I am a management consultant, advisory practice leader, regional P&L owner, and aerospace & aviation industry thought leader with 24 years of professional services experience in matters of operational strategy.

I have a proven track record of developing senior executive relationships, profitably growing a consulting business, leading high-performing sales & delivery teams, and enhancing internal and client operations using technological innovation.

• Business skills: first principles and big-picture thinker, detail-oriented problem solver, effective communicator.

• Industry expertise: advisory experience across multiple sectors with a focus on transport and logistics.

• Functional strengths: operational strategy, sustainability and adaptation, supply chain, data science and analytics.

• Global experience: nine years in Europe, nine years in the Middle East, six years in Asia, two years in the US.

Consulting Partner at Deloitte Southeast Asia in Singapore (2024 to present)

I lead Deloitte Southeast Asia's transportation, hospitality, and services industry consulting practice, with a specialization in air transport.

Asia Consulting Leader at the International Air Transport Association (IATA) in Singapore (2018 to 2024)

I relocated from the Middle East to Singapore in 2018 to lead IATA’s advisory business in Asia, whose mission is to deliver innovation and operational excellence for clients across the air transport value chain. My role entailed formulating and orchestrating a go-to-market strategy to profitably grow the regional P&L; building and leading a high-performing in-house consulting team and a reliable network of external consultants; nurturing senior executive relationships across the industry to sustain a commercial portfolio of key accounts; conceptualizing and implementing business development initiatives suited for a multicultural market; enhancing IATA’s brand equity in the market through speaking engagements, webinars, and thought leadership; and, taking innovative products and services to market to stay ahead of industry trends and needs.

Senior Director / Associate Partner, Transport & Logistics Leader at PricewaterhouseCoopers (PwC) in Dubai (2011 to 2017)

I joined PwC’s Middle East office as a Director through its acquisition of PRTM in 2011. I led the regional Transport & Logistics consulting sector and founded PwC’s global Aviation Center of Excellence that grew into a nexus of ~650 experts for addressing the complex needs of industry clients worldwide and across PwC’s lines of service.

Principal at Pittiglio, Rabin, Todd, & McGrath (PRTM) in Paris, France and Dubai, UAE (2007 to 2011)

I joined global advisory boutique PRTM (~800 professionals) to deliver operational strategy, product and service innovation, and manufacturing and supply chain transformation projects (using the SCOR model) for aerospace, automotive, defense, mining, pharma, rail, sovereign wealth fund, and telco clients. PRTM was subsequently acquired by PwC in 2011.

Senior Consultant at KPMG Peat Marwick in Paris, France (2000 to 2006)

I joined KPMG’s management advisory practice as a consultant in Paris after my MBA in 2000 prior to its acquisition by CSC. I worked on large customer relationship management (CRM), supply chain, and operational performance programs in the aerospace, automotive, private banking, and travel and tourism sectors for blue chip clients. Peat Marwick was acquired by Computer Science Corporation (CSC, now DXC Technology) shortly after I joined.

Ph.D. in Aviation at Embry-Riddle Aeronautical University in Daytona Beach, Florida, USA

• Doctoral research: “A simulation of the impacts of climate change on civil aircraft takeoff performance”.

MBA at The George Washington University in Washington D.C., USA

• Majored in the management of science, technology, and innovation. 

Masters of Management at Grenoble Graduate School of Business in France

• Majored in technology management.

• Fluent in English and French, out-of-practice command of Spanish.

• Proficient in data analytics and data engineering using Excel, Power BI, SQL, and R.

• Passionate about innovation, technology, and sustainability in aerospace and aviation.

This is a non-exhaustive list of consulting projects I have led or delivered with my past (not current) employers.

Aircraft manufacturers (OEMs), tier-1 suppliers, and maintenance, repair, and overhaul (MRO) providers

• Supplier Relationship Management (SRM) at Airbus (EADS) in France. On-boarded tier-1 suppliers to a strategic program migrating the sourcing and procurement of all flying parts to a dedicated ERP and supplier portal ahead of the A380 launch.

• Operational due diligence of Aernnova (a tier-1 aerostructures supplier) in Spain, on behalf of Mubadala. Led the analysis team in charge of modeling Aernnova’s future financials under a range of commercial, commodity price, and operational scenarios.

• Operational diagnostic at SR Technics, a leading aircraft maintenance, repair, and overhaul (MRO) in Switzerland. Led the operational diagnostic of the Components division, incl. parts forecasting, wing-to-shelf, repair cycle, and repair vs. replace decisions.

• Business turnaround at Advanced Military MRO Center (AMMROC, a Mubadala–Lockheed Martin joint-venture) in the UAE. Led the operational review of the base maintenance division and identified operational and strategic actions to return to profitability.

Airlines

• Supply chain transformation at American Airlines in the US. Improved spares service levels to mechanics through base maintenance and parts planning process redesign. Reduced delays and cancellations by 1.5K p.a. and out-of-service events by 150 p.a.

• Supply chain transformation at Etihad Airways in the UAE. Assessed and redesigned the dry catering supply chain as part of a group-level shared services transformation. Benchmarked supply chain performance and proposed a to-be operating model.

• Aircraft turnaround optimization at Air France-KLM in France. Designed and rolled out a centralized function to coordinate turnarounds at the CDG hub and 11 domestic outstations, reducing turnaround time, manpower needs, and increasing asset utilization.

• Strategic organizational review at FlyDubai in Dubai, UAE. Assessed the alignment between organization and strategy. Interviewed C-suite, formalized the previously-undocumented strategy, and made recommendations to align executive agendas and initiatives.

Airports

• CapEx reduction for Public Investment Fund (PIF), a sovereign wealth fund in Saudi Arabia. Led the strategic portfolio review of all airport-related projects in Saudi Arabia with a view to cancel, defer, privatize, optimize, or confirm infrastructure investments.

• Business turnaround at Arabian Aviation Services Company (ARABASCO), a $30M fixed-base operator (FBO) in Saudi Arabia providing terminal operations, ground support, aircraft management, and line maintenance to private aviation customers.

Other segments in aerospace and aviation

• Business process transformation at the General Civil Aviation Authority (GCAA) in the UAE. Directed the redesign of Safety Affairs’ processes, in line with ICAO standards, national civil aviation laws and regulations, and leading practices from other CAAs.

• P2P/O2C business process reengineering at Nouvelles Frontières, part of travel group TUI AG in France. Re-engineered the air tickets brokerage process for purchases, sales, airline and interline agreements, inventory management, fulfillment, and ticketing.

Non-aerospace projects

• Critical Program Recovery (CPR) at Abu Dhabi Ship Building (ADSB) in the UAE. Directed the CPR for a six-corvette build program experiencing budget and schedule over-runs. Re-baselined the program, improved its governance, identified quick wins.

• Supply chain transformation at Sandvik, a global mining OEM in Australia. Optimized service levels and cost-to-serve for the $7B aftermarket unit through forecasting to increase fill rates, and a critical spares process to minimize capital breakdowns.

• Startup design for an electric mobility venture on behalf of Mubadala in the UAE. Led the NewCo design activities: structure, governance, controls, business processes, and high-level IT requirements in preparation for the start of operations.

• Operational turnaround of GLC, a lighting manufacturer in Saudi Arabia, on behalf of owner The Carlyle Group. Designed and implemented a Sales & Operations Planning (S&OP) process to match production capabilities with sales forecasts.

• Interim management of the corporate HR function at TAQA, an oil and gas company with $24B in worldwide assets in the UAE. Established foundational HR practices and managed day-to-day operations while an executive search was underway.

• Strategic sourcing at Alstom’s aftermarket business for the Bucharest metro and the Spanish AVE trains. Led spend reduction initiatives (incl. volume consolidation, resourcing, renegotiation, reverse engineering, re-commissioning) yielding $25M p.a. in savings.

• New product introduction (NPI) at Technicolor, an electronics manufacturer in France. Assessed NPI quality, cost, and time-to-market against benchmarks, and reduced out-of-process costs by 25% through maturity reviews and early prototyping.

• Executive change management at Nokia Siemens Networks (NSN) in Finland. As part of a strategic transformation from a telco hardware manufacturer to a solutions provider, assessed the top-25 executives’ change readiness through interviews.

• Customer service transformation for Aptar, a global packaging manufacturer serving the agri-food and pharma industries, in the US. Improved order cycle times and defined common rules of engagement for customer service functions across brands.

• Supply chain diagnostic at GEFCO, PSA Peugeot Citroën’s 3PL in France (now Stellantis). Diagnosed the operational costs and supply chain performance and formulated recommendations supported by scorecards using the SCOR model and industry benchmarks.

• Aerial Futures in the US, which is a non-profit organization exploring innovation in the architecture of flight, technology, and the broader urban mobility ecosystem.

• Embry-Riddle Aeronautical University's Asia Industry Board in Singapore, which is meant to inform ERAU's curriculum design decisions to best meet the rising needs of the aerospace and aviation industries.

Functional certifications

• Singularity Executive Program (2024)

• HarvardX Data Science (2023)

• Microsoft Power BI (2020)

• PMI Project Management Professional (PMP) (2015)

• APICS Supply Chain Operations Reference Model Professional (SCOR-P) (2014)

• APICS Certified Supply Chain Professional (CSCP) (2012)

• Six Sigma Black Belt (2010)

Sectoral certifications

• IATA Airport Master Planning (5-day course, 2023)

• IATA Airport Slot Coordination: Policy and Regulation (5-day course, 2023)

• IATA Air Cargo Business Strategy and Planning (5-day course, 2021)

• IATA Instructional Standards (5-day course, 2018)

• IATA Diploma in Aviation Studies (self-study, 2016) including

  • Airline Finance and Accounting Management

  • Airline Revenue Management

  • Airport Operations

  • Ground Operations Management

• Private Pilot License (PPL) (2015)