Anthony H. Ali – Managing Director
Goddard Enterprises Limited

Anthony Ali spent most of his career in Canada, where he worked in the areas of Operations, Sales, Marketing, Customer Allegiance and Strategic Planning for a number of Canadian and US Fortune 500 companies. Before joining Goddard Enterprises Ltd. in 2013 as Managing Director, Mr. Ali worked with SM Jaleel & Co. Ltd. in Trinidad where he served as General Manager from 2010-2013. Upon graduating from the University of Toronto in 1988 with a B.Sc. Honours Degree in Chemistry, Mr. Ali worked as a Research Chemist, and later as the Business Development Manager, at National Silicates. He completed a post graduate degree in Executive Marketing from the University of Western Ontario in 1992 and several other leadership and management programmes. In 1993, Mr. Ali was selected from 6,000 employees of Abitibi-Price Inc. to participate in a fellowship at McKinsey & Co.

In 2005 he joined Thermo Fisher Scientific as Global Director of Operations and Customer Allegiance before moving to Enerworks Inc. where he served as Vice President of Sales, Marketing and Customer Allegiance. Mr. Ali has served on several Boards in the Energy field and is the co-author of several publications.

The following extract was taken from the company’s Annual Report to shareholders.

2014 Was A Transformational Year For The Group And The Journey Has Just Begun.

We have conducted 360 degree behavioural analyses on all of our Executives to gain insight into our management style and culture. This programme is being rolled out to the General Management level across the entire organisation.

We implemented the first tier one Enterprise Resource Planning (“ERP”) System called SAP at Hanschell Inniss Limited (“HIL”). This has been a substantial investment in technology that we hope will lead the way to unifying the distribution business across all companies. This System is expected to improve oversight of our processes and our access to information which will engender better decision making and improved operational efficiencies. We are committed to achieving these benefits as we roll-out this technology across the Group.

We have embarked on a new strategic plan for each of the Catering and Distribution Divisions with clear objectives for growth and return. We have disposed of a number of non-strategic assets in order to strengthen our overall position so that we are poised for growth when opportunities arise. Management has embraced the Economic Profit (“EP”) System employed in the financial year 2014 and is continually looking for ways to increase earnings and streamline their respective balance sheets in order to meet their targets.

As we move forward in what continues to be difficult times for the world economy, we believe our focus on our customers has, and will continue to, guide us through, and will provide the foundation which will fuel the growth and expansion that we hope will follow.

In terms of our Customer Focus therefore, it is the intention of the Group to harness opportunities not only to capture Customer Satisfaction indicators but to use current information systems to enable each Division’s management team to have greater insight into customer needs and purchase patterns. Sales monitoring and measurement have become less overarching and more granular within the companies as we seek to understand the matching of customers and customer groups with product ranges, brand affinity and frequency of purchase. This ability to more accurately analyse sales information will help to build understanding of the motivation for purchase amongst our customer base across the Group.

During these times of economic uncertainty, we need to maintain vigilance on efficiency, productivity and cost containment to continue the improved performance we have begun. Thus, programmes on energy management and investments in alternative energy systems will be of critical importance as we seek more creative ways to reduce our overall costs to preserve our market competitiveness.

Last but perhaps more importantly, we need to change the mindset and culture of our Group to acting with URGENCY and striving for EXCELLENCE with the end objective of creating shareholder value. We have a number of advantages in our people, our geographic footprint and our partners, and looking towards 2015, we will continue to build on these core strengths.

To these, we will add new competencies in innovation, technology and information systems that enable growth and excellence in execution. We will continue to build an organization focussed on value creation, and a culture where we not only talk about, but deliver on stakeholder improvement.