AlSuhaimi Holding Company, Dammam, Saudi Arabia
I was deputed for the Internal Audit of Fugro Suhaimi Limited (FSL) and SAPIN KSA, subsidiaries of AlSuhaimi Holding Company in Dammam, Saudi Arabia. During the 6-month tenure, I was involved in the audit of Accounts Receivables; Procure to Pay; and Human Resource.
AQUAT Foods, Albaik, Saudi Arabia
Developed Internal Audit Training Programmes for the New Internal Audit Hires in the company. Prepared Internal Audit Training Modules for the following:

Procure to Pay – P2P;
Order to Cash – O2C;
Payroll; and
Fixed Assets.

BATCO Group, Riyadh, Saudi Arabia
Led the Development of policies and procedures / SOPs assignment related to Supply Chain management Function of one of the major telecom services providers in Saudi Arabia.

Developed detailed AS IS process maps in MS Visio.
Performed gap analysis and identified several of areas of weaknesses and proposed recommendations to overcome those weaknesses.
Developed a comprehensive and concise policy for Supply Chain Management and updated the AS IS processes maps in MS Visio.
Prepared Risk & Control Matrices as well.

Murree Brewery Company Limited (MBCL)
Supervised the Internal audit of MBCL and covered Finance & Treasury Management and Sales.
Alif Ailaan Campaign

I was involved as part of team for the internal audit of DFID funded Alif Ailaan campaign and covered Human Resource, Media and Financial Management areas.
Conducted a detailed review of policies and procedures related to Human Resource, Media and Financial Management areas and Developed an understanding of Alif Ailaan processes through consultations and system walkthroughs and prepared process description document.
Involved in preparation of internal audit report where I drafted Issues and presented recommendations related to Human Resource, Media and Financial Management area.

Karandaaz Pakistan
Involved as part of team for the Internal audit and covered Accounting & Finance and Treasury areas.
Kuwait Foreign Petroleum Exploration Company (KUFPEC) - 2015
Involved as part of team for the Internal audit and covered Petty cash and Revenue areas.
Development Alternatives Incorporated (DAI)
Involved in review and assessment of Internal Controls, identification of significant weaknesses and recommending improvements on the following areas:

Financial Chain Assessment;
HR and Payroll Management; and
Procurement Management.

Mobilink – Jazz (Telco)

Involved in the formation of policies and procedures / SOPs related to Supply Chain Management.
Performed a detailed review of the existing Jazz Supply Chain Logistics (Warehousing, Repair & Return Logistics) policies.
Developed a detailed AS IS process maps in IBM Blueworks.
Performed gap analysis and identified areas of weakness. Prepared presentation of proposed changes to Steering Committee for approval.
Developed a comprehensive and concise policy for Supply Chain Management and updated the To Be processes maps in Blueworks.

Top City-1 (Real Estate)

Involved in formation of policies and procedures / SOPs related to Supply chain management.
Developed detailed AS IS process maps in MS Visio.
Performed gap analysis and identified several of areas of weakness.
Presented proposed changes to the Chief Procurement Officer.
Developed a comprehensive and concise policy for Supply Chain Management and updated the To Be processes maps in MS Visio.

Bureau of International Narcotics and Law Enforcement Affairs (INL) USA - 2017
Worked as a field team member for Public Financial Management Risk Assessment (PFMRA) of public sector entities to identify and asses PFM fiduciary risk and to present potential and practical risk mitigation measures on behalf of State Bureau of International Narcotics and Law Enforcement Affairs (INL) USA.
Program Capacity Assessment (PCA) – Gavi – 2017 & 2018

Was involved in the Program Capacity Assessment of the Expanded Program on Immunization (EPI) of the Ministry of Health of Pakistan, Papua New Guinea and South Sudan and covered the Finance Management Capacity (FMC) and Vaccine Cold Chain Management (VCCM) areas.
Identified the capacity gaps that need to be addressed in order to assure sound management of the Gavi-supported programme;
Made recommendations on capacity building initiatives to address the capacity gaps identified, indicating priority and time scales;
Reviewed the progress against PNG’s plan of action to address the findings in the 2016 Gavi Audit and Investigation Reports, and suggested additional fiduciary measures that were considered necessary to strengthen the mechanisms the government uses including governance and anticorruption measures in an effort to determine when and how it might be possible for the government to resume its role as Gavi grant-holder.