Freelancer
Musc
Total years of experience :15 years, 3 Months
Katakit Group is the market leader in its field, specialized in manufacturing, selling, and distribution of Food & Beverages
products, with tens of production lines, complex operation and changeover processes, extensive materials resourcing, high
quality and hygiene standards, and more than 3, 200 employees. Operations extended to more than 15 countries at the
time.
Role
Acting as the Chief Enterprise Architect, my mission was to formulate strategies and put action plans to ensure that
corporate information systems, organization structure, processes, and procedures are all integrated and aligned with the
corporate vision, goals, and governance principals. In addition, to ensure that appropriate talents, infrastructure,
resources, technology, systems and processes are adequately developed and made available to the group in order to
facilitate efficient operations and continuous growth.
Achievements
− Architected and project-managed the development of a new fully automated cross-platform Corporate Planning,
Budgeting, and Performance Management system that is based on the Balanced Scorecards model. The system
provided comprehensive and integrated solution with evident key benefits to stakeholders on and off site.
− Efficiently enhanced many critical processes by implementing new initiatives to measure and enhance efficiency of
existing business processes. In addition, re‐designed several key policies and procedures to ensure smoother
operation, better compliance, while keeping adequate controls in place
− Architected a new cross platform state-of-the-art HR information system and sponsored the implementation project.
This system enabled all HR functions to be linked on one system completely integrated with the company’s ERP, and
with ease of access to all users, inside and outside the company where needed
− Optimized return on investment by introducing and starting up the Project Portfolio Management (PPM) methods to
decide on new potential investments/initiatives in IT and other business domains, and to facilitate better decision
making process in critical situations such as unpredicted budget shortages, budget reallocations, or a change in the
corporate strategy
− Successfully headed and implemented the organizational project to transform the Company into a Group, with head
office and several strategic business units (SBU’s). Designed and led the implementation of the new architecture in a
six‐month project that involved analysing financial, organizational, technology, and innovation aspects of the company
in collaboration with two of the best management consulting houses in the region (Ernst & Young and NECGi Group)
− Redesigned the Employee Performance Evaluation Process to integrate more aspects of the employee’s working
environment (matrix environment) on the input side, and to minimize subjectivity and massive variations of results on
the reporting side
As a key member of the top management, I led the organisation’s change initiative towards a digital firm. This required a
radical organizational restructuring and process re‐engineering to produce a streamlined, result‐driven, and information‐
powered business, capable to take the challenge of the rising international competition in the market, and to ensure
confidentiality and reliability of corporate data, proprietary of information, and intellectual property.
Achievements
− Developed the future vision Enterprise Architecture Core Diagram, the digital transformation strategy, and the IT
investment roadmaps and transition plans in line with the company strategic goals and acted as the IT Enterprise
Architect
Portfolio
Haytham Khawam CV (B02.4) - haytham.khawam@gmail.com - Dubai 52 683 6129 - Montreal 514 601 8856 Page 4 of 6
− Successfully managed the strategic move of a multi‐million dollars privately owned company with more than 1, 000
employees, at the time, towards a digital firm in all its phases
− Set up and started up the Information Management Department, structure, functions, roles, responsibilities,
authorities, controls, and process maps, in addition to selective internal/external recruitment of the different
department’s positions to acquire appropriate talents at this critical stage. This was implemented on a staged
approach, using quick wins to build momentum and buy‐in in order to ensure a smooth transition of the information
flow and work culture in the company into the new digital form
− Successfully managed the ERP project from concept to implementation (to replace many scattered legacy systems),
including RFP preparation, partners’ selection, project management, contractual matters, formulating different
engagement teams, training, and execution
− Significantly reduced the expensive cost of internationally‐outsourced ERP support by establishing an in‐house well-
trained support team that worked flawlessly and ensured a smooth daily operation of the company’s business with
minimum challenges
− Efficiently fulfilled the company's growing and highly demanding e‐business environment by establishing the System
Development Unit. This unit worked on developing a full package of seamlessly integrated systems with the core ERP
system and proved to be responsive to the different requirements and situations specific to CDIC
− Led a team of architects, engineers, and business experts to design, develop, and implement a cross-platform Sales
Information System (Van sales, regional, export, etc), that evidently delivered better control over the sales &
distribution operation and provided quality sales information to all related business entities in the organization
where needed (financial, marketing, time and motion, etc)
− Set the vision and developed the architecture of the ‘Company Portal/Content Management Platform’ and
implemented a state of the art solution that acted as a single source of real‐time information for many of the
organization’s functions in the main office and other branches (the Employee self‐service portal, the e‐requisition
system, executive reporting, etc), and became later the platform for all web-based services
− Developed the architecture and led the implementation of a new integrated and unified messaging system
(
After the strategic decision by the company’s board to take CDIC into a new advanced level of operation, I was assigned
to study the current situation of the organization and its IT landscape, define requirements in the area of process
automation and information management needed for a successful digital transformation, and to establish executive plan
for this transformation on the short and mid-term.
One very important output was to select the best fit‐for‐purpose ERP for the organization at the time.
Other Positions Held
Assistant Lecturer (Programming and Algorithms
Assistant Lecturer (Programming and Algorithms
courses: Certification − PMP (Project Management Professional), from the Project Management Institute, USA − Hogan Level 1 Certification, from Hogan Assessment Systems, USA
courses: Certification − PMP (Project Management Professional), from the Project Management Institute, USA − Hogan Level 1 Certification, from Hogan Assessment Systems, USA