Dr. Mohammed Albakri-DBA, MBA,ACII

Recruited by ALJ Group leadership to conceptualize, license, and launch a regulated debt collection and receivables management business. Full P&L accountability from operating model design through commercial profitability. Build & Scale: • Designed end-to-end operating model, governance framework, and organizational structure from inception; secured regulatory licensing and PDPL compliance . • Scaled to 40+ corporate clients, 3,000+ monthly cases, and 100+ employees across 6 functional departments within 3 years . • Grew non-captive revenue to ~30% of total business, diversifying beyond internal ALJ channels. Operational Transformation: • Redesigned workflows and deployed workflow automation, eliminating 70% of manual activities and improving operational efficiency by 30%. • Implemented AI-enabled collection scoring models, increasing collector productivity by 35% and digital customer adoption by 50% . • Reduced turnaround time by 25% while maintaining service quality and full regulatory compliance. Governance & Risk: • Established executive reporting cadence, SLA monitoring, escalation protocols, and KPI-driven accountability frameworks . • Built audit-readiness and compliance controls aligned with Regulatory , PDPL, internal audit, and enterprise risk management requirements . • Managed accounts receivable recovery for healthcare, institutional, and government-sector clients including NUPCO and public-sector procurement framework sent frameworks.

Recruited by ALJ Group leadership to conceptualize, license, and launch a regulated debt collection and receivables management business. Full P&L accountability from operating model design through commercial profitability.

Promoted to lead operational transformation across insurance claims, recovery, customer service, and business support functions within one of the region's largest diversified business groups. Directed 40+ direct reports across 3 senior managers, with accountability for service performance, claims effectiveness, and operational control. Operational Transformation & Performance: • Improved claims and recovery operational efficiency by 30% through process redesign, SLA governance, KPI tracking, team restructuring, and stronger escalation management • Reduced claims/recovery turnaround time by 25% by standardizing workflows, improving case allocation, and implementing daily performance monitoring • Enhanced recovery performance and collection productivity by introducing structured follow-up cycles, aging analysis, client dashboards, and performance-based team KPIs • Achieved approximately 85% customer/client satisfaction by improving service quality, response time, complaint handling, and operational transparency Governance & Executive Visibility: • Implemented KPI dashboards, daily operational reporting, SLA trackers, aging reports, productivity reports, and escalation logs to improve management visibility and decision-making • Strengthened governance frameworks and executive reporting cadence, establishing performance accountability across complex, multi-stakeholder environment Digital Modernization & Cost Discipline: • Introduced digital workflow tracking and structured case management to reduce manual follow-up, improve accountability, and enhance claims/recovery turnaround time • Managed operational budgets, resource planning, and vendor performance to strengthen cost discipline, reduce process waste, and improve recovery productivity • Increased non-captive revenue contribution to approximately 30% of total revenue, diversifying income beyond internal group channels

Promoted to lead operational transformation across insurance claims, recovery, customer service, and business support functions within one of the region's largest diversified business groups.

Led end-to-end insurance claims operations with full accountability for service delivery, operational governance, recovery coordination, vendor management, regulatory alignment, and team performance. Claims Transformation & Service Excellence: • Transformed claims operations by redesigning workflows, strengthening SLA discipline, and improving operational controls — reducing claims turnaround time by approximately 25% • Improved customer experience and service responsiveness through process standardization, improved case allocation, escalation management, and structured follow-up mechanisms • Coordinated claims resolution, recovery execution, insurer/vendor engagement, and stakeholder alignment to optimize operational and financial outcomes. Performance Management & Team Development: • Improved operational efficiency by approximately 30% through KPI-led performance management, daily reporting, productivity tracking, and stronger governance cadence • Built claims KPI dashboards, SLA trackers, aging reports, escalation logs, and structured management reporting to improve executive visibility and decision-making • Led team capability development, coaching, and leadership succession planning to strengthen operational resilience and build a sustainable leadership pipeline Governance, Controls & Recovery Coordination: • Strengthened claims governance, service monitoring, audit readiness, and operational accountability across a multi-functional claims environment • Enhanced recovery coordination by improving follow-up discipline, documentation quality, vendor performance monitoring, and case resolution governance • Ensured regulatory alignment, internal control adherence, and audit readiness in claims handling, recovery coordination, and service delivery processes

Promoted to lead claims and recovery operations with accountability for case management, stakeholder coordination, and performance improvement. Improved claims workflow effectiveness, strengthened operational controls, and enhanced reporting visibility to support leadership decision-making. Key Impact : - Improved claims recovery workflow effectiveness and case handling discipline - Coordinated with insurers, partners, and internal stakeholders to improve recovery outcomes - Strengthened operational controls and reporting visibility -Supported leadership in process improvement and team management

Supervised frontline operations teams managing day-to-day service execution and case coordination. Built foundational leadership competencies in structured corporate operations within a regulated financial services environment. Key Impact : - Supervised frontline operational teams and daily execution activities - Supported service delivery consistency and operational performance - Built foundational leadership experience in structured corporate operations

Terminal professional doctorate focused on advanced business leadership, organizational strategy, corporate governance, business transformation, research-based decision-making, and executive management. Emphasizes the application of strategic and analytical frameworks to solve complex business challenges and drive organizational performance.

Master of Business Administration (MBA) Graduate degree specializing in strategic management, finance, operations management, leadership, marketing, organizational development, and business strategy. Developed expertise in executive decision-making, performance management, business growth, and enterprise leadership.

Bachelor of Commerce (B.Com) Bachelor degree providing a foundation in accounting, finance, economics, business administration, commercial law, management, and organizational operations. Established core business and analytical competencies that support executive leadership and operational excellence.

Associate of the Chartered Insurance Institute (ACII) Chartered Insurance Institute (UK) Advanced professional qualification covering insurance operations, risk management, underwriting, claims management, governance, regulatory compliance, and strategic insurance business management. Recognized globally as a leading credential for insurance and financial services professionals.

Executive education program focused on leading digital transformation initiatives, leveraging emerging technologies, driving innovation, redesigning operating models, enhancing customer experience, and creating sustainable business value through digital strategies and organizational change leadership.