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Work Background
ZMI Holdings Director Of Information Communication Technology (ICT Head)
Jun. 2022Abu Dhabi, United Arab EmiratesLeading a strategic role focussed on evaluating and assessing the technology enablement gaps within the business, current digital maturity & functional alignment of the Business Technology. Develop & lead a ‘Technology Roadmap’ to identify areas of change within the Business functions that can be transformed through the adoption of right technology. Work as a Technology Business Partner to design and deliver an adoption framework that provides the optimum returns through the mix of effective Business Applications, enhanced Integrations and efficient Decision insights towards achieving effective ‘Business Outcomes’ in line with the Overall Organizational growth Strategy for the future. In addition, work with the ICT department and the teams to evaluate the Operational, Cybersecurity, Marine Technology and Business Applications efficiencies and enhancements to align with the Transformation Roadmap.
Adyard Abu Dhabi LLCHead Of Information Technology
Jan. 2019 - May. 2022Abu Dhabi, United Arab EmiratesAssigned the responsibility to Head the IT Function for the Organization, leading the Operations and Business Application team to establish a roadmap of IT Transformation within the Organization. The goal is to develop IT to be an effective enabler to the business through the efficient alignment of IT Services and technology from 'Bidding to Execution' (BTE) of Projects across Construction, EPC, E & I, Fabrication, Rig Services and Maintenance.
InterserveRegional IT Operations Manager
May. 2017 - Dec. 2018Dubai, United Arab Emirates“The best transformations are the one's that simplify the business of IT within an Organization, bringing efficiency, productivity and an enhanced service experience.”
• Responsible for providing leadership to the IT Operations across the IEC group delivering clear goals and plans. Enhance the IT Service Delivery experience through efficient IT SLA and Ops Management.
• Build and develop a multi-skilled IT Organization with that can support various business IT functions, locations and across all subsidiaries in the region. • Manage the IT Budget for the International Division of IT including all the regional subsidiaries.
• Implement an effective ITIL based Service Delivery model, hardware and network refresh across the group. Implemented 'ManageEngine ServiceDesk Plus' across the group companies based on ITIL.
• Develop IT processes based on Group Policies / establish an effective Infrastructure and Security framework. Developed effective IT Service Management processes based on ITSM framework.
• Achieve an integrated IT Model (Shared Services Model) across the various subsidiaries business and build trust through stake-holder relationships and efficient performance to create an overall transformation of IT.
Drake & Scull International PJSCGroup I.T. Operations Manager
Feb. 2014 - Apr. 2017United Arab EmiratesC-level Consultancy: Collaborate with all C-level Executives, Heads within the organization to understand business needs and anticipate strategic direction on technology needs and make future recommendations. IT Program Management: Provide strategic direction & project governance to all projects managed by IT teams pertaining to Business technology needs, including: Datacentres, Portals, TCP/IP, DNS, Active Directory, EDMS (ACONEX), Windows 2003/2008 servers, MS Exchange, WAN/LAN management. Governance Projects: Worked closely with the IT director, to lead and manage IT developmental programs, establish effective IT Governance, Audit compliance, policies & guidelines for the Group. Team Management: Responsible for Group IT teams across the company providing them with strategic direction to achieve an effective IT program for the organisation and align with the Company Vision. Supply / Procurement: Manage IT Vendor program and Key Supplier relationships. Identify new technical requirements, solutions, negotiation, testing and procurement of IT software, systems and hardware. Achievement: Implemented Project Implementation Standards, IT Helpdesk and Asset Management SLA’s and processes, Achieved IS027001: 2013 Certification for Drake & Scull Group.
British AirwaysRegional Business Development Manager (M.East)
Apr. 2010 - Mar. 2013Dubai (UAE)• Commercial Development: Delivered an expansion to revenue from managed accounts from 60% to 91% by expanding Account Management of ‘Trade / Corporate’ portfolio through a ‘Qualification’ strategy, delivered by a team of five Account Managers with a portfolio accountability of £40mn across the region. • Commercial Strategy: Developed a new comprehensive ‘Qualification’ strategy for identifying accounts based on Quality of revenue, market share & size of revenue potential. This provided an effective strategy for prioritising an unmanaged portfolio. Strategy was later adopted as ‘Segmentation’ approach within BA. • Sales Team Performance: Defined metrics and managed the team using agreed ‘Sales Force’ effectiveness processes. Track revenue and monitor deal performances across the team. • Business Process efficiency: Champion initiatives to support development of mid-market segments through building relationships, identifying threats & opportunities and embedding insights. • Achievements: Delivered a revenue growth of +26%vly (2011) & +24%vly / +14% vtgt (2012). (Achieved an Incremental £6.2m to £32mn). Delivered revenue growth across the corporate loyalty portfolio of +33% in 2012 (Rev: £19mn). Embedded ‘Revenue’ analysis in Sales forecasting approach applied by the team.
British AirwaysBusiness Projects (Commercial Leadership program 2008-10)
Sep. 2008 - Mar. 2010United Arab Emirates• Portfolio Management: Managed the Corporate Loyalty program (1200 accounts / £13m rev.) • Business Acquisition: Established a ‘New Business’ strategy to identify various channels to acquire new corporate accounts towards successfully developing multiple revenue streams during the economic crises. • Stimulate growth: Implemented initiatives and ideas to identifying new business opportunities and stimulate growth by engaging new & lost accounts to bridge the gap in lost revenue due to the economic crises. • Strategy for Corporate Loyalty: Worked with the regional ‘New Business’ workgroup to design a ‘long-term strategy and create effective performance metrics for the Asia Pacific region. • Project Delivery: Delivered three key projects enhancing customer redemption benefits within the loyalty program, exploitation strategy of customer lifecycle and service support. • LEAN: Designed & implemented a new simplified ‘Dealing Process’ for the ‘New Business’ channel. Implemented significant changes in processes, reporting efficiencies in the corporate loyalty program.
British AirwaysI.T. Projects Executive (M.East, Pakistan)
Apr. 2005 - Oct. 2008- Project Cycle Ownership: Responsible for managing the projects with the Head office IT Teams from Scope, Planning, and Business case through to Implementation of the Projects. Most projects delivered either through the resource teams in LON or through outsource to external agencies such as SITA across the region of Middle East, South Asia and Africa. (Key Project : Bangalore Route start-up Operations project) · Multiple Scope Projects: Managed and implemented various medium scale projects such as Airport / Cargo office relocation, New Offices, Systems Upgrade, Office re-organisation, Site Closures in various Middle Eastern stations such as Abudhabi, Doha, Muscat and Saudi Arabia and some sites in Africa including Cairo, Tripoli, Algiers and Hassi Massoud. (Algeria). · Environment & User Support Management: Managed and delivered small scale adhoc projects inclusive of single user requirements such as new software and desktop requirements and various consultative requirements for the business and Operations teams on increasing efficiencies and streamline processes.
British AirwaysI.T. Executive, (M.East, N Africa & Central Asia)
Oct. 2000 - Mar. 2005BahrainThis was a start of my I.T. Career in BA. Moving from the environment of airport ops & telesales to I.T. The years started off with extensive training on BA IT systems, system administration & infrastructure support. This further developed into handling projects in various areas of the business. The wave of IMAX, an extensive system state upgrade within BA, provided me with exposure to Project Management. The creative enterprise of realising a rather simplistic request into a well managed streamlined business implementation. The end result has always been a satisfying experience. Maybe, it's my rather poetic impression of projects. These four years were also my first exposure to a multinational environment in Bahrain, providing me a cultural interface to working with different nationalities. This exposure was valuable to understanding how culture impacts our work. I would classify these four years as my defining years in developing my Project Management skills.
British AirwaysCustomer Service and Telesales Agent
Jan. 1996 - Jan. 2000IndiaTo assimilate customer’s travel needs and offer the best BA product. Effectively and thoroughly conversant with the process of ticketing.
Enhanced the company/s revenue through direct sales.
Manage the day-to-day flight operations at the airport.
Performing key flight ops functions such as check-in, boarding and other flight functions.
Co-ordinated and led customer service initiatives for Chennai to upgrade soft standards.
British AirwaysSales Support Agent, CBAGS, Delhi.
Jan. 1995 - Jan. 1996To provide the crucial behind the scene support to the Customer Service and Tele-Sales teams by continuous and timely editing of the passengers booking profiles.
Providing customers with the committed product and services at all times of their travel.
Thorough with the various functional aspects of the BA System and other 3rd party systems.
Assisted with passengers seating requests while working in the area of pre-seating editing to provide our customers with enhanced and efficient choice of our product.
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