Responsible for major accounts within levant and GCC. Amongst others, our customers are major telecom providers and Oil & Gas companies. As a SAM, I am responsible for the delivery of top class aftercare and services support to enterprises with mission critical applications laying on top of Dell Technologies Systems. Both High end Storage (HES) and Compute Networking Storage (CNS). Acting as a focal point to customer senior management and storage & support teams. We service our customers 24/7 at any time and day of the week. This is critical for our customer in order to be able and run their None Stop digital business. Customer Satisfaction is a key KPI for our service delivery. Therefore we partner with our customers rather then acting only as a vendor. I am responsible for local partners and we work very closely to make sure we are aligned to provide proactive and reactive support to our customers. Customer satisfaction, steady Install Base and healthy IT environut is the major part of our service delivery.

Working with a great team within Ooredoo Oman to bring the IoT business to the surface and start using SMART Solutions. Within only 3 months deployed the Long Range Low Power Network called LoRa for entire Muscat and the ambition is moving on to entire Oman and abroad. We made Oman be the first Telco in Oman to be part of the LoRa Alliance. The LoRa Alliance is the fastest growing IoT technology alliance. A non-profit association of more than 500 member companies, committed to enabling large scale deployment of Low Power Wide Area Networks (LPWAN) IoT through the development and promotion of the LoRaWAN open standard. Members benefit from a vibrant ecosystem of active contributors offering solutions, products & services, which create new and sustainable business opportunities. We now truly can say that Ooredoo Oman has stepped into the IoT business and capable of building Smart Cities Solutions.

Enable-U provides better grip on complex and interrelated IT architectures with many information flows.Enable-U is a fast growing company that applies innovative integration technologies in a pragmatic way. With deep architecture knowledge we improve the structure of the IT landscape. This brings insight in existing reusable services, the ability to implement comprehensive policies and security and a well-managed life cycle. We enable composite processes and services that extend beyond the boundaries of systems and organisations, to mobile devices and cloud services. Enable-U provides grip on the new challenges that arise in a world full of interactions between systems: overview, security, change management, adding structure while maintaining flexibility, and more.Many organizations select Enable-U as their partner, as a result of the increasing importance of governance in service-oriented, cloud and hybrid architectures within complex organizations.Enable-U delivers its services and solutions with a team of highly qualified professionals. Quality, performance and quick time to result are important features of our approach. The knowledge and experience of Enable is boiled down into the 'Enable-U WELL' methodology that enables you to quickly and pragmatically make big steps forward.For the Dutch public sector, Enable-U has developed a set or turn-key solutions to help organizations to automate and control future digital information flows.SpecialtiesIntegration, API management, Service Oriented Architecture: SOA, Governance, Service Registry, EAI and BPM, Cloud integration, Ketenintegratie, Digikoppeling, Internet of Things: IoT

As Managing Director of APEX , I am responsible for Business Development , Sales and Delivery of IT Services and Solutions. APEX is the leading company in helping Government & Commercial organisations, to develop a roadmap and execution of Internet of Things (IoT). Our main Focus is helping people to develop their technology skills to be part of the Smart Governments and Smart Cities initiatives. We partner with established companies from Europe and USA with a track record in the development of People skills and Smart Technology.

In the role of Delivery Manager (DM), I am responsible for the Professional Services PNL for Qatar Project and Program delivery.In this role, I am reporting directly to the Manager of Gulf Professional Services located in the UAE (Dubai). Managing a team of professional Project Managers, Solution Architects, Implementation and Support Engineers. As a team we have the target to deliver the projects on time, budget and within a delivery margin of not less than twenty percent (20%).In FY 15 together with the services team we accomplished 115% of our Target with a Delivery Margin (DM) of 22% and a YoY of 7% sales growth.To be able to build a healthy pipeline, I work closely with the country sales & pre-sales teams and account managers to be able to upsell and create new opportunities with new and exciting customers. The customer portfolio exists of public and governmental enterprise customers, a.o. Ministry of Interior (MOI), Ministry of Education (MoE), Ministry of Finance (MoFA), Ministry of Awqaf and Religious Affairs (MARA), Qatar Petroleum (QP), Ooredoo Telecom, Vodaphone, KATARA, ASPIRE Zone, Ras Gas and Qatar Gas.

In the role of Principal Engagement Manager for Oman and Bahrain, I was responsible for the presales, deal shaping and engagement delivery to Microsoft Enterprise customers. 99% of my time was meeting, communicating with customers advising regarding their new business objectives and together with our architects help creating Solution Road Maps. I was responsible for structuring and managing deals through completion. As a Principal Engagement Manager, I was responsible for the problem statement from the perspective of the customer. To ensure the team successfully delivers the project, I am responsible for selecting the resources from both the internal and partner pool. As an EM I work closely with the Account Manager and Sales Executive to shape the deal and close the contract. After closing the contract I work closely with the Project Manager and Lead Architect to prepare the project plan, communication plan, project governance and define the conditions of satisfaction. Throughout the delivery I am responsible for the Internal and External reporting and managing the internal and external stakeholders. During the delivery, the assigned Project Manager, Architect and consultants report to the Engagement Manager. In physical year 2014, I was responsible for the annual delivery of 3.5 million USD for Oman and Bahrain. In June 2014 we closed the physical year and we overachieved the target by delivering 3.5 million USD in Oman and 1.5 Million in Bahrain. Here are some of the projects with the revenue between 500K USD and 1.5 Million USD: • Hosted Exchange and Lync for Omantel • SharePoint Portal and E-Services for the central Bank of Oman • SharePoint Portal and E-Services for the Ministry of Defense • Private Cloud and Virtualization for the Ministry of Defense • SharePoint 2013 implementation for Petroleum Development Oman • SharePoint 2010 and E-services for Petroleum Development Oman • Portfolio and Program Management for Petroleum Development Oman

In the role of Principal Project Manager, I was responsible for seeking opportunities to help our customers and mainly to manage Projects for large and enterprise accounts. To shape deals and prepare the contracts, I worked closely with the Services Sales Executive and Engagement Manager. Once the contract is signed, I took the full responsibility for the envisioning, planning, executing, delivering and closing the projects. To build up the right project team, I worked together with the Resource Managers to define the required roles and responsibilities and selecting the right resources.

Ordina BPO is market leader in outsourcing the back office of banking processes. One of the most important activities and key for the success of outsourcing back-office systems is the success of the Transitions and transformations programs. Within this period I fulfilled the next roles: Transition Manager A transition of an outsourcings project is very complicated and risk full. As a Transition Manager, I was responsible for writing the Vision and Scope for the transition program. The program was divided in four subprojects: - Transition and agreement the vendor contracts - Transition and agreeing of all HR contracts - Transition, testing an de livery of the IT environment - Transition and implementing business process For each subproject we have a project leader with the specific field skills. As a Transition Manager I act as a Program Manager and held responsible of delivering the project within time, quality and budget. Resource Manager In the role of Resource Manager for the Transition and Transportation Programs, I was responsible for the resource pool. The resource pool existed of Project Managers, Software Engineers and Business Consultants. It was my task to select and assign the right resources for the right projects. In case not having the right resources available internally, I contacted our preferred suppliers for delivering external resources.

IT Manager at Alex online Brokerage alex.nl. Alex.NL was a business unit of Dexia Bank Nederland. Alex.NL it is the number one real-time internet stocks broker in the Netherlands. My main responsibility was managing the Software Development Team. This team was responsible for the design, test and implementation of the front and back-office for the online brokerage system. This team consisted of thirty-four highly qualified and skilled software engineers (internal and subcontracted). In addition to training, recruitment, people- and resource management, I was accountable for the program management (time, money and quality) of Information Technology related projects and this involves: • Resource and People management • Supervising Project Managers • Assisting in the development of detailed project plans by Project Manager(s) • Monitoring project progress and supervising/reviewing Project Managers. • Ensuring processes are put in place with the internal customer and the end user to facilitate delivery of the initial project, the follow-up support and future projects To keep the quality and knowledge of the project managers and engineers, I continually maintained my awareness and knowledge within the field of Mobile internet, Software Development and Project Management.

Shell Services International in Leidschendam, This is an organization that specializes in delivering IT services to the Royal Dutch Shell.In my role as “Service Development Manager” and from initiation through to the realization, I was responsible for the management and delivery aspects of IT services. One of my main achievements was a self-initiated and launched idea, to position a multi-platform and shared data transfer service within the shell group worldwide. I labelled the Service with name „Enterprise Transfer Services‟ (ETS). This service answered the need for secured, managed and automated data transfer system within the Shell group. ETS was rolled out successfully in 1999 and at the first month the revenue was 170.000 USD. The first and major customer of the ETS service was Euro Shell Card Services, owner of all shell gas stations in Europe.