Mohamed Rizk
Enterprise Service & Transformation Leader turning complex operations into measurable service excellence.
Head of Service Management at Maxis, leading 17 service managers across 90 top-tier Government and enterprise accounts. 15+ years across telecom, technology, and financial services.
LEADERSHIP
A leader at the intersection of service, strategy, and architecture.
For over 15 years I have led service management, enterprise transformation, and PMO functions across telecom, technology, and financial services, in organisations including Maxis, IBM, GBG, and a Petronas-Aramco joint venture. Today I lead Service Management for Maxis Enterprise, accountable for 90 top-tier Government and corporate accounts and a team of 17 service managers. What I bring that is rare: delivery rigor (PMP, PRINCE2), enterprise architecture (TOGAF), and service governance (ITIL v4), now sharpened by an Executive Masters in Islamic Finance and an Oxford specialisation in AI for business leaders.
Core competencies
Enterprise Service Management
Service Management (ITIL v4), SLA & service governance, problem & incident management, Service Improvement Plans (SIP), customer service assurance, and escalation management.
Leadership
C-level stakeholder management, building and mentoring high-performance teams of 17+, change management, crisis communication, and customer relationship management.
Strategy & Governance
Enterprise PMO setup, project portfolio management, enterprise architecture (TOGAF), IT roadmap and digital transformation, GRC, and vendor management.
Commercial & Financial
Budget management beyond $148M, CAPEX/OPEX planning, cost optimization, service profitability, churn and revenue protection, and Islamic finance.
Professional experience
- Built and lead a team of 17 service managers across 90 top-tier Government, large, and medium corporate accounts.
- Sustain SLA of 99.7% to 99.99% and CSAT of 4.5 to 4.7 through governance, proactive monitoring, and continuous improvement.
- Senior escalation point for internal teams and external C-level stakeholders including CIOs and Government officials.
- Own enterprise problem management and Service Improvement Plans, driving root-cause elimination and revenue protection.
- Established the Enterprise Architecture practice (TOGAF) and the ICT Independence Strategy for 2,200 users.
- Stood up the Enterprise PMO, lifting project delivery efficiency by 30%.
- Managed a $148M IT budget and drove $5M in cost savings through application rationalization.
- Delivered the Next Gen Financial Crime Studio (cloud-native, ML for KYC/AML), projected to lift revenue by 20%.
- Migrated 6 legacy applications to cloud-native architectures, cutting technology costs by 54%.
- Led a global reskilling initiative for 72,000 employees, surpassing targets by 157%.
- Directed a $17.9M budget moving 10,000+ practitioners into AI, Cloud, and Data Science.
- Directed 14 service delivery managers (+25% performance, +15% NPS) and led 100+ infrastructure projects contributing $50M+ in new revenue.
Outcomes that moved the needle
PMO efficiency uplift
Built an Enterprise PMO and governance model from scratch, raising delivery efficiency by 30% across a 64-project portfolio.
Global reskilling beat target
Reskilled 72,000 employees worldwide into AI, Cloud, and Data Science, surpassing the programme target by 157%.
Enterprise service excellence
Sustain industry-leading SLA performance across 90 strategic accounts with a 17-strong service management team.
Education & executive development
Executive Masters in Islamic Finance
Professional Specialization, Artificial Intelligence
CS50: Introduction to Computer Science
BSc Software Engineering
Let us talk about service, operations, or transformation at scale.
Open to Director and C-level mandates and to connecting with leaders working on enterprise service and digital transformation across the region.