- Initiated and led an analysis of the high internet costs and poor connectivity on vessels, culminating in the implementation of Starlink services across the fleet. This initiative is projected to enhance service quality and yield savings of at least $1.5M over three years.- Developed and implemented a strategic framework called MMP (Manage, Monitor, and Plan) to re-engineer Procure to Pay (P2P) processes. This framework optimized workflows, resulting in more than a 20% reduction in turnaround time, thus improving spare availability and service levels.- Leading the digital strategy to align with the business transformation goals of converting GAC Marine from a shipbuilding organization to a service-driven, agile enterprise.- Assessing various Marine ERP solutions and formulating a comprehensive roadmap for implementing a digital solution and business process changes across technical, procurement, crewing, operations, and quality/safety domains.

- Managed the BAU (Business as usual), enhancements, and transformation of a suite of digital products designed for internal users providing 3PL services across more than 300 offices worldwide.- Streamlined and digitized business processes for freight, warehousing, and customs services by spearheading a digital transformation program focused on adopting uniform practices, standardizing service delivery, and enhancing customer experience while leveraging GAC’s local expertise in various regions.- Coordinated and led a team of developers, business analysts, UI/UX specialists, and Quality Analysts to drive the in-house development of a low-code software platform based on BPM methodology.- Created mobile applications for warehousing operations, including receiving, storing, and dispatching cargo, utilizing the advanced low-code app development capabilities of the platform.- Formulated the product roadmap and strategy to align with the organization’s goals for operational excellence.- Reviewed, approved, prioritized, and owned user stories to ensure the delivery of intended business value in each sprint.- Organized and led the logistics council (Digital Advisory Board) with regional VPs, MDs, and CIOs to align on priorities for product features and development resources.- Engaged with customers to identify their logistical challenges and provided innovative solutions through our customer portal, offering Track & Trace capabilities, essential insights, KPIs, and reports.- Expanded GAC’s global footprint as a 3PL & 4PL service provider, representing the IT team and leading RFP engagements through product demos and showcasing GAC’s customer-centric IT solutions.-Gained global exposure in logistics operations through numerous visits to offices in Asia, the Middle East, Europe, North America, and the UK.

- Gathered, rationalized, and prioritized requirements for the Minimum Viable Product (MVP) andsubsequent product roll-out phase.- Developed business use cases and assessed user stories for mobile application development and alow-code software platform tailored for logistics operations.- Oversaw a team consisting of Junior Business Analysts, UI/UX specialists, and programmers in thecapacity of a Product Owner to ensure the delivery of business value within each sprint.- Conducted product demonstrations and provided end-user training based on specific use cases.

Dnata – Ground handling and Airport operations- Consulted with IBM and devised the integration framework for SAP implementation across 11 offices- Conducted a comprehensive feasibility study and business analysis regarding the VAT implementation for ground handling services.- Collaborated with IT vendors to delineate the product roadmap and synchronize internal business objectives with IT stakeholders to meet product specifications.Inventory forecasting and optimisation for MRO Spare parts- Consulted the Material Planning Department at Emirates Engineering to consolidate, refine, and prioritize requirements for the deployment of an inventory forecasting and optimization solution, overseeing a $10 billion inventory.- Coordinated with various software vendors and facilitated Proof of Concepts (POCs) for implementation.- Assessed and delivered outcomes to a steering committee composed of Senior Vice Presidents (SVPs) and Executive Vice Presidents (EVPs).Business analysis for Multiple CAPEX and OPEX projects- Led the requirement analysis for the implementation of a Tail (aircraft) optimization solution with the objective of enhancing aircraft utilization by assigning them to over 250 daily departures. This process also involved ensuring the alignment with maintenance plans and airport constraints.- Worked with IFS, the selected software vendor, to enhance their asset optimization engine to fulfill the specific requirements of Emirates Airline for this project.- Collaborated with solution architects, project managers, and the solution design department to evaluate options and implement solutions for multiple projects aimed at fulfilling diverse business requirements at Emirates Airlines.

Pre-sales and product development for Supply Chain Visibility (Control Tower) system- Consulted with clients and prospects, including Invensys (Schneider), Clover Logistics, and Amway,to enhance their supply chain visibility, resulting in securing contracts totaling 1.5 million USD within1.5 years.- Oversaw RFIs/RFPs and managed bids from inception to solution implementation, ensuringcompliance with contractual terms and allocated budgets.- Gathered insights from internal departments such as infrastructure, pricing, and software engineeringto develop comprehensive proposals leveraging the 4S product portfolio encompassing supply chainvisibility, transport management (TMS), warehouse management, and customs filing systems.- Collaborated with product marketing and sales teams to create engaging product presentations,flyers, articles for various publications, and blogs.- Devised competitive pricing and product positioning strategies in close coordination with the VP ofProduct Management.

Analyst and Programmer for Supply chain & MRO application of Qantas Airways- Enhanced consignment stock management by implementing a comprehensive transaction visibilitysystem, yielding a 9% reduction in inventory holding expenses.- Implemented Vendor Managed Inventory (VMI) for A380 components, resulting in substantial costsavings of 1.3 million AUD in planning and ordering expenses, alongside a 15% enhancement inservice levels on average.- Oversaw the analysis and design phases of a Demand Forecasting and Optimization solution(Demantra), leading to optimized Economic Order Quantity (EOQ), Reorder Point (ROP), and Safety- Stock Levels throughout Qantas' supply chain network.- Spearheaded a six-sigma initiative to deploy a Test Management system, resulting in a reduction ofnew joiners' customer-readiness time by over 3 months and achieved green belt certification.