Yasser I. G. Sukkar

CAREER PATH STORIES

Regional Information Technology Institute (RITI)

May1992 till April1995Title: Technical officer and support engineer

Was◦ Established with no who’s who◦ No dedicated infrastructure◦ Outsourced for other’s training◦ Public events handling◦ Limited organization◦ Shared resources◦ No technical support for other OU’s

Became◦ Who’s-who built, filled & tracked◦ Increased customer base◦ RITI activities awareness increased◦ Fully equipped laps and infrastructure◦ Adopting others and self training◦ Initiating First distance learning systems◦ Perform resource & material rescue solely in

several event◦ Global technical support for many OU’s in RITI,

RITSEC & IDSC

Microsoft EgyptMay1995 till December1996

Title: ECU “Enterprise consultant unit”

Microsoft Was◦ Being under initiation and legalization◦ 6 staff members + 6 interims ◦ Depending on Reps

Microsoft Became◦ Support in closing major deals.◦ Participate in Microsoft Middle-east act◦ Third certified MCSE in Middle-east◦ First certified MS-Networking essentials◦ Documented for 2 winning stories (replacing

Microsoft back-end SNA) with Mainframe terminal services)

◦ Installing 2nd major MS-Exchange server

American Chamber of Commerce (Egypt)Jan1996 till June1997

Title: MIS Manager

AmCham Was◦ Acquisition platform for AMCHAM, IT ◦ Limited technical support office◦ No Web-Security◦ No Financial transactions enabled◦ Manually fed Databases◦ Non-layered infrastructure / Networks

AmCham Became◦ High performance platform established◦ Internal and external support provisioned◦ Matchmaking & web interfaces designed◦ Event related electronic announcements◦ Enabled Web security and signatures◦ Enabled Web with financial transactions◦ Databases are fully interfaced and automated◦ Networks & infrastructure redesigned and

layered.

Deminex (Before RWE)June1997 till December1999

Title: IT General Manager

Deminex Cairo offices Was◦ Legacy (Vax) platform◦ GroupWise mail system◦ Very old LAN / WAN infrastructure◦ Poor tie lines ( 64 KB) over X25◦ Initial process of RWE Acquisition◦ No standards sets◦ Old Voice systems (Meridian mail)◦ Poor end users’ service provisioning thus

personalized◦ IT limitations for business strategies and

expansions

Deminex Offices Became◦ Successful and smooth Migration to MS-DC◦ Legacy system total shutdown◦ Smooth migration to MS-Exchange 5.5◦ LAN innovation to UTP CAT 6 / better switches◦ Upgrading WAN to Frame-relay / Orange Hub◦ Upgrading / speeding round trips for traffic (100 MS)◦ Securing lines between sites (Cairo / GMBH)◦ Initiating the (German Oil and Gas) Brand for acquisition◦ Setting mutual standards for global objects sets with head

offices◦ Integrating Voice systems (Meridian mail with Alcatel systems

GMBH)◦ Initiating New Building setup, coo working with

electromechanical acts◦ Finalizing central DC, and licenses contracts for clients and

applications◦ Global participating in Year 2000 shifting plan successfully

(GEOGE) RWE Dea , EgyptJan, 2000 till October, 2010

Title: Head of IT integration and strategic planning

GEOGE Was◦ Not an active member in IT DSS in Main offices◦ Domestically running its projects and IT standards◦ No linkage with main office global agreements◦ Running its local services processes successfully◦ Initiating documentation for all its standards◦ Initial phase of transfer to RWE Dea, Egypt instead◦ Running temporary standards, yet not globalized◦ Only one building with very advanced

infrastructure◦ Only one data center with simple layout and low

security

GEOGE Became RWE Dea, Egypt◦ Initiating the first Global IT manager semi-annual meeting in GMBH◦ Exchange and coordinate IT experiences (Cairo / Germany)◦ Integrated project along the whole RWE Branches◦ Considering Cairo standards as more expressing sets◦ IT Centralization for all IT management systems among sites◦ Unified standards deployment for all IT layers and procedures◦ GEOGE, became RWE Dea Egypt Branches officially◦ Merging and unifying all IT contracts along the whole sites◦ Participating in infrastructure, fields plans, drilling activities, contracts,

and supply chain projects along all sites◦ Yasser I. G. Sukkar became Head of IT sector in Egypt ◦ Yasser I. G. Sukkar elected, participated in the focus leadership

program with remarkable announcement and success rates◦ Initiating projects for saving man-day time at a specific operational

layer successfully, and globally deployed.◦ Linking more 4 buildings to the main building including infrastructure

(power / data / voice)◦ Finalizing full security, access, inventory using RFID applications◦ Finalizing the second online / mirror data center with full

documentation and infrastructure mapping and life tests.

National Bank of Egypt (NBE)Nov. 2010 till Present time

Title: Director, Shared services technology group (SSTG)

NBE Was◦ SSTG activities was newly established◦ NBE was at transition of IT organization◦ No fixed scopes, no fixed procedures & processes◦ Many functional conflict of interests◦ Yasser I. G. Sukkar received an aggressive plan for

renovating IT environment◦ Some dead projects for long years blocking

innovation activities◦ Cross cultural conflicts was on the ground◦ Huge legacies and as-is operations for last many

years◦ Issues with staff skills and knowledge inventory◦ Many Silos in operations layers.◦ No written procedures for each operation pillar◦ No fixed compliance or valid reports to rely on.

SSTG Became◦ Better matured after re-organization and segregation of authorities◦ Link functions and creating full procedures documents for each pillar

of IT operations◦ Re-building knowledge at the service desk activities◦ Initiating knowledge transfer sessions for all staff in IT◦ Rebuilding the mission and vision of IT services at the top

management level◦ Increase the communication amongst pillars and enforce openness◦ Handling one of the biggest dead projects in NBE till its officially

closed and delivered after 13 years of malfunction @ 0 cost◦ Splitting the huge org-chart and map it to the actual operations◦ Handling the pillar of sstg Job description and review individual scope◦ Set KPI’s and measurement for performance, and rewarding

methodology to comply with IT business nature◦ Build a link between pure business directions and IT practices.◦ Link IT activities with other compliances and non-IT functioning OU’s◦ Initiating the concept of IT Decision support systems◦ Formulating the project of ITSM / IT-DSS in NBE and owned the

project planning and maturity roadmap.

National Bank of Egypt (NBE)Nov. 2010 till Present time (Continued)

Title: Director, Shared services technology group (SSTG) Initiating ITSM Pillar as an independent OU

◦ Proposed and gain acceptance for building the ITSM organization chart within NBE OU’s

◦ Initiating and successfully delivering the enterprise log collection system in NBE IT environment as a core foundation for user’s / system activities

◦ Generate Straight Through processed reports and near real time monitoring instead of 24 yours after fact reporting

◦ Recharged the teams and initiate motivation plans to increase their skill sets on both technical and soft skills aspects

◦ Deploy all self based obtained soft and technical skills to share knowledge and vision with other coworkers and pears to increase the buy-in for the renewed approaches

◦ Encourage coworkers to provide more efforts and worked on increasing their awareness via initiating group meeting and presentation and brain storming sessions

◦ Participate in Graduate School of Banking technology program in Wisconsin / Madison

◦ Coordinate and shorten the ITSM – IT/DSS project initiation time line by > 70% by optimizing the project workforce and framework.

End of Story & Start of new story