# Walid N. Nasserdeen

Walid N. Nasserdeen runs W.NDeen CPG Advisory, which provides fractional demand planning and S&OP support to growing food and beverage brands.

- Profile: https://b2binfluencer.marketing/creators/walid-n-nasserdeen/
- LinkedIn: https://www.linkedin.com/in/wnasserdeen
- LinkedIn followers: 9,140
- YouTube: https://www.youtube.com/channel/UCQvdtz1m6nJL_k1J3fQ-0NQ
- Topics: sales, supply-chain
- Based on 10 dated posts, latest 2026-09-01

## Summary

Walid N. Nasserdeen is most useful for explaining CPG demand planning, S&OP, and role clarity to growing food and beverage brands.

- Best for: A growing food or beverage brand with a small range wanting better forecasting and coordination.
- Not for: A consumer brand seeking broad shopper awareness through lifestyle endorsements or product demonstrations.
- Check first: Confirm current scope, deliverables, and pricing before contacting them.

### Takeaways

- They distinguish demand planning, sales forecasting, inventory planning, supply planning, and S&OP.
- They link unclear planning terms and responsibilities to excess stock, airfreight, and blame between teams.
- They describe fractional planning as an alternative to full-time enterprise planning hires for growing brands.

## Main ideas

- **The Need for Clear Operational Language**: Nasserdeen argues that many Consumer Packaged Goods (CPG) companies misuse operational language, creating costly confusion. They distinguish between concepts such as “Demand Planning” (what the market wants) and a “Sales Forecast” (what the sales team predicts), or an “S&OP” meeting and a “Forecast Review.” Treating these terms as synonyms fuels inefficiency and internal conflict.
- **Separating Supply Chain Functions for Efficiency**: Nasserdeen says clear ownership prevents work from falling through the cracks. Blurred organizational boundaries can leave supply planners arguing over forecasts or pull demand planners into production fixes, disrupting operations.
- **Making Enterprise Planning Accessible Through Fractional Expertise**: Nasserdeen sees a market gap: large enterprise brands rely on demand planning directors earning over $220,000 per year, while growing F&B companies with $5–$50 million in revenue cannot afford that expertise full time. Their business provides fractional, specialized leadership at a fraction of the cost.

## Work to read

- [How to Speak Operations](https://www.linkedin.com/posts/wnasserdeen_how-to-speak-operations-most-cpg-teams-butcher-activity-7487899745206657025-UQyG)
- [Building Fractional Demand Planning for Growing Brands](https://www.linkedin.com/posts/wnasserdeen_the-latest-demand-planning-salary-report-activity-7483535996035276800-R_NZ)
- [Defining Roles in CPG Supply Chains](https://www.linkedin.com/posts/wnasserdeen_operations-cpg-s-activity-7486087809166970880-VPTF)

## Brand relationships

- **W.NDeen CPG Advisory** (owned_business)

## Partnerships

Walid N. Nasserdeen runs W.NDeen CPG Advisory, which provides fractional executive leadership to growing Consumer Packaged Goods (CPG) brands. The firm delivers high-level advisory services to implement enterprise-level Demand Planning and S&OP (Sales and Operations Planning) strategies for companies that cannot afford full-time executive hires.

## Alternatives

- Romina Rugova, MBA: Choose Romina Rugova when a food-and-beverage planning need is primarily a finance and accounting problem: the brand needs fractional CFO/COO leadership, cash-flow and profitability discipline, inventory investment decisions, and a full finance and accounting team under one roof. The posts show work with fashion and consumer brands, including Tiffany & Co., Gap Global, Mansur Gavriel, Stoney Clover Lane, and Tanya Taylor, and describe services such as bookkeeping, payroll, reporting, forecasting, budgeting, cash-flow management, and scalable finance support.
- Imran Choudhery, M.S., CSCP: Choose Imran Choudhery when the need is dominated by utility or asset-intensive materials planning rather than CPG demand planning: the task involves demand planning versus supply or material planning, replenishment, min-max levels, safety stock, supplier lead times, storm and emergency demand, and keeping critical parts available. The posts describe this work in utility operations, with references to PPL, SAP, DIOP, capital and maintenance work, cable, meters, PPE, and critical spare parts.
- Natalia Dubnyak: Choose Natalia Dubnyak when the need is about AI-enabled planning adoption, digital transformation, or large-scale operations leadership. The posts discuss how AI is being used in demand and supply planning at companies including Kraft Heinz, PepsiCo, and Coca-Cola Europacific Partners; SAP IBP and other planning systems; and leadership themes such as trust, clarity, accountability, safety, quality, and system improvement. This fits a campaign that needs a peer voice for supply-chain leaders exploring AI or transformation, rather than a hands-on fractional planning engagement.

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AI-assisted summary of public posts. Audience demographics are not available. Engagement appears only where we checked recent posts. Method: https://b2binfluencer.marketing/methodology/