قاسم Dwairi

• Leading the transformation and growth agenda of a multinational, multi-disciplinary
enterprise spanning Consulting, Services, Training, Business Development,
Construction & Building Materials, and Mining.
• Reporting directly to the Board, spearheading the establishment, restructuring, and
expansion of multiple business units while driving commercial scalability across GCC
and MENA markets.
• Providing elite executive consulting services on mining operations, calcium carbonate
production facility development, logistics optimization, and operational restructuring
for private and governmental agencies.
• Directing multi-sector strategic advisory mandates, aligning international operational
best practices with local market regulations to accelerate sustainable corporate
growth and revenue diversification.

• Transformed a lagging company into the clear market leader within four years by
revitalizing the Vetonit brand, improving cash flow, and increasing retail sales by over
100%.
• Cut aging accounts receivable by over 50% and reduced operational costs by 25%
through rigorous financial policies, audits, and KPI-driven performance management.
• Enhanced production capacity, efficiency, and warehouse utilization while lowering
production wastage and improving staff throughput.
• Elevated employee morale, professional skills, and inter-departmental alignment
through targeted training courses and clear departmental job descriptions.
• Upgraded inventory management protocols and established strict credit control
frameworks to protect working capital and ensure long-term financial resilience.

• Spearheading turnaround strategy after 10 years of mismanagement,
stabilizing operations and restoring financial performance across two
manufacturing subsidiaries.
• Improved gross margins from 10% to over 20%, and moved net profit from
break-even to sustainable profitability.
• Reduced factory downtime by implementing maintenance systems and
resource planning protocols.
• Restructured the commercial team and redefined sales territories to
increase market share and responsiveness.

Working for a multinational group specializing in resins, paints, construction chemicals.
Appointed as Group Country Director for Saudi Arabia to oversee restructuring, sales growth, and operational
optimization.

• Spearheaded turnaround strategy for a multinational group specializing in resins,
paints, and construction chemicals after 10 years of mismanagement, stabilizing
operations and restoring financial performance across two manufacturing subsidiaries.
• Improved gross margins from 10% to over 20% and successfully moved net profit from
break-even to sustainable profitability.
• Reduced factory downtime by implementing advanced maintenance systems and
resource planning protocols, while restructuring commercial teams and sales
territories to increase market share.
• Introduced new procurement policies to control costs and ensured strategic
positioning as a SABIC partner by aligning production capacity with material demand
forecasting.
• Enforced rigorous financial reporting structures, inventory control mechanisms, and
performance KPIs completely aligned with Dubai HQ group operational targets.

General Manager/Director, Monneli Qatar (2018-Present)

As the General Manager of Monneli, a leading multinational company in construction chemicals, I oversee all company operations in Qatar, including the management of three companies under the Monneli Group. My key responsibilities include providing strategic direction, leadership, and overall management of the companys operations, ensuring consistent growth, market leadership, and operational efficiency.

Since joining Monneli, I have successfully led the company’s market introduction and establishment in Qatar, securing its position as a market leader in the highly competitive construction chemicals industry. I spearheaded the acquisition of a major competitor in 2022, expanding the company’s reach and influence in the region. Additionally, I led the establishment of the first Monneli production plant in Qatar, supervising its construction and the integration of innovative manufacturing processes.

My leadership has also extended to the international expansion of Monnelis products into markets such as Australia, Ireland, the UK, and the GCC, opening new export channels and diversifying revenue streams. I have consistently driven growth, achieving over 100% company expansion in two years, despite the challenges of the global pandemic.

Key achievements include:

Leading Monneli to market leadership in Qatar, surpassing competitors in product quality, sales, and reputation.
Implementing ERP systems, optimizing production, and reducing costs to enhance operational efficiency.
Developing new products and marketing strategies to solidify the company’s innovative edge in the market.
Building and managing a high-performing team, setting strategic milestones, and ensuring financial stability and profitability across all departments.

Managing the total company in Qatar. This position was commenced on September
1 st 2018 in addition to being the General Manger for Jordan Vetonit Co.. Since the
commencement of duties, the following was accomplished:
• Spearheaded company growth and market leadership by expanding
Monnelis presence in Qatar and the GCC, achieving over 100% revenue
growth within two years.
• Lead and manage operations of three companies (Monneli, SBM, ASPEC) in
Qatar.
• Led acquisition of ASPEC Qatar, reinforcing market dominance and brand
visibility in the FMCG and construction chemicals sectors.
• Applied Lean Six Sigma and Kaizen methodologies in the operational
processes of the company
• Directed the setup and construction of Monnelis first production plant in
Qatar, securing a leadership position in the construction chemicals sector,
led the staff to Work on Setting up and constructing the company production
facilities.
• Established new marketing strategies, strengthening distributor and
principal relations, and ensuring successful product positioning in both
modern and traditional trade channels.
• Expanded international markets to Australia, Ireland, the UK, and the GCC
therefore opening new venues of international export sales.
• Directed supply chain optimization and digitalization of sales processes,
enhancing efficiency and reducing operational costs.

Led the growth and market expansion of Monneli, SBM, and ASPEC in Qatar and the GCC, achieving 100%+ revenue growth within two years. Directed plant setup, ERP implementation, Lean Six Sigma initiatives, and supply chain optimization. Expanded exports to GCC, UK, Ireland, and Australia, strengthened profitability, led ASPEC acquisition, and established Monneli as a market leader in construction chemicals and FMCG sectors.

• Managed total operations of three companies (Monneli, SBM, ASPEC) in Qatar,
achieving over 100% revenue growth within two years and establishing Monneli as a
national market leader.
• Directed the setup, construction, and R&D processes of Monnelis first production
plant in Qatar from scratch, securing a dominant market position in the construction
chemicals sector.
• Led the strategic acquisition of ASPEC Qatar in 2022, reinforcing market dominance
and brand visibility in FMCG and construction chemical sectors.
• Applied Lean Six Sigma and Kaizen methodologies, optimized supply chain and
logistics processes, and implemented an ERP system to minimize operational costs
and streamline order-to-delivery workflows.
• Expanded international export markets to Australia, Ireland, the UK, and GCC markets,
cultivating long-term high-value clients across public and private sectors.
• Maintained positive cash flow and sustained continuous business growth through
challenging economic climates and the global pandemic.

General Manager, Jordan Vetonit Co. (SAVETO-Jordan) (2016-2020)

As the General Manager of Jordan Vetonit, a leading construction materials producer, I was tasked with revitalizing and reintroducing the Vetonit brand in the Jordanian market. During my tenure, I implemented strategic changes that significantly improved the company’s performance, market share, and operational efficiency. My leadership resulted in a substantial increase in productivity while reducing operational costs by up to 25%. I was responsible for defining the company’s financial policies, ensuring stability, and achieving remarkable sales growth, particularly in the retail sector where sales increased by over 100%.

Key responsibilities included overseeing all company operations, managing financial performance, setting new marketing and sales strategies, and fostering a culture of teamwork and professional development among employees. I introduced new company policies, clarified departmental roles, and enhanced employee technical skills through targeted training programs. Additionally, I conducted company-wide audits to ensure future growth and sustainability while reducing aging accounts receivable by over 50%.

Key Achievements:
Rebuilt and elevated the Vetonit brand to become a market leader in multiple business lines.
Increased sales and market share, leading to significant consumer confidence and market exposure.
Reduced operational costs and maintained financial stability without requiring external financial support.
Enhanced production efficiency and warehouse utilization, leading to increased capacity and cost-effectiveness.

• Transformed company from lagging position to market leader by revitalizing
brand presence, improving cashflow, and increasing retail sales by over
100%.
• Strengthened distributor relations and implemented KPI-driven performance
reviews to drive sales growth and maximize market penetration.
• Established effective marketing and sales strategies, driving market
expansion and customer loyalty.
• Applied Six Sigma methodologies wiyhin the company

KSA Plants Manager, Saudi Vetonit Co. (SAVETO) (2013-2016)

As the KSA Plants Manager for SAVETO, the largest construction materials producer in the MENA region, I was responsible for overseeing the operations of 10 production facilities across Saudi Arabia. My role focused on expanding production capacity, improving operational efficiency, and ensuring compliance with local and international standards. I successfully managed the construction and commissioning of three new production plants, doubling the company’s production capacity.

I led the implementation of the ERP system (JD Edwards) for production modules, including MRP (Material Requirements Planning) and MPS (Master Production Scheduling), which streamlined operations and significantly reduced raw material wastage by 50%. I also created and standardized KPI templates for all facilities, enhancing performance tracking and process improvement. Under my leadership, plant safety and environmental policies were upgraded, achieving over 1, 500 working days without accidents.

Additionally, I implemented Lean Six Sigma methodologies to optimize production processes, improve productivity, and maintain a high level of quality across all facilities. Through effective management and continuous process improvements, I ensured that the facilities operated efficiently within budget constraints and met production targets.

Key Achievements:
Expanded production capacity by 100% with the construction and commissioning of three new plants.
Reduced raw material wastage by 50% and aging inventory by 85%.
Implemented an ERP system to streamline production and enhance operational efficiency.
Achieved an OEE (Overall Equipment Effectiveness) of 85% across all facilities.
Maintained a strong safety record, with over 1, 500 days without major accidents.
Introduced Lean Six Sigma concepts, driving continuous improvement and cost savings.

• Enhanced team performance and operational efficiency through targeted
training and audits.
• Rebuilt the Vetonit brand, positioning it as a market leader in Jordan. Re
introduce the brand in the market, which has resulted in higher consumer
confidence and better market exposure
• Increased retail sales by over 100% and reduced operational costs by 25%.
• Defined and set financial policy for company
• Achieved sustained financial stability and growth during challenging
economic conditions.
• Increased productivity and reduced operational costs..
• Set new company policies that govern the inter-departmental relations, thus,
having clear job descriptions for each department
• Enhanced the technical and professional experience of the employees by
offering training courses and technology enhancements.
• Conducted audits for all company to ensure that a strategic plan is placed for
future growth.
• Cut the aging accounts receivable by over 50%

Achievement:
• Resurrected a struggling company to market leadership within four years.
• Increased company market share and became market leader in multiple
business lines especially in retail, despite being a lagging member of the
industry in the past years.
• Increased sales collection percentage and improved cashflow. Reducing
aging accounts receivable by more than 50%.
• Achieved sustained growth in retail sectors through the most difficult
economic climate of the past 20 years in Jordan.
• Improved production capacity, efficiency and reduced production wastage
through optimization of production plan and better utilization of warehouse
• Cultivated new long-term high value clients in private and public sectors,
locally and internationally to form key backbone of the company
• Placed the performance of the company to be the key indicator for overall
market performance and status
Managing the operations of 10 production facilities within KSA. SAVETO is the
largest construction materials producer in the MENA region with over 15 plants
across the region and 4 different production countries. The main duties ranged from
budget preparation to plant development and system enhancement
• Oversaw operations of 10 production facilities across KSA, increasing
production capacity by 100%.
• Expanded the production capacity by 100%, 3 new plants were built,
commissioned and started production since 2013. This included the full
operations.
• Implemented the full ERP system (JD EDWARDS) production
modules, which include MRP, MPS and CAM modules.
• Created, designed and implemented KPI standards and templates for the
whole production facilities.
• Reduced wastage in plants by 50%
• Reduced aging raw materials in warehouses by 85% by implementing
engineering concepts like FIFO and through MRP.
• Implemented Lean Six Sigma concepts within the operations
• Enhanced employee skills through proper training and courses.
• Improve productivity and profitability of the operation
• Achieve a high level of quality and service level and improve further (No
major quality incidents was reported during service period) )
• Keep the production equipment permanently maintained and in excellent
conditions (OEE reached up to 85%)
• Assured that working conditions are within HSE requirements (achieve more
than 1500 working days without any accidents)
• Process improvement and machines design
• Ensure full compliance with local and international legislation.
• Set and follow the KPls for all departments.
• Analyze technology, resource needs, and market demand, to plan and assess
the feasibility of projects.
• Confer with management and marketing staff to discuss project
specifications and procedures.
• Prepare budgets, bids, and contracts, and direct the negotiation of research
contracts.

• Oversaw operations of 10 production facilities across KSA within the largest
construction materials producer in the MENA region.
• Expanded total production capacity by 100%, successfully building, commissioning,
and launching 3 new plants starting from 2013.
• Implemented full ERP manufacturing modules (JD Edwards - MRP, MPS, CAM) and
established strict KPI standards across all production facilities.
• Reduced plant wastage by 50% and cut aging raw materials in warehouses by 85%
utilizing engineering principles like FIFO and MRP.
• Achieved exceptional operational safety and reliability standards, maintaining OEE up
to 85% and exceeding 1, 500 working days without a single major safety incident.
• Spearheaded cross-plant technical audits and preventive maintenance programs to
optimize asset utilization and minimize unexpected downtime.

This was a transitional position for about 3 months, afterwards, the position
of KSA plants manager was given in February 2013.

Senior Operations and Project Director / Acting General Manager, Green Technology Group Jordan (2005-2012)

As the Senior Operations and Project Director at Green Technology Group Jordan (GTGJ), I was responsible for overseeing large-scale engineering and agricultural projects, managing daily operations, and driving the company’s strategic initiatives. I led the development of project proposals, scopes, budgets, and schedules for both local government and industrial clients across the Middle East. My role also involved managing international agricultural projects that utilized the company’s sustainable technology, ensuring projects were delivered on time and within budget.

I played a pivotal role in enhancing the company’s technological capabilities by implementing state-of-the-art managerial and technical approaches. These innovations were crucial in improving operational efficiency, reducing costs, and fostering sustainable growth. As Acting General Manager, I led a team of engineers, technicians, and support staff, ensuring that all technical and managerial activities met the highest standards. I also developed new products, such as Zeolux, which was approved by prestigious entities like Nakheel in Dubai and tested by the USGA.

Key responsibilities included managing client relationships, preparing technical reports, conducting feasibility studies, and delivering regular progress assessments to company leadership. I utilized web-based project management tools to keep clients informed of project milestones, minimizing the need for face-to-face meetings.

Key Achievements:
Directed and managed high-tech agricultural projects, leveraging sustainable technologies.
Led the cost reduction of operations by more than 50%, optimizing resource utilization.
Developed new products, including Zeolux, which was approved by international bodies.
Managed the design and implementation of crushing and classification equipment for mining operations.
Delivered high-quality engineering reports and contract materials to clients, ensuring full compliance with project specifications.
Cultivated long-term relationships with government and industrial clients, driving business growth in local and international markets.

Developed project proposals, scopes, budgets, schedules, and final reports for local
government and industrial clients in the Middle East. Prepared proposals and
presented plans to various agencies, local communities, and clients. Managed
contractors, subconsultants, and daily engineering and managerial activities and
correspondences. Hired and managed a team of engineers, technicians, and
supervised technical support staff. Managed international agricultural projects that
utilized company technology.
• Utilized state of the art managerial approaches to deliver the proposed work.
• Utilized state of the art technical methods and solutions to carry out the proposed
work on time and within budget.
• Maintained constant communication with team leaders to report progress,
identify issues, and allocate resources.
• Implemented Web-based project management tracking and reporting to inform
clients of progress without requiring travel and face-to-face meetings.
• Honed infrastructures and engineering team into highly motivated, self-managed
unit. Skilled at completing projects on time and within budget.
• Started and Managed High Quality automated agricultural porjects that utilized
company products and sustainable technology.

• Utilized state of the art managerial approaches to deliver the proposed work.
• Utilized state of the art technical methods and solutions to carry out the proposed work on time and
within budget.
• Maintained constant communication with team leaders to report progress, identify issues, and allocate
resources.
• Implemented Web-based project management tracking and reporting to inform clients of progress
without requiring travel and face-to-face meetings.
• Honed infrastructures and engineering team into highly motivated, self-managed unit. Skilled at
completing projects on time and within budget.
• Started and Managed High Quality automated agricultural porjects that utilized company products
and sustainable technology

• Utilized advanced managerial approaches and web-based project management
tracking to deliver complex automated agricultural projects on time and within
budget.
• Honed infrastructure and engineering teams into highly motivated, self-managed
units executing sustainable technology solutions.
• Spearheaded resource allocation frameworks and technical vendor negotiations,
ensuring adherence to strict quality control and environmental engineering
standards.

Teaching at the Departments of Electrical Engineering and the Department of Industrial
Engineering the following courses:
• Engineering Economics

Lecturer/Teacher, Jordan University of Science and Technology (2010-2012)

As a Lecturer in the Departments of Electrical Engineering and Industrial Engineering at Jordan University of Science and Technology, I taught a variety of courses that focused on both theoretical concepts and practical applications. My teaching portfolio included courses such as Engineering Economics, Communication Skills for Engineers, and Introduction to MATLAB. I was responsible for developing and delivering interactive lectures that engaged students, encouraging them to apply critical thinking and problem-solving skills.

In addition to course instruction, I designed course materials, conducted assessments, and provided mentorship to students. My teaching approach emphasized clarity, interaction, and practical application, ensuring students could grasp complex concepts and apply them to real-world engineering problems. I also facilitated workshops and hands-on training sessions to enhance students technical skills in MATLAB and engineering economics.

Key Responsibilities:
Delivered lectures and tutorials in Electrical and Industrial Engineering departments.
Developed course materials, assignments, and exams tailored to student learning outcomes.
Engaged students with interactive teaching methods, ensuring active participation and understanding.
Mentored and guided students in both academic and practical project work.
Provided ongoing support and feedback to students to facilitate their academic growth.
Courses Taught:
I.E. 341: Engineering Economics - Focused on the economic principles relevant to engineering projects, including cost analysis and financial decision-making.
E.E. 202: Communication Skills for Engineers - Enhanced students’ professional communication abilities, both in written and verbal formats.
Introduction to MATLAB - Provided students with hands-on training in MATLAB, focusing on programming and problem-solving in engineering contexts.

• Taught Engineering Economics (I.E. 341), Communication Skills for Engineers (E.E.
202), and Introduction to MATLAB at departments of Electrical and Industrial
Engineering.
• Mentored engineering undergraduate students through applied case studies,
bridging academic theory with real-world industrial engineering practices.

Project Leader / Engineering Manager QC and Development, EnviroCleanse Systems Inc. (1999-2005)

At EnviroCleanse Systems Inc., I held the dual role of Project Leader and Engineering Manager, where I was responsible for managing engineering and consulting projects for both government agencies and private clients across the United States. I led teams in delivering complex engineering solutions, meeting client specifications, and ensuring projects were completed on time and within budget. My leadership extended to hiring and supervising team members, establishing project goals, assigning tasks, and ensuring all project milestones were met.

I also played a critical role in the quality control and development of innovative systems. I redesigned entire systems, introducing more efficient and cost-effective solutions that substantially reduced maintenance requirements and operational costs. As an Engineering Manager, I focused on enhancing quality control processes and implementing new machine assembly techniques that increased product reliability and service life.

My responsibilities included meeting with clients to determine project scope, implementing networked project planning tools to track progress, and refining the project teams ability to estimate completion times accurately. I also developed training and maintenance manuals for technicians, ensuring consistency in quality across all field operations. Additionally, I led the design and implementation of the company’s SMART UNIT, used for ozone generation in commercial laundries.

Key Achievements:
Led engineering projects for both state and federal agencies, delivering solutions that met stringent specifications and regulatory requirements.
Redesigned and improved company systems, cutting costs and reducing maintenance requirements for clients.
Implemented advanced quality control and machine assembly techniques, ensuring high product reliability.
Developed the EnviroCleanse SMART UNIT, a key innovation for ozone generation in commercial laundries.
Managed and trained field technicians, creating comprehensive training and maintenance manuals to ensure operational excellence.
Increased overall project efficiency by introducing web-based project tracking tools, improving communication and milestone visibility.

• Managed engineering and consulting projects for state and federal agencies as well as private all over
the US. Hired and supervised team members, established project goals and timelines, assigned tasks
and monitored progress. Delivered final product on time meeting client specifications.
• Met with clients to determine scope of project and analyze current problems and procedures.
• Implemented networked project planning and reporting tool to inform all project members of progress
and milestones.
• Developed and refined ability of project members to estimate and maintain completion times for tasks.
• Assigned engineering tasks to team members and set milestones to monitor progress.
• Redesigned whole systems and introduced new improved and more efficient systems that cut cost and
substantially reduced maintenance and service costs and requirements.
• Implemented new quality control and machine assembly techniques that ensured the quality and
efficiency of produced units and machines.

• Managed engineering and consulting projects for state, federal, and private
agencies across the US, directing multi-functional teams from project inception to
final delivery.
◦ Redesigned enterprise systems, cutting operational and maintenance costs while
introducing advanced quality control and machine assembly techniques.
◦ Established comprehensive testing protocols and compliance guidelines to meet
stringent North American industrial environmental and regulatory standards.