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Stratos Lazaridis, Business Process Design Lead, Global Standards (GS) programme, Customer Due Diligence (CDD)

Stratos Lazaridis

Business Process Design Lead, Global Standards (GS) programme, Customer Due Diligence (CDD)·HSBC, Global Banking and Markets (GBM)

United Kingdom

Master's degree, Naval Science and Strategy

Work experience

Total years of experience: 32 years, 11 months

Business Process Design Lead, Global Standards (GS) programme, Customer Due Diligence (CDD)

January 2014 - April 2014

HSBC, Global Banking and Markets (GBM)

London, United Kingdom

January 2014 - April 2014

Led the business process design workstream of the GS programme, reporting to the programme Design Lead:
• Developed and managed the project plan, maintained the RAID log and reported workstream status to project leadership.
• Managed team of workstream Business Process Analysts supporting E2E CDD process modelling, documentation, analysis, and design across business lines. Applied the Lean Six Sigma methodology and BPMN 2.0 standard.
• Responsible for reviewing existing processes, evaluating them within the context of organizational goals and programme scope and objectives. Focus on process and system changes or enhancements to achieve objectives.
• Quality Assurance Lead, reviewing outputs and ensuring quality and on-time delivery.

Company industry:
Financial Services
Job role:
Support Services

Senior Manager/Process Lead - IFRS 13 Programme

October 2013 - December 2013

Deutsche Bank, Group Finance COO, Infrastructure - CFO/Finance

London, United Kingdom

October 2013 - December 2013

• Led team of senior consultants. Directed work efforts, from a methodology perspective, adapting the Lean Six Sigma methodology, tools and techniques as the programme evolved. Ensured that the analysis and overall quality of work was at the right level, producing the desired results for DB.
• Led the design of:
- Common E2Ecurrent state process. Linked process steps to identified issues/pain points, cases for change, discovery work and internal/external audit points from Q1, Q2 and Q3 2013 submissions.
- Future process state options for the US and UK businesses: strategic blue-sky solution; feasible strategic solutions (hybrid options with/without the introduction of new IT systems); and improved current state, with no changes in IT systems/datasets (quick wins, with common tracking, escalation, reporting, governance and control).
• Contributed to drafting feasible and realistic implementation plans, in preparation for sign off from key DB stakeholders.
• Worked closely with other workstreams of the IFRS 13 programme and dependent global projects.

Company industry:
Financial Services
Job role:
Support Services

Planning and Risk Lead/PMO Lead, Barclays Beyond Benefits (BBB) Programme,

April 2013 - September 2013

Barclays, Retail & Business Banking (UKRBB), Customer Network, Business Implementation

London, United Kingdom

April 2013 - September 2013

Programme Management Office role focusing on developing and maintaining programme-level controls.
• Built and maintained delivery plan for all aspects of the BBB programme deliverables for Retail & Business Banking.
• Co-ordinated programme status reporting.
• Ensured that interdependencies within the BBB programme were fully defined, communicated and controlled.
• Defined and executed change control governance & process.
• Maintained the resource profile for the BBB programme.
• Forecasted expenditure and tracked committed and actual costs.
• Maintained the RAIDS Log and programme SharePoint site.

Company industry:
Financial Services
Job role:
Support Services

Senior Business Analyst, Ben More Programme, Organisational Design/TOM

January 2013 - March 2013

Royal Bank of Scotland, Corporate & Institutional Banking (CIB) Change, Transaction Services UK

London, United Kingdom

January 2013 - March 2013

Supported the design and optimisation of the TSUK Product and Sales TOM to minimise operational risks, reduce inefficiencies and provide a platform for future business growth and profitability. Scope covered TSUK functions such as Products (e.g. commercial cards, cash, trade, cheques and liquidity) Origination (Sales), Business Management, HR, Marketing, Finance, Analytics MI and Reporting, Credit, Operational Risk, Tenders and Implementation.

Assessed organisational capabilities required to run the TSUK business, identified issues and recommended solutions:
• Created targeted questionnaires across architectural layers (organisation, people, processes, governance, infrastructure).
• Interviewed key stakeholders, including senior management and SMEs.
• Facilitated workshops to identify pain points and solutions from a business, IT and infrastructure perspective.
• Gathered information to establish and validate requirements for the Target Operating Model.
• Structured, analysed and presented information associated with the TSUK Product and Sales Model.
• Made recommendations to the Design Authority addressing issues with current Operating model and creating the TOM.

Note: In 2012, between assignments at Lloyds and RBS, completed 7 training courses for deepening existing and building new specialist skills.

Company industry:
Financial Services
Job role:
Support Services

Business Analyst, PPI Programme, Work Movement

March 2012 - April 2012

Lloyds Banking Group (LBG), Group Operations

London, United Kingdom

March 2012 - April 2012

• Hands-on engagement in fast track implementation of the Payment Protection Insurance (PPI) TOM at LBG.
• Responsible for data gathering, business analysis, requirements specification and elements of PMO activities, such as input in ToR, scoping and drafting high-level requirements.
• Reviewed and updated business processes (data gathering, review and redress of PPI Claims for HBOS mortgages). Supported the transfer of operational activities from Chester, Cardiff and Normanton to Leeds within very tight deadlines.
• Supported the mobilization and set-up of the PPI Operations Hub in Leeds, West Bank.

Note: In 2012, between assignments at RBS and Lloyds completed 3 training courses for continuous education, skill updating and broadening of service offering. Deepened existing and built new specialist skills.

Company industry:
Financial Services
Job role:
Support Services

Change Manager - Continuous Improvement, Channels & Execution Excellence Change Programme

March 2011 - December 2011

RBS - Corporate Banking - Global Transaction Services

London, United Kingdom

March 2011 - December 2011

• Managed two process improvement projects for BACS and online banking product and service delivery.
• Streamlined and improved the E2Eprocesses.
• Scope covered the RBS, NatWest and Ulster Bank brands.
- Main focus on customer onboarding, straight through processing (STP), product activation, data quality and regulatory compliance (KYC, KYB, AM Land TCF)
- Cross-functional collaboration between three major RBS divisions (GTS, CIB and B&C)
• Reduced the cycle time by 30% and the number of defects by 75%.
• Shared the project deliverables with other corporate programmes (B&C TOM and Corporate Account Opening over IP).

Company industry:
Financial Services
Job role:
Support Services

Senior Process and Change Specialist, Global Process & Change

August 2009 - June 2010

Allianz Global Corporate & Specialty - Global Operations

London, United Kingdom

August 2009 - June 2010

Managed the Global Operations workstream and team of Business Process Analysts, Transition Analysts and other resources in three projects that were part of the Global Business Transformation Programme:
• Process Office - General Aviation: design and piloting of workflow management system in the GA Line of Business
• ARC Global: design/implementation of TOM, processes and global IT platform for Global Risk Consulting Network
• Paperless Office: design/development of Enterprise Content Management System (MS SharePoint and IBM FileNet P8).

Role focus on infrastructure, BPO/KPO, business integration and shared services improvement projects covering: business and functional requirements specifications; data analysis, quality and migration; mapping/improvement of processes and workflows applying the OPEX/Lean Six Sigma methodology; impact analysis of changes on the business and IT landscape; integration of systems, processes, functional areas and individual roles and alignment with the corporate TOM.

Company industry:
Insurance & TPA
Job role:
Support Services

Associate Programme Director

January 2008 - May 2009

Bank Training and Development Ltd and Workstream Automation Ltd

London, United Kingdom

January 2008 - May 2009

• Supported team of senior consultants for delivery of consultancy and training assignments for financial institutions, primarily in Emerging Markets.
• Primary areas of responsibility: Quality and Business Process Re-engineering, Business Process Automation and Rapid Automation and Operations and Technology Management solutions.

Company industry:
Business Consultancy Services
Job role:
Support Services

Quality Manager

March 2007 - October 2007

Ordnance Survey (UK National Mapping Agency - Central Government)

United Kingdom

March 2007 - October 2007

• Carried out enterprise-wide status assessment against ISO 9001. Documented and reported findings and recommendations for corporate-wide business changes, including enhancements in the Lean Six Sigma practice.
• Designed business management system integrating quality, health and safety, environmental management, information security, business continuity and risk management and submitted development/implementation plan.
• Supported enhancement of IT infrastructure (Data Centre Business Continuity/Disaster Recovery).
• Developed contingency plans based on best industry practices (ISO 17799, ISO 25999, ISO 27001 and ITIL).

Company industry:
Public Administration
Job role:
Support Services

Master Coach (Lean Six Sigma MBB) and Programme Workstream Leader

September 2005 - September 2006

America On Line (AOL) Europe

London, United Kingdom

September 2005 - September 2006

• Managed the Continuous Business Improvement Workstream, part of a regional AOL change programme.
• Scope covered all business units and functional areas. Emphasis on re-branding, re-design of IT services, customer portals, information security and business continuity, cost reduction and improved revenues.
• Assessed customer experience with AOL products/services and made recommendations for improvements.
• Facilitated and led major business process improvements across the AOL-E customer services organisation.
• Assessed customer category benefits using survey results to design business and operational KPIs/metrics.
• Facilitated/led business improvement and change projects at a Regional HQ and country level (UK, DE, FR).

Company industry:
Pharmaceutical Manufacturing
Job role:
Support Services

Director of Quality and Business Process Re engineering

April 2002 - February 2005

IMS Health

United Kingdom

April 2002 - February 2005

Employed at level 9 reporting to the VP European Production. Based at the Regional Head Office of IMS Europe/EMEA. Worked closely with senior IMS executives and their direct reports (Chief Information Officer, Business Line Managers, Chief Privacy Officer, VP Marketing Communications, VP Customer Services, VP European Production and VP Product Development, IT Support Managers, Corporate Quality team, etc.)

Key areas of responsibility/accountability: quality and re engineering, information security (including support of Data Privacy certification initiatives for IMS businesses), business continuity/disaster recovery, Business Process Outsourcing (BPO), large-scale project management, production management and risk management.

• Developed policies, standards and processes for IMS such as Business Continuity/Disaster Recovery, Customer Complains Management, Business Information Security, Internet Management, Information Technology Management, Major Expenditure Proposals, Risk Management, Vendor Management, Customer Relationship Management, Quality standards, Process Improvement Methodologies, etc.
• Assessed candidate areas for Business Process Outsourcing (BPO) and manage restructuring initiatives (project management, vendor selection and relationship management, change management, project risk control, etc.)
• Coordinated Business Continuity Planning (BCP) and Information Security initiatives for the major businesses/operations hubs of IMS Europe.
• Managed major regional projects associated with European Operations in support of business lines of products/services.
• Coordinated regional quality initiatives, including: standardization of products/services and associated processes (in areas such as Data Services, Customer Services, Marketing, etc.), establishment of Key Performance Indicators (KPIs) system for performance monitoring of business areas.
• Developed and introduced Risk Management policies and standards.

Company industry:
Pharmaceutical Manufacturing
Job role:
Management

Director of EMU Programme Office/Director of Quality & Re engineering

March 2001 - December 2001

CITIGROUP - International Personal Banking - EMEA & Global Consumer Banking

United Kingdom

March 2001 - December 2001

Reported to the Chief Operating Officer (COO) of GCB UK - IPB EMEA. Worked closely with the local country project managers and quality managers, the regional EMU office (Global Consumer Bank - EMEA) as well as with Legal/Compliance, Marketing, Audit & Risk Review (ARR), Project Risk Review (PRR), Operations and Technology Managers and the local Unit Heads of IPB Sales Centres.

• Directed and monitored all aspects/phases of the EMU Programme for IPB EMEA across 7 Sales Centres in 5 European countries (see Notes).
• Defined and implemented the mission and strategy of the SQ&PR Group in line with the business strategy.
Designed, structured and implemented the GCB UK/IPB EMEA quality programme.
• Established and monitored Key Performance Indicators (Vital Few Metrics).
• Contributed to preparation and launching of business-wide surveys (Customer Satisfaction, Employee Satisfaction, etc.) as well as in the analysis/interpretation of survey results, implementation of corrective/preventive action and follow up.
• Monitored business performance against selected regional and business standards and proposed corrective/preventive actions for improvement purposes.
• Directed, facilitated and supported process rationalization/re-engineering activities.

Notes
1. EMU compliance of all in-scope countries/Sales Centres, where Citigroup provided financial services, was a prerequisite for continuation of operation after 1/1/2002.
2. IPB EMEA had Sales Centres in the UK (London), Jersey (Channel Islands), Luxembourg, Monaco and Switzerland (Zurich, Geneva and Lugano)

Company industry:
Financial Services
Job role:
Management

Director of Operations and Technology (O&T)

September 1999 - February 2001

CITIGROUP - International Personal Banking - EMEA

United Kingdom

September 1999 - February 2001

Line management position (Vice President). Part of the IPB senior management team reporting to the Business Manager of IPB EMEA. Worked closely with the local Sales Units (Operations Managers and Unit Heads) as well as with the Legal/Compliance, Marketing, Audit & Risk Review (ARR) and the operations team in Chennai/India (Operations Centre.

• Defined and implemented the mission and strategy of the IPB Operations and Technology Group.
• Directed day-to-day operations in 6 countries (IPB Sales Centres in Europe and Operations Centre in Chennai/India) in line with corporate, business and external (legal/regulatory) policies and standards.
• Managed risk /compliance aspects of operations and had oversight re the effectiveness of corrective/preventive actions.
• Prepared and maintained capacity plans for operational support of Sales Centres.
• Defined user requirements for materials, equipment and technology to support the business strategy and objectives.
• Monitored budget/cost-effectiveness in purchasing of materials and IT systems and equipment.
• Ensured on-time satisfaction of requests for acquisition and maintenance of equipment.
• Defined, documented and controlled business requirements and product/service delivery processes.
• Created new Operations infrastructure and coordinated migration to ORBIT to support business growth.
• Prepared SLAs negotiated terms and managed the relationship with service providers/vendors.

Notes
1. The Operations Centre (OPSCENT) provided operational support to the IPB Sales Units
2. ORBIT: an On-line Real time Banking IT platform, supporting IPB EMEA

Company industry:
Financial Services
Job role:
Management

Quality Manager

October 1997 - August 1999

CITIBANK N.A. - Global Consumer Banking, GCB Western Europe/GCB EMEA

Belgium

October 1997 - August 1999

Joined Citibank at the organisational level of Vice President. Lead Quality Management initiatives and projects at regional level, based at Citibank’s regional headquarters for Europe, Middle East and Africa (EMEA). Reported to the regional Quality Director. Worked closely with the local Country Business Managers (Citibank businesses across EMEA) and their direct reports as well as with executives in regional Marketing, Operations and Technology, Risk and Compliance, etc. Also worked with the corporate quality team in various global and regional projects.

• Managed the implementation of the regional Quality Programme and associated training across EMEA
• Assessed Citibank businesses against international quality standards (Malcolm Baldrige National Quality Award criteria, ISO 9000, etc.) and proposed solutions for process standardization and business improvement.
• Managed Pan-European project for GCB Western Europe (Note 1).
• Facilitated Cross Functional Process Improvement (CFPI) projects of EMEA businesses.
• Designed and delivered training courses (Note 2) to Citibank businesses.
• Directed the IPB - EMEA business efforts to document and re-engineer front and middle office processes.
• Managed the Y2K programme for IPB EMEA (Millennium Manager).

Notes
1. Foreign Exchange (F/X) Funds Transfers process standardization/improvement project
2. Introduction to Citibank Quality (ICQ), LCQ (Launching Citibank Quality), Plan-Do-Check-Act (PDCA) and Cross Functional Process Improvement (CFPI) methodologies, etc.

Company industry:
Financial Services
Job role:
Quality Control

Manager of Certification - Europe - Middle East

September 1997 - September 1997

American Bureau of Shipping – Integrated Services

Greece

September 1997 - September 1997

Promoted to the position of Manager of Certification for Europe - Middle East reporting to the Head of Quality Systems Certification.

• Developed service delivery network (in-house training, subcontractors).
• Developed and maintained procedures for certification audits outside Americas.
• Answered technical questions with regard to ISO range of international standards
• Supported the marketing, sales and delivery of ABS products and services.
• Coordinated inter-region accounts (Delphi, SGS etc.)
• Interfaced with ABS Quality Evaluations (certification body of ABS).

Notes
1. ISO: International Standardization Organization
2. ISO 9000, ISO 14000, QS 9000, etc.

Company industry:
Maritime & Marine Engineering
Job role:
Support Services

Programme Leader, Quality Management Systems

June 1996 - August 1997

American Bureau of Shipping - Marine Services

Greece

June 1996 - August 1997

Promoted to the position of Programme Leader, Quality Management Systems (client-facing role). Reported to the Head of Quality Management Systems. Same responsibilities as Programme Analyst (see below) plus following:

• Supported marketing and sales of the ABS products and services.
• Generated proposals, reviewed client contracts and negotiated Terms and Conditions and service levels.
• Designed and developed training material and delivered public and in-house seminars and training courses for ABS customers.
• Conducted on-site status assessments and provided consulting services to marine and general industry organizations, including preparation for certification to selected standards and mock audits/dress rehearsals
• Performed certification audits in a Lead Auditor/Audit Team Member capacity.

Company industry:
Maritime & Marine Engineering
Job role:
Support Services

Programme Analyst, Quality Management Systems

March 1995 - May 1996

American Bureau of Shipping - Marine Services

Greece

March 1995 - May 1996

Client-facing role. Reported to the Head of Quality Management Systems.

• Conducted status assessments of marine and general industry organizations, documented findings and made recommendations for achieving certification to selected quality, safety and environmental protection standards.
• Consulted and monitored the development, implementation and certification of management systems (including policies, procedures, standards and processes).
• Developed material for various training courses/seminars. Delivered in-house and public courses/seminars to shipping and general industry organizations.
• Designed, developed and promoted the sales of generic documentation for compliance with marine industry standards.
• Presented range of Management System Programs to prospective clients and managed the end-to-end sales process (see Note).

Note: Sales process included contacting prospective clients, presenting the range of products and services, contracting, delivery of in-scope services, customer relationship management and invoicing/monitoring of prompt invoice payments.

Company industry:
Maritime & Marine Engineering
Job role:
Support Services

Director of Force Planning and Operational Requirements for the Navy

June 1994 - March 1995

Hellenic Navy General Staff (HNGS)/Operations Directorate (A Branch)

Greece

June 1994 - March 1995

• Prepared and maintained 5-year strategic plan “Force Planning and Operational Requirements for Acquisition of Main Naval Units (1994 - 2004)".
• Prepared submitted and followed-up on multi-million dollar proposals for acquisition of naval units (frigates, submarines, fast patrol boats and maritime patrol aircraft) and implementation of various projects.
• Participated in the National Defence Policy Planning Team.
• Represented the Hellenic Navy in many NATO conferences and work groups.
• Retired in March of 1995 at own request with the rank of Commander H.N.

Company industry:
Military & Defense
Job role:
Management

Various positions with progressing responsibility and authority

June 1978 - March 1995

Hellenic Navy: Destroyers and Frigates Command - Submarine Fleet Command

Greece

June 1978 - March 1995

Senior positions held:
• Director of Force Planning and Operational Requirements
• Submarine Commanding Officer
• Submarine Fleet Command Operations Officer.

Company industry:
Military & Defense
Job role:
Other

Education

Hellenic Naval War College

June 1994

June 1994

Master's degree, Naval Science and Strategy

Greece

Post-graduate programme for senior Naval Officers Following is an overview of the topics covered: Sector A: Introduction to National Security Issues – International Relationships. • National Security: policy and strategy • Economy: National economic policy • Diplomacy: National diplomatic strategy • National defensive strategy Sector B: Command-Related Issues: Leadership, Management, Decision Making, Crisis Management and International Law. • Leadership: study of famous leaders • Management • The decision-making methodology • The decision-making process at national level • Crisis handling • International law. Sector C: Strategy and Naval Strategy. • Theories regarding strategy • Research and analysis of historic events regarding lessons learned Sector D: Education for Assuming Duties as Staff Officer - Operational Planning and Naval Operations. • National operations • Operational planning and execution • Simulated war games • Project Management (focus on projects assigned to individual students) Sector E: Topics of General Interest

Hellenic Navy Training Centres and Naval War College

July 1982

July 1982

Diploma, Various (see "Description"

Greece

Post-graduate programme for junior Naval Officers (11 months) in preparation for assignments in Department Head roles in naval units. Examples of topics Covered: • Antisubmarine Warfare (ASW) • Communications • Computer Science • Electrical Engineering • Electronics • Gunnery/Ordnance/Fire Control • Navigation and Ship-handling For information regarding the Hellenic Naval War College please refer to http://www.hellenicnavy.gr/war_college/en/index.asp

Hellenic Naval Academy

June 1978

June 1978

Bachelor's degree, Naval Science and Art

Greece

Line Naval Officer Qualification Programme (4 years) • Top student during 2nd, 3rd and 4th academic years. • Brigade Commander (top naval cadet) during 4th year. • Honours (military and naval insignia). • Graduated from Naval Academy as No 2 in class of 78. The Hellenic Naval Academy is a military institute offering Higher Education that is fully equivalent with the civilian Hellenic (Greek) universities. The Academy educates Deck and Engineering N. Cadets in a four year training programme. The aim of the above programme is to provide graduates (both deck officers and engineers) with adequate skills and knowledge to perform their duties as Naval Officers and keep up with evolving developments in naval science, strategy and technology of naval warfare. Academic Education The Department of Naval Sciences is divided into the following academic sectors: • Battle systems, naval operations, sea studies, navigation, electronics & telecommunications • Naval architecture & marine engineering • Applied mechanics & marine materials • Electrical engineering & computer science • Mathematics • Physical sciences • Humanitarian & political science For details regarding the above academic sectors as well as the 4-year training programme for deck officers please refer to the following webpage: http://www.hna.gr/snd/english/education/i_education_en.html Naval Education Cadets receive naval and military training parallel to the theoretical and academic courses. This includes Infantry drills, firing of small arms, naval tactics and signalling, operation of naval weapon systems and physical education and training. The above comprise the practical and professional instruction provided to Naval Cadets by the HNA. During the summer term the training is focused on the Annual Summer Training Cruise, which lasts approximately 8 weeks. The naval cadets of the first three classes embark for the annual summer Training Cruises. The cruise includes ports of call in various countries. Instruction in professional subjects, on-the-job training, application of the theory taught during the academic year, together with drills carried out during the cruise, provide the most favourable conditions for the cadets to adapt themselves to the demands of the profession and the duties of an officer. During the winter term and in parallel to the academic education the naval Cadets receive practical instruction on board various types of warships by participating in short training cruises. In addition to these cruises, several open sea sailing cruises on the Academy sailing yachts are organised during the weekends throughout the academic year.

Skills

Marketing
Expert
Marketing
Expert
Business Process
Expert
Business Process
Expert
Quality Management
Expert
Quality Management
Expert
Risk
Expert
Risk
Expert
IMS
Expert
IMS
Expert
Organizational Design
Intermediate
Organizational Design
Intermediate
IT Management
Intermediate
IT Management
Intermediate
Lean Thinking/Lean Six Sigma
Intermediate
Lean Thinking/Lean Six Sigma
Intermediate
Personnel Management
Expert
Personnel Management
Expert
Policies, Guidelines, Standards and Procedures (development, documentation and roll-out)
Expert
Policies, Guidelines, Standards and Procedures (development, documentation and roll-out)
Expert
Quality, Safety and Environmental Management Systems
Expert
Quality, Safety and Environmental Management Systems
Expert
Safety and Environmental Protection
Expert
Safety and Environmental Protection
Expert
Training (design and development of training materials, delivery of courses and seminars)
Expert
Training (design and development of training materials, delivery of courses and seminars)
Expert
Facilitation of training workshops
Beginner
Facilitation of training workshops
Beginner
Strategic Planning
Intermediate
Strategic Planning
Intermediate
Innovative Solutions to Business Problems
Expert
Innovative Solutions to Business Problems
Expert
Organizational Performance Improvement
Expert
Organizational Performance Improvement
Expert
Risk Management
Intermediate
Risk Management
Intermediate
Command and Control
Intermediate
Command and Control
Intermediate
Information Security/Data Privacy
Intermediate
Information Security/Data Privacy
Intermediate
Leadership
Expert
Leadership
Expert
Project/Programme Management
Intermediate
Project/Programme Management
Intermediate
Quality and Business Process Re engineering
Expert
Quality and Business Process Re engineering
Expert
Six Sigma (process design, process improvement and process management)
Expert
Six Sigma (process design, process improvement and process management)
Expert
Business Rationalization/Restructuring
Expert
Business Rationalization/Restructuring
Expert
Business Continuity Management
Intermediate
Business Continuity Management
Intermediate
Operations Management
Expert
Operations Management
Expert
Change Management
Expert
Change Management
Expert
Auditing (Internal/Corporate and External/Third Party Certification)
Intermediate
Auditing (Internal/Corporate and External/Third Party Certification)
Intermediate
Business Process Outsourcing (BPO)
Intermediate
Business Process Outsourcing (BPO)
Intermediate
Crisis Management
Expert
Crisis Management
Expert
Marketing
Expert
Marketing
Expert
Business Process
Expert
Business Process
Expert
Quality Management
Expert
Quality Management
Expert
Risk
Expert
Risk
Expert
IMS
Expert
IMS
Expert

Languages

English
Expert
Greek
Expert

Memberships

American Society for Quality

Member

June 2002

British Standards Institute

Member

April 2004

PWC Turnaround Director Panel

Member

June 2009