Strategic Advisor at Dessau Soprin Algerie
Montreal, Canada Area
- Current
-
- Strategic Advisor at Sonalgaz at Dessau
- Vice President at TATA communications
- Management at Groupe Conseil CMB
- Past
-
- Project Director at Bell canada
- Vice President at Wataniya Maldives
- Senior Manager at Wataniya Telecom Algérie Nedjma
- Senior Manager at Wataniya Algerie
- Director at Wataniya Telecom
- Director at Primax
- Project Director at CGI
- Project Director at Cognicase
- Project Director at NDEX SYSTEMS
- Director at Wisol
- CEO at GROUP CEGITYS INC
- Consultant at Hydro-Quebec
- Advisor at PRODUCTS OF ENERGY PRIMA
- Director at Bell Canada
- Education
-
- PMI Instuitute
- Université du Québec à Trois-Rivières
- UQTR
- Recommended
-
6 people have recommended Ali - Connections
-
500+
connections
- Industry
- Management Consulting
- Websites
Ali Khalifeh’s Summary
Executive manager with a good vision of business markets and their needs, as well as a proficiency in planning. Recognized for the ability to carry out projects within budgets and time constraints, as laid out by clients, and to easily identify future trends in evolving markets. Excellent leader, coach and decision maker, capable to apply practical experience to the business development and reorganization, as well as the launching of new companies. Excellent know-how and capacity required to develop and carry out a strategic plan. Proven expertise in the following sectors:
Started and managed a company specializing in Telecommunication, Information Technology and Management Processes.
Recruited local and foreign personnel to launch a new Cellular Telephone Company .
Planned and managed activities related to Human Resources (started up organization), Administration and Logistics. Result: operational effectiveness enhanced.
Managed major budgets (up to 100 M$) for local and international projects. Result: rationalizing strategic priorities in accordance with clients requirements and expectations.
Managed the integration and implementation of transition processes arising from an outsourcing acquisition project. Carried out preliminary studies, analysis and costs benefits. Planned and directed activities for the integration of resources and the implementation of target infrastructures.
Results: successful installation of technical and organisational processes, ensuring billing conformity and followed by the implementation of Service Agreement Level (SLA).
Managed the establishment and development of systems and applications linked to Information Technology (IT). Carried out the preliminary project studies and costs and benefit analysis. Controlled all project phases while respecting budget and time constraints. Result: fully satisfied customers.
Ali Khalifeh’s Specialties:
• Participated in the alliances, acquisitions, reorganizations and consolidations required by changing markets or corporative missions.
• Started a new company, managed the operations, supervised multidisciplinary teams of telecommunication, information technology, marketing and sales, and mentored client relationships.
• Achieved harmonious integration and optimization of human resources at various hierarchical levels and disciplines.
• Established effective practical programs and tools.
Ali Khalifeh’s Experience
-
Strategic Advisor at Sonalgaz
Dessau
(Privately Held; Civil Engineering industry)
July 2009 — Present (6 months)
-
Vice President
TATA communications
(Public Company; TCL; Telecommunications industry)
September 2007 — Present (2 years 4 months)
• Oversee all top-level activities associated with the development projects; • Work with various departments to develop appropriate budgets and validate and manage the overall program budget;
• Planning and scheduling the overall project, and own the overall cost control and cross-functional coordination and execution of the program; • Develop and manage a timetable of deliverables crucial to the success of the program; • Ensure consistency among departments in task estimation and resource utilization by using standard estimation techniques and tools; • Communicate program management status by preparing standard status reports, and by participating in program status update meetings with the senior VP; • Contribute to the continuous improvement of internal processes and procedures related to program and project management. -
Management
Groupe Conseil CMB
(Privately Held; Management Consulting industry)
January 1988 — Present (22 years )
Providing management expertise to clients across North America, Middle East, Asia & North Africa.
Strategic Consultant
Maturity evaluation
Organizational Project Management
Training needs evaluation
Training Plan and development of competences
Project-Program Rectification
Business Orientation
Impact study
Business Architecture
Organizational positioning of the management of program
Customers Relationship Management
Governance
Strategic Plan
Diagnostic of the performance
Partner Relationship Management
Business Plan and Strategy
Profitability Improvement and Performance Improvement
Strategic Measurements
Operational Measurements
Strategic Integration and due diligence
Market Study
Rectification
Benefit Management
Business Risk Management
Project Office Management PMO
Direction de projet
Définition et mise en place
Gestion et opération
Évaluation de la maturité
Mise en place et exploitation d’indicateurs de gestion et de tableaux de bord
Analyse et plan de gestion des risques
Gestion du portefeuille de projets
Formation
Coaching et support post implantation
Organisation et structuration des opérations -
Project Director
Bell canada
(Public Company; 10,001 or more employees; Telecommunications industry)
May 2005 — September 2007 (2 years 5 months)
As Project Director, my principal responsibilities consisted of:
• Define the delivery scope and impacts analyses in operational context;
• Analyze the problems and take necessary decisions and/or make recommendations
• Ensure quality of delivery and customer satisfaction;
• Manage the realization of the technological Audit and Due Diligence
• Control the implementation projects (reporting of project progress, identifying deviations and upcoming risks);
• Prepare the different agreements and objectives with sub-contractors and employees;
• Negotiate with all the suppliers;
• Responsible for negotiation with the equipment supplier subcontractor, and other suppliers;
• Manage and monitor procurement, logistics and subcontracting
• Manage communication plans
Environnemnt : Wireless Telecom infrastructure, Outsourcing of Telecommunication Network
Methodologie : PMI -
Vice President
Wataniya Maldives
(Privately Held; 201-500 employees; Telecommunications industry)
December 2004 — May 2005 (6 months)
As a first employee of Wataniya Maldives and as Vice-President of department HR, Operation & Logistics and HR Director, my principal objectives are: To manage the activities connected to the purchases and follow-up of the budgets and the activities of management of its sector with an aim ensure an optimal effectiveness and a uniformity of the administrative activities while reducing the costs.
-
Senior Manager
Wataniya Telecom Algérie Nedjma
(Privately Held; 1001-5000 employees; Telecommunications industry)
March 2004 — December 2004 (10 months)
As a Senior Manager of department purchasing & control, my principal objectives are: To manage the activities connected to the purchases and follow-up of the budgets and the activities of management of its sector with an aim ensure an optimal effectiveness and a uniformity of the administrative activities while reducing the costs.
-
Senior Manager
Wataniya Algerie
(Privately Held; 1001-5000 employees; Telecommunications industry)
March 2004 — December 2004 (10 months)
As a Senior Manager of department purchasing & control, my principal objectives are: To manage the activities connected to the purchases and follow-up of the budgets and the activities of management of its sector with an aim ensure an optimal effectiveness and a uniformity of the administrative activities while reducing the costs.
-
Director
Wataniya Telecom
(Public Company; Management Consulting industry)
2004 — 2004 (less than a year)
-
Director
Primax
(Public Company; 201-500 employees; Industrial Automation industry)
August 2003 — January 2004 (6 months)
AS a projects Director, my mandate is to carry out preliminary studies of projects and to carry out analyses cost/benefit. To define the mandates, stages, bill books and the requirements in the resources human, technical, financial and material. To plan, coordinate and control the phases of realisation of the projects and to ensure the respect of the bill books. Follow-up of the activities and to control the costs according to the drawn up budgets. .Establish and to maintain communications effective with the various speakers in the projects and to act by way of anybody resource near these speakers.
-
Project Director
CGI
(Public Company; 10,001 or more employees; Telecommunications industry)
June 2002 — June 2003 (1 year 1 month)
The mandate consisted to plan and ensures the realisation of all the activities necessary to insure the integration of the resources of CSB (Bell Sygma) into the teams of ITM, integration of the processes and remove the resources, establishment of the infrastructures necessary to the service delivery. The significant stages were the documentation of actual process, the documentation of the organisational situation targeted following the transition, the identification and the realisation of the activities necessary to attendee of the target situation and the elaboration of change management strategy for the customer. Moreover, we had to prepare and the realise the document "Model Support" and SLA agreement between ITM and CSB
-
Project Director
Cognicase
(Public Company; 1001-5000 employees; Telecommunications industry)
January 2002 — June 2002 (6 months)
AS a projects Director, my mandate is to carry out preliminary studies of projects and to carry out analyses cost/benefit. To define the mandates, the stages, the bill books and the requirements in resources human, technical financial and material. To plan, co-ordinate and control the phases of realisation of the projects and to ensure the respect of the bill books. Follow-up of the activities and to control the costs according to the drawn up budgets. .Establish and to maintain communications effective with the various speakers in the projects and to act by way of anybody resource near these speakers.
-
Project Director
NDEX SYSTEMS
(Privately Held; 501-1000 employees; Capital Markets industry)
August 2001 — December 2001 (5 months)
As a Manager, products development, I am responsible:
• Manage the development team (over 20 employees);
• Manage all the projects under development;
• The establishment of the priorities and ensure that all the resources follow the corporate priorities;
• The production of the projects (Ms Project) & regular advance status of the various projects;
• The work follows of the various actors and to validate their deliverable;
• The co-ordination of the various activities;
• Inform the direction of all the concerns and all the constraints which have an impact on the respect of the expires of the deliverables; -
Director
Wisol
(Privately Held; 201-500 employees; Internet industry)
January 2001 — July 2001 (7 months)
As Project Director I have to Plan, organise, manage, communicate, co-ordinate all aspects pertaining to the development of complex e-commerce solutions, technologies integration and derivative applications. Responsible for managing a development team, Do the liaison for clients developing web sites, and improves current systems and processes, implement methods to enhance productivity, profitability measures and the overall quality of projects and company profitability.
-
CEO
GROUP CEGITYS INC
(Privately Held; 51-200 employees; Telecommunications industry)
January 1993 — December 2000 (8 years )
(My own Consulting compagny)
1993 -2000
CEGITYS GROUP is a consulting services company who are specialised in management of the IT technology and the telecommunication field. CEGITYS mission is to provide to our partners and clients, the professionals services in information systems, telecommunication, administration, the expertise that them to be the leader in their industries.
As a CEO and head of company, my responsibilities consisted in running, planning the overall activities of the company and business development and also important project management, running data-processing projects, work out new strategies of sales, identify and set up approaches for new products, perform feasibility studies, work out business solutions allowing our customers to be leaders in their fields. -
Consultant
Hydro-Quebec
(Public Company; 10,001 or more employees; Information Technology and Services industry)
September 1991 — January 1993 (1 year 5 months)
My functions consisted in carrying out feasibility studies, proposing data-processing solutions and to advice on the choice of data-processing solutions. I also carried out programmes of activities, to start up systems and software and to assist users. I installed, accepted, exploited and supported systems and the equipment, to analyse and contribute to the development of standards, sector-based methods and directives, carrying out exclusive technical work and taking part in studies of standardisation was also part of my tasks. I carried out the quality control to ensure systems and the data integration. I managed the Novell network (250 users) and I acted as co-ordinator of computer security (Anti-virus).
-
Advisor
PRODUCTS OF ENERGY PRIMA
(Privately Held; 51-200 employees; Industrial Automation industry)
January 1990 — August 1991 (1 year 8 months)
My functions consisted in carrying out the studies necessary in order to acquire a data-processing network. I was responsible for the analysis and the installation of the system, design and the development of a data base management system for the company. This DBMS amongst other things included a system of inventory and invoicing. I also managed the local area network.
-
Director
Bell Canada
(Public Company; 10,001 or more employees; Telecommunications industry)
April 1989 — December 1990 (1 year 9 months)
My functions consisted in managing the projects of automation of the detailed specifications of engineering, to manage data-processing projects, to plan and organise projects, feasibility study, presenting projects to head management, co-ordinating data-processing and office automation aspect. Moreover I managed the in house communication network, I ensured support of the networks in place, I carried out the analysis of the automation projects and I ensured user training. In the same way I represented the division in the interdivisional committees, I was responsible for the in house data-processing group as well as the BANYAN network.
Ali Khalifeh’s Education
-
PMI Instuitute
Management January 2001 — February 2001
-
Université du Québec à Trois-Rivières
Bachelor Degrees , Computer Science , 1985 — 1988
-
UQTR
Certificate , Telecommunication , September 1984 — April 1985
Additional Information
Ali Khalifeh’s Websites:
Ali Khalifeh’s Interests:
organizational development, strategic planning, financial and management report,telecom project management, planning & cost control, operations management
Ali Khalifeh’s Groups:
Member of Project management Institut
-
Lebanese Executives -
Tata Communications Ltd -
Tata -
North Africa Com Telecoms Group -
Nedjma (Wataniya Telecom Algerie) -
ALGERIA UDEP - urban developpement & environnement protection -
Middle East and North Africa business opportunities
Ali Khalifeh’s Contact Settings
Interested In:
- career opportunities
- consulting offers
- new ventures
- job inquiries
- expertise requests
- business deals
- reference requests
- getting back in touch
