Head of Strategy & Business Development

Our clients

We are working on multiple mandates for clients in the agri‑commodity space.

They already have strong brand recognition, ample capacity, and significant financial resources.

What they now need from the incumbent is the commercial intelligence, execution capability, and go‑to‑market strategy to translate these assets into contracted revenue at scale and pull ahead in a fiercely competitive market.

The Saudi flour sector is going through its most significant transformation in decades.

In this environment, the ability to proactively originate, structure, and win B2B commercial relationships is the primary source of sustainable competitive advantage.

This is not a classic FMCG or food marketing role.

The ideal profile comes from commodities and agri‑food, because the value is created at the intersection of procurement economics, B2B contracting, and consumer behaviour.

Procurement intelligence

A commodities‑trained strategist can connect upstream procurement dynamics to downstream commercial strategy.

B2B relationship architecture

Commodity markets are fundamentally B2B.

Experience in trading, milling inputs, or agri‑commodities builds the ability to structure long‑term supply relationships, frame value propositions around volume and service, and design pricing that locks in key accounts.

Export market fluency

East Africa and GCC flour flows are driven by benchmarks, freight economics, currency risk, and often sovereign or quasi‑sovereign buyers.

This is familiar territory for someone who has grown up in commodity or agri‑trading environments.

B2C translation

What makes this hire rare is the combination: a commodities‑trained mind that also understands how commodity products are branded and sold to end consumers.

The person must be able to bridge the gap between grain economics and on‑shelf brand and pack strategy.