عبد الله عثمان

• Spearheaded a Digital Transformation Strategy (10M+ SAR) aligning with DGA,
MoMaH, and Vision 2030, enabling municipal transformation.
• Applied Performance Management Framework and KPI lifecycle (selection,
dictionary, targets, reporting, gap analysis), improving executive visibility and
decision-making efficiency by 35%.
• Improved Eastern Province Municipalitys digital maturity score in QIYAS
assessments by 9% (85% to 92.7%), ranking as 2nd among KSA municipalities and
14th out of 240 government entities, aligning with Vision 2030.
• Established governance models and execution roadmaps, reducing strategic initiative
slippage.
• Automated reporting dashboards using Excel VBA, cutting reporting time by 40%.

• Shaped the Claims Management Office (CMO) structure and analyzed pending claims
valued at 5+ million SAR, ensuring accuracy in categorization and reporting.
• Led a Quality Functions Outsourcing Study and set a Lessons Learnt Procedure with
Google Forms, achieving 95% adherence to client requirements and timeframe.
• Streamlined claims processing by implementing a new workflow, reducing
bottlenecks and achieving a 15% reduction in average processing time.
• Enhanced PMO performance tracking with KPI dashboards, increasing project
tracking accuracy by 35-50%.

• Drove the execution of a revised strategic plan that decreased project completion time
by 20%, which improved operational efficiency by 12%, and increased stakeholder
satisfaction scores by 15%.
• Led oil allocation measurements in South Sudan Production Resumption PMO,
ensuring 98% accuracy and alignment weekly.
• Orchestrated General Manager-led strategic task forces focused on Administration and
Services, driving the implementation of 12+ key resolutions across 7 departments,
including IT and HR.

• Managed production drop analysis and recovery planning, supporting output
stabilization initiatives, keeping deferment and LPI lower than 5%.
• Examined cost-sharing agreements, discovering critical inefficiencies, renegotiating
terms, and driving a departmental reduction in annual expenses.
• Acted as Production focal person for preparing and presenting Production reports to
Top Management, Ministry of Oil & Gas, Partners, BOD & other stakeholders.

• Prepared and analyzed short-term and mid-term production forecasts, improving
forecast accuracy by 25%.
• Established KPIs dashboards, improving executive access to production insights by
40% and enabling data-driven decisions.
• Controlled budget cycle: plan, prepare, adjustments, reporting, analysis & corrective
actions.

• Set salary structures and job grading systems for 1, 200+ employees and collaborated
to HR policies, manpower planning, and organizational design, improving role clarity
and governance.
• Implemented audit program, corrected 10+ manpower supply contracts, ensuring HR
best practice adherence and minimize company risk. Manage to eliminate non related
liquidated damage with 5 clients.

O Annual Budget.
O Quarterly Business Performance Report for Board of Directors.
O ITB Bidding throughout the process.
O Prepare some procedures for the company to meet the ISO requirements.
O Design Budget Control Module using MS Excel.
Make a proposal for Company Charts of Accounts (COA) upgrade in order to link it with budget for control & reporting purposes.

• Managed facility and asset KPIs, improving operational reliability by 15%.
• Implemented a new communication protocol between field operations and plan for
departments, reducing project delays by 7 days and preventing critical equipment
failures.
• Integrated new oil field data into VBA macro, streamlining reporting, halving manual
work, and improving analysis efficiency. Developed KPIs, dashboards, gap management,
and initiative tracking.