As the CEO of Nilgro GmbH, I managed a EA project in Afranet company which is a data center service provider. In order to prepare an overall model for Afranet, I managed several small teams in different disciplines for collecting required data through document and professional meetings and modeled "As-Is" business process. I developed "To-be" models based on the new requirements and some performance-base analysis on "As-Is" BP. An Inter-related BP model prepared based on the BPMN 2.0 standard which shows the relationship of business processes in each business area. I also modified and aligned Afranet's systems and data architecture to new BP. Finally, we prepared a road map and transition plan for automating and implementing new business process. Project outcomes and improved process satisfied the customer top managers and employees completely and they started the process automation project afterwards. Bizagi Modeler used as our modeling tool for business process.

We started the project with an understanding of the current maintenance system and Physical Asset Management (PAM) at a Steel Company and engineering of stakeholder requirements including technology development, production, technical services, information technology, finance, and logistics. The physical flow of operations and processes was studied as soon as existing systems and new requirements were clarified. The IT infrastructure and architecture of systems and services, as a critical issue in solution performance, was studied in the next stage and the general design of the Smart Factory architecture was developed and subsystems and Software needed to move toward industry 4.0 were identified.

Forming and organizing the agile team for the project in a Petrochemical Company, and meeting the requirements of customers and stakeholders in human resources management has been one of the initial steps of the project. Modeling and analysis of the current HRM process up to the level of work related to each role and their modification based on the requirements and best practices (SAP) were conducted with the cooperation of the company specialists. Finally, by estimating the activity's duration simulating the processes, and considering the company's strategies, the workforce plan (WFP) and related capacity assessment have been carried out.

Asset Management as a leading approach in designing, operating, maintaining, and replacing an asset during its life cycle plays an important role in process industries. This petrochemical company as one of the biggest petrochemical companies for 12 years worked to improve and adapt its systems and structure with an asset management approach. I worked as a senior consultant and designer with them to modify their maintenance and supporting process. I modified their BM, CM, and PM process and proposed their new CMMS. I designed their new maintenance basic data architecture based on ISO14224 and supervised the transition phase. Furthermore, I established a new structure for them to apply RCM techniques. Improvement in the company asset management performance measures shows the success of development activities.

ASCOTEC Holding provides engineering services (MME - A subsidiary company of ASCOTEC) and supplies equipment for steel and mining companies. ASCOTEC Holding and its subsidiary companies (10 companies) continuously need to develop their business process based on new requirements. I managed their business processes and developed improved BP for 3 years. I prepared system models in different business area and disciplines and supervised the development and implementation of automated BP. I modeled BP with BPMN 2.0 and used Bizagi Modeler as a tool.

I worked as a project manager and business system analyst in Rena company. We developed and improved Rena after sales process which contains several roles in head quarter and dealers. I supervised the development of a new dealer and after sales management system and replacement of the old application with new web-base portal.

Designing of a new CMMS for 9 oil refinery companies was the main subject of my work in Nilgoon. I prepared a software architecture which contains 21 modules and defined inter-relationship of elements. This model combined with the SOA resulted in a prioritized road map for modules development. Our programming team prepared a software development framework and developed and delivered modules one by one. I supervised the implementation and test of modules. This system works successfully in all 9 refineries and several petrochemical company now.

Digital identity and information security are some important elements of E-Commerce. CA centers provide certificates and security infrastructure and give an identity to E-Commerce objects. As a project manager ans senior specialist, I supervised and engaged all the design activities, from designing of passive and active network to development of an exclusive cryptography software. This center started its services on April 2007 and I received and award from Iran's president as a successful project manager.

I worked as a system and software analyst in a total system project for water deputy of Iran Ministry of Energy. I developed several transaction processing systems and supervised their development on Oracle. Furthermore I studied managerial activities and designed a data warehouse in order to prepare an infrastructure for MIS. Finally I designed an information layer with a tracking platform and directed the programming team to implement the system.