Managing Partner
MindLinkX Company W.L.L
Total des années d'expérience :27 years, 10 Mois
MindLinkX was a boutique consultancy and business services firm; where I managed collaboration with
subject-matter consultants, and with speakers schedulers: developing and submitting business proposals
covering business strategies, HRD/HRM, group training workshops on several topics, and also for arranging
subject-matter speakers for events to would-be clients. Consulting proposals submitted were based face-
to-face engagement(s) with clients to listen to their own description of the issues/challenges they faced and
also to understand what desired state they wished their business move towards. The process included
further mutually exchanged email correspondence to clarify vague points and/or client preferences. Some
projects distributed RFP's documents, which described the existing business issue(s) in detail and also the
scope of consulting deliverables desired by the client. Examples of business proposals
developed/submitted include:
• Business Strategy: Alignment of Qatar Petroleum corporate strategy with the Qatar national vision
2030; Evolve S. Aramco’s PEDD into a Strategic Learning Organization; Ensuring 2030 vision through
HR focus/development for the Bahrain Economic Development Board
• HRD/HRM: An outplacement program for displaced / early retirement personnel; Professional
engineering development and inspection training center; A development program for academic
administrators and faculty; Improving total compensation, benefits and reward practices; Auditing HR
function: building state-of-art HR function in SME’s; Ensuring corporate viability thru succession
planning and high potential manager identification
to VP; Materials Supply \[approx. 2, 000 staff
Internal Mgmt Consulting: provided miscellaneous as needed administrative, HRD/HRM, business
functions, work safety enhancement and streamlining work-processes and procedures consultations to the
VP and to his direct-report department managers pertaining to MS business functions:
• Managed MS’s HRD/HRM (internal) consulting group; challenged by need to hire/train replacement
workforce to a 30% segment of experienced veterans who were forecasted to retire from MS within 10
years, maintained workforce engaged/motivated through training, certification and rewards (based on
competitiveness) and promoted knowledge-based learning organization initiatives
• Managed SCM collaboration/promotion with local universities; including establishing a SCM endowment
chair and promotion of best-in-class SCM initiatives involving local business community
• Participated in arranging/conducting business/operating plans crystallization breakout sessions with
internal/external clients & stakeholders as a prelude to plans development
Resume of
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• Organized executive collaboration reviews with Project Mgmt and IT covering mutual topics/issues of
interest and subsequent follow-ups
• Assisted VP with drafting several of his presentations.
• Managed MS’s safety program
Coordinator; E&OS Business Line \[8, 000+ workforce\] Planning Staff
developed several corporate capital projects packages
through final approval from company mgmt committee. These projects include purchases of new industrial
equipment and/or construction of new facilities. My front-end planning/assessment role started with
screening of incoming requests for new projects (from internal clients) in terms of adherence to the
corporate strategic imperatives, prevailing economic environment, and justification category provided.
Developed respective planning briefs for projects that have passed the initial screening, then ranked those
projects to facilitate elimination of weaker-justified projects. Developed design basis scoping papers for
retained projects, documenting what is it exactly to be purchased or built and why. Assisted project mgmt
teams in finalizing respective project proposals that build on DBSP’s by documenting how these projects
would be attained in terms of time, cost, design and other administrative stipulations. Next, developed
concise expenditure requests packages having ±10% accurate cost estimates for each project which were
then submitted to mgmt committee for approval into the capital program for implementation.
• Performed front-end planning for 20 capital projects valued at US$598M in total; covering schools,
office buildings, industrial facilities, aircraft, sea vessels and vehicle purchases.
• Authored a paper about
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coordination/admin/engineering role prior! Jumped into this role (with both feet hitting my new office floor
sprinting) in replacement of the incumbent supervisor who was just fired (for cause); supervising 45 direct-
reports with varying productivity range from good to bad. DCU main service function was storage and
retrieval of more than 2 million corporate engineering and vendors drawings. Without prior training, my
challenge was to overcome accumulating backlog of incoming requests for drawing services through
delegation via mostly difficult direct-reports mostly unproductive nor motivated while simultaneously
streamlining existing drawing storage/retrieval procedures and support systems to migrate manual
operations to the newly approved Drawings Mgmt System!
• Supervised the DCU, a 45-person unit ($2½MM budget), responsible to service two million engineering
and vendor drawings and maintaining them in a central archival system.
• Streamlined operations via process improvement and automation, organized HR functions, improved
staff moral yielding better efficiencies, productivity and services yielding increased clients satisfaction.
Fire Prevention Engineer; Abqaiq Division - Loss Prevention Department (1991)
Fire Safety Consulting: Hands-on industrial plant fire-prevention and general safety experience; including
exposure to relevant fire & safety company standards and application to existing facilities and new projects.
• Co-surveyed 6 Ain-Dar industrial plants, recommending optimal remedial fire-safety improvements.