ORGANISATIONAL DEVELOPMENT

Designing the structural and reward systems that make growth, fairness, and capability sustainable at scale.

Grade & Career Architecture Redesign
Mobily | Feb 2026 – Present | India, Egypt & KSA

Context
Mobily InfoTech's shift toward a Systems Integrator model demanded a career architecture that could support both deep technical specialists and people-leaders — without forcing technical experts into management roles simply to progress, and without letting management layers grow faster than the business justified.

My Role & Approach
• Redesigned the organisation's end-to-end grade architecture spanning entry-level to senior leadership, across both technical and managerial tracks
• Built parallel, non-hierarchical technical and managerial career tracks at the senior-professional level, so deep technical experts had a genuine progression path without being pushed into people-management roles
• Defined trigger-based criteria — rather than tenure-based criteria — for progression into senior leadership grades, tying advancement to revenue, team-size, and capability-readiness gates
• Aligned the new architecture to the organisation's multi-year workforce and cost plan, so career progression and financial planning were built on the same structure

Outcome & Value Delivered
• Gave technical specialists and people-leaders equally credible, well-defined career paths for the first time
• Prevented premature, cost-driven expansion of senior leadership layers by tying progression to real business triggers
• Created the structural backbone that every other people process — compensation, succession, workforce planning — is now built against

Compensation Benchmark & Career Grading Restructure
Mobily | Feb 2026 – Present | India, Egypt & KSA
Context
As Mobily InfoTech's footprint spans India, Egypt, and KSA — three very different labour markets, currencies, and cost structures — the organisation needed a single, defensible compensation framework rather than three disconnected, locally-negotiated pay practices.

My Role & Approach
• Overhauled the career-grading and salary-benchmark framework across all grade levels, aligning pay corridors to leading international benchmarking methodology (Mercer, Korn Ferry, Aon, and WTW)
• Reconciled compensation philosophy across three currencies and very different local labour markets, while keeping the underlying grade architecture consistent
• Corrected several structural and calculation inconsistencies inherited from prior compensation frameworks, improving both fairness and audit-readiness
• Built the compensation model to flex with the organisation's multi-year workforce plan, so pay strategy scaled in step with headcount growth rather than needing to be redesigned each year

Outcome & Value Delivered
• Delivered a single, internationally benchmarked compensation framework spanning three countries and currencies
• Improved pay equity and market competitiveness across all grade levels, strengthening the organisation's ability to attract and retain senior technical and leadership talent
• Gave the CEO and Board a transparent, audit-ready compensation model to support Board-level compensation governance

Compensation Realignment & Job Architecture
Bureau Veritas | India, Malaysia & France | 5,000+ employees
Context
Ensure fair, competitive, market-aligned compensation for over 5,000 employees across three geographies, while standardising fragmented role definitions and career progression.
My Role & Approach
• Partnered with Mercer (India & France) and Kelly Services (Malaysia) for market benchmarking
• Conducted job profiling, JD mapping, and job architecture standardisation across all three geographies
• Realigned compensation to market and built transparent, structured career-progression frameworks

Outcome & Value Delivered
• Normalised pay structures across geographies, creating equity and transparency for 5,000+ employees
• Improved employee engagement, retention, and motivation through visible, structured career paths

Competency & Capability Building Program
5,000+ employees

Context
Build a future-ready, skilled workforce equipped to meet current and emerging business demands, without a structured, organisation-wide view of capability gaps.

My Role & Approach
• Built a 4-dimension competency framework: Strategic & Leadership Capability, Operational & Functional Excellence, People & Culture Development, and Change/Agility/Innovation
• Conducted enterprise-wide competency mapping across all job families, using assessments, performance indicators, and manager evaluation
• Designed a 3-tier capability architecture spanning leadership development, functional/technical upskilling, and culture/engagement
• Built personalised, role-based learning journeys for emerging leaders, mid-level managers, senior leaders, and individual contributors

Outcome & Value Delivered
• Reduced measured skill gaps by 28% across leadership, technical, and behavioural competencies
• Developed 300+ leaders and prepared them for next-level roles
• Increased internal mobility by 40%, supported by clearer development pathways

Organization Effectiveness Transformation

Executive Consulting Portfolio

Fortune 100 Global FMCG Organization (Representative Executive Engagement)

Practice Area
Organization Design • Organization Effectiveness • Workforce Strategy • Business Transformation

Engagement Type
Executive Advisory | C-Suite Transformation | Organization Development

Executive Brief

As organizations scale, complexity often outpaces capability. Layers multiply, decision-making slows, accountability becomes fragmented, and leadership effectiveness declines.

I was engaged to lead a strategic Organization Effectiveness Transformation focused on redesigning the operating model through Span of Control and Layer Optimization, enabling the organization to become leaner, faster, and better aligned to future business priorities.

The engagement combined organization design, workforce analytics, executive facilitation, and change leadership to create a high-performing organization capable of supporting long-term growth.

The Executive Challenge

The leadership team identified several structural challenges limiting organizational performance:

Increasing organizational complexity

Multiple reporting layers delaying business decisions

Inconsistent spans of control across functions

Role duplication and overlapping accountabilities

Rising management overhead

Limited organizational agility

A structure designed for the past rather than future growth

The objective was to design an operating model that improved efficiency while strengthening leadership capability and employee experience.

Consulting Approach

Organization Diagnostic

Conducted an enterprise-wide assessment of organizational effectiveness using workforce analytics, leadership structure reviews, governance analysis, and external benchmarking.

Organization Design

Designed a future-state operating model focused on:

Optimized managerial spans

Simplified reporting structures

Clear decision rights

Lean governance

Leadership accountability

Scalable organizational architecture

Executive Alignment

Facilitated executive workshops with business and functional leaders to evaluate organization design scenarios, align leadership priorities, and establish implementation governance.

Transformation Delivery

Led change management, leadership engagement, communication planning, and implementation governance to ensure sustainable adoption across the organization.

Executive Impact

The transformation strengthened organizational effectiveness by:

Simplifying the operating model

Improving manager-to-employee ratios

Reducing organizational complexity

Accelerating decision-making

Increasing leadership accountability

Enhancing cross-functional collaboration

Building a scalable organization capable of supporting future business growth

Aligning organizational capability with strategic priorities

Consulting Capabilities

Organization Design
Designing agile, scalable operating models aligned with business strategy.

Organization Effectiveness
Improving organizational health through structural simplification and governance redesign.

Strategic Workforce Planning
Aligning workforce capability with long-term business growth.

Leadership Effectiveness
Strengthening accountability, decision-making, and leadership capability.

Business Transformation
Partnering with executive teams to deliver enterprise-wide change.

Change Leadership
Driving successful adoption through stakeholder engagement and executive alignment.

Leadership Perspective

"The best organizations are intentionally designed—not simply allowed to evolve. Sustainable transformation happens when organizational structure, leadership capability, and business strategy are aligned to create speed, clarity, and accountability."

Areas of Expertise

Organization Design

Organization Development

Organization Effectiveness

Business Transformation

Operating Model Design

Strategic Workforce Planning

Workforce Analytics

Executive Advisory

HR Transformation

Leadership Development

Change Management

Organizational Governance

Engagement Snapshot

Client Fortune 100 Global FMCG Organization (Representative Executive Engagement)
Industry Consumer Goods (FMCG)
Role Executive Advisor – Organization Effectiveness
Engagement Span of Control & Layer Optimization
Duration 16 Weeks
Focus Organization Design, Workforce Strategy & Business Transformation