Senior Consultant
Maven Insights | Management Consultancy
مجموع سنوات الخبرة :8 years, 4 أشهر
Client: Social Development Bank (SDB) Formulating Jada30 Strategy
• Conducted in-depth current state assessments, including operating model, competitive landscape and benchmarking activities, resulting in a comprehensive SWOT analysis for Jada30.
• Designed Jada30s strategy including vision, mission, values and TOM, aligning them with the overarching goals of SDB.
• Defined strategic objectives and goals, emphasizing a customer-centric approach to co-working spaces.
• Formulated a detailed strategy roadmap, outlining phased implementation plans with measurable milestones.
• Spearheaded the development of strategic initiatives, addressing gaps between the current state and the envisioned future.
• Designed and implemented a robust impact measurement framework, ensuring periodic reports and templates captured key performance indicators.
Client: National Housing Company (NHC) Establishment of Corporate Performance Management System (CPM)
• Orchestrated C-suite workshops to align objectives and KPIs with cascaded strategies, fostering cohesion.
• Directed the management and oversight of the BSC tool, ensuring seamless communication and providing guidance to all NHC business stakeholders.
• Maintained and updated the KPI dictionary/library 50+ KPIs in accordance with evolving organizational needs and performance metrics.
• Collaborated in the strategic planning process alongside senior management, ensuring the proper alignment and dissemination of strategic objectives throughout the organization.
• Conducted benchmarking analysis across 3 countries to identify best practices to improve the customer experience journey and define the gaps between current and potential state in companys projects.
• Led a comprehensive competitor financial benchmarking initiative, analyzing the financial statements of key industry rivals to identify performance trends, relative strengths, and areas of opportunity NHC.
• Collaborated with the Ministry of Industry and Mineral Resources (MIM) in the establishment and operation of the Industrial Council.
• Led the development of the Target Operating Model (TOM) for diverse stakeholders, encompassing the creation
of a balanced scorecard, organizational structure, workforce planning (FTE analysis), process mapping, technological needs, policy formulation, and governance framework.
• Formulated a streamlined strategy to address challenges in the industrial sector, transforming them into actionable insights, and subsequently prioritizing them based on an impact/effort matrix.
• Played a pivotal role in the initiation of the Project Management Office (PMO) for the National Center of Meteorology, providing comprehensive management and support for initiatives and programs aligned with KSA Vision 2030.
• Conducted rigorous monthly spending analyses on regional transportation and logistics expenditures, leveraging insights to formulate robust logistics procurement and supplier relationship management strategies.
• Proficiently managed a diverse portfolio of contracts, each exceeding $1.5 million in value, ensuring meticulous oversight and compliance within the organization.
• Spearheaded the identification of prospective business ventures, encompassing new market exploration, growth area assessment, client acquisition, and product diversification.
• Led and directed the end-to-end process of Request for Proposal (RFP), Request for Quotation (RFQ), contract negotiations, closure, and bid tendering, ensuring seamless and favorable contract outcomes.
• Doubled companys profit through a comprehensive cost structure analysis, resulting in a 100% increase in profitability.
• Reduced warehouse space by 35% while maintaining original capacity, optimizing space utilization.
• Established an optimized schedule route for the logistics team, leading to a 25% improvement in transportation efficiency.
• Implemented business process re-engineering and developed the standard operating procedure (SOPs), resulting in a 30% reduction in operational inefficiencies.
• Decreased manual data entry tasks by incorporating automation tools, reducing tasks by 40%.
• Improved the lowest operating line by implementing Lean Six Sigma tools, resulting in a 35% increase in productivity.
• Conducted extensive time studies, leading to the identification and resolution of operational bottlenecks, resulting in a 30% improvement in operational efficiency.
• Designed task analysis and workspace layout changes, generating significant cost savings of 15%.
• Initiated and implemented 5 improvement projects in production departments across three factories, resulting in an average 20% cost savings.
• Managed day-to-day operations of the Production Department, overseeing a team of approximately 50 employees, achieving a 25% improvement in team productivity.