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Summary

Organizational Development Executive and turnaround specialist with a well-documented record of accomplishments and 15+ years of experience and a well-documented record of leading organizational dynamics, turnarounds, and strategic projects that deliver high-impact results. A turnaround specialist with a progressive and disciplined approach to the diagnosis and design of an organizational design methodology that embeds a corporate culture of cohesiveness and efficiency.

Work experience

2013Present

ORGANIZATIONAL DEVELOPMENT MANAGER

NADEC

Brought on board to improve organizational structure, design, harmonization, performance management, leadership development, and succession planning policies, procedures, and performance and drove efficiency across the organization. Manage a staff of 2 direct and 12 indirect reports.

  • Deployed Oracle’s Talent Management Suite to over 7,000 FTEs. Delivered the project under budget, saved 60% in processing time, and increased engagement rates by 30%.
  • Digital Transformation: Moved the organization from a manual, transactional human resources infrastructure to fully automated performance management, succession planning, recruitment, and training platform.
  • Introduced a “high potential” program that identified and nurtured high-potential talent within the organization and provided a clear path for advancement.
  • Conducted a full organizational analysis across all departments, aligning the NADEC strategy with organizational design initiatives that reinvigorated multiple departments to reflect the most efficacy while staying within budget.
  • Managed HR HCM Cloud project which transformed the company on-premise Oracle EBS to HCM Cloud.
20112013

ORGANIZATIONAL DEVELOPMENT MANAGER

Alfanar Group

Promoted as a direct report to the CEO and to serve as a consultant to executive management teams on matters related to organizational development, performance, leadership, and business process improvement strategies, issues, and improvements. Managed manpower planning for 15,000 FTEs.

  • Achieved a $3B turnover after a thorough analysis of Alfanar’s Construction, Electrical, and Building Systems divisions.
  • Member of the Alfanar Electrical Steering Committee, Human Resources Committee. Head of the Paperless Project Team and Portal Committee.
  • Consulted with management on defining measures for tracking and improving employee job performance, productivity, and overall company performance with results that included:
    • Restructuring of LV and Aluminum business units, the introduction of a centralized/decentralized support services structure, talent management programs, and workforce planning.
    • SAP SuccessFactors for Manpower Planning, Performance Management, and Succession Planning.
    • Transition to a paperless environment through the introduction of SAP and SharePoint capabilities.
    • New promotion, grading, and employee transfer systems and procedures.
20102011

BUSINESS PROCESS IMPROVEMENT MANAGER

Alfanar Group

Managed the review, analysis, and documentation of current and future-state processes, initiated and oversaw process change initiatives and KPIs. Validated the design processes across the organization that included sales departments across three companies (with a turnover of SR1.6B), supply chain, logistics, account management, and direct marketing operations.

  • Deployed SAP CRM within the Marketing Department, leading to significant productivity enhancements in data sharing and trend analysis across Market Studies, Direct Marketing, and Customer Service organizations.
  • Reengineered Alfanar Group’s wholesale channel and developed the business plan that established a Strategic Account Sales Department and streamlined the group from 3 companies to 2 cohesive teams.
  • Introduced a key accounts bonus scheme and loyalty program that redefined and changed the mechanism and business methodology of the Standard Product Project Department.
  • Enhanced the competency levels and performance of key Sales Branch Managers, establishing leadership, time management, sales management, and financial management training programs.
  • Member of the Corporate Balance Scorecard Steering Committee, Corporate Sales/Marketing Synergy Committee, and the Corporate Training Enhancement Committee.
20092010

Product Line Manager

AlFanar Group

Provided the roadmap and set the product line strategy and product business marketing plan for the Lighting product line. Held full accountability for P&L attainment, gross profit and channel maximization, pricing strategy, forecast achievement, and new product development/product enhancement initiatives.

  • Product support lead for all channels. Built and managed marketing budgets, product promotions, brand communications, and marketing collateral.
20082009

Business Development Director

i2, NOKIA

Directed sales management, business development, and channel development initiatives, and human resources functions. Prepared annual sales analysis and projections. Worked with Syriatel on establishing targets for vouchers and prepaid lines.

  • Restructured the sales workforce, driving a minimum 30%-40% distribution goal and achieving 100% growth in the first quarter of 2009.
  • Initiated new channels of business (Carrefour, Hama, and Eastern Region), reorganizing the sales operation from a regional branch platform to individual business units. Financed retail channel growth through bank negotiations and restructuring profit margin and compensation schemes.
  • Re-engineered the workforce based on best practices of cost center vs. profit center in the distribution industry, driving a 35%+ reduction in costs. Recruited 3 Regional Sales Managers.

Early Career Experience Includes

Social Media Consultant at Alliance Atlantis, Toronto- Canada, Web Quality Assurance Consultant at Google Inc. , Toronto- Canada, Project Manager at Ministry Housing & Municipal Affairs, Toronto- Canada, and Human Resources Manager at Henkel kGaA, Riyadh- KSA

Education

20142016

Master of Science, Organizational Development

Pepperdine University

As a graduate student of the top-ranked international MSOD program, I provided face-to-face consulting services for clients in the United States, France, Costa Rica, and China. The MSOD program prepared me to lead in the art and science of managing strategic change in a global context. Scope of graduate work tackled a variety of organization development challenges including organizational design, talent & performance management, employee engagement, process improvements, change management, crosscultural assessments, team-building, and organizational diagnosis.

20052008

Bachelor of Administrative Studies/Management Certificate

York University
19981999

ACS Associate Degree

LOMA institute
19931995

Hospital & Tourism Management Degree