SUCCESSION PLANNING & TALENT MANAGEMENT

Ensuring the organisation's most critical roles always have a ready, developing successor — not a single point of failure.

Succession Planning Framework
Mobily | Feb 2026 – Present | India, Egypt & KSA

Context
As Mobily InfoTech's leadership bench prepares to take on Systems Integrator-scale responsibility, the CEO needed confidence that critical roles — not just the top one or two layers, but the depth of the leadership structure — had identified, developing successors rather than single points of failure.

My Role & Approach
• Designed and delivered a formal Succession Planning Framework as a named, tracked initiative within the organisation's HR OKR system
• Identified critical roles across the delivery arms and Centres of Excellence, and mapped potential successors against the organisation's new grade and career architecture
• Connected succession readiness directly to the Leadership Academy and MBTI-based development work, so identified successors had a concrete development pathway rather than just a label
• Built succession status into the CEO/Board dashboard, giving leadership ongoing visibility of bench strength rather than a one-time snapshot

Outcome & Value Delivered
• Gave the CEO and Board documented visibility into succession depth for the organisation's most critical roles
• Connected succession planning to real development activity (Leadership Academy, coaching) rather than leaving it as a static organisation chart exercise
• Reduced key-person risk during a period of rapid organisational change

Global Talent Management & Nine-Box Leadership Framework
Bureau Veritas | India, Malaysia, France & North America

Context
Create a consistent, transparent, and future-focused way to identify, develop, and advance high-potential talent across four regions with very different market contexts and maturity levels.

My Role & Approach
• Designed and rolled out a unified Nine-Box Talent Management Framework evaluating performance and potential
• Trained Country HR Heads, Regional HR Teams, HRBPs, and line managers on the calibration process, and ran talent calibration sessions across business lines
• Built succession pipelines and development roadmaps for critical roles in each region
• Adapted regional implementation — full deployment in India & Malaysia, integration into performance discussions in France, and a structured succession dashboard in North America

Outcome & Value Delivered
• Gave leadership clear visibility of successors for critical roles, each backed by a development plan
• Strengthened internal mobility and accelerated development for high-potential talent through targeted learning pathways
• Established consistent global talent practices across all four regions and improved retention of top performers