Business Technology Manager
Etihad Airways
Total years of experience :8 years, 9 Months
Etihad Airways is the national carrier of the UAE. The airline was founded in 2003 and has grown rapidly since then. This role reports to the Head of IT Commercial.
Responsible for managing all of the systems requirements for all functions that come under the Direct Sales division (eCommerce, Contact Centres, Etihad Holidays and Reservations Development). This role required the coordination with other departments and vendors and the ability to engage at different levels from technicians to chief officers.
Responsibility for a team of 8 delivery staff (Project Managers, Business Analysts and Service Managers) including their performance management and recruitment
Budgetary responsibility for the IT Commercial area including both development of the budgets and reporting on the progress.
Creation and management of the Commercial IT Portfolio including influencing strategy, alignment with business objectives, business case development, benefits realisation and project prioritisation
Mobile App Steering Committee Member, providing guidance and strategic input to the project.
Implemented improvements to the Etihad Guest Communications capability including reservations confirmations and operational notifications.
Key role in the implementation of Fare Choices for Etihad Airways focusing on the online sales capability and end to end service and fulfilment of the new program.
Solution and Strategy Definition for the eCommerce and Direct Sales functions which covers sales improvements and reductions in service handling times.
IT Commercial Lead for the Disruption Management Program instituted in 2015 following fog based flight disruption. The aims of this program were to standardise the information provided to Guests and improve the self-handling of Guests during times of disruption.
Rebuilding of the SME and Travel Agency Incentive programs to improve the uptake and functionality of the programs. This involved redeveloping existing solutions and designing new solutions where needed.
Implementation of an Agency Portal (online booking engine) and Website to improve communication with the travel trade. Solution design, vendor and customer management were required to deliver this solution.
Website Small Change - the introduction of a program of change for the Etihad.com web estate which required the estimation of work and the management of vendors. I was the instigator of the move of this program from a Time and Materials base to a full Managed Service.
Process Automation - identification of manual processes and their automated solutions, for example the Stop Over Paid by Carrier booking process.
Managed the introduction of the Etihad Holidays system which covered an online service and interfaces for both internal and external agents.
Oversaw the Contact Centre Virtualisation programme which redesigned the structure of Etihad’s Contact Centres.
Initiation of a Call Reduction Strategy in conjunction with the Contact Centre management team. This was a program designed to reduce the number of non-revenue calls to the Contact Centre by analysing the calls handled and identify the main reasons for calls. Plans were then developed to enable to handling of these guest requirements through other channels.
Continuation of the Alternative Forms of Payment program with new payment instruments being introduced to maximise choice for the Guest. This program has been worth around $25m in additional sales to Etihad since its introduction.
Oman Air is the national carrier of Oman. The airline was started in 1994 and became the national carrier in 2008. The carrier has enjoyed significant expansion since then. This role reported to the Chief Commercial Officer.
Responsible for coordinating all of the systems requirements for all functions that come under the Commercial division (Sales, Reservations, Frequent Flyer Program, Holidays, Cargo, Inflight Services). This required liaison with other departments such as IT, Corporate Affairs and Revenue Management.
Program Management of the implementation of new Sabre products including Auto Exchange and Refunds, Electronic Miscellaneous Documents, Merchandising manager and Branded Fares.
Development of a Commercial Systems Strategy for the airline for the next 5 years. This is intended to provide direction as well as improve the budgeting process by providing a plan and timeline for new systems and developments.
Commercial Lead for the selection and implementation of an Internet Booking Engine. This included the development of an RFP, evaluation of the bids and negotiation with the selected supplier. I was also the Commercial Lead for the implementation project.
Lead negotiator for the renewal of Oman Air’s distribution agreements with Sabre and Amadeus
Program Management of the tender process for a replacement Passenger Service System (PSS). This included the development of the RFP, evaluation of the bids, evaluation of the demonstrations, and negotiations with the selected vendor.
Formulation of an E-commerce RFP and Strategy. Responsible for the future development of the Ecommerce channel including Ancillary Revenue, Payment Gateways, Fraud Management and a new Mobile Strategy for the airline.
Commercial Lead for the development of a new Distribution Strategy for the airline. This included the employment of consultants and the lead of the internal project. It is estimated that this strategy will save approximately 15 - 20% of distribution costs over 3 years.
Implementation of a complete Cargo Management System. This included the development of the RFP, the evaluation of bids, the final provider selection and project managing the implementation for the airline.
Planned and negotiated an upgrade to the Inventory Management system.
Implementation of a complete Staff Travel Management System. This included the development of the RFP, the evaluation of bids, the final provider selection and project managing the implementation across 2 products and 4 phases of the project.
Development and management of an RFP for a new Customer Loyalty system. This has led to an evaluated solution selection.
Project management of the installation of the updated Sabre Internet Booking Engine (IBE).
Evaluation of the MIDT and PaxIS products for use by the Sales and Network Planning teams.
Introduction of a Travel Insurance product and its integration into the Reservation System as well as the IBE.
Key contact for the IATA Simplifying the Business program.
Responsible for the redefining of Operational IT Strategy, including Commercial (Reservations, Revenue Management) and Operational (Crew Management) areas. This was a short term contract.
Headed the analysis of both Commercial and Operational systems and contracts in order to identify the areas for improvement.
Ran the project to identify the Commercial Systems needs of the airline as it moved from a 6 aircraft, domestic carrier to a 40 aircraft, regional carrier. These requirements had been developed into a set of tender documents which were ready if and when required.
Defined an employee training strategy in order to ensure that the turnover of staff does not lead to a denigration of skills within the group. This covered the support of key systems including Reservations and Crew Management.
Defined a Helpdesk setup which could be implemented by NAS to improve the support of the key systems.
Led the study of the implementation of the Geneva Crew Management system alongside the re-engineering of business processes in order to improve the efficiency and utilization of the system.
A project member for the new aircraft interior project, with my role focused on the in-flight entertainment system evaluations.
ISA is a provider of Airline Management Solutions including Reservations, Holiday Package Management, Crew Management and Revenue Management. This role reported to the ISA Board of Directors.
Responsible for the development of the company from a single customer to being a known player in the Low Cost Carrier IT marketplace.
Directed the lead generation efforts by setting the standards for engagement with potential clients and establishing how contact is managed. Led the sales team, both in Sharjah and working with the outsourced team in Sri Lanka.
Managed the redesign of the ISA corporate web presence in line with the brand awareness plan. This, along with other initiatives, led to a 10 fold increase in website traffic.
Initiated the connection of ISA’s AccelAero to a Global Distribution System. This was a significant exclusion from the system specification and I led the effort to make this change to the system.
Developed the new marketing collateral for the company and the new products that were introduced.
Evaluated competing products and companies and the generated analysis of their strengths and weaknesses.
Monitored the wider macro trends and recommended strategic direction as well as future product direction.
Led ISA’s involvement in the development of Air Arabia’s business distribution channels, for example increasing the distribution channels for tickets.
Managed the Account Management and Account Development activities for the existing customers. These included regular performance review meetings as well as developing leads for new products within the existing customer base.
Planned and executed involvement in 3 Low Cost Airline shows, including an innovative deal concluded to reduce the cost of exhibiting at multiple shows.