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Summary

Over 28 years of experience in the Telecommunication as well as IT Industry in Europe, Asia, Africa, and the Middle East being a cultural fit and adaptive in many countries and regions. 

Professed Telecom and IT Executive in Sales and Service establishing successful and long-lasting customer relationships.

Professional in running (Global) Network Operations Centers NOC and Call Centers with strong process orientation and ITIL/eTom methodology 

Mastering and project managing crash projects, recovering red-projects leading sales, development and service teams.

Establishing teams and offices from the scratch, revitalizing teams in big or small scale and organizations.

A strong advocate of Service Excellence and performance management.

Proven track record in consulting network management end-to-end solutions.

Being multiple times recognized and awarded as one of the top leaders in various companies.

Holding a Master in Mathematics, a Post-Certification in Marketing, Finance and Accounting and an S3 Advanced Management Program certificate from Siemens/Duke University-Fuqua School of Business.

Work experience

Jan 2018Feb 2018

Network Operations Director

Banglalink / Dhaka (Bangladesh)
  • Acting as Head of Network Operations at Banglalink in Bangladesh (filled by local resource) 
  • Easing the departure of the previous Head of Network Operations
  • Facilitating the hand-over of the current to a new Field Line Maintenance (FLM) vendor
  • Guiding the HC ramp-up of the active FLM part as well as the passive FLM part, including the planning of joined offices as well as vehicles and portable generators
  • Facilitation of the restructuring of the Power Department leading to major synergies and a headcount reduction of more than 50 percent in that area
  • Start of revamping the Network Operations Center (NOC), by starting the RFQ/RFI for new tools and enhancement as well as stabilization of the existing ones
  • Work out of a detailed plan to introduce Level 1 expertise into the a NOC including presentation to CTO 
Dec 2017Dec 2017

Senior Network Operations Consultant

Docomo Pacific / Guam (USA)
  • Conducted survey and assessment of the Network Operations Center
  • Analyzed organizational structure, existing operations processes and documentation to be aligned with ITIL recommendations
  • Judgment of NOC leadership and set-up including shift-arrangements and task assignments
  • Arraignment of inefficient and costly multiple data center locations
  • Presentation of results and improvement suggestions to CEO, CTO, and Head of Human Resources
Aug 2016Dec 2016

Next Generation Charging and Billing Program Director

Ericsson / Jakarta (Indonesia)
  • Acting as the interim project manager for the next generation charging and billing solution
  • Setup of a project team, meeting structure, and progress reporting in alignment with the customer organization 
  • Driving conclusion on final project scope and timeline
  • Finalization of contract, communication matrix, and escalation structure
  • Alignment of team efforts to master the replacement of the current billing system and preparation for final convergent billing and charging solution
  • Steering the analysis of the existing product catalog and CRM system as part of the future life cycle management processes
Mar 2015Jul 2016

Lead Consultant NOC Management, Operation and Service Excellence Transformation

Ericsson / Jakarta (Indonesia)
  • Heading Ericsson's Operations Transformation Excellence of CNOC project team for the customer  Telkomsel Indonesia focusing on Incident, Change and Problem Management.
  • Establishing the trouble ticketing tool REMEDY as the sole means to record network incidents
  • Introduction of NetAct as major Network Umbrella Management system
  • Definition of all related processes and the NOC engineers have been enabled accordingly.
  • Ensuring that all Front Office (FO) and Back Office (BO) staff following adapted eTOM processes, and individual performance and compliance has been measured
  • Harmonizing the processes, communication, reporting and use of tools between CNOC in headquarters with all 11 local NOC's in the regions
  • Fostering a change of attitude from being reactive to pro-activeness
  • Creating the spirit to become a truly service-oriented operations center following processes from end-to-end
  • Ticket creation and assignment speed are closely monitored and are matching the SLA requirements
  • Streamlining and standardization the use of public messaging tools LINE and TELEGRAM
  • Introduction of a nationwide Workforce Management System (WMS) across all 11 regions.
  • Organizing the centralized storing of process documentation L1 to L5 and assignment of updating tasks
  • Ensuring that the processes as well as network performance are getting measured, evaluated, communicated, and adjusted
Jan 2013Jan 2015

Senior Sales Engagement e2e GNOC Solution Consultant

Huawei / Shenzen (China)

Working on e2e GNOC solutions for Huawei Managed Service Sales support in various countries on several different customer projects, tenders, and bids:

  • China/Sales Engagement Guidelines: Preparation of official release
  • Sweden/3GIS Transition: Contract arrangement of Tier 3 third-party vendor support
  • Romania/GNOC 3GIS Delivery: Operation and Maintenance setup, hand-over and stabilization
  • Romania/Spain GNOC FT/OSP: Customer presentations & solution support
  • France/e2e GNOC solution: FT ENO (Europe) and FT ANO (Africa) projects.

The solutions proposed during the tender process included centralized Global Network Operation Centers in one or multiple locations either as an outsourced managed service business, but also as build-operate-transfer scenarios, and included operations models including the use of Tower Companies as third-party provider.

Aug 2009Sep 2012

Head Operations GNOC

Nokia Siemens Networks (NSN) / Lisbon (Portugal)

The Global Network Operations Center (GNOC) for Nokia Siemens Networks (NSN) in Lisbon/Portugal fully managed the Network Operations 2G/3G/LTE for several large European Operators performing various operational tasks on a 24 by 7 basis with about 400 people.

The scope comprised mainly, but not only Fault Management including Alarm Monitoring, Performance Management, and Configuration Management.

Major achievements:

  • Leading the GNOC as independent head in Portugal reporting to the GNOC Director in India
  • Complete alignment with NSN's Operations model following eTOM, NMS and ITIL, improving all relevant operational workflows
  • Assemble a program and team to achieve ISO 27001 certification
  • Initialization and rapid acceleration of automation and tool development, resulting in a comprehensive suite of tools and automation ("GNOC Portal")
  • Fostering the in-house development mobile applications (iOS & Android) for alarm and performance monitoring as well as a field force management system (FMC) interfacing the trouble ticket system (TTS)
  • Successfully running multiple improvement and cost-cutting programs, reducing the major cost contributors by 30 percent ("Operation REACH")
  • Sponsoring, conducting and key speaking on multiple Service Excellence Programs in own department as well as cross-organizational
  • Creation, Campaigning, and cultivation of GNOC Service Principles
  • Initialization, Support, and Conducting of several financial and operation audits
  • Achieving that Lisbon/Portugal was finally nominated as one of the Global Delivery Centers (GDC) of NSN
Jan 2009Jul 2009

Consultant / Project Director

Consultant / Project Director
  • Consultancy for various internet access and telecommunication projects for GSCOM's own business with regards to Broadband-over-Powerline (BPL)
  • Tender support for Patimas Computer Berhad in the field of telecommunications subcontractor consolidation and management for Maxis Smart Partner Program.
Feb 2008Sep 2008

Executive Vice President New Business

DOCOMO interTouch / Singapore

The position of Vice President New Business in Singapore for New Business has been established after the merger of DOCOMO interTouch and MagiNet (including Nomadix and Percipia) into one company.

Major tasks and challenges were investigating, developing and implementing new business opportunities for the merged company and the integration of two companies (Nomadix, Percipia) into the interTouch group of companies family.

  • Conceptualizing and prototyping a universal guest concentric mobile device facilitating:
    In-room control, In-room phone, Out-door phone, Messaging device: Unicast (one to one), Multicast & Broadcast, Instant Voting, Feedback, Conference planer/ event calendar, Information Directory, Task Management & Automation & Point of Sales (PoS), Multimedia & Entertainment, Personal Response System (PRS), Location Based Services (LBS)
  • Conceptualizing and prototyping media advertising on an Open Source Media Advertising Platform with integration into the corporate media delivery platform HSIA/DVoD system
  • Integration of Percipia as part of DOCOMO interTouch
  • Establishing Nomadix to be kept as own brand being part of DOCOMO interTouch
May 2006Jan 2008

Executive Vice President Solution Development and Service

DOCOMO interTouch / Kuala Lumpur (Malaysia)

Head of KL office including:

  • Software Development,
  • Corporate IT,
  • Network Operations Center (NOC),
  • Multi-language Helpdesk and Call Center,
  • Centralized Account Management
  • Technology & Innovation,

which comprised of about 40% of DOCOMO interTouch's human resources.

Major challenges mastered:

  • Recovery of major software development project (iBIS)
  • Introduction of regular release and product enhancement procedures
  • Introduction of open source PBX system Asterisk as the global company phone system and Voice over IP (VoIP) solution
  • Company-wide training and enabling new products and solutions
  • Reduction of help-desk staff attrition rate
  • Team building, staff motivation, and communication
  • Major improvement of the dropped call rate in the Call Center
  • Establish comprehensive quality and performance management
  • Mastering Budgeting and Cost Control
Jan 2005Apr 2006

Head of Sales Mobile Networks

SIEMENS / Dhaka (Bangladesh)
  • Establish Sales, Technical Sales and Marketing Teams including recruitment
  • Establish and execute processes to work in a matrix organization with other departments (like Service)
  • Direct Account and Project Management for one major customer
  • Development of strategic sales programs including account management policies
  • Sales Planning including demand forecast, quotas and budgets
  • Comprehensive Learning and Team Enabling Program 
20042005

Senior Product Account Manager Sales Mobile Networks

SIEMENS / Bangkok (Thailand)
  • Identification and development of new product ideas
  • Presentation and Endorsement of innovations to different customer accounts on CxO level
  • Support for regional sales and account management
  • Energizing, Organizing and Conducting the corporate Comprehensive Learning and Team Enabling Program
20012002

Director Sales Mobile Networks

SIEMENS / Munich (Germany)
  • Leading Centralized Sales Force Teams for all major accounts in Thailand, Cambodia, and Myanmar (Virtual Teams)
  • Coordination of regional Sales and Account Management Planning
  • Encouragement of Logistic and Project Management
  • Empowered Offer and Proposal Management
  • General Technical Portfolio and Solution Management
  • Heading account team and acting as an interface between Executive Country and Headquarters Management in Germany
  • Achieving a record high overall sales volume (Euro 210 million in 2001/02)
19972001

Key Account Manager Mobile Networks

SIEMENS / Jakarta (Indonesia)

The role of Key Account Manager comprised of leading Sales and Service teams during Pre-Sales, Implementation, and After-Sales.

Major achievements:

  • Liaised with the CxO and customer management across all levels
  • Achieving direct sales of MSC, VLR, and HLR
  • Establishing a direct sales relationship for VMS and SMS solution
  • Introduction of WAP as a new service to the customer
  • Selling a PrePaid solution based on IN
  • Conclusion of a Service Maintenance Contract for all technologies and solutions
  • Steering Service, Sales and Technical Support Team resulting in high customer satisfaction
  • Increasing business volume and customer relationship despite the Asian Financial Crisis
  • Achieving the highest yearly sales volume of 35 Mio. Euros in 2001/2002
19951996

Sales Proposal Manager Mobile Networks

SIEMENS / New Delhi (India)
19951995

Sales Manager Mobile Networks

SIEMENS / Munich (Germany)
19921994

Sales Manager EWSD - Fixed Line Networks

SIEMENS / Munich (Germany)
19881992

Manager Technical Assistant Center EWSD - Fixed Line Networks

SIEMENS / Germany, Indonesia, Egypt, Iran, Ukraine

Ensuring professional technical assistance in all three TAC levels in various countries including setting up and running service offices. 

  • 1992–1992 (~ 1 month) Kiev (Ukraine) 
  • 1991–1992 (~1.5 years)  Teheran (Iran) 
  • 1990–1990 (~ 6 months)  Munich (Germany)
  • 1990–1990 (~ 2 months)  Cairo (Egypt)  
  • 1989–1990 (~ 1.5 years)   Bandung (Indonesia)
  • 1988–1989 (~1 year) Munich (Germany) 
19871987

System Analyst

Hoechst / Frankfurt (Germany)

Analysis and implementation of processes and information to be computerized

Education

20032003

Postgraduate Business Administration

Heriot-Watt University

Finance, Marketing, and Accounting

20012002

S3 Executive Management Certificate by Siemens

Duke - the Fuqua School of Business

Siemens Management Program for high-potentials

19821987

Dipl. math. (FH)

Fachhochschule Regensburg - University for Applied Science

Master/Bachelor in Mathematics