معتز بن سلمى

- Leading end-2-end business unit with a team of 15 members to build proposals, feasibility studies, pre-sales activities, negotiations, execution, and operation of new business concepts and products. The unit resulted in signing 3 contracts, executing 4 projects, and operating 3 products.
- Managing projects from budget, progress, risks, and scope aspects with a total budget of SAR 650 millions
- Reducing the gap between planned progress and actual's through applying principles such as early earned value, risk analysis, and Process enhancements.
- Managing cost throughout the program which includes Resource Planning, Cost Estimation, Cost Budgeting, and Cost Control
- Identifying departmental strategic KPI's calculations and controlling the performance through periodic monitoring
- Enhance work flow and processes to achieve higher level of departmental efficiency

- Established acceptance criteria for program's deliverable and monitoring its compliance
- Created program's milestones and linked them to invoices.
- Created a dashboard that crosscheck the actual progress against planned in regards to milestones, financials, and quality. this resulted in increasing departments compliance and transparency to the top management
- Increased awareness by providing training in “PMO fundamentals, scoping, Planning, and scheduling”

- Reduced the cost of a project by 5% through risk analysis, and negotiations
- Supervised 4 projects "ranged from 5 mil - 80 mil"
- Developed the organization structure and workflow

- Identified projects scoped and created milestones.
- Created reporting system to track projects financials and progress
- Led the expansion program which included 21 branches and 41 quick pays over 2 years
- Enhanced work flow through developing a new department structure