Assigned as Project Management Specialist for the project for Pakistan Land Port Authority Establishment, Institutional Development and Technical Support. This project is an initiative in Pakistan to achieve Land Trade Facilitation in a well-structured regulatory and operational environment by establishing the Pakistan Land Port Authority. The project is complex and entails alignment & unification of many domains and functions under one Authority, supported by consistent Standard Operating Procedures (SOPs) and ICT enabled processes to achieve increased and easier flow of land trade across borders, as well as reducing cost of doing business.The project involves multiple stakeholders including Govt. Ministries and Private Sector entities, as well as local population and the users at the Border Crossing Points (BCPs). The Federal Board of Revenue (FBR) is the Executing Agency (EA) in this project and it has established a Project Management Unit (PMU) for the implementation. The PMU is assisted in this project by the JV ECIL-DLA as The Consultant. • Quickly established credibility and trust with the Client and team and considered a trusted and professional partner.• Studied the Project TORs in detail, defined activities / deliverables, and set up a complete project plan with scheduled dates and properly linked tasks.• Very quickly understood the deep context of the project in detail, and contributed professionally and strategically in multiple domains (including Finance, ICT, Public Sector, Organizational Development, etc.).• Made effective presentations to the Client.• Provided structure and inputs to operational budget calculations.• Developed operation & maintenance concept for PLPA.• Trusted advisor to the Team Leader (TL) / Deputy Team Leader (DTL).• Provided administrative support to the TL in the day to day office operations of the Consultants’ team and in the overall administrative responsibilities for successful execution.

Pakistan MNP Database was formed as a Guarantee Limited Company by Mobile Operators in Pakistan to serve as the central clearing house for Mobile Number Portability. With the passage of time its scope was expanded to host the following; Common Biometric Verification Middleware, and CNIC-SIM Database for 5 SIM Check. The shareholders are the four Mobile Operators in Pakistan (Telenor, Jazz, Zong, Ufone), and their VPs are in the Board. The company has a headcount of 36 staff. Appointed as CEO in March 2017 with the following remit; Sustainability, Improve Employee Engagement, Start Commercial Operations.• Increased budgetary recovery from 20 million to 132 million PKR, by capturing value from existing services as well as launch of new services.• Signed Frame Contract with CMOs to function as a single gateway to their services.• Launched CMPA Service (CNIC-MSISDN Pairing Authentication).• 15 new Customers onboarded, providing incremental revenue of 9.5 Million PKR.• Developed TAVUS (Transaction Authorization via USSD) project with CMOs. • Improved Employee Engagement, inculcated a cohesive spirit within PMD and ended inter-departmental frictions.• Improved procurement process and achieved a saving of 8.4 Million PKR.• ISO 27001 Project. This entailed development and implementation of company-wide cross domain data security and operational processes to comply with the ISO 27001 standard.

With the help of my network / customer relations, I managed to get the Company on the Panel of the Client and allowed to compete in a technical trial which was open to select Vendors only. In this role I had full accountability for revenue and profits in Pakistan. This included me having to manage all Business Development including product and business plan development for the Company. I was also In charge of Customer Relationship Management along with customer retentionPart of my role is monitoring industry trends to ensure technology architecture was current with industry standards and new technology implementation which also meant that I had to promote pre-sales packaged service offerings to Customer. I also influenced all major proposal generation including Terms and Condition negotiations with customers. In order to meet targets I drove the Sales Team and Account managers for Optimum response to customer including delivering RFP in record time to meet a tight deadline by the customer.

At NSN Afghanistan I provided Leadership in the development and implementation of NSN Afghanistan strategy in line with the overall NSN Strategic Plan and Company Culture & Values. As President and CEO of NSN Afghanistan, I possessed a Customer-facing role, heading a team of 50 local staff and 30 visiting staff. Apart from managing the Overall Afghanistan Organisation I was also the Customer Team Head for a customer account where I had full Profit and Loss (P&L) accountability, Gross Margin and Cash for Customer Account (Averaging 10 Million Euros per year) and customer loyalty. I managed to increased gross margin by over 20% by strict cost control on delivery.In order to build stronger relationships with our customer I conducted an executive review meeting with the customer in Finland and increased share of wallet. This all led to improved relations and additional business. Some of these were the breakthrough in OSS and Managed Services domain with landmark customised umbrella management system deals and 5 Year Network Operations deal through value based selling even against strong competition.The role included managing day-to-day operational running, including P&L responsibility, stakeholder management, product management, service delivery, projects, sales, administration and people management. I monitored performance of members of the local team (including project managers and sales teams) and ensured work was progressing as planned.I implemented infrastructure expansion required at Kabul office / guest house to support expansion in business and operations. I actively monitored risks to foresee potential issues not only from a business perspective but also from a security point of view as Afghanistan is considered to be one of the most difficult countries to do business in.

After the Merger between Siemens, Nokia and CTI, I integrated four diverse groups of engineers in two countries into one organisation which I headed, consisting of 125 engineers. This included having to build up the line management organisation from scratch and inducting best practices from all three Organisations.I owned direct costs and reduced them from 7.8 to 6.2 Million Euro resulting in an improved Gross Margin while at the same time managing to increasing salaries. I increased test bed utilisation locally in Pakistan resulting in cost optimisation of 30% and utilisation increase of 27%. Customer and internal employee trainings were conducted at the test bed, saving huge amounts on travel and boarding, as well as maximising number of possible trainees.Over 2000 man working days of trainings were conducted during this time which was a record in the Organisation. I also enhanced local service delivery capability, minimising the need for expensive external contractors.In order to engage and motivate the team I pioneered Recognition / Rewards Program and a Mentoring Program, which served as a best practice and later adopted in the region. I took full ownership of target setting, performance evaluation and increment rounds of the complete team.Part of my role was to measure and understand existing service management capabilities and I drove continuous improvement though process redesign, automation and tool improvement programs. This included me providing thought leadership on new technologies and market leading service management capabilities to drive business transformation through implementation into the support organisation. I also identified knowledge gaps and new trends within the Service Management area and managed to exploit information from data of multiple sources such as call logs, ticket records, configuration data and business metrics through use of big data and business intelligence for the betterment of the Local Organisation

At Siemens AG, RHQ, Dubai I managed non-build (including Fixed Networks) service sales activities (these were mainly after sales, trainings and optimisation activities) and bid preparation for assigned customers in the Middle East region including UAE, Saudi Arabia, Iran and Syria.In this role I owned secondary P&L sales target of 20 Million Euro. I also reviewed historical data to identify areas and prioritise projects to improve effectiveness of various methods of customer engagement.This led to two major deals in one of which I sold a maintenance contract of 21 Million Euro to MCCI Iran and the second was when I made a first ever sale of optimization services to Areeba Telecom in Syria valued at over 700 K Euro. This was a one of a kind deal where I introduced and sold a totally new concept of phased sales. This was done in 2 steps. One was a paid Survey for Optimisation solutions and the second on the basis of the survey results was an Optimisation of services for the whole country.

As Manager Partner Services at Ericsson, I performed Service Procurement at a time when Ericsson was managing the phase 2 launch of Warid Telecom. Ericsson needed a resource to streamline delivery and increase efficiencies in the procurement department especially towards telecom installations. In order to improve overall performance of the department I reviewed and harmonized all service contracts and cost structures for 6 Implementation Service Providers, reducing costs by 14%. This included reviewing time sheets for external resource contracts which were renegotiated to resolve overbilling and achieved a 25% cost reduction.I also took ownership of bill verification and payment through company's finance department which was sped up and led to better negotiations on fixed monthly rates with manpower suppliers leading to 25% cost reduction without affecting any gaps in resources. I resolved multiple vendor disputes and limiting claims, leading to better cash flow.I played a pivotal role in driving major activity around Vendor partnerships, focusing on strategic sourcing, efficiencies and enhancing an overall client service experience.

In this role I headed the project organization which composed of scope from order intake till customer handover in the Health Care Sector. This included planning, developing and implementing processes and its execution within stringent time constraints, for ISO 9000 certification.

I headed the enterprise service department for the country, delivering projects and after sales services, which led to Gross Margin Improvement of 31% and EBIT Improvement of 18%. One of my biggest success stories at the time was the Implementation of ISO 9000 certification renewal for the entire department along with four successful quality audits.

In this role I performed Project controlling and weekly reporting for projects in Public Telecom Sector ranging from 70 to 130 Million USD. This included me setting up a complete reporting structure and specifying a reporting database system for timely and accurate reporting.

I independently performed account management for Mobilink, bring in around 8 Million USD per year. This included selling $5 million IN Prepaid and $1 million Mediation device in addition to switch expansions and SW upgrades at prices much higher than competition.

Sales and account activities for GSM Networks customers

Sales and Technical Sales Activities for Public Switching EWSD including exchange planning.