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Commercial and Engineering Science (HEC – Liege), MBA – Strategic Planning (Liege University) and Over 25 years in management and consulting worldwide (Canada, Belgium, Germany, Russia, Morocco, Egypt, Lebanon, Saudi Arabia, other Gulf countries, Colombia).
Expert is a pioneer in the delivery of innovative change management and business transformation programs to implement strategic organizational changes. He has developed a hands-on expertise in facilitating the strategic planning activities and supporting teams in reengineering initiatives: scoping, developing, implementing and evaluation against score cards KPIs.

The diversity of expertise in domains like organizational design and development, systems analysis, programs management and business processes reengineering helped him in building a Business Architect profile, important for strategic planning, business processes and performance management.


"Business planning practice and process implementation" for a general department in charge of Telecom value added services development (2010).

• Organizing and executing Leadership development program through workshops and coaching activities
• Business Planning: Business vision, Values, SWOT analysis, defined initiatives to take opportunities and transform the threats, defined the road map (transition plan), governance requirement to achieve the business vision, etc.
• Performance management: criteria, measurement, KPIs, dashboard
• Reward and Recognition program: designed and implemented to support the change implementation
Processes automation (2010).
Services development layer, project management layer with go/no-go gates, Business intelligence capabilities to manage the performance objectives, dashboard (projects progress, RFPs, action items, finance/invoicing status...), web enabled interfaces with 4 Strategic Business
Organizational Strategic Change, implementation (2007-2008).
Supervised a team, including STC engineers and consultants to design the new organizational structure for Network Sector. The new structure had mainly three strategic targets:
• First to aligning the organization on the new strategy “customer centric organization” with the introduction of the concepts of shared services, Cost centers and Profit and Lost centers (4 business units),
• Second to merge the Fixed Network organization with the Mobile Network Organization in one single network organization
• Design Key cross-functional business processes and interfaces / Single Points of Contact definitions.
Business Transformation, Senior Management Consultant .
Key projects and achievements. Business Transformation Program (3 years, US $ 45 Millions): TELCORDIA Technologies (USA) Assisted STC (Saudi Telecom Company: 22 000 employees, Top 100 companies in the world (62nd) to transform its business from monopolistic Governmental Agency to Commercial “Privatized” company and to prepare it for the deregulation and competition:

Managed “Transformation Program Implementation Projects” (05/2001 – 06/2002).
• Leading a team of 12 TELCORDIA Subject Matter Experts and more than 50 Saudi Telecom engineers
• Involved in the achievement of divers projects during 14 months: new organization structure and benefits implementation, Project Management Processes, Business Case Core Process Development and Implementation, Network Cost Modeling Analysis, Network Planning Processes, Network Engineering Processes, Network Access Processes, Network Access Operations Review Processes, PMO design and implementation.

Lead consultant for Business Processes Reengineering for Network Sector (08/2000 - 04/2001).
• Assessed BPR requirements and defined priorities with top management,
• Developed the approach and developed tools,
• Planned and conducted workshops with Business People for design and developments: Documented and assessed Present Method of Operation, designed and developed Future Method of Operation.

Lead consultant, Change Management (11/1999 - 07/2000).
• Designed, developed and implemented the Business Transformation approach
• Developed “transition plan” a road map for sustainable change and capacity building
• Developed a corporate communication strategic plan to support the change implementation
• Developed an approach for “Benefits Management” to enhance the outcome from transformation program.
Smart Service Center and Information Management System (Russian government to support Land Reform after communism (liberalization), Moscow 1995-1996).
This solution supports government agencies to manage the privatization of Real Estate. It is based on a back office-front office approach with integration trough a Hub (smart service center).
• Developed critical customer requirement,
• Supported the design of the system architecture,
• Reengineered business processes and procedures (registration and conservation of land ownership rights, cadastral registration, request services from governmental agencies),
• Developed a training plan as well as the content for user’s readiness.