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Summary

Based on a continuously updated academic background, I have developed an evolving experience of more than 27 years in different business domains  like Industrial Marketing, Supply chain Management, services, including, General management consulting - training and coaching.

In consulting area, more than 20 years (Canada - based-, Columbia, Morocco, Egypt, Middle East, Russia, USA),  I have been providing professional services mainly in the following areas 

- - Business transformation programs,- - Change management involving technology introduction, communication strategy and capacity building- - Organizational design and development, manpower planning- - Business planning and performance management (BSC), PBO

- - Business process reengineering and business process management involving IT leverage- - Project and program management , PMO implementation and management

- - Information management systems analysis , design and implementation

Strategic international achievement

More than 26 years of experience has been built as manager or as consultant in different business cultures (Private and Government), different domains of expertise (industrial marketing, supply chain management, business planning, information systems, program/project management, Business transformation, capacity building etc). This experience has been conducted in Canada, and in different other countries (Americas, Europe, North Africa, Middle East). The assignments in developing countries gave me the opportunity to develop a high awareness about specific social and economical needs, institutional capacity requirements and roots for weak organizational performances. I have developed the conviction that many countries, including Canada, spend efforts and money, directly or trough international institutions, to relief the impacts on the populations from these countries, but the return on invest is limited. Among the main reasons for these limits:

-          Knowledge sharing between different institutions, donors and analysts

-          Poor consideration of the cultural and political context of the targeted countries,

-          Weak efficiency in the field,

-          Difficult integration and harmonization between different donors, international institutions and NGOs or consultants

-          Weak synergy (expertise, financial leverage, best practices, complementarities).

I have contributed strongly as strategic planner or organizational architect, in some multifaceted and multimillion $ governmental projects having similar requirements in term of coordination, integration and communication with stakeholders and Top management. Some of these projects (international) were involving CIDA or other development banks:

·        Business Transformation Program to transform Saudi Telecom Governmental Agency in a Commercial private company prepared to face competition after the liberalization of the Saudi telecom market (Saudi Telecom company)

·        Public Territory Rights (claims, laws, competencies…) and Resources Management system (for Quebec’s Ministry of Natural Resources),

·        Geo-scientific System for Colombian government to support geo-mining, ecology and territory management information requirement,

·        “Strategic Information System” to support the Egyptian Environmental Agency to produce the “State Of Environment”, the “Strategic Environmental Plan”, “Contingency Sectorial Plans” for protected territories …

·        Processes, Procedures and Information System to support the Russian Land reform program implementation (territory management and real estate privatizations, governmental agencies services and processes re-engineering).

·        Real Estate Registry Agency business processes and systems re-engineering (Quebec ministry of justice),

·        “Quebec Civilian code reform” and its impacts on govermental  services, governmental agencies operations, systems and institutional stakeholders - municipalities-banks-notarius-realestate- etc., citizens (Quebec ministry of justice),

About me

My large and polyvalent experience in strategic programs/projects from the inception phase to the implementation and close out, within private or governmental organizations at executive level (envisioning, planning and implementing with technology leverages for a sustainable change and development) is  relevant for high challenges resulting from global competitiveness, intercultural management and continuous business transformation.

Strategic Change management is one of my strongest skills including sectorial requirements analysis, integration, communication, strategic planning, capacity building, organizational alignment (design and performance management)

My interpersonal skills, political sense, natural leadership and team player spirit have been appreciated in different working environments (very diversified). I have won the trust everywhere for my professionalism and attitude.

I have contributed strongly as strategic planner or organizational architect, in some multifaceted governmental projects having complex requirements in term of coordination, communication and innovative solutions.

Values and views

·   The benefit of wise counsel focusing on sustainability: balancing short term requirements with long term requirements. Quick wins are nice to have but sustainability requires more.

·The necessity of strategic and systems thinking: "think globally and act locally", "simple and sustainable solutions result mainly from a systemic complex thinking process".  ”You get what you measure” must be a manager’s mantra.

·Poor efficiency kills the effectiveness: strategies are implemented trough projects. effective strategies require best project management practices.

·The opportunity of new technology: technology is one leverage among others for business solutions but it can be the strongest vector for innovation ad efficiency

·The value of people: acquiring technology is tactical but building competencies is strategic. "Capacity Building" programs are a "must"  

·The requirement to manage change: bring people at the center of the change process, you will give it more heart. Then communicate, communicate and communicate 

Multidisciplinarity and polyvalence

Hands on experience as manager or consultant in different domains of expertise:

  • Industrial marketing
  •  Distribution
  • Supply chain management
  • Business transformation programs,- Change management involving technology introduction,                  - Communication strategy and capacity building
  • Organizational design and development, manpower planning, jobs description,
  •  Business process reengineering and business process management involving IT leverage and business intelligence
  • Strategic and Business planning and performance management (BSC), PBO
  • Project and program management , PMO implementation and management
  • Information management systems analysis (including GIS), design and implementation

Other education /training

· Other training : o    PMP (Project  Management Professional), certified PMI (Project Management Institute) - USA  (2004)o     "Doctorate in Business Administration" courses at Robert Kennedy College - Switzerland  (started courses 2004-2005) : §  Knowledge Management (45 hours), §  Performance management (45 hours), §  Mergers and Acquisitions (45 hours), §  Advanced marketing (45 hours), §  Change management (45 hours)o    E-Learning Applications design and development (45 hours)  at Laval University , Quebec - Canada 2003o    Training for Trainers certification, Advanced Technology Institute, Montreal - Canada (1995)o     "Information technology for  managers" certificate courses, Montreal University - HEC (1994), §  Information systems analysis and development (45 hours), §  Data base management (45 hours), §  Information technology (45 hours), §  International Trade ( 45 hours)o    BPR (Business Processes Reengineering). Montreal university - HEC (1993)

Objective

Consulting  opportunity to support a management team facing Business transformation, Change management challenges, business planning and performance management...

Work History

Jul 2002Jan 2011

Senior Management Advisor

Management Consultant, Free Lance Contracting for Saudi Telecom company

Key projects and achievements

Uninterrupted flow of consulting Free lance contracts since the first one signed  in 2003

  Network Services Solution (NSS) capacity building and coaching ( Saudi Telecom, Jan 2008 up to now)
  • Business transformation for value added  services department (fixed line services, mobile services, data and broadband services and NGOSS/OSS services)
    • developped trough workshops  the business vision, actual situation assessment, SWOT analysis, identified gaps and initiatives to fill the gaps
    • supported the target technology architecture development
    • developped the To-be processes in ligne with the architecture capabilities and the business vision
    • supported the governance requirement layer analysis and design
    • supported the 3 years transition plan (road map development)
  • Processes automation
    • Services development layer
    • project management layer with go/no-go gates
    • Business intelligence capabilities to manage the performance objectives
    • dashboard ( projects progress, RFPs, action items, finance/invoicing status...)
    • web enabled interfaces with 4 Strategic Business Units (customers), Vendors and  O&M, IT departments
  • Business planning implementation  project for a general department In charge of Telecom value added services development
    • organizing and executing Leadership development program trough workshops and coaching activities
    • Business Planning:  Business vision, Values, SWOT analysis, defined initiatives to take opportunities and transform the threats, defined the road map (transition plan) to achieve the business vision...etc.
    • Reward and Recognition program: designed and implemented an R&R program to support the change implementation
  • Business Processes RE-engineering using IT leverage and Business Performation Organization (Business process re-engineering  with BPO implementation using a workflow engin to)
  • automate the processes (L2, L3, L4): service development, project management, strategic planning, capabilities development, tendering process, Budgeting

    • Business intelligence to support performace managemet, accountabilities based on measurement and performance, KPIs  and measurement methods definition
  • Resources (users from NSS and Business Units)  training on the systeme utilization and processes
  • Templates, forms optimization and standardization
  • Network Services Solution is a new Department in the Network Sector , headed by a General Manager:  have Driven, in collaboration with Booz Allen & Hamilton consultants,
    • the Organizational design implementation,  manpower planning, organizational structure optimization analysis and  fine tuning, Implementation pre-requisites definitions, design and implementation
    • Identified and designed Key cross functional NSS processes, clarified documented the responsibilities, borders and: NSS mission, internal interfaces, external interfaces (Network sector departments and Business units) set single points of contacts definition and responsibilities, metrics and KPIs (SLA).
    • In term of Change Management, the Challenge was to get existing departments in the network sector accepting the mission of the new departments specialised in developing Value added services.
  • Leading a team for Network Services Solution Department Vendor Management strategy development: defined the approach, organized workshops for The goals and objectives definition and coached the team of telecom engineers to achieve required analysis and the strategy definition.
  • Developed and conducted workshops on “Delegation” to enhance  the managers skills and employees readiness to be empowered : what delegation means, why it is required, conditions to delegate, categories/types of delegation, how to delegate, delegation benefits…etc.
  • NSS Organizational optimization and performance enhancement: design , develop and implement a PMO for Mobile Services, staffed and operated the PMO during the implementation phase, Hand over the PMO to the manager (built , operated and transferred):
    • define/clarify  responsibilities (design, integration, project management, implementation support),
    • design develop and implement required processes to support delivery management activities in conformance with best practices and in compliance with the NSS services development process, designed reporting system  and implemented Weekly project reviews (project manager, designers , vendor),
    • trained resources on processes and coached all department resources for smooth implementation, Organized workshops to solve issues and to get the buy in and participation for an effective change.
    • Managed the PMO during the development and implementation phase till it became operational and done the hand-over to the selected and  mapped PMO  manager
    • The Pilot was including in average 30 projects, involving 9 senior project/program  managers (eng. Telecom) and 3 design sections. The interface was with 4 strategic Business units, key vendors like Ericsson, Nokia Siemens, Huwawei, Logica, etc. the cumulative budget was more than US $ 200 Millions.

·Organizational design, implementation (Saudi Telecom 2007-8): directed a team, including STC engineers and Consutants to design the new organizational structure for Network Sector. The new structure had mainly two startegic targets:

  • First to aligning the organization on the new strategy “customer centric organization” with the introduction of the cncepts of Shared services, Cost centers and Profit and Lost centers (4 Business units),
  • Second to merges the Fixed Network organization with the Mobile Network Organization in one single network organization: organized workshops, presentations, developped manpowerplan and mapping resources, Defined change requirements,developed functional scopes and jobs descriptions,
  • Key business processes design and interfaces definitions(Value Added Services development process, Strategic planning process, Capabilities development process).

·Strategic Planning (Saudi Telecom 2007):contributed to the design and implementation of the New concept of strategic planning for the corporate (strong deconcentrated sponsorship for portfolio of initiatives with planning,KPIs and control system). Directedthe team in charge of implementing the new concept coordinating initiatives planning and monitoring achievements and reporting. Organized workshops and coaching sessions to facilitatethe change and the objectives achievements.Reporting monthly for the Management committee on Network Sector achievements.

·Business Transformation program (consulting contract with Saudi Telecom Company, 2005-6): Designed, developed, implemented and managed a 3 waves large program targeting, during three years, the organizational Capacity Building based on a “Learning by Doing” approach for a sustainable change, covering 6 leverages: HR capabilities Building, Organizational Fine Tuning, Quality and Performance, Policies and Processes, Planning Capabilities, Data and Systems. Organized and managed a program management team sponsored by a Top management steering committee (1 VP and 6 GMs). Scoped 45 development projects covering all the leverages, assigned project teams of 4 to 6 engineers and provided coaching and training. Launched the second wave design, based on a bottom up approach and more management layers involvement to enhance the “Engagement” for change focusing on more performance measurement

·Developed a process and designed organization to support Yearly Business Planning in the Network Sector (contract with Saudi Telecom Company, 2004-5): enhanced the planning effectiveness and efficiency, set and coached business planning team for Network Sector for performance tracking, SMART objectives definition, identified initiatives, built and evaluated scenarios, developed projects/programs to support objectives, mapped objectives and developed Balanced Score Cards, KPI’s definition.

·Supply Chain Management Processes Reengineering (consulting contract with Saudi Telecom Company, 2003-4):Assessedactual procurement department processes andgap analysis, developed methodology and work plan for Business processes reengineering (pre-qualification, tendering and evaluation process, performance evaluation, politics and procedures review, IT requirements…etc.), done a survey with key vendors and recommendations to enhance Vendor Management and develop partnership

·Training Needs Analysis to develop and implement Training Career Paths for resources (consulting contract with Saudi Telecom Company, 2003-4): conducted job families and job titles analysis, assessed the methodology and developed specific approach. Organized project team and committee, conducted tasks and responsibilities analysis defined skills, knowledge, behavioural attributes and tools requirements. Develop training objectives for job titles, develop training curricula for each job title to support individual career training path

·Developedthe approach and implemented operationalization program(consulting contract with Saudi Telecom Company, 2002-3):, to supportthe new organization and managers to be effective and efficient within a short term: Clarified responsibilities/activities and borders, identified processes, practices, procedures that support activities, documented interfaces inputs outputs and criteria of success, identified potential conflicts, overlaps, gaps redundancy in the organization, organized activities to ensure that the organization is integrated and optimized at all levels

·Project management culture implementation (consulting contract with Saudi Telecom Company, 2002-3): Project management processes reengineering, PMO (Project management office) organizational and capacity development, trained line managers, project managers and project team members on project management, project management processes

About STC

Nov 1999Jun 2002

Implementations Projects program manager

Key projects and achievements

·Business Transformation Program (3 years, US $ 45 Millions): TELCORDIA Technologies (USA) AssistedSTC (Saudi Telecom Company: 22 000 employees, Top 100 companies in the world (62nd) to transform its business from monopolistic GovernmentalAgency to Commercial “Privatized” company and to prepare it for competition:

  • Managed “Transformation Program Projects” Implementation (05/2001 – 06/2002): Leading a team of 12 TELCORDIA Subject Matter Experts and more than 50 Saudi Telecom engineers, involved in the realization of divers projects during Hands on 14, 5 months: new organization structure and benefits implementation, Project Management Processes and culture requirements, Business CaseCore Process Development and Implementation, Network Cost Modeling Analysis, Network Planning Processes, Network Engineering Processes,Network Access Processes, Network Access Operations Review Processes, PMO design, implementation.
  • Lead consultant for Business Processes Reengineering for Network Sector (08/2000 - 04/2001): Assessed BPR requirements and defined priorities with Top management, developed the approach and developed tools, planned and conducted workshops with Business People for design and developments: Documented and assessed Present Method of Operation, designed and developed Future Method of Operation
  • Lead consultant, Change Management (11/1999 - 07/2000): Designed, developed and implemented the Business Transformation approach in collaboration with different lead consultants and the customer business people. Supported the Task force teams with regard to the methodology and the resolution of specific problems and quality assurance. Developed “transition plan” a road map for sustainable change and capacity building, Develop a corporate communication strategic plan to support the change implementation, published a bi weekly newsletter. Developed an approach for “Benefits Management” to enhance the outcome from transformation program.

About Telcordia Technologies

Aug 1998Oct 1999

Senior Management Consultant

LGS consulting (an IBM Company)

Key Projects and achievements

·Senior Management Consultant, participated in the ERP People Soft implementation (LGS GROUP INC. corporate, Canada-Montreal (07/1998-09/1999) and supported the team with change management activities planning. Developed communication plan to support all implementation phases and to insure the buy-in through a wide participation. Identified and evaluated project benefits, intermediary results, actions, leverages and the strategy to insure their achievement.

·Business Process Reengineering (“Laurentian Bank”, 1998-1999 Canada-Montreal): reengineered merchant’s loan requests processes to enhance bank competitiveness, achieved the strategic target of giving a response to any merchant request, yes or no for the loan, within 15 minutes instead of 120 minutes. The solution was supported by OCR/ICR, imaging and workflow engines.

·Business Transformation (HYDRO-QUEBEC 33000 employees, Canada-Montreal (1998-99)): Transform Central IT Department from a Functional Unit to a Business Unit (BU). Designed the Business Processes for the newly created “Business Development” department for the future BU:

  • Designed, documented and implemented business processes and organisation of “offer management”: taking in charge and qualification of the request, realisation of the technical solution, elaboration of the offer, presentation to the customer and negotiation, project transfer; the process is supported by the quality process and a follow-up based on performance indicators;
  • Designed and documented the process “Introduction of a New Product or Service” to support the function “Product management”

About LGS

19961998

Organizational Architect

Roche consulting group (engineering)

Key Projects and achievements

·Information System analysis and design (INGEOMINAS, Colombia-Bogota (1998): Project manager of a team of experts to develop standards for a geoscientific information system (GIS) to support natural resources and geological information management. Assessed organizational readiness, trained customer resources on BPR and organizational design, Conducted Business processes reengineering (data collecting, integration, geoscientific products production, marketing and distribution.

·Organizational Design and BPR (Merged HOSPITALS: CHUQ (University), HOTEL-DIEU, ST-FRANCOIS D’ASSISES, Canada-Quebec (1997)): feasibility study for Electronic Medical Files Archiving and eCommerce opportunity. Developed an Organizational Diagnosis, Identified business processes and estimated the operation cost, envisioned the Future Method of Operation and standardized/optimized the processes. Documented the IT leverages to support the imaging and documentary management, in the perspective of medical files digitalization.

·Geographical Information System Development (Egyptian environment Information System –Cairo 1997) to support Egyptian government in setting the environmental management strategy to support policy and sustainable development projects: The EEIS (GIS) consists of a federated set of databases in the Environmental agency and the participating agencies, linked together through the EEIS Wide Area Network (EEIS net). As Organizational architect, defined strategic goals and objectives for the system, defined and documented products and services/customers, Identified and designed business processes, developed the logical frame work for the project (outputs and outcomes), developed risk management plan.

About Roche

Dec 1995Jul 1996

Organizational Architect

Consortium Roche/DMR (A Fujitsu Company)

key projects and achievements

·Information System analysis and design (NATURAL RESOURCES MINISTERY, Canada-Quebec (1998)) Participated, as Organizational Architect, in the administrative conception and preliminary analysis for an information system (GIS) to support the public territories management. Developed the business model and defined the requirements. Analyzed the existing systems and defined integration requirements. Designed the system processes and documented the interfaces requirements with other systems, enabling electronic remote operation by ministries and customers and designed the implementation strategy.

·Information Management System (GIS) (RUSSIAN government to support Land Reform after communism, Moscow 1995-1996): This solution supports government agencies to manage the privatization of Real Estate integrated based on a back office-front office approach with integration trough a Hub. Developed critical customer requirement, supported the design of the system architecture, reengineered business processes and procedures (registration and conservation of land ownership rights, cadastral registration), developed functional files and the user interface (Delphi) and parameterized the system, developed a training plan as well as the

content for user’s readiness.

About DMR

Aug 1991Jun 1995

Senior Management Consultant

Ministry of Justice / Civilian code Reform

Key Projects and Achievements

·Organizational design and Business Process Re-engineering (Ministry Of Justice, land right registration general directorate Canada-Montreal, Phase II - 1993-95): Organizational design and Processes reengineering to support radical change in procedures resulting from the reform of the Civilian Code where the governmental agencies services are defined by the law. As Senior Advisor:

  • Supported the Design of the future organization and the future mode of operation of the registration offices (73) on the basis of the new mission and taking into account: The radical change in the mission roles and responsibilities, the directive from the Treasury Board calling for a 40% reduction in operating expenses, the leverage provided by information technologies.
  • Managed the business process re-engineering initiative that was carried out by a multidisciplinary team made up of jurists, operations experts from the ministry and Subject matter experts
  • Designed a strategy to recover background information (information on paper) on an electronic support, with a view to recovering archiving costs and permitting remote consultation, completed the feasibility study for data conversion: technical, administrative and legal aspects
  • Analyzed Critical Customers Needs, clientele of the system (notaries, financial institutions, municipalities, appraisers, real estate agents) in particular from the standpoint of remote transactions and the integration of access to land information (one-stop information center)

·Strategic Planning and Change Management (Ministry Of Justice, land right registration general directorate Canada-Montreal, Phase I - 1991-93)

  • Developed, on behalf of the general directorate, of a strategic planning approach targeting the integration and optimization of all the major Reform Projects (4) being carried out simultaneously by different general directorates.
  • Carried out studies supervision of multidisciplinary teams (law, technology, and organization) on the impact that the drafted bills by the legislator may have on the existing organization, procedures, work processes and customers (professionals, individuals, institutions)
  • Conducted Organizational Design development of the future land register, using a prospective approach requiring workshop creativity, multidisciplinary analyses and scenarios development and evaluation.
  • Designed and carried out a national wide survey on the needs/requirements of the of the Ministry of Justice’s clientele in terms of land right registration services (lawyers, notaries)
Oct 1979Aug 1991

Manager

other companies

Key employers

  • OCP, Morocco - supply chain management : Director  Analysis-control and Processes
  • ACEC , Belgium - Industrial marketing: consultant - Communication Strategy to foster the exports out of EEC
  • VEGLA  GmbhH, Germany - Industrial marketing: Consultant - Strategy to extend the maturity phase in industrial glass products lifecycle

Education

Oct 1976Jul 1981

Commercial engineer

HEC Liege

General management

Industrial marketing

About HEC

Skills

Recommendations (linkedin)
“Salahdine is a guru of strategic thinking and initiatives deployment. He is a great asset for his teams and people working around him. He is always positive and keeping his team moral at a very high level of performing. You never feel unhappy close to him.” March 8, 2009 Mohammed Aziz, Senior Management Advisor, Saudi Telecom worked directly with Salahdine at Saudi Telecom Company   “I have known Salahdine since 2001 during the Business transformation program to move Saudi Telecom co from governmental agency to commercial . We worked together on several projects. In all occasions, Salahdine has demonstrated an outstanding capacity in consulting and coaching the team members in their work area. He has Engineered and led the program of culture change in STC/Network Sector during two years. His contributions to the organization evolution and development are far more than one can imagine. I strongly recommend Salahdine for any challenging position. Without hesitation, I would say that Salahdine will be a good company asset for any organization that he will join.” March 16, 2009 Tariq Shabeeb, Director of Network Business Support Office, Saudi Telecoms worked with Salahdine at Saudi Telecom “Besides being a joy to work with, Salah is a Strategic person with strong Analytical and Strategic Thinking Skills who is able to lead and align his team to business strategic goals. He has successfully developed business transformation plan for his company top management that have resulted in an efficient organizational structure. Salah is an asset to his employer, He is also extraordinarily helpful and very transparent in sharing ideas and information as well as coaching his team.” May 23, 2008 Yousef AL Thubaiti( PMP,CSE,CLSE;CCNA), Senior Supervisor Data networks Design Engineer, Saudi Telecom worked indirectly for Salahdine at Saudi Telecom “Salahdine is a great motivator with an amazing business sense. He is one of the major players in leading change in Saudi Telcom and I was fortunate to be among the group led by Salahdine.” August 21, 2007 Bassam Al-Bassam, PMP, ITIL, VoIP / WiMAX PM, STC worked indirectly for Salahdine at Saudi Telecom   “One seldom gets a chance to associate with a personality such as that of Salahdine. These long 8 years imprint my mind with Salahdine as a management guru, dear father, reliable friend, and a mentor. Your business has an opportunity to excel with him onboard.” June 29, 2009 Munzir Syed , Consultant , Telcorida Technologies Inc. worked indirectly for Salahdine at Saudi Telecom co, Network Services Solution   “It is a pleasure to recommend Salahdine an innovative, thoughtful and very focused. He concentrates on management needs as well as understands very well to identify the real needs behind a problem and to develop a successful solution. He looks for win-win situation and always open for discussion and improvements. He also has the ability to combine and utilize his knowledge and an employee's strength areas to the organization’s advantage.” May 22, 2009 Umair Bajwa , VAS Expert , Norconsult Telematics / Saudi Telecom worked directly with Salahdine at Saudi Telecom co, Network Services Solution   “I am working with Salahdine since 2008 during which I was lucky to learn more and more from his professionalism, Business and Human skills. He is very well organized, specialized on the strategy development, business transformation and change management. He led successfully and efficiently a complex and large projects and challenges; he is a valuable asset to the company, he is working closely to the top management and its staff to create a business solution, modelling, mapping and improving the business processes, presenting recommendations on the efficiency and productivity of the company’s organizations. Salahdine has achieved timely and professionally all tasks and responsibilities taken during his assignments within the company. He is  hard working, ambitious and self-knowledge. His ability to build a positive, durable and cooperative relationship with others spiritualizes the team around him in our department and surpasses the difficulties within others department in the organization. Salahdine has proved, even under pressure and harsh conditions, the solid capability to analyze, identify and decompose complex problems in different elements, research their causes then provide a detailed and structured summarization to handle that problem and how to result in the appropriates conclusions. He always aims the quality on what he has delivered, works with required precision level, takes all details in account, verify the coherence and reliability of the information and control the quality of the work. He is always showing interest in business, investments and economy, initiates ideas for change and implement actions for improvements. Understands the need for change and contributes actively to implementation. During this last year, while working with Salahdine, I can say with full confidence that he always exceed the expectations, has shown thoroughness and firmness in his way of working, his approach to problem solving, supporting others and sharing knowledge in many areas. Without any hesitation I strongly recommend Salahdine for any challenging management position or consulting assignment.” May 13, 2009 Youssef Chemlal , Senior VAS Solution Architect , STC (Saudi Telecom Comoany) worked directly with Salahdine at Saudi Telecom co, Network Services Solution   “First time I worked with Salahdine (about three years ago), I impressed of his way of overcome obstacles, and solving the problems. He always gives the right answer in the right time. I am very proud of working with such smart and talented person such Salah. Really, I learned a lot just working with him.” May 12, 2009 Ahmed Al Mugbel , Section Manager-switch software , STC worked indirectly for Salahdine at Saudi Telecom co, Network Services Solution   “Salah is one of the most motivated and dedicated individuals I have had the pleasure to work with. He has a keen eye for a business opportunity as well as the drive, determination and focus to ensure successful team work . he has a gift for bringing out the very best qualities in those who work with him, as he naturally inspires people around him to achieve greatness.” May 11, 2009 Abderrahim. Benchinoune , Care Program manager , Nokia Siemens Network worked with Salahdine at Saudi Telecom co, Network Services Solution “Salah is one of the best Senior management consultant i got the opportunity to work with for several months. Very high management skills; excellent processes planning, execution & control during the whole project period whcih makes all concerned stakeholders so happy.... Mamoun” May 11, 2009 Mamoun LAMSAAF , Senior 3G optimization Expert - Network Strategies , Nokia Saudi Arabia was with another company when working with Salahdine at Saudi Telecom co, Network Services Solution   “"Salahdine is really a great consultant epecially when it comes to evaluate your company and create the right process to improve your orgnization managment and behaviour. I highly recommend him."” August 13, 2009 Mohammed Al-Khushail , Owner , Future Horizons Group was with another company when working with Salahdine at Tecordia Technologies, New Jersey US   “I have known Mr. Ourzik since 2002 and had the opportunity of working with him on several high profile management business transformation projects that were initiated at the VP of engineering division level within Saudi Telecom Company. The work produced by him was of exceptional quality and of credit as he successfully managed the critical projects to deliver on the objectives that significantly cut costs and improved efficiency. Endowed with easy to get along leadership qualities and highly innovative mind-set his focus on work execution was admirable. I testify without hesitation that Mr. Ourzik would prove to be a valuable resource asset where ever he chooses to work. IMRAN AHMED (Sr. Advisor, Saudi Telecom Company)” May 16, 2009 Imran AHMED , Sr. Business Strategy Consultant & Project Manager (Strategic Investment Unit) , Saudi Telecom Company worked directly with Salahdine at Tecordia Technologies, New Jersey US   “J'ai eu le plaisir de collaborer avec Salahdine durant huit ans, c'est un grand manager. Avec lui on n'arrête pas d'apprendre. Un fin stratège, un visionnaire. Côté relationnel c'est quelqu'un qui n'oublie jamais ses amis; Il a un coeur gros comme ça.” May 14, 2009 Nezha Mouhafid , Responsable Achats , OCP-SA worked directly with Salahdine at Tecordia Technologies, New Jersey US

Certifications

Project Management Professional

PMI Project Management Institute