ABID BEN AHMADI
Senior Manager – Strategy & Excellence (PMO & Performance)
Profile summary
Strategy-to-execution leader in public-sector operations delivering PMO governance, KPI/OKR cadence, and benefits realization across multi-vendor environments. Quantified outcomes include AED 4M/year Opex savings, 90% fleet availability, AED 140M in tenders, and 99% vendor SLA adherence. MBA in Project Management; strong record in stage-gated procurement, SOP standardization, and performance reporting (Power BI, MS Project).
Career highlights
Opex Reduction via Redesign: Redesigned maintenance model and consolidated vendor scope to achieve AED 4M/year Opex reduction through KPI/SLA governance.
Sustained Fleet Availability: Sustained 90% fleet availability through preventive maintenance optimization, SOP standardization, and risk/RAID cadence.
Key skills
Professional experience
Mandate: Govern fleet and multi-vendor maintenance portfolio to deliver reliability, cost efficiency, and compliance. •Realized AED 4M/year Opex savings via insource/outsource rebalance, parts policy optimization, and renegotiated scopes. •Achieved 90% fleet availability with preventive maintenance redesign, RCA cadence, and SOP standardization across depots. •Managed AED 140M total tender value (300-bus supply; 177-bus international tender) with stage-gated reviews and lifecycle-cost criteria. •Drove 99% SLA adherence through monthly vendor performance dialogues, unified KPIs, and penalty-linked remediation. •Built PMO artifacts (RAID, stage-gate checklist, change control) and KPI packs (availability, TAT, cost-per-km); Power BI dashboards adopted by leadership. •Authored maintenance methodology & SOPs; enabled consistent audits and compliance across sites.
- Realized AED 4M/year Opex savings via insource/outsource rebalance, parts policy optimization, and renegotiated scopes.
- Achieved 90% fleet availability with preventive maintenance redesign, RCA cadence, and SOP standardization across depots.
- Managed AED 140M total tender value (300-bus supply; 177-bus international tender) with stage-gated reviews and lifecycle-cost criteria.
- Drove 99% SLA adherence through monthly vendor performance dialogues, unified KPIs, and penalty-linked remediation.
- Built PMO artifacts (RAID, stage-gate checklist, change control) and KPI packs (availability, TAT, cost-per-km); Power BI dashboards adopted by leadership.
•Technical Committee evaluator for 500-bus procurement; strengthened technical scoring, lifecycle-costing, and risk weighting. •Contributed to Five-Star workshop and Green Economy recognitions; authored research on micro-hybrid buses (Top-10 nomination). •Supported excellence submissions and audits; trained teams on SOP/HSE practices.
- Technical Committee evaluator for 500-bus procurement; strengthened technical scoring, lifecycle-costing, and risk weighting.
- Contributed to Five-Star workshop and Green Economy recognitions; authored research on micro-hybrid buses (Top-10 nomination).
- Supported excellence submissions and audits; trained teams on SOP/HSE practices.
•Restructured maintenance operations; improved cost base and turnaround metrics; embedded governance routines.
- Restructured maintenance operations; improved cost base and turnaround metrics; embedded governance routines.
•Established in-house workshops; reduced outsourcing spend and improved readiness through standardized procedures.
- Established in-house workshops; reduced outsourcing spend and improved readiness through standardized procedures.
Focus: asset maintenance, safety, and project delivery with PAS55/ISO/HSE exposure.
Focus: asset maintenance, safety, and project delivery with PAS55/ISO/HSE exposure.
Focus: asset maintenance, safety, and project delivery with PAS55/ISO/HSE exposure.