Jabir Walji
Sports Science graduate from John Moore University, MBA from Manchester Business School. Executive Director of Fitness Quotient, UAE.
| Headline: | Educator |
| Website: | http://www.jabirwalji.co.uk |
| Skills: | Business, Management |
| Location: | Dubai |
| Groups: | Queen Rania Center for Entrepreneurship (QRCE) |
| Interested in: | Helping members of my groups, Meeting new people, Mentoring, Offering Expertise, Professional opportunities |
| Schools: | Liverpool John Moores University, Manchester Business School, University of North London |
WORK EXPERIENCE
| Employer: | Fitness Quotient |
| Position: | Executive Director |
| Time period: | January 2006 - Present |
| Description: | A TRANSFORMATION Company providing innovative and tailored fitness and nutrition solutions, empowering members to Transform their health. Done through the following offerings:
·1 Powwer Bhangra – Bollywood based dancercercise programme ·2 Powwer Eat – Personalised healthy eating plan ·3 Powwer Detox – Personalised detox plan ·4 Powwer Breakfast – Networking event based on the principles of community builduing ·5 Responsible for Innovative Transformational strategy and market segmentation concepts ·6 Achievement: o Nominated for Lloyds TSB Innovation award o Powwer Bhangra set to go international o Powwer Package concept to be signed up by a major local group |
| Employer: | Systematic Innovation |
| Position: | Business Development Representative |
| Time period: | January 2006 - Present |
| Description: | Work involves a spectrum of applications from Strategic to Innovative problem solving in non-technical and technical areas. SI offers four basis services: 1) Innovation benchmarking, 2) Innovation culture design and implementation – training, educational programmes, books, software 3) Consultancy support – technical & business strategy / problem solving, 4) ‘Invent to order’ – IP generation,
·1 Responsible for introducing the concept and creating awareness for Systematic Innovation in the Middle East via workshops, seminars, keynote speeches, publications, PR, networking and media coverage. ·2 Responsible for providing business development leadership and direction, managing customer relationship from start to finish, capturing business via developing relationship with key decision makers. ·3 To date, given seminars / workshops to over 1,000 delegates across a broad spectrum of industries & disciplines – see pages four and five for seminar / workshop, media coverage and article details |
| Employer: | IMES Consulting Ltd |
| Position: | Market Analyst |
| Description: | ·1 Dairy Balance Sheet: For a major European transnational, did a comprehensive market analysis of Pakistan of its raw milk and its retail commodities worth c. £600m. Appraised recent supply and consumption trends and developed forecasts through to 2009
·2 Developed a National Dairy Strategy Concept for Pakistan through applying forward looking techniques like Systematic Innovation ·3 Beverage Consumption: Instrumental in developing a market database on the consumption of Juices, Carbonated Drinks, Bottled water, Beer, Wine Spirits etc for Pakistan ·4 Follow up projects: 2003, 2004, 2005 |
| Employer: | Indus Holdings Ltd |
| Position: | Associate Director |
| Employer: | Tara Arts Group |
| Position: | Marketing Manager |
| Employer: | World Federation - Global NGO |
| Position: | Management Consultant, Lead Strategist |
| Time period: | January 2003 - December 2005 |
| Description: | ·1 Formulated in 2003 global strategic options, presented and facilitated a workshop for 300 key members of the organisation in Dubai. Factored in Futuristic global trends by 2015 and their specific implication on health, education, youth, women, seniors and other areas for the global community. Strategy implementation with the help of Systematic Innovation process and workshops |
| Employer: | Brambles/Cleanaway/Serviceteam |
| Position: | Strategic Analyst |
| Time period: | January 1999 - December 2002 |
| Description: | Cleanaway/Serviceteam is one of UK’s largest waste management outsourcing and facilities management companies, with turnover of c. £1bn and 10,000 staff. Worked on key strategy projects with members of Main Board. Simultaneously, co-ordinated new business tenders and devised trend models. Specific achievements include:
Strategy projects ·1 Strategic Business Overview: evaluated the £8bn local authority outsourcing market and highlighted potential of various services within the business. Leading to the production of a Strategic Sales Document, in conjunction with the CEO. The report was instrumental in the sale of Serviceteam to Cleanaway – part of Brambles, an Australian holding company ·2 Strategic Vision and Options: of the £4.5bn waste management market, provided direction on UK’s £2bn Municipal Waste sector, spanning 20 years, which significantly assisted in the development of the waste business plan and became a standard reference document ·3 Facility Management Strategy: Based on in-depth analysis of £4bn UK local authority facilities, formulated for the board Strategic intent and recommendations, that have since been implemented ·4 Corporate and Regional Strategy: part of core team towards the development of Cleanaway’s corporate group and regional strategy. Identified various sectors and streams within waste industry for Value Chain Analysis and critical drivers for Scenario Planning, enabling the company to identify turning points to incorporate within corporate strategy · Team Management and Project Brief: Supervised/mentored/coached consultants to produce a “Labour Market Report” and an analysis of the educational IT market. Devised project briefs & specifications for recruitment of external consultants Business Development Projects ·1 Integrated Waste Management / Housing Repair & Maintenance Tenders (£75m - £300m): As part of a core tender team, produced Method Statements & respective Trend Models up to 25 years, which played a significant role in acquiring targeted contracts. Provided relevant information on the understanding of e-government initiatives to meet local authority requirements and the Government’s 2005 targets. Responsible, co-ordinated and facilitated a team of commercial assistants to develop bids and provided first line of contact to clients |
| Employer: | Shell Oils |
| Position: | Strategy Analyst |
| Time period: | January 1996 - December 1999 |
| Description: | Successfully completed high profile assignments for Shell UK and Shell Europe.
· Business Development Strategy: responsible for developing a business case and providing strategic direction by evaluating £20m UK Fluid Management market and developing concept of One-Stop Shop. Both of which were key factors in defining the product leading to Fluid Management becoming a Key Business Area for Shell International and the establishment of Shell Services Globally in 2002. Devised and implemented analytical frameworks to understand in-depth customer needs, competitors and market drivers to support strategy · Organisation Restructure: proposed restructuring for new industrial service market (UK) worth £3m. This was implemented following quantitative and qualitative internal resources review to determine a Leap Frog strategy for lubricants and Total Fluid Management service on site · Environmental Technology Audit: assessed world class recycling and bio-remediation technologies for value, effectiveness and environmental impact to implement Shell’s differentiation strategy. Advised and short-listed technology options, identified potential suppliers and matched technology to customer needs. Recommendations implemented and became a significant input towards establishment of Shell Services Globally in 2002 · European Market Strategy: carried out in-depth EU and Eastern Europe review of OEM sector, encompassing trends in lubricant volume, size and growth of markets. This formed a significant part of the formulation of the Shell’s European Market Strategy for Shell Services Globally in 2002 · Niche Market Identification: created an in-depth energy use database for Europe which had significant implications for new business development opportunities · Distribution Channel Analysis: identified profitable distribution channels to form part of business development strategy with in-house project development team ·2 Cost Model Analysis: undertook a comprehensive review of existing cost models to identify savings as part of an overall strategy to secure Shell’s position as a major supplier to steel industry in UK. Identified inefficiencies in client’s purchasing processes, leading to enhancement of Shell’s position in the tender negotiation process. This cost model template was implemented in Europe |
| Employer: | Portmeirion Potteries |
| Position: | Commercial Analyst |
| Time period: | January 1995 - December 1996 |
| Description: | ·1 Concept Testing and Benchmarking: successfully bid and led a team on a European project involving concept testing, macro benchmarking and formulating pricing strategy of new product ranges across Europe, highlighting competitor and country differences
·2 Specific recommendations were immediately implemented thus preventing brand damage and financial loss. Advised on market entry strategy. Project completed 20% below budget |
EDUCATION
| University: | Manchester Business School |
| Time period: | 1996 |
| Degree: | Strategy, MBA |
| University: | University of North London |
| Time period: | 1984 |
| Degree: | Sports / Leisure Planning & Development, PG Dip |
| University: | Liverpool John Moores University |
| Time period: | 1982 |
| Degree: | Sports Sciencel, BSc |
PUBLICATIONS
| Articles: | Published with Darrell Mann in Jordan Business Magazine -Monthly
1. Innovation – From Art to Science 2. Being Unreasonable 3. Optimum And Ideal 4. Never make Predictions. Especially About the Future 5. The Experience Economy And beyond 6. More Complex Then Less Complex, Then More Complex. 7. I Love change. I hate being Changed 8. If It’s All So Easy, Why Is It All So Difficult? 9. Capturing The Unspoken Voice Of The Customer 10. Not Getting Too Far Ahead Of The Parade 11. It Depends -Putting It All Together 12. Never Making Prediction...Especially About The Future |
INFORMATION
| Memberships: | - Member Strategic & Planning Society
- Member Institute of Management Consultants - Member Chartered Institute of Marketing - Member Royal Society of Arts - Member Association of MBA’s - Member Middle East Society - Member of Futures Network - Member of Systematic Innovation Network |
| Awards: | - Key Note Speaker – 4th Leading CEO Forum – Dubai
- Key Note Speaker - 2nd Technology Commercialisation Process Conference, Queen Rania Centre for Entrepreneurship – Jordan - The Cambridge Blue Book - Dictionary Of International Biography - "Most Authoritive Reference Works Of Its Kind" - Marquis Who's Who In America - “Only demonstrated accomplishment can earn a place in Who’s Who in America - Marquis Who's Who In The World - " The Definitive International Register Of Outstanding People"l |
