Key Accomplishments• Championed the development, rollout, and maturity of Strategic & Operational Planning frameworks.• Established a call-off-based services portfolio of $70M, offering full suite of facilities & asset services.• Successfully influenced pre-award practices (from scoping to award), thereby optimizing time by 25%.• Developed and rolled-out the financial performance metrics and reports for each revenue centres.• Led the development, roll-out and maturity of Operations Group’s Policy & Procedure (O&M) Manual.Functional Portfolio: Commercial (tendering, procurement, contract management, vendor performance, change orders), Financial (cost allocations, month-end closings, cost-driver analysis, management reporting, operating and capital budgeting, project evaluations, segmented P&Ls), Operations (target operating models, policies & procedures), Strategic Planning (setting & stewarding goals, objectives, initiatives & KPIs).Reporting Hierarchy: Reporting into the Chief Officer, with 3 direct reports (2 Managers and 1 Director). R&R:• Led the sourcing (tendering through contracting) and mobilization of about 30 FM Service Providers.• Led the procure-2-pay cycle optimization, thereby optimizing services cost by 12% and time by 15%.• Influenced the review / revision of the tendering regulations, thereby making it more fit for purpose.• Co-Led the strategic planning cycle for the development of strategic objectives, score cards and KPIs.• Collaborated with all stakeholders for the successful execution and delivery of set strategic initiatives.• Developed capital & operating (QR 70M/year) budgets, along with related analytics and commentary.• Stewarded financial performance against Budgets, highlighting gaps / opportunities for improvement.• Create business plans and conduct related cash flow projections & ROI evaluations for OpCo projects.• Spearheaded the standardization of business processes across all zones and benchmarked staff effort.

Key Achievement• Championed the revision of firm’s procure-to-pay (P2P) process, followed by a regional roll-out of it.Functional Profile: Collaborate with Service Line Directors for consolidating financial results by region; prepare performance analytics and reports, followed by management discussions with Regional Executives; participate in business case reviews for the effective use of capital funds. Refine financial models, systems, and analyses deemed essential for the effective implementation and delivery of the strategic endeavours.Reporting Hierarchy: Reported into National Finance Leader, with no direct report. R&R:• Finance lead on evaluating funding requirements for new initiatives and asset acquisition proposals.• Drafted Management Discussion & Analysis (MD&A) for 2015/6, followed by reviews with executives.• Automated the consolidation & reporting of financial results by each region (and by each service line).• Optimized the regional (monthly) reporting cycle by 2 days & the corporate planning cycle by a week.

Key Accomplishments• Led the development and roll-out of Group’s Cost Optimization framework, identifying opportunities worth of $150M. These were then linked with the five-year planning cycle (2014-2018) for realization.• Led the Group’s benchmarking cycle for 2 years, thereby reducing operating ‘cost-per-tonne’ by 7%.• Developed Business Job Family’s functional roles, job ladder, and core and behavioural competencies.Functional Portfolio: On/Offshore Project Support (estimation, controls, stewardship, budgeting, and funding), Business Support (setting of goals, objectives & KPIs, executive stewardship, benchmarking, board reporting), Cost Engineering (techno-commercial support for operations and maintenance functions), Cost Optimization (analytical stewardship based on activity drivers, price vs volume of core vs non-core business).Reporting Hierarchy: Reported into the Chief Officer, with 4 direct reports (3 Heads and 1 Advisor) • Managed Shareholder submissions for fiscals, funding, contract variations & operating performance.• Led the SWOT and Gap Analysis workshops, while leading the Group’s (annual) benchmarking process.• Participated in goals-setting workshops for defining the corporate targets and strategic objectives.• Worked with the Chiefs in identifying risks and developing mitigation plans for tracking and closeout.• Presented risk findings to the ExCom and led the tracking and closeout of Management Action Plans.• Championed the development and roll-out of corporate guidelines for capital funding & authorization.• Co-Led the development & roll-out of Opco project economics and evaluations model (framework).

Key Accomplishments• (Setting the precedence) Developed & rolled-out the ‘cost-per-tonne’ performance report/analytics.• Developed Group’s operating budget ($0.9B) for 2 years with a performance criterion of +/- 10% delta.• Developed operating cost estimate at Gate-1 & 2 (levels) of ‘Category-I (≥ $500M)’ greenfield project.• Led the successful roll-out of Group’s ‘Financial Controls’ framework (SEVENPTHP SENSE) and achieved the top-tiered performance rating pertaining to the framework’s roll-out and robust implementation.Functional Portfolio: On/Offshore OPEX (estimation, controls, stewardship, budgeting, and funding of oper-ating activities) ~ $900M spend per year, On/Offshore CAEX (estimation, controls, stewardship, budgeting, and funding of capital projects) ~ $150M spend per year, Financial Controls (audit, compliance, and controls)Reporting Hierarchy: Reported into Business Controls Manager, with 3 direct reports (functional team leads)R&R:• Led the (OPEX / CAPEX) budgeting process, along with any revisions, producing corporate and JV P&Ls.• Streamlined the month-end financial close process, SAP master data structure, and SAP/BI reporting.• Forecasted cash each month (for rolling 3 months) for an external services portfolio of ~ $300M/year.• Introduced cost-driver & price-volume variance analysis of operating activities for better stewardship.• Tracked project progress and change using the project control structures, like WBS, RBS, CBS and OBS.• Managed project reporting using the earned value analysis (EVA) and management (EVM) techniques.• Developed project fund release requests based on estimates to complete (ETC) and at complete (EAC).• Provided financial and management accounting assistance to all support functions, ensuring relevant corporate financial policies, control guidelines and accounting procedures are followed & maintained.• Developed and rolled-out the Change Management process for executing business process changes.

*Functional Portfolio: Operational Budgeting, Capital Budgeting, Budget Revisions, Commodity Margin Analysis, Financial & Management Reporting, Preparation and Analysis of Financial Accounts & Statements*Reporting Hierarchy: Reported into Director, Financial Planning & Analysis, with 3 direct reports (SFAs & FA)• Led the Operational Budgeting portfolio, along with its revisions, producing firm-wide & product P&Ls• Streamlined month-end financial reporting queries and models out of ERPs to report product P&Ls• Customized SAP-BW data models, improving management reporting timeline (1 day) and saving 1 FTE• Finance nominee for the ‘Gold Star’ award, for 2007, for providing excellent finance support services

Profile:• Finance lead on special projects: adding a new video product line (IPTV) and integrating new acquisitions (VDN) into the main stream Bell Video business (from financial reporting & consolidation)• Prepared operational cost budget & revisions, with commentary on monthly variances and trending• Supported corporate reporting: interco consolidation, cost trending, variance analysis & commentary• Sarbanes-Oxley (SOx 404) documentation and audit lead for Bell Video group• Prepared financial statements, with MD&A for the regulator (CRTC)• Supported Senior Director (Regulatory) in regulatory & statutory filings of Bell Video group to CRTC• Maintained reporting structure in SAP and developed custom-fit BW queries for reporting efficiencies