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Work Background
AramcoHead of Human Resources - Unconventional Resources
Jan. 2015 - Feb. 2025Saudi Arabia, DhahranDirect 48-member team (with six direct reports) to oversee talent acquisition, employee engagement, manpower planning/forecasting, budgeting, and financial reporting functions across one of the largest divisions of Aramco. • Improved employee engagement survey completion rate as well as sustainable engagement results
from 84% to 89%. Awarded with two President Excellence Awards in 2023 for Employee Engagement and Employee Experience efforts. • Drove organisational effectiveness by enhancing employees' skillset through team building and development workshops and systems. • Enhanced the company's position in terms of employee motivation and retention by establishing and implementing company-wide compensation and benefits strategy. • Provided direction to streamline global talent recruitment and selection processes in line with current staffing strategy for the newly formed group within Aramco. • Facilitated leadership with the development of HR strategies by providing actionable insights based on HR analytics whilst completing Hi Po Identification using Assessment Centres supported by bespoke learning journeys. • Recognised by leadership for driving service excellence through the execution of performance enhancement measures
OQManager - HR Business Partnerships
Apr. 2011 - Apr. 2014Muscat, Masqaţ, OmanLed an 18-member team and administered budgets to steer HR operations. Executed succession planning processes by developing a talent management system, including a strategy, guideline document, and toolkit for executives. Formulated leadership development strategy and established a leadership competency framework to promote people management practices, such as recruitment and selection, learning and development, performance management, succession planning, and career development. Generated workforce planning and growth forecasts based on new projects, job evaluations, compensation, and benefits analysis. • Drove cultural changes and ensured talent development across the organisation by directing the end-to-end implementation of transformative HR projects, including: - Established the Centre of Excellence as the cornerstone of the HR strategy - Laid foundation of the HR Academy for training all HRBNPs for Oman Oil Company - Executed competency framework development project using the Petro skills system
- Implemented talent review boards in all subsidiaries
- Built a development centre using the leader success profiles - Implemented an e-learning facility • Established an HR executive committee with CEO representation from all subsidiaries while developing / executing HR strategy for 6500 people across the entire organisation.
Al-Suwaidi Holding CompanyHR Advisor
Dec. 2008 - Apr. 2011Al Khobar Saudi ArabiaPromoted cultural transformations across the company by equipping supervisors with change management skills. Standardised compensation and benefits across the business and optimised them into one payroll system. Gained international experience by travelling to Asia and the sub-continent for recruitment purposes while visiting Nepal, India, Sri Lanka, and South Korea quarterly. • Oversaw HR compensation/benefits administration for 20,000 staff across multiple sites in KSA. • Built, trained, and motivated high-performing teams to achieve career goals while delivering a seamless onboarding experience to new hires and developing a talent pipeline. • Drove operational efficiencies by employing a balanced scorecard methodology and several organisational development interventions. • Increased investment in leadership development by 500% to SAR 12 million per annum. • Developed a supervisory development programme for 580 supervisors: trained and certified 280 professionals during FY 2010 - 2011.
BGCSHuman Resources / Business Consultant
Mar. 1999 - Nov. 2008Cape Town Area, South Africa Contributed to organisational restructuring, trade union negotiations, and industrial relations management and training. • Built future leaders, drove data-led decision-making, and improved productivity across the companies by executing leadership development programs. • Supported leaders in aligning the employees towards organisational objectives and goals by implementing performance management systems. • Brought advanced HR technologies to drive significant changes across organisations.
Tiger BrandsHR Director
Feb. 1998 - Feb. 1999South Africa• Delivering the full spectrum of HR services on five remote sites across nine provinces in South Africa with a strong focus on employee relations management and community development.
EskomHR Development Manager
Feb. 1996 - Jan. 1998Eskom College Training Facility, Midrand, Johannesburg, South Africa• Responsible for managing the Eskom College training facility with a budget of R 80 M and 76 professional staff members. • Conducted training needs analysis bi-annually and developed and delivered relevant training solutions.
EskomHR Manager
Feb. 1991 - Jan. 1996Tutuka Power Station, Standerton, South Africa• Responsible for the full onsite HR function including recruitment, HRD, employee relations, HR administration, housing, security, and safety risk management for a staff complement of 1200.
EskomManpower Services Manager
Feb. 1989 - Jan. 1991Eskom College, Midrand, Johannesburg, South Africa• General HR services including Recruitment and Selection, Employee Relations and HRD.
EskomSenior Training Officer
Feb. 1988 - Jan. 1991Witbank Training Centre, South Africa• Responsible for the training of supervisors and middle management staff. • Conducted needs analysis and the development of training programs.
EskomDepartmental Head
Feb. 1987 - Jan. 1988Witbank Training Centre, Eskom, South Africa• Conducted annual training needs analysis for supervisory development. • Supervised six instructors delivering training interventions. • Responsible for administration related to budget and training coordination
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