Responsible for leading and directing talent and people capabilities agenda for Vodafone Egypt including; Talent Acquisition, Employer Branding, Internal Mobility, Talent & Leadership Development, Succession Planning, Performance Management, Learning & Capability Development and Diversity & Inclusion.

Reporting to Etisalat Group CHRO, responsible for leading and directing group-wide Talent Management strategy for Etisalat Group (AED 48 bn Revenues and 87 bn Market Cap with more than 40,000 FTEs in 18 countries). Partnered successfully with Executive Management and Boards to: assess, develop and calibrate talent pipelines; accelerate strategy execution and change; build organizational culture and talent to fuel future growth; and enhance organizational performance and profitability. Main areas of focus in current position include Leadership Development, Succession Planning, Training, Capability Building, High Potentials, Global Talent Acquisition, International Assignments and Mobility.

In addition to my responsibilities as Group VP Talent Management, I have been mandated to cover additional responsibilities of Group VP HR Business Optimization of Temporary Acting basis. In this role was responsible for developing group-wide consistent HR policies and practices as well as locally relevant strategies aligned with Group HR strategic objectives. Partnered with OpCos’ management and advised on organizational design, change management and overall organizational effectiveness. Ensured employee processes, policies and practices enable employee engagement and leadership effectiveness. Provided insightful data to guide decision making and provide proactive solutions. This required good understanding of the impact of local laws, taxation, JV Agreements, MSAs and culture on HR policies and practices to ensure consistency with Group policies and local compliance / responsiveness. Worked closely with OpCos to optimize HR investments and focus on continuous improvement, productivity and organizational effectiveness.

Reporting to Group CHRO, responsible for leading and directing strategies, policies, systems and procedures related to Recruitment, Employee Relations, Administration, Support Services, Employee Engagement, Culture, Values and Internal Communications.

Reporting to Group VP Talent Management, responsible for leading, developing, and implementing an integrated Global Mobility function with Talent strategy, to foster mobility, enhance the employee value proposition, enable knowledge transfer and bridge short-term operational gaps.

Reporting to Group VP HR Strategy & Performance, responsible for creating a performance-driven culture and enhance overall organizational performance to deliver positive results. This included strong linkage to rewards and the introduction of Executive Performance Management System, Key Performance Indicators (KPIs) based on Balanced Scorecard (BSC) approach and ensuring buy-in from senior leaders.

Reporting to VP Talent Management at Etisalat UAE, responsible for creating a performance driven culture, performance counseling, development and improvement to drive corporate performance.

Reporting to Sr. Manager (Head) of Training & Development, responsible for defining and supporting the achievement of excellence and best practice in Etisalat to become a learning organization. Planning and driving corporate L&D transformation activities and providing best of bread learning solutions.

Reporting to VP Enterprise Sales and although the role was primarily training, the scope of included variety of HR Generalist roles; organizational development, building, recruiting and developing the capability of the newly created Enterprise Sales function. Played a key role in transforming the Enterprise Sales into a customer-focused organisation and integrate it with Central Marketing Department. Ensured smooth transition/integration of Regional Sales organizations/teams under a new centralized Enterprise Sales function.

I joined CariZMa as Head of Development & Learning Solutions reporting to the Managing Director and my role was to support the firm to be the leading Relationship Innovation service provider in the Middle East North Africa (MENA) region, offering value-added consulting, learning, solutions and outsourcing services, leveraging our primary assets of quality people, knowledge capital, and network of partners. In parallel, I was seconded as resident consultant with one of our key clients in Kuwait.

Formaly MTC-Vodafone Kuwait and was deputed through CariZMa as resident Sr. Training and Development Consultant reporting to the HR Director based in Kuwait. The scope of work during this 18-month consulting assignment included training function management outsourcing. My role was to build and lead MTC-Vodafone’s Training Centre and to provide a high-value, leading-edge performance environment with best-of-breed learning solutions, where training and development became means for enhancing individual performance to achieve business results.

I joined Vodafone Egypt in May 2000 initially as Customer Care Representative and in less than 1 year got promoted to Customer Care Trainer under Customer Operations Department. Later I was transferred to the HR Department as Training Specialist and my last position during this period was HR Resourcing Specialist responsible for supporting the entire recruitment life cycle, from candidate identification to the new hire experience and onboarding.