Dubai, United Arab Emirates
Enterprise Portfolio and Strategy Execution professional with 13+ years of experience operating at the intersection of portfolio governance, investment prioritisation, and enterprise transformation delivery across aviation, retail, and fintech environments. I work within Business Portfolio Committees (BPC) and annual budgeting cycles to support enterprise investment decision-making by structuring prioritisation frameworks, analysing trade-offs, and providing governance inputs that guide funding allocation and delivery sequencing across large-scale IT portfolios. At Emirates, I operate across a 140M+ AED IT portfolio, supporting executive forums by preparing portfolio insights, investment recommendations, and prioritisation frameworks that help align business demand with financial constraints, capacity planning, and strategic objectives. My experience includes contributing to annual budgeting cycles, defining prioritisation models (P0 / P1 / P2), and supporting value realisation governance to ensure that investments are tracked against expected business outcomes. Core areas of focus: Enterprise Portfolio Governance (BPC / Steering Committees) Investment Prioritisation & Budget Support Strategy Execution & Portfolio Alignment Value Realisation & Benefits Tracking KPI & Performance Management Systems Cross-functional Stakeholder Governance (IT / Business / Finance) I operate in roles where strategy is translated into execution decisions through structured governance, financial discipline, and portfolio-level trade-off analysis.
140M+ AED IT Portfolio | Business Portfolio Committee (BPC) | Strategy Execution Support Support enterprise investment governance and portfolio prioritisation across a 140M+ AED IT portfolio, contributing to Business Portfolio Committee (BPC) discussions and annual budgeting cycles. Key responsibilities and impact: Contribute to Business Portfolio Committee (BPC) forums by preparing portfolio insights, prioritisation analysis, and investment recommendations to support funding decisions Support annual budgeting cycles by working with VP-level stakeholders to prioritise initiatives and define P0 / P1 / P2 investment categories Developed and applied portfolio prioritisation framework incorporating financial constraints, business value drivers, and delivery readiness to support structured investment decisions Analyse portfolio trade-offs across cashflow, capacity constraints, vendor commitments, and business value alignment Support alignment of IT portfolio demand with business operating plans and financial planning cycles Define and maintain KPI and performance frameworks to support portfolio visibility and forecasting accuracy Contribute to value realisation governance by supporting tracking of benefits, outcomes, and performance indicators across transformation initiatives Collaborate with Finance, IT, and business stakeholders to ensure portfolio prioritisation reflects enterprise-wide constraints and objectives Support governance cadence including portfolio reviews, steering committee inputs, and executive reporting materials Lead capability development by mentoring 100+ project and delivery managers on governance, delivery standards, and execution discipline
Digital Transformation PMO | Built PMO Function from Ground Up Supported and helped establish the Digital Transformation PMO function from its early stage, contributing to the development of governance structures, delivery standards, and execution frameworks across international transformation programs. Contributed to building the Digital Transformation PMO function from early stage, including governance structure, reporting standards, and delivery frameworks Supported PMO setup and scaling across enterprise digital transformation programs spanning business and IT functions Coordinated cross-functional stakeholders across global IT, business, and operations teams to enable structured delivery Defined and improved PMO processes, tools, and governance mechanisms to increase delivery consistency and transparency Delivered ERP transformation across finance and supply chain, improving operational integration across business units Implemented risk, issue, and change governance frameworks, reducing operational incidents by 20% Managed vendor delivery performance and contract governance across third-party suppliers Improved procurement and delivery coordination efficiency by 25% Supported establishment of scalable PMO operating model enabling consistent execution across multiple programs
Managed end-to-end delivery of IT and digital programs, ensuring execution across scope, timeline, and quality expectations. • Delivered multiple IT and digital programs across international teams, ensuring structured execution from initiation to deployment • Managed cross-functional stakeholders across business and IT to ensure alignment on delivery objectives • Applied Agile and Scrum methodologies, facilitating sprint planning, reviews, and retrospectives • Ensured successful release delivery in alignment with business and compliance requirements • Identified and resolved delivery risks and blockers to maintain project flow and timelines • Supported backlog prioritization in collaboration with product ownership • Contributed to improving delivery consistency through structured planning and coordination practices
Led software delivery projects within a fintech environment, ensuring regulatory alignment, stakeholder coordination, and timely execution. • Delivered software projects in a regulated fintech environment, ensuring alignment with evolving legal and compliance requirements • Led end-to-end project delivery, maintaining scope, timeline, and budget adherence • Coordinated cross-functional teams to deliver product enhancements and platform features • Contributed to product improvements that increased user engagement by 10% • Established and supported project team formation, Agile ceremonies, and delivery routines • Managed stakeholder communication and expectations across business and technical teams • Supported product backlog management and sprint planning in collaboration with product owners • Facilitated continuous improvement in delivery practices and team performance
Led long-term software delivery and product development initiatives within a financial services environment, focusing on system development, process improvement, and customer delivery outcomes. • Managed end-to-end software development lifecycle for financial services solutions, including system design, development, and deployment • Defined and maintained product backlog, ensuring alignment with customer and business requirements • Delivered software solution for bank borrower evaluation using predictive models, deployed within agreed scope, timeline, and budget • Implemented change and incident management processes that improved customer satisfaction by 5–7% annually • Improved operational processes and system reliability, supporting increased repeat customer engagement • Coordinated development teams and stakeholders across multiple delivery streams • Ensured structured delivery planning and execution across long-term product lifecycle • Supported continuous improvement of development and delivery processes