• Leading the strategy initiatives on both the corporate and business levels. • Leading the Maas (Mobility as a Service) division. This includes developing B2B and B2C solutions such as telematics fleet management systems, automated vehicles inspection, vehicle sharing, and more.• Leading the business excellence team covering business improvement and optimization, implementation of the TOYOTA WAY and other Kaizen techniques.• Leading the technology team including full digital transformation covering all areas of the organization.

• Leading the strategy initiatives on both the corporate and business levels. This includes connecting the different business lines in a synergistic way to achieve the overall group’s objectives.• Establishing the business intelligence capability in order to connect all information gathered (external and internal) into a unified easy to use approach. • Initiated the MaaS project which focuses on researching and developing the transformation needed for the organization to keep up with the changes in the industry (future proofing it). This is mostly an entrepreneurial project outside of the traditional organizational structure.

• Focusing on the rent a car business (the Budget brand), with the aim to develop and grow all aspects of the business (i.e. purpose, process, people, and financials).• Achieved revenue growth of more than 600%.• Introduced new revenue streams and diversified the business risk.• Turned around the business form loss making to profit making within 2 years of joining it.• Grew the team by 300% as that was needed to have a sustainable service provision.

• Assisted Salalem (a learning and technology startup) in developing an entrepreneurship product (Startgate.me) which is the first startups gateway in the region with focus on building a proper startups ecosystem and build synergies. • Worked with the Children’s Museum Jordan on revising the strategy to operations process. Focus is on mapping out the path from developing the museum’s strategy to the ground level implementation plans. This also includes creating management dashboard reports to enable quick follow up and follow through on all initiatives. (Nov ’13 – May ’14)• Worked with the Future Gate student services based in Canada on building their business management system and developing a franchising model in order to expand the business. • Provided advice to multiple medium sized organizations on strategy and performance (one to one basis with the leaders of those organizations).

• Working closely with the marketing, sales, and HR teams. • External/market analysis. Providing market insights and setting the direction for the organization.• Internal analysis. CRM and process analysis to achieve higher efficiency and better ROI.• Providing market intelligence information and identifying growth opportunities. Identified $100 million more in revenue through better market analysis and database mining.• Translating strategy into operations and action plans to achieve organization’s goals and targets. Turned around the performance of 6 branches and achieved 20 – 40 % growth within 4 months. • Developing products and generating leads. Supporting the design and implementation of fully integrated marketing and communications campaigns.• Running large scale customer and corporate events. Co-organized the 2013 leaders’ conference including 150 attendees aimed at setting the direction for the year.• Managing the customer satisfaction and loyalty programs. Introduced the ANZ customer satisfaction index.• Capturing best practices and providing delivery models analysis, selection and implementation. Revamped the government account delivery model that covers market potential more than $500 million.• Setting of KPI’s at all company levels (i.e. BSC). Built an intelligence framework that included streamlining reporting in a simple to use way aimed at management in order to make factual decisions. • Providing technical business analysis for the development of software solutions. Key stakeholder in the team that developed the organization’s customer relationship management system.• Delivering training regularly on multiple subjects covering beginners to top management. Courses include: strategy alignment, business steering, best practices, and various soft skill topics.

• Part of 2010 executive leadership development program (hand-picked by the CEO). This program targets prospects being developed for joining the executive team.• Responsible for leading the continuous improvement culture and providing quality analysis to stakeholders. • Established the business improvement function and managed the team.• Improved the payroll and invoicing process. Reduced error rate from 200 to 0 adjustments per week within 12 weeks. • Improved the candidate registration process and reduced its processing time from an hour to less than 30 minutes.• Led the integration team responsible for merging the operations of 6 companies of Randstad including 20+ brands.• Revamped the entire business management system and consolidated the many processes into a streamlined process.• Expanded the internal audit function and managed the team. Integrated the audit program with the international Randstad group risk program.

• Setup the business management system within the Asia Pacific Region to comply with national / state based legislation. Achieved the ISO certification.• Automated the operational internal auditing process and significantly reduced the process cycle time while increasing the effectiveness and efficiency of the internal audits.• Managed the network of site quality representatives which required liaising with more than 100 employees over more than 40 sites in Australia and New Zealand. Provided training and support to the network members.

• Elected to the board of the club and then was appointed as the general manager reporting to the president of the club. This was all voluntary and did it in addition to my other job.• Revamped the entire club structure and systems to improve effectiveness and efficiency, achieved 25% savings on the club budget from the previous year while maintaining top-level results.• Won the 2006 Asia Men’s Basketball Club Championship held in Kuwait.

• Led a number of improvement projects utilizing business process re-design and/or re-engineering and/or Six Sigma methodology (more than 15 projects): resulted in prevention of data loss, reducing number of defective products released to the market, increasing response times, and establishing internal service level agreements.• Improved the launching of new products or services process at the marketing department which resulted in doubling the number of projects being evaluated per month. • Reduced the cycle time for one of the major finance (customer service) processes from 30 days to 0 days for 85% of the cases and 15 days for the remaining 15%.• Led the development and implementation of the internal audit system as part of the ISO 9001 certification, 5 campaigns covering 50 areas and processes and more than 150 audits.