Faisal Amin

The Abu Dhabi National Oil Company (ADNOC) is the state-owned oil company of the United Arab Emirates. It is considered to be the world's fourth largest oil company with access to country's oil and gas reserves.

Advised and assisted ADNOC in implementing a Process Classification Framework across the enterprise to aid in content management, risk management, and benchmarking. Customized the PCF so that its process hierarchy matches the reality of its work and also facilitates benchmarking.

As a Principal Consultant, built consensus with CEO and executive team to hold the first long-range global strategic planning session in several years. Personally facilitated the strategy ideation process – helping the 30 top global leaders to connect previously unrelated notions and challenge embedded thinking to develop fresh strategies to grow the Knowledge Management strategy. Introduced forward thinking organizational design scenarios – to align people, process, and culture to business… Mehr zeigen

As a Principal Consultant, built consensus with CEO and executive team to hold the first long-range global strategic planning session in several years. Personally facilitated the strategy ideation process – helping the 30 top global leaders to connect previously unrelated notions and challenge embedded thinking to develop fresh strategies to grow the Knowledge Management strategy. Introduced forward thinking organizational design scenarios – to align people, process, and culture to business strategy. Established Company’s first annual leadership communication plan to capture “hearts and minds” and build momentum for the new vision. Weniger anzeigen

After acquiring several autonomous organizations, Damus Oil needed to consolidate its business processes. An industry leader in operations, construction, and maintenance services, the organization had to establish a unified process for each of its key services through the use of a framework that was applicable across the enterprise.

Damus engaged subject matter experts, created centers of excellence, and enlisted ISA's help to build and customize a new process management methodology. As… Mehr zeigen

After acquiring several autonomous organizations, Damus Oil needed to consolidate its business processes. An industry leader in operations, construction, and maintenance services, the organization had to establish a unified process for each of its key services through the use of a framework that was applicable across the enterprise.

Damus engaged subject matter experts, created centers of excellence, and enlisted ISA's help to build and customize a new process management methodology. As a result, the rapidly growing organization enabled itself to standardize, centralize, frame, and map its processes and capabilities. Weniger anzeigen

Developed new performance compensation program - structure development, management guides and training, distribution curve, common reviews, and new survey participation. Formulated management incentive programs. Reconstructed field operations incentive program which greatly improved performance/morale.

Part of strategic team that performed due diligence and pre and post merger support to acquire Epix, a Professional Employee Organization.

As a Lead Human Capital Consultant reporting to the Regional CEO, helped designed and directed the company’s human resources strategies, policies, and practices. Facilitated critical corporate initiatives including strategic planning, leadership development, talent evaluation, talent acquisition, talent management, compensation, employee engagement, employee relations, and compliance.

Partnered with middle and line management in the business practice, focusing providing comprehensive HR advisory and consultancy service. Managed operational human resources related issues, including development and communication of policies, HR compliance, benefits administration, training administration, human resources reporting and coordinating in recruitment process, employee relations, performance management processes and HRIS.

NiSource, Inc., based in Merrillville, Indiana, is a Fortune 500 company engaged in natural gas transmission, storage and distribution, as well as electric generation, transmission and distribution. NiSource operating companies deliver energy to 3.8 million customers located within the high-demand energy corridor stretching from the Gulf Coast through the Midwest to New England.

Validated the knowledge management approach, high level business process, defined the governance and change… Mehr zeigen

NiSource, Inc., based in Merrillville, Indiana, is a Fortune 500 company engaged in natural gas transmission, storage and distribution, as well as electric generation, transmission and distribution. NiSource operating companies deliver energy to 3.8 million customers located within the high-demand energy corridor stretching from the Gulf Coast through the Midwest to New England.

Validated the knowledge management approach, high level business process, defined the governance and change modelmodel, provided the outline technical feasibility and costing and jointly worked on producing a overall transformation plan.

Undertook a large number of one to one interviews with senior stakeholders, partook in other partners workshops and lead a number of workshops. Also led a number of sessions to explore aspects of the business case and develop the strategy. Weniger anzeigen

Helped through processes involving major international re-alignments, complex outsourcing and insourcing arrangements and pre and post-merger/acquisition integrations. Helped develop a flexible approach, providing teams or single points of contact appropriate to the deal. Assisted in complex cross-border outsourcing deals, often bringing together people transfer issues across countries where the approach to the automatic transfer of people differed significantly.

Part of strategic team that performed due diligence and pre and post merger support to acquire Paradyme Human Resources, a privately held technology driven Professional Employee Organization.

Assisted a parent company to successfully divest an international power generation division, achieve a good valuation, and keep the spun-out company intact. Provided the key project insights while cultivating a collaborative working style which created the trust necessary among all key executives to achieve the best outcome.

Part of strategic team that performed due diligence and pre and post merger support to acquire RS Staffing, a contract staffing company which provided medical staffing and support services to the federal government and private enterprises.

Helped designed and directed the company’s human resources strategies, policies, and practices. Facilitated critical corporate initiatives including strategic planning, leadership development, talent evaluation, talent acquisition, talent management, compensation, employee engagement, employee relations, and compliance.