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Mubadala
- Business Development Manager
2009 - maintenant
Managing assets in the ICT portfolio of Mubadala: responsibility involves challenging management assumptions, supporting business units as needed, preparing reports for higher management
Evaluating opportunities in the ICT sector (Telecom, Satellite, IT and Technology): screen opportunities and evaluate their returns, steer due-diligence, present to the investment committee
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Booz & Company
- Job Manager
2006 - 2008
Led strategy projects in the Media and Telecom practices in the MENA region
Operations:
* Identified and fixed operational issues in the distribution network of a media company: Added planning function and processes, rationalized the coverage and the supply, analyzed the cost structure, launched initiatives to improve POS sales, renegotiated contracts with key international distributors
* Put in place a strategic planning process for a major telecom operator: put in place PMO team, clarified responsibilities and reporting mechanisms, prepared initiatives and implementation plans
Marketing:
* Launched a new newspaper in the UAE. Positioned the content by analyzing current offering, conducting market research and interviewing media buying units. Prepared a detailed business plan and secured a US$ 200 million funding for the project
* Identified success factors and differentiation criteria for a new free media zone in the UAE. Benchmarked media clusters and interviewed key global media players. Put in place detailed recommendations for a media fund and a business facilitator function
* Analyzed the pricing of a portfolio of magazines and newspapers for a leading pan-Arab print-house. Analyzed the cost structure and the competitive positioning in 15 countries and defined the pricing strategy for the next 2 years
Finance:
* Prepared a US$-3-Billion investment strategy for a regional telecom operator. Analyzed the criteria for a strategic fit with the operator, identified acquisition targets, performed early-stage diligence and prepared bid book. Successfully qualified the client for the second stage of the merger
* Put in place the financial planning process for a US$-6-Billion telecom operator. Aligned senior management on the process, defined with the VPs financial targets for the group and business units, performed a 5-year financial plan and budget for all the business units and subsidiaries
* Prepared a 3-year plan for a regional media company. Assessed the market potential, set revenue and cost targets for the business units and defined initiatives to achieve them
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Schlumberger Systemes (now Gemalto)
- Manager
2003 - 2005
• Started new team in Axalto’s Beijing R&D Center: hired 12 members, organized knowledge transfer, defined team’s objectives and managed the team. The team became fully operational with a high efficiency in 3 months. Congratulated by management and increased subsequently team’s size to 17 members.
• Launched a new product to enable mobile banking in Korea: defined the specifications with SKT, coordinated the development with a local Korean integrator and managed the development by my team.
• Organized support and maintenance of products. Redefined the process between R&D and integration teams in Asia and increased speed and accuracy of responses.
• Redesigned the motivation system of my team through incentives, career development and training achieving the lowest turnover ratio in the center.
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Schlumberger Systemes (now Gemalto)
- Team Leader
2002 - 2003
• Led a team of 3 to develop products used to manage SIM cards remotely in 3G mobile phone systems and provided support to integration teams.
• Consultant for the migration of SKT, from a card-less 2G mobile phone system to a 3G mobile phone system based on SIM cards. Elaborated processes and information flows in point of sales and led customization of Axalto product. Officially congratulated by customer and obtained Axalto awards for execution.
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Schlumberger Systemes
- Hardware Designer / System Architect
2000 - 2002
• Specified chips and circuits and designed a system to enable Voice over IP and advanced functionalities on payphones.
• Worked with procurement department on a cost reduction effort to share electronic components among the different divisions and products resulting in an annual cost saving of $200,000.
• Helped legal department on Intellectual Property protection cases and filed several patents.
