May 2011 – Feb 2015 · 3 yrs 9 mos · UAE

• As AGM, I oversee Haygroup's consulting business within Kuwait, Bahrain and Qatar. Responsible for building and maintaining client relations, key account management, project execution, quality assurance and team building. Following are highlights of key achievements
• Multi-fold increase in business (sales and revenue) over the last three year period;
• Built capable team to deliver business value on large scale multi-disciplinary clients’ engagements;
• Delivered on key account plans in terms of revenue target from key accounts
• Delivered on several client projects across sectors and geographies, helping organizations to get better business results by effectively evaluating, deploying and developing talent. Have worked on a range of projects covering organization design, job evaluation and grading, rewards and performance management. Have steered projects in upstream and downstream oil & gas companies, financial services, telecom companies, and infrastructure, construction and RE companies within the Gulf region.

Sep 2010 – May 2011 · 8 mos

Aug 2005 – Aug 2010 · 5 yrs · Kuwait

• As part of Ernst & Young's people and organisation's Kuwait practice, I was responsible to develop new business, acquire new clients, manage key accounts as well as lead a team of Consultants and Senior Consultants to deliver on clients' projects.
• Some of my key achievements as an Executive Manager were:
• Organization design for an upstream Oil & Gas Company in Kuwait: the project included review of the current organization structure, benchmarking it with leading practices in E&P sector; identify organization design principles and operating model; and recommending organization structure alternatives.
• HR Systems diagnostics for the flagship company within Kuwait’s Oil & Gas Sector:
• HR Business Process Reengineering (BPR) at downstream Oil Refinery in Kuwait: Lead the Service Transition module within the roll-out of the HR – Architecture and during the HR system implementation phase
• Organization design, Job Evaluation & Grading at Saudi Arabian Airline’s healthcare subsidiary: Lead design of Saudi Airlines subsidiary’s Healthcare organization structure.
• HR Transformation for the largest Automotive dealership and retail family business in Kuwait: - HR Transformation for a major diversified family run Food Business in Kuwait: Led the project on Organization structure design; development of Job Evaluation & Grading structure; conducted market compensation survey to identify Compensation trends and practices within the Food sector in Kuwait; recommend base-pay structure that can attract senior executives into the business
• Long Term Incentive (Equity based rewards): Implemented a series of Equity based LTI Plans for businesses across FSI sector, Telecommunication sector, Oil & Gas Exploration, Logistics, Real Estate companies, Pharmacy within the Gulf region

Jan 2003 – Jan 2005 · 2 yrs · Kuwait

• As HR Projects Manager, I was mainly responsible for group Compensation and Benefits HR business process re-engineering, as well as development of new reward policies and procedure.
• Key achievements include:
• Job Descriptions; Job Evaluation; Grading & Salary structures: Manage development of Job Descriptions for all positions with Business Heads/ Group Heads to reflect all changes in the new organization structure. Evaluate new jobs and reassigned jobs based on Decision based Banding methodology and establish the new Grading structure and Job family; Establish the market specific salary structure based on job family
• Introduced variety of performance based Incentive programs at the Executive level and frontline Stores level
• Implementation of Oracle HR & Payroll system for 8 countries across Middle-East: Oracle HR was implemented to provide all Managers with complete transparency of their work force in-terms of structures, skill set, and job requirements. Facilitate better communication between HR, Employees and Managers across all geographical boundaries and locations. Provide superior service in terms of response-time, accuracy and information to all Employees.
• HR Policies & Procedures: Review existing polices & procedures to align with the new compensation philosophy; business’s current and future needs; Released HR policies & procedures manual and publish on the Alshaya intranet. Establish procedure for on-line update.

Jan 2000 – Jan 2003 · 3 yrs · Kuwait

• Key role within Gulf Bank’s transformation from a conventional process-driven to Sales and Customer oriented bank. Developed various executive and staff Incentive program to boost sales and drive business results. Implemented the Hay’s Job Evaluation methodology. Managed the Bank’s Oracle HRMS implementation.
• Compensation and Benefits Manager
• Major HR development projects implemented:
• Performance based incentive programs: Retail Banking incentives for Branch staff and Managers based on sales, service and operations using the score card mechanism; Tele-banking incentives: based on sales and service; Corporate Banking incentive for Relationship Managers: based on Sales and Financial performance; Treasury Dealing Room incentives based on desk financial performance
• Executive compensation program: Implemented the annual Management Incentive Program to boost financial and non-financial performance. Implemented the stock ownership plan to retain key executives and build a sense of ownership
• HR system achievements: The implementation of HR system has resulted into decentralized HR processes to Line Managers & Employees, which includes rule based automated pay calculations and flexible pay runs, on line recruitment (and linkages with extra-net recruitment service provider), online performance appraisals, and HR reporting
• Developed more than 200 Job Descriptions Bank-wide, clearly defining competencies required: Launched the Hay’s Job Evaluation program to systematically evaluate each job and map into new grade bands, reflecting relative importance and business impact. Implemented new remuneration structures, to ensure market competitiveness and relative job contributions.

Jan 1992 – Jan 1995 · 3 yrs