Amina ES-SAMRI

– Developing practical knowledge and hands-on experience with Microsoft Copilot, Copilot Studio, Power Platform and Al-enabled business transformation, with a focus on business use cases, governance and user adoption.

Led a cross-functional Asset Management transformation and process improvement initiative within an international and complex NATO environment. – Coordinated business stakeholders, subject matter experts and technical teams to redesign and improve end-to-end Asset Management processes. – Translated business needs and operational challenges into structured requirements, processes and implementation priorities. – Facilitated workshops and alignment across multiple stakeholder groups, bridging business, operational and technical perspectives. – Supported the development of governance frameworks, process standardisation and data/classification initiatives. – Managed project planning, dependencies, risks, decision-making and senior stakeholder communication. – Supported organisational change and adoption of new processes and ways of working.

Managed projects within a large-scale digital transformation programme involving the migration of tax modules from legacy systems to a new technology environment. – Coordinated business teams, IT stakeholders and external technology providers, including Atos and NRB. – Acted as the interface between business requirements and technical implementation teams. – Managed planning, dependencies, risks, issues and stakeholder communication. – Facilitated alignment between multiple parties to support successful implementation & transition to the new environment. – Supported users and stakeholders throughout the transformation process.

Led and coordinated the delivery of the Enterprise Service Operations Centre (ESOC), a major transformation initiative creating a modern operational environment for over 120 technical, administrative and management staff. – Led and coordinated project activities across multiple technical, infrastructure and operational teams, acting as a central point of contact between ESOC Senior Management, key stakeholders, Infrastructure Project Managers and key users. – Facilitated cross-functional collaboration and communication to align teams with different responsibilities, priorities and technical constraints. – Coordinated the integration of essential services and infrastructure required for the successful delivery and operational readiness of the new ESOC environment. – Managed project priorities, dependencies, risks and challenges in a complex international environment, while working within significant budget and technical constraints. – Supported stakeholder alignment and decision-making throughout the transformation, ensuring that business and operational needs were reflected in project delivery. – Successfully contributed to transforming an outdated warehouse into a modern, collaborative operations centre accommodating over 120 staff, including an amphitheatre-style operational area for approximately 65 technical specialists, alongside dedicated offices for technical teams, administrative staff and management.

Managed and coordinated projects within the Functional Grouping & Facility Study (FGFS), a large-scale, multi-site transformation programme aimed at optimizing NCIA's facilities and workspace footprint across five Agency locations : – Coordinated multiple interdependent projects and relocation activities across five international NCIA sites, ensuring alignment between programme objectives, timelines and stakeholders. – Worked closely with Programme Managers, Project Managers, Finance, HR, Acquisition and local stakeholders to coordinate planning, dependencies and project execution. – Managed project financials, monitored expenditures and ensured alignment between actual costs, approved budgets and programme plans. – Prepared financial forecasts, budget submissions and supporting documentation for the Investment Committee, contributing to funding requests and annual programme reviews. – Managed project planning and progress reporting, ensuring accurate and timely visibility of milestones, resources, risks and financial status. – Established and maintained structured project documentation and collaboration environments, improving information sharing and accessibility across programme stakeholders. – Contributed to process improvement by developing tools and working methods to streamline data collection, reporting and project management activities. – Supported governance, audit and compliance requirements through structured reporting, documentation and financial controls. – Provided guidance and day-to-day support to junior PMO staffs.

Manager within Deloitte Business Process Solutions, combining client delivery, project management, team leadership and business development responsibilities across international organisations and transformation environments. – Led and delivered client assignments involving business transformation, ERP implementation, process optimisation, organisational transition and finance transformation, acting as a key interface between business stakeholders, IT teams and management. – Managed complex projects and transition initiatives, including ERP integration, business separation/spin-off, acquisition-related transition, process redesign and operational transformation. – Supervised a portfolio of approximately 10 consultants working on client assignments, maintaining regular contact with both consultants and clients, monitoring project delivery and supporting the resolution of issues and challenges. – Managed senior client relationships and ensured alignment between client expectations, project objectives, consultant performance and delivery quality. – Acted as Counsellor and Career Coach, supporting over 10 consultants in their professional development, providing ongoing coaching and representing their performance and progression during evaluation processes. – Contributed actively to business development, identifying prospects, developing client relationships and generating new consulting opportunities, with individual commercial targets as part of the Manager role. – Worked across multiple industries and international organisations, adapting rapidly to different business environments, stakeholders and transformation challenges.

Led and coordinated activities within a major banking transformation programme aimed at modernizing the accounting architecture, integrating IFRS requirements and reducing manual processing. – Acted as a key interface between Finance, operational teams, IT and external consulting and technology partners, facilitating communication and translating business requirements into implementation needs. – Coordinated activities with multiple external partners, including Deloitte Consulting, Oracle and Callatay & Wouters (Thaler), ensuring alignment between business requirements, system capabilities and project objectives. – Performed detailed business and functional analysis of banking processes and transactions to support the mapping between the Thaler banking system and the new Oracle-based accounting architecture. – Coordinated the preparation and execution of test scenarios and validation activities across business, IT and external technology teams. – Facilitated issue resolution and alignment between stakeholders throughout the implementation and migration process. – Supported knowledge transfer and user readiness, providing training and guidance to internal teams throughout the transformation. – Contributed to the successful implementation of a more automated accounting architecture, improving data quality and consistency, reducing manual intervention and operational risk, and increasing efficiency of financial processes.

Responsible for financial management and business operations, combining financial oversight with process improvement, system implementation and project support. – Managed financial reporting, accounting operations, treasury and year-end closing activities, ensuring accurate and timely financial information. – Led the implementation of a new Expense Management System, including process definition, policies and procedures, and user adoption. – Designed and implemented an analytical accounting framework to improve cost allocation, reporting and management visibility. – Coordinated with internal stakeholders, suppliers, auditors and external partners, ensuring smooth operational and financial processes. – Provided financial and operational support to European Commission and European Space Agency (ESA) projects, including project reporting and financial follow-up. – Contributed to HR and business operations activities and coached and supervised an accountant.

Responsible for the accounting and financial reporting of seven international investment entities within a European private investment group. – Managed accounting and financial reporting activities related to investment portfolios, dividend distributions and transactions in publicly traded securities. – Monitored investment positions and financial market information using Bloomberg. – Ensured accurate recording and reconciliation of banking and investment transactions. – Supported periodic financial reporting across multiple entities in an international investment environment.

Started my career in Finance and progressively moved towards project coordination and Finance-IT collaboration, gaining my first experience in supporting technology projects for a large Finance organisation. Corporate Accountant (1996-1998) – Managed accounting and cash-management activities for five entities, including monthly closing and account reconciliation. – Coordinated with external accountants and supported closing and financial reporting activities. – Prepared regulatory banking reporting for the National Bank of Belgium (BNB). Project Assistant - Financial Infrastructure & Projects (FIPS) (1998 - 2001) – Supported the planning, coordination and follow-up of IT projects and solutions developed for a Finance department of approximately 80 employees. – Worked at the interface between Finance users and IT teams, supporting project communication, coordination and follow-up. – Monitored project plans, activities and deliverables and supported the project team in day-to-day project execution. – Acted as PC Coordinator and provided first-line support to Finance users, developing an early understanding of both business requirements and technology environments.