Ahmed El-Zouka

Crafted a structured and robust organizational transformation plan establishing collaborative working environment implemented processes and tools Leading PMO and Project Management Teams. Built-up a Project Management Office in line with global PMO strategies and standards to lead company strategic vision and operational, organizational strategy, objectives, processes and KPI’s project(s) across the kingdom with 3 different Business-Lines of AUC as part of Alhamrani Group.
Adapting and prepares the resource planning according the business strategy and applies restructuring if necessary. Coach and Guide the Team through a difficult phase of delayed deliveries and customer dissatisfaction. Leading teams and interdepartmental developments of process improvement on 3 business lines projects including Oil & Gas sector. Directing portfolio Profit and loss (P&L) with project team and my direct manager C-level for strategic government, banking clients including programs related to Oil & Gas sector with “Saudi ARAMCO” for average of 180 Projects. Driving team operational and behavioral performance evaluation integrated by both quantitative qualitative set of KPI's and regular performance measurements.

Lead team of nine direct and 24 indirect reports to manage portfolio of 200+ projects as a P&L owner across kingdom. Tailored and lead organizational transformation introducing Global Standards of Project Management practices as part of building-up a PMO office. Directed financial reviews on a weekly basis between project team, cost control, and group finance to manage budgets.
Tailored and applied a resources transformation plan with site services teams resulted in enhancing use and allocation of teams across kingdom resulted in closing projects in hand with faster and more structured and planned cost, time and scope. Develop estimation plans of projected revenue, invoicing, margin, and receivables.
Applied Change Management and Team Leadership using value engineering plans, led to accomplish 90+ projects in a period of 18 months (35 on 2018) were considered troubled projects before PMO transformation Program.
Managed comprehensive project leadership across multifunctional units in Sales, Contracts, and SC on Group Level conducting bimonthly portfolio assessments in collaboration with Finance Control, CFO, and COO. Assess potential opportunities to make data-driven decisions on sales, contracts, and tender during bidding stage. Contributed in projects’ bidding reviews and agreements ensuring consistent excellence across scope, schedule, costs, and customer satisfaction.
▪ Driven team-based success and KPI goal completion through coaching and performance reviews to provide every team member with individualized training based on needed improvements.
▪ Expanded profitability by 5.4% with challenging historical revenue growth.
▪ Managed comprehensive project leadership across multifunction (Sales, Contracts, and SC) on Group Level. Conduct bimonthly portfolio assessments in collaboration with C-Level.
▪ Surpassed substantial enhancements of aging receivables as part of transformation program enhancing collection process, and planned invoicing resulted in reducing projects’ aging receivables with 71.7%.
▪ Reduced portfolio costs by 32% by reassessing team workloads and staff expertise to restructure project teams for maximum efficiency based on employee strengths.
▪ Spearheaded highly efficient operational project management by fast-tracking projects, increasing scope and profitability, and winning key negotiations optimizing investments, reach business objectives and achieve the milestones of strategies.
▪ Achieved substantial enhancements to aging receivables, collection process, and planned invoicing.
▪ Resolved complex technical and commercial concerns for projects up to six years old.
▪ Executed complex contracts by leveraging expertise on electrical power (switchgears, transformers, UPS, etc.) and Extra Low Voltage (CCTV, BMS, FF, FA, ACS, AV, PAVA, etc.).
▪ Managed multiple teams of diverse professionals, including project and site managers, technicians, cost control experts, and planning teams.

Lead one of most transformational project enchasing and agile use of processes with all "Intra-Group" factories in MEA with KSA to agile planned manufacturing cooperation between factories easing use of products and serving clients' with Best in Class Experience as part of corporate strategy plan initiated 2015. Developed delivery performance in alignment with Company Strategic vision of customer project delivery on zone-level intragroup team. Integrated ERP platforms to benchmark team performance for multiple factory locations and improve delivery strategies to KSA. Streamlined handover of projects; prepared and presented relevant updates and reports to executive management. Managed technical / integrity support throughout all project stages. Championed inter-departmental group team improving knowledge, skills, and abilities of KSA project team and bettered understanding of internal procurement, manufacturing, and logistics processes to better achieve deliverables within the technical scope and timelines. Developed integration of PMO platform amongst KSA projects team and monitored enterprise supplier performances for delivery plans enhancement.

▪ Improved delivery timeframes of three products to achieve 20% faster shipping than competing factories.
▪ Selected to be Project Manager for 45€ million “Zohr Gas Field” Project located in Egypt to successful negotiate supplier contracts and fast-track delivery processes.
▪ Reviewed contracts of Key customers negotiating and enhancing contractual obligations, mitigating risks, highlighting probability of risks.
▪ Recognized by Zone-level executive leadership for demonstrating excellence in appraisal processes.
▪ Achieved KSA factory certification for level three product assembly, resulting in significant reduction in delivery times to under two weeks.

Earned promotion to Project Manager for strong leadership practices and consistently exceeding targets. Managed multisystem of mega projects (Power/ Low current/Security) for key strategic clients and key strategic projects in kingdom. Led workshops to train other project teams.
▪ Expanded P&L profile by driving 34% increase in change orders.
▪ Nominated by Vice Present to spearhead ERP- SAP Program execution module to lead process improvement, best practice integration, and customer experience enhancements as Master Key User.
▪ Enhanced existing project management process on ERP system and utilized expertise in project management to enact best practices on ERP system work flow.
▪ Developed and led workshops targeting improved project / financial performance.

Provided project expertise on bidding, budget, scope, contractual review, and delivery planning. Created project management plan to mitigate potential risks and achieve project goals with projected cash flow. Negotiated early stage enhancements and drove project management plans. Launched schedules and resource plans with functional managers and project peers; liaised with customer stakeholders and negotiated methodology of contract executions. Communicated operational / financial performances to project steering committee and regional governing boards; collaborated with customers as a consultant advisor on issues and mitigated potential risks.
▪ Managed extensive project profile worth 120 MSAR.
▪ Accomplished 100% (±5%) of forecasted objectives for revenue, deliverables, margin, and invoicing.

Managed operational, construction and maintenance contracts, created project management plans, and established productive client communication channels. Conducted commissioning and preventative maintenance for project power systems with ADSS, ADWEA, DEWA.
▪ Served as Lead Engineer for Al Ain Area project with ADSSC (Abu Dhabi Sewerage Services Company).
▪ Achieved project objectives for timing and cost control.