Mohammad Sulaiman

Automotive aftersales executive with 20+ years of progressive leadership experience across multi-brand dealership and automotive service operations in the UAE. Brings division-level leadership across mechanical service and body & paint, with cross-functional coordination spanning parts, warranty, fleet, insurance and customer experience. Proven record of translating business strategy into profitability, productivity, retention and growth priorities through disciplined P&L governance, KPI management, digital transformation, OEM compliance and Lean process improvement.

MBA-qualified leader experienced in building commercial partnerships, developing new revenue channels and aligning teams around sustainable aftersales performance.

General Manager - Aftersales at Arabian Automobiles Company (2025-12 – Present)

• Lead aftersales strategy, business planning and performance governance across mechanical service and body & paint, with cross-functional coordination across parts, warranty, fleet, insurance and customer experience.
• Translate divisional strategy into operating priorities for profitability, revenue growth, productivity, cost control, customer retention and KPI delivery through structured management reviews.
• Drive customer-retention and commercial strategies across service and parts-related opportunities while maintaining OEM standards, warranty compliance and consistent customer experience.
• Expand aftersales business through fleet and B2B opportunities, insurance channels, strategic partnerships and new service offerings that diversify revenue streams.
• Lead technology adoption, process digitization and KPI-based performance management to improve operational control, decision quality, efficiency and customer engagement.
• Established integrated performance governance across Mechanical Service and Bodyshop, aligning commercial, productivity, quality and customer-experience priorities within one aftersales management framework.
• Strengthened divisional profitability focus by combining budget control, cost discipline, resource productivity, service/parts commercial opportunities and corrective-action follow-up in operating reviews.
• Broadened the aftersales growth agenda beyond traditional retail workshop business through fleet, insurance, strategic partnerships and new service propositions, while strengthening cross-functional accountability.

General Manager - Bodyshop at Arabian Automobiles Company (2024-03 – 2025-12)

• Directed body & paint business performance with accountability for operational efficiency, productivity, quality, customer satisfaction and profitability.
• Strengthened business governance through KPI management, resource optimization, cost discipline and structured performance reviews.
• Worked closely with Parts, Insurance and organizational leadership to improve repair economics, approval conversion, customer retention and business growth.
• Introduced Visual Intelligence Estimates, reducing estimation time by 70% and improving profitability by 30%.
• Introduced a SMART Repair insurance policy, increasing revenue by 20% and workshop efficiency by 20%.
• Built a government fleet tie-up and business partnership that increased revenue by 25% and expanded the customer base by 15% within one year.

Head - Bodyshop Operations at Arabian Automobiles Company (2019-11 – 2024-03)

• Managed bodyshop strategy and operational performance with focus on budgets, profitability, productivity, quality, customer satisfaction and growth.
• Tracked KPIs and worked with senior leadership to align operating strategy, corrective actions and long-term performance objectives.
• Expanded business through insurance, multi-brand, value-added service and repair-channel initiatives while ensuring manufacturer and regulatory compliance.
• Implemented Audatex estimating, reducing estimation time by 60% and improving profitability by 40%.
• Developed a multi-brand bodyshop partnership that increased revenue by 20% and expanded the customer base by 20% within one year.
• Introduced value-added services, improving customer satisfaction by 25% and service revenue by 15% annually.
• Transitioned operations to water-based paints, reducing OPEX by 20%, achieving environmental compliance and reducing VOC emissions by 60%.
• Redesigned repair flow using production lanes for minor damage and express bays for major accidents, reducing TAT by 50%.

Bodyshop Manager at Al Masaood Automobiles (2018-08 – 2019-11)

• Led bodyshop operations, business performance and team execution with emphasis on profitability, quality, productivity and customer service.
• Implemented Lean and 5S principles, optimized manpower and scheduling, and controlled operating costs to improve departmental efficiency.
• Strengthened quality control, compliance and audit readiness while driving process improvement and operational discipline.
• Monitored team performance, pricing and business results to identify opportunities for revenue growth and cost reduction.

Bodyshop Manager at Galadari Automobiles - Mazda (2010-08 – 2018-07)

• Managed day-to-day bodyshop operations, employee performance, quality, safety, maintenance and customer-service delivery.
• Monitored budgets and operational progress to ensure efficient, cost-effective service provision and consistent quality standards.
• Developed team capability through coaching, process improvement and close performance management.
• Supported government-account retention and business development through service quality and relationship management.

Business Development Manager at Car Center Auto Services (2004-07 – 2010-07)

• Managed business-development activity across seven branches, supporting multi-brand service and body & paint growth.
• Developed and rolled out multi-brand business across the network, strengthening service reach and revenue opportunities.
• Managed government accounts and built long-term client relationships through consistent service delivery and commercial follow-up.
• Identified and closed new business opportunities through strategic networking, lead generation and tailored service propositions.
• Used sales and operational reporting to identify performance gaps, improve processes and strengthen bottom-line contribution.

MBA in Quality Management – University of Wollongong (2006)

Bachelor of Science in Management Information Systems – University of Sharjah (2002)