1. .Professional Experience
Currently: Director International Business Development with Momo. Mobile Financial Service
organization. Momo Group is scheduled to launch its services by Q1 2016, at which time they
will be going live across all 31 countries of the European Economic Area (EEA) plus
Switzerland.
 2010- 2014 Utiba initially which was merged with Amdocs as Director Business
Development
Responsible for marketing and overseeing implementation of all Utiba Mobile Financial Service
software products for Pakistan, Middle East with extended responsibilities for Central Asia and
Caucus States.
Key Achievements: Implementation of MFS in Mobilink Pakistan in a record time of two week
from soft to commercial launch. Mobilink being part of Vimplecom is the largest Telco network
operator in Pakistan with an estimated 34 million subscribers. I also initiated major
enhancement to their application platform. This allowed for a fast through put of transactions
via mobile application with the core banking and telecom platforms. Aside of this, I initiated 35
major change requests whose functionalities augmented the application abilities to seamlessly
integrate with both banking and Telco applications within their eco system.
 2004 – 2010 Bank Al Falah as Head of Strategic Transformation and Restructuring. (5th
largest Bank with a network of 500 plus branches.
Key Achievements: Centralization of entire Bank’s Operations, Implementation of Core banking
system supplied by Temenos. This included setting up of Technology Infrastructure, including
Data Centers under a tier 1V environment along with requisite Telecommunication Network.
The project involved process re-engineering, user training of employee in various cadres across
bank’s network of branches. The project also involved Management of multiple suppliers such
as HP, IBM, Cisco, Emc and Oracle. Apart from external multinational consultants, a 125 on
ground / onsite support staff comprising of technical and banking expert were engagred and
managed in order to achieve objectives within timeline and budget. The staff reductions were
identified at 2500. Operational efficiency increased in excess of 38% and cost reduction by
nearly 30%. Banks accounting books was reduced to one centralized single book as against
multi book (each of the 500 plus branches carrying its own book). This resulted in further head
count reduction of more than 600 people that were involved in the branch wise account
management activities. Hence, total 3100 head counts were found redundant and relocated to
other areas of banking spectrum. These assessment were carried out by external Consulting
firm. Also bank’s balance sheet from monthly to daily, resulted in better control and monitoring
by finance and individual business entities. The project cost entailments was approximately.
USD40m.
 2001 – 2004 National Bank of Pakistan as Executive Vice President
Key Achievements: Restructuring of IT and rationalization of 12 regional data centers.
Streamlined bank’s operations as well as spear headed up gradation of Banks in house
developed Software’s, MIS, Telecommunication infrastructure and ATM network. These
initiatives resulted in optimization of staff and technology usage. It was estimated that 20% of
the report were found redundant across 1400 branch network (proportionate saving). Further,
improvement in operational and management efficiencies were seen (difficult to quantify) as a

2. result of nearly 22% increase in use of improved software functionalities. I initiated
development of integrated and fully automated Financial Return application by providing inter-
operability within 12 data centers to Head Office. A head count reduction of 760 was achieved
aside of operational efficiencies and better management control. I was also responsible to liaise
with the Government.
 1998 – 2001 ACT Kindle Banking Systems, Ireland as Director, Business
Development and Product Implementation.
The territories included Pakistan, South East Asia and some countries of Asia Pacific. Primary
responsibility was to oversee all product implementation. I have also contributed to new product
development. Interspersed I was associated for a year with ICI plc for development of their
Corporate IT Strategy which involved study and assessments of several application software
including Oracle ERP, JW Edward, and SAP. Sap being considered the most appropriate to
replace disparate application across various entities was recommended for implementation.
 1988 – 1998 Standard Chartered Bank as Head of Information Technology.
Key Achievements: I was recruited to establish the IT Division and its strategic goals, including
development of Data Centers and Telecommunication Infrastructure. I also implemented
Bankmaster as Core Banking Application, Eximbill (Mysys) for Trade Finance, SWIFT, Portfolio
Management System for Custodial Services across several countries in Asia Pacific and South
East Asia. As a global resource I initiated several major centralization project and fully
integrated global Business Information System. ,
 1982 – 1988 Sui Gas Transmission Company as Head of Information Technology
Responsible for in house development and implementation of numerous applications including
Financial Return, Inventory Control, Payroll, Cost Management, Management Information
System, and Shares Portfolio. Other projects included installation of Scada system. Pircoh and
Quetta pipe line project monitoring and reporting tools financed by Asian Development Bank.
 1978 – 1982 Glaxo Laboratories as Executive Officer Information Technology.
Responsible for the development of in house systems including Sales and Distribution,
Inventory Control, Payroll, Production Planning and implementation in both factories in Karachi
and Lahore. Also, implemented Distribution Management System across the entire length of
Pakistan.
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