رامي Maqboul

Vision 2030 SMO Performance Management Lead
PROGRAM OVERVIEW: Produce Performance Management Vision 2030 quarterly reports for CEDA

•Lead the development of Vision 2030 quarterly reports
•Review and analyze VRP performance (Initiative, KPIs, Budget)
•Provide insights and recommendations
•Recommend enhancements to the SMO’s Performance Management Function

ROLE: Corporate Strategy Lead
PROGRAM OVERVIEW: Setup and operate Corporate Strategy Department for a Saudi Government Entity tasked with creating a world-class tourism destination.

•Responsible for overseeing the day-to-day operations of the department.
•Oversee the development of strategic management framework, tools and processes.
•Oversee the linkages of strategic initiatives and objectives.
•Lead the strategic cascading of corporate strategic objectives to every business unit and oversee the setting of targets and KPIs.
•Responsible for all strategic reporting to the CEO and BOD.

As a Senior Manager, I have led and developed complex programs spanning various continents and adhering to financial targets and meeting stated objectives. I have identified and pursued potential business opportunities and areas for growth. Successfully executed various lead roles for high-profile programs.

BELOW ARE EXCERPTS OF SOME OF THE ROLES I HAVE TAKEN ON WHILE WITH ACCENTURE:

ROLE: Middle East & Africa (MEA) Change Management Lead, Dubai
PROGRAM OVERVIEW: Global financial transformation (Process Redesign and Oracle Implementation) in the hospitality sector spanning over 250 properties and 3, 000 users across the Middle East & Africa.

•Responsible for the overall readiness of all Go-Live properties in MEA (250 properties)
•Worked closely with regional and property leadership ensuring the readiness (process, IT, people) for each of the Go-Live properties
•Setup training hubs in 4 countries to effectively train over 3, 000 users in 3 different languages (English, Arabic and French)
•Collaborated with Readiness Leads from other Continents to address and act upon lessons learnt
•Represented MEA on Global governance board and Go/No-Go Council to provide program updates and recommend corrective actions

ROLE: PMO Lead for KSA Hub, KSA/ Charlotte NC
PROGRAM OVERVIEW: Global cross-functional SAP Integration for the largest petrochemical company in the world

•Responsible for Identifying and scoping-out all local business requirements for the KSA hub through close collaboration with local leadership.
•Optimizing program budgets ($5MM) through diligent scenario planning and streamlining of initiatives.
•Planning and integrating project plans to optimize staffing levels and timelines
•Day-to-day program management, issue resolution, risk mitigation and reporting to Global Steering Committee

ROLE: Change Management Lead, Riyadh
PROGRAM OVERVIEW: Supply Chain transformation (Establishment of strategic sourcing department and IDSP SAP implementation) for large Electricity Utility

•Turned around the change management track which was lagging and encountering delays, a dissatisfied client and a hugely demotivated team to deliver on-time, within budget and yield great results.
•Oversaw the planning and delivery of all aspects of the change management program resulting in the overall readiness of 300 directly impacted stakeholders. The impacts varied from the establishment of a new Strategic Sourcing department, new processes set in place and a newly introduced SAP system

ROLE: In-Kingdom Change Management Lead, Khobar
PROGRAM OVERVIEW: Greenfield petrochemical company JV

•Part of a much larger team based in Michigan (JV parent), I was the on-site POC coordinating between the JV parent implementation team and the JV leadership. I was tasked with cataloging the JV needs and requirements and recommending plans to mitigate this highly complex Greenfield environment.
•Responsible for the overall readiness of over 1, 600 stakeholders across 6 business functions
•Led, coached and guided over 70 functional representatives

Rami was part of the team responsible for the delivery of a 2 year Sales Optimization initiative for a major FMCG manufacturer in KSA focused on driving sales through enhancing sales efficiency and the introduction of sales best practices

Rami was responsible for the day-to-day management of accounts assigned to him. This included the
development and execution of comprehensive communication programs to meet his clients’ marketing
objectives. The communication programs entailed advertising solutions, PR and direct marketing activities.