I help banks, insurers and government organizations in the GCC pass regulator-grade audits, achieve CMMI and ISO certifications, and turn governance into measurable performance — 16+ years, 15+ organizations certified, up to 85% reduction in audit non-conformities.
I design, implement, and audit the frameworks that keep enterprise technology compliant, mature, and measurably better — COBIT 2019, ITIL 4, CMMI v3.0 (Levels 3–5), ISO/IEC 20000, 27001, 22301, 9001, and ISO 31000. Over 16+ years across banking, insurance, government, and IT services in the UAE, KSA, and India, I have taken organizations from gap assessment to successful certification, closed central-bank audit observations within regulatory timelines, and built PMO and performance-management structures that C-suites actually use.
At one of the UAE's largest Islamic banks, I established the EPMO and led enterprise digital transformation — converting 300+ procedures to interactive BPMN 2.0 flows on iServer and closing UAE Central Bank (CBUAE) audit observations. Today, under TestCrew, I direct concurrent CMMI DEV Level 3 (a leading KSA insurer) and Level 4 (a KSA public-sector technology company) programs while leading business process re-engineering that has delivered c.30% productivity gains.
I am also among the few consultants in the region certified in both AI governance (AIGP — IAPP) and AI audit (AAIA — ISACA), positioned to govern enterprise GenAI adoption with delivery rigor and responsible-AI assurance.
Complete handholding: gap analysis, roadmap, process definition, training, internal assessments, and appraisal readiness. Formal Appraisal Team Member and FAR Team Member across three Level 5 multimodal appraisals — DEV, SVC, Security, Safety, Data, Virtual, People.
Governance operating models built from the ground up — committees, decision-rights and DoA matrices, escalation paths, policy lifecycles, and enforcement controls aligned to COBIT 2019, ITIL 4, and ISO/IEC 38500.
End-to-end delivery of ISO/IEC 20000-1 (ITSM), ISO 22301 (BCMS), ISO/IEC 27001 (ISMS), and ISO 9001 (QMS) — 15+ organizations certified, repeatedly with zero major non-conformities.
AI governance readiness evaluation, control structure design, and responsible GenAI adoption advisory — combining AIGP (IAPP) and AAIA (ISACA) credentials with hands-on delivery in regulated environments.
BPMN 2.0 process redesign on iServer and ARIS — eliminating non-value-adding work, embedding RACI and controls at every touchpoint, and standardizing SOPs. 80+ processes for a leading KSA insurer; 300+ digitized at a major UAE bank.
EPMO establishment covering strategy, governance gates, risk, compliance, and C-suite performance reporting — plus PMO maturity assessment and methodology enhancement for national transformation programs.
IT risk assessments, treatment planning, and risk registers aligned to ISO 31000 / 27005; audit programs and observation closure for SAMA, NCA ECC, DGA, CBUAE, CITC, and UAE IA regulatory frameworks.
Incident, Problem, Change, and Major Incident governance with CAB cadence; SLA/OLA frameworks, vendor scorecards, and continual service improvement on ServiceNow, ManageEngine, and JIRA.
QMS design, internal audit and CAPA programs, Lean Six Sigma DMAIC improvement, and KPI/statistical performance management — Black Belt-led, with Process Performance Baselines and Models using Minitab and SPSS.
Directing the CMMI DEV Level 3 certification program and enterprise business process re-engineering — 80+ end-to-end processes redesigned in BPMN 2.0 on iServer, aligned to SAMA, NCA, DGA, IA, CMMI, TMMI, ITIL, and four ISO standards.
Directing quantitative process management implementation — QPM and OPP practices, Process Performance Baselines and Models, and statistical process control — with internal readiness assessments ahead of formal appraisal.
Established EPMO and CMMI SVC 2.0 / COBIT governance across one of the UAE's largest Islamic banks. Led group-wide iServer deployment converting 300+ procedures to interactive BPMN 2.0 flows; Business Analyst for full Sharia Department automation; Configuration Manager with 100% version-control compliance.
Led two concurrent CMMI DEV Level 3 certification programs as Lead Consultant with full team leadership — gap assessment, process documentation, training, internal assessments, and appraisal handholding.
Designed and implemented complete ITSM and BCMS frameworks for two Saudi education & research organizations — ManageEngine deployment, full policy and SOP suites, BIA and BCP development, internal audits, and external certification management.
Decade-long ownership of high-maturity governance for a global IT services firm — Appraisal Team Member (2014) and FAR Team Member (2018, 2021) for CMMI DEV & SVC Level 5 multimodal appraisals; PPBs and PPMs using regression and Monte Carlo simulation; MS Dynamics 365 and Salesforce program governance; Six Sigma cost-optimization with measurable savings.
Formally published and approved at MD & COO level — Six Sigma DMAIC and CMMI Level 5 high-maturity methods, applied across a global IT services firm.
Cloud service line contributing 1.7–3.2% of total revenue — below industry benchmarks. Correlation analysis traced the gap to resource competency, not sales effort.
WMS/JDA service line over-dependent on senior consultants (4 of 7 external). No service catalogue or competency pathway. Resource utilisation certainty only 66%.
Statistically significant IDD deterioration confirmed by hypothesis testing. First-Time-Right objective at risk. Phase analysis of 879 defects traced 80% to Requirements Analysis.
Annual results revealed a 4-percentage-point Gross Profit gap — 61% actual vs 65% target. Senior management directive to close the gap quantitatively.
Unit Testing phase absorbed 32.48% of total SDLC rework effort — highest of all phases. ANOVA confirmed “Incorrect Logic” defects leaking from the Coding phase.
SVC teams over-utilised via VPN. Pareto: 45.4% of 918 incidents were network-related (417). PPM identified L2-Fix Effort as the most sensitive sub-process. RU certainty: 0.27%.
All six governed under CMMI Level 5 high maturity — QPPOs traceable to business objectives, PPM prediction at 85% certainty, CAR-driven root cause analysis, and hypothesis-tested deployment validation.
| Case Study | Problem | Framework | Key Outcome | Methods |
|---|---|---|---|---|
| 01 — Cloud Revenue | Revenue below industry benchmark | Six Sigma + CMMI OPM | 3.6% → 5.4% revenue | Correlation, Regression, PPM |
| 02 — WMS Revenue | Senior-resource dependency; 66% RU | Six Sigma + CMMI PPM | RU 66%→92% · 40hrs→16hrs | ANOVA, Regression, PPM |
| 03 — DEV Defect DD | IDD deterioration; FTR at risk | CMMI DEV Level 5 | 879 defects; RA source eliminated | Correlation, T-Test, ANOVA |
| 04 — SVC Cost | GP 61% vs 65% target | CMMI SVC Level 5 | PPM certainty 57%→97% | Pareto, Correlation, PPM, CAR |
| 05 — TFS / UT Defects | UT rework = 32.48% of SDLC | CMMI DEV L5 + Innovation | EDD −43.67% · +2.02% productivity | Pareto, ANOVA, PPM |
| 06 — Fortianalyzer RU | RU certainty 0.27%; 45% net incidents | CMMI SVC L5 + Innovation | RU certainty → 85.97% · 248 hrs/mo | Pareto, PPM, 1-Sample T-Test |
TQM · QMS · CMMI · Six Sigma — University of Lucknow, India · 2007–2009
University of Lucknow, India · 2003–2006
From gap assessment to certification. References and case studies available on request.