Profile

Regional Program Management Office Director with 20 years of Program and General Management experience on different programs with different scopes, sizes, people, customers and cultures where I gained the ability to:

Lead professionally large programs from any industry

Be business focused and results oriented

Set up priorities, anticipate action plans and manage crisis

Lead multi-cultural teams to success and overcome internal & external challenges effectively

Lead large complex programs through their E2E lifecycle

Lead multiple simultaneous programs in a matrix organizational structure.

Manage multi-communication channels with different internal stakeholders and external ones covering customers, vendors and subcontractors

Train and mentor onsite and offsite team members to enrich their experience and develop their career in the organization

Scope and Responsibilities

Develop the yearly sales plan for the region I lead in accordance to the order intake plan

Review the yearly margin plan with finance organization based on the approved sales plan

Develop the head count and staffing plan for the region to fulfill the business planned objectives

Lead the successful achievement of the region financial and operational KPI’s

Continuously improve the working model to maximize the business results

Lead the central office of the region accountable to: implement the corporate governance process, meet the business financial objectives and set up improvement plans through quarterly reviews, introduce and implement different business & people management tools across the region and manage the work force evolution across the region

Build and lead an E2E program organization of project management, contract management, financial management, technical and implementation management

Define and manage program execution strategy up to the closure phase

Define and manage program metrics, tactical contingency plans and priorities

Lead program reviews with the program steering Committee.

Define internal and external reporting strategy and manage it.

Define resources forecast requirement plans. Ensure that allocated resources are compliant with program execution and optimize staff utilization

People development

Define with the commercial team the customer relationship management strategy

Prime customer interface up to Executive Level

Accountable for the Profit & Loss Statement and implementing margin improvement strategy.

Define and secure cash flow and Operating Working Capital improvement action plan.

Anticipate risk and evaluate related financial and customer satisfaction impacts

Set up corrective action plan and manage risks mitigation

Actively contribute to promote the company business development strategy and trigger new business opportunities

Improve and suggest new Quality guidelines

EducationB.Sc. in Communication Engineering, Alexandria University June 1994

Mohamed Shafik, PMP Cell Phone: +20 100 17 411 79 +20 102 171 6882

Email: mohamed.shafik@alcatel-lucent.commo13om@yahoo.com

Working Experience Alcatel-Lucent October 2013– Present

Program Management Office Leader for Middle East, Turkey & Africa (META) region

ALU Wireless Business Line – Regional Business Center EMEA

130 ME sales achieved in 2014 with 27% SVM

196ME sales plan for 2015 with 27% SVM

96 head count of different profiles managing programs across 26 countries

Introducing operational KPI’s to improve the projects management efficiency

Alcatel-Lucent April 2013– February 2014

Special Projects leader for ALU KSA delivery unit | Saudi Arabia (Overlapping with PMO position till handover end of February 2014)

Saudi Electrical National Grid Company account (SEC) / Market penetration for ALU Optics technology – 1st phase 10ME

Lead the planning phase of the project to secure the start up with a clear baseline and risk management plan in place

Develop a strong ALU/SEC relation to maintain and increase the market share won with in phase 1

Work with commercial leadership to plan and implement the strategy of business growth with SEC in transport and IP technologies

Alcatel-Lucent July 2010 – March 2013

General Program Manager of Saudi Telecom Company account (STC) | Saudi Arabia

Wireline/Optics/Wireless/Application/Managed Services program of 77+ ME / year

Over achieved the sales target of 2010 by 10%; generating 77 Million euro which represents also a YoY growth of 10%

Improved customer intimacy; this resulted in reducing the penalty risks from 10% to 5%

Enhancing and improving STC account to have well defined and controlled financial KPI’s and structured risk management

Designed and implemented a re-org to transform the team operation from being task oriented to be project focused which improved the ownership and results achievement with less human resources creating a more homogenous team

Created a structured technical organization comprised of technology focused TPMs with a rigorous technical and project management development plan which enhanced the effectiveness of delivering the customer’s technical requirements

Leading a competence development of the local team to promote the concept of being global company with a local touch

Lead successfully the LTE pilot project with STC which resulted in the first breakthrough of ALU into the wireless business with STC for a 2G/3G/LTE/MPR project with a total budget of 78 ME including the swap of 600+ Huawei and NSN 3G and 2G network

Alcatel-Lucent January 2009 – March 2010

Project Sponsorship Leader | Customer Care & PMO Middle East & Africa

Formulation and org design of the Middle East Project Management Support team

Leading and coaching the team to serve Vodafone Qatar cost management, Mobily KSA and Etisalat Egypt contract management and STC KSA planning and reporting management.

Created a structured and rigorous development plan and OJT for the team and have coached them through their assignments to become Project & Program Managers

Alcatel-Lucent June 2007 – January 2009

General Program Manager of Etisalat account | Egypt

FOBB program of 19 ME

Developed a structured risk analysis that initiated a vigorous negotiation with the customer and internal stakeholders that led to the elimination of the delay penalty risk which formed 25% of the contract value. This had a direct positive impact on the project initial P&L

Laying the foundation of the project operations in terms of HR planning, procurement planning, supplier/sub contractor selection

and the project quality management system

Building the project organization by proper selection and acquisition of talented resources that were well recognized by ALU management and joined effectively new roles within ALU Customer Service Delivery organization

Ericsson August 2006 – June 2007

Senior Project Manager Etisalat | Egypt

Charging control program of 50 MUSD

Lead the settlement of the contractual scope of work ambiguities with different stakeholders and develop a concrete structured Project Management Plan

Create an optimized, competent organization that led to an ahead of schedule program completion avoiding any potential penalties

Develop a strong, well defined risk management plan that mitigated all kind of risks and enabled an on time commercial launch with a stable system and a satisfied customer

Alcatel June 2004 – August 2006

General Program Manager of MTN account | Sudan

2G/3G green field network with 50 ME on 2 phases

Successful 2G/2.5G/3G green field network start up in 7 months with Alcatel being sole supplier

Achieved business objectives of 30 M Euros of the first phase revenues on time avoiding all penalty risks

Developing an intimate strong relation with the customer that led to maintaining Alcatel position as sole supplier for the second phase of network extension with a total volume of 20 M Euros

Alcatel February 2001 – June 2004Project Manager | Mobile Communication Group – Africa, Middle-East & Indian sub-continent

Managing MobiNil (Egypt), Libertis (Congo Brazzaville), Djibouti Telecom (Djibouti) and Tunis Telecom (Tunis) wireless access projects achieving related business objectives

Locally managing the start up of Globacom mobile network in Nigeria as wireless access PM and achieving an official commercial launch of the network in 6 months under arduous security conditions

Focusing on key talented resources in Nigeria project leading to the development of a couple of strong TPM’s who also joined more senior positions in ALU later on as well as the development of one of the strongest ALU turnkey PM’s in the Middle East

Alexandria National Iron & Steel Company (ANSDK) August 1995 – February 2001 Project Coordinator | Technical Services Office – Construction Department

Coordination between ANSDK technical department and external suppliers & installation contractors for the implementation of the plants expansion projects

Realizing a couple of Iron Direct Reduction green field plants construction projects each of 150 MUSD

Languages

Arabic (native) English (fluent) French (fluent)

Professional Certifications and trainingsAlcatel-Lucent accredited General Project Manager, March 2013PMP certification, January 2008Strategic Project Case Studies Workshop, April 2008 Change Management: Adapting to Change, October 2008Financial Fundamentals: Introduction to Financial Statements, November 2008Leadership in High Performance Global Teams, March 2009DCP - Directing Customer Projects, June 2009