Hassan Siddiqui

Digital health venture: CGM subscriptions, AI companion, employer wellness, and insurer/TPA channels across the GCC.

• ▪ Built a capital-light chronic-care platform integrating e-commerce, clinical partnerships, and offline access: 5x revenue growth since launch with LTV: CAC of ~5:1.

• ▪ Structured commercial partnerships with global med-tech manufacturers, regional pharmaceutical distributors, and insurance/TPA players; negotiated supplier agreements across Europe and Asia.

• ▪ Launched subscription models across three channels: direct-to-consumer, employer wellness (corporate B2B), and managed care with pricing architecture localized per GCC market.

• ▪ Leading an institutional seed raise built the full investor suite, financial model, and unit economics, managing an active pipeline of regional VCs and strategics.

Full global P&L: GCC, Levant, Africa, CIS, South & South-East Asia. Multinational leadership team across marketing, sales, supply chain, finance, and manufacturing.

• ▪ Transformed the global P&L from $17M loss to break even — repositioned the portfolio into value-added categories (skincare via private label), directing group capital toward brand equity rather than plant capex.

• ▪ Redirected growth investment to high-margin geographies — GCC and CIS — while rationalizing exposure to structurally low-margin markets; rebalanced the geographic revenue mix accordingly.

• ▪ Executed end-to-end commercial margin correction across every market: consumer price positioning, retailer and distributor margin structures, and formulation cost optimization benchmarked to industry.

• ▪ Built a global 3rd-party private-label manufacturing network across Asia and the Middle East, cuting in-house production dependency from 85% to 50%; led the closure of the Malaysia plant, including workforce transition and supply continuity.

• ▪ Represented the division with global retailers, sovereign-linked distributors, and JV partners; owned board-level reporting to IFFCO Group leadership.

• ▪ Rebuilt the KSA go-to-market — distributor structure, pricing corridors, and channel mix — structurally transforming gross margin; introduced margin-accretive categories aligned to Gulf consumer demand.

• ▪ Africa: Launched operations in 13 new countries within 12 months — appointing distributors, registering products, and localizing pricing — tripling sub-Saharan revenue in the same period.

• ▪ Central SEA: Revamped route-to-market across CIS and South-East Asian markets with country-specific profitable product mixes and distributor economics rebuilt market by market.