Executive profile

Dr. Ali Boorang

President, Turkey & Middle East · EP Equipment

Former Managing Director. Regional P&L leader.

I lead across strategy, operations and international growth. My experience spans regional business leadership, manufacturing development and distribution networks, with responsibility for the people and operating decisions behind the plan.

25+
years of executive & commercial experience
29
dealers in the regional network
14+
countries covered by the network

Regional network figures relate to my work at EP Equipment.

Contact ↗
Download executive summary PDF · One page · Public profile
Dr. Ali Boorang
Based in Dubai, United Arab Emirates

Experience

Selected leadership work

Three examples of the responsibilities I have held and the work I have led.

Building a regional operating platform

Mandate
Develop EP Equipment’s business across Turkey and the Middle East, with regional P&L responsibility.
What I led
Dealer selection, country-entry plans, commercial reporting and coordination with headquarters, factories and product teams.
Outcome
A regional network of 29 dealers across more than 14 countries, supported by a commercial and operating structure.

From plant development to operations

Mandate
Managing Director / Executive Vice President, Golestan Group – Pardis Food Industry, 2011–2015.
What I led
Led a food-processing facility program, connecting engineering, production-line configuration, procurement, investment planning and supply-chain decisions.
Outcome
The program progressed from engineering through production readiness and into operations.

Relocating a manufacturing operation

Mandate
Sales Director / Senior Sales Manager, RAK Ceramics, 2009–2011.
What I led
Led the relocation and operational start-up of a factory from India to Iran, supporting production, finance, marketing and sales readiness.
Outcome
The factory relocation and operating start-up brought a cross-border project into local production operations.

Experience

Selected career experience

  1. 2023 – Present

    President, Turkey & Middle East

    EP Equipment

    Regional strategy, P&L responsibility, dealer development and coordination with headquarters, factories and engineering teams.

  2. 2020 – 2023

    General Manager, Middle East

    EP Equipment

    Built the regional commercial and operating base, developed dealer relationships and supported market entry.

  3. 2019 – 2022

    Consulting Director

    2BInfinity GmbH · Germany

    Advised on industrial business growth, international market entry, channels and cross-border partnerships.

  4. 2011 – 2015

    Managing Director / Executive Vice President

    Golestan Group – Pardis Food Industry

    Led rice-processing plant development and operations, connecting engineering, budgeting, procurement, production, logistics and supply chain.

  5. 2009 – 2011

    Sales Director / Senior Sales Manager

    RAK Ceramics

    Export and market development responsibilities, with involvement in factory relocation and operational coordination.

  6. 2006 – 2009

    General Manager

    Toyota Material Handling – IRTOYA

    General-management responsibility across sales, service, planning and technical support for material-handling equipment.

Additional experience

2015–2018 · Regional Representative, industrial brands (non-exclusive)

2004–2006 · Commercial Director, Shahin Alghanim, Kuwait

2000–2004 · Area Manager, Fuji Lift & Escalator

Education

PhD in Business Administration, Marketing Administration (2024) · MBA, Marketing (2005) · BA, Industrial Management (1997).

Read the articles ↗

Contact

Start a professional conversation.

For executive search, leadership opportunities and professional inquiries, please get in touch. I welcome conversations with organizations in the UAE, the United States and international markets.

Email Ali ↗LinkedIn ↗
arboorang@gmail.com

Decisions behind my approach

When revenue growth puts the business under pressure

I want growth that the organization can fund, deliver and support without weakening the customer commitment.

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An investment decision begins with the operating constraint

I would rather approve a well-defined improvement with accountable ownership than a larger project whose operating benefit is unclear.

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A strong executive team makes decision ownership clear

The meeting has done its job when the decision, its limits and the next accountable action are clear.

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