Shady El Azab

Reporting to CEO. Responsible for overall Siemens Qatar sales optimization and growth strategy
and contributor to Siemens Middle-East strategy
• Developed and implemented new sales strategy for Siemens Energy Management Low and
Medium voltage division
• Drove the turnaround of underperforming Building Technology sales organization
• Identifying and pushing new growth areas e.g. Digitalization, ICS Cybersecurity, Smart Cities
• Boosting company sales hit rate by bringing transparency on sales pipeline (sales dashboard,
sales forums) and driving cross-division collaboration (capture teams on turnkey projects)
• Supporting HQ strategy programs roll-out e.g. digitalization roadshow, Business-to-Society
• Supporting CEO & CFO on many ad hoc topics e.g. board meetings, management workshops,
M&A assessments, HR initiatives, regional initiatives

Focused on Strategy and Commercial projects development and implementation
Business Strategy:
• Designed the 3D-printing strategy for a Middle-Eastern public institution
• Developed the strategy and reviewed the business model of a world Top 5 Cargo Airline
• Defined the growth strategy of the inland service arm of a major European shipping, port and
inland service operator
Marketing & Sales:
• Transformed the store channel of a large Middle-Eastern telecom operator to become customer
centric leading to 20% increase in customer and employee satisfactions and 80% reduction in
wait time
• Implemented the new indirect sales channel strategy for a large Middle-Eastern telecom
company leading to $35-45 million increase in yearly sales
Cost and revenue optimization:
• Developed an advanced analytical tool to support commercial BUs and the network team of a
major telecom operator to prioritize Fixed and Mobile network CAPEX leading to a 15%
ROIC improvement (big data solution)
• Optimized European passenger airline routes network and identified other revenue levers to
generate € 6-8 million in yearly EBIT impact
• Supported M&A discussions between European Mobile and Fixed telecom operators including
sizing the cost and revenue synergies
Public sector:
• Helped set up a health crisis unit for a Middle-Eastern country and led the planning function
responsible to develop and implement plans to raise the country preparedness and response to
an eventual Ebola outbreak
• Helped a European government identify SMEs with growth potential and the government
initiatives required to help these SMEs generate € 0.5-1.5 billion in value and 4, 000-8, 000 in
new employments over the next 5 years

Reported to VP Strategic Programmes. Lead the development of Rolls-Royce’s new aftermarket
(spare parts) strategy for legacy and post-production engines
• Defined criteria, processes, governance and legal framework to transfer engine programmes to
third party Sales & Distribution providers
• Switched from mono- to dual-sourcing strategy reducing costs and risk on growing $ 2-3
billion annual revenue stream
• Implementation approved by management with expected annual savings of $ 70-125 million

Increased efficiency and reduced modeling and analysis costs by merging 3 different aerostructural
models for aeroelasticity, dynamic response and windmilling analysis into one
• Developed new unsteady aerodynamic correction method reducing modal analysis time for
aircraft models from 1 month to 2 days

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