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Work Background
JBS Australia Pty LimitedProject Manager
May. 2025Brisbane, Australia
Majid Al FuttaimProject Manager
Jan. 2025 - May. 2025Dubai, United Arab EmiratesProject Manager for the stores SAP roll out
Icon Consulting GroupProgram Manager
Nov. 2023 - May. 2024SingaporeIcon Consulting Group (Program Manager) • Took over as Program Manager in leading the SAP S4 Public Cloud Rollout for a global media group, targeting Austria and India as pilot countries. • Directed the completion of the Global Template build and drove the focus on localisation, Data Migration, Testing, and eLearning preparation for Go-Live.
InforProgram Manager
Mar. 2023 - Jul. 2023Auckland, New Zealand• Played a lead role in the Three Waters Reform Program, a major transformation project consolidating water management across all local councils in New Zealand. • Spearheaded the program’s focus on Asset Management, Finance, Supply Chain Management, Data Management, Reporting, and integration with key third parties including Salesforce, GIS, and CoreLogic. • Introduced strong governance to the challenging project, that was in the early stages of build, with a large on-site team in Auckland and limited offshore support for build and testing activities.
SAPProgramme Manager SAP
Sep. 2019 - Mar. 2023Doha, QatarI joined SAP Middle East South in September 2019, and during that time have worked on numerous projects such: Currently I am the Program Director on a Major Oil & Gas transformation project for customer in Egypt, this is a very large transformation project from a legacy solution to the SAP solution, which covers financial management, Sales, Logistics, Enterprise Asset Management which include Linear Asset Management integration with GEO Framework (GEF), Procurement and Projects. The project commenced with Phase 1 in November 2021 this project is still under way and the Go-Live is planned for the end of 2022, after which we commence with Phase 2 which will run until August 2023. This is the largest project currently underway in the region and involves extensive on-site presence by me and the team. In parallel to this I have also just commenced with a large upgrade project for a manufacturing organization in Qatar, again my role is that of Program Manager, and the project is now starting with the Design workshops. Prior to the above I was the Program Manager for Large chemical manufacturer based in Qatar, implementing S4 HANA, BI – Analytics, Ariba (Procurement), the team was a mix of On Shore & Offshore SAP resources. This project was completed mid-2020. I was the Program Manager for a project that focused on Enterprise Threat Detection (ETD) project for major International News agency, this project was a completely remote delivery with only me as the Program manager that attend on site activities, the project went live after 6 months, and was a great success. I also got involved in several other smaller projects that were in trouble and required assistance to get back on track, as well as actively and working very closely with the local Sales team on new proposals to customers. I also provided Advisory service to other major SAP projects in the region.
South African AirwaysProgramme manager
Apr. 2019 - Sep. 2019Johannesburg Area, South AfricaSOUTH AFRICAN AIRWAYS (PROGRAMME MANAGER) April 2019 to current This is a very large SAP Business Transformation programme, which is a key part of the Long term turnaround strategy and consists of HEC Migration, Concur, Ariba, Success Factors and Airline Back Office. I have been appointed as the programme manager to set up the programme and get the individual projects running. This is a very senior appointment reporting to the CIO and executive management. I work very closely with senior SAP resources from Germany, and between SAP an myself we put in place the necessary structure and governance and have 3 projects in flight, namely HEC, Concur, Ariba with ABO and Success Factors starting soon with their Explore Phase in the next month.
Private ConsultantPMO & Project Manager
Jun. 2018 - Nov. 2018Riyadh, Saudi ArabiaI was appointed on a large Banking Transformation project in Riyadh, Saudi Arabi. My initial focus was to provide guidance and advice on the project management and to assist with the integration be-tween Project teams. Shortly after joining I was assigned to assist the Payment Business Analysis team, and from then I was activity working with the Business Analysis Team to align the Business Process and Requirement Management with the SAP Functional team and bring the required alignment to these two teams, with a strong focus on Payments, Cheque Management, SWIFT & SARIE payment and Deposit Management. This was achieved towards the end of November and the Payments was now a cohesive and well performing team, my responsibilities also covered creation of Process Flows and review of the Test scripts for the initial phase of Testing. This was short term assignment and once the testing was underway my role was completed, and my assignment was complete at the end of November 2018.
CapgeminiPMO Director
Oct. 2015 - Jun. 2018SingaporePMO DIRECTOR October 2015 to June 2018 I moved to Singapore to implement and manage the PMO on the largest SAP project in Singapore for Capgemini, this was successfully implemented and is now operationally supporting the project execution. I also implemented a strong focus on Quality Management, Business Process Management and Requirement Management; this was all based on best practice and my previous experience. As the PMO Director I have a very strong focus on the Quality and Requirements Management working with the Internal and External Quality / Audit teams, building up a very good working relationship with these teams. The Quality aspect focuses on all aspects of the deliver, with a big focus Requirement Management Traceability which I manage and have implemented full traceability of all documents. The project is at major client in Singapore and the PMO team support Delivery team on this SAP Program implementation. The PMO has implemented and operationalized on a standard project methodology, which supports the teams and provides the governance for the project. The PMO has been successfully set up and supports the project and company with finance reporting, resource management, governance, quality control, and all the project management functions including risk and issue Management. I have a team of two which support me as my current focus is on the quality management of the solution, and requirements management and the traceability and support of the business requirements. This requires interaction with internal and external quality partners and regulatory authority on a regular basis.
IBM Finland / OutotecSAP Project Manager
Apr. 2015 - Sep. 2015CenturionProject Manager for the implementation of the SAP global template (FICO, MM, SD, CS & PS) this is a full lifecycle deployment with a small local team, from requirements, configuration and development, full testing cycles, cut-over and then go – live which is scheduled for 1 September 2015. My specific focus was requirements analysis, testing, user authorization management, data migration management, cut over and deployment. Quote from IBM lead manager " I would like to thank you for taking on the lead role as IBM project manager on the SSA deployment of the OPAL project there. You came into the project under less than desirable circumstances and you quickly made several significant contributions. Under your guidance, you took a group of subcontractors and managed to get them working harmoniously together and also forged a close set of working relationships with key client individuals. We have been very pleased with the way you have managed the project, and throughout have had complete trust and confidence in you.
Standard BankBusiness Release Manager
Sep. 2013 - Mar. 2015Johannesburg Area, South AfricaMy role as the Business Release Manager is to ensure that the delivery of new products, services, improved process and new capabilities which are designed and built is delivered to the business at the appropriate levels of quality, on time and within budget in accordance with the Business Release Plan and Programme governance. This release is the implementation of the SAP Banking Services for Business Banking within Standard Bank of South Africa. The team size is 135 resources and the budget for the year 2014 is ZAR 180 million, overall budget for the release which runs until June 2016 is ZAR 1, 2 billion. My role includes the delivery of all artefacts as per the business requirements, methodology, budget, and to stakeholder satisfaction. It also requires engagement and management at all levels within the organisation, vendor management, resource management, quality management and executive and board reporting. One of the key targets for this release was to reduce budget by ZAR 300 million by the introduction of a more efficient method of obtaining requirements from the business, this was achieved by the introduction of new techniques and produced a saving of ZAR 206 million during Initiation and Analysis phase. The release is now in the design stage of the SDLC.
Standard BankProgramme Manager, Programme Enterprise Design, Core Banking Transformation,
Aug. 2012 - Sep. 2013Standard Bank of South AfricaStandard Bank of South Africa – Programme Manager Enterprise Design for Core Banking Transformation programme My role as the Business Release Manager was to manage a diverse group of teams tasked with designing a future state for the bank. This covered a wide variety of topics which needs to be investigated and researched and then translated into a high level design for future use within the Transformation journey of the bank. These design where then consumed by the various business release to inform the target state design for each release. This work was typically undertaken by outsourced to specific external organisation and resources that then worked under our control and guidance. This involved the planning and management of turnkey resources, ensuring the handling of contracts and general vendor management. The annual budget within the Release was in the region of ZAR 110 million per annum split amongst 20 to 30 projects per year, and a team of between 70 and 100 resources that reported directly to me.
Deloitte ConsultingDelivery Manager
Jan. 2012 - Aug. 2012Standard Bank of South AfricaMy role as the Delivery Manager involved the management of the Deloitte technical team in delivery of Flex GL, standardisation of Chart of Accounts, Organizational structure and the interdependency of other projects. I joined the team at the end of the design phase, and was responsible for taking the first release into productive use. I had a team of 12 consultants who reported directly to me, and indirect staff of 30 reporting to me, the full budget for the implementation was R30 million. Reason for leaving - After the first productive release I was head hunted for the Standard Bank Core Bank Transformation programme.
SABMillerProgramme Assurance
Jul. 2010 - Dec. 2011Johannesburg Area, South AfricaMy role as programme advisory was to provide the guidance to the project teams and executive management on the programme governance, best practice on the functional implementation of the SAP Global template at SABMiller; my primary role was the review of SAP Sales & Distribution, and CRM functionality as well as the governance on the Releases. My key geographical focus was on Latin America, as the key functional components of the Global Template was being built in Colombia & Reading UK, therefore this involved extensive travel to both of these locations to review the solution with the project teams. This was a full SDLC review with a key focus on the business requirements and build of the functional solution, deployment of this solution and the Post Go-Live Support organization. This involved the “go-live” of the first Latam American country (Ecuador). This role involved interaction and providing high-level feedback to executive management and the Programme Board. Reason for leaving - Due un-certainty surrounding the extension of the contract with KPMG I decided to leave and take up a role at Standard Bank.
City of JohannesburgPMO Manager
Jun. 2008 - Sep. 2010Johannesburg Area, South AfricaHead of PMO (SAP ISU & CRM implementation My role on this implementation was re-build the Programme Management Office and to re-establish this as a creditable support unit to the implementation. This included understanding of the technology to be deployed and interaction with the technical teams tasked with the build of the solution. This was a key management role, which provides input to the programme board and to the City representatives as to the status and health of the programme. Specific responsibilities I had in this role: • Programme governance – establish and ensure adherence to governance, this included the creation of project process & procedures, tools and reporting mechanism to be used by the project • Resource management – Staff of 140 contract staff, management includes the monitoring of contracts and liaison with contracting houses, management of time utilization, and general staff well being • Financial Management – management of the project cash flow, supplier accounts, contractual deliverables and payments • Risk & Issue management – creation of risk and issues management process & logs, management of these for the programme • Scope management - creation of change log and the management of all change orders generated in the project • Schedule management – creation and management of the Integrated Project Plan (schedule), liaison and management of the IPP with the project teams, drafting of progress reports from the IPP • SAP Solution Manager – manage the project requirements, documents issues, testing via this tool
Safcor PanalpinaProject Manager
Sep. 2007 - Jun. 2008Johannesburg Area, South AfricaMy role Project Manager for Regional Role out of the new Clearing & Forwarding Solution to KZN region as well the Integration manager for the entire project.
NeotelPMO Manager
Oct. 2006 - Aug. 2007Johannesburg Area, South AfricaNeotel was a start- up second fixed line telecommunication company. My role was to manage and build a Programme Management Office within Neotel. This comprised of bring all the current projects underway into a central view and control, the setting up a project management team, the drafting of a implementation plan for the PMO, deciding on tools and techniques for the PMO, whilst actively managing the current projects. This involved working closely with the senior management and strategy teams as this role supported the strategic implementation of the company and the Network roll out, this also require a unique skill set as the environment was un-structured with few processes in place, the PMO was to bring structure and control to manage all the work in progress The key activities covered the following: Contract management – management of the contracts, this was for local as well as external suppliers Resource management – recruitment of project managers to be employed in the PMO Selection of project management methodology & approach Engagement with the supplier of the Long Distance Network Active management of the Network & IT projects Executive management reporting Drafting of PMO and Project Management processes & procedures Implementation of governance Understanding of the business requirement and needs from the PMO
SAPProject Manager
Jan. 2006 - Sep. 2006Johannesburg Area, South AfricaMy role as the SAP Project manager / Ramp up Coach at Standard Bank South Africa on the SAP Banking Services implementation involved the implementation of Core Banking solution this involved the building of a customer centric data base based on the SAP CRM Business Partner, which interfaced to all the legacy systems and implementation of this solution. This covered the following: Contract management – management of the overall contract, this included the management of local as well as international resources. Resource management – recruitment and engagement of resources required. Partner engagement management (SAP work with a partner on this type of implementation project), and this relationship needed to be management Liaison with SAP Waldorf on the Business Partner solution set Travel to SAP Waldorf for training on the implementation of a new SAP solution Customer liaison and follow up of high level issues General project management of this engagement which includes scope, schedule, cost, risks and issues. Implementation of the SAP solution manager toolset
TelkomProject Manager
Jan. 2001 - Jun. 2006This programme was a continuation ICARE/Flow Thru on which I worked on with Telcordia technologies, but now managed fully by Telkom South Africa. The objective was the upgrading or changing all systems within the Operational Support Systems area of Telkom South Africa. The overall budget for this was over R7 billion rand. My initial focus when I joined Telkom in July 2001 was to assist in starting up a Programme & project management methodology, which would could be utilized within this Programme, at this stage there this was as at this time there was no standard project management approach within OSS. This methodology provided the foundation on which OSS then went to build, what was regarded as one of the most comprehensive project management methodologies in use. Once this was completed I then worked on a number of other projects within the OSS Programme, these projects included Network Inventory, Public Telephony, CRM front-end interface & E-bis. The duration of these projects was from 3 months to 12 months, with each having a budget of up to R5 million per project and as many as 12 functional teams (Project Leaders) reporting to me. The major project that I undertook was the implementation of a CISCO network fault management solution , which focused on providing a proactive fault management solution for all the network technologies in use within Telkom; this was called the Network Fault Management System project (NFMS). The budget for this project was over R200 million, and had many different Telkom functional & support teams working on the project plus and external vendor (Cisco), the team leads all reported directly to me, total resources +/- 30 at any point in time. The role of the Project Manager involved budgets, resource management, risk & issue management, project schedule creation & control, change control, project scope, and reporting on project progress.
Digital Equipment CorporationProject Manager
Jan. 1998 - Jan. 2000
NathProject Manager
Jan. 1998 - Jan. 2000
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