Ahmed Farghaly

• Recognized by ITIDA (ICT Ministry Agency) as noe of the fastest growing IT companies in Egypt for hiring 1,000 new employees in 2023. Earned support from the ministry of EGP 8.6 Million and potentially up to EGP 30 Million over 3 years.
• Designed HR Operating Model for super agile HR delivery with next-gen COE setup (inspired by Gartner)
• Established Talent Acquisition function to support Ejada's explosive growth strategy. Raised hiring rate from 20 to 80+ employee per month.
• Contracted 12+ talent agencies and market places.
• Created talent acquisition and performance management policies and processes to align business strategy with individual efforts.
• Lead total rewards strategy project to enhance talent attraction and retention.
• Lead job description repertoire update to establish HR foundation.
• Supported Oracle HCM implementation project, budgeting & steering committee.
• Implemented new applicant tracking system including 1st company career page.
• Hired a team of 5 talent acquisition professionals
• Established recreation committee for recognition and engagement activities.
• Established campus recruitment function, internship program, and hired 250+ fresh grads.
• Proposed new process for technical assessment of experienced candidates.
• Designed workplace features to establish environment that creates "desire to stay".

• Established business in UAE to address GCC Market.
• Lead business propositions for multiple large scale projects in Construction, Development, Telecom, and Local Conglomerate domains across Saudi Arabia, UAE, and Jordan.
• Cultivated complex relationships and new business opportunities to understand business problems and develop solutions.
• Defined and delivered development direction for team of consultants.
• Recruited team of consulting partners from UK, Spain, South Africa, and Middle East.

EBC is a Fintech owned by the Central Bank of Egypt and the largest banks in the market. Its primary mandate is to build and operate the payments and digital banking technology infrastructure of the Egyptian market.

Hired to establish the HR function in a rapidly transforming organization with primary focus on Performance Management, Talent Management Learning & Development, Employee Engagement, and HR Technology.

Hired to lead the Performance, Rewards, OD, Talent Acquisition, and HR Business Partnership teams to support the bank's transformation. Mainstay projects include implementing target-based performance management system, organization restructuring, SAP Success Factors implementation, and learning & development tracks.

· Devised HR Operating Model and strategy for 2020-24 to drive the bank's growth strategy

· Restructured the corporate banking division to work by industry and staffed the new structure

· Prepared business case for expanding the SAP implementation scope to include performance management, rewards management, succession planning, and on-boarding

· Design & Manage HR Scorecard compiling and reporting to CEO

· Managed year end performance calibration and pay review exercise

· Identified strategically critical positions organization wide to build a talent pipeline

Lead projects to optimize the talent acquisition process, increase engagement and reduce regrettable turnover, building a job leveling framework, enhance SAP SF data quality, and building a compensation benchmarking framework

Hired to lead a transformation of the HR Operations function and establish customer focus, technology efficiency, new team structure and employer brand. Lead a team of 16 professionals in Benefits, HRIS, Employee Relations, and the HR Service Center (staff & faculty). Served a customer base of 5,000 employees & contractors.

· Lead the change of medical insurance vendor via broker (Marsh) to enhance claim response time and doubled the benefits cover within the same total medical spend of the organization (EGP 37MM per annum)

· Lead the revamping of the HRIS platform (SAP Success Factors) implementation

· Lead multiple HR & benefits audit response formulations and action planning

· Proposed changes & review processes to multiple benefits plans (education, day care & pensions)

· Restructured the HR Service Center team to establish process efficiency and customer focus

· Established the functions of HR Analytics & HR Service Quality

· Lead multiple ER investigations and recommended actions in partnership with legal department

· Lead multiple negotiations with syndicates and employee representatives to establish trust and the legal framework for representation

Hired to lead the compensation and benefits function into the digital age under a new performance management philosophy, a matrix organization, and One HR model in the Eastern Hemisphere Region (ME, Africa, CIS & APAC) of 2000 FTE.

· Lead C&B integration of two acquisitions in India and Singapore

· Participated in global project to redefine performance management philosophy to enhance leadership effectiveness and instill lean management principles

· Educated business leaders on role and value of organization design practices for business transformation and team efficiency

· Trained team of HR managers on fundamentals of business/KPI driven reward management

· Played key role in project to configure Workday to apply new annual review process & pay calibration

· Reviewed India, China, Singapore, Hong Kong, Philippines, UAE, & Saudi benefits policies to establish perception of fairness

· Reviewed Regional Salary Scales and modified methodology for Global Technology Engineering Center established in India

Managed employee variable pay plans including LTI stock options plan

Hired to establish and lead the Total Rewards, HR Service Delivery and HR Technology functions in the Middle East and Africa region (40+ countries including Turkey, Israel & Pakistan) of 1300 FTE.

· Invited to speak at HR Forum and present PIP case study

· Lead the redesign of variable pay plans for all non executive jobs

· Participated in the redesign of the global Performance Incentive Program (PIP) for senior management

· Established job pricing strategy & process and lead job leveling project (Significant cost control)

· Trained team of HR managers on fundamentals of managing reward for business effectiveness

· Revitalized HR team across the region (structure redesign, employee profile and staffing new structure)

· Sourced and selected HR Manger MENA, HR Manager SSA, HRIS Manager, HR Manager North Africa & HR Manager Saudi

· Lead implementation of HR technology platform Workday® including global design, implementation phases, change management, and continuous improvement.

· Managed executive compensation including new appointments, promotions from within, LTI eligibility and processing.

· Built business case for Employee Stock Purchase Plan and EOS Accrual investment and vesting plan (Retention strategy)

Acted as HR Manager North Africa while Vacant (3 months) & Supported Saudi MD for HR matters while vacant (6 months)

Lead the regional talent, performance and rewards function for the Western & Central Asia region. Later to broaden the C&B function and lead the SAP HR tech implementation. FTE 1000 & revenue $1.2 billion annually. 20+ countries.

· Facilitated the restructuring of the Sales, Customer Service, and Finance departments to achieve a customer-oriented service proposition based on competencies and supported by career pathing and salary scale broad banding. Lominger® leadership architect library used

· Participated in Talent Review process design and key definition development (Potential – Career Trajectory – Career Path Planning)

· Facilitated Talent Review & Deployment process including profile compilation, organization review, and succession planning

· Modified the performance management process to benefit from existing business planning & effectiveness exercises. Coached HR Managers and Managing Directors to run calibration sessions and action plans

· Lead the regional SAP HCM implementation project including modules of Master Data, eRecruitment, Performance Management, and Compensation Management. Achieved the highest engagement rating globally for SAP super users involved in the implementation

· Participated in design communication and implementation of global executive level LTI plan

· Lead the region to a broad job level structure. Complete change management initiative including communication on macro and micro levels and coaching HR business partners. The Mercer IPE-3 methodology used

· Designed new global salary range setting methodology to be based on Job & Functional data as opposed to job grades

· Redesigned the global expatriate compensation scheme and salary review policy. Solely responsible for expatriate assignment policy and execution in the region

· Reduced annual salary survey and bench marking consultancy costs by 50% and increased service quality and coverage by 30% by coordinating between geographies and Business Units of the A.P. Moller Maersk Group

· Facilitated the diffusion of a mass employee grievance case. Coached management team on implementation of sustainable action plan to mitigate root risks