Hassan Al Amri

Led Mobily's corporate transformation agenda by building a high-performance Transformation Office that connects strategy to execution across the business. Established PMO governance structures to ensure disciplined delivery of the organization's most critical programs, while redesigning operating models to remove structural inefficiencies and improve cross-functional collaboration. Sustained transformation momentum through a targeted cultural change program that shifted leadership behaviors, improved employee engagement, and embedded a performance-driven culture across the organization.

Key Achievements
o Delivered 163 million revenues through transformation initiatives.
o Achieved 125 million cost savings through optimization programs.
o Increased employee engagement by 7% and reduced voluntary turnover.
o Managed 50+ Go-To-Market initiatives generating 85 million revenues.

Built and deployed Mobily's enterprise-wide risk management, business continuity, and internal controls frameworks, integrating risk governance into executive and board decision-making to ensure risk insights informed strategic direction. Implemented ISO-aligned frameworks across all business functions, improving risk visibility, advancing maturity by two levels, and achieving triple ISO certification in under 18 months. Strengthened organizational resilience through structured crisis preparedness and continuity programs, equipping the organization to anticipate, withstand, and recover from disruption effectively.

Key Achievements
o Achieved triple ISO certifications within 18 months across frameworks.
o Reduced external audit findings 35% through automation controls.
o Decreased high risk exposures 30% through mitigation programs.
o Improved organizational resilience training coverage across 500 employees.

Directed ERM, BCM, & corporate insurance portfolios, protecting multi-billion-riyal railway infrastructure operations & assets from strategic &
operational risk exposures.
Key Achievements:
• Designed & established ERM framework, enabling proactive identification and mitigation of strategic, operational, and safety‑critical risks.
• Optimized corporate insurance portfolio, reducing annual premium costs by 15-20% and improving claims turnaround time by 35%.
• Established comprehensive BCM architecture, strengthening operational resilience and ensuring continuity of railway services.
• Advised board and executive committees with risk intelligence dashboards and KPIs, influencing investment and operational decisions.

Designed and deployed NWCs enterprise-wide risk management framework, strengthening operational resilience and elevating corporate
governance discipline.
Key Achievements:
• Designed and rolled out a comprehensive enterprise risk framework, elevating risk maturity across all business units.
• Developed and institutionalized risk appetite and tolerance statements, ensuring full strategic alignment with performance objectives.
• Produced high-impact risk assessment reports that guided CEO and Board-level decisions on major national projects.

Directed corporate-wide quality assurance and process improvement programs to enhance service delivery and operational performance.
Key Achievements:
• Built and institutionalized a company-wide quality management system across all functions.
• Implemented KPI-driven frameworks that improved departmental performance and accountability.
• Established a robust quality audit program, achieving compliance with national regulatory and quality standards.
• Formed a data analytics unit that transformed decision-making through real-time insights and performance reporting.

• Working in the Business Planning and Performance dept. within Network sector and handling the responsibility of improving communication channels between the Network sector and other sectors
• Analyzing Business Units’ Demand Forecast including Enterprise, Personal, Home and Wholesale to estimate technical and financial requirements.
• Developing & implementing departments’ objectives as per sector strategy and identifying & closing gaps.
• Ensuring that technical Requirments of STC services comply with the regulations of CITC.
• keeping abreast of CITC legislation, guidelines and customer practices
• advising STC Netowk Staff on regulatory requirements
• Conducting high level study for STC strategic investment plans
• Managing the bidding phase of the CITC USF (Universal Services Fund) projects in all phases 3, 4, 5, & 6.
• Support the Project Manager in reviewing the contact after the award
• Monitoring the progress of USF projects implementation and resolving the issues arise with CITC
• Managing CITC regulatory consultations (MNP, Disaster Recovery, Interconnection, MVNO, Infrastructure Sharing, etc) to safeguard STC’s interest.


Achievements:
• As bidding Manager of CITC USF3, STC has awarded the USF3 project among two aggressive competitors.
• Coordinated within STC and outside with CITC, local & foreign entities and ensuring Network regulatory compliance with Govt. policies and International Best Practices.
• Developed Quality Management System (QMS) at Network Planning and Performance General Directorate.

Served as
Key Achievements:
• Drove regulatory compliance initiatives across Network sector, aligning operations with government directives.
• Enhanced organizational quality culture by implementing ISO-based standards.
• Developed & streamlined end-to-end business processes according to eTOM framework, reducing cycle time & improving cross-functional
efficiency across core operations.

• Worked in the Business Planning and Performance dept. within Network Sector, led a team of 9 personnel and reported to the Business Planning and Performance Director.
• Provided quality services as per ISO 9001 Standards to the Network Planning & Performance Departments (Business Planning & Performance, Network Strategic Planning, Network Financial Planning, Access Network Planning and Core Network Planning).
• Developed Quality teams (including Process Management Team and QMS Team), defined roles & responsibilities and monitored achievements.
• Spread Quality message and persuade staff to adopt and incorporate quality methods into their work.
• Monitored progress of QMS and conducted gap analysis to identify missing documents & systems and proposing improvement opportunities.
• Conducted internal quality audit on the Network Planning & Performance Departments.
• Provided QA trainings (Documentation Development & Internal Auditing).
• Developed internal SLAs between Network & other sectors within the organization including external SLAs between STC and other organizations like ARAMCO.


Achievement:
• Developed Quality Management System (QMS) for 5 Network Planning & Performance departments as per ISO 9001.

• Worked at Quality Assurance dept., led a team of 2 personnel and reported to the QMS Section Manager.
• Implemented Quality Management System (QMS) through Network GD including Planning, Design & Implementation and Operations & Maintenance departments.
• Developed and implemented document & record control processes and ensured records & documents are controlled from the point of origination till archiving.
• Conducted safe storage & archiving and ensured timely retrieval of current documents and quality records.
• Provided QA document information and ensured service availability to the QA and other departments.
• Developed business processes in all levels into eTOM framework.
• Defined process risks and relevant KPIs to ensure smooth process functioning.
• Improved communication by developing orgcharts and job descriptions.
• Conducted internal quality audit on Network Sector Departments.

Key Profile: Commenced career as GSM BSS Field Engineer, reported to the Base Station Subsystem Manager and worked on Mobily Project at Qassim City in both directions of BSS including implementation and maintenance.

• Responsible for fixing shelters components in the warehouse and applying requisite tests to ensure reliability & efficiency before sending the components to the field.
• Implemented solutions for all sites problems including alarms in the field.
• Monitored the contractors’ job during site implementation as per company specifications.

Contributed to network infrastructure rollout, ensuring high-quality GSM operations across the central region.