Doha, Qatar
A highly motivated and experienced technology leader working with Global teams in Energy, Aviation and Logistics. My key skills include: Project & Programme initiation and execution, Contract/Vendor Management, Business/PMO/Client reporting, Detailed project planning and management of resources across multiple regions. Risk Management and Cost control. I have a keen sense of both operational and technical issues and the ability to work calmly under pressure. Certified PMP, Prince2 Practioner, MSP Practioner , MoR Foundation, ITIL v3Foundation& SAFe Agile for Teams.
Norsec Delta Projects is a leader in the Systems Integration market and reliable partner in IT field for enterprise and medium sized business in Kazakhstan and CIS. My role is to work with new and existing clients to develop value opportunities, and identifying strategic partnerships with domestic and foreign companies to provide industry leading solutions and services.
Contracted to Tengizchevroil (TCO) working within the IT department as Senior Project Manager delivering Digital Transformation projects to the Base Business and Future Growth Projects teams. TCO Operates a Complex Process Facility in Kazakhstan with a user base of 30,000 increasing to 70,000 during Turn Around. This provides a intricate environment for implementation of Change Management process when delivering new systems. Some of the key responsibilities were: Working with Site Leadership Team and key Subject Matter Experts to define digitalization initiatives Building up team to evaluate, assess, design and implement waterfall and agile projects to realize value Managing onshore and offshore teams of BA/Develops/Testers/Change Managers Developing Organization Capability in DevOps and Operational Support to transition new digital initiatives Establishing Change Management Team (Consultants and Analysts) to plan and lead business change Mentoring new Project Managers/Scrum Masters Managing full lifecycle budget and schedules Key Projects: o Fuel Management System- Design and implementation of a management system to plan and track company fuel usage. With saving of $13M though reduction of fuel theft fuel efficiencies. Teams size 20. o Motor Vehicle Safety-Use Data Science tool to help analyse, view and manage near-real time MVS data to proactively safeguard drivers and road users and improve safety. Implementation of first cloud based Data Lake. Working with business to define MVS strategy. Team size 45. o Deploying 50+ metrics into Business Intelligence tool (MicroStrategy/Power BI) for proactive decision making and improvement in Management reporting using Agile process. o SERIP Stage 4 Programme; Delivering IT initiatives to enable Stage 4 certification including Integrity Data Management System, Integrated Planning processes and integration of ERP system.
Internal promotion into the Development function of the business where capital projects are delivered. First assignment was based in the Airport Resilience team responsible for a programme within the portfolio, focused on airspace management and efficiency working closely with NATS.
Accountable to lead delivery of a Programme aligned to enable the success of Heathrow’s Baggage portfolio. The portfolio included projects/programmes which are highly complex in nature across many technologies, and have involvement across a range of internal Heathrow departments and external stakeholders. Key responsibilities: • Managing a team of Project Managers to delivery projects from conception to closure • Determining procurement strategy for projects to align with company standards • Establishing and maintaining contracts with suppliers • Implementing programme level controls across projects to assist performance tracking# • Developing relationships with stakeholders • Working at a strategic level to identify improvements in existing processes and implementing plans to update Furthermore I worked with peers to review existing Risk Management processes and ensured the most effective practices were being used and changing where required. Working with peers to determine dependencies between projects and portfolios and ensuring these were monitored through project reporting.