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Experience linking strategy with decision-making, execution, value, and accountability.
Dr. Mohamed Ibrahim Mahmoud Zidan is an executive consultant working at the intersection of strategy, governance, operations, and digital transformation. He focuses on closing the gap between what management plans and what is actually executed by building clear frameworks for decisions, roles, priorities, and follow-up.
His experience is distinguished by combining corporate governance, PPM, TPMO, TOM, RACI, value management, and change with a background in human resources, organizational development, risk, and compliance, helping leaders build more disciplined and measurable transformation.
Preparation combining business administration, human resources, organizational research, governance, risk, and compliance.
He holds a Doctorate in Business Administration from Ain Shams University in 2021, an MBA from Helwan University in 2016, a postgraduate diploma in Business Administration from Ain Shams University, and a bachelor's degree in Commerce and Business Administration from Helwan University, with research in transformational leadership, organizational health, organizational immunity, and talent retention.
Doctorate
Doctorate in Business Administration from Ain Shams University, 2021.
Master’s Degree
MBA from Helwan University, 2016.
Organizational Research
Research in organizational immunity, organizational health, transformational leadership, organizational climate, and talent retention.
GRC
Advanced professional credentials in governance, risk, compliance, audit, policies, ethics, and artificial intelligence.
A career combining executive consulting, human resources, organizational development, transformation, quality, and internal audit.
Practical and consulting experience in Qatar, Egypt, and multiple institutional environments, combining operations, HR, quality, development, and transformation.
He held responsibilities in human resources, administration, recruitment, performance, compensation, employee relations, and training, then expanded into restructuring, organizational development, digital transformation, quality, internal audit, business development, and executive consulting.
Managing HR and administrative affairs, recruitment, performance, compensation, development, and procedures and linking them to institutional objectives.
Consulting in restructuring, strategic alignment, scalable organizational models, and process improvement.
Contributing to organizations' preparation for quality management systems and developing vision, mission, values, structures, policies, procedures, and SWOT analysis.
Supporting HR digital transformation and integrating AI applications into administrative and organizational practices.
Capabilities combining GRC, PPM, TPMO, TOM, RACI, value management, change, and policies.
In 2026, he earned credentials from OCEG and GRC Certify including GRCP, GRCA, IPMP, IRMP, ICEP, and IAIP. These support his work in governance, risk, compliance, audit, integrated policies, ethics, and artificial intelligence, alongside his experience designing operating models, transformation portfolios, and transformation management offices.
Integrated expertise helping senior management turn transformation from fragmented initiatives into a disciplined portfolio that delivers measurable value.
Portfolio Governance PPM
Prioritizing initiatives by value and priority and designing Stage Gates, follow-up, and escalation mechanisms.
Transformation Management Office TPMO
Designing structures and mechanisms to govern execution, risks, dependencies, and issues requiring executive decisions.
Operating Model TOM
Designing the target model and linking roles, authorities, processes, and delegation with strategic targets.
RACI Matrices
Clarifying who decides, executes, is consulted, and is informed to reduce overlap and strengthen accountability.
Value & Benefits Realization
Building Value Realization & Benefits Management and linking investment to indicators and expected returns.
KPIs & OKRs
Linking initiatives with performance indicators and key results and developing executive dashboards that support decisions.
Change & Adoption Management
Connecting transformation with daily behavior and actual adoption by leaders and teams rather than stopping at system launch.
GRC & Compliance
Integrating governance, risk, compliance, policies, and audit into one clearer and more disciplined framework.
Designing prioritization, Stage Gates, follow-up, and escalation mechanisms to direct resources toward highest-value initiatives.
Linking initiatives to benefits, indicators, and return, and building executive dashboards that show whether transformation is delivering real value.
Designing a follow-up and accountability rhythm, managing risks and dependencies, and escalating issues requiring executive decisions at the right time.
Defining the target operating model, roles, authorities, and responsibilities and linking them with delegation and accountability.
Participating in the team that developed the strategic and operational plan for the Saudi Management Association and contributing to an integrated framework for achieving objectives.
Programs in management, human resources, strategic planning, problem solving, quality, negotiation, organizational behavior, and strategic thinking.
From portfolio and gap diagnosis to governance design, execution, value measurement, and sustainability.
Understanding current initiatives, objectives, overlaps, resources, decision delays, and points of value leakage.
Building PPM, Stage Gates, TPMO, TOM, and RACI and defining authorities, decision mechanisms, and escalation.
Activating the execution rhythm, supporting leaders and teams, and managing risks, change, and dependencies during implementation.
Monitoring KPIs, OKRs, benefits, and returns, correcting deviations, and sustaining transformation results.