Operations leadership · Dubai, UAE
Vice President – Operations (MEIA), Precedence Technologies
I run multi-country operations that turn growth into margin, cash and on-time delivery: 25+ years leading P&Ls, service delivery and supply chains across the GCC.
About
For more than 25 years I have run business operations, P&Ls and multi-country teams across ICT systems integration, distribution, trading, manufacturing and IT services, working closely with C-suite executives and boards in the UAE, Oman, the UK, India, Hungary and France.
Today, as Vice President – Operations (MEIA) at Precedence Technologies in Dubai, I lead a $50M+ portfolio across the UAE, Qatar, Oman and KSA, spanning projects, AMC, professional and managed services, finance, HR, procurement and warehousing. I own the systems that keep it moving: pricing, contracts, collections, SOPs and a clean handover from pre-sale to post-sale.
Before that, I was Head of Operations for WESCO Distribution's Middle East business, which grew its top line by 600% in five years. Earlier, as COO of Technical Supplies International in Oman, I turned underperforming divisions round to profitability and helped establish five new group companies. My career began in IT service delivery at Syntel and Capgemini, working for clients such as Marks & Spencer, Schneider Electric and SHL.
My approach is practical: clear processes, measurable KPIs, disciplined cash and stock, and teams who know what good looks like. I am now applying AI and structured playbooks to the same problems.
Operating model
Operations is not one department. I connect every step a deal moves through, and the functions underneath that keep it working, so each handover is clean and the work turns into cash.
How a deal moves
Running underneath every step
What I do
Multi-country operations across the UAE, KSA, Qatar and Oman. A company operating model with monitoring and controls across every function, SOPs for purchasing, HR and warehousing, and ERP/CRM and ISO 9001 systems. I am currently leading an agentic-AI programme to automate back-office work across seven departments.
AMC, professional and managed services with tiered Bronze/Silver/Gold SLAs, a live KPI scorecard and customer health scoring. A structured pre-sale-to-post-sale handover framework, plus SLA/OLA design and daily operations reviews. Customer satisfaction above 95%.
Global supply networks with premium 3PL and freight-forwarding partners into the Middle East, Africa and India. Importer of Record and white-glove delivery in seven countries, centralised procurement and warehouse controls, and on-time delivery above 95%.
Ownership of pricing, contracts and collections. A services margin playbook built on unit economics, ABC inventory analysis, rotation of non-moving stock and close partnership with Finance on budgets and cash-flow forecasts. A divisional turnaround that contributed 20% of group EBIT.
Company-wide JD/KPI/KRA performance management, an HR Manual with KRA-based reviews and UAE PDPL-compliant data protection, and monthly KPI dashboards for leadership. Strategic hiring across the Middle East, and 24x7 support teams for global clients.
I have delivered across the GCC, the UK, France, Hungary and India. That includes a 90-day Africa market-entry playbook with stage-gate reviews, five new group companies set up in Oman, and large application and SAP transitions for Capgemini clients.
Selected impact
Career
Four defining roles, from IT service delivery to running end-to-end operations across countries. My full role history is listed below.
Application transitions, knowledge transfer and 24x7 service delivery for UK and French clients.
Divisional turnaround, a dedicated AR team, new group companies, and group-wide ERP, CRM and ISO 9001.
Middle East operations from start-up through scale-up: inventory, warehousing, logistics, 3PL networks, Importer of Record and customer service.
Post-sales, projects, services, finance, HR, procurement and warehousing, plus the operating model and the Africa market-entry plan.
Role by role
Sep 2024 – Present
Precedence Technologies LLC · Dubai, UAE
An ICT and ELV systems integrator serving hospitality, education, healthcare and smart-building clients. I lead post-sales, projects, services, finance, HR, procurement and warehousing across four countries.
Oct 2017 – Sep 2024
WESCO Distribution, Inc. (via Westec Supplies General Trading) · Ajman, UAE
Led WESCO's Middle East operation from start-up through scale-up: warehousing, expediting, logistics and customer service for global and federal accounts.
Apr 2016 – Mar 2017
Jariwala Group of Companies · Muscat, Oman
Built development plans for group companies and led cross-functional process optimisation and change initiatives.
Oct 2008 – Mar 2016
Technical Supplies International Company LLC · Muscat, Oman
Feb 2002 – Aug 2008
Capgemini Consulting · Mumbai, London, Budapest, Paris
Apr 2000 – Aug 2001
ATOS Syntel (formerly Syntel, Inc.) · Mumbai, India
Mainframe programmer supporting a key dental insurance application for Humana Health Insurance (USA).
Sectors and regions
Stylised layout, not to scale.
Awards and education
Recommendations
“Mustafa was clearly one of the star performers on this engagement – he was hard working, sincere, articulate, willing to stretch himself beyond what was expected and provide a demanding customer a service that was above expectations.”
“Mustafa is excellent in designing systems & processes and their implementation. He has very good experience in working closely with Senior Management to develop corporate strategies for new businesses and assist in their implementation.”
“He stood by his team and the customer stood by his ability to deliver under the most trying circumstances… that said it all.”
“He … constantly worked under high levels of pressure but could always be relied upon to work through problems and deliver solutions. As a team lead he represented his colleagues well and was extremely supportive of them.”
Insights
How a bill of quantities (BOQ) to purchase order (PO) tracker turns procurement data into vendor decisions: assess delivery, documentation and quality, analyse spend concentration, qualify alternate suppliers early and negotiate with evidence. AI can flag risks faster, but teams still need to qualify vendors and lead the final negotiations.
How to make every role own a result: clear job descriptions first, then KRAs, a few KPIs per role, visible huddles and dashboards, client-felt measures and reviews that coach. AI can show the numbers, but a leader still decides who owns them.
Six controls that make a services contract pay: starting from the cost to serve, the SLA as the product, a one-page handover, a live scorecard, customer health scoring and on-time billing.
Why systems integration plans for site readiness, not demand: phased delivery or customer storage with a delivery milestone, deliveries linked to billing, tagged surplus stock and transparent cash planning.
How service operations at scale earn renewals: response tiered by business impact, preventive visits that surface risks and mitigations, repeat-fault tracking, quarterly value reviews and per-site unit economics.
Five weekly habits that help projects fund themselves: project-level cash flow, a rolling 13-week forecast, same-day milestone invoicing, hard-negotiated terms and shared collections.
Contact
For professional conversations, partnerships, or to compare notes on running operations across the GCC.