Setup the Solutions COE responsible for following 1. Development and Management of solutions and usecase IP2. Sale/Presale across the various accounts and geographies globally 3. Delivery oversight of the solutions/usecases

As part of my country leadership role I was - Managing team of 450+ high end analytics resources Responsible for delivering analytics solutions and managed services within the Analytical eco system for 150+ Global customers of Teradata in 30+ countries. - Lead the Center and execute business plans for revenue and contribution margins 20% YOY. - Provide leadership in delivering customer needs across the entire services continuum. - Center productivity goals and profitability above plan since 2015. - Strong business relationships internally and externally - EE score consistently above 80%.

Leading the analytics practice of 150+ consultants across 4 locations in Europe and Asia. Our teams of Data scientists, BI consultants and Software engineers have achieved the following under my leadership - Successful realization of customer ambition through 180+ global engagement. - Engagements span across service continuum i.e from Presale to delivery and upsell/cross sell. - Developed 105+ solutions and accelerators for the analytics ecosystem.- Developed deep expertise in 7 industries with 50+ customers across 5 continents.- NEVER failed to deliver. - Indigenously developed and deployed Capability Maturity Framework for career management and capability development. - Developed and rolled out DS Bootcamp, - Developed AnalyticOps product which was the 1st in Teradata to be made part of Teradata product line. More to come.

Responsible for establishment E2E IT CoE in 3 domains - Business Applications - Middleware - CollaborationThe following was indigenously developed for effective establishment of the CoE - CoE governance - Operating model- Performance management framework - Service catalogue - Request management system (internal IT service request)- Team development - Methodology framework- QA reporting framework- Tools and applications to enable efficiency and transparency for the aboveThese CoEs are being run with full P&L responsibility.

Key member project that delivered GSS IT strategy . As part of the IT transformation project delivered new IT operating model, Governance including Organization, mandate, processes, roles and responsibilities and SLA for IT.My department (Global IT Services) was responsible for providing support and development services in the areas of ERP, collaboration tools, Middleware tools, Testing, IT operations and BI/DWH;Brief important achievements - Managed an offshore team of 100+ IT professionals;- Delivered group savings of 85M USD;- YoY growth of 45% in revenue and 25% in department - Maintained employee turnover <5% for 4 years- Kenexa Employee Engagement Index and Leadership Index ≥ 80% for 5 yrs- Established largest professional Oracle SOA practice in Pakistan- With effective resource mix and employment model able to maintain lowest IT employee cost level in Telenor Group

1. Manage IT Operation and Development teams in SSC of Telenor in Pakistan;2. Manage teams in the areas of ERP, BI/DWH, Front end and Integration, Global collaboration portal, Testing, IT Service desk, IT infrasturcture and Operations;3. These teams are responsible for the design, configuration, maintenance and support of Oracle tools in teh respective areas;4. Evaluate and manage multiple global IT projects;5. Monitor and ensure all targets and KPI's are met to secure the set goals;6. Responsible for high motivation level of the staff while providing leadership and direction;7. Develop a culture within the team aligned with overall culture of the Shared Service Centre.

As Public sector lead for GBS and a senior project manager delivered the following projects. ALL PROJECTS DELIVERED ON TIME AND WITHIN BUDGET.Experience Profile: (Projects)Wateen TelecomProject – “Data warehouse and BI (Cognos) implementation”Period – 03/09– 06/09Role – SME – Business Intelligence (Financials)Sui Northern Gas Pipelines LimitedProject – “BPR and Oracle re-implementation”Period – 03/09 – 07/09Role – Project Manager Fauji FoundationProject – “COGNOS controller and BI modules implementation”Period – 8/08 – 11/08Role – Team Lead Capital Development Authority (CDA)Project – “Organizational Restructuring and BPR of CDA” (Org. restructuring, BPR, Job profiling and Implementation roadmap)Period – 07/07 – 03/08Role – Project Manager & solutions leadElectronic Government Directorate – Ministry of ITProject – “e-Procurement system consultancy for GoP” (BPR, e-Procurement Modeling and Deployment strategy)Period – 03/07 – 09/07Role – Project Manager and team lead Spend analysisSui Northern Gas Pipelines LimitedProject – Oracle Financials Health Check w.r.t integration with other modules and rollout in the regional offices.Period – 01/07 – 02/07Role – Team lead COA analysis and financialsOil and Gas development Company LimitedProject – “Business Process Reengineering”Period – 09/06 – 12/06Role – Team Lead Financials Apart from the delivery role, I have been involved in various business development activities from opportunity identification to its qualification, proposal development and contracting. These include approx 12 activities per annum

Worked as a PM and ERP financials lead for Oracle EBS implementations and Business process reengineering projects in GBS division of IBM. The main tasks included Business Development, Proposal submission, project execution as per IBM project management methodology and reporting.

Strategy development Development of NTC functional strategic Roadmap  Appraising management of current and future financial position of the organization and based on the over all strategy thereon develop financing and investing strategies. ERP ImplementationPioneer in introducing the ERP concept and initiation of total office automation drive in NTC;PM of BPR & ERP ImplementationFinancial management  Investment Portfolio management of Approx. Rs. 5 Billion +. Introduction Cost centre matrix accounting and functional budgeting concepts and redesigning CoA accordingly  Analytical reports on key strategic indicators of operating & investing activitiesInternational Gateway operations and inter-carrier relationship. Rationalization of tariffs for Prepaid calling card;  Interconnect charges reconciliation; Analysis of tariff trends in the local telecom market and rationalization of NTC tariff accordingly;

Experience Profile:4 year onjob training and worked there as a Senior Supervisor in their Audit and Assurance Department.FINANCIAL REGULATORY FRAMEWORKApplication of Financial Reporting & regulatory bodies’ requirements, Pronouncement of various professional bodies, Accounting & internal control systems, Taxation issues, Corporate maters affecting an organization, Laws on good Governance and Reporting requirements of various donor agencies and NGOs.AUDIT & ASSURANCE Plan, perform, conduct and supervise audits of diverse portfolio of organizations focussing on the following business sectors • Telecom – National Telecom Corporation• Oil & Gas – OGDCL, POGCL, GHPL, PGCL, OPI, PEL, OMV, AOL• Banking – ZTBL, ABL• Projects and NGOS – NATPOW, UNFPA, UNDP & WB funded Projects, PIFRA