Jan 2024 – Sep 2025 · 1 yr 8 mos · Riyadh, Saudi Arabia · On-site

• to lead Capgemini’s Saudi business as part of its accelerated Middle East growth strategy, with a mandate to
• scale operations, elevate market presence, and drive enterprise-wide transformation in alignment with Vision 2030. Defined
• and launched a bold KSA growth strategy targeting 60% CAGR over four years, underpinned by a future-ready talent plan,
• differentiated offerings, and high-impact client engagement. Spearheaded rapid organizational expansion by architecting a
• market-aligned talent acquisition strategy, driving strong momentum in strategic hiring and capability building. Positioned
• Capgemini as a trusted partner for Digital Consulting, Enterprise Transformation, ESG-driven innovation, and Design & Build
• services, strengthening its presence across government and energy ecosystems.
• P a g e 1 | 4
• Key Achievements:
•  Secured four strategic wins within the first year—cumulative deal value exceeding $65M
•  Built a robust pipeline of four high-value opportunities across Oil & Gas with a total contract value (TCV) of over $100M.
•  Successfully onboarded two marquee government clients under the Strategy & Transformation portfolio—expanding footprint
• in public sector digitalization.
•  Opened business with Aramco & Aramco Digital making strategic entries for Capgemini in Gen AI, industrial & telecom
• engineering, strategy & governance

Mar 2022 – Sep 2023 · 1 yr 6 mos · Riyadh, Saudi Arabia

• Board member of Women Business Park a JV company between Wipro Arabia & Prince Nourah University and subsidiary of Wipro Arabia in kingdom to support women’s employment As larger Women IT Services Center.

Feb 2022 – Dec 2023 · 1 yr 10 mos · Riyadh, Saudi Arabia · On-site

• Here at Wipro Arabia, I took over the role of CEO - Wipro Arabia and initiated the organization transformation across the structure, Sales, account management, and business growth and then moved from sector-focused to country-focused structure building the team to drive sales growth from 10% CAGR to 30% CAGR over next three years while realigning leadership KPIs, operational controls, and customer engagement to support ambitious business objectives.
• I was involved in leading business operations in the kingdom of Saudi Arabia and Bahrain, including sales and business development with full P&L accountability of $180M in revenues and over 1,150 FTs across the kingdom.
• Here are some of my key accomplishments:
• Built pipeline of $500M with some 4 large deals with TCV of over $50+ M across healthcare, government, Giga projects , and aviation sectors.
• Established forums across teams to create high-level engagement and motivation to overachieve customer expectations.
• Overachieved Q4FY21, Q1FY22 objectives.
• Recovered $10M + of bad debts which were written off within four months, improving the DSO to more than 100 days.
• Won three deals within six months of taking up the role at Wipro, valued at $20M+
• Recovered and improved distressed accounts from -15% OM to over 10% OM levels within four months.
• Succeeded to up left wipro brand to be among Technology & IT solutions providers to be one of the preferred & trusted partners for advisory board council at CITC in kingdom.
• improved customers delivery satisfaction.
• Improved cross selling offerings propositions.
• Strengthening Wipro Arabia local alliance strategic partners ecosystem engagements.

Mar 2019 – Feb 2022 · 2 yrs 11 mos · Saudi Arabia

• In my previous roles as communication, Media & Entertainment VP and MD of TechMahindra in KSA, Kuwait & Bahrain, which represents the connected world, offering innovative and customer-centric information technology experiences, enabling enterprises, associates, and society to Rise (TM). TechM is $4.9 B company with 115+ professionals across 90 countries, supporting over 1000+ global customers, including Fortune 500 companies.
• In these roles, I have established and led KSA, Kuwait & Bahrain accounts for sales and delivery for Telco, media and entertainment markets. Also, I have managed to develop strategic business plans to grow larger market share. I have administered big key accounts in GCC, including STC, Mobily, Zain, Viva Bahrain , Viva Kuwait, ITC Salam , Atheeb GO, Tawal tower management company, and the government sector, meeting revenue and profitability targets.

Oct 2017 – Feb 2019 · 1 yr 4 mos · Riyadh, Riyadh Region, Saudi Arabia

• Managed Saptco Long Distance & International Transportation operations by developing and evaluating new business opportunities, leading business transformation program and manage 600 Mn revenues annually. Providing in depth strategic marketing, business intelligence, as well as feasibility studies & developing standards to be utilized in Long Distance transportation operations and activities to achieve and sustain cost efficient measures and deliver quality of services that help identify and drive growth for LD business unit.

Sep 2009 – Oct 2017 · 8 yrs 1 mo

• Leading & managing STC B2C business unit Strategic planning & Revenues performance and monitoring of 25 Bn revenues , financial budgeting and forecasting , over seen cost efficiency program , leading performance and planning general department with over 150 employees around the kingdom, developing STC mobile business Strategic planning, managing and monitoring mobile operational performance KPIs, managing and executing mobile programs & projects initiatives, managing financial planning & budgeting, financial control & performance for Mobile business sector, managing quality assurance and policies & procedures of Mobile Business Unit internal and external interactions. Leading and overseen an investment of a 1.7 billion startup Company “Bravo” project operation as the first iDEN push to talk Motorola network in KSA and Med East.

Aug 2007 – Sep 2009 · 2 yrs 1 mo

• Leading & managing a team of Project managers to administer various STC projects
• Providing PMO role for Business Unit level special projects.
• Managing and executing STC FORWARD Strategies.
• Monitoring and controlling business unit KPIs and achievements
• Tracking and reporting all strategies implementation to Steering committee.
• Monthly & weekly higher management performance Reports.
• Managing and controlling Aljawal new services development commercial Lunch.
• Driving sector communication and required training
• Identifying and highlighting operational and performance problems
• Developing business strategies to increase Bravo’s market share in corporate sector
• Overseen Bravo’s complete operation including sales, marketing, engineering and financial activities
• Exploring ways to improve STC’s revenue and reduce cost
• Drafting future forecasts and business plans for the project

Jun 2006 – Oct 2007 · 1 yr 4 mos

• Lead and manage an investment of 1.7 Billion S.R. a startup company “ Bravo” project as first iDEN (Motorola) push to talk network Services implementation in KSA and the Gulf states.
• Developed business strategies to increase Bravo’s market share in corporate sector.
• Overlooked Bravo’s complete operation including sales, marketing, engineering and financial activities and KPIs.
• Explored ways to improve STC’s revenues and reduce costs and increase productivity.
• Drafted future forecasts and business plans for the Bravo project operation.
• Coordinated decision making efforts between Bravo and STC higher management.
• Managed Bravo’s tariff plans and promotions approvals from CITC.

Nov 2003 – Jun 2006 · 2 yrs 7 mos

• Project Manager for first iDEN (Motorola) Push to Talk network in KSA & GCC.
• Overlooked and reviewed Bravo’s network design plan and its roll out implementation
• Spearheaded Bravo’s team in launching Bravo service in July 2005
• Coordinated efforts between Bravo and STC engineering teams
• Assisted in developing Bravo’s marketing and sales strategies
• Audited financial reports for STC revenue assurance
• Established financial procedures for smooth financial transactions between STC and Bravo
• Developed engineering report for STC upper management to monitor project progress
• Lead STC and Bravo teams to draft the Telephony Interconnection Agreement between STC and Bravo

Feb 2004 – Aug 2013 · 9 yrs 6 mos · Riyadh, Riyadh Region, Saudi Arabia

Jun 2002 – Nov 2003 · 1 yr 5 mos · Riyadh

• Worked with a team of five British engineers in order to developed and monitored regular maintenance schedules for planes C103 , Awax , F-15
• Generated weekly reports and checklists for planes readiness and flights.
• Organized flight schedules and crew rotations.
• .Developed flights simulations experiences and pilots training.
• Drafted methods for risk managements and safety assurance

Sep 2000 – May 2002 · 1 yr 8 mos · Dhahran

• Verified safety standards for Aramco’s existing and future plants
• Developed disaster management and loss prevention guidelines
• Drafted emergency response protocol and management chart
• Confirmed the fire extinguishing systems Osha compliance
• Check the emergency kits standards in plant locations
• . Developed regular daily checks on plants safety.