Monami Tech Dubai, Chief Information officer, Aug 2017 ~ Present

Monami Tech Monami Tech is an innovate Fintech organization specializing in providing digital banking services and credit decision solutions to Financial Institutions.

• My role with Monami Tech is to develop the technology organization, design and develop products and support the sales and delivery teams
• A technology centre was set-up in Bengaluru, India as a subsidiary. Recruited a team of developers, infrastructure team and a testing orgainsation
• Developed several mobile and web based applications for instant digital lending and decision systems for consumers and corporates. The solutions incorporate contemporary technologies such as face recognition, OCR, etc.

CoreTransform Middle East and Africa, Managing Partner, Jan 2017 ~ Jul 2017

COREtransform is a technology consulting, design and architecture firm based in Germany with offices in Berlin, Zurich, London and Dubai.

• I was instrumental in setting up the operations in the Dubai International Financial Centre (DIFC) for the MEA region. This included the company formation, legal and registration activities.
• During my tenure with COREtransform, I worked on several projects in Europe to help financial institutions build digital solutions.

Network International, Chief Information Officer, Feb 2011 ~ Dec 2016

Responsible for Information Technology including the subsidiaries reporting to the CEO. Key focus is to re-engineer technology and strategy, align for organic and in-organic growth of the organization as well as build a strong and sustainable model. Network International is in a rapid expansion mode moving into new products and geographies in emerging markets. Key focus markets are Africa, Middle east and the Indian sub-continent.

• As the organization is heavily dependent on technology, one of my key roles is to assist in pre-sales.
  
• well as drive strong client relationships and engagements along with the Sales and Product teams. This involves developing products using technology as well as translating client needs into technology solutions.
• Network international had a mandate from new shareholders to grow the business 20% year-on-year hence my role was directly related to the development of the bottom line. As a part of this role, I led a team to build a technology company in India to develop and implement solutions.
• I managed the technology due-diligence for several acquisitions during this period.
• Researched new technologies and implemented best options for company priorities and cost-effectiveness.
• Collaborated with clients from concept through final delivery of product or service.
• Ensured technology systems and procedures met overall company priorities.

Noor Bank, Dubai, Head of Banking Technology, Mar 2008 ~ Jan 2011

Noor bank commenced operations in January 2008 with the vision to be the leading Islamic Bank in the world. First few months at Noor was spent on rapid corrections and enhancements to ensure that the systems implemented were ready for the business growth. IT Organization was re-organized to align with business goals. Current focus is on automation across the organization and enhancing the bottom line.

• Designed, developed and tested embedded software applications for use within the organisation.
• Developed RFPs, managed selection and procurement of complex technology solutions
• Re-organization of Technology department
• Streamlining the Banking technology systems
• IT Budget and work plans
• Define processes and Service Management

Emirates NBD (Former National Bank of Dubai), Head of Projects and Development, Oct 2001 ~ Feb 2008

My key role during initial period was to re-organize the applications team and implement efficient processes as well as develop strong alignment with business units.NBD has undertaken a strategic directive to increase market share and build a service delivery structure focussed on business needs.
In 2008, NBD made a strategic decision to enhance the investments in to all areas of banking. This directive involved enhancing the role of technology in the complete process of service management and delivery which resulted in streamlining, replacing and enhancing IT solutions.

My key activities during the tenure were;

• Re-organization of Technology department.
• Implementation of ITIL standards across the department.
• Involved in implementing Industry standard Project Management methodology (PRINCE2) and IT Service Management methodology, ITIL and certification of the department to ISO 9001 and ISO 27001 standards.
• Implementation of common services and integration layer.
• Replacement of all core systems (Treasury, Private Banking, Risk Management, ATM Switch, Card systems, etc.).
• Application Landscaping for the merger with Emirates Bank International NBD is the oldest local bank in the U.A.E.
• Replacement of key systems to ensure delivery of business goals was the main focus during the subsequent years.
• Responsible for Project & Program Management, Production Support, Application Development, Integration and Testing of Information Systems consisting of over 60 staff members.

Standard Chartered Bank ME and SA, Regional Head of Information Systems M.East and SA, Aug 2000 ~ Oct 2001

This was my second stint with Standard Chartered Bank was hired after the acquisition of the Grindlays bank.

Key achievements:.

• Technology integration of Grindlays bank which was acquired by Standard Chartered.
• The project involved integration and centralization of IT systems relating to 11 countries in Middle East and South Asia.
• Development of a new Core Banking system using a team of 70 developers based in Chennai, India. This system was later implemented within the Middle East and South Asia region as well as Africa
• IT Budget and work plans for the region.
• Managed the IT unit in the due diligence study for acquiring a major bank in Egypt Middle East and South Asia region consists of 11 countries.
• Job responsibilities include Information System Development, maintenance and product support for the region.
• Managed three development centres based in Dubai, Chennai (Southern India) and Sri Lanka, covering IS Strategy, planning, and budgeting.
• As a result of a re-organisation of the global technology organization, made responsible for the Business Technology relationships within the bank Integration of Grindlays bank involved streamlining of the IT Organization, systems and infrastructure.
• The end result was to achieve all 11 countries technology centralized into Dubai.

ABN Amro Bank Central Eastern Europe ME and Africa, Vice President IT Services and Operations CEMA, Jan 1999 ~ Aug 2000

ABN Amro was aggressively expanding the business during this time. Actively participated in strategic directions for Data Warehousing, E-commerce, Operational Efficiency drives, set-up/start-up of branches in new countries, IT re-orgainsation and restructure of large countries, etc.
The Regional Information Management department defines the IT Strategy for the region, co-ordinates projects and provides consultancy services to the bank’s branches.
Direct responsibilities include Software Development, End User Systems implementation and support (AS/400 and LAN), Regional Processing Centre, Resource planning, IT Strategy development, IT Communication and Infra-structure support etc.

With the merger of Central Eastern Europe and the Middle East & Africa regions, my responsibilities expanded to include IT services and operations for the new region.

Key achievements:

• Integration of the new countries into the region.
• Implementation of start-up branch in Egypt.
• Due diligence study and implementation of a Securities organization in Egypt
• IT Budgets and work plans for the region
• Streamlining IT Organization for the region
• Implementation of the IT Strategy
• Managed development and implementation of several strategic and tactical solutions such as Treasury Front and Back Office system, Guarantee Management system
• Treasury front and back office system

ABN Amro Bank Middle East and Africa, Assistant Vice President - Projects, Jan 1997 ~ Dec 1998

Once the Regional processing centre was stabilized, I moved on to handle several large projects for the region.

Key achievements:.
Represented the region in the Global Technology Strategy project for ABN AMRO. Representatives from five regions worked together to define a strategy to ensure alignment of Business needs with IT deliverables in line with technology trends.

• The regional project to upgrade the core banking system was under way during this time. I was responsible for the completion of this program.
• Managed the transition to Euro for the region.
• Managed the Y2K program for the region.
• Managed the Global Connectivity project to integrate all countries into one network.
• SWIFT Alliance installation in the Region s Migration to Windows NT in the Region Once the Regional processing centre was stabilized, I moved on to handle several large projects for the region.

ABN Amro Bank Middle East and Africa, Regional Processing Centre Manager, Aug 1996 ~ Jan 1997

Main objective of my assignment was to implement and develop a processing centre for the Middle East and Africa region which was set-up in mid 1996. The deliverables included centralization of processing, re-design of the IT organization and budgetary control for the centre.

Key achievements.

• Implemented the Regional processing centre for Middle East and Page 5 of 7 Africa Region.
• Implemented service management for the region.
• Main objective of my assignment was to implement and develop a processing centre for the Middle East and Africa region which was set-up in mid 1996.
• The deliverables included centralization of processing, re- design of the IT organization and budgetary control for the centre.

Standard Chartered Bank Southern Gulf, IT Services Manager Southern Gulf, Jan 1994 ~ Jul 1996

A centralization project to hub all technology and business back-office functions was completed in 1995. My role was to project manage the technology transition and set-up service management culture within the organization. This involved development of service level agreements, monitoring and related processes.

Key achievements.

• Implement Service management for UAE, Oman, Qatar and Bahrain branches.
• Deliverables included centralization of applications, infrastructure and service management into the regional hub based in Dubai.
• Represented IT in the Re-engineering project across the region with Lobue consultants.
• Implemented Credit Card services for the region.
• Project Managed SCB's participation in the National ATM switch in U.A.E.
• Project Managed SCB's participation in the National ATM switch in Bahrain.
• IT Planning and budgeting for all countries in the region.
• A centralization project to hub all technology and business back-office functions was completed in 1995.
• My role was to project manage the technology transition and set-up service management culture within the organization.
• This involved development of service level agreements, monitoring and related processes.

Standard Chartered Bank Oman, Information Systems Manager, Jan 1990 ~ Dec 1993

Standard Chartered were operating on NCR 299 accounting machines up to 1989. Key objectives of my assignment were to automated all banking functions, set-up a support organization as well as implement service management processes within the organization.
Moved to the Regional Office based in Dubai after these activities were completed.

Key achievements:.

• Automation of all branches.
• Set-up infrastructure.
• Set-up Technology organization.
• Automation of key business functions.
• Implemented several enhancements to core banking system
• Implemented unused functionality in existing systems across the bank
• Delivered Standard Chartered participation in the first National ATM Switch in Oman Standard Chartered were operating on NCR 299 accounting machines up to 1989.

Jebel Ali Port Authority Dubai, Operations Supervisor, Jan 1983 ~ Aug 1990

Jebel Ali port is the largest man made port in the world and offers complete facilities of a modern port.
The Jebel Ali Freezone is also a part of the organisation.

• Management of Operations using 2 NCR 9300 Mini computers, one NCR Tower Unix based Minicomputer including a large number of PC's spread across the port.
• Migration from NCR 9300 to AT&T Unix.
• Developed several applications including logistics, Human Resource, Accounting, etc.
• as an Analyst Programmer.