Senior Project Manager
Norconsult Telematics
Total years of experience :25 years, 8 Months
• Ensuring successful end to end delivery of Telecom 5G and LTE enabled New Site builds for NEOM Project. NEOM is part of Saudi Vision 2030.
• NEOM Project is one of the First Pioneering project to deploy Green Technology with Sites Implemented with Solar Energy being primary source and Generator for backup. Over 320 New sites with Solar solution deployment successfully managed.
• Managing Huawei and Tawal (a Tower Co responsible for all site passive Infrastructure deployment) for successful network deployment.
• Ensuring delivery of Project objectives as per schedule.
• Key role in delivery of various projects of Cell C account for ZTE Technologies South Africa
• Successfully delivered new site build rollout, IPRAN/DWDM project, LTE/Capacity/RAN network upgrade for Cell C Network upgrade and modernization project
• Strategically contributed to wide array of tasks such as - managing customer engagements; giving weekly/monthly project progress presentation to Cell C; alignment project deliverables in sync with customer specifications & expectations; resolving escalations in stipulated timeframe; supervising closure of actionable items; steered service delivery acceptance and established monthly/yearly revenue targets were secured
• Worked in tandem with sales team in identifying/pursuing potential new business opportunities
• Accountable for end-to-end delivery of the MTN Catapult Full Turnkey project in wide array of activities entailing - project leadership / interfacing with internal & external stakeholders / management of PMO processes & functions; assisted Project Managers in issue management / risk mitigation; managed customer engagements etc.
• Critical milestones delivered - site acquisition of over 500 sites, new site build of over 500 sites, fiber sites deployment of over 1400 links, way leaves acquisition for over 1400 links and over 1000 sites LTE/3G upgrade.
• Diligently planned / forecasted / dimensioned resources and optimized delivery to safeguard agreed project milestones were secured as per schedule.
• As regional Program Head for services was accountable for the complete services delivery transformation for India and APAC region
• Key accountability for the P/L of Services business unit (BU) to - secure services business transformation, achieve services operational excellence, C level executive management, business development, management of internal/external stakeholders, risk and people management
• Significantly contributed to establishing robust relationship at CXO level across various customer accounts and managed relationships across customer hierarchy
• Efficiently engaged in identification of gaps in customer satisfaction and to break down the gaps to actionable items to be closed in stipulated timeframe
• Executed broad range of tasks - reported regional overall project delivery status to the executive management team; spearheaded revenue growth for Services BU; turned around loss making BU from negative 130 % to positive 10% in five quarters
• Diligently spearheaded enhancement of key KPI’s like profitability, customer engagement, quality of delivery, services margin, new service business development, employee competency etc.
• Meticulously developed high caliber internal delivery team and strong partners/vendors to bolster delivery of projects with high quality and within schedule
• Accountable for the network consolidation project of the two operational networks of Airtel i.e. Zain and Warid
• Proficiently managed the challenge of getting a multicultural team comprising team members from Africa, India, China and Pakistan to deliver in scheduled timeline
• Successfully delivered the project to specification, within schedule and budget
• Reporting weekly project progress report to Group CTO in Kenya and to Airtel Uganda Managing Director
Notable Achievements
• Redeployment of over 1100 MW links and 950 2G sites, 450 3G sites, dismantled over 1000 MW links over a span of eleven months. 85% of the equipment was reused with less than 0.1 % lost in thefts/equipment transportation damages
• Ensured Ericsson, Huawei and NSN to deliver in sync in multiple dependencies, multiple stakeholder’s project. This was apart from managing the deliverables from the various tower companies like Eaton & ATC
courses: PMP, PMI, USA -
– Grade