Jobs In Africa – Head of Network Quality and Contracts


Jobs in Africa – Head of Network Quality & Contracts

Our client, a Large MNC into Telecom sector that provides exciting careers in Africa is currently hiring for various jobs in Kenya.

They are looking for a dynamic professional in Network Quality and Contracts vertical in Kenya. The incumbent is responsible to ensure that the quality of the network in Africa is meeting the set targets and is better over competition. The person is responsible to provide close supervision, direction and control to achieve the KPI’s.  They believe in accomplishments and innovation and  offer challenging  jobs in Africa.

  • Designation: Head – Network Quality and Contracts
  • Location: Kenya
  • Brief job profile Main role will be to Maintain Network Quality, Quality Signoff and Governance, Contract and Governance.  
    • This will include Monitoring KPIs of the networks -both 2G and 3G,
    • Work with OpCo teams to prepare network improvement plans,
    • Track implementation of the plansAct as second line support/guide to OpCo optimisation and quality teams
    • Work with business teams on blending Network improvement plans with business requirements
    • Govern customer complaint resolution process in OpCos along with CSD team
    • Prepare and govern various quality/optimisation related processes
    • Review Network performance reports being filed with regulatory and flag off non-compliances
    • Evaluate new features for Network Quality improvement.  Monthly KPI signoff with the Managed Services partners as per contract. Some of the tasks are:Ensuring timely and accurate signoff in the OpCos
    • Central level signoff with partners. Interaction with SCM and finance for reward and penalty calculations. Exclusion management/governance. Resolution of operational disagreements with partners in the various signoffs.  Negotiate the contracts with partners during contract renewal. Contract interpretation and negotiation with partners for dispute resolution. Standardise KPI formulae. Act as a governance level to resolve issues not resolved at the OpCo ND level.
  • For more details check:–network-quality-and-contracts-kenya/413 


  1. Samuel Adejumo says:

    Samuel ADEJUMO
    18 Huberd House, Manciple Street, London SE1 4DN
    Mobile: . +44 (0) 7932 605 652 and +44 (0) 7552 432 249


    Twenty eight years’ experience in the Telecommunications {Fixed (Narrowband – PDH, SDH and NGS, Nodes, Voice and Data – PSTN, ISDN and Broadband – VoIP) and Wireless (2G – GSM, 2.5G – GPRS, 2.75G – Edge GPRS, 3G – WCDMA / UMTS (SLR, MSC, TSC, HLR, SGSN, GGSN and UTRAN; 3.5G – HSDPA and 4G – (Long-Term Evolution) LTE communications)}, Radio Access Network (RAN), UTRAN and E-UTRAN deployment, Wi-Fi and Wi-Max, Nokia, Alcatel, Siemens and Ericsson Circuit and Packet Switch core networks (CS & PS) Deployment, ICT, soft-switch, MPLS, MSAN, NGIN (Next generation In platform), Telephony Switching and Routing, Ethernet switches, Billing – (Amdocs, ABS and Convergys systems), Shared Service Centres, Roamware solutions, Managed Services, IP Multimedia Core Network Subsystem (IMS), Grade of Service and Assurances, Cisco-based Networks (LAN, WAN, VLAN, WLAN & MAN) and core network systems integration (SI), deployment and Element Management Systems (EMS)-Network Management Systems (NMS), NOC Supports / Maintenance Management, Commercial Services (24/7, 1st, 2nd and 3rd level supports and escalations resolutions) development and management.

    Directed quality control management and compliances such as ISO 9001, BS7799, ISO 27001, TL9000, ISO 20000, ISO17799, Led Product Information Management (PIM) transformation, mapped services, various product development, product time-to-market, IP communications (VoIP, video) such as MMOG (Multimedia Online Gaming), Messaging SMS/MMS and Internet, Web 2.0; Advanced location-based services such as Mobile TV, IP multimedia, Streaming Contents and Mobile office Service delivery platforms, pre and post product launch, networks security, document, produced estimates and supporting cost models. Directed commercial service development, managed accounts, customer services, supported pre- and post- sales, time-to-market management; services launch and assessed marketing risks. Controlled issues and risks, assessed organisation’s provision for transparency communications, individual accountability, scrutiny and challenge, captured information and delivered strategic quality forecasts for wider understanding of cross-departmental borders’ benefits.

    Directed Business Readiness, Consulting, Practice, Multi-Channel Strategic Change and Governance management, Business Support Systems (BSS), Business Change (Business, Organizational, Internal Restructure and Processes enhancement, Corporate etc.) implementation, Commercial Risk Delivery and Operations – used of the Operational Risk Centre (ORC), Risks (identification, assessment and mitigation), Workstream / Workflow management, Human Capital / Strategic Human Resources Management (SHRM), Talent Management, HR Reward and Management Information, Content Management systems (CMS), Custody management, Strategic IT and Business Transformation, Innovation Strategies, Programme Turnaround, End-of-Life Projects Management (Infrastructure, Assets, Products, Processes, Facilities and Resources), Strategic Project portfolio modelling, Inventory of investment, planning and analysis and performance assessment, PMO, Service Delivery Management (SDM) for CAPEX Business Streams, Services fulfilments; Integration and Organizational management, Business Transformation, Strategic Operations and Continuity.

    Managed Sourcing (In-sourcing, Out-sourcing and Global Sourcing), Merger and Acquisition, Outplacement, internal and external clients, knowledge transfer management and risk management systems. Defined how risks will be managed during the lifecycle of programs, evaluated and formulated plans, modelled and summary risk profile”(SRP) in simplistic mechanism and increased visibility of risks; addressed all pertinent aspects of systems and services designs, mapped, transition and time-to-market management, LEAN process, m-Commerce, Vendors Management System (VMS), Procurement and Contracts (SLA, OLA & SQM) management. Coordinated dialogue with stakeholders, developed best practice and recruited resources (including training), relationship building and maintenance; tight control across time, cost and quality, assessed marketing risks and delivered various large global programs (£250m+) and Programme Director of large programs (£530m+).

    I have good leadership (Team Building and Conflict Management), Program Management (Management of complex dependencies, Critical Path and Risk assessment, management and mitigation; Solution level deployment and Launch management and Program Change Control – Schedule, scope and budget), Communication/Organization (Efficient Computer Skills, including tools such as Microsoft Office Suite, Microsoft Project, Visio and Clarity) Skills. Also Business Management (Decision Making, Negotiation Skills, Problem Solving, Financial Capability and Expectation Management) and Industry knowledge (In-depth understanding of subject matter associated with assigned programs within Strategic Business Initiative (SBI) specific and ability to present technical information in face-to-face presentations to varied audiences; including executive management, engineering, operations and marketing).

    Doubled clients annual revenues to $100 million by capturing new markets and negotiating major contracts which will yield up to $38 million over five years period. Seasoned business acumen has resulted in successfully shifting efforts from a dying IT/IS and telecoms market to current customer-led, lucrative emerging IT, IM and applications / platforms services markets within consumer, businesses experience, e-commerce, broadband, mobile-banking, multimedia services, faster data networks, products and services for customers and global experience. Saved millions of pounds and dollars in costs of ICT deployment, operations, maintenances / supports, drove down the costs of services, delivered industrial best practice and reduced transaction costs from scalable multi-client operations, programme management best practice and models. Directed and delivered appraisals that addresses ‘whole person’ development; and established performance appraisals of all types such as formal annual performance appraisals; probationary reviews; informal one-to-one review discussions; counselling meetings; skill- or job-related tests; psychometric tests and other behavioural assessments to mention few

    I am a business manager, coach, ICT and a Telecommunications Engineering Consultant with an MBA; telecoms, media and banking background, strong programme management structured; successfully delivered large complex rapid change projects/programs and portfolio of projects, IT operations and functions. Highly motivated with excellent planning and time management skills, have entrepreneurial spirit, a creative and strategic thinker and able to “think outside the box”; a quick leaner, organizational, leadership and management skills with sufficient credibility to direct regional and global teams and influenced senior management for supports, commanded a room and managed big meetings with many participants. I am a leader with team player and building skills, and effective communications to senior managers / all levels of management and commanded attention from senior managers with delivered clear and concise reports. I have solid facilitation, strategic analysis, problem solving, issue resolution and decision making with effective relationship management, influencing and time management skills. Delivery focused, process oriented, attentive to detail, demanding, budgeting and resource allocation procedures, tact, discretion and diplomacy.

    I have strong leadership, executive level and stakeholder management, team building, conflict management, diplomatic, influencing and motivational skills, interact, direct & influence cross-functional teams, management of complex dependencies and mitigation solution level deployment. I am also Prince 2, PMI and business processes eTOM (Enhanced Telecom Operators Map), Compliances (NGOSS framework – eTOM, SID, TAM and TNA; CMMi, TeMiP, ITIL, OPEX, SOX, MiFID, CAPEX, ISO 9001, ISO27001, BS7799, ISO17799, ITL9000, ISO 20000, Basel II, FSA and COBIT etc.), Lean and Six Sigma, Document Management System (DMS), qualified and certified with OJEU capabilities. I have detailed knowledge of telecoms operator business models, products, services, device selection and ranging processes, pricing and positioning strategies.

    I have experience of managing over 420 staff – multi-cultural team, cross-functional and technology team, Programme Managers, Project Managers, Delivery Managers, Business Analysts, Head of PMO, PMO Analyst, Change Manager, QA Managers, Networks & IT Engineers, Senior Developers and Testers, can quickly build rapport, establish trust and develop effective working relationships; a results-oriented, hands-on manager with a strong work ethic and can operate effectively in a collaborative environment, vendors and outside consultants, managed projects with a budget of $792 million. Well-organized, able to establish priorities, meet deadlines, manage multiple programs, delegates for grow with strong decision making ability; sets short and long-term goals for on-going professional development. A “can-do” team player/leader, passionate about telecom businesses, attained continuously improvement and high performance. Outstanding presentation, sales, negotiation and influencing skills, highly motivated, strong business creativity, challenge-seeker mentality with an aggressive ‘Hunter’ approach and desire to win.

    Twenty years of Project Management, Conflict Management, Program Management and management of complex dependencies, Critical Path and Risk (assessment, management and mitigation), Business Transformation and Transition, Project / Programme Office Management (PMO), Commercial Service and Portfolio management, Solution level deployment and Launch management, Program Change Control (schedule, scope, business objectives, and budget); qualitative Leadership, Strategic Decision Maker with negotiation Skills, Problem Solving, Financial Knowledge and Expectation Management, e-procurement, e-supply, logistics and reverse logistics, clients facing and man-management. Multi-task, delivery-focus and directed several projects simultaneously and maintained project deliverables, quality and integrity, handled difficult clients’ situations with tactful and professional skills; strong analytical thought and problem solving capabilities.

    Chaired project Board meetings, tracked progress of actions, escalations and resolution; managed each and all projects’ risks and issues on logs regularly with timely updates and mitigation activities. Managed domestic and international projects across multi-disciplined, multi-products/services, multi-vendors/suppliers, and tri-party and multi-country projects; used micro-management life cycle, matrix, Prince 2, Waterfall, Agile, Plainview, MS Project 2000 & 2003, SDLC, Sarbanes-Oxley, VISIO, NOTES and OGC gateway reviews; OJEU, Primavera, CPMIS and RAD, staff empowerment, applied IT golden rules of operations and rules for services governance best practice. Delivered good operational governance measurement and as a set of major factors: participation, rule of law, transparency, responsiveness, consensus, orientation, equity, and inclusiveness, effectiveness and efficiency and accountability; political awareness and sensitivity within the context of a large corporate organization with commercial and business acumen.


    MBA – Masters of Business Administration degree London South Bank University 2001 to 2003
    DMS- Diploma in Management Studies (Marketing/Finance) Westminster University 1996 to 1997
    MSc. Data Communications Engineering Brunel University, Uxbridge 1994 to 1996
    BA (Hons) Engineering and Management Greenwich University 1992 to 1994
    HNC Telecoms Switching and Radio Engineering School of Telecoms, Lagos & Bombay, India 1977 to 1980

    Summary of Employment:

    Company Last position held Period
    Synergie Consulting, London and Europe Senior Programme Consultant / Director September 2009 – Date
    SAB Holding, USA and Mid East Director, EMEA Wi-Fi – WiMax Jan. 2008 – Aug 2009
    Cellcom Israel Operations & Services Programme Manager Nov. 2005 – Nov. 2007
    Viatel Business Coms Egham & Europe Service Delivery Programme Director April 2002 – Oct. 2005
    BT-Belgium EMEA Region Project Portfolio Director Aug. 2001 – March 2002
    MCI World Comms, London, Europe & Asia Strategic Programme Manager March 1999 – July 2001
    Nortel Network, Lisbon, Portugal Service Designs & Development Manager Sept. 1998 – Feb. 1999
    Airtouch Cellular, Irvine California USA CDMA Senior Deployment Manager March – 1st Wk. Sept. 1998
    British Telecoms, (BT Lab) Ipswich Systems Integration Manager July 1996 – Feb. 1998
    Cellnet (O2) Wireless Coms., Slough Core Networks Integration Manager / PMO Jan 1996 – June 1996
    Orange (Wireless Coms) PCS Ltd, Bristol Project Manager / Data Management Consultant June 1994 – Dec 1995
    Banque Paribas –(BNP), London Project Manager (Banking / IT/IS & Networks) Jan. 1991 – Sept 1992
    C & W – Mercury Coms Ltd, London Senior Voice Design / Transmission Consultant Nov. 1988 – Dec. 1990
    British Broadcasting Corporations, London IT/IS & Telecoms Change Project Supervisor Jan 1987 – Oct. 1988

    Employment History

    September 2009 – Present Synergie Consulting, London Dockland, City and Europe
    Senior Programme Consultant / Director
    Client: Bank of China, America and Cyprus, Huawei, Bell Mobility, Orange plc. Local Authorities, HSBC, AIG, J.P Morgan, Abbey National, Banco Santander Central.

    • Directed Business Process Outsourcing (BPO) as a strategy and solutions, focused on core businesses, and as client manager improved service levels, aligned ICT resources and mitigate risks, delivered industrial best practice and reduced transaction costs from scalable multi-client operations. Developed, controlled and managed short to long-term consulting relationships with assigned clients, repeated engagements; served as Lead Trainer and coach, directed organisation change transformation, planned systems integration (SI) and business transformation strategies and change transition for continuous improvement. Controlled project and portfolio management (PPM) with innovative agility, transformed portfolio with confidence and sustained right investments with agreed framework and managed the demands of organisation businesses. Identified and drove organizational, processes and system operations and applications improvement functions and enhanced overall effectiveness; influenced development of businesses and ICT vision, critical success factors and operation plans; achieved technical and businesses corporate plans, developed and communicated department vision, strategy, critical success factors and plans. Partner and collaborated with other business divisions, impacted various departments within organization, led definition of the overall program strategy, approach, direction and leadership to both directed and matrix (program and project managers and supports) teams.
    • Managed clients’ relationships and expectations, identified and analysed complex business problems, created opportunities and drove revenue gains, delivered lasting solutions, attained clients satisfaction and deliverables, led project teams, including both strategic and technical work streams. Led the analysis of the current environment, detected critical deficiencies and recommended strategies for improvement, strategically worked with clients, understood their innovation objectives and took a lean approach for objectives accomplishment. Identified requirements for and developed ICT vision, system strategies for applications and IT infrastructure and supported the overall IT strategy. Clearly evaluated and articulated commercial and cost impacts of system strategies; enhanced established and maintained on-going communications with senior management and stakeholders about Systems Strategies and cohabit with the customer and services Portfolios group. Influenced team structure, governance, designed project approach, processes and transformation readiness, diffusing dissatisfaction, moving locus of power, informing, persuading and development of new practice areas, assured the overall direction and integrity, monitored projects spend against business cases and reports to the board.
    • Developed policies and procedures, embedded each system strategy in the key IT services processes, adopted strategy framework, delivered system strategies and a mid- and long-term (3 to 5 year) plan (benefits realization plan and roadmap inclusive). Proactively evaluated cost reduction initiatives, reviewed existing contracts found opportunity and reduced cost through consolidation, removal and price renegotiations. Worked with senior management team, identified project engagements and scoped them appropriately, staffed engagements with appropriate level and skillsets, created agreement among differing stakeholder views and managed top level conflict with different interests. Directed management teams, structured project portfolio and reviewed all developed Project Initiation Documents. Developed detailed level project portfolio documents inclusive, but not limited to a project portfolio plans, there deliverables and dependencies, each project mandate, individual communication plan and status reports. Executed and managed progresses of portfolio of projects against quality standards, targets and budgets and challenging actions, results and activities as deemed.
    • Controlled operations of overall consulting business, diffusing dissatisfaction, moving locus of power, informing, persuading, used power of meaning – changing job titles, cheerleading and worked across- departments and development of new practice areas. Managed and utilised power of resources – offering supports; multi-channel strategies, cultural and behavioural change, power of processes – coalition building, involving resistors, restructuring, task forces and changing roles, responsibilities and relationship. Evaluated cultural change, paradigm change with appropriate problem diagnosis, addressed relevant parts of cultural wed and combining power of resources, processes and meaning and delivered desired results. Directed systems, technical and product architectures, aligned services and products with business objectives; controlled organisational impacts on technical and business changes, utilised horizontal process groupings framework for functionally related areas, visualized as a “layered” view of the enterprise’s processes, moving from top to bottom. Planned, re-fuelled team spirits, empowerment, innovative, feedback reviews and performance related continued improvement of staff, enhanced images, trainings and appraisals.
    Huawei Technologies Co. Ltd., Bucharest, Romania through Accenture China:
    • Directed multiple sites core network for 2.75G, 3G and 4G operations / Operations Support Systems (OSS) for client (Orange Plc.) managed services and functions, MSUP framework (corporation development strategies) and delivered global network operation centre (GNOC), regional – RNOC and local – LNOC technology solutions, effective alignment with the business objectives and corporate demands, and clients-delivered technology services attainment; applicability of resent regulations and best practices, developed, implemented and enforced security policies and procedures. Directed day-to-day operations, performance and administered remote access devices and other technologies, OSS / BSS transformation, portfolio of projects and delivered multiple sites voice / data systems deployment, Information Security Management System (ISMS), Incident (Inc.Mgmt.), Disaster Recovery Plan (DRP), Business Continuity Management (BCM) processes / management, VoIP access and platform integration, Phase 1 processes for MSUP deployment, developed global deployment in GNOC / RNOC / LNOC and obtained ISO 20000, ISO 27001 and TL 9000 certification.
    • Managed Element Management Systems (EMS)-Network Management Systems (NMS) and Centre day-to-day operations, reviewed tests strategy and plan, maximised testbed performance and multi-cultural IT engineers, regional team members, vendors and consultants, with excellent customer service practice, and translated complex technical information to a non-technical audience. Managed m-Commerce, Data Analytics, Push Marketing, Mobile Media, Mobile Transactions, Money Wallet or e-Wallet space and developed BSS integration – Huawei BCM /BPM processes modelling and modeled designed process in ARIS – MAI metric and benchmarking, pilot MAI metric to sites and produced training material.
    Bell Mobility, Ontario & Toronto, Canada:
    • Directed operations of Nokia Siemens Networks and Huawei infrastructure upgraded to 4G – LTE deployment, scalability network components and evolved-RAN rollout for increased efficiency, bandwidth and data rates. Managing successful programmes (MSP), transformed roadmap, deployed evolved High Speed Packet Access HSPA+ (Nokia Siemens Networks) and 3.9G / 4G LTE trials for services ranging from mobile broadband modem, mobile TV, Video Calling / Video on Demand via LTE Smart-phone and mobile Internet.
    • Delivered quality control in the deployment of LTE; ensured backward-compatibility of TeMiP, eTOM, ITIL processes, KPI and developed share dissemination strategies and a cost effective migration from UMTS (MSC, TSC, HLR, SGSN, GGSN) systems; security and business continuity management, O & M Management with enhanced multicast services and e2e QoS.
    • Developed and led processes, integrated communications strategy, directed ownership for developing strategy and effectively deployed “horizontal” communication tools, e-Marketing (web, social media, etc.), process excellence (Development, deployment and audited processes for efficiency and consistency across “horizontal” activities (strategy, forecasting, approvals, translations, etc.) inclusive. The HSPA+ download speeds of up to 21 Mbit/s, with typical speeds ranging between 3½ and 8 Mbit/s while the dual-channel network, download speeds of up to 42 Mbit/s but typical speeds of 7 to 14 Mbit/s; while LTE 4G – typical speeds range from 12 Mbit/s to 25 Mbit/s.
    Orange group, Orange Cellular UK, Bristol:
    • Coordinated change transformation and managed bid management of GPRS/SMS/VAS, start-up RFP supplier / vendor selection, evaluated commercial, operations, revenue assurance, risks, architecture, tariffs, branding and SLA’s (service credits). Contract negotiations with suppliers, project value £5Million and saved over £750,000 from initial bid, delivered weekly status reports and executive summaries to stakeholders/sponsors; delivered strategic business, operational, regulatory and tactical initiatives, introduced deliverable improved measures, controlled new business cases development and benefits realization with the executive team.
    • Directed roadmaps for outsourced GPRS Bearer enhancement, RF optimization and deployment of RNC, RF, 2G / SWAP and Node ‘Bs’ (BTS/Base-band), RAN for LTE, UTRAN and E-UTRAN, the eNodeB (eNB), system integration (SI) plans and operations, resolved risks, fulfilment, transformation management of UTRAN and E-UTRAN of different types of supported services and products, including web browsing, video streaming, VoIP – m-Commerce / wireless broadband, online gaming, real time video, push-to-talk and push-to-view enhancement projects. Improved deployment processes and scalable networks upgrades to 4G, Element Management Systems (EMS)-Network Management Systems (NMS), OMC, O & M and NOC Supports / Maintenance, maximized productivity and continuously investigated.
    HSBC, Bank of America & China, JB Morgan, Banco Santander Hispano, AIG and Abbey National Banks:-
    • Directed technical assets infrastructure deployment, large implementation and complex technical transition projects and dealt with clients at board level and resolved senior client level commercial disputes. Tied contractual, ad-hoc solutions to critical client issues, developed and managed Client Engagement Model. Directed technical assets deployment, large implementation and complex technical transition projects and dealt with clients at board level and resolved senior client level commercial disputes. Tied contractual, ad-hoc solutions to critical client issues, developed and managed Client Engagement Model.
    • Managed and developed an integrated To-Be solution including optimization in KPI / Org / Process / IT tools, OPEX, MiFID, SOX, CAPEX and implementation roadmap; ITIL, eTOM TL9000, BS7799, ISO 27001, Basel II and Business Continuity Management framework structure tailored and suit each bank. Developed BI Compliance and BI System Consolidation, portfolio modelling, KPI, gained processes improvements for SCOR Supply Chain Process Optimization and Re-engineering / OJEU. Administered PMO functions, managed the day to day running of the program activities and program management office functions such as IRM compliance (Information Risk Management), PDF compliance (Project Delivery Framework), PRT compliance (Project Reporting Tool [Database]) and Budget 2012 / 2013 management; reported to Program Director PCD IT Security. Set-up SharePoint (attained Audit compliance), used PDF (project Documentation Framework), organised and managed global team meeting, global Project team meeting, actions log monitoring, tracked escalation, monitored escalation processes and maintained Program plan.
    • Directed Lifecycle and Documentation – Maintained and enhanced project lifecycle, standard project document templates and related procedures. Flexibility – Capable of optimal flexibility within varied life-cycle; aligned the IT lifecycle and tailored individual projects. Management Information (MI) – Managed and produced regular consolidated programme management information (MI) for Head of Change / COO, tracked progresses, risks, issues, escalations, costs, dependencies and benefits. Controlled, produced and oversights of projects portfolio in-relation to updates for various governance committees and updated meetings. With eyes for details, tracked costs and benefits, jointly worked with the Finance business partner for cost / benefits management control and deployed reporting frameworks. Change control – Reviewed all existing change related policies/procedures and enhanced, deployed through effective communications and update records / monitored impacts.
    • In view of high performance environment and driven by a culture demanding innovation and higher standards, culture of collaboration and innovation inspired innovation, creativity and improved results. Coordinated Document Storage – Reviewed current approach for documentation, document storage and named conventions and enhanced through use of latest available tools. Project Governance of business change and management information (MI) – Reviewed all project related MI, standardised and enhanced when required. Training – Managed all new project related resources, quantified needs, briefed and gave access for standard documents and guidance notes on arrival. Virtual Team – Controlled functional activities for bank central “PSO” team. Built on virtual team conception, optimized the economy of scale and supported all projects portfolio. Managed change readiness, supported change management delivery, worked closely with the change manager and attained five workstream of change were embedded within the overall project lifecycle.
    • Enhanced and tailored existing project lifecycle and related documentation, initiated evolution and on-going production of regular consolidated management information (MI) programme for the Head of Change / COO, tracked progress, risks, issues, escalations, costs, dependencies and benefits to mention few. Influenced cross-functional teams in used of change control policies and procedures to be followed and tracked regularly. Managed functional project support officers, distant / virtual global team, shared best practice, and improved a virtual team culture. Reviewed and enhanced programme / project governance and document storage. Coached, motivate and delivered guidance / training material, enhanced the central model, leveraged businesses and facilitated increased opportunity for central oversight. Supported change management delivery, careful coordinated resource demand / requirement planning, aligned resources, automated, qualitatively analysed with the use of appropriate technology.
    • Controlled operations of overall consulting business, diffusing dissatisfaction, moving locus of power, informing, persuading and development of new practice areas. Took total ownership, drove higher delivered revenue and engagement margin for markets within nominated accounts, developed revenue generation partnerships in parallel markets and exceed annual business plan targets. Controlled and delivery of an annual IT development plan in conjunction with the executive team. Worked closely with clients’ businesses and technology teams, set direction, vision, prioritized strategic objectives; delivered frontline to backend IT infrastructure deployment, services and end users supports programs for strategic operations, regulatory and tactical initiatives.
    • Capitalized on economies of scale in vendor negotiations, saving £2M+ per annum, cost forecast for varied projects, project lifecycle, delivered cost-to-completion models and qualitatively analyzed project projection and quantified every stage of program. Monitored assigned budgets (expenses, time, costs etc.), P & L of £134.1M, ROI, NPV and with no project hiding costs. Dealt with a high level of change and ambiguity, projects and outsourcing deals, managed multi-sites teams, aligned staffs with project, assured the overall direction and integrity of projects, monitored projects spend against business cases and reports to the board.
    • Managed supervision of (directly and virtual) teams that include, program, project and operations managers and supervisors; Hire, developed, and lead multiple project teams consisting of 50-60 personnel, coached and mentored Mid-and Senior- line managers, Program Managers and other subordinates, established programme plans, set goals, evaluated performances of each program and marketing team and adjusted metrics where needed. Developed, created and promoted guiding principles and best practices, led clients’ processes and delivered technical solutions for functional needs, influenced clients for validation of technologies and business requirements, costs and risks determination, attained effective clients’ relationship management and technical delivery of programs. Guided teams, dealt effectively with change barriers and constraints throughout varied projects and program. Motivated and focused the Consultancy teams, delivered higher standards of services and fit-for-purpose, employed best practices of both contract and business laws and compliance. Dealt effectively with change barriers and constraints throughout varied projects and programs, employed best practices of both contract and business laws and compliance across functional multi-disciplined.
    • Managed CAPEX, demands forecasting and management, added stakeholder value, through the cash-flow created by the investment; identified and evaluated submission of timetables and related materials preparation adhered to review of submitted cases, particular around finances (in collaboration with Finance division) and resource requirements with adequate analysis from resource owners. Administered meetings actions and communicated meetings results; worked with the Finance department, helped administered monthly governance processes covering – provided guidance regarding the preparation of business cases and funding extensions for submission to executive management. Forester quality work with business managers and appropriate IT staff (Business Analysts, Architects, Technical leads, etc.) on preparation and review of business cases when and where required. Delivered and maintained accurate financial forecasts for overall project portfolio through on-going review and discussions with the project and programme managers.
    • Directed and delivered “Service Centre strategy” not as a category of applications or technologies / tools but that which supported business enables. Managed multiple stakeholders with vastly differing priorities and resolved senior client level commercial disputes, monitored services profitability and promoted services and delivered P-CMM – People Capability Maturity Model. Managed suppliers’ regular review, audit and benchmarking, administered complex contracts, procurement solutions, achieved maximized efficiency, SOX and COBIT compliance, tracked progresses, evaluated suppliers responses, controlled, profit and minimum cost. Managed third party suppliers at financial level on progresses against plans and negotiated acceptance criteria, controlled projects expenditures, estimations / forecast, multiple projects concurrently, Operational Level Agreement (OLA), Service Level Agreement (SLA), Service Quality Management (SQM) and tracked project progresses.

    January 2008 to August 2009 Global Wi-Fi/Wi-Max – SAB Holdings in USA, Europe & Middle East
    Director EMEA, Wi-Fi – Wi-Max Reporting into the Chairman of the SAB Group – Sheik Salah

    SAB (Communications & Platforms) Holdings is a well-established and highly reputed business group with diverse interests, and with operations spread around the globe. The group has built a solid corporate structure which serves as the platform for the creation, development, and fruitful realisation of value-based propositions. Also formed important partnerships with international organisations, brands, and business concepts in IT, media and retail – all of which are leaders in their respective categories

    • Directed the global Wi-Fi – Wi-Max systems deployment, IT /IS dependencies, Wi-Fi – Common applications for Wi-Fi include Internet and VoIP phone access, gaming and network connectivity based on the IEEE 802.11 standards and Worldwide Interoperability for Microwave Access (Wi-Max), Fixed Wi-Max systems built based on the IEEE 802.16– 2004 and Mobile WiMax systems built based on the IEEE 802.16e-2004 as the air interface technology. Directed all phases of complex programs within specific products portfolio, planned, organized and implemented functional programs; drove successful execution of varied complex programs, led regional programme management teams, identified cross-program risks, reviewed and recommended on portfolio of direction. Defined and supported the development of Wi-Fi and Wi-Max wide program delivery management practices, and enforced governance standards, processes and metrics.
    • Controlled projects portfolio and programs definitions, quality controls, quality management, tracked and concisely communicates and efficiently established transparency with consistency and effectively. Directed global WiFi – WiMax systems deployment quality control and management, TL9000, ISO 20000 and ITIL compliance, step-change improvements, KPI processes enhancement, WiFi Pilot business model, CAPEX and OPEX, improved performance, reduced complexity of global co-operation of many divisions; implemented ISO 9001, TeMiP, BS7799 and ISO17799 compliances, NGOSS frameworks – Telecom Application Map (TAM), Shared Information/Data (SID) model, business and change process enhanced Telecom Operators Map (eTOM) end to end business process and mapping, PLM Operations and Quality of Service (QoS) Enterprise.
    • Directed global hardware equipment logistics, Supply Chain and Warehouse Systems Management (SCM & WSM) and parts supply chain management (SCM), equipment procurement strategies, e-procurement and commerce cost-to-completion models, logistic, Request to Pay (R2P) Target Operating Models, delivery to various sites and third party suppliers. Managed ARIBAs systems integration, linked to ERP tools infrastructure projects risks logs, change controls, strategic e-procurement, e-supply, Vendor Management System (VMS), document standards, strong leadership and portfolio of projects. Audited all major subcontracts, major purchase orders and set-up.
    • Controlled and maintained strong employee candidate pipeline, coordinated safe, sound and timely underwriting practices and overall leadership of commercial standards; maintained frequent interaction with centers of influence, diverse industry segments, community leaders, regulators, and senior business contacts. Directed marketplace activities, carried out all legal and governmental regulations, as well as internal policies and procedures. Continually monitored practices of competitors, competition and reported findings to board when appropriate. Used collected critical information and assessed clients’ demand, assisted line-of-business for clients and reached consensus on planned transition priorities and helped organizations focused their responses to those areas of greatest clients concern.
    • Directed effective negotiation, resolved difficult customer situations and issues amicably while maintained internal policies and guidelines; established and maintained a pool of qualified sub-contractors, maximized sub-contractor resources availability at all times and met, built and planned objectives, sub-contractor scope/cost issues, change control processes and implemented effective operating budgets for all assigned team with qualified vendors. Regularly assessed program financial profit and loss data for each assigned program and monitored non-recurring cost expenditures for Business units (BU), aligned resources, budgets and spending plans; managed budget changes, monitored actual expenditures and estimated financials at program completion.
    • Chair negotiations with regional sub-contractors, Indian system integrators, Internet Service Providers (ISP) and civil sub-contractors. Delivered new sets of Wi-Fi and Wi-Max products that challenged Ethernet’s superiority for high-bandwidth applications and Open Source Software (OSS) solutions, controlled COTS reviews; fit for purpose, COTS and offshore vendors/suppliers and delivered plans, roadmap and process development. Delivered framework agreements with in-and-off-shore software suppliers, system integrators, equipment suppliers and resource agencies; application and web-based development methodology and delivered working software as the principal of progress.
    • Directed global program via regional team leaders, developed overall program and attained good client relationship as client Director. Managed people (global team of over 142), business units (BU), technical (developer, designers field Engineers) group and vendors, key performance indicators (KPI), multiple-projects, managed contractual agreements and strategic e-procurement, Quality Service (service strategy), document standards and exercised strong leadership. Defined metrics, monitored portfolio of projects, services profitability, proposed ways for improved performance, reduced complexity of co-operation of too many divisions, services providers contracts and reporting service levels and costs; met and exceeded all clients requirements, scope, quality, costs and business benefits. Successful delivered the SAB Group vision – deployment and supports of public Wi-Fi and Wi-Max operations and hotspots across MENA (Middle East North America) and in other geographies both in a direct business model, and via franchisees that are owners of “high footfall” locations.

    November 2005 – November 2007 Cellcom, Israel
    Operations & Services Programme Consultant

    Cellcom is a wireless phone company that upholds hometown values and a commitment to customer service. Helping people stay connected all across the globe right from their very backyards. Provided approximately 3.259 million subscribers with a range of value added services based on Cellcom Israel’s technologically advanced infrastructure and operates an HSPA 3.5 Generation network enabling advanced high speed broadband multimedia services, in addition to GSM/GPRS/EDGE and TDMA networks.

    • Responsible for commercial and business case due diligence, modelled, encouraged innovation, stimulated the creation of new ideas/directions, business intelligence (BI), Business Support Systems (BSS), programme governance, 3G and 3.5G system solutions, SWAP and transmission – RAN rollout, rationalized and streamline operations and facilitated efficient end-to-end control of critical business processes. Synthesized overall programme strategy, analysed wide variety of solutions, selected most relevant tools / techniques, specifically met client requirements such as business cases, pricing with complex financial analysis, and interpreted and reported on outputs. Setup engagement objectives and scope, developed work-plans for components of engagements, decentralised symbolic power and actions and workstream / workflow management.
    • Directed critical large scale telecoms initiatives, marketing solutions and various technical, Data and Contact Centre architectural solutions, application development and deployment, core networks and system integration (SI) roadmaps, scope, engagement and workflow, risk and issue log; tracked program progresses, budgets – materials, overheads, Earn Value analysis, pro-active variance reports and drove program costs down. Directed and delivered programs continuous improvement of complex and strategic divisional goals, achieved measurable results and reported against financial and non-financial performance metrics within assigned area and structured business change, attained incident and recovery plan processes development, management and improved business continuity strategies. Managed relationships with cross-functional groups, built and maintained team and key stakeholder relationships, implemented clear paths for change, motivated team heads and staff reactions/response options.
    • Controlled development and delivered new products and services in the 3G-UMTS which were not feasible in their 2.5G-GPRS networks. Service delivered requirement for services identified, products and services development, VAS, SMSC and messaging (SMS and MMS) portals; analyzed competitors’ products and services development strategy and marketing development activities; supported multi-regional and national accounts, sales and marketing implementations. Developed the Marketing Communications and Commercial Services strategy and annual plan of actions; delivered right marketing vehicles and mixed, reached various segments of diagnostics communities and obtained desired outcomes and increased customer demand. Developed the right mix of outsourcing and in-house resources for maximize growth, profitability, and service levels. Monitoring and keeping up to date with the dynamic set of tools and technologies that are available today and developing plans to utilize those where appropriate to drive efficiencies in connecting with customers. Developed a multi-year staffing and resource plans, built and managed marketing communications and commercial services team for key performance metrics, achieved all functions and marketing / sales programs on time and on budget.
    • Directed 2.5G and 3G –WCDMA / UMTS capacity planning, scalable upgrades, planned commissioning of all Nokia and Ericsson core GPRS (Circuit and Packet Switching core networks (CS & PS)) and UMTS infrastructure deployment, transition processes for all IP-based networks infrastructure upgrades and 3.5G core networks design, systems integration (SI), implementation, rollout, commissioned, operation and maintenance, to standard and within budgets. Controlled deployment of 2.5G, 2.75G – Edge GPRS, 3G-UMTS, Media Gateway, products, services and solutions; services provisioned and quality management; integrated SMSC, SLR, MSC, TSC, HLR, SGSN, GGSN and soft-switches interfaces, Element Management Systems (EMS)-Network Management Systems (NMS), OMC, O & M and NOC Supports / Maintenance Management, BSC/BTS, UTRAN quality assurance and GPRS Quality of Service (QoS); and 3.5G – HSDPA, 3.75G HSPA scalable upgrades to standard and LTE (4G) first global trial in partnership with four vendors. Proactively resolved incidents and issues escalated and threatened issues, delivered viable business continuity processes (BCP) and maintained transparent enhanced communications.
    • Directed outsourced off-shore application development, Project Management frameworks for off-shore engineering Nebraska and Tara groups, delivered in-shore (in-house developers), near-shore (Nebraska group) and off-shore (Tara group) application review for strategic objectives and core networks applications. Upgraded Amdocs billing systems, managed intranet and Extranet enhancement, IP networks (IPVPN) infrastructure built and IP Multimedia subsystem (IMS), soft-switch operations and coordinated Web technologies and browser-based systems, VoD and User Acceptance Tests for web-based applications. Implemented NGOSS frameworks, business strategic plans, change process Enhanced Telecom Operators Map (eTOM) mapping, ensured functional processes fit with the overall framework. Collaborated with practice leaders, brought the most skilled technical resources to accounts during the WCDMA integration and transition management. Delivered carrier-grade-of-service, new balanced integrated OSS solutions, made OSS players bending over backwards to accommodate company’s needs, GSM/3G communications concepts.
    • Managed quality control, established and managed ITIL processes to deliver business requirements, development of the Business transformation, demands, resources histogram views, resources dashboard, improved quality and efficiency of IT service delivery. Provided KPIs for technical activities, assessed old processes and enhanced new processes linked to Managed Service Operations and Maintenance (O & M), NMS, NOC and Test-bed process of continuous improvement and optimization. Implemented ISO 9001, BS7799, TL9000, ISO 20000, ISO17799, ISO 27001, CMMi and ITIL compliances, NGOSS frameworks – Telecom Application Map (TAM), eTOM, SID, TAM, TNA, TeMiP and Shared Information/Data (SID) model, business strategic planning, change process Enhanced Telecom Operators Map (eTOM) mapping, ensured functional processes fit with the overall framework, CMS and documentation. Delivered Management Information (MI), Content management systems (CMS) and production of content.
    • Delivered quality management and established Onsite- Offshore delivery model, S-ITEA and IMAC processes, end-to-end Agile unified process and mapping. Developed KPI for improved processes, BI metrics for Mobile Service end-to-end automated fulfillment, processes and inventory consolidation, Infrastructure lifecycle management (Network planning / rollout and capacity management), QA and QoS. Implemented Six Sigma, LEAN process and NGOSS frameworks, business strategic change process Enhanced Telecom Operators Map (eTOM) mapping and functional processes that fitted overall framework. Delivered business process improvement and operational performance consultancy using Lean / Six Sigma, agreed and maintained appropriate Service Level Management structure, included SLA, OLA and SQM structures
    • Cutting operating costs by 27%; achieved significant savings by renegotiating vendor contracts such as off-shore application development and wireless access network rollout, SWAP, CRM and 3G services and WCDMA core network infrastructure deployment and old telecoms equipment exchange contracts. Delivered carrier-grade-of-service, new balanced integrated OSS solutions and made OSS players bending over backwards to accommodate organization’s needs. Administered Head of PMO activities, functions and deployment strategies, managed multiple technology projects in parallel, captured intellectual property for both the customer and internal development programs with technical performance, and negotiated handover processes.
    • Saved over $29M through negotiations and competitive biddings, overhead costs, reschedules, products and services packaging/provisioning and operational costs. Challenged project financial estimates, projects benefits and project teams on performance whilst delivering continuous improvement; controlled P & L of $725M (H/W, S/W inclusive), project lifecycle, ROI, NPV, CAPEX and OPEX tracking business, SOX and COBIT compliance, Earned Value analysis with monthly reports, managed projects cost model and monitored products and services development profitability and documentation. Took Total Cost of Ownership (TCO), established metric, services development measurement and project appraisals; audited and improved speed of project delivery, met increasing demands of their customers with clear strategy and implementation plans; coordinated ITIL compliances, audit obligations and work-stream improvement.
    • Managed cross-departmental team and delivered and provided oversight and leadership to teams of Operations Managers, Programme Managers, Project Managers, Service Delivery Managers, Business Analysts, Head of PMO, PMO Analyst, Transition & Business Change Managers, QA Managers, Networks & IT Engineers, Senior Developers and Testers. Mentored program and project managers, portfolio manager and other project staff; influenced project leaders for continuous career enhancement and assisted them with implementation of project management processes and for improvement / changes. Managed project staff results through coaching, counselling, and disciplining employees; planned, monitored, and appraised job results.
    • Directed Product Information Management (PIM), reviewed competitors’ products and services, regional and global market trend; time-to-market products and services provisioning into the marketplace, activation and provisioning, transfer knowledge, business intelligence (BI) and with communication capabilities to stakeholders. Service delivered various products and services- SMS, MMS, VAS – video screening, video calling and gaming, product quality and Quality of Service (QoS), developed strategic plans for emerging technology (evolved High Speed Packet Access (HSPA+) and LTE – over IP-based evolved NodeBs (LTE base stations), IP channel, SGW, MME, PDN GW, etc.) and products development and tracked sequences. Improved services provisioning, incident management, disaster recovery plans and business continuity management, dealt with the implications of regulatory change, and enforced VV&T for compliance and Quality Assurances.
    • As Client Director, managed relationship marketing in making the clients (subscribers) to become advocates via customer supports, services development and feedback, monitored products and services profitability and used key marketing data programme solutions, improved performance, analyzed data and drew valid conclusions. Managed and resolved complaints and ethical behavior in performance of marketing functions and responsibilities, such as compliance with all applicable laws and regulations. Managed customer expectations and maintained constant contact with the business subscribers at several levels, solicited feedbacks, resolved issues, and ultimately achieved customer satisfaction through proactive communications; served as the primary clients / customer point of interface within market area, acted as a subject matter expert on all facets of telecoms services and development processes.
    • Controlled 7 Line Managers, 11 Works Package Managers, 2 BAs, 4 Programme Coordinators, and 18 Field Staffs (Service Delivery, Work Package Managers, 4 Developers, 6 Tester and Engineers) teams on performance and managed stakeholders. Managed stakeholder, attained vendors’ inputs and measured strategic performance, reviewed mistakes, identified cause and created conditions that enabled teams to perform at its best. Improved products and services deliveries; agreed and maintained appropriate Service Level Management structure, included Service Level Agreement (SLA), Operational Level Agreement (OLA) and Service Quality Management (SQM) structures, and Third Party Supplier/Contract Management relationships.

    April 2002 – October 2005 Viatel Business Communications UK Ltd, Egham, London and Europe
    Senior Delivery Programme Manager – Capital Projects and Pan European Operations

    Viatel Business Communications Services helped various companies of all sizes across Europe to support range of managed services that match different requirements, reliability, security, scalability and the ease with which new access technologies can be added; fulfils business customers’ objectives, to reduce costs, increase profits and serve their customers better.

    • Directed and delivered outsourced programs, governance, change readiness, incremental and major changes, addressed major strategic business transformation, challenges and set directions. Coordinated change programs and aggregate projects planning, scope, deliverables (cost, time, resources, technical know-how, etc.), change control process, compliance, project handover and acceptance sign-off. Maintained project management best practice, e-2-e project life cycles and resourced effectively, influenced and managed board approval processes, QA, projects audit and investigation. Directed programs roadmap, controls, business readiness, project lifecycle, schedule catalogues in agreement with both internal and external customers and adherent to strict standards and compliances integration and operation plans. Analyzed, reviewed and recommended merger and acquisitions (M&As), divestitures, corporate restructurings, capital structure optimization, risk management and other corporate finance issues in Telecom, Financial, Media & Technology sectors in emerging market; assessed strategic merits of transactions and risks for equity and financial institution (FI) transactions and enhanced business generation. Managed commercial due diligence and Governance Interoperability Framework (GIF); Service-Orientated Architecture (SOA) and Higher Performance Governance Framework (HPGF) processes for management solution.
    • Developed plans (ranging from 6 months to 5-years projections), advocated and “selling” strategy, identified and analyzed customer needs, delivered business readiness, collaboratively developed transformed services, business change solutions and strategies in line with clients’ expectations, exceeded business operating model economics of the joint venture and measured on benefit realization, time and budget. Directed roadmap, controls, governance, business readiness, project lifecycle, schedule catalogues in agreement with both internal and external customers and adherent to strict standards and compliances integration and operation plans. Facilities-engagement, resolved risks and Issues, workflow structure, motivated team heads and staff reactions / response options and man-management of over 264 staff with 11 direct reports. Built and maintained team and key stakeholder relationships, implemented and clear paths for change at all stages throughout the programme, suppliers’ management and supports for delivery of services and products to maximum ROI.
    • Directed technology overall programme plans, cost, end-to-end system infrastructure architecture design, integration, deployment, operations, maintenance and supports within budget, on time and to standard, enforced quality control and management. Studied client’s IT strategic vision and represented those back to firm for a driven solutions sets, represented the global view of the customers, partners with Head of Account for quick smooth and cemented deals and improved services relationship with customers for growth. Built and developed client relationships with Telecom Media & Technologies companies; evaluated macroeconomics data and industry trends in Telecom, Financial, Media & Technologies sectors within pan European region; utilized corporate accounting, financial modelling and valuation methods, assessed risks of emerging markets and capital markets (equity & FI) transactions; analyzed securities regulations, corporate governance and shareholders rights to structure these capital markets transactions and merger and acquisitions (M&As).
    • Controlled various pipelines, met business plans, identified and reviewed business drivers for targeted accounts and delivered accurate predictable sales forecasts. Interfaced with an array of cross functional representatives, drove and enhanced technology strategies, and evaluated innovation opportunities, market assessment and emerging technology. Estimated costs, timescales and resource requirements for successful completion of each program to agreed TOR; managed various pan European Accounts, met and exceed clients’ expectations and attained their satisfaction for improved and continued revenue generation. Coordinated inputs to commercial offers, requests for further information and other commercial documents; interfaced with Group Legal, Tax, Risk Management, Engineering, Treasury, Divisional Finance and other functions for preparation of internally compliant offers.
    • Delivered Business support Systems (BSS) and OSS business and technical processes through OGC gateway reviews, enhanced TeMiP, ISO 9001, Six Sigma and ITIL processes for quality assurance. Business analysis, operations improvement, influenced and managed board approval processes and customer experience; Delivered program dashboard and drill-down, benefit realisation graph and numerous status reports. Carried out other duties outside Managed Service Operations and Maintenance (O & M) standard remits, reviewed business drivers, carrier-grade-of-service for pan European telecoms fixed and wireless networks. Implemented NGOSS – TAM, eTOM Process framework -Service Fulfillment & Service Assurance, SID, TeMiP and ITIL compliance.
    • Directed large dimension pan European telecoms fixed and wireless networks, SWAP projects and carrier-grade-of-service, products and services profitability deployment and supports, implemented NGOSS and ITIL compliance. Implemented telephony Circuit and Packet Switching (CS & PS Core) switches, delivered telephony networks capacity plans and pan European Narrowband and Broadband, PBX, NGN, IPVPN, MSAN, MPLS, switches (PDH & SDH), and (Ericsson – MD 110 and NGS, AXE 10, Alcatel, Siemens and Fugitsu Soft-switches, Nortel DMS, Nokia DX 200 & 300, System X, and AS 400 systems. Commissioned Nodes and Super-Nodes, WAN, video conferencing, heterogeneous networking, IP-based switches and digital systems, integrated and delivered applications, managed services and decommissioned old legacy Voice infrastructure.
    • Directed £459.1M MSAN, in-sourced soft-switch, MPLS, ATM / IP, DSLAM, IPTV and local loop unbundling (LLU) developments at Germany, France and Norway. Service delivered VoIP converge solutions, Broadband, IPTV, VoIP, VoD and integration of LAN, WAN technologies, such as Ethernet switches and routers (Cisco); set-up system integration (SI), transformation and change processes beyond business as usual (BAU). Controlled client’s solutions IP-based networks, fast Ethernet, applications delivery, IPVPN, Voice over multi-service platform, access, datacoms and transmission, terminal and service platform delivery. Drafted and directly negotiated complex licensing and services and operational levels agreements with strategic vendors and partners. Delivered business continuity management that entails DRP, BCP, Incident and Crisis management, risk assessment, business continuity strategy (business continuity plans, exercising and testing), management review, internal audit and implemented a new workflow processes, attained BCM fulfilment, a flawless launch, increased front office and significant back office efficiencies.
    • Qualitatively quantified each client’s programme, saved millions of dollars on operational and program delivery costs and delivered status reports. Delivered monthly, quarterly and annual forecasts, overall costs (primarily headcount), managed pan European capital projects budget of P & L $879.6M contracted services and identified sales opportunities arising from serviced delivered. Produced qualitative monthly financial / progress reports, presentation, proactively managed project lifecycle and mitigated programs risks. Delivered programs activities resources across engineering and software teams and met customer deliverables.
    • Controlled complete services relationship, maintained a growth revenue and profit for assigned accounts, developed strong relationship with client executives and up to C-suite level, took total ownership of entire Client relationship including remote and distributed applications for clients organization. Developed plans and strategies, anticipates client’s evolving business requirements, enabled quick responses and supports for clients’ evolving environment, managed generation of services revenue and sales, client relationships and facilitated escalations with knowledgeable of applications solutions. Supported clients’ organization’s leadership and brought executive alignment to significant issues with their respective customers; managed acquisition, constructions and various clients’ objectives, commercial assessments of opportunities, qualification processes, delivered commercial management of new bids, from qualification through to contract and bids for major change requests, influenced, effect developments and qualification of sales opportunities / bids.
    • Directed outsourced clients facing pan European capital projects and attained clients satisfaction for the following:-
    Lucent Technologies at Swindon, Berkshire
    • Directed scope, plans, cost, schedules, deliverable, change controls, in-shore and off-shore application development and delivered RNC business architecture project – With Open Source Software (OSS) solutions, COTS applications and Agile software development methodology, controlled design, development and deployed Radio Network Controller (RNC) as a product.
    • Managed and delivered RNC as a product, developed processes for in-shore and off-shore application development, Onsite- Offshore delivery model, Agile / Scrum Master, ITIL, ISO 9001, BS7799, TL9000, ISO 20000 and ISO17799 compliances; pre- and post- sales supports and facilitated system integration Test (SIT) teams in the E-2-E overall test plans.
    E-Plus at Frankfurt, Germany
    • Managed matrix and multiple projects, planned 2G (GSM) transition to 3G (UMTS), WCDMA / UMTS designs – OSS, system integration (SI) of Nokia GPRS and UMTS (SGSN, RNC, BTS/BSS, MSC, HLR and TSC), GPRS maintenance/faulting on Motorola, Siemens Radio Commander and O&M. Delivered SWAP rollout projects, performance monitoring and 3G core networks design, integration, rollout and operations – SGSN, GGSN and application integration. Directed Ericsson GPRS and 3G Interfaces, all IP switches architecture design, deployment, operations and supports, IP Data network, Symbian OS, regional supports, IP-based services across converged; fault investigation and correction on SGSN, GGSN, and RNC interface BTS/BSS implementation program, technical reports on Core networks QoS and performance.
    • Managed quality control and delivered eTOM Process framework – Service Fulfillment & Service Assurance, CAPEX and OPEX tracking business process, SOX and COBIT compliance and operations; created a single view of customers, (Convergy and Singl.eView billing systems), (Singl.eview) operations, CDR data re-costing and delivered split billing processes. Deployed O & M processes improvement, compliances (ISO 9001, TeMiP, BS7799, TL9000, ISO 20000, ISO17799 and ITIL) and Balanced Score Card based performance.
    • Directed Short Message Service Centre (SMSC) design, signalling, deployment and operations, IN, AIN, SIP, Secure Remote Access (SRA), the extended roll of products – (MMS) Multimedia Messaging services, m-commerce voice mail, unified messaging and services, video calling, connectivity of Short and Multimedia Messaging (SMS & MMS) to mention few. Controlled an offload mechanism for high traffic volumes directed to applications (e.g. voting traffic), through integration into the messaging environment, including billing (Convergys and Singl.eView billing systems) and stati

  2. NEERAJ SAXENA says:

    I had launched YU (Essar Telecom Kenya )network of kenya as CTO of YU ,based at Nairobi .I had Launched Kismu ,Nakuru ,Mumbasa ,Meru etc and fully aware of Kenya .

    I am having total experience of 19 years in Telecom and this is my 20th year running .
    As CTO I am experienced in GSM operator s Network 2G/4G KPI management ,Rollout for green field launch ,Operations,CAPEX &OPEX budgetting and its control ,Planning to get best results in the all areas required for network as CTO …
    I am highly intrested in the published oppourtunity of Head Network Quality and contracts.Pls revert me so that i could share my CV . Thanks

    Neeraj Saxena ..
    Email :

  3. Dear Sirs,

    I am responding to the ad you have published on LinkedIn. I have analyzed the information and I am interested in the opportunity. This is a very attractive and challenging position well in line with my experience and background, having worked over 20 years in a leading mobile operator like Vodafone, as well as on international assignments. Presently due to the economic crisis in Portugal I am looking for an opportunity overseas (specifically in Africa) as I already have that previous experience and I liked a lot. I am ready and available to speak to you and explain better my profile and motivation.

    References can be provided upon request.

    Best Regards,
    Armando Silva
    Mobile: +351 917 220 115
    Skype: armandofsilva3

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