Seasoned Enterprise Profit and Loss Leader

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Serial No: 6646

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Current location:  United Arab Emirates - View on map

Spoken languages: english, english and french

Career Highlights

Sharpe & Partners Global FZ (2010-present), United Arab Emirates

Managing Partner

Profit and Loss accountability for margin management, new business development, program management, stakeholder relations and service delivery excellence over strategic performance governance, process improvement and human capital performance management client deliverables.

Concluded the restructuring of a $700 million portfolio of one of Saudi Arabia’s premier conglomerates, in preparation for an IPO so I can mobilize immediately. This massive undertaking has demanded prudent Risk and Stakeholder Management over strategy, business planning, process improvement, organizational design and the restructuring of supply chain and logistics.

• Delivered the intensive Program Leadership of a major Human Capital Management process improvement and complex HRMS implementation project supporting 7,000 employees in 4 countries
• Executed a time sensitive, complex strategic development project to define a new AED 3 billion e-government strategy and implementation action plan that spanned 254 government agencies and over I million employees nationally on behalf of the Kingdom of Saudi Arabia. Strategic oversight included strategy development and deployment, budget utilization, risk mitigation, portfolio performance management, ITC technology, human capital management, communications, risk and management of change. Created an integrated, national Leadership and Learning Institute that caters to the needs of 5,000 leaders spanning 11 distinct participant channels.

IBM Global (2002-2010)

Internationally Seconded Director

Profit and Loss accountability to transition and deliver integrated change, strategic and business planning, process, performance and communication improvement management to ensure Mission achievement.

Achievements in Governance:

• Based upon Value Engineering principles, created a foundation 5 year Strategic Performance Plan that responded to mandated policy agenda priorities and targets and cascaded down into divisional Business Plan Initiatives, Performance KPI’s and an $2.4 billion CAPEX budget requirement spanning 138 capital projects.  Mapped Strategic Plan to traditional Balanced Scorecard and created a 5th Performance Perspective of “Customer/Stakeholder Satisfaction” to ensure delivery of Service Excellence KPI’s.
  • Enhanced effectiveness of Board governance by setting a Board Balanced Scorecard that exclusively addressed outcomes, crafting standing and ad hoc committees, defining individual Member roles and providing requisite coaching and mentoring advisory services, all of which enhanced the quality of entity-Board relationships as well as organizational performance. Consistently rendered defensible period end Performance Reporting to the Board, including Variance Response Action Planning.
  • Created and managed Corporate Risk and Stakeholder Registers according to custom designed Risk Response processes, thereby eliminating and/or mitigating potential barriers and constraints to the achievement of strategic and operational business plans, while accessing and leveraging stakeholder opportunities.
  • Designed and implemented bilateral Performance Contracts at the executive, divisional, sector and team levels to ensure weighted attention and focus upon “the critical few” strategic Performance KPI’s as opposed to responding to organizational “strategic noise.”
  • Ensured line ownership of strategic initiatives and projects through signing of Personal Accountability Statements that contractually confirmed targets, KPI’s, Action Work Plans, resources and requisite OPEX and CAPEX budgets.

Achievements in Business Development and Margin Management:

• Custom designed an organizational asset management holding company for a group of 22 entities, supported by a singular Shared Core Services entity driven by service delivery SLA’s, thereby eliminating considerable manpower, time and expense overhead burden.
• Boosted Net Income through dramatic overhead reductions, LEAN process improvement and automation while securing higher Gross Margins
• Undertook numerous Buy-Sell-Merge feasibility assessments. Redefined, aligned and focused acquisition, merger and divestiture strategies to the achievement of corporate strategic agenda. Personally directed 8 sets of M&A activities and drafted required Buy-Sell-Merger Agreements, Articles of Incorporation, Memoranda of Agreement requisite to securing funding from World Bank and Asia Development Bank. Created and conducted post merger Strategic Planning and Performance forums, to ensure SBU alignment, ownership and united performance achievement. Undertook IPO preparations and application filings.

• Designed and implemented all end-to-end Accounting and Procurement processes, Financial Planning and rolling Budget update functions as well as month end financial management reporting packages, including Performance Variance and Risk Resolution.
• Prepared, defended, successfully negotiated and secured numerous, commercial loans and grants internationally.
  • Sought out and secured a partnership with a strategic sustainable energy supplier for construction of 2,000 new low income houses.
• Secured $2.5 million of new revenues based upon a day long presentation to 280 Ministerial leaders.

Achievements in Procurement:

• Designed and implemented an end-to-end “Procure-to- Pay” process that eliminated fraudulent abuse, improved control and process cycle times, thereby optimizing vendor relationships and enabling better purchase price.
• Incorporated contract SLA’s and established contract monitoring mechanisms for inclusion in more than 150 outsourcing contracts valued at over AED 2 billion, thereby ensuring delivery of service excellence throughout the duration of the contracts.
• Developed standardized RFI and RFP formats as well as Vendor Bid Evaluation methodologies.
• Established Central Tenders Committee and protocols to evaluate vendor bids in excess of AED 5 million.
• Established Contract Evaluation function to track vendor performance monthly.
• Established Vendor Pre-Qualification requirements and annual Master Supplier Contracts.

Achievements in Human Capital Management:

• Developed and implemented numerous Human Resource strategic and business plans; implemented contemporary HR processes including self-help HR portals, policies and procedures to ensure complete employee alignment, committed motivation and achievement of strategic objectives.
• Created high appeal, multi-stream nationalization programs that accessed international learning and development and work experience, secondment Partners.
• Merged employee compensation with custom designed competency ladders and resultant performance. Designed and implemented 360˚ Leadership Performance assessment mechanisms.
  • Undertook contemporary organizational designs that ensured alignment to strategic priorities, targets and initiatives while facilitating end-to-end, cross divisional process performance, guaranteed SOX compliance and ensured active Service Delivery to customers.  As a result Manpower Establishment and corresponding overhead expenses, were reduced by 8%.
  • Spearheaded the custom design of a highly effective organizational Authority Matrix that cascaded down to first line management resulting in dramatically improved process cycle time and service delivery SLA performance.
  • Launched Employee Performance Planning and Review mechanism into all organizational levels that identified all Training and Development Needs. Created responsive learning and development remedies that effectively merged classroom and on-the-job learning opportunities.
• Launched new organizational unit, “Business Advisory Services” to serve as internal consultants in remedying operational, line performance shortfalls

Achievements in Information Technology:

• Launched ITIL processes, policies and practices, required training and certification across a 1,000 employee data centre.
• Designed and implemented a Disaster Recovery Plan.
• Applied custom designed Management of Change strategies and tactics to ensure successful, organization wide Process Improvement, requisite to automation.
• Implemented time and attendance biometric readers. Designed self-serve HR and Knowledge Sharing portals.
• Completed numerous enterprise network needs analyses. Evaluated vendor bids resulting from custom designed ERP RFP’s. Designed and managed implementation methodologies.
• Conducted numerous software application performance and financial evaluations and designed implementation training methodologies and formats.
• Served as Program Director for numerous SAP and Oracle ERP installations. Undertook numerous end-to-end LEAN Process Improvement projects.

Achievements in Facilities Management:

• Developed a computerized Asset Registry for multi-site facilities.
• Undertook preventative maintenance planning and scheduling for all electro-mechanical equipment.
• Designed a purpose built, AED 100 million hospital. Participated in design of new $22 million office facilities.  Designed and managed construction of 4, $17 million Customer Service Centres based upon a custom designed business case.
• Created an effective JV that resulted in “In-sourcing” all maintenance and repair, resulting in substantial savings.

Career Profile

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