Mohammed Alamri محمد العمري

Chief of Change Management Experts – Riyadh - Lead strategic change management initiatives to support spending efficiency teams across government entities. - Develop and implement change management strategies to facilitate transitions and reduce resistance. Conduct organizational analyses to identify areas for improvement and implement targeted solutions. - Utilize behavioral economics principles to enhance team performance and decision-making processes. - Contribute to the development of spending efficiency team’s online platform to submit reports for review and monitor the teams’ performance. - Programs and training courses were designed, developed and implemented for capabilities building of government spending efficiency teams. Knowledge Transfer: Led the development and training of 196 expenditure efficiency teams across various government entities. Designed and executed tailored programs to enhance expenditure efficiency across government entities. Impact: Established sustainable cost-saving measures, driving sector-wide adoption of best practices in expenditure efficiency. Successfully transformed more than 50 government bodies to adopt best expenditure practices, contributing to the overall goals of Vision 2030. Achievement: - Achieved a 100% completion rate in training the targeted teams, with over 90% success in implementing key initiatives and benchmarks. - Led government sector transformations aimed at enhancing spending efficiency, resulting in a financial impact exceeding SAR 162 billion by the end of 2023. - Organized and set standards for the Excellence Award in Spending Efficiency. - 95% of project objectives were met, with comprehensive strategic alignment and approval by the highest authorities.

- The number of initiatives increased by more than +1,000% compared to the beginning of work until now (from 218 initiatives in 2019 to more than +3000 initiatives in 2023, with an achieved financial impact of more than +160 billion Saudi riyals in 2023) - The level of overall evaluation of the entities in implementing spending efficiency initiatives increased by 100%. The overall performance of gov. entities also increased in monthly reports, as follows: • (100%) The percentage of entities within the scope of the achieved and partially achieved assessment in the quality of monthly reports for the year 2023, an increase of 10% compared to the previous year 2022 due to the high level of maturity and improved quality of reports submitted by the spending efficiency teams in gov. entities, as it affected the achievement of the Authority’s strategic objectives on As follows: • Applying the most prominent spending efficiency practices approved by the Authority, such as the methodology for reviewing aspects of spending within the entities’ procedures and operations. • Entities share success experiences with the aim of benefiting from them and applying them in other entities. • Applying the most prominent spending efficiency practices approved by the Authority, such as the methodology for reviewing aspects of spending within the entities’ procedures and operations. • The number of distinguished government entities in the year 2023 reached (45) as below: - (16) gov. entities that excelled in spreading the culture of efficient spending, - (11) gov. entities distinguished by the multiplicity and diversity of spending efficiency initiatives, - (5) Gov. entities that have distinguished themselves in the management of public assets and facilities, - (4) Gov. entities that excelled in planning and managing projects (9) -Gov. entities that distinguished themselves in all work streams with the Spending Efficiency and Government Projects Authority in the third quarter of 2023 .

Founder & CEO – Riyadh 1/7/2013 – 1/8/2017 - Spearheaded strategic initiatives to drive personal and organizational development. - Designed comprehensive business strategies aimed at achieving sustainable growth and profitability. - Managed diverse teams, promoting collaboration, innovation, and operational excellence. - Create online services platform to provide distinguished services to customers Knowledge Transfer: Trained over 9,600 professionals and provided 3,600 financial and administrative consultations.and online training. Impact: Expanded the company into four branches across Riyadh, Jeddah, Dammam, and Buraydah, becoming a market leader in consultancy and training. Achievement: Exceeded growth targets by 100%, acquiring three additional consultancy firms and securing long-term strategic partnerships.

• Updating and implementing Broadband (BB) and cloud services strategy to drive significant market share. • Responsible for ensuring that the proposition pipeline is adequate to customer's needs. • Cloud services and BB activities planning and co-ordinate this activity with other segments; products and services; pricing; CRM; Branding; online sales and proposition teams and build a clear roadmap for the future. • Identifying market potential and key proposed segments for each of EBU BB and cloud products and services (Fixed, Mobile and Data) • Managed the execution of BB & cloud marketing operations across the entire mix of EBU Marketing. • Working and interfacing Collaboratively in a matrix structure between Network and other sectors within STC and assuring that all BB initiatives are met and well-coordinated with other BUs • Optimizing device strategy to ensure best fit with customers' needs. Saudi Telecom Company (STC) - Marketing Supervisor - Senior Expert 25/4/2011 – 30/8/2015 Developed tailored marketing strategies, increasing sales by over 40% across three consecutive years. - Senior Account Manager 2/3/2009 – 25/4/2011 Delivered customized solutions to key clients, enhancing customer satisfaction and driving revenue growth. - Project Planning Engineer 7/9/2002 – 1/9/2008 Led network development projects, overseeing strategy and collaboration with internal and external stakeholders. Knowledge Transfer: Developed and executed strategies for broadband and cloud services, targeting large business clients. Impact: Increased market share through innovative service offerings and strengthened client relationships. Achievement: Successfully grew key enterprise segments, resulting in a 30% revenue increase in the first year. Led sales training programs for 52 account managers as part of the Enterprise Unite initiative, improving sales performance and client satisfaction.

• Has successfully provided classroom workshop Training to my colleagues during a thirteen week program.(certified) • Has successfully completed the six-weeks “ on the-Job Training” provided by Peppers and Rogers Group to a selected group of Account Managers.(certified) • Leading a sales training program for the Enterprise Unite (EBU) account mangers on-the-job-training program for 52 account managers. • Working as Key Account Manager for -Al-Rajhi Bank account. • Managing the account. • Prepared the Strategic Sales business plane for Al-Rajhi Bank account. • Close the account deals with the other STC’s departments. • Closing a long term agreement deal with Al-Rajhi Bank for DATA services for three years.

• Worked as a Key Account Manager for -Al-Rajhi Bank to close up the opening issues with STC. • Managing the account. • Participate in Al-Rajhi Bank account business plane. • Close the account deals with STC different departments.

• Worked as an Acting Manager for Assir Engineering and Planning section for several times. • Planning and reviewing designs for Fundamental Plan. • Accounting planning and implementation costs of the infrastructure of the telephone networks to new projects for Assir region. • Studying expand basic structure of the Main Distribution Framework (MDF) of Assir District. • Preparing plans essential to the service of villages and areas non-serviced network in out Assir region. • Achieving the goal of PMO in preparation of the comprehensive plan (Ultimate Fundamental Plan) for the service divided by phone Abha fixed for the period in 2007 to in 2017. • Achieving the goal of PMO in the implementation of the plans of the foundation (Fundamental Plan) for the number seven major exchanges of Assir region in 2003 - 2007 and got recognition through as a best in the delivery schemes basis.

• Overseeing the design of the external network for a number 22000 pair. • Overseeing the training of 34 staff to design and implement procedures for the project 550 A line of the Aseer region. • Supervision the preparation booklets planning for a number of five major exchanges region. • Planning for the contents Extranet site of the number 15 is part of a project of 450 thousand lines. • Following up all planning engineering project of 450 thousand lines. • Following-up and supervision of the engineering work to link project J2002. • Work on the transfer of technical from Nour Consult company to STC through supervision and work on the design team schemes basis of the draft of 550 thousand lines to a number of five major exchanges region of Aseer. • Survey and locate cabs electronic draft of 450 thousand to the number of 129-line electronic evidence through joint action group with Nour Consult Company.

• Supervision and coordination of the draft expansion of mobile telephone draft of 500 thousand line Assir region. • Supervision and coordination of the draft mobile phone project of 700 thousand line Assir region. • Coordination of the implementation of the draft expansion telephone fifth of mobile phone. • Planning and overseeing the expansion of the mobile network of 10000 to 70000 line.

Mechanical Engineer The Ministry of Public Works and Housing - Abha

Fire Inspector Zahran Company Operation and Maintenance , KSA

• Work within the technical support team for the operation and maintenance factory. • Work with the team vibration testing and treatment of rotary engines. • Writing a note on the vibration testing methods and relevance in the study of factories and some cases that have been involved in resolving this note consists of 118 pages in English was discussed in the university and obtained a degree of excellence (A +).