Fuel Retail & Multi-Site Operations Executive · USD 240M P&L · Revenue Growth + Cost Discipline at Scale
"Most operational problems don't show up in reports — they show up on the ground. Across 90 stations and USD 240M in revenue, that's where the real decisions are made."
I run fuel retail networks — the commercial side and the operational side, at the same time. Most operations leaders choose one. Across 12+ years spanning Zambia, India, and Saudi Arabia, I have held full P&L accountability for a USD 240M business: 90 retail stations, 20 million litres monthly, 1,500 people across multiple provinces.
The results — USD 36M revenue uplift, 30% OPEX reduction, 32 months of record market share — came from making decisions early and holding the consequences. Not every call was clean. Rebuilding inventory governance while the network processed 20 million litres a month required deciding what to break first and what to protect. That is what executive decision-making at this scale actually looks like.
My career spans petroleum retail at scale (Mount Meru Petroleum, Zambia), state-wide downstream oil network development (Reliance BP Mobility, India), and multi-site general management across QSR in the GCC. Three industries. Three countries. One consistent outcome: commercial and operational performance delivered simultaneously — never sequentially.
"I stay close enough to the business to know when the numbers are lying."
Revenue growth and cost discipline are not sequential mandates — they are the same decision, made simultaneously. That is the operating model that produced USD 36M in growth and USD 3.6M+ in annual savings in the same 24-month window.
The 30% OPEX reduction and USD 36M revenue uplift happened in parallel — not in sequence. Most operators treat them as either/or. The numbers show what happens when you refuse that trade-off.
I lead by staying near the problem, making the call early, and building teams that maintain standards when I am not in the room. Targeting GM, Head of Sales, Head of Operations, and Business Development roles across Sub-Saharan Africa, the GCC, UAE, and global markets where both sides of the business must be owned and delivered at once.
Full OPEX/CAPEX accountability across 90 retail stations and 20 million litres per month — with real-time cost-per-station visibility and board-level financial reporting. One of the largest independent fuel retail networks in Sub-Saharan Africa.
15% annual revenue growth sustained over 12+ consecutive quarters — built through a unified commercial strategy across all 90 stations, structured dealer incentive programmes, field performance reviews, and targeted campaigns that held without attrition.
USD 3.6M+ saved annually — achieved by renegotiating 15+ vendor contracts, rebuilding SOPs across all 90 stations, and deploying end-to-end process automation tracked on a live cost-per-station dashboard. Delivered in the same period as revenue acceleration.
The longest sustained market share record in company history — held for 32 consecutive months through disciplined dealer performance management, monthly accountability reviews, and competitor positioning decisions made at network level, not promotional pricing.
Rebuilt inventory governance from the ground up while the network continued processing 20 million litres monthly. Real-time audit management, restructured demand forecasting, and supply chain accountability protocols deployed under live operating load — zero throughput disruption.
All 16 commissioned on schedule with zero post-handover compliance failures — full end-to-end ownership from site evaluation and CAPEX planning through regulatory approvals, staffing, and operational commissioning. No remediation required post-handover.
Post-ERP deployment efficiency gain — directed Forecourt Automation, Auto-Indenting, and Audit Management System rollout across all 90 stations. Gains measured via pre/post KPI dashboards. Shifted 90-station management from reactive to real-time data-driven oversight.
B2B Fleet Card Programme built from zero — framework, customer portal, dealer integration, and network rollout — generating a 30% fuel sales increase within 6 months of launch. No inherited structure. The fastest commercial programme ramp in company history.
Rejected the conventional stabilise-first playbook. Rebuilt operations while accelerating the commercial strategy simultaneously. USD 36M revenue uplift + USD 3.6M+ OPEX savings held for two consecutive years — a combination that is rare at this scale and rarely sustained beyond one quarter.
The highest and longest sustained share position in territory history. Built through disciplined dealer performance management, structured incentive frameworks, monthly accountability reviews, and competitor positioning decisions made at network level — not promotional pricing. A structural competitive advantage, not a short-term campaign outcome.
Directed enterprise ERP, CRM, Forecourt Automation, and real-time KPI dashboard deployment across all 90 stations — authored all BRDs, defined KPI accountability frameworks, and drove full organisational adoption. 40% operational efficiency gain measured via pre/post KPI dashboards. Shifted 90-station management from reactive to data-driven.
Inventory governance was rebuilt while the network continued processing 20 million litres monthly. Every structural change had to land without interrupting throughput. Real-time audit management, restructured demand forecasting, and supply chain accountability protocols were deployed concurrently — validated monthly against variance data.
Owned full end-to-end go-to-market: framework design, customer portal build, dealer integration, and network rollout. No inherited structure. No existing customer base. Fastest commercial programme ramp in company history. The decision to build it required conviction before the commercial data existed to justify it.
Directed a state-wide petroleum dealer network through market volatility, regulatory change, and competitive pressure. Consistently beat commercial targets by 10–15% through structured dealer incentive frameworks, multi-year strategic plans, and promotional programmes built for compounding performance — not single-quarter spikes.
Inherited a scaling business with inconsistent network performance, no unified commercial framework, and a stock loss problem that had not been fully quantified. The mandate was clear: grow the business and fix the operations — at the same time. That is the decision that defined this role.
Promoted from Truck Stop Manager on the strength of commercial performance — then given state-level accountability for dealer performance, channel growth, and network compliance simultaneously. The brief was to grow the network and govern it at the same time.
The conventional call was to stabilise before pushing for growth. I rejected that sequencing. Rebuilt operations and drove commercial growth at the same time — USD 36M revenue uplift and 30% OPEX reduction delivered in the same 24-month window. That is not what happens when you work in sequence.
Eliminating 58% of stock loss required redesigning inventory governance while the network was still processing 20 million litres a month. Every structural change had to land without interrupting throughput. That constraint forces better decisions — and better execution.
The B2B Fleet Card Programme didn't exist. No framework, no customer base, no inherited structure. I made the decision to build it end-to-end before the commercial data existed to validate it. Within 6 months: 30% fuel sales increase. Conviction is what separates a decision from a delay.
"I stay close enough to the business to know when the numbers are lying."
Twelve years of running fuel retail at scale — across multiple countries, industries, and operating environments — has produced one consistent finding: the quality of your decisions in the hard moments determines everything. Frameworks matter. Systems matter. But the operator behind them matters more. At USD 240M in revenue, the cost of a bad call is measured in millions and months, not weeks.
Authored all Business Requirements Documents and directed ground-level implementation of Forecourt Automation, Auto-Indenting, and Audit Management Systems across all 90 stations. Designed the company-wide KPI scorecard that shifted 90-station management from reactive to real-time data-driven decision-making — across commercial, financial, and operational targets simultaneously.
20% operational efficiency gain post-deployment — measured against pre-deployment baselinesOwned full end-to-end go-to-market with no inherited structure and no existing customer base. Designed the programme framework, built the customer portal, structured dealer integration, trained the network, and directed the rollout. The decision to build it required conviction before commercial data existed to justify the investment — validated within 6 months of launch.
30% fuel sales increase · 30% reduction in admin effort · Fastest commercial ramp in company historyDirected end-to-end digital transformation of a 90-station fuel retail network — authoring all BRDs, owning all KPI accountability frameworks, and managing full organisational adoption across Ops, Sales, Finance, and Compliance. Transformed a fragmented, report-lagged operation into a digitally governed network with real-time P&L visibility at every level.
40% operational efficiency gain · Real-time visibility across all 90 stations · 1,500+ people operating on unified dataTargeting GM, Head of Sales, Head of Operations, and Business Development roles where the mandate is full P&L accountability, operational scale, and commercial delivery — simultaneously. Targeting GM, Head of Sales, Head of Operations, and Business Development roles across Sub-Saharan Africa, UAE, GCC, and global markets.
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