Detected an opportunity to apply EMBA skills and pilot a digital transformation of self-serve kiosks to rectify and expedite cumbersome customer processes, a key element in Ooredoo’s core strategic direction.
§ Worked with technology vendors to assess feasibility of embedding scanning and digital signatures into the kiosks to halt the top two reasons clients wait in a queue for basic services.
§ Pitched a cost savings proposal to justify initial spend, won CEO approval to proceed and led a task force to integrate into backed-end systems and implement with an initial 3 vending machines set in prime locations.
§ Seized maximum footfall to raise revenue by $4M QAR in first quarter, and shifted customer impression of Ooredoo as a brand committed to digital transformation.
§ Chosen to serve as the technology risk champion to expose risks across the organization for management review.
§ Executed a SWOT analysis to identify internal and external risks, prioritize by impact and probability, and
present a report with contingency and mitigation plans.
§ Defined 40 critical, 35 major and 300 minor risks, joining a project team to ensure each risk owner resolved assigned tasks within the mandated timeframe, bolstering risk management across the entity.
Requested to improve the technology scorecard and align to the overall corporate business scorecard strategy.
§ Noted a gap in existing IT scorecard not linked with employee scorecards, working with each department head and staff for 5 months to ensure alignment, tagging each employee performance management score to the business scorecard.
§ Project deemed an internal best practice deployed in other technology departments, leading to Ooredoo’s technology now fully synchronized with the business scorecard through complete employee engagement.
§ Designated to craft a vendor management strategy to standardize and bolster quoting and sales practices.
§ Organized an exercise to define the telecom equipment components to a chipset level, solicited benchmark
pricing from OEM vendors and software configuration costs from third-party providers.
§ Introduced a comprehensive equipment procurement price book segmented by function and use, now used to guide vendor negotiations, supported by combined framework agreements to secure below market pricing for extended terms.
§ Pinpointed by management to review and comment on an RFP request, recommending swapping an existing vendor with a sceptical proposition.
§ Conducted a detailed business analysis to gain an understanding of the scenario and stakeholder engagement in the technical and commercial evaluation with applicable weightages.
§ Rated the existing vendor the highest in technical and commercial terms to retain as the preferred vendor.
§ Challenged by a management directive to reduce OpEx budget by 10% across all departments after a decline in
revenue and profit.
§ Evaluated all expenses planning and initiating an innovative approach to reduce spend, reviewing contractual agreements uncovering SLA breaches for cost optimization, writing off obsolete products and consolidating staffing costs on projects.
§ Achieved a massive 20% cost reduction without impact to staff complement and operational efficiency.
§ Appointed as project and program lead for a team tasked with gathering information from multiple sources and
countries as the company embarked on exploring a Centre of Excellence for TV and Multimedia.
§ Coordinated requirement gathering stemming from multiple locations, studying cultural aspects and business models to uncover Centre of Excellence feasibility.
§ Drafted and presented a report highlighting the drawback in creating a standard model, recommending each country define and utilize their own platform for cost and operational efficiency.
§ Initiated a survey of staff below middle management to gain an appreciation of strategy gaps at their level.
§ Uncovered ~78% of operational staff failed to understand the strategic direction, relaying the findings to the
Chief Strategy Officer.
§ Played a pivotal advisory role as the CEO chaired a strategy communication exercise; selected to lead the new program, currently a catalyst / ambassador for the business unit.
§ Tasked to create an innovative and competitive product portfolio repositioning the brand as a category leader across the region.
§ Championed products (regional first to market) including Mosaic GO and 4 K meeting stringent timelines and budget.
§ Nominated by management as a broadcast expert and technical lead, seconded to a strategic project with Al Jazeera Global Connectivity.
§ Acted as the Ooredoo corporate ambassador administering a $500M budget for the Al Jazeera Global Connectivity project.