Nedal Alomari is a consultant specializing in business strategy, planning, process improvement and performance management. He has extensive experience developing strategic plans and proposals for large organizations in Saudi Arabia and the Gulf region, including Qatar Petroleum, Saudi Aramco and the Bahrain Economic Development Board. Some of his areas of expertise include business strategy formulation, process improvement, performance management using balanced scorecards, project management, and team leadership.

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Nedal Alomari
Consultant: Strategy, Planning, Process Improvement & Performance Mgmt
Master in Mgmt International
B.Sc. Applied Civil Engineering
Areas of Specialization & Competencies
• Business Strategy
(Planning/Formulation/Validation)
• Process Improvement
• Performance Mgmt (BSC) • HRD/HRM & Assessments
• Client Engagement / Project Delivery • Project Mgmt / Change Mgmt
(Process / Vision)
• Strategic Insight /
Critical - Analytical Thinker
• Root Cause Analysis
(Problem Solving)
• The World Café (Brainstorming) • Team Player (f2Ww)
• Effective Communications
(Arabic/English - Verbal/Written)
• Safety & Security
• Successfully managed the process of developing commercial busi-
ness strategy proposals; such as the alignment of Qatar Petroleum
corporate strategy with Qatari national vision 2030; Evolving S. Ar-
amco’s PEDD into a Strategic Learning Organization; Ensuring
2030 vision through HR focus/development for the Bahrain Eco-
nomic Development Board.
• Assisted in designing/conducting grassroots corporate cafe brain-
storming annual sessions soliciting input/feedback from participat-
ing internal/external and clients/stakeholders crystalizing strategic
over-arching imperatives guiding the development of business/op-
erating plans for improved services reliability while rationalizing
costs for a multi-service industrial conglomerate in Saudi Arabia.
• Supervised the development of the 5-year business and annual op-
erating plans; respective annual accountability and quar-

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terly/monthly MIS reviews and development of corresponding doc-
uments and presentations for three consecutive planning cycles for
a multi-service industrial conglomerate in Saudi Arabia.
• Responsible for the front-end planning, scheduling, scoping and
seeking expenditure approval for 20 corporate capital projects worth
US$598M including schools, office buildings, industrial facilities,
aircraft, sea vessels and vehicle purchases for public education,
community / industrial office buildings, corporate airline, industrial
support marine services and corporate transportation fleet –all in
Saudi Arabia.
• Skilled in leading groups/teams; analyzing/improving business pro-
cesses while steering subordinates towards fulfilling their opera-
tional mandate; examples: heading a HRD/HRM consulting group
for a supply chain function, an industrial engineering/vendor draw-
ings retrieval service, and a business/operating planning group for a
multi-service industrial conglomerate –all in Saudi Arabia.
• Successfully managed the process of developing commercial
HRD/HRM business proposals concerning an outplacement pro-
gram for displaced / early retirement personnel; a professional engi-
neering development and inspection training center; a development
program for academic administrators and faculty; an improvement
program in total compensation, benefits and reward practices for
faculty; a general auditing program for HR function: building state-
of-art HR function in SME’s; ensuring corporate viability thru suc-
cession planning and high potential manager identification –to var-
ious public and private sectors clients.
Professional Experience and Recent Consultancy Assignments
Business Strategy
• Developed/Maintained annual planning calendar.
• Facilitate development/validation of vision, mission and values for
various service functions.
• Facilitate the identification/classification of stakeholders and custom-
ers, and solicit value proposition(s) of service-provider(s).

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• Participate in/interpret periodically environmental analytical tools i.e.
SWOT and PEST(LE) gauging influence of the prevailing environ-
ment on businesses ahead of developing/aligning strategic impera-
tives with the business environment.
• Facilitate the development of cascading initiatives and relevant action
plans stemming from strategic imperatives.
Business / Operating Planning
• Developed/Maintained annual planning calendar.
• Actively led the development of business/operating plans and con-
ducting respective accountability reviews for three consecutive
planning cycles for a multi-service industrial group in Saudi Arabia.
• Managed the process of cascading sessions to develop functional
business/operating plans initiatives based on guidelines and service
forecasts.
Capital Projects Planning
• Screened requests for new capital projects against strategic impera-
tives, verifying justifications and prioritizing projects.
• Developed planning briefs for projects; depicting scope, background,
proposal, environmental impact, justification, schedule and cost
(±40% accuracy).
• Developed design basis scoping paper for each project based on the
PB describing “WHAT” will be achieved by the project.
• Reviewed project proposal package (developed by Projects Team de-
scribing “HOW” project to be achieved) for discrepancies in scope,
cost and schedule against criteria established in PB and DBSP.
• Developed concise expenditure request package based on PP for ap-
proval by company management (±10% accuracy) ahead of project
start.
• Planned 20 capital projects valued at US$598M in total; covering
schools, office buildings, industrial facilities, aircraft, sea vessels and
vehicle purchases.
• Authored a paper about Saudi Aramco capital planning process
• Co-authored a planning procedure for screening/accepting new pro-
jects into the capital program.

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Process Improvement
• Facilitated service improvements at a two-million industrial engineer-
ing/vendor drawings capacity retrieval center via process improve-
ment and automation, organized HR functions, improved staff moral
yielding better efficiencies, productivity and services yielding in-
creased clients satisfaction.
• Enhancing processes (or system performance) by eliminating defi-
ciency gaps and/or cause(s) of redundancies through cycle-time re-
duction, streamlining process variation and non value-added activi-
ties.
Performance Mgmt (BSC)
• Participated in developing a strategy map for a multi-service indus-
trial conglomerate depicting constituent processes articulated against
a background of operational parameters and guided by corporate stra-
tegic imperatives.
• Assisted in disseminating strategy map and associated Balanced
scorecard performance managing tool among subordinate service-pro-
viders in preparation for consequent bottom-up performance reviews.
• Participated in spreading awareness about individual contributions of
the workforce by establishing a clear line of sight from each shop-
floor worker towards fulfilling their share of the corporate vision.
• Performed monthly/quarterly/semi-annually MIS/accountability cri-
tique reviews.
• Actively participated with McKinsey & Company consultants estab-
lishing grassroots corporate KPI’s for business functions of a multi-
service industrial conglomerate (fulfilling Saudi Aramco’s strategic
imperative of transforming corporate performance).
• Critique organizational performance by using Balanced Scorecards
(BSC) approach for improvement.
HRD/HRM
• Developing HR strategic plans and cascading top/bottom.
• Led launching of grassroots corporate manpower planning model pio-
neering “manning scenarios” in support of the business plan.

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• Led BSC performance reviews cascading top/down.
• Coordinated review of Saudi national standards and active participa-
tion of corporate workforce in standards technical committees and in
associated training workshops.
• Participated in the cascading of Performance Management System for
a multi-service industrial group in Saudi Arabia.
• Establishment university endowment chair(s) encompassing donor’s
strategic initiatives in the process.
• Successfully led teams/groups towards fulfilling operational goals.
The World (Brainstorming) Café & Business Events: Effective Communications
• Assisted in conducting inaugural Café’03, a corporate strategy brain-
storming session, by Saudi Aramco’s E&OS business-line stimulating
hospitable dialogue aligning participants’ aspirations with company’s
strategic direction and leading to the gathering of the sought-after
overarching strategic themes binding the diversified backgrounds of
the participants. Similarly, participated in the following three annual
Cafés’, building on the success of Café’03, with participants’ head-
count reaching above 1,000 in Café’06 having compelling conversa-
tions among themselves about things that really matter.
• Co-organized the inaugural (and 2nd
) Engineering collaboration con-
ference among national GCC oil companies.
• Solicit/facilitate the development/cascading of strategic themes, im-
peratives and objectives (measurements and targets) through struc-
tured participation of relevant service-providers and corporate stake-
holders.
Major Business Strategy, Planning & Performance Mgmt Projects (S. Aramco)
Stakeholders (internal/external) Service Receivers (Clients)
• Mgmt Committee • Producing depts
• Corporate Planning • Exploration depts
• Finance dept • Gas operations depts
• Project controls dept • Public affairs dept
• Resources plng dept • Aviation dept

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• Projects depts • Office svcs dept
• Government ministries • Marine dept
• Local business community • Transportation dept
• International vendors / suppliers • SABGS dept
• Mgmt consulting firms •
Major Customers & Projects (business proposals by MindLinkX)
• Professional Engineering Dev. Dept
(S. Aramco)
• Saudi Petroleum Services Polytechnic
• Industrial Security (S. Aramco) • Muscat Bank
• Bahrain Society for Training & Dev. • The Institute of Banking
• Qatar Petroleum • Bahrain Training Institute
• Ithmaar Dev. Bank • Prince Mohammed University
• Dubai Health Authority • Bahrain Institute of Banking & Finance
• Bahrain Petroleum Company • Aluminum Bahrain
• Bahrain Economic Dev. Board • Tamkeen (Bahrain)