محمد جهاد السمان

Special consulting project for high-profile IT development company, scope of work includes extensive research on the ride-share evolving concept prior and post IPO with focus on business model, brand, reputation, app functionalities, competitive advantages, revenues and profitability, corporate social responsibility, stakeholders, customers satisfaction, legal implications, safety & security, SWOT and risks analysis. Completed comprehensive reviews of direct trips with Uber & Lyft and discovered amazing opportunities that would introduce unprecedented creative ideas to rapidly expand business, increase market share of riders and drivers, improve ride hailing experience, avoid costly lawsuits, ensure sustainable growth, generate substantial revenue and maximize profits on a very large scale!

Other consulting projects focused on empowering civil society to support non-governmental organizations (NGOs) and small & medium enterprises (SMEs) by implementing Corporate Governance, Institutional Policies, Transparency, Integrity, and Work Ethics.

Mission: executive management consulting role as a strategic business partner to proactively support the client’s vision and mission by developing, communicating and implementing innovative enterprise management framework, value-added consulting initiatives and high quality and cost-effective human capital solutions that are aligned with the client’s corporate business strategy. Projects included:

ASTAD: integrated transition plan to support spinoff of QP/QF joint venture, plan involved recruitment, compensation & benefits, training, personnel admin, IT, and general services.

ASTAD: design and implementation of new organizational structure, policies, and procedures.

Lekhwiya: feasibility study to acquire/sponsor international football clubs, research included sports challenges, strategic management framework, business model, financial model, stakeholders’ analysis, business strategy, and benchmarking world-class football clubs.

QOC: corporate HR annual plans & reports, competency profiles.

QOC: human capital analysis to support the implementation of Qatarization strategy to attract and hire Qatari nationals with scholarships and training programs focused on progressive career development.

HHO: executive search agreement, initial staffing requirements, sourcing, advertising, screening, short-listing, interviewing, selection, and credentials verification.

ECQ: design of competitive compensation & benefits systems and salary structures based on contemporary broadband scale with position’s grades and benefits and allowances.

ECQ: design of organizational structure for a world-class real-estate development company. Scope of work included corporate structure, departments, jobs, and estimated personnel budget.

SAMA: development and implementation of regional HR management functions and coordination of country-wide HR practices including budgeting and personnel cost planning, policies & procedures, recruitment, performance evaluations, training and career development programs, succession planning, reward management, benefits administration, employees’ services and government affairs, retention & employees’ relation, opinion surveys, and legal compliance.

FDI: comprehensive research project to promote foreign direct investment (FDI) in Qatar which highlights socioeconomic situation based on socioeconomic indicators and macroeconomic analysis published by global business centers, think-tanks, and research institutes.

GOIC was founded in 1976 by the KSA, Kuwait, UAE, Qatar, Bahrain, and Oman to achieve industrial integration and coordination between Gulf Cooperation Council (GCC) member states by collecting and distributing information about industrial development and offering specific strategies and recommendations to establish joint industrial projects. GOIC also offers technical assistance in assessing industrial projects and provides sector-related data and feasibility studies.

Coordinated the development, communication, and implementation of strategic enterprise management framework (Balanced Scorecard) and deployed corporate strategy maps, matrix, and measures that were successfully cascaded across all organization levels with individual performance scorecards (IPS) and key performance indicators (KPI). The BSC was essential strategic initiative to support business plans and achieve corporate objectives which transformed GOIC to a strategy focused and performance driven organization.

Developed and implemented the organization’s HR infrastructure based on HR vision, mission, strategies, measures, master plan, and HR roadmap. Key responsibilities included organizational development, HR strategy & planning, reengineering HR processes, HR budgeting & cost planning, policy & procedures development, legal compliance, internal & external HR communication, recognition & awards, opinion surveys, HR metrics & analyses, benchmarking best practices, internal HR audit, HR reports, executive briefings.

Supervised personnel administration: policy compliance, timekeeping & payroll, employment contracts, benefits & allowances, employees’ relation, general services, and personnel files.

Administered recruitment campaign: personnel cost planning, staffing requirements, organizational charts and headcount, local and global sourcing, job interviews & employment offers, relocation & mobilization, orientation & induction, positions control, reward administration, and compensation & benefits surveys.

Administered training & development: job design & competency models, performance appraisals, career development, training needs (CBA & ROI), programs planning & delivery, outcomes evaluation, and succession planning.

Qatargas is the largest Liquefied Natural Gas (LNG) producer and exporter in the world, customers are spread throughout Europe, Asia and the North America.

Participated in the development, automation, and implementation of employees’ performance management system (EPMS), which was a strategic initiative that integrates corporate objectives management system and competency models (behavioral & technical) with performance appraisals, moderation panels, training and career development, succession planning, and reward admin. The project’s scope included planning, systems design, process reengineering, policies & procedures, change management, education & communication, automation and integration with HR technology modules, end-user’s training, deployment and handover, post implementation audit and analyses.
Received Chief Executive Officer’s Award for Outstanding Performance. Certificate of Appreciation for successful implementation of EPMS. Certificate of Appreciation for conducting EPMS Workshops.

Participated in the development and implementation of automated HR transactions with smart technology solutions and business workflows (employees’ self-Services).

Participated in the development and implementation of online HR communication portals.

Managed the development and implementation of interactive e-learning systems on HR policies, corporate orientation, and performance management.

Borouge is a joint venture between the Abu Dhabi National Oil Company (ADNOC), one of the world’s major oil and gas companies, and Austria based Borealis, a leading provider of chemical and innovative plastics solutions. The company is a leading provider of innovative, value creating plastics solutions, and a groundbreaking at the forefront of the next generation of plastics industry.

Developed HR practices: policies, procedures, and processes including manpower planning and recruitment, compensation and benefits, performance appraisals, time management, payroll, training and career development, and admin and social services.

Coordinated the initial phase of SAP-HR implementation project where I developed needs assessment, functional experts, technical consultants, and SAP developers on a very comprehensive planning and assessment phase. Scoping included organization management, recruitment, personnel admin, training & event management, personnel development, time management, payroll, and personnel cost planning.

Coordinated other HR projects including HR & admin budgets (setting-up, projecting, reviewing, and monitoring), employee’s satisfaction & HR service surveys, compensation & benefits surveys, and HR benchmarking analyses.

SSCE was subcontracted to evaluate all military hospitals in the United Arab Emirates to implement major modernization project, scope of work included credentials authentication and verification of 1800 employees countrywide.

Conducted extensive interviews of admin support employees at the directorate of medical services where we assessed and evaluated their professional skills, career experience, and work performance, and determined their suitability for contract renewal and rehiring. This process included credentials' verifications and authentications.

Conducted extensive reviews of UAE nationals to determine the value of sending them for higher education and advanced overseas training programs.

Developed special databases to track scheduling of assessments and developing evaluations. Compiled statistical analysis and reports, trained team members on data entry and reporting.

Led in-house development and implementation of a comprehensive multi-user human resources information system (HRIS) including personnel master data, payroll, recruitment, training, performance management, and governmental and administrative support applications.