# data[].attributes.body
- Reaching 85 - 90% from cashback experience

- Integrations with Rakuten, ArabyAds and Impact, RevGate and CJ, parternize

- Major campaign (spin-the-wheel gamification, banners, trending stores and new search revamp) in short time

- We refined our user segmentation on MoEngage, making campaigns more targeted and increasing conversion rates.

- Cover all work flows for cashback

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Handling Shein issues ( SubIDs, Transaction IDs) even with manual reporting

Fully support and handle supercash

Build flexible system for cashback able to update it anytime - as the expired cash time

Build and deliver September campaign in the except time

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Don't lower the expectation out of fear not to succeed

Go with the flow - going against is not always right

Talking about the problem does not mean it's not in control

Commitment is not a trust >> tech team

always automate alerts

Don't be afraid of switching off what you build - giftcards\

Go back to basics

# data[].attributes.body
1. Prioritization of unneeded features

2. Managing large campaigns (Prime Day, Saudi campaigns) with high - unknown- user volumes and complex offers.

3. Reducing manual work on cashback complaints and declined orders

Improvement :

Increase automation for declined orders and cashback complaints.

# data[].attributes.body
- Ensuring event tracking consistency across all platforms from MoEngage

- unknown systems

# data[].attributes.body
Leaders’ perspective toward HR has shifted and become clearer.

Successful coupon competition with tangible results.

Official implementation and organization of KPIs for all teams.

Hiring a new BD team member with high potential who could also become a future client.

Restructuring of medical insurance by separating leaders from other employees.

Participation in the Tuwaiq event, which opened opportunities in Riyadh, especially for Tamheer placements.

Hiring a Marketing employee after more than a year of attempts.

Sharing job titles with leaders across all teams, giving more clarity.

Dividing HR responsibilities between two people (Office + Recruitment), which reduced pressure and clarified responsibilities.

Team participation in exhibitions (especially with Mohannad) broke the previous hesitation barrier.

Consideration of alternative options for Operations — such as outsourcing customer service to an external company.

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Having a clear structure solves many internal questions.

Details can be exhausting at times, but they clarify many things for everyone.

Tamheer candidates were highly sought-after, which showed us the importance of speeding up job offers.

Sometimes having an employee onsite with less experience is better than having a more experienced one online.

Recurring government platform issues taught us to be flexible and find alternative solutions (different browsers / support tickets).

Task distribution reduces pressure and improves output quality.

Previous challenges, such as one person handling both recruitment and office tasks, were resolved after adding a second HR.

The team’s hesitation to participate in events broke after Mohannad’s involvement, making participation easier.

# data[].attributes.body
Long notice periods slow down hiring.

Government platforms (Qiwa, Mudad) are unstable with weak support.

Difficulty meeting some deadlines.

One employee handling multiple roles (Affiliate–Graphic–QA).

Tamheer candidates receive offers quickly before us.

Team is new and still learning the tools.

Lack of recruitment tools (e.g., LinkedIn).

Freelancers for Tech hiring were slowing down the process .

# data[].attributes.body
Speed up hiring decisions, especially for Tamheer candidates.

Create a pre-planned strategy for exhibitions with enough preparation time.

Develop team skills in using tools like LinkedIn through training courses.

Conduct regular follow-ups on job titles and KPIs to ensure clarity and collaboration between teams.