Imdaad

Supported the Chairman and CEO on IT priorities, the value of existing systems, and technology-enabled decision-making. Translated IT capabilities and departmental work into information relevant to executive priorities.

Worked with the IT team to strengthen the positioning and use of the Oracle ERP system they had implemented. Promoted its processes, workflows, dashboards and KPIs, made the value of the IT team’s work more visible, and supported leadership in using management information for decisions.

Worked with the customer satisfaction department to evaluate and improve how customer feedback was measured. Developed dedicated KPIs, scorecard approaches and formulas to support structured evaluation and management attention.

Provided B2B marketing planning to promote the company, including LinkedIn, additional social channels and direct communication with decision-makers in other organizations. Connected channel planning with business relationships and company positioning.

Established the initial foundation for an AI Center of Excellence and worked with the AI team to promote adoption. Supported the direction of early work, including the team’s delivery of ready-made Oracle AI capabilities, while developing a broader enterprise AI vision.

Supported master data development, integration and the architectural direction for an organizational AI knowledgebase. Worked toward connecting relevant data resources and systems so AI could draw on a stronger enterprise knowledge foundation. This was a developing direction rather than a completed enterprise-wide rollout.

Explored an application to collect worker feedback around the clock and use AI to handle incoming information. Considered practical AI capacity limitations during the assessment. The initiative is presented as an explored use case, not a deployed service.

Applied the Human-Centric Intelligent Experience (HCIX) framework with the organization and achieved a first implementation step. Brought a human-centered perspective to digital experiences, customer journeys and the relationship between people, systems and intelligence.

Helped make module processes and workflows available through an internal site. Departments, audit and IT could review the documented workflows and provide feedback to IT, creating a shared reference for review and improvement.

Identified the next step of examining how AI could support Oracle-related processes and workflows across areas such as accounting and finance. Built on the published process reference to consider opportunities at module and department level.

Advocated for CRM adoption and worked with stakeholders on its successful introduction and integration with the Oracle environment. Supported management dashboards and KPIs so customer relationship information could contribute to leadership visibility.

Supported IT architecture design and the integration of software, solutions and other systems. Connected integration priorities with digital strategy, stronger digital assets and organizational readiness for AI.

Supported improvements in IT governance, technology spending and budget decisions, system ROI and IT departmental outcomes. Advised on digital strategy, the company’s technology profile and digital assets, keeping business value and human-centered experiences in view.