مصعب قريشي

Available for short term contract / interim / project roles - GCC wide...

Challenge: The IT Department was growing and needed an internal system for managing supplier contracts. Results: Developed a simple, yet effective Vendor contract system- tracked IT departmental contracts and streamlined with the Procurement and Contracting department.

Challenge: There was a need to enhance the maturity of the Change Management process. Results: I managed the consultant resource to ensure that the project to develop and then implement the new processes for ITIL Change Management was smooth.

Challenge: Mobily needed a key person to support the IT strategy development and implementation. Results: Developed the IT Strategy (2010-2012) & assisted with strategy development (2007-2009). And produced monthly reports on strategy implementation; this provided organisation-wide visibility for the CIO across agreed KPIs.
 
Challenge: Mobily needed a key person to create and manage the Balanced Scorecard.
Results: Developed the IT Balanced Scorecard (BSC) from inception. Developed the BSC strategic change agenda. Implemented the BSC through regular reporting. Positioned as the liaison with Corporate planning, Finance as well as internal senior management.

Challenge: Mobily needed a key person to manage planning for the departmental budget of SAR 350 million (over £60 million).
Results: Performed the departmental budget planning (2008 and 2009); included OPEX, CAPEX and projects; from requirement capture through to the final budget requirement submission to Finance. Generated the requisite reports and presented to stakeholders.

Other key responsibilities and achievements included PR approval, Customer Satisfaction survey, Enterprise Architecture project, e.g. the Business Processes, As-Is and To-Be architecture, maturity assessment and EA Governance. Planning exercises; HR planning, offshore unit (India). OLA for Operations managing role between multiple support groups and applications. Facilitator for initiative to disseminate Corporate values within the IT department.

ITSM CONSULTANT - du, Dubai Internet City, Dubai, UAE \[May 2006 to July 2007\]
Challenge; Joining du (EITC) at pre-launch as the senior Consultant meant building the ITSM competencies from the ground-up. My work during the 12 months yielded the following Results:
 Leading role in building and successfully launching the IT Service Desk (including the Incident Management process based upon ITIL). Oversaw implementation (e.g. tool customisation (HP Openview), service desk agent training, developing the related SLAs).
 Authored the Service Level Management (SLM) process & the Service Catalogue.
 Implemented the SLA Weekly reporting on agreed KPIs as documented in SLAs.
 Authored the Configuration Management process to work in synergy with Change Management. Authored the escalation process & the prioritisation matrices. Conducted training on the new support processes to various support teams.

Challenge; The Ministry of Justice (KSA) needed their staff cognisant in ITIL, and also understanding its practical implementation. Results: Trained majority of the IT staff on ITIL in preparation for exams. Advisory on RFP for ITSM solution for the ministry.

\[April 2001 to April 2006\]
Challenge For Computer Sciences Corporation (CSC), the 12-month contract based at the Ministry of Interior was tasked to deliver key documentation within stringent timelines. Results; The project was brought back on track and the client gave acceptance sign-off for the final outcomes on deliverables including; the WAN QA Report, Functional Design Specification. Network Design Document, Enterprise Network Management Documentation etc.

For the Technoplus Group, provided consultancy support; a summary of the work is provided below:
 Challenge: Saudi Telecom’s mature ITIL environment needed a Service Catalogue that captured complex intra-departmental information. Results: Developed and documented around 100 Services in the IT and Business Service Catalogue.
 Challenge; For the Saudi Electricity Company (sole power generator), a number of ITSM documents and RFPs were needed.
Results: Helped with development & implementation of Service Catalogue and Services Cost Model. Completed a number of RFPs e.g. Service Desk, User support, Corporate intranet etc. resulting in enterprise-wide procurement initiatives with reduced risk and significantly improved service.

Challenge; Gulf Stars Technology; developing QA operational procedures for the company’s engineering section. Results; The key achievement was a batch of processes that set the foundation for an ISO 9000 quality manual.

Challenge: Redfig \[Oct. 2000-March 2001\] was a communications media technology house in Central London with strong focus on in-house development. Results: The key achievement was the creation of user guides to assist customers with effective use of our applications and systems documentation.
Challenge: Tesco.com \[April 2000-Sept.2000\]; the pre-launch team supporting Grocery Home Shopping team were under pressure to build and launch within stringent timelines. Results: Produced required reports, planning documents, business communications in rapid timelines; this helped win management support and also aided in effective communication with implementation teams, country-wide.

Challenge: Telesma hosted a complex mixture of technologies that required diligent management and improvement (servers, network, systems administration, user support).
Results: Enhanced staff productivity and morale due to reliable, quality IT services and support. Around 50% reduction in staff induction on technology since IT services were ready before they would join the company and after coming on-board, would receive training from my side on business systems.