Three decades of building the systems behind national carriers.

ChallengeOne of the region’s largest operators had no dedicated technology-strategy capability — direction was set ad hoc, project by project.

ApproachI built stc’s first-ever technology strategy department from the ground up using a Build-Operate-Transfer model, and established the organisation’s first “living”, continuously-updated strategy process.

ImpactA standing strategy function and an always-current strategy, transferred to the business to run itself.

ChallengeEnterprise architecture lacked a business-architecture foundation to connect strategy with delivery.

ApproachI set up the first-ever business-architecture-based methodology within enterprise architecture, and built the practice and department from scratch.

ImpactA new business-architecture discipline embedded in the enterprise, linking business intent to technical execution.

ChallengeSales and service were slow and fragmented across retail channels, with costly middleman tiers inflating the supply chain.

ApproachAs visionary and sponsor, I created a one-window retail strategy — integrated tools, information and the authority to complete sales and serve customers across every channel.

ImpactSales time fell from ~15 minutes to 5–7; roughly 5% of revenue was recovered through voucher management; and middleman channels and supply-chain tiers were eliminated.

ChallengeMigrate the entire billing and online-charging platform from one vendor to another — hardware, applications, subscribers, business logic, reports and interfaces — with no disruption to live service.

ApproachI led the complex, convergent billing-and-charging migration end to end: hardware migration, application porting, subscriber migration and business-logic changes.

ImpactDelivered on time with no downtime or service degradation, and introduced convergent billing and charging.

ChallengeThe carrier’s IT architecture limited stability and slowed every new-service launch.

ApproachAs architecture visionary and IT sponsor, I re-founded the IT architecture on service-oriented (SOA) principles.

ImpactA markedly more stable, robust and scalable infrastructure — and new services shipped many times faster.

ChallengeThe business had no single, trusted view of its customers or of the cost structure of its hardware supply chain.

ApproachI implemented the BI and analytics platform to create a 360° customer view and a single version of the truth.

ImpactOne trusted source of customer and cost insight across the company.

ChallengeNo enterprise data foundation existed to support analytics at scale.

ApproachAs procurement lead and founding head of the BI unit, I delivered a Teradata enterprise data warehouse.

ImpactThe largest and most successful data warehouse in Pakistan at the time — and a brand-new business-intelligence function.

ChallengeA vast national franchise network needed point-of-sale capability and support.

ApproachI led the nationwide IT rollout of the point-of-sale system to franchises, with post-rollout warranty support.

ImpactPoint-of-sale deployed across more than 5,500 franchises nationwide.