Bring me in when the plan has to survive the engineers
I take projects from a vague ask to a scoped, sequenced, tracked delivery — and I can hold my own in the technical conversation that decides whether the schedule is real.
- Years in technology
- 10+
- Verified badges
- 17
- Products delivered
- 4
- Branches supported
- 80+
Delivery ownership
Full lifecycle: initiation, planning, execution and closure. Charter, WBS, schedule, risk register, and a status cadence people actually read.
Technical projects
Web products, infrastructure programmes and migrations. Ten years of systems and networking means the estimates get questioned before they get committed.
Agile adoption
Scrum and Kanban introduced into teams that have never worked that way, without the theatre — ceremonies that earn their time or get cut.
Bilingual stakeholder management
Arabic-first clients across Egypt and the Gulf, English-speaking delivery teams, and no translation layer in between.
How engagements usually run
- 1
1 · Scope
We agree what the project actually is, what it is not, and what success will be measured against.
- 2
2 · Plan
Breakdown, estimates, sequence, dependencies and risks — written down where everyone can see them.
- 3
3 · Deliver
Sprint or phase cadence with honest status. Problems surface early, while they are still cheap.
- 4
4 · Close
Handover, documentation and a retrospective that produces something other than a feeling.
Start a conversation
No obligation — tell me the situation and I will tell you honestly whether I am the right fit.
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