Sherif Kamel

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General Information

Education

2013
The University of EdinburghMaster of Science in International Business and Emerging Markets

o Degree Classification: Second Class Honours, Upper Division (2:1).o GPA: 3.1o Dissertation Topic: Internationalisation of Emerging Markets Multinational Enterprises.


The British University in Egypt (Validated by Loughborough University, UK)Bachelor of Science in Business Administration

o Major: Marketing.o Minor: Human Resource Management.o Date of Graduation: 3/ 12/ 2011.o Loughborough University Classification: Second Class Honours, Upper Division (2:1).o The British University in Egypt Classification: Very Good with Honours.o GPA: 3.1o Dissertation Topic: Applying Systems Thinking and Systems Approach for Improving MarketingSystem Performance.


Work Experience

Jan 2019 – Present
Hits ConsultingRegional Business Consultant

o  rnEngaging with multiple businesses in Saudi Arabia, Gulf and Egypt ofrndifferent sizes that are operating in different industries.

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o  rnResponding to enquiries and requests from different businesses torndevelop their business applications and identifying the ideal Oracle orrnNetSuite Applications that would support them with their challenges.

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o  rnDrafting, reviewing and/or amending agreements and proposals forrncurrent and new projects.

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o  rnReviewing and responding to RFP and/or RFQ tender documents.

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o  rnDeveloping sustainable and strategic business relationships withrnkey accounts while helping them to overcome their business challenges.

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o  rnIdentifying the ideal Oracle or NetSuite Applications for the differentrnbusinesses to enable them to handle the challenges that they are dealing with.

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o  rnIdentifying the ideal support services needed by current OraclernE-Business Suite and Fusion customers to help them with their functional andrntechnical challenges.

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o  rnSupporting the functional NetSuite consultants with implementingrnthe different NetSuite bundles and taking the lead in Presales activities.

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o  rnInteracting with different businesses using a variety of toolsrnincluding but not limited to social media, internet, web based tools, outboundrncalling.

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o  rnContributing individually to the team targets, achieving a highrnlevel of customer satisfaction and quality lead generation.

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o  rnCreate and sustain a healthy business pipeline meeting or exceedingrnan agreed quota.

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o  rnResponsible for all engagements with Oracle and NetSuite ChannelrnManagers while working closely with the different sales teams at Oracle tornensure company growth and profitability.


Jun 2017 – Jan 2019
OracleEnterprise Account Based Engagement - Business Development Consultant

o  rnEngaged with key accounts in Saudi Arabia, Gulf, Central Asia,rnTurkey, Levant, Egypt and North Africa that are operating in differentrnindustries.

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o  rnAnalysed different markets and conducted market researchrnactivities.

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o  rnDeveloped sustainable and strategic business relationships with keyrnaccounts and helped them to overcome their business challenges.

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o  rnInteracted with key accounts using a variety of tools including butrnnot limited to social media, internet, web based tools, outbound calling.

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o  rnIdentified the ideal Oracle Cloud Applications for the key accountsrnto enable them to handle the challenges that they are dealing with.

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o  rnCreated and sustained a healthy business pipeline meeting orrnexceeding an agreed quota.

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o  rnContributed individually to the team targets, achieving a highrnlevel of customer satisfaction and quality lead generation.

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o  rnAchieved a high level of collaboration with Marketing, Sales andrnother internal stakeholders.

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o  rnTrained new team members and guided them in their on-boarding andrnorientation process.


Jan 2017 – Jun 2017
OracleBusiness Development Consultant

o  rnEngaged with multiple businesses in South Africa of different sizesrnthat were operating in different industries.

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o  rnResponded to enquiries and requests from different businesses torndevelop their business applications and identified the ideal Oracle CloudrnApplications that would enable them to handle the challenges that they arerndealing with.

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o  rnCreated and sustained a healthy business pipeline meeting orrnexceeding an agreed quota.


February 2015 – November 2016
Novo Nordisk EgyptBusiness Development Specialist

o  rnKick-startedrnthe National Diabetes Programme, the Penfill Upgrade and the Diabetes Centresrnof Excellence Project.

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o  rnKick-startedrnthe National Haemophilia Programme, the factors reimbursement and the HaemophiliarnCentres of Excellence Project.

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o  rnManagedrnthe progress and ensured a smooth flow and operation in the Centres ofrnExcellence before and after each centre opened.

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o  rnProcuredrnall the different items and medical equipment needed for the Centres of Excellence.

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o  rnLeadrnand supported the analysis and planning team to develop a Patient ManagementrnSystem to be used in the Centres of Excellence.

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o  rnEnsuredrnthe proper testing and continuous improvement of the Patient Management Systemrntook place.

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o  rnCommunicatedrnwith internal and external stakeholders to drive the roll-out and maintain thernprogress of current and future Business Development Projects.

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o  rnDrafted,rnreviewed and/or amended MOUs, agreements, contracts and proposals for currentrnand new projects.


May 2014 – February 2015
Novo Nordisk EgyptBusiness Analyst

o  rnWorkedrnwith different managers and on different projects for different departmentsrnsimultaneously.

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o  rnOne ofrnthe steering committee members, which were responsible for developing thernNational Diabetes Programme for Changing Diabetes Care in Egypt.

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o  rnWorkedrnon different tasks to support the Market Access function, to ensure companyrngrowth and profitability.

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o  rnDeliveredrnbusiness analytics reports to support management in monitoring and decisionrnmaking to ensure company growth and profitability.

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o  rnAnalysedrnIMS data and supplied both sales and marketing departments with the simplernreports and analyses that helped with the decision making process.

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o  rnSupportedrnthe Commercial Effectiveness process in Egypt.

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o  rnOne ofrnthree organisers, which were responsible for organising the affiliate annualrnkick-off meeting abroad.


January 2013 – April 2013
Ernst & YoungBusiness Consultant

o  rnWorkedrnin a group of five MSc students from The University of Edinburgh, where wernanalysed several emerging markets in Europe, Middle East, India and Africarn(EMEIA) region.

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o  rnThernproject scope was to analyse the level and potential of entrepreneurship in 15rnemerging markets within the EMEIA region to provide recommendations on whichrncountries to grow the Financial Services Intrapreneur Programme into.

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o  rnAnalysedrnthe chosen markets to find the best possible means of approach for Ernst andrnYoung by looking for and recommending some promising potential partnerrnorganisations that would be willing to work with Ernst and Young on thernexpansion of their Intrapreneur Programme.


July 2009 – August 2009
Etisalat MisrMarketing Intern

o  rnWorkedrnon various advertising tasks with the broadband team in the Products and Servicesrndepartment.

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o  rnWorkedrnas part of the home broadband team on launching their ADSL service. This meansrnthat I was there when they were working on the final tweaks of the servicernincluding the User Acceptance Test, which makes sure that the service operationrngoes according to plan after launch.

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o  rnWorkedrnon preparing FAQs for the new ADSL webpage, in order to provide guidance,rnsupport and clarifications to the target customers.


Summary of Skills

Teamwork
95%
Market Research
80%
Microsoft Office
90%
Analysis
95%
Project Management
80%
Marketing
70%
Planning
85%
Business Development
90%
Research
90%
Consulting
90%
Presales
80%
Time Management
85%
Leadership
85%
Management
85%
Training and Coaching
95%
Communication
90%
Problem Solving
85%
Negotiation
90%
Presentation Skills
95%
Dedication
95%
Persistence
95%
Goal Oriented
95%
Business Acumen
95%

AWARDS

Employee of the Month (2015)

For the positive attitude, high dedication and extraordinary efforts exerted in establishing the First Diabetes Centre of Excellence; from planning to implementation. The implementation phase took three months of continuous work, almost without weekends to fulfil the tight timeline of the project.