Mohamed Magdoom — Fuel Retail & Multi-Site Operations Executive

Operating Philosophy

Revenue growth.
Cost discipline.
Simultaneously.

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 200M business.

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.

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.

"I stay close enough to the business to know when the numbers are lying."

Fuel Retail P&L Ownership Network Ops Revenue Growth OPEX Reduction Digital Transformation Sub-Saharan Africa GCC · UAE ERP · SAP · Odoo

Current Mandate — Mount Meru Petroleum

USD 200M revenue · Full P&L & CAPEX ownership
90 retail stations across multiple provinces
20 million litres/month throughput
1,200+ people across Ops, Sales, Finance, HR, Compliance
Longest sustained market share record in company history

Target Roles & Markets

General Manager · Head of Sales
Head of Operations · Business Development
Sub-Saharan Africa · GCC · UAE · Global
Open to Relocation Globally

The Operating Model

Revenue growth and cost discipline — simultaneously
USD 36M growth + USD 3.6M+ savings in the same 24 months
30% OPEX reduction while sustaining 15% annual growth
Systems built to function without my presence at every station

Scale & Impact at a Glance

Performance Indicators

P&L Owned End-to-End

$200M

Full OPEX/CAPEX accountability across 90 retail stations and 20 million litres per month — with board-level financial reporting. One of the largest independent fuel retail networks in Sub-Saharan Africa.

Revenue Uplift Delivered

$36M

15% annual revenue growth sustained over 12+ consecutive quarters — built through a unified commercial strategy, structured dealer incentive programmes, and field performance reviews.

OPEX Reduction

30%

USD 3.6M+ saved annually — renegotiated 15+ vendor contracts, rebuilt SOPs across all 90 stations. Delivered in the same period as revenue acceleration, not sequentially.

Market Share — 32 Months

17.5%

Longest sustained market share record in company history — held through disciplined dealer performance management and competitor positioning at network level, not promotional pricing.

Stock Loss Eliminated

58%

Rebuilt inventory governance while the network continued processing 20 million litres monthly. Zero throughput disruption — validated monthly against variance data.

Greenfield Stations

16

All 16 commissioned on schedule with zero post-handover compliance failures — full ownership from site evaluation and CAPEX planning through regulatory approvals and commissioning.

Operational Efficiency Gain

40%

Post-ERP deployment gain — Forecourt Automation, Auto-Indenting, and Audit Management directed across all 90 stations. Measured via pre/post KPI dashboards.

Fleet Card Programme Ramp

6 Mo

B2B Fleet Card Programme built from zero — framework, portal, dealer integration, and rollout — generating 30% fuel sales increase in 6 months. Fastest commercial ramp in company history.

Decisions That Moved the Business

Selected Impact

01

USD 36M revenue growth and 30% cost reduction — in the same 24-month window

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 — rare at this scale.

$36M Uplift

02

17.5% retail market share for 32 consecutive months — the longest in company history

Built through disciplined dealer performance management, structured incentive frameworks, and competitor positioning made at network level — not promotional pricing. A structural competitive advantage.

32 Months

03

Transformed a fragmented 90-station network into a fully digitally governed operation

Directed enterprise ERP, CRM, Forecourt Automation, and real-time KPI dashboard deployment across all 90 stations. 40% operational efficiency gain — shifted 90-station management from reactive to data-driven.

40% Efficiency

04

Eliminated 58% of network-wide stock loss — rebuilt governance under full operating load

Rebuilt inventory governance while the network was still processing 20 million litres monthly. Every structural change landed without interrupting throughput — validated monthly against variance data.

58% Loss Cut

05

Built the B2B Fleet Card Programme from zero — 30% fuel sales growth in 6 months

Owned full end-to-end go-to-market: framework design, portal build, dealer integration, and rollout. No inherited structure. Fastest commercial programme ramp in company history.

+30% Sales

06

15–20% annual sales growth across six consecutive years at Reliance BP

Directed a state-wide petroleum dealer network through market volatility and regulatory change. Consistently beat commercial targets by 10–15% through structured dealer incentive frameworks and multi-year strategic plans.

6 Yr Growth

12 Years · 3 Countries · 3 Industries

Experience

Mount Meru

Reliance BP

Papa John's

McDonald's

Head of Sales & Operations

Mount Meru Petroleum Limited · AGM Level

2023 – PresentLusaka, Zambia

USD 200M revenue · 90 stations · 20M litres/month · 1,200+ employees · Full P&L & CAPEX ownership · Multi-province

Revenue & Growth

USD 36M annual revenue uplift (15% growth) — unified commercial strategy across all 90 stations; structured dealer incentive programmes and field performance reviews sustained 12+ consecutive quarters of above-target delivery.

17.5% retail market share for 32 consecutive months — the longest sustained record in company history; built through commercial discipline, not pricing.

B2B Fleet Card Programme built from zero — full go-to-market owned; 30% fuel sales increase within 6 months of launch.

Cost & Efficiency

30% OPEX reduction, USD 3.6M+ saved annually — renegotiated 15+ vendor contracts, rebuilt SOPs across all 90 stations, deployed process automation tracked on a live cost-per-station dashboard.

58% stock loss eliminated — rebuilt inventory governance under live 20M litre/month operating load without disrupting throughput.

40% operational efficiency gain post-ERP — Forecourt Automation, Auto-Indenting, and Audit Management directed across all 90 stations; gains measured via pre/post KPI dashboards.

Expansion & Scale

16 greenfield stations commissioned on schedule — zero post-handover compliance failures; full ownership from site evaluation through CAPEX, regulatory approvals, staffing, and commissioning.

Company-wide KPI scorecard and real-time dashboard — shifted 90-station management from reactive to data-driven across commercial, financial, and operational targets.

1,200+ people led across Ops, Sales, Finance, HR, and Compliance — 100% regulatory compliance maintained throughout.

Network Development Manager

Reliance BP Mobility Limited · Promoted from Truck Stop Manager

2017 – 2023India · 6 Years

State-wide petroleum dealer network · 25+ direct reports · B2B Fleet Card Programme · OPEX & commercial budget

Revenue & Commercial

15–20% annual sales growth for six consecutive years — directed multi-year strategic plans, dealer incentive frameworks, and promotional programmes that consistently beat commercial targets by 10–15%.

Fleet Management Card Programme — launched end-to-end; sustained 30% increase in fleet-channel fuel sales.

Efficiency & Compliance

40% reduction in admin errors and processing time — ERP and CRM deployment directed across the full dealer network; gains validated through post-deployment KPI tracking.

100% regulatory, safety, and environmental compliance maintained throughout a multi-year transformation.

Expansion & Scale

8 new dealers onboarded — each committing ~USD 1.2M in station investment; partner evaluation and governance frameworks converted prospect conversations into long-term committed capital.

25+ person cross-functional team led across channel development, dealer incentives, and partner management.

Restaurant GM → Acting Operations Manager

Papa John's International

2014 – 2016Saudi Arabia · 10 months Acting

Multi-site QSR · 5 new stores opened · Regional Training lead · Acting Operations Manager

Key Achievements

Held all-in OPEX below 28% — market-leading benchmark for the region — while simultaneously opening 5 new stores and stepping up as Acting Operations Manager during a leadership gap.

Directed the regional Training Department; designed onboarding curricula, brand standards training, and new store readiness programmes adopted across the entire Saudi network.

Assistant Restaurant General Manager

Hard Castle Restaurants (McDonald's) · Promoted MT → ARGM in 2 years

2012 – 2014India

Promoted MT → ARGM in 2 years · 40%+ revenue growth · 95%+ customer satisfaction

Key Achievements

40%+ restaurant revenue growth — quality-focused service systems and crew productivity frameworks maintained customer satisfaction above 95% for four consecutive years.

Supported 3 new outlet openings; achieved ~35% internal promotion rate through structured coaching — above industry norms.

Promoted from Management Trainee to ARGM in 2 years — ahead of the standard track.

Executive Judgment in Practice

Strategic Decisions

01

Stabilise or Accelerate — I Chose Both, Simultaneously

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.

02

Rebuilding Governance Under Full Operating Load

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.

03

Launching a Revenue Channel Before the Data Justified It

The B2B Fleet Card Programme didn't exist. No framework, no customer base, no inherited structure. I built it end-to-end before the commercial data existed to validate the investment. Within 6 months: 30% fuel sales increase. Conviction is what separates a decision from a delay.

How Decisions Get Made

How I Operate

"Twelve years of running fuel retail at scale has produced one consistent finding: the quality of your decisions in the hard moments determines everything."

01

Execution clarity over reporting complexity

A clean decision made fast beats a perfect analysis made late. At 90 stations and 20 million litres a month, the cost of analysis paralysis is not theoretical — it shows up in variance, in throughput, in market share.

02

Full ownership — accountability is not distributed

I make decisions early and take full accountability for the outcome. Sharing ownership after the fact is how organisations lose clarity about who is actually responsible for results.

03

Revenue and cost are the same conversation

Most operators sequence them. I run them simultaneously — because the 30% OPEX reduction and the USD 36M revenue growth happened in the same 24-month window. Separating the mandates creates the inefficiency you are trying to fix.

04

Systems must hold at scale

Scale reveals design. A system that works at one station must perform identically at 90. I build governance, accountability, and performance frameworks that don't require my presence to function.

05

Reports lag — the field doesn't

Data is a governance tool, not a substitute for proximity. I stay close enough to the business to know when the numbers are lying — before the lag in reporting makes the problem expensive to fix.

Functional Depth Across Three Disciplines

Core Capabilities

⚙️

Operations & P&L

P&L Ownership & OPEX/CAPEX (to USD 200M)

Multi-Site Network Leadership (90+ stations)

Supply Chain Governance & Inventory Optimisation

Greenfield Station Commissioning

KPI Scorecard Design & Performance Management

Regulatory & Risk Compliance

Vendor Negotiation & Strategic Procurement

Change Management & Organisational Redesign

📈

Commercial & Growth

Go-to-Market Strategy & Revenue Growth

Channel Development & Commercial Expansion

Dealer Network & Partner Management

B2B Fleet Programme Design & Rollout

Incentive Framework Design

Competitor Positioning & Market Strategy

Commercial Budget Ownership

Stakeholder & Board-Level Reporting

🖥️

Transformation & Digital

ERP Deployment (SAP, Odoo) — 90-station scale

CRM Implementation (Odoo, Zoho)

Forecourt Automation & System Integration

Business Requirements Authoring (BRD)

Process Automation & Digitisation

Power BI & Analytics Dashboard Design

Cross-Functional Leadership (1,200+ people)

Organisational Design & Capability Building

Progression of Scale & Responsibility

Career Journey

2023 – Present

Head of Sales & Operations

Mount Meru Petroleum Limited · Lusaka, Zambia

USD 200M P&L · 90 stations · 1,200+ people · Full OPEX/CAPEX. One of the largest independent fuel retail networks in Sub-Saharan Africa — built USD 36M revenue uplift and 30% OPEX reduction in the same operating window.

Current Role

2017 – 2023

Network Development Manager

Reliance BP Mobility Limited · India

6-year tenure · State-wide petroleum dealer network · 25+ direct reports. Promoted from Truck Stop Manager on commercial delivery. Sustained 15–20% annual sales growth for six consecutive years — through two full business cycles.

2014 – 2016

Restaurant GM → Acting Operations Manager

Papa John's International · Saudi Arabia

Multi-site QSR · 5 new stores opened · Regional Training lead. Held all-in OPEX below 28% — market-leading for the GCC region — while opening 5 stores and stepping up as Acting Operations Manager.

2012 – 2014

Assistant Restaurant General Manager

Hard Castle Restaurants (McDonald's) · India

Promoted MT → ARGM in 2 years. 40%+ revenue growth. 95%+ customer satisfaction for four consecutive years. ~35% internal promotion rate through structured coaching.

Enterprise-Scale Execution

Key Projects

Project 01

Forecourt Automation & Real-Time KPI Dashboard

Mount Meru Petroleum · 2023–2026

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.

40% operational efficiency gain post-deployment — measured against pre-deployment baselines

Project 02

Fleet Management Card Programme — Built From Zero

Mount Meru Petroleum · 2023–2025

Owned 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. Required conviction before commercial data existed to justify the investment.

30% fuel sales increase · Fastest commercial ramp in company history

Project 03

Enterprise ERP / CRM / Digital Transformation

Multi-Site Operations · 2023–2026

Directed 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% efficiency gain · Real-time visibility across all 90 stations · 1,200+ on unified data

Available for the Right Mandate

Let's talk about
your next operation.

Targeting 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.

✉️

Email

mohamedmagdoom@gmail.com

linkedin.com/in/mohamed-magdoom

📍

Location

Lusaka, Zambia · Open to Relocation Globally

Open to the Right Opportunity

Available Now

Targeting roles with full P&L accountability and operational scale across Sub-Saharan Africa, UAE, GCC, and global markets where both sides of the business must be owned and delivered at once.

General Manager · Full P&L Accountability

Head of Sales · Commercial Leadership

Head of Operations · Multi-Site Networks

Business Development · Market Expansion

Send an Email → ↓ Resume

MohamedMagdoom

Revenue growth.Cost discipline.Simultaneously.