على Al Mesari

I'm handling all the group projects. Also, I'm responsible of all the project managers we have. Also, I'm responsible on the projects resources pool.

I established Tasheel in the Central Region and I open 11 shops in 2 months. I was handling the team for the central region with a target of 5M SAR where I reached 80% in the last month.

I countinue the last job with more responsibility for 23 countries and reporting to the Head of Tools, Processes and Methods in the Region under the PMO.

I'm responsible for:

1- Making the processes charts for all the projects in the region.

2- be sure these projects following the standards of Ericsson.

3- be sure the projects following the signed processes from the customer.

4- be sure the project processes reflected by the it has to be in the Ericsson different tools.

5- collecting the comments from my team in the region.

6- managing the team by making developing plans for them to rais their competance

I have 2 emplyees in each CU (Regions Contains of 5 CU's)

Now Ericsson divided to Regions and as we are in Saudi we are under Region of Middle East (RMEA) where it contains of 23 Countries.

I was working at that period of:

1- Reporting to head of implementation and qualitysupervising processes and tools

2- Local processes development including quality process, cost recovery plans, site handler integration process with other tools and all other processes

3- Local contact in the FSO organization for Tools & Processes related issues/problems and escalations

4- Creation of processes relevant to IT infrastructure, Tools & other business related processes

5- Responsible for FSO electronic tools i.e: Site Handler, Agency Handler, Concur, ESS/MSS, Gordon, Eridoc, Instant Access etc
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6- Brining the problems\Complaints of users to the FSO management notice when required basis
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7- Manage day-to-day operations of Tools functions

8- Development, operations and maintenance of FSO Tools to support the business objectives in a cost-effective way
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9- Responsible for FSO IT solution implementation in FSO RMEA (Region Middle East and North Africa)
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10- Focus on the end result; ensuring change is cost effective and brings real business value
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11- Identifying the organizational structure and processes that need to be in place to meet business goals
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12- Identifying gaps and how best to rectify them
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13- Developing new or refined structures, processes and tools to address the gaps and a communication plan for their implementation
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14- Help to develop efficient processes, or fine-tune existing ones, and develop the best tools and systems to improve efficiency. This in turn drives down operational and capital costs, which is crucial to developing successful business cases
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15- Provide ongoing analysis of operational performance against well-defined benchmarks and KPIs to ensure effective day-to-day operation and resource allocation, which in turn drives down costs
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16- Identifies root causes through advanced statistical analysis and data-capture tools benchmarked against global best practice
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17- Uses improvement methodology, such as Lean Six Sigma, to identify areas for process improvement, then determines and implements appropriate remedial actions
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18- Ensures service and process improvements are effective and maintained across your organization
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19- Ensures the entire process of change is focused on defining and achieving wanted business results
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20- Assures sustainable changes in organization, process, tools and systems, and networks
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21- Financial report in quarterly basis.
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22- Number of the employee in the department is 10 in each country (22 Contries)

Ericsson Saudi Arabia became a Market Unit and we became MUKSA (Market Unit of KSA). I worked as a project manager with projects value between 10M SEK and 100M SEK. In Ericsson, we following the PMI with some more knowledge base for Ericsson Standard (PROPS).

I worked in:

1- Fully planning for the project intiation (the customer meetings for the high level time plan and the features to be used)

2- Reponsible of the Project Planning (resources, cost, time plan and the project aviation during the life cycle of the project)

3- Project Excution (to take the reports from the coordenators and their follows with the ASP's (Service providers))

4- Following Ericsson Standards for the quality issues and working to reach 0 sites (where we have to work to have 0 Outstanding List).

5- Closing the project (in Ericsson we have to close the project as the PMI where to have also the final document Leasons Learned Document)

Ericsson at that time divided to Mardet Units and as Saudi Arabia we was MUME (Market Unit of Middle East). In the biginning of my role I was a database engineer for a tool used only by Ericsson Globaly named Site Handler. After that I became the Site Handler Guru for the whole Market Unit and one of the assessment group in the globe.

Site Handler is not just a tool it's the processes implemented in the projects where I was resposible to draw the process (flow charts) and implemented in the tool and after that to keep up-tp-date by monitoring the tool and force the project team to keep it updated.

I did the standard in how to build the database and how it can be monitored. The starard still used in the globe.

I had many jobs in the company as follow
1- The first year I was working as GSM Performance Engineer to monitor the Mobile Network and to be sure the network performe well

2- The Second year I handled the West region as optinization engineer to optimize the network to increase the capasity of the network.

3- The last year I was the orgnizer Manager (35 employee reporting to me) (the drive testers the administrators and the IT guys)

I was handling the employee support for IT (emails, Network Login, and other IT Troublshooting) for more than 100 pcs.