Hayssam Sankari

Leading a team of local and international experts/consultants that continues to support the Ministry of
Energy and Water (MoEW) and Electicite De Liban (EDL) on many levels in projects related to Power
Plants EPC, Power Plants Supervision, Claims management arbitration and mainly assisting EDL in the
Program Management Consultancy Services for the Distribution Service Provider (DSP) Project which
covered all tracks of the Power Distribution Sector in Lebanon, in addition to the Advanced Metering
Infrastructure (AMI) track, with budget of over 1.5 Billion USD, and as well as all related Claims
management.
I was the prime contact/coordinator between EDL, MoEW and the DSPs.
Key acheivements :
• Coordination with the world bank on the corporitization of EDL and the related DLIs
(Disbursement-linked Indicators) also on the DSP Contract ammendement and the AMI rollout.
• Draftingthe enhancement points forthe UpdatedPower sector PolicyPaper that was approved
by the Council of Ministers in 2019 which covered the restructuring strategy for the distribution
sector of EDL
• Major contributor to the 5 years EDL distribution sector strategy and numbers that was
approved by the Council Of Ministers in 2019 with focus on the reduction of Technical and non
technical losses, improvement in the annual collection numbers as well as the smart meters rollout
and ammendement of the DSP contract to make it more effective.
• Prepared a detailed action plan of all EDL processes and regulations that need to be
updated/modified in order to improve the performance of the DSPs and the overall distribution
sector.
• Laid the foundation for the smart meters rollout in Lebanon by establishing :
o The first lebanese companion.
o International Certification/ Validation process.
o Rollout plan.
o Approval of 5 Smart meters/DCU to be installed in Lebanon.
• Successfully negotiated MOU1 and MOU2 with the DSPs on behalf of EDL/MoEW which
relieved EDL from all claims and outstanding issues with the DSPs with exception of 12 Vs
16 (Approved) and Phase 1 compensation (rejected) and led to the extension of the DSPs contract
for another 5 years; contract will expire 31 December 2021.
• Established and started negotiating MOU3 with the DSPs on behalf of EDL/MoEW in line with
the Council of Ministers decision and World Bank recomendation which should lead to
enhancement of the DSPs performance and resolution of many challenges within the distribution
sector.

I have joined White Helmet in 2015 as a managing director in order to drive the growth vision of the
shareholders. Responsible for the transformation of White Helmet into a company that does not focus
only on Construction, Power and MEP but also on Systems and enterprise bussiness thus offering a
complete solution in today demanding contracting bussiness.

Solely responsible for BATCO P&L and Balance sheet.
Reporting directly to the Board and managing BATCO Operations, B D & FSS.
Below are my key achievements:
✓ More than doubled BATCO annual revenue from around 70MSAR to over 165MSAR.
✓ Transformed BATCO from only a Telecom company to a Telecom and ICT company with focus
on enterprise business.
✓ Raised BATCO up the ICT value chain by introducing solutions to a company that was built on
delivery only.
✓ Achieved Government Classification level 2.
✓ I established BATCO road map, 5YS17, 5 years strategy.
In Line with our strategy and in addition to growing our core business i managed to driveBATCO
Business with new customers and new deliverables. Below some examples :
▪ Riyadh Metro (BACS consortium), ELV/Security/ICT (60MSAR)
▪ SEC, KSA, 3 years Managed Service contract (55MSAR)
▪ MOI/FSF/ICT/Command and control center in addition to CW.
▪ STC & Mobily /OSP.
▪ KFUPM/OSP/NETWORKING.
▪ SBC/SAUDI TV/Software MS.

Responsible for the operations of SNS in 5 countries, KSA, UAE, OMAN, PAKISTAN and IRAN
Responsible for Multiple operations management, cross countries knowledge transfer, Centralized
Tendering, Bench-marking as well as resources training and cost control in addition to Risk assessment,
Risk management and SWOT analysis.
Established many internal processes to improve the coordination and flow of information between
departments and countries.
Managed to improvethe top line percentage by reducingthe directcost of sales which was achieved threw
idle time reduction, improved efficiency, better cost control and optimized resources planning.

I was a member of the Iraq country management team, representing the service organization, responsible
for setting up a country entry strategy for Iraq, in order to strengthen the in country presence of NSN, in
coordination with Legal, Treasury, Tax, Security, F&C, Country head and different, in-country CT’s.
Responsible for Planning, executing, monitoring, controlling and closing the project according to
contractual scope and approved project budget.
Responsible for consolidating High Level reports on multiple projects to be used in Sub region
reporting and operational review meeting.
Responsible for sales target achievement against STP and LE.
Responsible for implementing change control process and ensuring customer acceptance for the
service.
Responsible for planning and managing resources within the project, organize and lead the project
teams.
Responsible for setting up and maintaining clear and effective internal and external communication
within the customer and project teams.
Responsible for Identifying risks then planning and implementing risk response actions.

-Inteltec, GSM Division; KSA
During my work with Inteltec, I held many positions and managed many projects simultaneously
that led to the growth of the company from single vendor partner to multiple vendors partnerships.
Different positions which I held @ inteltec were: