Talaat A.

Kader
talaatakader@yahoo.com
01000403454- 01145588800

Field Manager
Service Management Marketing Operations Management
Artificial lift BEAM pumping ESP & PCP oil/ gas

profit driven, results oriented with 20+ years’ experience in oil and gas, artificial lift, steam power plants service
and operations. Successful Track record in managing chemical, petrochemical, polymer and resin manufacturing
and distribution in the Middle Est area. Provide strategic and tactical leadership through multitude of business
cycles that included startup, expansion and merge/ acquisition. Drive corporate culture to build powerful operating
infrastructures and high-caliber teams focused on market, customer, and bottom-line performance. Promote cutting-
edge Lean Manufacturing, Six Sigma Quality, Supply Chain Management, Kanban, and Continuous Improvement
initiatives to build high quality, cost-effective operations while reducing net product costs, inventory expenses, and
labor expenditures. Revamp production and quality processes and construct solid internal architecture to support
and facilitate change-management initiatives.
CORE COMPETENCIES
Customer care &support Business startup skills B2B Solution Expert Process
Focused Leadership Risk Management Improvement contract negotiation
Business & Sales Planning Strategic planning EHS Management
Business Analysis Financial control P&L Management
 Supply chain management R&D and design

PROFESSIONAL EXPERIENCE
Lufkin Middle East (GE oil &Gas) 12/2007 – 3/ 2018
Lufkin Middle East is a branch of American Lufkin Industries, Houston, Texas. The scope of this branch is sales and
distribution of artificial lift equipments, and providing field service in installation and maintenance of beam pumping
unit, PCP and ESP in oil fields in Egypt, Oman, and Middle East and North Africa.
Operations /Service Manager
I have transferred the company from sales office in Egypt into prominent Business and service center with market share
over 90% of the Egyptian market and multimillion dollars turnover. Managed the company’s supply chain system which
included customer orders, international and local material purchasing, material manufacturing, strategic outsourcing,
warehousing, inventory management, logistics, shipping to customers and end by installing and service processes inside
the customer oilfield. The position required 30-50% travel to more than 25 locations throughout Egypt and Oman
oilfields. I have taken the following responsibilities:

1. Led the management team in setting the departmental objectives and targets and KPIs to measure
the performance against the overall corporate strategy.
2. Marketing and sales planning of the identified target market of artificial lift in Egypt and Middle
East. The major market share in Egypt is beam pumping units and plunger lift.
3. Planning customer demand and order requirement planning through accurate market research and
sales forecasting.
4. Managing crew skills formation and training and scheduling tasks along the oilfield sites and
according to customer requirements
5. Supervision on the quality plan of service crews and setting the procedures, training and tools.
6. I had set the system of process functional safety and measuring the layers of Protection analysis
LOPA around the workover drilling and around well head and sucker rod pump.
7. Set the system of installation, periodic inspection and maintenance of the beam pumping units
and safety instrumented system SIS and safety instrumented functions and by this way we
 guaranteed continuous operation, reliability and durability and achieved safety according to
ALARP.
8. Material requirements planning MRP and CRP for material warehousing and warehouse
management from receiving ad picking products to load and shipping to customer warehouse.
9. Managed warehouse quality and safety management system.
10. Planning the warehouse capacity and inventory levels and setting the safety stock level and
reorder point.
11. I have managed the process of supplier qualification and certification and set the supplier
performance rating system SPRS, and established approved supplier list for materials, parts and
services.
12. Managing the logistic process that included inbound and outbound logistics.
13. Planning the transportation schedule and transportation costs and coordinating the break bulk and
cross dock shipments.
14. Implemented formal tender and contract management system to improve proposal win rate from
base line 20 % to target 80%
15. Involved in contract review and contract negotiation with customers and suppliers.
16. Improved supplier and customer relationships management CRM, SRM by using information
system.
17. Planning workforce and operations crews according to customers and contract requirements
18. Participated in the recruitment and selection of skilful service staff to improve the level of service
provided to all level of customers.
19. Provided technical and managerial training for all the staff the directly in contact with customers.
20. Representing the company in technical and quality conferences with contractors and owners in
Egypt, Oman and United States and worked with Marketing and Engineering on new product
development.
21. Led the projects of HAZOP in performing product risk and managing product safety design..
22. Involved in financial analysis of the operations and service performance and issued the operations
financial indicators and ratios to demonstrate the financial and economic efficiency of orders.
23. Provided Technical assistance to customers as needed, s u p p o r t e d trade shows, maintenance
seminars and conferences throughout Egypt, Oman, Dubai and USA.
24. I have led the team of operations and engineering in the application of the safety design of the
product which represented high competitive advantage in addition to regulations compliance.
25. Scoped comprehensive business process review and improvement program to result in Lufkin
Middle East becoming ISO 9001:2008, 2015, ISO 14001, and ISO 92001 certified and API Q1

Key Achievements:
1. Transformed the company from 2 long term contracts with major customers into a service center
for pumping unit delivery and service for more than 28 customers that covered two thirds of the
Egyptian market.
2. I have implemented the company manual and process picture mapping as Lufkin documented
procedures applied in all our service operations.
3. Won the largest tender in Lufkin history of delivery, installation, operations and maintenance of
Sucker rod pumps and PCP for 15 years in Oman oilfields for PDO.
4. Achieving the highest market share in the Egyptian market with a ratio of 95% through providing
high level customer support by a carefully selected service team.
5. Achieving high margin and high ROI through strategic business Alliance with Petrojet ( state
owned company for oil and gas projects) for manufacturing 80% of beam pumping unit, which
resulted in reduced product cost by 30%, reduced order delivery lead time by 10% and reduced
order cycle time by 15%
6. I have led the process of integrating the supplier with GE process through reviewing and
integrating engineering drawings, Petrojet quality level, EHS system and logistics system.
 7. Reduced 30 % of the transportation and logistics costs by partnership with approved vehicle,
forklifts, trailers and crane suppliers. Application of EHS system on all contracted vehicles,
cranes, and warehousing processes.

Egyptian Polypropylene Woven bags co. 11/2006 – 12/2007

EPBC is a branch of ASEC group for cement projects and its scope is raffia grade PP bags manufacturing
for cement packaging.
General Manager
My main roles and responsibilities were to re-organization and re- operation of the company after shutdown due
to technical and managerial problems. Developed short and long-term strategy, and partnered with executive
personnel to align strategies with corporate goals. Managed vital accounts and provided expertise for supply chain
management, pricing, and compliance issues. My role was also new customer contact and introducing new
products on the same production lines to create new markets.
Key Achievements:
1. Performed risk management to identify business uncertainties that led to business shutdown.
All channels and partners participated in the risk assessment and a collective risk portfolio
had been established.
2. Launched full survey and full analysis of the extended supply chain that affected supply chain
flow that led to factory shutdown.
3. I have launched full process of re-engineering that included restructuring and reorganization
of production, logistics and quality department..
4. I have performed gap analysis to identify the Actual performance and the required standard
performance from productivity, efficiency, quality, profit margin, inventory level, logistics
cost and ROI point of view.
5. Reviewed and qualified new the raw materials suppliers which included PP, PE, master batch
and additives which produce high quality excellence that meet customer requirements and
exceed customer expectations and minimize the waste, returns and recycles.
6. Qualification and certification of spare parts supplier to maintain the stopped machines and
reduce the bottlenecks.
7. Maintenance of the extruders and cooling utilities and the water system which feeds the
chillers and cooling towers to overcome the problem of thickness variation which was the root
cause of waste and losses that lead to factory shutdown. This step saved LE.10000000 /month.
8. I have initiated lean management principles to reduce waste and improve quality. Immediately
identified LE 2000.000 saving from extruder, spinning and slitting operation in addition to
saving of indirect costs while simultaneously broadening capabilities.
9. I have performed comprehensive market analysis and market survey for identification of new
target market for cement Polypropylene bags in Egypt and Middle East and Arab world.
10. I have lead the R&D and production team in the process of new product design using the same
production line, planning, production and verification and validation of the product in the market.
11. I have launched maintenance plan of the spinning lines as the major line in production, and
eliminated the problem of spare parts and Setting performance indicators (KPI’s) to control all
processes.
12. Due to the application of the above mentioned technical improvement and marketing and sales
strategies we have achieved breakeven in the first Quarter then higher margins and higher ROI by
applying the following operational tactics and procedures:-
 Retraining of the production and quality employees.
 Material planning which includes raw materials and spare parts.
 Restructuring of raw materials and spare parts warehouses.
 Maintenance of all production processes to reduce thickness variation and waste by improving
the lean manufacturing methodology.
 Improvement of the slitting process and maintenance of the spinning machines. Establishing a
system for calculating the spare parts costs and classification of cost according to the machines
performance and maintenance costs.
Alcoa CSI- Egypt 3/2003 – 11/2006
Alcoa CSI Egypt is a branch of the American multinational Alcoa.. The company specialized in the
manufacturing of polypropylene and polyethylene closures for beverage and water by using compression
molding techniques.

Quality/ Process Manager

I have worked in cross functional team to establish the company in Egypt and participated in all startup
processes that included plant layout, construction, material procurement, machine commissioning,
machine installation, operations, developing and implementation of standard operating procedures for
production, operation, and quality and product design. I have received formal training on Alcoa business
management from USA, Mexico, Spain and Bahrain.
Key Achievements:
1. I have set the raw materials specs that comprise PP, PE, PVC, Additives, inks and solvents and
performed all testing to select the best vendors. I have successfully qualified local suppliers for
Polypropylene which saved 20% of raw materials costs.
2. I had the responsibility of designing and formulation of new products and validated with our major
multinational customers.
3. I have solved lot tons of technical problems within customer’s factories especially in bottling process.
4. achieved market share of 95% of the Egyptian market directly after start-up due to high quality of
product and customer support.
5. I have established standardized process set ups allowing production processes to be more consistent and
proceduralized the operations to be acceptable by customers during customer audit.
6. I have implemented QEHS management system, GMP and industrial hygiene system to meet FDA specs
and customer requirements as food contact packaging.
7. Application of lean /six sigma tools such as process mapping, statistical analysis and root cause analysis
that resulted in the following:
 Scrap rate reduction
 Production efficiency Increased to 95%of the standard.
8. Due to my technical background, I had worked process owner to provide customer support and
customer advice and product verification and validation within customer premises. This required
30 % travel inside and outside Egypt.

Technopack. 7/1997 - 3/2003

Technopack is the largest Middle East company in the manufacturing of Biaxially Oriented
Polypropylene film BOPP and Metalized polypropylene film in addition to Cast Polyethylene and cast
polypropylene films for packaging of food, detergents, cigarettes and pharmaceuticals.
Quality/RD Manager
I had been recruited to be change agent to improve the quality of products and the quality of processes and
to overcome the high percentage of scrap, defected materials and the high percentage of rejected products
by all customers. The company was in a situation of severe losses and I had been recruited to restore the
company to profitability and know how improvement. I have managed raw materials formulation and raw
materials research to be compatible with the situation of the production lines.
Key Achievements:
1. I have established long term and short term research on both BOPP line and cast line to study the
problems of plastic deformation due to stretching beyond the elastic limit, corona treatment
decay due to additives migration, thickness variation, film brittleness, that resulted in problems
in printing registration and during lamination.
2. I have introduced considerable improvement in the performance of the extrusion process, chill
roll temperature and stretching temperature and changed the stretching ratio and changed the
film formulation and design which constituted very considerable technical improvement.
3. I have performed the research also in coordination with customer and through excessive
customer factories visit and inspection of films and raw materials during film processing.
 4. I have reduced the additives ratios especially slips agents and antistatic to reduce migration and
keep the film wettability for long time. I have saved 95% of the additives every day which saved
more than LE 200000 every day.
5. I have reduced the percentage of scrap to be the minimum according to 2 sigma process and
taking the scrap to efficient recycling process and added to the product and simultaneously
keeping the high quality and the standard specs of the film.
6. I have reduced the rejected materials to zero and enhanced customer satisfaction due to the
improvements that mentioned above.
7. I have improved the performance of the cast line and economically operated it after standstill
and designed new products to meet new customer’s requirements.
8. I have introduced and qualified new raw materials suppliers to work with Technopack to
guarantee the continuous production flow. I have qualified Sabic, OPC, Solvay; Schulman, and
other companies.
9. Due to the above mentioned improvements and due to new products design, the market share has
been elevated to more than 90% of the Middle East market.
10. The company has tripled the production capacity by expansion and adding new BOPP lines of 40
ton/day to raise the production capacity from 20 ton/day to 60 ton /day of BOPP film in addition
to cast film of 10 tons/day.
11. I started the company with 20 tons production capacity with efficiency less than 60%, 20 %
rejected and off specs, and ended with capacity of 70 tons of efficiency 96%
12. I have introduced high-impact staff improvement initiatives that increased performance and
morale through proper training, dedicated leadership, and unwavering employee support.
13. I have been selected to be the management representative to certify the company to ISO
9000 and Technopack was the first to be certified in Egypt.

AMC SPREA - Misr 4/1993 – 1/1995

AMC Sprea is Italian company for the production of thermosetting plastic products, melamine molding
compounds, urea molding compounds and phenol molding compounds. I have established Quality
department from scratch. Set the specs of raw materials and final products and supervision on all reaction
processes. I was responsible for the formulation and setting the process conditions of all products.

Lab/ RD manager/ plant manager

Recruited to establish the chemical and physical and RD laboratory from scratch. Coordinated efforts with
production and material managers to produce for quality and design new products to expand market
share and increase profits for the Egyptian branch of AMC Sprea.
Key Achievements:
1. Established RD laboratories that included physical, chemical and water treatment laboratories.
2. Set the specs of all raw materials, the main raw materials, catalyst, additives and fillers.
3. I had direct supervision on the operations quality of Steam plants, water treatment plants,
deionizers, that feed the boilers and Formaldehyde plant.
4. Responsible for formulation of the various products, and set the bill of material, and set the
operations parameters for reactors and all other supporting units.
5. Put the specs for all raw materials and participated for establishing the approved supplier list.
6. Succeeded to procure the main raw materials from the local markets especially Formaldehyde, Hexamine,
Urea, barium sulphate, calcium carbonate, methanol etc. after series of researches and studies with the
Italian Mother Company and major state owned companies.
7. Direct responsibility of controlling the specific raw materials inventory and follow up the safety stock
and reorder point in addition of setting the safety rules for handling and storing the flammable liquids.
8. It is me who established the Egyptian Standards of urea formaldehyde, Melamine Formaldehyde, and
Phenol Formaldehyde in the presence of representatives from Cairo University, Egyptian national research
center and Egyptian organization of Standardizations and representative of the major thermosetting plastic.
The standards had been approved and applied by the Ministry Of industry in Egypt.
9. Established strategic partnership with grand local suppliers to supply 100% of the company
requirements of Formaldehyde and Hexamine that reduced the raw material cost cost by 40 % and
transportation cost by 70%
EDUCATION& Training
1. Bachelor of Science in chemistry and Geology (BSC.): Ain Shams University – Faculty
of Science. Concentration in chemistry, geochemistry, petrophysics, well logging, prospecting
exploration. Minor in Biology, math. and Physics
2. Higher studies Diploma in Total Quality Management: American University in Cairo,
concentration on designing for top quality and achieving customer satisfaction and statistical
process control
3. Higher studies diploma in Business Administration: Ain Shams university, Faculty of
commerce, 2-year diploma that covered corporate finance, strategic management, operations
management and negotiation skills and management theory
4. Higher studies diploma in Managerial economics: Al-Azhar university : 2 years
5. Higher studies diploma in human resources planning and development: Al-Azhar
University, 2 years which concentrate on Strategic management, human resources management,
strategic planning, theory of management,
6. Master of Business Administration: Cairo University, faculty of commerce. I have finished the
program in 3 years that covered the following courses:
 Marketing management Strategic management
 Organizational behavior International business
 Operations management Managerial accounting
 Managerial finance Human resources management
 Research methodologies Quality management and six sigma
 Leadership and negotiation Information technology

7. NEBOSH international diploma 2014

8. Nebosh international general certificate 2009
9. Sucker Rod Pumps installation, and maintenance from the Pumping school in USA.
10. Lean manufacturing and six sigma application in Alcoa USA.
11. Six sigma Green belt and Statistical process control SPC.
12. Six sigma Black belt and Toyota Kaizen.

TECHNICAL PROFICIENCIES
1. Microsoft Office (Word, Excel, PowerPoint and Visio)
2. Photo Shop, Integrated ERP Software
3. AutoCAD : basics
4. SAP
5. Triple S for supply chain and procurement

Languages
1. Arabic : native language
2. English: excellent
3. French : very good
4. German: good