Chief Operating Officer

Job Description : COO - Middle East Location: Dubai an automotive accessories trading company. Job Purpose: The role is also responsible for driving compliance, continuous improvement. The role works closely with the MD and Strategy Head to define the strategy for the product lines. Key Responsibilities · Support the MD in developing and implementing the CSPL business strategy encompassing all the products, markets and operations. · Define the organization’s objectives through active participation in strategic planning, sales and Ops strategy development, resource planning and budgeting. · Driving the Business Excellence and Operational Excellence Agenda in CSPL. · Drive a performance driven culture in the team by timely monitoring, review of performance parameters and feedback to the team members · Continuously monitor external environment to identify areas of improvement and suggests methods for improving efficiency, quality and costs · Ensure development and deployment of Standard Operating Procedures in the department · Regularly monitor the efficiency and effectiveness of CSPL and guide the implementation of process improvement initiatives for continuous evolvement. · Humble enough for developing and maintaining relationships with internal and external stakeholders, including customers. · Mentoring, engaging and motivating them to deliver Business results. · Monitor environment and safety related aspects at CSPL and take overall accountability for ensuring adherence to all applicable industry standards and compliances. Educational Qualifications And Experience · 15 years of functional experience. Minimum 5 years in leadership positions i.e. as GM/VP in a automotive accessory manufacturing / trading / Distribution company. · Past experiences in Auto accessories. Experience to managing multi-unit set-up. · Must have managed over 500 people including at least 50 staff and 10 senior staff. Must have dealt with a detailed Modern Management Information system / manufacturing and management.

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