Nik Fakhrul Adly Nik Husin

Key Deliverables:

• Created and implemented business plans to maintain, grow sales, and expand the customer database
• Ownership the responsible in handling and growing the commercial fuels business accounts contract/portfolio
• Negotiated prices, terms of sales and service on new or renewal of commercial contract and agreement
• Well-versed in engaging and coordinating in completing tasks within internal stakeholders’ expertise aspects/ scopes for any proposal /project /contract /account receivables etc
• Retained sales and achieved top brand loyalty by reviewing the client requirements and presenting total business solutions under sustainability plans in B2C or direct sales channels
• Served as a focal point for all the accounts, from product/service deployments to issue resolution between commercial and retail (Smart Pay) fuel purchase channels
• Handled customer-centric operations by guidance under CRM tool like SAP & Salesforce.com
• Led an annual Health & Safety (HSE) initiative related /program/event/engagement/training and campaign (cultural belief)
• Managed team to productivity and inculcate a spirit that fosters business excellence.

Key Achievements:

• Recorded profitable sales from commercial fuels in recent 3 years total sales result from above 50 accounts which margin over RM80millions and equal to about 500 million litres sold
• Deputed to over 2000 accounts equal to 2Million litres sold and the margin between RM 0.08-0.15per liter for the pay card business, including CIP loyalty corporate program assigned.
• Achieved or exceeded company-defined sales quotas.

Key Deliverables & Achievements:

• Onboarded over 10 channel partners, boosted revenue in allocated areas by 25%, sales volume by 16%, and total operating cost by (project)
• Stayed competitive by communicating with the channel partner(dealer) for daily fluctuations on commercial fuel prices
• Steered efforts in achieving the budgeted yearly sales target for profitable volume and strategic objectives in assigned territories the fuel purchase under channel partners (dealer/reseller) and direct supply
• Facilitated Petronas initiatives project at PDB level with relevant parties such as Malaysian Petroleum Management (MPM) and Petronas Shared Contractors (PSCs) for the new development of supply base terminal in Kelantan specifically for the marine fuel bunker facility consist of tank farm and fuel pipeline to the birth at jetty terminal from commercial fuel station since the project kick-off in Q1 2015 until successfully met the completion date in Q4 2017.
• Another concurrent facilitated another marine fuel bunkering for crew change jetty with smaller scale under Petronas initiative, Pulau Duyong Jetty Terminal in Kuala Terengganu until completion and resume the operation in 2018
• Achieved regional sales objectives from the completion of the both terminals by increment of volume from the marine bunker activities and inland facilities.
• Signed a comprehensive sales training program supported by Malaysian Petroleum Management (MPM), Petronas Vendor Licensing & Petronas Carigali, and other PSCs to up skilling channel partners as Terminal Operators.

Key Deliverables & Achievements :

• Directed around 15-20 sales team in within particular times for more than five “5” years at a Toyota 3s outlet (branch outlet) in the three core areas of monthly sales performance, product planning, and Sales Satisfaction Index (SSI) score
• Headed the sales and operations with capacity of medium-big size volume automotive sales outlet which selling over 1000 new vehicles per year has developed multiple sales and managerial skills that proven by sales track records throughout the years
• Held major responsibilities in sales activities, i.e., road shows, events, canvassing, and telemarketing as part of the sales initiative on a daily, monthly, quarterly, and yearly basis
• Aligned product variants to meet the fluctuating market demands of new vehicle sales by creating a strategic sales plan especially fleet account deals.Key of achieving sales target and be awarded under Toyota Sales star award in 4 consecutive years from 2010 to 2013
• Able to reduce outlets’ opex in the year 2011-2013 by 5% of each year
• Built good rapport to ensure the retention of the market share and Sales Satisfaction Index (SSI) met above average of 900. As proven, the outlet achieved from below 800 points (2018) gradually increase to 920 points (2013) for the outlet overall
• Collaboratively worked with the Outlet Manager on the P&L account, outlet operations, and other administrative items to guarantee that all sales-related requirements were met.
• Communicated progress of monthly and quarterly initiatives to internal and external sales teams.
• Collaborated with upper management to implement continuous improvements and exceed team goals.

• Prepared annual data to determine metrics for operational performance.
• Collaborated with back-office team members to facilitate seamless business execution.
• Developed sales strategies to achieve short and long-term sales revenue objectives.
• Conducted regular meetings with team to discuss issues, concerns and updates.