Amer Al-Ghamdi

Responsible for:
~ Facilitating the SAR Strategy and Business Planning
~ Reporting of SAR Performance
~ Establishing Risk & Enterprise PMO Departments from scratch to operational level
~ Managing a contract of a Consortium of 3 international companies partner with SAR that responsible for building SAR capacity and capabilities in operating and maintaining its railway
~ Quality Department

~ Facilitation of reviewing SAGIA Strategic Plan including setting targets, objectives and KPI
~ Facilitation of establishing SAGIA Business Plan
~ Activating PMO Function
~ Development of performance management including monitoring and reporting system
~ Establishment of Operational Excellence Function including:
o Establishing a Standard of policies & procedures for SAGIA
o Developing SAGIA Internal Corporate Governance including Authority Matrix
o Conducting Organizational Culture test and develop practical plan for promoting an excellent working environment
o Overseeing SAGIA projects contributing into the National Transformation Program (NTP)
o Representing SAGIA in international events & Seminars related to Investment development & attraction
o Leading SAGIA through management change towards adopting Planning & Performance Management culture.

~ Played a key role in establishing the CMA Strategy, Risk & Enterprise PMO Departments (OSM) from scratch to operational level
~ Successfully contribute in CMA Strategic Plan Development.
~ Actively participated in establishing CMA 2011, 2012, 2013 & 2014 Business Plan
~ Launched 3 departments and ensured proper functioning of the departments based on the existing Strategy, Risk & Program Management functions of CMA
~ Consulted & coordinated and developed strategic policies & procedures for the 3 functions
~ Represented CMA in international events & Seminars related to Financial Regulations
~ Measured and ensured that the performance of CMA performance matched the set strategy
~ Lead CMA through management change towards adopting Planning & Performance Management culture.

Managing BAE Systems portfolio companies in KSA in accordance with BAE Systems Corporate Strategy

Managing the Implementation of Code of Conduct in BAE Systems Saudi Arabia

Managing the whole transformation of BAE organization in KSA and optimizing the resources

1. Supporting VP’s, and Project Directors in the development of the company business strategy and its implementation.

2. Establishing the KSA input to the CS&SI Integrated Business Plan, Value Plan, Balanced Score Card, defining associated metrics and maintaining currency throughout the year

3. Establishing and coordinating BAE-KSA business improvement plan, establishing associated metrics and reporting.

4. Establishing and coordinating BAE-KSA strategic plan, establishing associated metrics and reporting.

5. Coordinating and facilitating BAE-KSA Business Reviews, utilising Project Management process and Project Reporting System as appropriate.

6. Directing the compilation of BAE-KSA Sauidisation Plans, coordinating, monitoring and reporting on implementation of the plans.

1. Project manage the Transition Plan from UK to KSA to support the Home Market strategy in KSA

2. Ensure that UK & KSA organisation is ready for the transition

3. Manage the design of the Transition system that is going to be used

4. Manage the implementation of the transition deliverables

5. Manage the monitoring & support phase after transition take place

6. Ensure that the project is satisfying all BAE SYSTEMS mandatory practices, reporting, polices and procedures such as LCM, PRS, IBP, VP etc..

1. Ensure that the project's plans, procedures and policies reflect the business protocols and working methods of the project’s KSA operations

2. Ensure that a close interface between the UK and KSA project teams is established and maintained and that their processes are appropriately integrated; that the interfaces to the Customer and Suppliers are clear

3. Prepare Project Plans, Schedules, Budgets, Statements Of Work, etc.

4. Undertake negotiations with suppliers and partner companies in relation to establishing project management metrics, control measures, reporting requirements, schedules and payments plans

5. Establish working relationships between suppliers and partner companies based in the UK, KSA and US

6. Prepare project performance metrics, schedule and cost performance indicators

7. Conduct project management reviews internally and with suppliers and partner companies.

8. Prepare; assist in the preparation; take part in negotiations and discussions; and/or act, as an advisor to ensure plans, procedures and policies adopted by the project are satisfactory

In addition to the above as a Project Manager I:

1. Deputise for the Programme Manager in his absence and fully assume his responsibilities

2. I am the ILS/Training Manger for C4I Project

Responsible for a department of 15 personnel made up of BAE SYSTEMS and Al-Salam employees. The department functions include:

1. Providing PDM with all services related to Maintenance Control, Aircraft Ground Equipment (AGE), Non-Destructive Inspection (NDI), Corrosion Control and Technical Library

2. Co-ordinating with outside agencies on essential tasks to support the main programme activities

3. Co-ordinating PDM Support functions to ensure dependable logistic support service is provided to meet aircraft schedules

In addition to the above as a Programme Support Engineer I:

3. Deputise for the Programme Support Manager in his absence and fully assume his responsibilities

4. Determine priorities and allocate resources against conflicting requirements to maintain the overall programme

5. Provide feedback to the customer on programme progress and ensures issues of a complex or sensitive nature are brought to the attention of the RSAF Engineering Team

1. Management and implementation of Material Deficiency Reports

2. Management of Technical Queries Service

3. Management of Royal Saudi Air Force (RSAF) Special Inspections to support the operational, logistical and maintenance aspects of all Al Yamamah aircraft and associated equipment delivered under the Al Yamamah Project

4. Ensure that where appropriate, 3 above services are implemented to meet the RSAF requirements and that the end product is delivered to time, cost and quality, in an effective manner, to give complete Customer satisfaction

1. I worked with the Production Line Management & Project Team of the AYII Tornado Aircraft. The main responsibility of our team was to coordinate all necessary activities to make sure that all assembly phases of aircraft in the production line are met within the planned time scale and to quality

2. I worked with Customer Support Department (Logistical Support) that deals with all customer technical queries around the world especially Tornado. Then, I joined AY supply cell in Samlesbury to help the team on their daily activities dealing with all supply issues including the commercial side

3. I worked as an Incident/Accident Investigator in the Airworthiness Department. Our main task was to investigate any Incident or Accident that may accrue to the Royal Saudi Air force Aircraft or equipment. My job involved many visits to our vendors as some of the investigations went thoroughly to include all manufacturing participants, as my responsibility was to issue an Incident/Accident reports that were passed to the customer

1. Help in managing the new facilities construction activities project for the New Buy Tornado Aircraft

2. Providing assistance to the Royal Saudi Air Force (RSAF) for their intermediate shops to achieve the full maintenance capability for Tornado Aircraft

1. I went through an extensive training programme, for the first two years, which included three visits to the company factories in UK

2. I was enrolled in each Air Base (Dhahran & Khamis Mushayt) as part of my On Job training to be familiarised with the Tornado Aircraft Maintenance and Facilities problems

3. I was assigned to manage the Intermediate Level of Maintenance Project for Tornado Aircraft at Dhahran and Khamis Mushayt Bases as part of my On Job Training

4. I was assigned to work as a Project Engineer in monitoring the implementation Plan for the New Tornado Aircraft Buy in order to prepare me for the new job after finishing my training period