Cooperation with a team of 5 (PMO) in Plan Preparation (WBS) Project Scheduling, Resource Planning, Cost Estimating and Budgeting, Cost Control Engineering, Change Management, Document ManagementMonitoring reporting process (regular Progress and Cost reports using Earned Value methodology-EVM)Developing IFS ERP suite consisted of Project, HR, Contract, Document, Procurement and Finance Management modulesCoordinating with other functional departments to integrate ERP application in the whole organization

•Developed, trained and led a team of 12 sales and administrative experts in order to save the Company from bankruptcy and boost liquidity to pay current debts and other liabilities•Establishing effective and efficient interaction system between Inventory, Finance and Sales & Marketing Departments, re-building CRM database and exploited additional features•Devised and leading a marketing campaign which has so far resulted in sales revenue reach to 6 times in less than four months (briefly by product pruning and focusing on profitable products and customers)

•Developed, trained and led a team of 10 commercial experts (incl. Buyers, Sourcing Experts, Planners)•Planned, monitored and facilitated purchasing of goods and materials using ERP system which resulted in three successful major overhauls having 90% of essential PRs ready before installation (at sanction period) •Developed and analyzed nonfinancial performance measures using a balanced scorecard system at procurement department to evaluate buyers

•Conducted very detailed financial analysis and business evaluation on 3 state-owned insurance companies which were going to be privatized (created financial model and calculated share price to advise clients)

•Trained and led an implementation team (Production, Inventory and Quality Control) to run lean manufacturing in production divisions which resulted in increase of Overall Equipment Effectiveness from 30% to nearly 75%•Developed a Just-In-Time inventory management system and significantly reduced risk of inconsistency between demands and production. It solely resulted in improvement of company’s return on equity by nearly 10% •Developed appropriate key performance indicators for measuring performance of production departments including quality control, inventory and assembly shop and led regular performance meetings

•Conducted work study, time measurement and line balancing in two manufacturing division (Assembly-line & body-shop) with over 200 work stations and more than 450 operators in total•Supervised, trained and organized a team of 8 consultant engineers as one of the 4 teams assigned to carry out projects in different phases. Both projects did not face with any delay and all targets met•Proposed several output scenarios, successfully implemented the maximum output scenario for each line. After significant improvements, the addition of only 20 operators in the assembly-line increased outputs by 50% from 18 to 27 units per hour. 8 additional operators in the body-shop division increased the output rate from 12 to 18 units per hour.