Hasan Mahmud Shahriar in

Hasan Mahmud Shahriar

Enthusiast · DISC type i
Customer and Trading Manager at Sainsbury's
📍 Ilford, England, United Kingdom

Professional overview including current role context, leadership scope, domain focus, and career trajectory to help you understand background relevance before outreach.

Key behavioral and communication insights including interaction style, decision-making tendencies, and motivation drivers to tailor messaging and personalize conversations.

Business priorities, areas of interest, and practical outreach recommendations that can improve conversion quality for this professional.

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Experience
5 Years
Current Role
Customer and Trading Manager
Job Level
Middle
Location
Ilford, England, United Kingdom
Personality Overview

How Hasan shows up

Optimistic
Non-Confrontational
Amiable & Agreeable

They tend to be agreeable by nature, so take their promises with a pinch of salt.
 They are more about building relationships than just cutting deals. Unlike D or C types, they are convinced more by stories and testimonials.

Priorities

Topics Hasan cares about

Strategic Priorities
Topic insights and context to help personalize outreach and discovery conversations.
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Career

Work history

10-2022
Customer and Trading Manager
Sainsbury's
7-2022 - 9-2022
Customer Team Leader
Co-op
7-2021 - 6-2022
Customer Team Member
Co-op
4-2021 - 6-2021
Customer Service Assistant
Dotnpix Media Limited
1-2020 - 2-2021
Management Trainee Officer
Globe Pharmaceutical Group of Companies Ltd
In the press

Media appearances

Media appearances and press coverage highlighting public visibility and thought leadership.
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Education
3-2021 - 4-2022
MSc
BPP University
2015 - 2019
Bechelor of Science
Jagannath University, Dhaka
Social presence
in
Behavioral profile

DISC profile (public)

i

Influence (I)

Influence (I) reflects the degree to which a person prefers to work by influencing or persuading others. Those scoring high tend to be people oriented, motivated by social recognition and building relationships.

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