Yasser I. G. Sukkar has held several IT leadership roles over his career where he helped transform organizations by modernizing their IT infrastructure and processes. At Regional Information Technology Institute, he helped establish dedicated infrastructure and technical support. As IT General Manager at Deminex, he led a successful migration to Microsoft platforms and improved network infrastructure. As Head of IT at RWE Dea Egypt, he helped centralize standards and link IT activities across multiple sites. Currently as Director of Shared Services Technology Group at National Bank of Egypt, he has helped mature operations through documentation, skills training, and launching an IT Service Management program.

1. Yasser I. G. Sukkar
CAREER PATH STORIES

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.