ORGANISATIONAL TRANSFORMATION

Building the strategic and governance infrastructure that lets an organisation restructure at scale without losing control of itself.

GCC-to-Systems-Integrator (SI) Transformation Strategy & 5-Year Workforce Plan
Mobily | Feb 2026 – Present | India, Egypt & KSA
Context
Mobily InfoTech set out on a multi-year transformation from a captive Global Capability Centre (GCC) model to a full Systems Integrator (SI) — a shift that changes not just what the organisation delivers, but how it is structured, resourced, and led. This required translating an ambitious, multi-geography business ambition into a workable, year-by-year people plan that the CEO and Board could govern against, rather than a static slide of aspirational targets.

My Role & Approach
• Built a year-by-year workforce and cost trajectory model spanning the full transformation window, translating business growth ambition into phased headcount, grade-mix, and delivery-arm resourcing plans
• Modelled three delivery arms — Service Delivery, Presales & PMO, and the Centres of Excellence — as distinct growth curves with different hiring, skilling, and leadership-readiness profiles
• Built in explicit guardrails so certain grade tiers only expand once defined revenue, headcount, and capability triggers are met simultaneously — rather than being added on a fixed calendar — preventing premature top-heavy cost growth
• Aligned the workforce plan to the organisation's IT Strategy roadmap and Vision 2030 ambition, ensuring HR's plan and the business strategy were built from the same numbers rather than reconciled after the fact
• Presented the model and its assumptions directly to the CEO as part of the transformation governance cadence

Outcome & Value Delivered
• Produced a single, credible, trigger-based (not aspirational) roadmap for scaling the organisation responsibly across three geographies
• Created the reference model that every other HR transformation deliverable — compensation, career architecture, workforce planning, succession — now builds from
• Established discipline around when new senior layers are added, protecting the organisation from the premature top-heavy cost structures common in fast-scaling SI transitions

CEO People and Organisational Health Dashboard
Mobily | Feb 2026 – Present | India, Egypt & KSA
Context
As the transformation accelerated, the CEO and Board needed a single, reliable, real-time view of workforce health across three geographies — rather than static quarterly slide decks that were already out of date by the time they were presented.
My Role & Approach
• Designed and built a consolidated People & Organisational Health Dashboard covering attrition, headcount movement, grade-mix, and workforce-plan tracking across India, Egypt, and KSA
• Defined the core set of workforce metrics the CEO and Board actually needed to govern the transformation — cutting through vanity metrics to focus on leading indicators of risk and progress
• Built the reporting cadence and governance rhythm around the dashboard, ensuring it was reviewed and acted on rather than simply produced
• Partnered with HR Operations and IT to source clean, consistent data feeds across three different HR data environments spanning three countries
Outcome & Value Delivered
• Gave the CEO a live, trustworthy instrument panel for the transformation — replacing fragmented, backward-looking reporting with a single source of truth
• Surfaced workforce risks (attrition spikes, grade-mix imbalance) early enough for corrective action rather than after the fact
• Became the standing reference tool for Board-level transformation reviews

HR Objectives & Key Results Governance System
Mobily | Feb 2026 – Present | India, Egypt & KSA
Context
A transformation of this scale needed more than good intentions — it needed a structured, trackable system of accountability that connected HR's day-to-day work to the organisation's strategic priorities, in a way that could be audited and reported on.

My Role & Approach
• Designed and built a three-track OKR governance system spanning HR strategic objectives, compliance objectives, and named transformation initiatives
• Defined ownership, targets, and review cadence for each OKR track, and integrated the system with the organisation's broader IT Strategy and Vision 2030 roadmap
• Established a running scorecard used to track progress across the entire HR transformation agenda, from policy work to workforce planning to leadership development
• Built in a status classification system (completed / in progress / not yet started) so leadership always had an honest, current view of delivery — not just a list of intentions

Outcome & Value Delivered
• Gave the CEO and HR function a single governance backbone connecting strategy to execution across dozens of concurrent work-streams
• Created full transparency and auditability over which HR commitments had been delivered, were in flight, or were not yet started
• Became the running scorecard referenced in every transformation status review

Strategy RACI Matrix
Mobily | Feb 2026 – Present | India, Egypt & KSA
Context
The organisation's multi-year IT Strategy set out an ambitious set of strategic pillars and objectives — but without clear ownership, an ambitious strategy risks becoming a document nobody is accountable for delivering.

My Role & Approach
• Built the RACI (Responsible, Accountable, Consulted, Informed) accountability matrix mapping every major IT Strategy objective and OKR to a named functional owner
• Reconciled ownership across Service Delivery, Presales & PMO, the Centres of Excellence, and enabling functions including HR, Finance, and IT
• Worked with the CEO's office to resolve ownership ambiguity on cross-functional initiatives before they could stall for lack of a clear owner

Outcome & Value Delivered
• Converted an ambitious strategy document into an executable, ownership-mapped delivery plan
• Removed a recurring source of delivery delay — unclear accountability — across the transformation's most important initiatives

Building a Global Shared Services Powerhouse
Bureau Veritas | India, France, Malaysia, Singapore & London
Context
Bureau Veritas needed to build a Global Shared Services Centre in India from the ground up, then digitalise and unify HR operations across a fast-growing multi-country footprint — without fragmenting into disconnected regional silos.

My Role & Approach
• Led the end-to-end setup of the Shared Services Centre, building the HR policy, governance, and process framework from scratch
• Partnered with global HR and business leaders to build a “One-Team” operating model, harmonising practices and capability frameworks across geographies
• Led the pilot implementation of SAP SuccessFactors across India, Singapore, France, and London — developed the transformation business case and co-presented it to the Board with the Group CHRO
• Operated with the strategic sponsorship and trust of the Group CIO, whose vision for the GSSC model and confidence in my ability to operate independently shaped the roadmap and accelerated delivery

Outcome & Value Delivered
• Scaled the India GSSC with competitive professionals over 9 years, becoming a recognised global delivery hub
• Secured full Board and stakeholder buy-in for HR digitalisation — modernising hiring, onboarding, performance, compensation, and learning globally
• Established a repeatable One-Team operating model later extended across additional geographies

India Payroll Consolidation & HR Shared Services Transformation
Bureau Veritas | Pan-India | 15,000+ employees

Context
Bureau Veritas India ran seven separate payroll processes across business lines, each with different compensation structures and state-level statutory requirements — a high-complexity, high-risk operational fragmentation affecting over 15,000 employees.

My Role & Approach
• Following the SAP SuccessFactors rollout, partnered with Group HR and Technology to design a country-wide payroll consolidation strategy
• Standardised and consolidated all seven payroll processes under a single vendor, with full API integration into SuccessFactors
• Designed and rolled out a unified digital reimbursement model covering travel, medical, assets, and allowances
• Onboarded the India CFO as strategic sponsor and trained Finance & Accounts teams on the new workflows, validation processes, and compliance mapping

Outcome & Value Delivered
• Delivered a single, unified payroll system for 15,000+ employees across 7 consolidated business lines
• Achieved full state and central statutory compliance alignment with zero additional integration cost
• Created a centralised HR Shared Services hub and measurably improved employee experience and reimbursement turnaround