LEADERSHIP DEVELOPMENT

Building the pipeline of leaders ready for the next level of scale, complexity, and accountability.

SI Leadership Academy
Mobily | Feb 2026 – Present | India, Egypt & KSA

Context
Mobily InfoTech's transformation into a Systems Integrator depends on a bench of leaders ready to run larger accounts, bigger teams, and greater P&L accountability — but the organisation had no structured pipeline preparing high-potential managers for that step up.

My Role & Approach
• Conceived and launched a flagship Leadership Academy for HOD-nominated, high-potential managers across the Commercial, Delivery, and Customer Excellence capability tracks
• Designed the Academy as the organisation's primary — and only — pipeline for readiness into senior leadership grades, tying completion directly into the formal grade-progression criteria
• Built the curriculum around the practical demands of the SI model: account and P&L ownership, cross-functional leadership, and client-facing accountability
• Positioned the Academy within the broader grade and succession framework, so leadership development and formal career progression moved in lock-step rather than as separate initiatives
Outcome & Value Delivered
• Created the organisation's first structured leadership pipeline purpose-built for the demands of the Systems Integrator model
• Gave high-potential managers a credible, transparent path to senior leadership readiness
• Directly strengthened the organisation's succession bench for future P&L-owning roles

MBTI-Based Talent & Performance Insight Framework
Mobily | Feb 2026 – Present | India, Egypt & KSA

Context
As the Leadership Academy and broader people-development agenda scaled, leaders needed a consistent, evidence-based way to understand team dynamics, communication styles, and leadership potential — beyond performance ratings alone.

My Role & Approach
• Applied MBTI-based personality and team-dynamics insight to inform leadership-development and team-effectiveness decisions across the organisation
• Used the framework to support coaching conversations, team composition decisions, and leadership-readiness discussions within the Leadership Academy
• Built manager awareness of behavioural and communication-style differences to strengthen cross-functional collaboration during the transformation

Outcome & Value Delivered
• Gave managers and HR a consistent, evidence-based language for discussing leadership style and team dynamics
• Strengthened the quality of coaching and development conversations feeding into the Leadership Academy and succession planning

Leading Inclusive Teams — Regional Leadership Development
Bureau Veritas | South East Asia, India & Middle East

Context
Strengthen inclusive-leadership capability and embed Bureau Veritas' “Open & Inclusive” value into everyday management behaviour across three culturally distinct regions.

My Role & Approach
• Led the program end-to-end — from shaping objectives with stakeholders through full regional delivery
• Tailored delivery to the cultural and operational context of each region while maintaining a consistent leadership standard
• Facilitated workshops for managers and senior leaders using a structured curriculum of pre-reads, case studies, and practical tools
• Partnered with Regional HR Directors, Business Leaders, Global Inclusion Leaders, and L&D teams to embed the program into everyday practice

Outcome & Value Delivered
• Embedded inclusive leadership into performance conversations, recruitment decisions, and leadership expectations
• Strengthened managers' ability to lead diverse teams, drive psychological safety, and apply inclusive behaviours consistently
• Created a consistent leadership standard across three regions while respecting local cultural context

Managers Connect — Leadership Development & Balanced Scorecard Program
Assign | Project Lead, Americas

Context
Strengthen managerial capability, team effectiveness, and organisational culture across a diverse, multi-country Americas footprint.

My Role & Approach
• Designed a Balanced Scorecard for Managers spanning People Leadership, Performance & Productivity, Collaboration & Culture, and Capability Development
• Ran the Managers Connect Survey and converted findings into targeted training pathways covering coaching, communication, performance management, and psychological safety
• Partnered with Regional HR, Business Unit Leaders, and Capability Development teams to deliver both global consistency and regional relevance

Outcome & Value Delivered
• Measurably strengthened leadership effectiveness and manager-employee relationships
• Improved team engagement, productivity, and accountability for people development across the Americas

Learning Management System Deployment — “Elevate HER”
Bureau Veritas | India & Malaysia

Context
Deploy a unified Learning Management System supporting leadership development and inclusive career progression — including the Elevate HER women's leadership initiative — across two geographies with different learning needs.

My Role & Approach
• Selected and configured the LMS platform, integrating global leadership content, Elevate HER modules, and compliance training
• Developed localised content reflecting regional business context, alongside modules on inclusive recruitment and leadership
• Defined learning paths by role (high-potential women, emerging leaders, managers) and built adoption tracking and reporting
• Ran change management workshops, mentoring support, and awareness campaigns to drive adoption

Outcome & Value Delivered
• Successfully deployed and adopted across India and Malaysia, driving strong engagement against defined targets for adoption and module completion
• Directly supported progress toward the organisation's female-leadership representation goals
• Established a scalable, reusable LMS and content infrastructure for future learning programs