Mahmoud Dghim

– Led the end-to-end delivery of Infrastructure separation for Syensqo's carve-out from Solvay, under a complex Transition Service Agreement (TSA), covering network, cloud, datacenter, workplace, IAM, security, ITSM components and IT Target Operation Model design and set-up. – Managed IT Infrastructure Separation Execution across seven major streams: Cloud & Datacenter (AWS, GCP, VMware, Veeam, Zabbix), IAM (EntraID, Microsoft AD, SailPoint, SSO/MFA, SAP IAM, PKI), ITSM (BMC Helix, CMDB), Workplace (Intune, SCCM, VDI, Windows 11, printing), Network (SD-WAN, SASE/SSE, firewalls, cloud connectivity, remote access, DDI), ERP (SAP S/4 Hana, NSAP), and Cyber (SOC, SIEM, EDR, CASB, Tanium). – Implemented Transversal Governance & Project Management, including defining governance frameworks, program management (PM onboarding, execution monitoring, risk & dependency management), and contracting management (procurement and supplier selection). – Spearheaded ITSM & Service Management Excellence, focusing on product-oriented separation, cutover, stabilization, and evolution roadmap for BMC Helix ITSM, ensuring full alignment with new organizational boundaries. – Defined and implemented ITIL-aligned service value streams (Incident, Request, Change, Release, Knowledge Management) and supported service desk and on-site support transition, process training, and catalog design. – Established Service Delivery Governance & Operating Model (TOM), defining interim and target support models, approval management, escalation processes, and governance mechanisms (CAB, Release Management, Deployment management, Communication&Change, SLA management). – Ensured Cybersecurity Compliance within projects, including CMMC, ITAR, security-by-design practices across all streams, and SIP Assessment (Supplier assessment, Technologies assessment).

– Managed a portfolio of Agile and Hybrid IT projects for internal RATP customers (Metro, Train, BUS, Commercial, Defense departments), modernizing IT infrastructure, enhancing service performance through virtualization and cloud migration. – Collaborated with stakeholders to define project scope, objectives, and acceptance criteria, inputting project information into the ALEXANDRIE platform. – Led a cross-functional team of architects, designers, field engineers, and maintenance specialists; defined delivery resource requirements, responsibilities, and project boundaries. – Conducted regular Agile ceremonies including Daily Standups, Sprint Planning, Sprint Reviews, and Retrospectives, promoting transparency and effective communication. – Monitored budget monthly, analyzed budget consumption anomalies, managed financial risks, and requested additional funds. – Tracked project roadmap, managed backlogs, and monitored team performance metrics, identifying and mitigating project risks. – Prepared and renewed supplier contracts with the procurement team, ensuring project scope and requirements were covered. – Provided full support to customers, addressing their worries and inquiries. – Achieved successful outcomes including the design and implementation of a digitalized solution for weapons storage and logistics for RATP security agents department. – Successfully deployed a video management solution (VMS) to protect RATP vital points remotely from the operation and supervision center (CDS). – Virtualized Radius authentication service for the passenger information system (BIV). – Renewed the contract with Bouygues for future indoor radio coverage requests. – Virtualized and clustered the train/metro management data processing center (CRIT). – Modernized and migrated internal telephone infrastructure to voice over IP (VOIP).

– Responsible for process, efficiency, quality, and target management of the Field Service Center, reporting progress to the PMO director. – Managed three operator accounts: MTN, Orange, and Moov Côte d'Ivoire. – Ensured process implementation and tracking, conducting audits and training for project team members, and reporting process KPIs to Huawei regional office. – Led IT transformation and process digitalization, introduced new ERP functionalities, and monitored data quality. – Monitored key performance indicators (KPI) related to operation's quality, maturity, EHS, and performance. – Tracked and quantified top quality issues until closure, analyzed trends, and defined process improvements. – Initiated and followed up on proactive internal audit sessions (Proactive Review), identifying main conformity issues. – Analyzed and implemented new processes to support Internal control. – Identified and defined project deliverables and milestones, negotiated master plans and timelines with project managers. – Forecasted project revenue, broke down and assigned revenue-related tasks, and collaborated with the finance team on revenue recognition progress and P&L analysis.

– Managed all Huawei Chad deployment projects within the D&S department, reporting to the D&S director. – Responsible for customer management for 3 accounts: Airtel operator, tiGO operator, and Chad minister of communications (MPEN). – Contributed to the pre-delivery phase of the Chad E-Government program, aiming to modernize national IT infrastructure (customer three-party contract, supplier back-to-back contract preparation, budget preparation, planning, and resource management). – Oversee National Private Cloud Datacenter deployment including 1 Main modular datacenter, 3 Disaster Recovery container datacenters, 100 Micro access datacenters, 2000 VM, 2000 e-mail accounts, 2000 IP phones, and 32 Telepresence machines. – Managed National Backbone Network construction, including 1200KM outside plant 100G optical fiber, 1000 GPON-based FTTX lines, and 15 DWDM sites. – Managed National Operator Wireless Network (SOTEL) deployment, including 200 wireless sites GUL. – Negotiated with customers for payment cleanup of 2019's program (30 GSM, 70 UMTS) for Chad tiGO account. – Prepared for the delivery of 2020's program (80 UMTS, 20 GSM, 24 LTE) for Chad tiGO account, including handshake meetings, kickoff, budget updates, organization, and planning. – Oversaw deployment of Airtel 2019's program, including swap of 37 GUMTS, RNC upgrade, and MW-based backbone capacity upgrade (2 rings of 136 MW links).

– Managed all operator projects within Huawei Guinea Carrier Network department. – Took direct responsibility for project business operations and results, and for project plan and delivery efficiency; monitored and optimized efficiency KPIs. – Provided support for pre-sales and procurement teams in generating project organization, plan, and forecast during bidding phases. – Led the Delivery Quality DQA to manage field work operation EHS and Quality according to Huawei process and tools; monitored EHS maturity KPIs and tracked Quality issue close rates and trends. – Output project budget updates, identified HR and procurement plans, and led PFC to output project P&L. – Conducted self-inspection and audit of internal control over financial reports, identified and cleared financial abnormalities. – Created a detailed organization structure and responsibility matrix, assigned tasks, and forecast delivery resource requirements. – Conducted regular training sessions for internal and subcontracting teams, ensuring cross-knowledge transfer and talent development. – Provided full support to customers, worked with customer CTO, and ensured process, communication, and target alignment between Huawei and customers.

– Worked as OSP/FTTX Project Manager for the Guinea National Backbone Network Project, financed by Guinea minister of communications SOGEB. – Responsible for the execution of a delivery volume of 3987 km OSP, and 72 Turnkey sites including civil work construction, solar power, shelters, Routers and DWDM deployment. – Led a project team consisting of 4 Regional Project Managers, Engineers, construction designers, and specialists in the design and constructability of new and existing fiber networks. – Agreed monthly targets with OSP Regional Project Managers and suppliers; followed and supported the team toward these targets. – Guided the implementation team to control project progress through daily target definition, follow-up, and reporting. Defined project control strategy, field work communication process, and risk assessment/escalation mechanisms. – Performed quality audits on the field through the OSP quality control team, reviewed for completeness, accuracy, and client standards compliance. – Performed resource evaluation and output monthly ranking result of regional project managers, controllers, and engineers. Defined and published regulations for awards and appraisals. – Conducted regular training sessions for internal and subcontracting teams in different aspects (Quality, EHS, Technical, management, and tools). Ensured cross-knowledge transfer, created talents, and values. – Prepared reports and schedules for customers and suppliers reflecting project technical and status information in a clear and concise manner.

– Worked as customer project manager of TT microwave breakthrough project and project control manager of TT wireless program, responsible for end-to-end delivery management and internal control. – Reported to the department manager (FR) and took management accountability of customer relationship and business results (revenue, profit, and loss). – Successfully delivered 520 sites in 2015 (2G-3G), 800 sites in 2016 (2G-4G), and 150 RAN sharing sites with Ooredoo including NPM services. – Achieved successful breakthrough of access microwave within target quality standards, efficiency requirements, and customer appreciation. – Supported sales and procurement teams during contract changes; negotiated scope with customer and suppliers; estimated project income, budget, and profits; and supported bidding decisions.

– Worked in collaboration within the GNOC team of “Orange Tunisie” (Regional Level (Class B)); responsible for the technical network operations and reported results to the Project Manager. – Technically responsible for backhaul network redesign, implementation, and service migration. – Provided transmission support for wireless team during new site integration and troubleshooting (PTN, NE-40, MA5600T). – Implemented IPMSAN testbed for Orange as part of their preparation to enter the fixed network market in Tunisia. Successfully launched first FTTD enterprise client of “Orange Tunisie”. – Technically responsible for Orange OSS system upgrade; worked in collaboration with GTAC and R&D team to solve technical issues and ensure healthy operations (iManager U2000).