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Operations and business manager

Cairo, Cairo Governorate, Egypt
December 27, 2017

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******** Halliburton, Egypt, Saudi and Oman

**** – 2017 Product Service Line [PSL] Management Roles:

**** – 2010 Personnel Performance & Development and SQ Coordinator.

**** – 2013 Business Segment Operations in Egypt.

2014 – 2016 Business Segment Operations in Saudi.

2017 Business Segment Operations in Oman.

2005 – 2008 Technical Professional & Sales Roles:

2005 – 2008 Senior Technical Professional

1991 – 2005 Service Roles to Service Leader Frac/Acid


2016 Business Leadership Development II (Texas A&M Mays School)

2013 MBA; American University in Cairo

1990 B.Sc. Mechanical Engineering; Benha University


Fluent in spoken and written Arabic and English


1991 – 2017 Halliburton, Egypt, Saudi and Oman

One of the world's largest providers of products and services to the energy industry, with nearly 60,000 employees in c80 countries; Roles from service to sales to country management in multiple countries within MENA region.

2011 – 2017 Business Segment Operationa Manager, Halliburton

Lead the country business and operations management team, developed and implemented strategies to meet company goals and objectives. Accountable for financial performance of the Production Enhancement PSL including market planning and opportunity assessment, customer relations and sales development, and product service line profitability. Foster operations management, resouces allocation and optimization, inventory management, 3rd party suppliers, contracts and tenders, personnel development. Managed large team of 150+ people including development and succession planning, SQ, training and HSE performance. Responsible for country/area bids/contracts. Reported to Country PSL Manager. Moved to Saudi to help reshape the PSL to meet massive expansion to enable HAL to strengthen marketshare. Then moved to Oman to build the PSL after winning frac contract with PDO.

Drove an increase in revenue of 15% during this period, with a corresponding increase in profitability of 10%. Reduced both Service Quality Non-Productive Time and Cost of Poor Quality by 15%

Increased revenue and profitability in two ways:

By upselling; introduced new technologies which increased the PSL profitability by 20%

optimised costs in down turn; cut the costs by 50% by adapting resources to more accurately match the current business requirement

Turned around the mescellanous pumping major loss in 2014 to deliver a positive and sustainable profit margin by 2015; increased revenuesub-PSL in Saudi by 100% with acceptable profit margins of 15%.

2008 – 2010 Performance Development Coordinator, Halliburton

Assess service delivery requirements and coordinate equipment, materials, and personnel utilization. Supervise day-to-day activities of individuals performing well site service work.Coordinate the engagement and use of third party services and.

Utilizes technical and/or operational expertise to provide service delivery solutions for customers. Communicate job specific details and information to appropriate service delivery and support staff and to solve conflicts and irregularities.

Negotiate vendor’s contracts from technical and commercial aspects.Review vendor’s invoices and give approval.

Optimize logistics utilization for all equipment and trucking.Follow up on inventory for chemicals, spare parts and monitor W/H activity.Follow up with maintenance dept. on equipment status and maintenance costs. Technical Support of Production Enhancement Product Service Line (PSL) including reservoir analysis, Petrophysical interpretation and well testing for low and high permeability fracturing and sand control operations. Enable service excellence and customer satisfaction by providing training and guidance to individuals engaged in well site service work. Review performance data to identify trends and opportunities for performance improvement. Promote the use of the Halliburton Management System (HMS). Promotes and encourages safety and service quality. Monitor on-site field performance assessments (End of Job Customer Survey (EJCS)/ Key Performance Indicator review). Champion the implementation of new technology within Product Service Line (PSL). Assist employees with Human Resource Development and Human Resources issues.

Trains, mentors, and assesses competencies of employees engaged in well site service work. Coordinates and assists with the Correction, Prevention, and Improvement (CPI) process for PSL. Investigate and performs follow-up activities on unplanned events and/or jobs, investigate accidents, injuries and near-miss within assigned PSL. Coordinates the hiring process for assigned PSL; in concert with Human Resources.

2005 – 2008 Technical Professional & Sales roles:

From service leader and serivce coordinator, then to performance development and service coordinator to engineering technical and sales, promoted to senior and lead engineer within two years.

Responsible for developing relationships, with a comprehensive understanding of assigned customers’ economic drivers, operational and technology requirements. Tasked with maximising revenue and profitability, positioning and leveraging technologies and solutions within customer organisation. Active Halliburton representative for Customer Service Quality reviews. Applied corporate strategic planning methodologies; conducted, analysed and created action plans. Lead responsibility for job execution and overall performance. Supervised and provided Hydraulic Fracture, Stimulation, Conformance and Coiled Tubing job design, well support, and post job analysis to customers. Developed relationships with technical customers, managing the customer interface at the well site and providing technical support on location as required. Led the PSL technical and business development team. Responsible for tendering/proposal process as well as for invoicing. An active member of the business development Team; reported to PSL Country Operations Manager, leading an Engineering and Business Development team of four with ten supervisors also matrix-reporting in, managing 15 different Accounts.

Between 2009 and 2010, increased Prod Enhan revenue by 25+%.

For the first time in this PSL in Egypt, established and trained Technical and Business Development Team, which built an increased focus on Technical Sales, which in turn led to a 50% increase in revenue for PSL

Achieved three Value-Added Performance corporate awards during 2010/2011.

1991 – 2005 Service Roles:

Promoted from initial entry role as Operator Assistant to Service Operator, to Service Supervisor,vice (the highest fieldoperations level in the PSL). Responsible for hands on delivery of projects as well as nurturing excellent customer relations. Ensured compliance with HSE standards and drove quality improvement. Operated serveral services within the PSL such as, gravel back, Cementing, Nitorgen, Ctu, acid, PPS and finally fracture.


A highly experienced business and operations Manager with 25 years’ experience in the Oil & Gas Industry gained with the world’s leading oil exploration technology supplier, mainly in services downstream and upstream applications. Strong business skills with a track record of increasing market share and profitability; has successfully overseen the execution and planning of projects which exceeded expected deliverables within their budgets, delivering healthy returns on investment. Has turned around departments, moving them from loss to profitability. Committed to delivery of high levels of service quality/safety. Proven to be effective in business development; builds and nurtures strong ongoing business relationships. Comprehensive insight into the Egyptian market, as well as within MENA region and other countries.


Front Line Leaders development

Cash Value Added (CVA) and Net Operating Value Add (NOVA)

Articulus Workshop - corporate storytelling


Depth and breadth of experience in the industry, with a sound technical knowledge base; a quick learner, who is good at trouble shooting and thrives on challenges and opportunities

A straightforward, knowledgeable and collaborative approach; an independent manager who is good at getting things done efficiently. A logical, pragmatic view towards tasks and life in general; decisive and determined to complete things that he starts.

Committed to business deliverables, with measurable actions in place, and tangible results. Goal-oriented; expects competency and efficiency from others, with proven skills in creating and training motivated teams

Experienced at relationship building with good people skills. Builds and leverages relationships to get the work done

Excellent communication skills, both speaking and writing. Has written and delivered four technical papers for SPE (Society of Petroleum Engineers) at global conferences, with different customers.

Participated in writing a book chapter “Designing Supply chain in Emerging Economies; Lessons from four continents” with Dr. Ali Awni department head at AUC School of business.

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