Dr. Ali Nazari

•Owned a multi-project IT and transformation portfolio, translating strategic objectives into risk-controlled execution with 87% strategic objective realization •Ensured alignment between program delivery, IT architecture principles, and enterprise roadmaps, enabling controlled evolution of complex system landscapes during transformation initiatives. •Acted as trusted IT–Business advisor, translating strategic and operational business requirements into executable IT roadmaps and governed delivery plan.etc.

•Directed multiple enterprise programs end-to-end, embedding risk-based planning and sequencing, improving process efficiency by 20%. •Reduced delivery timelines by 25% through proactive dependency and risk hotspot management. •Acted as senior escalation point for executives and clients, stabilizing high-risk situations and increasing customer satisfaction by 30%. •Standardized delivery governance and risk discipline across project managers and team leads, improving portfolio consistency and predictability

• Built and led the PMO with a clear mandate for delivery assurance, risk transparency, and decision governance. • Introduced portfolio intake, prioritization, and readiness criteria, reducing uncontrolled delivery risk and increasing execution speed by 40%. • Designed and ran enterprise Agile workshops focused on governance, accountability, and risk awareness (not cargo-cult Agile).

• Directed large-scale enterprise, infrastructure, and public-sector portfolios • Managed cumulative budgets with strict governance and audit readiness • Led regulated, high-stakes programs where failure was not an option

• Managed enterprise-wide platform initiatives, delivering 95% of projects within approved budget limits via strict cost governance and scope management. • Led cross-department stakeholder coordination (operations, IT, senior leadership) to accelerate issue resolution and informed decision-making. • Directed internal process improvement projects and data platform upgrades, improving organizational productivity by 25% through technology enhancements.

Business Development

•Oversaw full P&L, budgeting, and executive reporting for a multi-service organization, ensuring financial stability and transparent performance tracking for stakeholders. •Directed all commercial operations and service delivery, stabilizing revenue streams and improving overall operational performance during a period of organizational turnaround. •Formulated and executed turnaround strategies that revitalized underperforming business units, driving significant improvements in profit margins .

Planning, calculation and implementation of construction projects, mega urban development projects, and water supply projects. • successful delivery of 5+ Sawage network and urban water transmission projects. • Financial management and budget monitoring and control of more than $20M.

• Developed and executed strategic financial plans to optimize resources. • Management and successful delivery of more than 32 IT- infrastructure projects in the field of digital development of public and private sectors with a budget of more than $12M.

Mange the planning and budgeting department in management planning organizations. • Developed and executed strategic financial plans to optimize resources. • Achieved a 22% increase in budget efficiency over a five – years period. • Planning, Management, and successful delivery of more than 50 IT- infrastructure and digitalization projects in the public sectors with a budget of more than $80M.

Projekt Management