CEO
Group
Total years of experience :0 years, 0 Months
As a CEO for Hadi Al Hammam holding Group I derived the planning and formulation of the HAHHG business strategy and its translation into mid-term and annual plans based on a thorough understanding of the markets, and current status of the group. I took the responsibility to manage key business projects across business units to strengthen the organization, working closely with various teams across HAHHG, Direct Operations, Finance and General Services divisions for the group to successfully translate local needs into business growth. I supported the assessment of the group’s operational and strategic performance against success critical factors, and set of KPI’s
Main responsibilities
•Defining and implement the overall group re - structuring and transformation strategy
•Negotiation with the banks for re - structuring debts and getting new loans
•Monitor and analyze sales and key performance indicators providing regular insights to Senior Management for effective decisions.
•Supporting the annual budgeting process in close cooperation with Finance to ensure an aligned budget in line with strategic priorities
Appointed to CEO role as visionary, growth focused leader, responsible for the overall strategy creation, business planning, corporate direction, alignments and optimization of corporate performance, and services functions across the Middle East North Africa Region. Lead high-performance, diversified team members across technical engineering, urban planning, design management, project management, finance, business development, marketing and support services. Collaborate with C-level leadership to position company for new business opportunities and continuous improvements. Define and activate strategies spanning different sectors, Mixed use Development, Commercial, Residential, and retail
• In reviewing Harrison performance, there was no clear corporate strategy as to which market should we compete and focus on, services diversifications, market segmentation and positioning, there are frequent changes in direction, the mandate is unclear, Initiative is missing duplication of work was discovered resulting in low client satisfaction, loss of productivity, and there is no corporate identity. I took a proactive approach leading and forming a restructuring task force, developed a new strategy focusing on expanding in the lucrative Markets, increase and diversify the service offering to include program/ Project management, infrastructure, water &wastewater, and rails. Conducted a complete brand Audit, that includes analyzing the content, client satisfaction survey, and determined brand value, that resulted in creating a totally new corporate image.
In identifying Harrison teams’ strengths and areas of development a robust recruitment and training programme has been implemented to improve efficiency, capability, and project delivery excellence.
QPM (Subsidiary of Qatari Diar Real estate Investment) Qatar
Education credentials include DBA (Business Admin),
Education credentials include DBA (Business Admin),
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