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How I got where I am today

I INITIALLY JOINED the business world a on a six-month contract – but that became open ended three months later at the Bank of Jordan. I had started my journey with the teaching profession but the business of banking was abundant with self-development opportunities in the banking business and later in HR and – to mu fortunate- this was a wonderful forum to in harness my skills and capabilities. I progressed from role to role, and they were all important in shaping my career. When I got involved in the HR space, I had the advantage of being able to work in specialist areas to build my operational knowledge and learn how HR could create value in a particular capacity. Working in teams also gave me a different exposure to where all the decisions were made and how one could adapt his/her style to what the business required, rather than what HR dictated.

My progression into Human Resources Management has taken place after a successful career in the banking sector. With the personal experience and the academic pedigree to draw on, I have developed a wide and profound involvement in different facets of Human Resources capitalizing on extensive and hands on experience in the business arena.

Strategic & Functional Competencies

  • Human Resources Strategy articulation
  • Talent Management & Progression Planning
  • Competency Modeling & Job Profiling
  • Metrics, Analysis and Benchmarking
  • Compensation & Benefits
  • Change & Cultural alignment
  • Performance Planning & Review
  • Industry Knowledge in Banking, & Consulting

Work experience

Aug 2009Present

Director - Human Capital, Middle East


  • Played the catalyst role to ensure harmony and consistency in managing an acquisition process. Including facilitation of the on boarding settling processes, and legal requirements across all ME. on boarding
  • Led a major PMO initiatives on salary harmonization initiatives and benchmarking survey for the consulting practice, Expense policy, implementing HRMS, Grade harmonization, HR and Support functions cost synergy and allocation.
  • Active participation in the articulation of the HR Strategy and initiatives, including design of the organizational structure for KSA and ME.
  • Major areas of responsibilities: Effectively manage a major Integration and acquisition process within the firm in terms and ensure smooth alignment and assimilation of HR policies, lead manpower planning, learning and education initiatives, performance management, compensation and benefits including salary planning and remuneration packages. Support the bottom line of the advisory business in the Middle East.
Oct 2003Jul 2009

Director, Advisory People Leader - Midle East

Ernst & Young
  • Supportthe organizational effectiveness that result in greater alignment of people with the Firm’s business objectives
  • Transformthe HR role to a more strategic and business partner within the region, along with providing management with guidance on all areas of HR.
  • Establishmodern Human Resources function, set up and developed modern HR Strategies, deploy best HR practices and provided effective leadership, and direction for the Human Resources function in the entire Gulf Region.
  • Major areas of responsibilities:manpower planning, recruitment & selection, training & career development, progression planning, performance management, compensation and benefits including salary planning and remuneration packages. Other responsibilities include: coordination, planning and completion of full range of HR projects / initiatives such as; (Staff Opinion Surveys, Performance Management System (BSC), Market overviews and Benchmarking Exercises, Salary Structure, Competency modeling, Skill Gap Analyses, and Assessment Centers).
Jun 2002Oct 2003

Arab Bank Training Center Manager

Arab Bank PLC, Head Office
  • Set the normfor planning training to ensure that there is alignment between training initiatives and strategic direction.
  • Coach Managers to communicate expectations prior to sending people to training.
  • Ensure both training providers and Line Managers accountable for setting up follow through strategies.
  • Evaluate the effectiveness of its training strategies in improving performance and make improvements as necessary.
  • Major areas of responsibilities: Set up training strategies for the entire bank, introduce initiatives directly linked to business requirement based on competency gaps, model career management Initiatives based on result oriented approach for selection and development to support cross-functional business performance, establish (SLA) with business unites to ensure win-win situation & most efficient processes and provide professional training advice to the Bank and adopt a pro-active approach in developing and administering the training function.
  • Responsibilities within HR team:Job analysis & competency frameworks, recruitment & retention of the university graduates, development of a competency–based interview model with a key management team to set in place criteria for advancement of internal leaders, revitalize and develop better processes through the Balanced ScoreCard system, coaching middle management to upgrade development initiatives and streamline internal processes in line with the banks strategy.
Jul 2000May 2002

Manager & Senior Trainer, Banking Operations Programs

Institute of Banking, SAMA
  • Designan on-the-job Training & Orientation programs to up skills Saudi workforce.
  • Initiate customized development programs for Saudi Banks based on proper identification of training needs, competency development aspirations, most suitable development methods, measurement and assessment of training effectiveness.
  • Deliveredtraining programs on a wide range of bank operations & Trade Finance.
  • Liaisewith International Trade Finance specialists for delivery of specialized courses on different facets of Trade Finance.
  • Major areas of responsibilities: 1) Deliver specialized training programs in the area of trade finance and banking operations that gives staff the understanding and practical skills and motivation to carry out work-related tasks. 2) Work closely with the banks to development training initiatives that relate to the ongoing, long-term improvement of employees' skills so that they can fulfill their potential.
Aug 1999Jun 2000

Training Manager

Saudi Hollandi Bank
  • Help change the face of the businessby setting Training Center that would cater for the training requirements of all staff and put forth its procedures and operational policy.
  • Engage and lead devising and setting up personal awareness to enhance the role of HRD, grow people to their full potential and create a competitive organizational change in the bank through carefully set policies and procedures that would recognize the bank needs.
  • Formulate initiatives to create uniformity and consistency among the staff and increase their competencies in order to enhance and burnish the image of the bank.
May 1998Nov 1998

Supervisor, Commercial Services Department

Arab Bank PLC
  • Supervise/approve of issuance of trade finance instruments; L/Cs, L/Gs, B/Cs & standbys.
Mar 1993Apr 1998

Section Head, Foreign Department

Bank of Jordan
  • Oversee the execution of all operations of L/Cs, L/Gs, B/Cs & FX
Sep 1991Feb 1993

English Language Instructor & part-time Translator

Private School & Translation Offices, Amman




Deccan College Postgraduate and Research Institute


Birzeit University


Trade Finace Expert

Institute of Banking Law & Practice, USA

Certified Job Analyst & Job Evaluator


Accredited Assessor

B.R. Garrison

Accredited Assessor