Course Director
Alan Fell
Director, Alan Fell Consultancy Ltd (UK)
Alan Fell is a UK-based management consultant and trainer, specialising in strategy management/Balanced Scorecards and in financial management. In the first half of his long career, Alan worked in a large London-based bank where he held a range of senior management positions in the areas of business planning and financial management.
For the last 20+ years, Alan has operated as an independent management consultant and trainer, with a strong international focus. He has run over 400 training and consulting assignments across the world, from Australia/New Zealand to South Africa, South-East and South Asia and the UK/Europe – and occasionally in North America. But his predominant activities have been in the Middle East, working in exclusive partnership with Informa.
Since 2010, Alan has been a Senior Associate of the Balanced Scorecard Institute and, in conjunction with Informa, has led very many certified Balanced Scorecard and KPI training courses and follow-on implementation consultancy assignments.
Alan also focuses on strategy execution, including regular certified training programmes with Informa. He also runs regular financial management courses with a special focus on cost management, budgeting and rolling forecasts.
Amin M. Issa
Trainer, Amman, Jordan
Amin M. Issa is an accomplished senior professional with over 35 years of experience. He has held senior leadership positions like Quality Assurance and Processes Director, Head of Sales and Customer Relations, and Head of PMO and Transformation in international organisations like United Arab Shipping Company, Lloyds Register, and Orange Telecom Group. He possesses experience in diversified fields, including quality and business process management and improvement, design and execution of transformation programmes, customer relations, deployment of Balanced Scorecards, product and services launches, change management and improvement through Six Sigma, Sigma Lean and project management through leadership of the PMO Office and COPC deployment in customer service.
Amin has a strong background in programme development and Business Processes Management and Improvement (BPMI) with an outstanding history of managing projects from initial conception, through development, to implementation.
He is a Certified Surveyor/Industrial Inspector, Lead Auditor, Trainer, Six Sigma Project Manager, and a COPC Registered Coordinator.
Amin has outstanding communication talent with proven abilities to build and lead highly efficient teams, train technical and non-technical personnel, and convey complex concepts in understandable terms.
Alan Power
Managing Director, Mpower (UK) Ltd., UK
Alan Power believes few people today show real leadership – there are many managers but there are very few genuine leaders. So how do you regard yourself; a leader or a manager?
You might ask: ‘what’s the difference?’, and the answer is managers have subordinates, but leaders have followers! Which, of course,
begs another question: ‘are you a leader or a follower?’. Reflect on how you do your job; did anyone do this job before you? If so, have you carried on doing it the same way as the previous incumbent, i.e. you followed, or have you radically changed the way the job was done to the benefit of all the stakeholders? If you have, maybe you are a leader. But maybe this thinking is a little simplistic as it suggests that leaders and managers are a different breed when this is obviously not the case because sometimes we lead and sometimes we manage – in other words, people can be both leaders and managers and call upon their different skills whenever the situation demands. Throughout his career, Alan has been called upon to be both a leader and a manager so has a clear understanding of the requirements of both roles.
As a leader, Alan set up several new functions while employed in a major UK bank. For example, he set up the bank’s first training
centre, became the youngest departmental head in the bank’s history, was the first manager to launch a Quality Management system and used Quality Management to set up a new mortgage company which won a national award for Quality Management, and he was the first manager in the bank to adopt the Balanced Scorecard. As a management development and training professional, Alan qualified as a Leadership Trainer to deliver Action Centred Leadership in the 1970s and has delivered Leadership courses to countless delegates over the years and, with his personal experience as a leader, his programmes are enriched by his personal experience.
In 2003, Alan left the corporate world to set up his own consultancy specialising in Leadership, Operations Management, Business Excellence, Lean Thinking, Six Sigma and Customer Service Excellence.
Rami Itani
Partner, Vanguards Consulting President of the Association of Business Process Management
International (ABPMP, Middle East Chapter)
Rami is currently a Partner at VANGUARDS Consulting, a management consulting firm with deep functional knowledge spanning strategy formulation and execution, business process management and information technology.
His areas of expertise include strategy formulation and execution (using the Balanced Scorecard framework), organisational design, business process optimisation and workflow, manpower optimisation, as well as developing and implementing policies and procedures relating to human resources, and finance and accounting.
Previously, Rami worked on performance improvement services at PriceWaterhouseCoopers. He has a vast exposure to multinational companies and his main focus is on helping clients translate their strategy into operations thus reengineering existing processes to accommodate the new strategic direction of the organisation, as well as increase efficiency and effectiveness.
Rami is a member of the Association of Business Process Management International (ABPMP), an international organisation dedicated to the advancement of business process management concepts and practices.
Rami has led assignments across different industries including banking, contracting, F&B, media, manufacturing, production, etc. Such assignments ranged from complete turnaround situations (strategy formulation, organisation restructuring, and business process management) to scope specific projects like developing/cascading scorecards or restructuring of certain functions or processes.