During the continuing efforts to identify local market requirements we identified, other than developing our current application software, two competitive advantages. These were adding a Manufacturing Production and Control (MP&C) system and a Performance Indicators system to our application software. Using recommended books from Amazon.com, information from the American Production and Inventory Control Society (APICS), related information on the Internet (especially the Technology Evaluation Center (TEC), interviews with local subject matter experts, and reviewing international application systems such as SAP, and Microsoft Dynamics, I developed specifications for Bill of Material, Production Control, Job-Costing, and Purchasing. I managed the development of these systems in Royal Soft and integrating them with our financial control system. The emerged system is branded F-2000 Plus.The company currently market, implement, & support two versions of F-2000 Plus. One version uses Microsoft Access as a Data Base Management System and the other one uses Microsoft SQL Server as the Data Base Management System. The main processes encoded in F-2000 Plus are: General Ledger, Accounts Payable, Accounts Receivable, Inventory Control, Purchasing (both local and international), Payroll & Time and Attendance (using the local work law), Time & Attendance Time & Attendance, Bill of Material, Production Control, and Cost Accounting.We are currently working on developing a Dashboard to monitor and present Key Result Indicators to our customers.

Smart Glass's purpose built factory is based to the south of Cairo. They have the latest and most advanced glass processing equipment from the world’s leading manufacturers.My main achievements in Smart Glass were:• Design the LAN in the factory, Issue a Request For Proposals to install the network, and manage the network installation by the selected contractor.• Connect the factory LAN with the LAN of the main office in Cairo through a VPN.• Install the datacenter in the main office and then transfer it to the factory.• Work with the board to configure the ERP system (ALFAK), and the Production Management system (ALCIM) from ALBAT+WIRSAM to meet the company's requirements. • Work with the production, logistics, purchasing, and sales teams to install and customize the ERP system (ALFAK), and the Production Management system (ALCIM). Worked with the vendor's staff to implement the purchased components of the systems and train their end users.• Work with the finance and HR teams to install and implement the Financial Control System (F-2000 from Royal Soft) and the Payroll system from Royal Soft. During this process I evaluated EPICOR 9 as a financial system alternative to F-2000.• Propose the company's purchasing policy.• Propose an organization structure to implement the company's strategy.• Propose the company's business plan for the fiscal year 2011.• Prepare the operation budget for the fiscal year 2011 and follow up its execution.• Prepare the company's monthly cash flow statement.• Act as the company's operations manager and production manager.• Prepare the weekly production plan and follow up its execution.• Prepare monthly comparative performance reports for the following:o Production of products for the local and international markets.o Characteristics of monthly production.o Square units produced per customer.o Square units produced per product type.o Types of glass used in monthly production.o The A-class customers.o Glass waste.

Royal Soft is a small software house in Egypt. The company had two versions of a Financial Control system including GL, AR, AP, Cash & Banking, and Stock Control.Local Application Software market was fragmented. Business community had low interest in Application Software and trust level in local products was very low. I started by formulating a strategy to differentiate the company's products and services to promote interest in the local business community and earn their trust.The main tactics to implement the approved strategy were:• Upgrade our production lines, both hardware and software.• Train our programmers on the latest Microsoft application development platforms and being customer focused.• Train our customer support staff on being effective and efficient persons and above all being customer focused.• Focus on developing one version of the company's two financial control systems. We phased out the smaller version and worked with consultants and our clients to develop the other version (branded as "F-2000").Our key performance indicators were:• Decreased the sales cycle by 56% (from an average of 5.5 months to an average of 2.5 months). This indicates the level of trust our prospects had in our products and services.• Increased customer retention by 5 folds (from 2 years to 12 years). This indicates the effectiveness and efficiency of our after sales support to our customers.• Decreased the modifications required to satisfy new customers' requirements by more than 85%. This indicates the function set of our application software meets, and exceeds in most cases, the requirements of our targeted customers.• Increased the company's profitability from 3% in 2001 to more than 15% in 2012.

Amriya Pharmaceutical Industries is a private Egyptian shareholding pharmaceutical company based in Alexandria, Egypt. Founded in 1984, Amriya was established with the aim of manufacturing quality pharmaceutical grade healthcare products. They market, distribute and export their products globally by fostering a strong network of partnerships.The company ran a Novel environment running in-house developed applications to support its business. The company built another pharmaceutical company (the European Egyptian Pharmaceuticals). My role was to expand the company's data network to connect their new site which was still under construction at that time.My main achievements in Amriya Pharmaceutical Industries were:• Design the LAN of the European Egyptian Pharmaceuticals' site and its connection to the LAN of the Amriya Pharmaceutical Industries' site. The design included a Voice-Over-IP telephone network. The design also standardized the low current wiring using Category 5E Unshielded twisted pair cables.• Prepare a Request for Proposals for the new data network and approve it from the board and the project's main consultant (Dar El-Handasa).• Prepare a plan to use VoIP to connect the company's branches in Alexandria and other governorates.

Olympic Group holding manages more than 9 companies dominating more than 27% of market share of the white goods market in Egypt. On my return to Egypt, they already had a Y2K effort ongoing. Based on my past experience, I assisted in to structure that project, defining the risks and developing procedures to mitigate them, and manage the progress of that project to a successful completion.

International Airports Project was the department within Presidency of Civil Aviation responsible for designing, building, & operating the three international airports (King Abdul-Aziz International Airport on Jeddah, King Khalid International Airport in Riyadh, & King Fahad International Airport in the Eastern Province) in the Saudi Arabian Kingdom.I joined IAP as a network operator and progressed in 18 years to become the Technical Support Services Manager. I started with the team of network operators responsible for operating, maintaining and upgrading the data network in Jeddah's airport connecting more than 200 users, setting up the data network in Riyadh airport and connecting it to the Jeddah's Airport.I then joined the system programmers' team to become responsible for installing, configuring, upgrading the mainframe network and the teleprocessing monitor programs and monitor and tune the network's performance.My last main project was to upgrade and upgrade the mainframe computer system's hardware and software to resolve the Year-2000 bug. The projected lasted for 15 months and completed on time and at no extra cost to the government.