Mostafa Daouairi - Sr. business-, process-, change-, project manager

Senior project manager at Ministry of Justice



Current location


Work category

IT and Technology



Driven, experienced senior (project/programme) manager and consultant with over 10 years of experience in Information Management and Information Technology in the markets of telecommunications, Real Estate and Oil, is seeking a challenging senior position in an international and innovative organization.

Mostafa Daouairi's Education and Qualifications


Bachelor/Degree - MBA,

University of North Carolina at Chapel Hill - Kenan-Flagler Business School


Bachelor/Degree - OneMBA, OneMBA

RSM Erasmus University


Bachelor/Degree - OneMBA,

Fundação Getulio Vargas


Bachelor/Degree - Bachelor, Business

NCOI Education Group


Bachelor/Degree - Bachelor, Telematica

Hogeschool van Utrecht

Bachelor/Degree - , IPMA-C

ISES International

Bachelor/Degree - ,

(online) SixSigma Black Belt

Mostafa Daouairi's Professional Experience

2009 - Present

Ministry of Justice - Senior project manager

As a senior project manager, I am responsible for directing all activities from project initiation, gather business requirement, design solutions, plan transition, deploy up to hand over to operations.

Key Skills
BPM GRC Senior Project Manager
2008 - Present

Bridgizz - Business development manager

In this role I participated in managing new accounts and range of branding and marketing communication strategies projects in GCC states and Morocco. Bridgizz is a design company that specialties in business-to-business and social-to-social marketing and communications.

Key Skills
GCC Marketing
2000 - 2010

Inter Capital Finance - Owner

As an owner of Inter Capital Finance, I am responsible for directing activities and businesses related to developing marketing studies and implementing innovative solutions to customers

Key Skills
finance innovation Marketing
2008 - 2008

ING Real Estate - Project manager

In this role I've managed several projects related to an IT in-sourcing, transition & migration of a Dutch financial firm. (approximately 35 FTE).

In the same role, I've managed to connect 20 European property agencies to ING HFM system using ING RE network and Global Remote Access solution to perform a series of financial activities as a part of their business processes.

After a successful implementation of these two projects, my role was extended to manage the implementation of a financial application at WTC Amsterdam and the implementation of a Real Estate Data Exchange platform (REDEX) ING Investment Management to enhance information exchange between ING and all Real Estate agencies and firms.

Key Skills
Business IT Mngt
2007 - 2008

UPC - Project Manager Pan European

As Pan European project manager, I was responsible for initiating, coordinating business requirement and aligning work packages to deploy and hand over the Field Force Management (FFM) deliverables to UPC operations and businesses. FFM was meant to replace the old paper order system used by UPC engineers with an automated solution. The engineers had to use a PDA with a track & trace module where the new automated solution will had to allocate the engineer, pick the next & nearest assignment that matches his skills and send it to its PDA.

Key Skills
Project and risk management Stakeholder management
2007 - 2007

Ericsson - Customer Project Manager

I participated as a customer programme manager in an in-sourcing program to take over Belgium telecom services. My main responsibilities were to manage all IT, Tools & Security transition & migration activities to Ericsson Global Support Organization.

Key Skills
outsourcing Project and risk management Stakeholder management
2006 - 2007

Shell Information Technology International B.V. - Project Manager

As a programme manager I was responsible for directing and managing a portfolio of projects related to Shell telecom infrastructure, data centre and infrastructure improvements projects in Middle East and Africa. Typically the projects were small (approx 100-500K for each) and involved customers, third parties and suppliers management, prepare and participate in contract negotiations, pro-active involvement during the tender phase, contracts award and signs off of project do-ability, driving projects communication, risk management, financial integrity and stakeholder management.

Key Skills
Project and risk management Stakeholder management
2005 - 2006

Shell Information Technology International B.V - Project Manager

As a project manager I became responsible for the upgrade of all links between Shell data centres as well as its WAN infrastructure over the three main regions: Europe, Asia and Americas. In this role I contributed substantially to the strategic and structural improvement of Shell infrastructure as a base for the roll out of global projects such as: Global SAP and International voice over IP to decrease yearly operational costs. The upgrade of the WAN links and data centres are met according to budget, time and quality constraints.

Key Skills
Project and risk management Stakeholder management
2004 - 2005

Shell Information Technology International B.V. - Project Manager

As an IT business project manager at Shell International I was responsible for defining and implementing network projects related to Global Infrastructure (GI) and offshore activities to improve overall delivery quality of Shell services. In this year period, I managed to deliver and implement LAN/WAN networks, VPN, VoIP, exchange platforms, VSAT links, and various international lines from and to Shell data centres. The projects were finished in time and within the agreed quality constraints.

Key Skills
Project and risk management Stakeholder management
2003 - 2004

Shell Information Technology International B.V. - Project Manager

As a project manager at Shell International I was responsible for managing and organizing an implementation team to ensure a proper and timely delivery and upgrade of new networks. These were used to move EP departments and disciplines (500FTE) in Rijswijk from old buildings to temporary swing spaces and later on to a new environment. The project was mean to bring all EP disciplines into one campus (EpiCentre) and consolidate global projects and eliminate unnecessary teams and projects.

Key Skills
Project and risk management Stakeholder management
2001 - 2003

Shell Information Technology International B.V. - project lead

I was appointed as a project lead among others to investigate, plan and roll out Shell network standard (GID) in assigned countries like Malaysia, New Zealand, Austria, Sweden, Ireland, Gabon, Cameroon and Puerto Rico and hand over to operation. The project was requiring constant communications with shareholder representatives, senior management and major (international) suppliers especially in relation to analysing and negotiating commercial offers to maintain high quality and minimize any downtime. The projects were finished within the agreed quality constraints.

The project was meant to provide Windows 2000 platform in this countries with the necessary infrastructure to communicate with Shell central organization.

Key Skills
Project and risk management Stakeholder management
2000 - 2002

MEX-IT B.V. - Co-owner and managing partner

As a co-owner and a business partner I was responsible for building and managing the recruitment part of the company. Acting as a recruiter for MEX-IT's customers and partners I succeed to recruit more then 50 candidates and build procedures and processes to manage competences and maintain recruiting high profile qualities.

Key Skills
2000 - 2001
Key Skills
GPRS Telecom

Mostafa Daouairi's Additional Information


Governance, Risk & Compliance.
Business Process Management.
Change management.
Project management.