Haitham Arafat , General Manager, Abdul Hameed Almuttawa Sons Group Company 1) A typical day at work is always full of challenges in terms of giving new tasks and assignments to my team and solving daily issues and planning for the future of the company. 2) In all my years of leadership, I can hardly recall a time when I was not dealing with an issue relating to poor attitude, low productivity , low motivation, the habit of negative talk, unprofessional behavior, slowness to move, and the unwillingness to change. However, I consider leadership as a learned behavior that becomes unconscious and automatic over time.  For example, leaders can make several important decisions about an issue in the time it takes others to understand the question. I once had to handle a conflict between two managers that reported to me and were always in constant poor attitude and negative talk toward each other, and my challenge was to get them to work together in one project that was so strategic and important to the future growth of the company. After several negative encounters I was finally able to get them to work as a team and make them understand each other differences and eventually rely on each other's strength to accomplish all the critical tasks of the project. 3) I tried to make them share their perspectives and points of view, and continuously communicating my expectations from each one of them . I also understood their mindsets, capabilities and areas for improvement and I used this knowledge to challenge them to think and stretch to reach for more and better results.  Eventually, they came to the conclusion that they have to think as a team and support each other to reach our company common goal.  4)The most challenging part of being a leader is to be able to able to make a decision about any specific issue, to be able to handle a conflict between employees and to be able to balance authority with friendship and avoid favoritism. 5) My subordinates describe my leadership style as coaching. They always call me as coach. 6) My decisions are most of the times based on factual findings and full numerical analysis. However, there are times when I have to rely on my “gut-feel” , specially ,when making difficult decisions at a moment’s notice 7) Power at work will depend on the leader style of management . I tend to gain power at work with the high degree of technical knowledge and experience that I posses. 8) To be an effective leader , you must first learn how to be a good listener. You must listen to the voice of your employees, and customers and translate their concerns to an effective action plan with deadlines. Page 1 May 2015 Haitham Hani Arafat [email protected] ...

1. Leadership Interview
With Mr. Haitham Arafat , General Manager, Abdul Hameed
Almuttawa Sons Group Company
1) A typical day at work is always full of challenges in terms
of giving new tasks and assignments to my team and solving
daily issues and planning for the future of the company.
2) In all my years of leadership, I can hardly recall a time when
I was not dealing with an issue relating to poor attitude, low
productivity , low motivation, the habit of negative talk,
unprofessional behavior, slowness to move, and the
unwillingness to change. However, I consider leadership as a
learned behavior that becomes unconscious and automatic over
time. For example, leaders can make several important
decisions about an issue in the time it takes others to understand
the question.
I once had to handle a conflict between two managers that
reported to me and were always in constant poor attitude and
negative talk toward each other, and my challenge was to get
them to work together in one project that was so strategic and
important to the future growth of the company. After several
negative encounters I was finally able to get them to work as a
team and make them understand each other differences and
eventually rely on each other's strength to accomplish all the
critical tasks of the project.
3) I tried to make them share their perspectives and points of
view, and continuously communicating my expectations from
each one of them . I also understood their mindsets,
capabilities and areas for improvement and I used this
knowledge to challenge them to think and stretch to reach for
more and better results. Eventually, they came to the
conclusion that they have to think as a team and support each
other to reach our company common goal.
4)The most challenging part of being a leader is to be able to

2. able to make a decision about any specific issue, to be able to
handle a conflict between employees and to be able to balance
authority with friendship and avoid favoritism.
5) My subordinates describe my leadership style as coaching.
They always call me as coach.
6) My decisions are most of the times based on factual findings
and full numerical analysis. However, there are times when I
have to rely on my “gut-feel” , specially ,when making difficult
decisions at a moment’s notice
7) Power at work will depend on the leader style of management
. I tend to gain power at work with the high degree of
technical knowledge and experience that I posses.
8) To be an effective leader , you must first learn how to be a
good listener. You must listen to the voice of your employees,
and customers and translate their concerns to an effective action
plan with deadlines.
Page 1
May 2015
Haitham Hani Arafat
[email protected]
Kuwait
Mobile: +965-9973-7190
PERSONAL:

3. NATIONALITY: AMERICAN
DATE OF BIRTH: NOV. 20, 1965
MARITAL STATUS: MARRIED, ( With 3 Children )
CAREER Strategic Planning & Management , Financial
Investments & Planning,
INTERESTS: Business Process Re-engineering, and Quality
Assurance Management.
EDUCATION: Graduate Studies - Engineering Management
Emphasis: Quality Control & Reliability
University of Massachusetts
Amherst, Massachusetts, USA
January 1993 – June 1994
B.S.-Industrial Engineering B.S.-Economics
Kansas State University Iowa State University
Manhattan, Kansas, USA Ames, Iowa, USA
December 1990 December 1987
GRADUATE Advanced Industrial Management Advanced
Engineering Economics
COURSE Advanced Financial Management Advanced Quality
Management
HIGHLIGHT : Advanced Behavioral Management
Statistical Quality Control
Advanced Marketing Management Managing Organizational
Change
PROFESSIONAL
HIGHLIGHTS: An experienced CEO / General Manager and
Operations professional with 24 plus years of
knowledge and experience of the commercial, financial and
operational requirements of
international businesses. Experienced in Fashion Retail, food

4. industry, FMCG, Oil & Gas,
contracting, Real Estate, automotive , electrical and steel
industries.
Have strong problem solving and analytical abilities at a
strategic and functional level.
Extremely credible and results orientated professional with the
drive and desire to take the
business to the next level.
PROFESSIONAL Certified Quality Management System Lead
Auditor by (IRCA-UK)
CERTIFICATION Approved Environmental
Management System Lead Auditor by (URS-UK)
Approved Health & safety Management System Lead Auditor
by (URS-UK)
Approved Information Security Management System Lead
Auditor by (URS-UK)
Certified Six sigma Black Belt Master by ( URS-UK)
Certified Valuation Analyst by ( IACVA-Canada) –International
Association of Consultants,
Valuators, and analysts
PROFESSIONAL Successfully managed to get more than 150
companies from all types of industries to be
CONSULTANCY certified in different management systems
schemes through full training of staff,
restructuring of organizations, Information systems
integerations, developing Key
Peformance Indicators / (KPIs), Balanced Score Cards,

5. documentation and implementation
of vision, missions, business strategies, procedures and work
instructions.
mailto:[email protected]�
Page 2
May 2015
WORK
EXPERIENCE:
Group General Manager 1/2016- Present
Abdul Hamid Almutawa Sons Group
(General Trading & Contracting - Wholesale and retail sales of
Automotive Tires & spare parts,
Auto repair & body shops, Carwash Stations) and Real estate
development.
Shuwaikh, Kuwait
• Provide strategic leadership for the group by working with the
Board and division
heads to establish long-range goals, strategies, plans, and
policies.
• Responsible for all day-to-day operations to achieve
group’s long and short term plans.

6. Group General Manager
Key Accountabilities:
Planning and Management
• Collaborates with the board to define and articulate the
organization’s vision
and to develop strategies for achieving it.
• Creates annual operating plans that support strategic direction
set by the
board and assist the Divisional Heads with the development of
long range and
annual plans, with the evaluation and reporting of progress on
plans.
• Develops and monitors strategies for ensuring the long-term
financial viability
of the group.
• Develops future leadership within the group.
• Promotes a culture that reflects the group’s values, encourages
good
performance, and rewards productivity.
• Creates and maintains procedures for implementing plans
approved by the
board of directors.
• Ensures that staff and board have sufficient and up-to-date
information.
• Evaluates the group and the manager’s performance on a
regular basis.
Financial and Administrative management
• Provide recommendations regarding investments and cash
strategies.
• Oversee preparation of annual budget, regular variance
statements and
annual audit.
• Provide vision regarding overall financial health of the group.

7. • Provide vision and leader ship in long - range fiscal planning
to ensure the
continuity and solvency of the group.
• Provide recommendations regarding effective utilization of
long and short
term debt, including refinancing and purchasing/sales.
• Oversees managers in developing annual budgets that support
operating
plans and submits budgets for board approval.
• Provides prompt, thorough, and accurate information to keep
the board
5/2014- 12/2015
Almatrood Sons Group of companies (Holding company)
( An FMCG food manufacturer with three plants:Bakery, Dairy
& Beverages/Water,
and Food Powder products) & Real estate Development.
Dammam, Saudi Arabia
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May 2015
appropriately informed of the organization’s financial position.
• Ensure appropriate business management practices
(documents, analytical
information where required, communication notations, etc.).
• Maintain general oversight and insure accuracy of records
including A/R,
A/P, Inventory, etc.
• Assist in development of forms and tools to increase group

8. efficiency and risk
management.
Managing Director
* Has full P&L responsibility and fully accountable for Sales,
Marketing, Product
design & development,
4/2013- 4/2014
Green Wing Co. (Anotah)
( A Fashion retailer of Multi brands Garments, Shoes And
Accessories)
Salmiya, KUWAIT
Finance, HR, IT, Manufacturing and Distribution
functions of more than 40 shops all around the GCC, and a
Garment factory in
China , and a design office in Turkey.
*Directing strategy towards the profitable growth and operation
of the company.
*Developing strategic operating plans that reflect the longer-
term objectives and
priorities established by the company owners
*Ensuring that the business objectives and performance
standards are well
understood by all employees
*Motivates and leads management team to consistently deliver
an uplifting
experience for the customer.
*Ensures all company policies, standards and procedures are
communicated
effectively and are implemented, maintained and followed in a
consistent

9. manner.
*Executes full-cycle performance management process for all
management
team.
*Effectively communicates strategy and direction in alignment
with company
initiatives to all departments managers .
*Managing and monitoring the financial results against plans
and budgets
*Taking remedial action where necessary and informing the
owners of
significant changes.
General Manager
* Had full P&L responsibility and fully accountable for Sales,
Marketing,
9/2011- 11/2012
Petra Food Manufacturing Co.
( An FMCG food manufacturer of Ice cream, Bakery , Dairy,
Cheese, and Juice products)
Sabhan, KUWAIT
Finance, HR, IT, Manufacturing and Distribution functions.
* Provided leadership and direction to all functions of the
company;
*Formulated and executed company's strategic plan;
* Established and led execution of operation strategy;
* Set and achieved key performance targets for: sales, delivery,
cost, expenses
and other measurements of operational performance;
* Supported and led company products sales, growth and
continuous cost &
quality improvements in the business;

10. * Managed all sales related activities covering setting and
strictly monitoring of
sales targets and ensures accurate delivery of products in all
sales channels;
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Page 4
May 2015
* Ensured timely collection of company’s money from the
market. Developed
plan to minimize expiry products from the market;
* Minimized sales returns/damaged goods and short expiry
goods by monitoring
returns, developing a depletion plan and avoiding overstocking
the points of
sales.
Managing Director / CEO 3/1999 - 8/2011
Specialized Industrial & Management Systems Co.
( An Industrial, Management, Financial, Economic and IT
Consulting & Training & Vocational
education Co.)
Kuwait City, KUWAIT
* Direct and manage the overall consulting & training affairs
with 100+ full time employees.
* Founded sims Academy and won several educational tenders
with the ( Public Authority of
Applied education and training) for a period of 6 years, out of
which around 3000 femal students

11. were granted a two year diplomas in : Banking, Financial
Markets, IT, Management, Accounting,
Marketing, Customer service, etc.
* Developed & implemented Strategic business plan that led to
doubling the turover every 3 years.
* Recruited, hired and trained a professional team of
consultants and trainers.
* Helped a wide range of companies in the Middle East to
improve their business performance.
* Coached and mentored a large list of top managers from
companies in Oil & Gas, Contracting,
manufacturing, Financial, telecomunications, retail, FMCG,
and service sectors.
* Successfully managed to get more than 150 companies from
all types of industries to be
certified in different management systems schemes through full
training of staff,
restructuring of organizations, Information systems
integerations, developing Key
Peformance Indicators (KPIs), Balanced Score Cards,
documentation and implementation
of vision, missions, business strategies, procedures and work
instructions.
Operational Development Director 9/2008-
9/2009
Mushrif trading & contracting Co.
(One of the leading civil construction companies in the Gulf
Region)
Al Rai, Kuwait
* Direct and manage the overall business of the 3 plants: Ready
Mix Concrete , Asphalt,

12. and Cut & bend -fabrication of steel reinforcement.
* Coahed , trained, and mentored all the project managers on
the professitional techniques
of project management.
* Established and monitored all the KPIs and targets for all
company divisions.
* Improved the overall performace of the company by
establishing and implementing
quality , safety, and environmental management systems ( ISO
9001, OSHAS 18001, and
ISO 14001).
* Designed and managed the development of organizational and
individual programs that
resulted in an effective and efficient workforce and
organization.
* Provided organizational development initiatives and effective
performance consulting for
both departmental and high-level, complex enterprise-wide
projects and initiatives.
* Responsible for strategic vision and goal development, needs
assessment and diagnosis,
role and responsibility clarification, leadership and team
development, coaching, and
design and implementation of process and performance
interventions.
* Responsible for development and management of career
development, training,
mentoring, change management and job rotation and or growth
programs.
* Collaborated closely with Executive management, HR,
department clients, and project
team members to ensure alignment and integration of strategies,
projects and programs for
successful implementation and results.
Assistant General Manager- Technical & Commercial Affairs

13. 10/94 – 2/99
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May 2015
Electrical Boards Manufacturing Co.
( A manufacturer of Switch Gear / electrical products )
Sabhan, KUWAIT
* Managed 3 plants with a team of 8 division managers and with
a staff over 400+
employees.
* Had overall operations management responsibility above the
following divisions:
Sales & Marketing, Design Engineering, Research &
Development, Production,
Quality, Logistics & Materials, Purchasing, and Management
Information Systems
(MIS).
* Doubled the company turnover within 4 years, and improved
profit margin by 20%
per year.
* Restructured all operations and improved effeciency and
effectiveness by more than
30%.
* Standarized 80% of all products and reduced manufacturing
and business cycle time
by more than 30%

14. Statistical Process Control Manager 2/93
- 10/94
Trayer Products, INC.
( A manufacturer of screw machine products )
Elmira, New York , USA
* Managed a full compay wide integration of a compurtized
Quality information
management system.
* Supervised and guided a staff of SPC coordinators &
auditors.
* Responsible for the quality improvement program & SPC
training.
* Performed supplier quality audits on regular basis.
* Performed SPC data analysis, machine/process capability
studies,
and gauge R&R studies.
* Served as an in-house consultant to quality issues related to
SPC
applications & problem-solving techniques.
Process Engineer Supervisor 5/92 -
1/93
Electro-Wire Products, INC.
(A manufacturer of wiring harnesses )
Trucks & Industrial Products Group
Junction City, Kansas, USA
* Supervised and guided a staff of process planners.
* Coordinated all engineering changes and deviations with the
customer quality and engineering departments.
* Assisted corporate sales with costing of new parts, delivery
and tooling.
* Developed process control plans and FMEAs.

15. * Coordinated the performance of tooling transfers,
production
routing reviews and revisions, and blue print interpretation.
* Reviewed weekly management reports to investigate and
take
corrective actions with respect to production variance hours
and
unusually high or low utilization figures.
* Served as an in-house consultant to manufacturing
personnel in
a variety of manufacturing problems.
Industrial Engineering Manager
10/91 - 4/92
Electro-Wire Products, INC.
* Developed and recommended engineering procedures which
best
facilitated the efficient operations of the engineering
department.
* Conducted periodic methods analysis and recommended
methods
improvements, quality improvements, machine and tool
modifications and design.
Page 6
May 2015
* Directed the design of all jigs and fixtures, supplementary
equipment,
warehouse racks, equipment alterations for the
manufacturing department.

16. * Supervised the fabrication of all samples/prototypes,
maintained and
monitored records.
Quality Control Manager 4/91 - 10/91
Electro-Wire Products, INC.
* Directed the quality control departmental staff and their
activities.
* Provided training to all plant personnel in quality systems,
data collection
and analysis, statistical methods, problem solving
techniques and quality costs.
* Worked closely with customer and corporate quality
manager in the
planning and implementation of quality assurance goals.
* Worked with purchasing and vendors to resolve problems
with incoming
materials.
Plant Industrial Engineer 10/90 - 3/91
Electro-Wire Products, INC.
* Developed, documented and installed general manufacturing
and
in-process material handling methods.
* Conducted time studies and generated labor and material
usage standards.
* Developed and provided implementation assistance with
plant, office
and work place layout.
* Performed statistical and operations research analyses.
Production Supervisor 2/88 - 9/90
Electro-wire Products, INC.
* Supervised the activities and personnel of the second shift
molding and forming departments.
* Trained the operators & set-up people on the proper

17. standard operating procedures.
* Evaluated the performance, efficiency, and productivity of
the operators.
LANGUAGES: Fluent in Arabic and English
PROFESSIONAL
AFFILIATIONS: Member in IMA, Institute of Management
Accountants, USA
Member in IACVA, International Association of Consultants,
Valuators, and analysts
Member in IIE; Institute of Industrial Engineers, USA.
Member in ISSSP; Inernational Society of Six Sigma
Professionals, USA.
Member in ASQ; American Society for Quality, USA.
Member in APICS; American Production & Inventory Control
Society, USA.
Member in NCS; Numerical Control Society , USA.
Member in the American Business Council (ABC) - Kuwait
Chapter.
Member in the Kuwait Engineering Society.
PROFESSIONAL - Taught the following training courses
through PROJACS:
LECTURES: - Topic: ISO 9000- Internal Quality Auditing
-Kuwait, April ‘97
- Topic: TPM- Total Productive Maintenance - Kuwait,
Oct. ‘97
- Topic: Pricing For Profit- Activity Based Costing -
Kuwait, May ‘98
- Topic: TPM- Total Productive Maintenance - Kuwait,
February ‘98

18. - Topic: TQM- Total Quality Management ( Arabic )-
Saudi Arabia, Sept. ‘98
- Topic: TPM- Total Productive Maintenance - Saudi
Arabia, Sept. ‘98
- Topic: TPM- Total Productive Maintenance - Saudi
Arabia, March ‘99
- Guest Speaker at Indian Embassy- Kuwait, Oct. ’98
Page 7
May 2015
On Engineers’ Day Celebration – Hosted by The Institution
of Engineers( India )
Topic: Upgrading
Professional Practices Through Total Quality
-Taught the following training courses through Intech
Solution
s & Management Co. :
-Topic: ABB- Activity Based Cash Flow Planning & Budgeting-
Beirut, Lebanon, June ’99
-Topic: Design & Applications For Procedures & policies –
Dubai, Sept ’99
-Topic: IT Project Management – Dubai, Oct. ’99
-Topic: Organizational Quality Management Systems – Dubai,

19. Oct. ‘99
-Topic: Activity Based Cash Flow Planning & Budgeting –
Dubai, Oct. ’99
-Topic: Financial Analysis & Evaluation – Dubai, Oct. ’99
-Topic: Logistics Management – Dubai, Nov. ’99
-Topic: Logistics Management – Kuwait, Nov. ’99
-Topic: Effective Inventory Planning & Stock Control – Dubai,
May. 2000
-Taught the following training courses through OUDA-UNDP ,
Egypt :
-Topic: Certified Quality Management Expert (CQME) – Cairo
– 6th of October City
From: Feb. 2000 To June 2000 ( 8 times)
-Topic: Certified Management Representative (CMR)– Cairo –
6th of October City
From: April 2000 to June 2000 ( 2 Times)
-Taught the following training course through KFAS-Kuwait :
-Topic: Advanced Quality & Productivity Management
Techniques, May 2001
-Topic: Strategic Industrial Planning, April 2010
-Topic: Managing Production Lines, Oct 2010
-Taught the following training course through SIMS:

20. -Topic: Advanced E-Marketing strategies , November 2001
-Topic: Information Security Management , Feb. 2002
- Topic: IT project Management, March 2002
- Topic: Advanced Marketing Strategies, September 2002
- Topic: Purchasing Materials & Warehouse Management,
November 2002
- Topic: Stores Operations & Cost Effective Inventory Control,
Dec. 2002
- Topic: Supply Chain & Logistics Management, Jan 2003
- Topic: Understanding of HACCP Food Safety Management,
March 2003
- Topic: Total Quality Management , September 2003
- Topic: Understanding Forex Trading, October 2003
- Topic: Advanced Techniques in Forex Trading, Jan 2004
- Topic: Six Sigma Quality, March 2004
- Topic: Certified Quality Manager, April 2005
- Topic: Standarization of work through time & motion study,
Sept. 2005
- Topic: Excellence in Customer service, Dec. 2006
- Topic: Activity Based Management, March 2007
- Topic: Advanced Performance Improvement Techniques using
Six Sigma, May 2007
- Topic: Six Sigma Black Belt BOK Review, Aug 2008
- Topic: Seven Habits of highly effective people, Nov 2008
- Topic: PMP (Project Management Professional) BOK Review,

21. Jan 2009
- Topic: CMA (Certified Management Accountant) BOK
Review, Nov 2009 (8 month)
Haitham Hani Arafat