General Manager — DEJA-VU · Luxury Events & Business Development
Med Adam Jabri
From systems to stages — building experiences that perform.
A career built at the intersection of technology, operations and luxury events — turning ambitious briefs into measurable results, one contract, one team, one flawless night at a time.
About
A career that moved from precision to scale.
Med Adam Jabri's path did not start in ballrooms. It started with systems: a technical diploma in IT development, followed by a year in France studying web design and multimedia integration. That foundation — structured thinking, process, attention to detail — never left him. It just found a new application.
From stockrooms and airline counters to some of Morocco's largest luxury events, his career has been a steady climb from execution to leadership: managing inventory and supplier relationships, then passenger operations for Royal Air Maroc, then producing 150+ events a year at Palais Annakhil, and eventually running DEJA-VU as General Manager — a business with 40+ corporate accounts, 30+ people under management, and contracts up to 2,000,000 MAD.
What ties it together is a business instinct that goes beyond event production: building client relationships that last, negotiating contracts that matter, and treating every event — from a 50-guest reception to a 500-guest gala — as a business to be run with discipline, not just an occasion to be hosted.
Digital Transformation
- 1Technology
- 2Operations
- 3Events
- 4Business
- 5Leadership
Before events, before business development, there was a technical education: a Diplôme de Technicien Spécialisé in Développement Informatique from MIAGE Group (2011–2013), followed by a year at Université Paris 13 Nord / IUT Bobigny as a Concepteur-Intégrateur Web Multimédia (2013–2014).
That background still shapes how he operates today. At DEJA-VU, it translated directly into a digital transformation of the business: implementing CRM and project management systems, digitizing supplier coordination, and cutting administrative overhead by 40% — the same structured, systems-first thinking applied at a business-wide scale.
MIAGE Group
Diplôme de Technicien Spécialisé — Développement Informatique
2011 – 2013
Université Paris 13 Nord / IUT Bobigny
Concepteur-Intégrateur Web Multimédia
2013 – 2014
Journey
A career that climbed, one contract at a time.
January 2016 – April 2016
SODREYAS
Stock & Purchasing Manager
- —Managed inventory and purchasing operations
- —Maintained supplier relationships
- —Handled roughly 300 customer tickets per week
- —Achieved 98% record accuracy
April 2016 – September 2016
Royal Air Maroc
Ground Operations Agent
- —Managed passenger services for approximately 200 travelers daily
- —Sustained a 99% on-time departure rate
- —Reduced processing time by 15%
- —Resolved customer issues with a 90% first-contact resolution rate
November 2017 – May 2019
Palais Annakhil / Art Events
Project Manager
- —Delivered 150+ events annually
- —Reached an 85% proposal-to-contract conversion rate
- —Generated 3.5 million MAD in annual revenue
- —Led teams of 10 to 15 professionals across 25+ suppliers
May 2019 – September 2019
TLS Group
Senior Project Manager
- —Managed venues and on-site operations
- —Owned client relationships and overall event supervision
- —Directed digital communication and social media presence
300+
Receptions & weddings
2016 → today
October 2019 – Present
DEJA-VU
General Manager
- —Drove 40% annual revenue growth
- —Grew the corporate client portfolio from 10 to 40+ accounts
- —Delivered 100+ high-end events annually
- —Achieved 95% client retention
The DEJA-VU Chapter
The challenge → the strategy → the execution → the result.
The Challenge
Taking over as General Manager at DEJA-VU in October 2019 meant inheriting a business with real potential and real gaps: a limited client base, manual processes, and inconsistent client satisfaction.
The Strategy
The strategy was to professionalize the business end to end — tighten operations, formalize supplier relationships, modernize the client-facing process, and grow the account base deliberately rather than opportunistically.
The Execution & Result
The execution touched every layer of the organization: production workflows, supplier contracts, digital tools, and team structure. The result is a business that now runs 100+ high-end events a year for 40+ corporate accounts, with the retention and satisfaction numbers to show for it.
Business
Revenue growth and commercial development.
40% annual growth
People
Managing a team of 30+ professionals.
30+ managed
Clients
Managing a portfolio of 40+ corporate accounts.
40+ accounts
Events
100+ high-end events delivered every year.
100+ / year
Operations
Optimizing processes and production.
35% fewer delays
Digital
CRM, project management, and digital transformation.
40% lower admin costs
Partners
A network of premium suppliers.
20+ suppliers
Financial
Contract value and margin improvement.
Up to 2M MAD
The Numbers Behind the Journey
40%
Annual revenue growth
40+
Corporate accounts
100+
High-end events / year
30+
Professionals managed
95%
Client retention
50+
Venues
20+
Premium suppliers
2M MAD
Maximum contract value
300+
Receptions & weddings
Selected Work
Selected events & experiences.
A selection of clients and institutions his teams have worked with across his career — not every event listed was personally directed by him.
- 01Embassy of Sweden — Saint Lucia
- 02Cartier — exhibition at the Musée Mohammed VI
- 03Bank Al-Maghrib
- 04Embassy of Spain
- 05Embassy of Kuwait
- 06Karate 1 – Premier League
- 07European Union / Erasmus
- 08Grand Prix SAR Lalla Meryem
- 09Fête du Trône
- 10African Games — Rabat
- 11Peugeot / Citroën / DS Automobiles
- 12AXA
- 13Nokia — African Digital Summit
- 14OGX
- 15Embassy of Brazil
- 16Salon International de l'Édition et du Livre
- 17Intelcia
- 18Hit Radio
- 19NGE — LGV Maroc
- 20Knorr
- 21ANLM
- 22Colas Rail
- 23Resolution Call
Leadership
From execution to direction.
Leadership, in this career, was earned in stages — not assigned on day one. It moved from personally handling stock and passengers, to coordinating vendors and production teams, to directing a full organization.
Today that means managing 30+ professionals across production, design, logistics, supplier relationships, client accounts, and day-to-day operations at DEJA-VU — coordinating, delegating, and staying close enough to the work to know when to step in.
Business Development
The entrepreneurial dimension.
Behind the events is a business that had to be built, account by account. Under his direction, DEJA-VU's corporate client portfolio grew from 10 to more than 40 accounts, with annual revenue growth of 40% and contracts ranging from 50,000 to 2,000,000 MAD.
That growth came from negotiation, partnership development, and margin discipline — profit margins improved by 25% over the same period, even as the business scaled in size and complexity.
Leadership
- Management
- Team coordination
- Decision-making
Business
- Business development
- Negotiation
- Client relations
- Partnerships
Events
- Event management
- Production
- Logistics
- Client experience
Operations
- Process optimization
- Supplier management
- Quality control
- Cost management
Digital
- CRM
- Project management tools
- Google Suite
- Microsoft Suite
- Canva
Client Experience
Trust, responsiveness, and getting the details right.
Client relationships at this level aren't transactional — they're built on trust, fast response times, and a genuine understanding of what each client actually needs, not just what they ask for.
At DEJA-VU, that philosophy is measurable: client response times under 2 hours, a 95% client retention rate, and satisfaction scores that climbed from 3.8 to 4.7 out of 5 as the business scaled.
95%
Client retention rate
4.7/5
Client satisfaction (from 3.8/5)
Beyond the CV
Who is Med Adam Jabri, behind the titles and the numbers?
[À COMPLÉTER — personal quotes, working principles, and lifestyle details to be added directly by Med Adam Jabri; not present in the source CV, so nothing has been invented here.]
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