Jimmy Khoury Page

31/01/2026

31/01/2026

28/01/2026

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Thank you very much for your kind appreciation. I am truly grateful and honored.

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28/01/2026

21/01/2026

19/01/2026

Open ended questions pushes the other person the give you more information during your negotiation meetings.

15/01/2026

15/01/2026

Your FMCG business collapsed?

Maybe you are just selling problems…

If you’re an FMCG leader and chasing only Top Line, then you are building Revenue and not Business.

Let me explain…

Meaning of “Top Line” in FMCG

Top line = Total Sales Revenue (Turnover).

It is called “top line” because it appears at the top of the Profit & Loss (P&L) statement.

So when someone says:

“We must grow the top line”

They mean: increase sales revenue (sell more volume, or increase prices, or expand distribution).

What “taking top line” usually means?

In real FMCG language, people use it to mean:

Focusing on revenue growth

Pushing sales volume

Chasing market share

Driving distribution and availability

Example:

“This quarter we will take the top line from ₦2bn to ₦2.5bn.”

Important clarification

Top line is not profit.

Many FMCG teams grow the top line but damage the business when:

-discounts are too high,
-margins drop,
-trade spend becomes uncontrolled,
-collection is delayed (credit sales),
-returns and expired goods rise.

That is why managers also track:

-Bottom line = Net profit
-Gross margin
-Contribution margin
-Cash collection

Everyone loves “Top Line Growth” in FMCG…

Until the business starts bleeding.

In FMCG, top line looks good on reports.
It sounds good in meetings.
It makes people clap.

But let me tell you the truth:
Top line growth without quality is not growth.
It is a slow business su***de.

Top Line Growth Means:
-You sold more products.
-You increased revenue.
-You pushed volume.

But here is the question nobody asks:

Did you grow the business… or did you only grow the pressure?

The real definition of Quality Sales?
Quality sales means growth that protects:
-Profit
-Cash flow
-Sustainability
-Stock health
-Customer discipline

Let us say you are distributing beverages in Lagos.

You want to hit target fast, so you give a large supermarket and 10 wholesalers:

“Take 500 cartons each.”

“Pay me in 60 to 90 days.”

“I will even add discount so you can move it faster.”

Your revenue increases immediately.
Everyone is happy.
Sales team celebrates.
Management sees growth.

But what happens next?

1) Your warehouse stock drops
You now need to reorder quickly.

2) Your cash is trapped outside
You sold, but the money is not back.

3) Your purchasing team is forced to buy again
So you are using fresh cash to replace old stock.

4) Your profit disappears
Because the discount you gave was too heavy.

5) Your risk increases
Expired goods.
Returns.
Bad debts.
Pricing war.

And now you are “growing” while getting weaker.
That is not sales.
That is borrowing trouble.

If you want to sound like a true FMCG leader, say this:
“I do not chase top line.
I chase profitable, collectable, repeatable sales.”

Because the best sales strategy is not:
“Sell more.”
It is:
-Sell right.
-Collect fast.
-Protect margin.

REMEMBER THAT!

08/01/2026

08/01/2026

Let me show you how you get promoted?

Many professionals get promoted in title.
Very few get promoted in how they think and communicate.

When you speak to busy people, especially senior leaders, you have less than 30 seconds to earn their attention.

Most people lose it early.
They start with background.
They explain the process.
They walk through every step that led to their conclusion.
Halfway through, the senior person interrupts.
Or nods politely. And BOOM, YOU'RE OUT !!!

And "A" decision is made without really hearing the pitch.

That is not because senior leaders are impatient.
It is because the message was delivered in the wrong order.

"""Senior leaders think like Google Maps""" REMEMBER THAT !!!!

They want to know the destination first.
Once they see where you are going, the route makes sense.

Here is an example
Imagine you are pitching a budget request.

-Wrong approach:
“Over the last six months, our team analyzed supplier costs, reviewed logistics inefficiencies, evaluated three different scenarios, and identified several operational gaps. Based on this analysis, we believe there is an opportunity to improve performance if we adjust the budget allocation.”
Blah, Blah, Blah!
At this point, the listener is already lost.
They do not know where this is going.
So they tune out, and you've lost the pitch.

-Senior level approach
“We need an additional ₦500 million to prevent a 15 percent cost overrun in Q3.”

Pause!!!!

Now the listener is focused.
You continue.
“If we do not act now, logistics costs will increase due to supplier price adjustments already confirmed for next quarter. Approving this request today protects margins and avoids emergency spending later.”

Only then do you explain the process.
“The analysis covered supplier pricing trends, route optimization, and inventory holding costs. The numbers confirm this is the lowest risk option.”

Same data.
Same effort.
Completely different impact.

High level thinkers process conversations in this order:
1-Destination
2-Why it matters
3-What you need

People do not tune out because you lack details.
They tune out because they cannot see where you are going.

Drop the pin first.
Then show the route.
That is not communication.
That is executive thinking.

Have you noticed this in your own meetings?

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07/01/2026

02/01/2026

C-Suite are the CEOs, CFOs, COOs, CTOs etc..