Experience

Trust Re

• Bahrain
• Insurance
• 100 - 200 Employee

• Head Of Information Technology

  • Apr 2017 - Apr 2018

  Manama, Bahrain As Head of IT I am responsible for leading the IT department to: - delivery a robust and resilient operating environment; - manage, coordinate and execute change initiatives to enhance the IT platform - develop and deliver an IT strategy and roadmap, aligned to the business vision - grow the maturity of the IT department from its current state to that needed to support the business in its goal of being the Reinsurer of Choice for all our customers



Gulf International Bank

• Saudi Arabia
• Banking
• 700 & Above Employee

• Head of Direct Channels

  • Oct 2011 - Jul 2016

  Bahrain Responsible for all retail direct channels, including: internet banking, mobile banking, ATMs, in-store kiosks and contact centres



meem | ميم

• Saudi Arabia
• Banking
• 100 - 200 Employee

• Head of Direct Channels and Co-Creator of regions first digital bank

  • Oct 2011 - Jul 2016

  Bahrain and Kingdom of Saudi Arabia I have been responsible for building a completely new retail bank from ground upwards. Meem, which is influenced by innovative ideas such as Brett King's Banking 2.0, focuses on the 'Technophile'​ (behavioural) segment in KSA through a business model that offers retail financial products and services through a primary eBanking (mobile and browser based) channel supported by a minimum number of 'stores'​ and multi channel contact centre (including social media). I was responsible for designing… Show more I have been responsible for building a completely new retail bank from ground upwards. Meem, which is influenced by innovative ideas such as Brett King's Banking 2.0, focuses on the 'Technophile'​ (behavioural) segment in KSA through a business model that offers retail financial products and services through a primary eBanking (mobile and browser based) channel supported by a minimum number of 'stores'​ and multi channel contact centre (including social media). I was responsible for designing and implementing the bespoke propositionwhich included selecting/designing all systems, banking devices (including bespoke Self Service Terminals - next generation ATMs), processes and recruiting staff. Meem went into Beta in May 2014 and launched to the public in January 2015. Following the launch I am responsible for Direct Channels Operations and stabilisation of the proposition, deputising for the Head of Retail and day-to-day operational management. Meem is a next generation retail bank, based in the Kingdom of Saudi Arabia. Meem puts the customers experience as its primary driver, utilising mobile technologies to support anywhere and, any time financial transactions. Meem does not have a sales force! Instead we rely on customers to promote and champion our services through social media word of mouth. The 9 retail stores provide support services only - there are no tellers, staff support customer self service. Likewise, the multi-channel, social media contact centre helps customers with their day-to-day financial transactions using our innovative eBanking mobile application. We believe our customers want simplicity (no complex multi-tiered products), transparency (no hidden charges / rates / complicated excuses), technology that makes their lives easier, and self service using the devices that they are familiar with in their normal lives. Meem was developed by Gulf International Banking in collaboration with 30,000 social media fans (collaborative crowd sourcing). Show less



KPMG US

• United States
• Financial Services
• 700 & Above Employee

• Senior Manager

  • Aug 2007 - Nov 2011

  At KPMG my role included leading the IT Cost Optimisation practise. In this role I have managed engagements at: BP, Vodafone, BAA, GSK, Unilever, Ford, Trinity Mirror Group, BBC and Virgin Media – identifying over $250m of IT cost saving opportunities. I am part of KPMGs IT Advisory and Deal Services team where, in addition to delivering IT strategy and programme management, I support CIO/CFOs during investment, divestment and acquisitions.



Barclays

• United Kingdom
• Financial Services
• 700 & Above Employee

• Head of Direct Channels Technologies

  • Apr 2006 - Jan 2007

  Responsible for the overall technology roadmap for the DIrect Channel Business Unit in Barclays Retail. Including developing specific technology solutions to meet the overall Business Strategy. I reported into the direct channels board, provided regular service performance briefing, developed business cases for technology solutions, and lead initiatives involving technology solutions or architectural changes. I was responsible for identifying technology led opportunities for business… Show more Responsible for the overall technology roadmap for the DIrect Channel Business Unit in Barclays Retail. Including developing specific technology solutions to meet the overall Business Strategy. I reported into the direct channels board, provided regular service performance briefing, developed business cases for technology solutions, and lead initiatives involving technology solutions or architectural changes. I was responsible for identifying technology led opportunities for business improvement and refining business led requirements for technical solutions and architectural change. This involved defining business cases, developing board presentations and obtaining executive approval. Throughout my roles at Barclays I was responsible for the interface between business and IT, liaising closely with the IT service manager and IT architecture team.

• Head Of Mission Control

  • Apr 2005 - Apr 2006

  At Barclays, my initial role was to create a centralised call centre management operation for the Retail Business Unit. My target was to transform call centre operations while at the same time ensuring revenue growth targets for 2005/6 (an annual growth of 30% per year); maintaining a neutral cost base; and maintaining customer and employee satisfaction metrics. These goals were all achieved. After creating and running this operational function (circa 70 FTE managing 4500 call centre… Show more At Barclays, my initial role was to create a centralised call centre management operation for the Retail Business Unit. My target was to transform call centre operations while at the same time ensuring revenue growth targets for 2005/6 (an annual growth of 30% per year); maintaining a neutral cost base; and maintaining customer and employee satisfaction metrics. These goals were all achieved. After creating and running this operational function (circa 70 FTE managing 4500 call centre agents), I moved on to take responsibility for technology strategy and architecture within Direct Channels (telephone, online and ATM/kiosk banking). In this role I was responsible for overseeing the specification of a complete call centre replacement telephony solution (including in-bound, out-bound and IVR).



European Technical Consultants

• Principal

  • Aug 2003 - Mar 2005

  ETC had a ‘platinum’ quality client list and during my time in this role I worked closely with senior executives at BT, Orange and NTL. At BT I was programme director of the Strategic Call Routing programme (one of 3 strategic programmes scheduled for BT Retail for 2003-2005).



Orange Uk

• Head of National Workforce Management

  • 2003 - 2004

  At Orange I undertook a duel role. I was responsible for overseeing the introduction of phase 1 of the Virtual Call Centre programme which introduced queue rationalisation and a new operating model to Orange Customer Services. However, my ‘day job’ at Orange was Interim National Workforce Manager. As a lead manager in Orange’s Customer Service Operational Support team, my role was to head-up a team of 80 staff with the responsibility for forecasting, recruitment, scheduling, deployment, call… Show more At Orange I undertook a duel role. I was responsible for overseeing the introduction of phase 1 of the Virtual Call Centre programme which introduced queue rationalisation and a new operating model to Orange Customer Services. However, my ‘day job’ at Orange was Interim National Workforce Manager. As a lead manager in Orange’s Customer Service Operational Support team, my role was to head-up a team of 80 staff with the responsibility for forecasting, recruitment, scheduling, deployment, call routing and front-line support for 4,500 Call Centre agents. While at Orange my role included responsibility for the interface between the business and IT, primarily responsible to the customer services director for IT service and architecture/solutions. Show less



Accenture

• Ireland
• Business Consulting and Services
• 700 & Above Employee

• Associate Partner

  • 1995 - 2003

  I joined Accenture (formerly known as Andersen Consulting) in 1995 as a Junior Manager. Over this period I was promoted through the management rank with my final three years as an Associate Partner. I was engaged on a diverse range of projects from IT Strategies to Design/Build/Run of the UK National Insurance Registry System (NIRS), frequently functioning as both Lead Architect and Programme Manager. The majority of my roles have been for 4-9 month periods, operating in the UK, Ireland… Show more I joined Accenture (formerly known as Andersen Consulting) in 1995 as a Junior Manager. Over this period I was promoted through the management rank with my final three years as an Associate Partner. I was engaged on a diverse range of projects from IT Strategies to Design/Build/Run of the UK National Insurance Registry System (NIRS), frequently functioning as both Lead Architect and Programme Manager. The majority of my roles have been for 4-9 month periods, operating in the UK, Ireland, Germany and Belgium. As a senior consultant at Accenture I lead the Technical Architecture practise (circa. 80 staff) within my market unit, responsible for staffing, skills, recruitment and training. I was aligned to Accenture’s Resources Market Unit, focusing specifically on utility and energy industry clients. My client list over this period included, Seeboard, London Electricity, Powergen, ESB (Ireland), Transco, BP, RWE, Electrabel, Vertex/TXU and Centrica. Show less



Meta_Generics

• Principal Consultant

  • Apr 1993 - Jun 1995

  Technical consultancy, specialising in architectures, project management and business analysis.



ASK/Ingres

• European Gateway Architect

  • Mar 1991 - Apr 1994

  Responsible for product development of Ingres Gateways to Sybase, Oracle and Rdb. Pre- and Post-Sales support throughout Europe.



Amazon Computer Services

• Product Development Manager

  • May 1988 - Feb 1992

  Responsible for running product development for a computerised factory management suite of products (CTMS).



Unniversity of Reading

• Research fellow

  • Jul 1985 - Apr 1988

  Researching into Artificial Intelligence, specifically integration of expert systems into Computer Aided Architectural Design.