عدنان البناي

- Reports to Executive Vice President Support Services, who reports to the PCEO.

- Under EVPSS guidance, I am co-leading Milaha’s business and digital transformation and working with relevant stakeholders to achieve; digital and business transformation, enhanced ERP implementation and adoption, cost optimization and control via adopting a collaborative approach built on Kaizen methodologies and continuous evolution.

- Managed the business transformation model for all Support Services department, which included:
Procurement, Human Resources, Legal, Information Technology, Cyber Security, Health and Safety, Corporate Communication and Admin Services.

- While managing procurement department, enhanced supply chain and logistics management
strategies, budget controls and demand planning policies which led to savings of about QAR 50 million within 12 months period

- Managed airports operations in the North and South America’s, Europe, Middle East and Africa regions,
responsible for about hundred critical airports with a workforce of more than 1, 000 staff together with
various ground handling companies.

- Successfully launched more than 30 new stations worldwide.

- Overall in-charge of new destinations operations in the region; setting-up, staff recruitment, training, as
well as managing the overall regional performance.

- Managed the airline’s five-year plan, budget operating plan and several multi-billion dollar projects in fleet planning, revenue maximization, cost control, aero-political affairs and mergers and acquisitions.

- Negotiated with and led-procurement activities with Airbus and Boeing, and made multiple site visits to
Toulouse and Everett, the procurement deals included mega engines, spare parts, reliability packages
in addition to the fuselage and BFE “Buyer furnished equipment” of various aircraft

- Reported to the Head of Strategic Planning Department, who reported to the PCEO, and interacted with top level stakeholders, generated multiple business cases for network optimization and growth strategies based on fleet plans, traffic rights and infrastructure.

- Evaluated new stations business cases, recommended short and long-term network strategies that yielded optimum results of maximizing revenues from short and thick versus long and thin routes.

- Represented the airline in high-level industry meetings and traffic rights negotiations on the national, regional and global levels.

- Key member of the Commercial Division which incorporated the Ship Repair and the Estimation
Departments, worked as a Ship Repair Manager responsible for drydocking and maritime repair works for various types of vessels, rigs and offshore units

- Post active collaboration with procurement to ensure vessels drydocking projects completes in a timely
and efficient manner, I was headhunted to head the procurement department of the overall shipyard
where I introduced innovative processes, enhanced supplier management, optimized contracts
management, reviewed stock levels management, worked on economies of scale, among others.

- Led the Aluminum production lines, as well as the quality control laboratory, analyzed its results and
suggested production optimizations


- Led the plant shutdown project plan, schedule and recorded expedited completion times within budget
and with no incidents