Executive Director of EPMO
Boutique Group
Total years of experience :24 years, 8 Months
Boutique Group is a hospitality company fully owned by Saudi Arabia’s Public Investment Fund (PIF), entrusted to develop historic & cultural palaces into ultra-luxury boutique hotels; to enrich the luxury hospitality experience in the Kingdom of Saudi Arabia.
Designed Strategic Master Development plans for palace developments (total project value SAR 7 Bn)
Implemented the PMO system for the development and delivery of the ultra-luxury Boutique Group hotels
Designed and implemented the Balanced Scorecard Management system for strategy implementation
Led and directed the PMC consultants’ (WSP & Jasara) engagement in program management for palace developments
Led PwC’s engagement in formulating and implementing the enterprise-wide delegation of authority, policies and processes
Designed and implemented the EPMO framework to manage the complex strategic projects
Managed the complex requirements and expectations of the stakeholders
Reporting to CEO
* Strategy Execution framework development
* Develop EPMO framework
* Develop Operational excellence framework
* Manage Abraj AlBait transformation
Major Highlights:
Advised the Waqf CEO on Abraj Al Bait transformation and restructuring
Conceptualized and implemented Balanced Scorecard management system
Mapped all strategic initiatives into timelines following PMBOK methodologies
Established leading procurement practices
Advised the group transformation chief on BSC and KPIs framework implementation
One of the PIF Projects Company (Mar’20 till Apr’21)
Public Investment Fund (PIF), KSA is one of the leading Government Wealth Funds globally with over USD 430 billion
in investment. PIF Projects Company (not announced yet) is focused on transforming some of the country’s notable
historical assets into ultra-luxury hotels and creating its own brand.
Reporting to CEO
* Founding member of the Company
* Strategy Execution framework development
* Develop EPMO framework
* Strategic Project Management
* Manage external consultants for the BOT shared service projects
Major Highlights:
Developed and rolled out Balanced Scorecard management system to manage company’s strategy execution
on delivering its strategic objectives, through initiatives and measuring the progress through KPIs
Spearheaded PwC’s engagement on developing and rolling out the EPMO framework
Led BCG’s engagement on planning for strategic initiatives
Led PwC’s engagement to setup target operating model and run Procurement, Finance & Budgeting functions
Introduced leading procurement practices.
Reporting to CEO, Rafal Real Estate Development Co.
* Manage 4 departments - EPMO, IT, Call Centre & QA
* Advisor to CEO on Strategy formulation, Strategy Execution, Performance Management, Transformation and
Change Management
* Head and manage Information Technology, Client Care, & Quality Management System departments
* Setup and Head the EPMO function
* Setup the Performance Management framework
* Oversee the project management for all real estate development and departmental projects
* Formulate the Corporate Strategy
* Define, Cascade, Communicate and Monitor the organisational KPIs
* Setup operational excellence interventions for bridging the gap for performance improvement
Major Highlights:
Formulated and rolled out the Corporate Strategy including Mission, Vision, Objective & initiatives
Identified & defined Objectives, KPIs and initiatives
Rolled out the Performance Management system for Rafal using the Balanced Scorecard
Developed Project Management framework for real estate development projects and internal projects
Introduced project tracking and reporting mechanism for the CEO, ExCom, Board and the SPV
Implemented the Quality Management System and secured ISO 9001:2015 Certification
Implemented the full gamut of ERP
Institutionalized Client Care department
Integrated various business processes
Abunayyan Holding is a Saudi family owned group of companies and provide integrated solutions in water, power and
energy applications. Through its 14 subsidiaries, it engages in trading, manufacturing, servicing, and investing in water,
oil, gas, and power markets in the KSA and the Gulf countries. The asset base is over USD 4 Billion with 4500+
workforce.
Reporting to Chief of Supply Chain Management, THCM
* Manage a team of 6 Team leads each leading 4~6 members
* Build Vendor Partner strategy for development and supply of Components & Parts for Construction Equipment
* Handholding Supplier Partners for Quality, Cost & Delivery improvement
Major Highlights:
Handheld over 30 vendor partners for creating & implementing strategy and operational excellence
Carried out due diligence in creating Two Joint Venture companies between Indian and Japanese Partners
Saved over INR 500 Million through process improvements at vendors’ end
Reporting to Managing Director, THCM
* Manage a team of 5 members
* Spearheading Corporate Strategy & Business Excellence initiatives
* Implementation of Customer-driven Excellence
* Conducting Benchmarking of Critical Processes with those of Tata Motors, Tata Steel and Hitachi, Japan
Major Highlights:
Drove Total Productive Maintenance (TPM) initiative, when two Plants of THCM won the Japan Institute of
Plant Maintenance (JIPM) TPM Category “A” Award
Increased Plant OEE to 70% through TPM
Actively involved in TBEM External Assessment of TATA group companies
Saved INR 1, 864 Million through material cost reduction initiatives, INR 102 Million through expense reduction
initiatives and INR 47 Million through suggestion scheme
Reporting to Head-Improvement Group
* Formulating and deploying corporate strategies through BSC (Balanced Scorecard)
* Steering the implementation of Quality & Process Improvement and Cost Reduction Projects
* Overseeing the introduction of measures for attaining Business Excellence through TBEM Framework
* Leading TPM activities across Jamshedpur and Dharwad plants of THCM
Major Highlights:
Achieved savings of INR 130 Million serving as
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