Imran Sheikh - From a Lisping Boy to an International Business Coach
200%+
Region growth (3 yrs)
×18
Hypermarket sales (4 yrs)
50M SAR
Bad debt removed
17M SAR
Logistics savings
200%+
Region growth (3 yrs)
×18
Hypermarket sales (4 yrs)
50M SAR
Bad debt removed
17M SAR
Logistics savings
About
A Childhood of Struggle
I was born into poverty. It wasn’t just a financial reality—it was the lens through which I first saw life. My father, though hardworking, lacked ambition and vision. His modest earnings barely sustained us, while my mother carried the heavier burden of sacrifice. She lived a life of constant compromise, and I grew up watching her struggle.
Adding to this environment, I faced a personal challenge: I lisped. Speaking in class was a nightmare. I can still recall standing at my desk, reading aloud, stumbling over words, and hearing the classroom erupt in laughter. I sat down with my face burning, but deep inside a whisper said: “This is not your end. You will rise.”
Teachers and classmates underestimated me. I was told I would never achieve anything significant. But in those dark moments, I developed the quiet defiance that has guided my entire life. I decided I would prove everyone wrong.
The First Step: Coca-Cola
My professional journey began as an Administration Aid at The Coca-Cola Bottling Company of Saudi Arabia. It was an entry-level role: paperwork, coordination, support. Yet, to me, it was a golden opportunity.
I still remember the weight of my first paycheck. It was small, but to me, it symbolized dignity, independence, and proof that I was no longer trapped by my circumstances.
That role opened doors. From administration, I transitioned into sales. I learned the science of distribution, territory management, and merchandising. Year after year, I rose through the ranks—Supervisor, Branch Manager, Key Accounts Manager, and eventually Area Sales Manager.
At Coca-Cola, I drove consistent growth—20% annually. I recovered over 1,000 coolers from closed outlets, saving millions. I introduced handheld technology and pre-selling systems that modernized operations. I led teams of nearly 200 people.
But more than numbers, Coca-Cola gave me confidence. The boy who once lisped now stood in front of large teams and retailers, presenting, negotiating, and leading.
Next Chapter: Abdul Latif Jameel
After 15 years at Coca-Cola, I stepped into a larger stage: Abdul Latif Jameel Electronics & Air Conditioning Co.
Over the course of a decade, I rose from Regional Manager to Senior General Manager. Here, I managed global brands—Toshiba, Sharp, Bosch, Electrolux, and White Westinghouse.
One defining challenge was being handed a struggling region. “Fix this,” I was told. Within three years, I had grown that region’s business by 200%. In four years, hypermarket sales had grown 18 times. I implemented Oracle and Salesforce systems to modernize reporting and eliminate inefficiencies. I cut 50 million Riyals in bad debts and saved 17 million in logistics costs.
This was my proving ground in scale and complexity. Coca-Cola taught me sales and systems; Abdul Latif Jameel taught me how to scale those systems to run massive, multi-brand operations profitably.
Turning Giants Around: Zamil • GE • Haier
Next came a chapter that defined me as a turnaround leader.
I joined Zamil Air Conditioners & Home Appliances, working within a joint venture with GE Appliances and Haier. Over five years, I served as General Manager for the Middle East, managing manufacturing, distribution, and sales.
One of my proudest achievements came with GE Air Conditioners. The unit was drowning in losses when I took charge. Dealers had lost confidence, the product range was outdated, and operations were bleeding. Within a year, I realigned the dealer network, refreshed the portfolio, and streamlined operations. Against all odds, the unit became profitable in the very first year.
I expanded networks, introduced industrial product lines, and liquidated obsolete inventory to free working capital. We achieved a #2 position in window AC sales at a major retailer in just two years.
It wasn’t just about numbers—it was about belief. I had learned how to turn businesses others had given up on into thriving operations.
Leadership at the Top: Nikai Group
After 15 years at Coca-Cola, I stepped into a larger stage: Abdul Latif Jameel Electronics & Air Conditioning Co.
Over the course of a decade, I rose from Regional Manager to Senior General Manager. Here, I managed global brands—Toshiba, Sharp, Bosch, Electrolux, and White Westinghouse.
One defining challenge was being handed a struggling region. “Fix this,” I was told. Within three years, I had grown that region’s business by 200%. In four years, hypermarket sales had grown 18 times. I implemented Oracle and Salesforce systems to modernize reporting and eliminate inefficiencies. I cut 50 million Riyals in bad debts and saved 17 million in logistics costs.
This was my proving ground in scale and complexity. Coca-Cola taught me sales and systems; Abdul Latif Jameel taught me how to scale those systems to run massive, multi-brand operations profitably.
From Executive to Coach
After more than 30 years of leadership, I realized my calling went beyond corporate boardrooms. My true purpose was to help others transform, just as I had.
That’s why I became an International Business Coach. Today, I mentor SMEs, distributors, and entrepreneurs across consumer goods, appliances, and HVAC. I guide them out of confusion and into clarity—helping them scale profitably while regaining peace of mind.
I distilled my learnings into my book, The Clarity Code: Crack the Growth Formula for Scaling Sales, Profits, and Peace of Mind. It isn’t theory—it’s a blueprint forged from my own journey.
My Mission Today
When I coach, I don’t just teach business frameworks—I share life lessons. I remind entrepreneurs that your starting point does not define your destination.
I stand as living proof:
- A boy once mocked for his lisp.
- A son who grew up in poverty.
- A young man who started as an Administration Aid.
- And today, an international coach guiding businesses worldwide.
My mission is clear: help others achieve clarity, scale profitably, and find peace of mind.
The Lessons Along the Way
- Poverty taught me financial discipline.
- My father’s limits taught the power of vision.
- My lisp taught conviction in communication.
- Coca-Cola built sales systems & resilience.
- ALJ refined scale & structure.
- Zamil/GE/Haier forged turnaround discipline.
Leadership = clarity, courage, accountability.
Closing Thoughts: The Clarity Code
If you are reading my story, remember this:
- You are not defined by your struggles.
- You are not defined by your starting point.
- You are not defined by the labels others put on you.
You are defined by your choices, your resilience, and your clarity of vision.
I was once told I would never achieve anything remarkable. Today, I deliver growth strategies to companies, peace of mind to entrepreneurs, and clarity to leaders.
That is why I live by one principle: Clarity is the code of growth.
This is my story. And yours can be just as transformative.
