HCT is a higher education institution in the UAE, renowned for its leadership in applied & technological education through its “Hybrid Education Model” of awarding students with professional certificates from international awarding bodies, together with the academic degrees. HCT offers approximately 100 majors in the academic programs in Engineering Technology, Health Sciences, Applied Media, Business, Computer Information Science, and Education to more than 23,000 students across 16 campuses.Job Responsibilities Strategic• Contribute to the formulation of HCT's system-wide strategy.• Lead the development and implementation of Finance's strategy in alignment with HCT's strategy.• Develop and monitor implementation of Finance policies, processes and procedures.• Lead the development and monitor the implementation of the annual budget for HCT.• Monitor the System-wide financial KPIs and ensure alignment with set Government Targets.• Recommend improvements and efficiencies in line with HCT's institutional priorities.Main Achievements• Implementation of Banner ERP Finance.• Transformation of Finance from Modified Cash Basis Accounting to Accrual Basis.• Improve the effectiveness of the Budget execution

Maroc Telecom is the incumbent Telecom Operator in Maroc. It operates Fixed and mobile Telephony activities in Mauritania, Mali, Burkina Faso, and Gabon and mobile operations in Ivory Coast, Benin, Togo, Niger and Central African Republic. Maroc Telecom is publicly traded on Paris and Casablanca Stock Exchange. Maroc Telecom is a 53% subsidiary of Etisalat. As CFO, I lead the Group activities in the areas of Finance, Procurement, Administration, Insurance, Warehouse Management and Logistics. In addition and as a member of the Management Board “Directoire”Main Achievements• Review capital structures of subsidiaries and optimize the value at risk for the Group• Ensure full compliance with the applicable laws and tax regulations• Participate in the design of the Group Risk Management Framework and led the finance part• Implement a financing structure within the group to limit intra group financial risks and forex exposure• Maximize cash streaming to the Group to limit cash being trapped• Achieving a saving of more than 20% through the renegotiation of the financial terms of a Global Managed Network Services• Designed & led the implementation of the financial turnaround of 5 subsidiaries acquired in January 2015 achieving positive EBITDA in the first year and to positive net income. • Designed and led the recovery of more than 50 Million Euro of distressed shareholder loans and dues from the newly acquired subsidiaries• Designed and implemented a cost control strategy that helped the group maintain its operating margins despite the growth in subscriber base, price war, network base, and taxes• Supervised the merger of 2 of the Group’s subsidiaries in Gabon resulting in creating a market leader, increased efficiency in operating costs and capex.

Board & Committees Specific Responsibilities over differing periods• Member of the Board of Directors, Executive Committee and Audit Committee of Etisalat Egypt• Member of the Board of Directors of Atlantique Telecom Holding and some subsidiaries in West Africa • Member of the Board of Directors, Finance Committee and Chairman of Audit Committee of Etisalat Nigeria (EMTS)• Member of the Board of Directors and Audit Committee of Canar Telecom in Sudan• Represent Etisalat on the Board of Directors and the Nominating and Remuneration Committee of PT XL AXIATA in Indonesia.Responsibilities & Achievements• Led the inaugural Corporate Credit Rating with the three rating agencies achieving the Highest rating in the telecom industry outside Japan and Taiwan• Negotiated the stability and even a rating upgrade during the Global Financial Crisis for Mega acquisitions • Led the inaugural bond issuance in Euro and Dollar• Led the establishment of the conventional and Islamic GMTN program• Developed the Group Treasury Policy• Managed Group Cash Operations achieving better utilization and increased returns on liquid assets• Conducted long & short term financial planning and provide debt and equity solutions freeing locked value and cash in subsidiaries• Developed the Group Financial Risks matrix and the Corporate Hedging Strategy achieving one of the lowest exposures to currency fluctuations for an operator in the Mena Region• Defined the Investor Relations Strategy, set-up the department and launch the activities• Secure funding solutions for the Subsidiaries including Ring fenced corporate facilities, Vendor Financing and Export Credit Agency backed financing• Review Group and Subsidiaries Business Plans and Actual performance to propose portfolio management initiatives to the Board of Directors for approval.

Worked with the Group CFO on the transformation plan of the Finance Department and led the implementation activities. Major responsibilities and Achievements were:• Implemented a more customer focused Finance Department structure and operating model leading to major reduction in manpower and more efficient processes• Established the Corporate Finance Unit embedding Financial Planning, Treasury & Financing, and Investor Relations functions• Developed the Strategic Financial Plan to support the Group’s expansionary strategy• Developed a Liquidity Management Plan and achieved better returns on the liquid assets of the Group• Led the first Debt market syndicated facility setting up new benchmarks in the reginal debt market• Established communication channels with the financial community including Analysts, Financial Institutions or Credit Rating Agencies • Led the Finance work streams in the Mergers and Acquisitions projects in Asia, Europe and Africa• Participated in the design and implementation of the Corporate Performance Management Framework

I was in charge of project delivery and business development activities. Led and delivered multiple projects among which:• Designed and led the implementation of a Corporate Structure, Governance Model and a Balanced Score Card based Performance Management Model for a United Arab Emirates (UAE) based Satellite Communication Company• Developed the Finance Strategy, Operating Model and Costing Strategy for a UAE based Satellite Communication Company• Developed the IT charge back model for a Dubai based major Free Zone • Developed Common Costs Allocation methodology for a major Hydro-Carbon Company in UAE• Developed Post-Merger business impact analysis of two hydro-carbon companies in UAE• Developed the organization structure and operating model for a major Utility Company in preparation for privatization in the Kingdom of Saudi Arabia (KSA)• Participated in development of the Operating Model and Business Process Design for the Accounting, internal Audit, Business Planning and Project Incubation and Development Units of sovereign fund• Developed the business case for the Logistics & Distribution Shared Services Unit for a major Petro-Chemical Company in KSA• Led the Business Process Redesign and development of the Accounting and Budgeting Policies and Procedures Manuals for the Finance Department and the Health Authority of an Emirate

Reporting to the Main shareholder and President of a Group with Business Units involved in contracting, hotels, trading, travel and tourism. Main activities and achievements:• Established and managed the Internal Audit Department• Developed the Group wide internal audit framework and manual• Increased the profitability of the contracting Business Unit through Operational and Financial audits• Re-structured the travel, car rental and tourism businesses turning unit to profitability• Implemented a KPIs based Performance Management Process and performed regular internal audits on hotels owned by the Group in Abu Dhabi and Dubai• Developed an Investment Assessment and Valuation Models for a number of investment opportunities• Developed the Group’s Risk Management Framework • Reviewed the Finance Strategy and Group Capital Structure optimizing the Equity portion while reducing the overall financing cost.

I was involved in audits of governmental and private sector clients in the Oil and Gas sector, Contracting, and Trading. Those audits require gaining a detailed understanding of these entities’ operating models within a context of a modified cash basis, cash basis or accrual basis financial reporting cycle.I was in charge of a number of consulting assignments for the design of Management Information systems, Business Process Redesign and development of financial internal controls, and Accounting policies and procedures manuals.I was involved with the establishment and launch of a Secondary Financial Market and the IPO of the largest Real Estate Developer in Lebanon “Solidere”.