Technology Consultant
Natshal Holdings
مجموع سنوات الخبرة :21 years, 5 أشهر
General business consulting in the telecomm industry focusing on:
- Business Consulting
- Technology Roadmap advisory for Networks, Charging and Power
- Network Operations advisory
- Management support
- Project management support
- Network quality assurance support
Responsible for overall strategy formulation, execution and monitoring. Leading a team of brilliant Executives and Unit Heads covering Six (6) Departments and Five (5) Units respectively, that preside over 400 Employees. Managing relationships with all key stakeholders including the Government, Shareholder and the Board. Managing annual OPEX Budget of about $50 million and CAPEX Budget of over $60 million.
Achievements:
Led the formulation of the new strategy that refocused the business from a Communication Services Provider (CSP) to an Integrated Digital Services Provider (IDSP) with special focus on business turnaround.
Developed some of the ground-breaking products in Zambia that revolutionized pricing of traditional voice and data in the mobile and home segments to meet customer convenience and affordability needs. Key results:
oIntroduced Cheza4eva, a segmented product, that disrupted the market
oThe latest product, Velocity, disrupted standard pricing and won Best product awards in 2019 and 2020.
Grew the subscribers from 870, 000 to over 3.7 million representing market share growth from 10% to 20%. Grew annual revenues by 50%.
Turned EBITDA from negative to positive in the first 2 years as CEO.
Led the deployment of a country-wide mobile network coverage enhancement that has made Zamtel reach parity with the competition in terms of 2G sites.
Established a dedicated Innovation Unit to focus on market research and development of digital solutions and services using both inhouse resources and collaboration with external partners. Key results:
oBuilt an inhouse airtime and data bundle lending platform
oBuild a microlending platform with local developers
oIntroduced Zambia’s first QR Code payment service
oBuilt a Digital Hospital Management Platform designed to digitize and automate all health facilities
oBuilt a Digital Channel Platform (DCP) for selling of electronic airtime and monitoring of physical stock distribution
Built a Digital Dashboard for near real-time management of performance (revenues, recharges and subscribers for both GSM and Mobile Money) up to site and product level)
oAwarded Most Innovative Enterprise for 2019 and 2020 by IDC
Led company-wide organization restructuring. Key results:
oRight sized the organization from over 718 to 400 employees
oIntroduced Risk Function that led to overall improvement in the control environment
oIntroduced Innovation Function
oIntroduced Mobile Money as a strategic business unit
oOutsourced the Call Centre to affected employees as part of an empowerment program
Positively influenced the Culture from a typical parastatal that believed in entitlement to a Results-oriented and Customer-focused one. Aggression and Speed became the mantra while Passion, Innovation, and Integrity became key values, which resulted in a very competitive organization.
Responsible for Technology Strategy, Network Planning, Operations, Capital Projects and Quality Assurance. Leading a team of over Three Hundred and Sixty (360) employees in Technical Department, five (5) of whom are sectional heads and fourteen (14) middle managers. Preparation and presentation of quarterly reports to the Technical & Projects Committee of the Zamtel Board of Directors. Managing annual OPEX Budget of about $20m and minimum CAPEX Budget of $50m.
Achievements:
Led a team which formulated 2012/16 Network Strategy to support Technology, Network and Operational Roadmap.
Served as Chair for Terrestrial Television Digital Migration. Drafted the policy document and oversaw smooth implementation of the critical phase of the project.
Created value for Zamtel by renegotiating a contract which was supposed to supply 170 2G-only low capacity sites meant for rural areas. The result was 400 high capacity sites for Lusaka and Copperbelt that supported 2G, 3G and were ready for 4G.
Increased the number of 2G Coverage Sites by 83%, from 465 to 850. Increased the number of 3G Coverage Sites by 350%, from 115 to 518.
Managed network expansions to support the exponential traffic increase; Busy Hour Voice Traffic from less than 3, 000 Erls to about 25, 000 Erls and Full Day Data Traffic from 200GB to 4, 100GB
Performed the first LTE trial in Zambia with Ericsson in the 2600MHz band.
Initiated rollout of the first Fibre-To-The-Home (FTTH) in the Country, implementation currently on-hold for Fixed Network.
Initiated new Procurement Practice towards a System of Framework Agreements and Price Books, the move which improved pricing oversight for the procurement function.
Restructured the Technical Department to introduce the first ever Network Quality Assurance Section. Developed the Organization Structure, Job Descriptions, Staff Appraisal Forms and employed staff. Defined network and service quality reporting; Daily, Weekly and Monthly Reports.
Led the second restructuring program with the support of Consultants which introduced NOC at the center of operations. Subsections of Network Monitoring, Network Support, Service Management and Operational Assurance were introduced. This introduced controls in the quality of Operations and Maintenance with dedicated Risk & Crisis Experts, Change & Process Experts. Technical Support Experts were also introduced as positions in the Organization. Field Audit by Operational Assurance was introduced to audit end-to-end ways of working for both Mobile and Fixed field operations.
Introduced integrated Skills Development where members of staff were tasked to work with vendors ZTE & Huawei during projects after class room training. The vendors were then tasked to assess the employees after the projects, this practice changed competence levels for employees making some of them capable of deploying Mobile Access Equipment independently. Such members were moved to Support Section after the project.
Responsible for Technology Vision, Network Growth Planning, Organization & Resource Planning, Staff Competence Development & Performance Assessment and Budget & Cost Management.
Managed initial setup of Design & Planning Organisation to support the ‘Managed Capacity’ Contract for Airtel Zambia and Malawi.
Sanctioned Network Audits; the results of which were used to deduce Network Health, Legacy Equipment Migration Plans, Product Life Cycle Management, Network Resilience Plans as well as review of Annual Maintenance Contracts.
Managed Network Planning and Design for Malawi, Zambia and Tanzania. Spearheaded the introduction of New Generation Blade Cluster Technology, Migration of Transmission from SDH to Native Ethernet and ‘ALL IP’ migration.
Managed Capacity Contract for Zambia, Malawi and Tanzania
Managed Customer escalations for the Managed Services Contract
Managed Equipment Sourcing and Tracking of Delivery
Managed KPI adherence for new deployments
Maintained Customer Relations
Responsible for Technology & Solution Management, Staff Retention, Competence Development and Budget & Cost Management. Single Point of Contact (SPOC) on Technical Matters.
Managed Network Growth Plans for 2007, 2008, 2009 and 2010. The output was Solution Design and CAPEX requirements for 2G, 3G, Transmission, Core, GPRS and Intelligent Network as per Business requirements for each Network. During this period, the revenues almost tripled for both Countries.
Managed the introduction of MSC Pooling for Airtel Zambia. The functionality was required to avoid outages and revenue losses in the event of MSC Server Outage. This was the first Ericsson MSC Pooling Project in Africa.
Managed a team of Optimization and O&M resources during the Revenue Assurance Network Cleanup Project in Malawi that lasted three months. At the end of the activity, the daily revenues doubled, and customer perception was improved.
Prepared Solution Proposals, Bill of Materials and tracked deliveries from Supply Chain
Participated in Contract negotiations for Equipment Supply and Implementation Services
Managed Customer Relations
Responsible for Technology & Solution Management, Staff Retention, Competence Development and Budget & Cost Management. Single Point of Contact (SPOC) on Technical Matters.
Managed Network Growth Plans for 2007, 2008, 2009 and 2010. The output was Solution Design and CAPEX requirements for 2G, 3G, Transmission, Core, GPRS and Intelligent Network as per Business requirements for each Network. During this period, the revenues almost tripled for both Countries.
Managed the introduction of MSC Pooling for Airtel Zambia. The functionality was required to avoid outages and revenue losses in the event of MSC Server Outage. This was the first Ericsson MSC Pooling Project in Africa.
Managed a team of Optimization and O&M resources during the Revenue Assurance Network Cleanup Project in Malawi that lasted three months. At the end of the activity, the daily revenues doubled, and customer perception was improved.
Prepared Solution Proposals, Bill of Materials and tracked deliveries from Supply Chain
Participated in Contract negotiations for Equipment Supply and Implementation Services
Managed Customer Relations
Responsible for Core Network Planning, Managing Core Projects and O&M Support.
Planned the Core Network from 2004 to 2006, during this period subscribers grew from 270k to over 1, 000k.
Management Core Network migration from Monolithic to Mobile Soft-switch
Part of the team that implemented the Second MSC
Part of the team that implemented the Second BSC
Operations & Maintenance experience with Ericsson Core and BSCs
Operations & Maintenance experience with Siemens Core
Core Network Performance Reporting
Graduate with Distinction
Graduated with Distinction
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