Sales and Marketing Director
Safat ES
Total des années d'expérience :29 years, 8 Mois
Responsible for strategic business objectives and the implementations of process monitoring systems to report performance against agreed Key Performance Indicators across all the business sectors.
•Responsible for driving the growth of revenue and profit margins.
•Responsible for all contracts and lease agreements with key stakeholders & clients. Interpreting financial data and drawing conclusions.
•Analysing operating costs and efficiency. Identify skills gaps and devise hiring strategies. Winning business from key target clients. Implementing systems that reward good staff performance & competence.
•Spearheaded the sales and pre-sales teams resulting an exponential increase in revenue by accomplishing critical projects to government and private institutes using the latest technologies.
•Accountable for introducing the middleware business in the region including service oriented architecture to Oil and Gas, telecommunications and financial institute. Many of which experienced high business/IT alignment.
•Developed and directed the strategy of launching the new “Financial Service Bus” product that increase the ROI and minimized the development cost and time to market new financial services for many organizations.
•Negotiated many profitable deals with many IT vendors that flourish the organization and enhanced its position in the marketplace.
•Strengthened the company business by creating focus group for strategic customers and diversify the offerings by increasing partnership and collaborations with other vendors.
•Increased profit by 30% through cost cutting and offshore development. That action requires a well-defined process and boundaries detentions to eliminate reduction in quality and customer satisfactions.
•Captured 40% of market share of online banking through providing financial enterprise framework that reduces the time of development hence the cost.
•Developed and directed the strategy of expansion in new countries either through partnerships or the establishment of sales offices in the region. All offices are self-sufficient and profitable.
Responsible for all professional services and technical pre-sales activities in the Middle East.
•Established BEA-Client partnership through EAI-B2B Immersion mentoring programs.
•Performed many EAI studies to assess Return on Investment (ROI) and Total Cost of Ownership (TCO).
•Guided client's technical-business authorities and comities through best practice in EAI-B2B, enterprise vision, integration level required, enterprise architecture, architecting enterprise applications, migration plan, evolutionary development process, change management, resource and skill assessment and the required training program.
•Managed and lead a team of 3 consultants and 4 developers.
•Identified integration levels of existing systems.
•Designed and lead the implementation of financial system to help traders conduct business in exchange rate-safe environment.
•Planned the EAI strategy and system architect based on virtual components and helped the enterprise to adapt the RUP steps for the integration process.
•Set up the development environment, capacity management for production and configuration management.
•Mentored client developer and bring them up to speed in WebLogic, Java and components based architecture.
Finland
•My immediate responsibility in this post was to deliver the overall design of Club Nokia Backbone project. The aim of this project is to provide an EAI solution to integrate the Web application with Siebel and many bespoke applications.
Provided detailed enterprise architecture to integrate between desperate systems and delivery channels.
•Introduced and implemented Tuxedo as middleware and messaging system to increase efficiency.
•Supervised the development team to implement the provided blueprint and participated in specific technology tasks.
•Built the roadmap for the data mapping and business process optimization.
Switzerland
•Managed a team of 60 employees and managed the development and support of Information systems within the organizations.
•Board member in the Enterprise Strategic Planning Committee was responsible for the alignment of IT and business strategies.
•Defined the vendor's SLAs and ensure business continuity.
•Set up the infrastructure and draft capacity planning roadmap to accommodate expansions.
•Supported COO and CEO with regular reports and dashboards designed to provide an overview of critical systems and processes executions.
•Ensured agility with the IT infrastructure to reduce time to market and support business innovation.
Designed and architect the middleware services of the IT systems after Lloyds and TSB merger.
•Lead the development teams scattered all over UK.
•Built the quality control and testing framework.
United Kingdom
•Lectured the undergraduate students whilst supervised the post graduates in computational chemistry.
