Project Manager / SME
Nexel Partners
Total years of experience :20 years, 3 Months
Responsible for technical project management on the tactical and strategic levels by managing the engagement plan, sign-offs with client personnel, team logistics and deliverable management. Also, to architect end-to-end business processes, integrated operating model for the client including the policies and processes needed to improve client’s business operations.
Responsible for all aspects of project management including managing the project plan, engagement plan, stakeholders, risks, resources, and perform project control. Develop operating models, strategies and business plans for the client, and advise business transformation steps / building-up client expectations of deliverables and their implementation. Plan for roll-outs and implement transformations using planned approach. In addition, to advise corporate level value chain delivery approach through end-to-end business processes management.
Contribute the definition of best practices in transportation and medical insurance industries for clients in Saudi Arabia and Egypt. Also, to tackle some strategic management aspects of clients’ businesses and to implement actions that improve productivity. In addition, to re-design business processes, provide guidance and support to project team handling digital transformation relying on a strong business acumen, lean six sigma methodology, business process management principals that eliminate waste and redundancy of tasks and to achieve sustainable operational excellence.
Oversee business process re-engineering and perform project management office activities to do business transformation of one SBU in a leading transportation company in Saudi Arabia. During this project, I contributed an operating model, organizational development initiatives, performance monitoring tools and business flow which accomplishes synergy and efficiency in operations, commerce and shared services. In addition, I trained client’s personnel on business processes and on their new roles, developed SBU strategic posture, defined strategic choices and set strategy of the SBU, eventually lead to grow client business on the service portfolio and customer experience levels.
Participated as one of the co-founders of Saltech International which was basically formed for salt processing in Egypt. I have done research on market opportunities and growth potential in this sector, studied the possible distribution channels and investigated sources of raw materials. In addition, I established the business processes and standard operating procedures for the company. In this regard, I have contributed the establishment of human resource management and financial systems.
Lead the internal control function on operations, F&A and projects. I also managed several aspects of cement grinding business for CNC group in Mozambique to ensure business sustainability through projects, establishing supply chain management, and ding financial control. Also, I studied the feasibility of many strategic choices to establish new business lines, new growth opportunities, and to secure new energy sources for the plant.
Managed internal & external issues, conducted feasibility plans and managed the team, as well as, developed operational performance measures & KPIs for a new operational division, and tackled communications to ensure progress of project execution on time, within budget, and at quality specified. I handled administrative work related to a new plant establishment including; licensing requirements, permits, and to file an application for customs duty tax exemption on factory equipment which had successfully been granted to result in a saving of around 1 Mn Saudi Riyals of project budget. In addition, to continuously monitor & report KPIs of plant operations, oversee financial records, and supervise monthly accounts closing.
Successfully planned & implemented some strategic initiatives to achieve synergy on the corporate level, and I positively contributed a strong business acumen to generate strategic options for the company, studied feasibility of each strategic option, and emphasized the parameters of success in every choice. Moreover, I successfully established systems to track progress of project execution. Then, I developed standard business processes and supporting tools that keep tracking of operational performance to ensure effectiveness and efficiency.
I have also assumed the roles of:
• Demand planner by coordinating with internal commercial team market requirements.
• Logistics coordinator of equipment, parts, raw materials, commissioning experts, project and operations teams.
• Financial controller over project resources.
Oversee demand planning function for raw materials, parts, fuels, alternative fuels, to match finished products inventory requirements. In addition, to perform the financial control on plant operations, set budgets, utilized business knowledge to improve & streamline reporting of plant operations KPIs to key stakeholders, analyse and compare them with Cemex targets and standard operating procedures serving as the operations division facilitator for corporate strategic planning.
Provided administrative support to operations team by taking the role of key scheduler for major shutdowns, parts coordinator to facilitate factory PM/PDM maintenance activities, manpower planner to oversee manpower requirements for maintenance, production and quality control teams, financial analyst to monitor and generate reports about the financial performance of manufacturing operations in addition to analyse deviations from budget, and finally served as the key functional representative to coordinate with corporate planning, human resources, finance, sales, procurement and warehouse operations for business requirements and information needs.
Supported the technical team in plant operations by managing technical documents archive in addition to handling other administrative tasks for maintenance team.
• Cross-cultural Management & Communication - Spring 11018 • Financial Management - Spring 10104 • International Business Law - Fall 10023 • International Finance - Fall 11101 • International Human Resource Management - Fall 11099 • International Marketing - Fall 11100 • International Negotiations - Winter 10001 • Management and E-Business - Spring 10092 • Managerial Accounting - Winter 10002 • Managerial Economics - Winter 10012 • Marketing Management - Spring 10011 • Organizational Behavior - Fall 10025 • Quantitative Methods for Business Decisions- Fall 10026 • Research Methodology - Spring 11020 • Research Project - Fall 11114 • Strategic Management - Spring 11021
Professional Certificate in Marketing
Grade : Good
