Hammad Shamsi

Visionary transformation and business leadership executive with 20+ years of experience driving enterprise-wide operational excellence, finance transformation, digital enablement, and commercial growth across manufacturing, consulting, technology, BPO, and diversified business environments. Proven success leading large-scale transformation programs that move beyond process audit into physical process redesign, ERP workflow enablement, KPI governance, dashboard-based performance management, and integrated program execution. Trusted partner to C-level leadership in shaping operating models, improving finance and business performance, and building scalable capabilities across the Gulf, MENA, and international markets.

Distinguished for combining transformation leadership with business development ownership, including strategic market expansion, pipeline governance, solution-led selling, and end-to-end commercial management from lead generation through deal closure. Brings hands-on expertise in Lean, Six Sigma, change management, Oracle Fusion-enabled process transformation, executive reporting, and integrated cross-functional project leadership.

Director, Process & Performance Improvement at Global Creative Developers (Algihaz Holding - KSA) (2024-07 – Present)

Drive enterprise transformation, finance improvement, digital process enablement, and business development initiatives for a diversified business group serving Saudi Arabia, Gulf, and international markets.

• Lead Finance division transformation in partnership with Accenture under the Enterprise Reinvention Strategy framework, providing functional leadership and integrated project management across finance transformation workstreams tied to the future-state Finance operating model and Global Capability Center (GCC) enablement.
• Drive the design and execution of the future-state Finance operating model, GCC-aligned service delivery structure, digitized finance operations, KPI/SLA frameworks, governance structure, and transition planning aligned with enterprise transformation objectives.
• Coordinate cross-functional stakeholders across Finance, IT, HR, PMO, Procurement, Accenture, the Global Capability Center (GCC), and business leadership to manage transformation dependencies, decision forums, implementation priorities, and execution governance.
• Support Accenture-led finance transformation initiatives around Oracle Fusion workflow enablement, touchless processing, close cockpit visibility, KPI architecture, working capital performance dashboards, and digitally orchestrated finance operations within a GCC-led operating model.
• Established KPI monitoring architecture and executive dashboards across 20+ finance entities, strengthening reporting cadence, performance visibility, accountability, and data-driven decision making.
• Led Oracle Fusion workflow improvement and process redesign initiatives that materially reduced invoice cycle time from 128 days to 27 days while improving controls, handoffs, and execution quality.
• Applied Lean, Six Sigma, Kaizen, PDCA, and structured change management practices to improve utilization, reduce waste, strengthen governance, and embed continuous improvement across operational functions.
• Manage business development portfolio for Gulf and North American markets, overseeing the BD department across lead generation, prospecting, qualification, proposal development, opportunity advancement, negotiation support, and deal closure.
• Drive commercial pipeline management using tools such as LinkedIn Sales Navigator, Apollo.io, Salesforce, HubSpot, and proposal tracking mechanisms to improve lead flow, conversion discipline, and forecast visibility.
• Lead market development initiatives focused on strategic accounts, partnership opportunities, and executive relationship building to expand international revenue opportunities.
• Track and manage C-level business development KPIs including qualified pipeline value, win rate, conversion ratio, sales cycle velocity, proposal-to-close ratio, average deal size, customer acquisition, account penetration, and forecast accuracy.
• Partner with executive leadership to align transformation priorities and business development strategy with growth, profitability, governance, and operating model objectives.

Strategic Management Consultant at The Lean Institute (2018-02 – 2024-07)

• Led transformation and continuous improvement engagements across manufacturing and service organizations, translating diagnostic findings into implemented improvements in workflow, systems, controls, and operating performance.
• Applied Lean, Six Sigma, PDCA, Kaizen, TPM, 5S, and Business Process Reengineering methodologies to improve productivity, quality, throughput, service responsiveness, and process discipline.
• Supported ERP-enabled transformation initiatives and operating model redesign, including KPI development, dashboard reporting, SOP standardization, and management control systems.
• Delivered measurable value creation through process redesign, stakeholder alignment, and practical implementation of future-state operating models.
• Built capability within client teams through mentoring, facilitation, and structured problem-solving practices to sustain improvement gains.

Head of Operations at Big Wolf Games (2021-08 – 2023-11)

• Improved operational efficiency through process redesign, execution discipline, and cross-functional coordination in a remote service delivery environment.
• Strengthened workflow visibility, vendor coordination, and delivery management through structured operating rhythms and performance tracking.
• Built leadership capability through mentoring and team development.

Head of Quality & Continuous Improvement at Xarasoft (2016-09 – 2018-01)

• Led quality and continuous improvement programs that reduced defects, improved process consistency, and enhanced operational performance.
• Applied Six Sigma and standardization methods to strengthen controls, quality systems, and production efficiency.

Productivity Transformation Consultant at Independent Practice (2012-07 – 2016-08)

• Delivered advisory and implementation support on productivity improvement, cost optimization, process redesign, and transformation planning across multiple client environments.

Executive MBA – Lahore University of Management Sciences (LUMS) (2025 – 2027)

Master of Industrial Management – Hamdard University (2012 – 2015)

Bachelor of Science in Electrical & Electronics Engineering – Sir Syed University of Engineering & Technology (2001 – 2004)