FMCG / CPG Distribution, Product & Category Growth
What changed across the business.
The role combined commercial growth with portfolio expansion, channel development and day-to-day operating responsibility.
Revenue grew from approximately US$1.5M to more than US$7M at peak while the customer, category and operating base broadened.
Added imported food categories and then proprietary/private-label CPG ranges to create greater differentiation and margin opportunity.
Served mini-markets, supermarkets, HORECA/caterers and institutions, with key-account focus shaped by an 80/20 commercial approach.
From branded distribution to a broader commercial platform.
The business model evolved in stages rather than relying on a single source of growth.
Established FMCG distribution
Built scale through known consumer-goods portfolios and an established B2B distribution network.
Imported food categories
Expanded sourcing into additional food lines, including cereals from Egypt and Turkey and Italian rice.
Own CPG / private-label ranges
Developed proprietary products around specific customer needs, value propositions and margin opportunities.
Institutional FMCG solutions
Expanded pre-assembled FMCG-kit solutions as institutional demand became strategically important during market disruption.
Own-brand products built around a defined commercial need.
These examples show product thinking from need identification through packaging, value proposition and channel fit.
Freshness without glass-jar cost
Developed multiple household spice SKUs using a kraft-paper outer layer with an aluminium-and-nylon inner barrier to help preserve aroma and freshness.
Value engineered for professional use
Developed tissue-paper products using quality recycled, embossed/gaufré paper with a focus on practical value for HORECA customers.
Lebanese & Mediterranean convenience
Developed ready-to-use sauces and dressings inspired by traditional Lebanese cuisine, including products for tabbouleh, fattoush and Lebanese garlic cream.
Leadership, account prioritization and operating breadth.
Team & operating scope
The organization evolved with growth to approximately 20 employees at peak, spanning sales, management support, operations/logistics, warehouse fulfilment, delivery, finance and customer administration.
80/20 key-account focus
Commercial attention was concentrated on the highest-value accounts while maintaining broader market coverage across approximately 350 active customers.
Adapting the commercial model through Lebanon’s 2019+ disruption.
Economic, banking and currency instability — followed by COVID — changed customer demand, purchasing economics and channel risk.
Currency pressure, banking disruption and COVID affected traditional retail and HORECA demand while increasing uncertainty around stock, pricing and purchasing.
Expanded pre-assembled, ready-to-ship FMCG kits for institutional and NGO-type requirements, using the company’s existing sourcing and distribution capabilities.
The objective moved from pure growth toward maintaining commercial continuity and adapting the mix as external conditions changed.
A retrospective BI view of the business.
Built from verified historical portfolio figures to show scale, customer concentration and the commercial evolution of the business — without exposing confidential account-level data.
Revenue scale-up
Customer concentration
This concentration informed key-account prioritization while the broader distribution base remained commercially covered.