2. Regional Information Technology Institute (RITI)
May1992 till April1995
Title: 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
3. Microsoft Egypt
May1995 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
4. 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.
5. 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
6. (GEOGE) RWE Dea , Egypt
Jan, 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.
7. 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.
8. 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.
