MANISH MEHTA

• Overall responsible for management of global surcharges and digital product portfolio (Electronic bill of lading and Extended online credit) based in Copenhagen. Portfolio PnL responsibility of + USD 6B
• Leading the design and north star vision for pricing strategy for ocean business (price setting, determination, calculation) including architecture modernization, and automation using principles of machine learning and AI.
• Guide regional teams with product objectives, budget, market expansion and growth strategy.
• Oversee all stages of new product design and development, prototype build-up, pricing principles, operating framework with platforms, data science and engineering teams to develop online solutions for simplifying online buying journey of customers.
• Lead engagement with Government regulatory teams to ensure compliant pricing behavior with regulations and industry standards to adjust product and service designs.
• Mentor team members, promote continuous learning culture with empathetic and secure base leadership.
• Consistently recognized with star award for portfolio EBIT optimization especially on terminal handling business.

• Originated, negotiated and managed a diverse portfolio (traders and BCO’s) of $200m+ in limits (reached $100m in first 2 years) on a fully digitized financial services technology platform. Contributing c.33%+ to Maersk’s area LnS (Logistics and Services) revenue.
• Built trusted relationships and collaborations with Govt. entities (like DMCC, CCB etc), build and leverage strong partner network with the financial community including banks, insurance brokers, underwriters and financial consultants for a wider, faster market outreach and integration.
• Collaborated with fintech’s from DIFC fintech hive, and banks to assess and run proof of concepts for new ideas and products to launch bundled propositions to bigger uptake.
• Established C-suite relationships for strategic initiatives and influential support in business decisions.
• Cross-sell “TradeLens”, IBM-Maersk JV blockchain platform product, incorporated as part of “Product servitization” and ecosystem creation.
• Launched periodic product and sales training workshops with internal Maersk sales team and external aggregator network to expedite “pre-sales” efforts like lead pipeline generation and qualification.
• Launched effective marketing campaigns, build growth plans, develop products with market specificity & footprint expansion in Africa, GCC and Levant.
• Mentored new joiners and promote their cross functional learning and collaboration skills for enhancing their understanding of business, enabling them to deliver greater results (business /personal).
• Global CEO award winner - Won the best team award, global employee award (2x times), best deal (2x times) and biggest deal (1x).
• Speaker: Represented Maersk as a speaker and panelist in ICC’s 7th Supply Chain Finance summit, GTR MENA, ITFA, and AFTI.
• (As Regulated by the DFSA)

• Co-deigned the new financial business model, enabling better trade forecasting, budgeting, business performance analytics, line of sight and control of $1.5 Bil + revenue business.
• Led transformation to automated financial reporting, off-shored (lift &shift) of activities for higher efficiency gains and drove the overall financial business transformation journey.
• Part of the global team of 6, that worked with Accenture Consulting for 2 years to acquire tech product (AFLS) and submitted final Go/No-Go case to the Maersk CEO. This buyout helped in digitizing global sales transformation process (pricing, quoting and contracting), which yielded higher sales & efficiency results.
• Managed strategic partnership initiatives to drive measurable outcomes and deeper relationships with cross-functional teams.
• Led development of online training modules for global adoption and trained global trainers at HQ, Denmark.
• Awards: Recognized by global HQ and regional head for successful global roll out of AFLS integration and adoption project. First region to successfully create, adopt, implement and roll-out the Global FBP model.

• Successfully managed multiple project streams simultaneously by prioritizing tasks according to urgency, resource availability, and alignment with organizational goals.
• Prepared, executed and delivered business case ($75m vs $50m, first year revenue). This included hiring country team, initial infrastructure set-up, and digital/physical connectivity to global market network.
• Led a diverse team of internal stake holders from compliance & risk, treasury, commercial, BPO, marketing, network, trade, HR, IT and managed external stake holders such as vessel owners, ports authorities, Govt. agencies, OFAC regulated banks, and appointed legal, tax and audit, consultants.
• Created a management communication channel (all brands) within Maersk Group (DAMCO, SVITZER, APMT, Safmarine and Maersk) to provide latest updates on project progress.
• Controlled the launch of business services and market engagement in phases, in-line with outreach execution plan, enabling us to achieve fully compliant status with UN/OFAC’s regulatory framework.
• Arranged detailed due diligence with external forensic companies on OFAC/UN/SDN list and signing off results before progressing with any contractual obligation with potential vendors/counterparties.
• Performed onsite vendor facility inspections with experts at terminals, ICD’s and service providers for negotiations on quality assurance, assessments & service agreements negotiations.
• Awards: Exceptional award by the regional CEO and Global CEO HQ for successfully completing the complex re-entry project.

• Instituted the new area desk to improve commercial (sales and trade) management, pipeline management and new business development.
• Efficiently overhauled activities like target setting, budgeting, performance review and new online data repository for building in databased decision taking ability for better business steering and planning.
• Led customer retention (restrict churn) and customer experience enhancement initiatives.
• Achieved highest global customer engagement (as per Google analytics) for West Central Asia social media campaigns, as Safmarine's social media owner (Facebook page).
• Organized marketing events, and planned segment-specific sales efforts basis data intelligence.
• Mentored and trained sales & customer service teams on commercial approach and functional integration.
• Founded the CSR management committee, successfully planned and executed CSR initiatives and donations for super typhoon Haiyan in Philippines, floods in Kerala and schooling in Sudan.

• Successfully started Bahrain office and expanded footprint in Saudi Arabia, Yemen with exceeding results.
• Ultimate responsibility of profit & loss, day to day management, growth, compliance and control.
• Established a brand-new customer base in Bahrain, added petrochemical clients in Saudi Arabia portfolio, like Mitsubishi, Tasnee, GPDC(Chevron) and improved existing relationships with clients like Exxon.
• Introduced and scaled up C2C (Country to country) dialogues, push & pull strategies, pre-emptive seasonal promotion deals with country managers as a focussed approach.
• Launched marketing campaigns and promoted innovative products like NOR (Non-Operating Reefer), triangulation deliveries for petchems and hub in transit product for enhanced SCM efficiency.
• Contracted external 3PL operators in Europe, Africa and India to provide E2E solutions for our clients.
• Trained sales executives and facilitated market intelligence feedback for trade teams.
• Recognition: Appreciated by Regional CEO for highest BCO uptake and as model office for new set-ups.

• Executed strategic global project rolls out in Global PMO and led change management/paradigm shift workshops.
• Supervised and completed projects across process excellence implementation, IT Data centres cost optimization, group procurement, GSC site cost leadership and trade documentation digitization.

• Managed key accounts like APC (American Power Conversion), reefer exports market (India to Europe-MED/NAM) and owned a portfolio of development clients.

• Handled relationships and provided end to end support to supplier portfolio of global supply chain customers like Walmart, IKEA, NIKE, US Military and local multi commodity manufacturing segment.

• Professional Development Studies: [Area of Study], [Year]

IBM Institute, 2002

University of Illinois

University of Virginia

• M.I.T. University (Ongoing course sponsored by Maersk for Product Leaders)
• Machine Learning, Stanford University (ongoing)
• Cloud Computing, Amazon (ongoing)
• Completed University-level Coursework: Product Design, M.I.T.