Asad Bukhari

• IT Strategic Framework including Cloud Strategy, Digital Strategy, Platform Strategy, Data Strategy, IT & Cyber Security and Agile Centre of Excellence.

• Implemented airline Mobile Apps on major platforms including Apple, Google and Huawei.

• Management of Digital and Agile Transformation Management Office (TMO), Project Management Office (PMO), and Vendor Management Office (VMO).

• Promoting Agile methodologies, like Scrum, Kanban for accelerating both technical agility and business agility.

• Driving team with strong, purposeful, motivating goals, and wrote metric driven measurable OKRs (objectives and key results) cascaded to the team levels.

• Facilitating Business Teams in building product development, exploring new revenue channels and selling channels.

• Identified appropriate technology platforms including, virtualization, clouds, web application frameworks, mobile apps, and the development stack.

• Developed NDC and Airline Retailing Strategy for the airline.

• Engaged Social media and branding companies activities.

• Completed Digital Maturity Assessment based on Open Roads Digital Maturity Model (ODMM).

• Development of Human Resource Budget, conducted skills gap analysis by benchmarking Skills for Information Age (SAFIA) framework.

• Developed Social Media Management Strategy, selected vendor and SLA management for managing digital and social presence of the airline.

• Instituted plans and implemented measures relating to information security, and business continuity planning and disaster recovery and ensure systemic backups.

• Procurement management from concept, Tender Documents, Evaluation Criteria and selection of IT systems and service providers.

• Capacity Building through resource collaborating, hiring, training, and engaging teams.

• Represented the airline on many governmental, regulatory and industry forums, Boards, delivered briefings and seminars, etc.

• Reduced airline's reservation system cost by 70% by migrating to new Passenger Services System (PSS) in record time, ever done globally for any full-service carrier.

• Saved over USD 10 M annually on annual Global Distribution Systems (GDSs), Online Travel Agencies (OTAs), and other distribution network costs.

• Increased Airline's E-Commerce/ online sales from 2% to 22% by partnering and integrating with industry aggregators, meta search engines, and OTAs.

• Established Agile Transformation Management Office (TMO), Project Management Office (PMO), and Vendor Management Office (VMO).

• Implemented initiatives for bringing technical agility, and business agility.

• Introduced methodologies, like Scrum, Kanban, Agile Release Trains (ARTs), early deliveries, conducted Value Stream Mapping (VSM), and Program Increments (PIs) workshops.

• Implemented and integrated Internet Payment Gateways (IPG), Alternate delivery channels (ADCs), branchless banking channels and cash on delivery services etc.

• Managed development of mobile apps like Passenger Apps, Digital Crew Log, Engineering Tech Log, Safety Incident Reporting App, Sales Team App, etc, on all three mobile app platforms.

• Perfected User Experience (UX) and Front-End development using design thinking techniques, tools like Figma, and InVision, etc.

• Developed hyper personalization application for onboarding our passengers to frequent flyer program, decrease churning and improve upselling's.

• Instituted plans and implemented measures relating to information security, and business continuity planning and disaster recovery and ensure systemic backups.

• Ensured compliance to Industry standards and regulations including ICAO, EASA, GDPR, and PCI-DSS, etc.

• Demand Management, Sourcing Contracting and Service Level Agreements (SLAs) Monitoring, Cloud service Providers, Managed Service Providers (MSPs), and on-Prem Technology services providers.

PIA has embarked on a transformation strategy; we want to leap to the modern technologies and agile methodologies in this post-COVID competitive world of airlines. I am leading the Digital Transformation Team for the airline, where we have developed a three-year roadmap for turning around PIA to a digital leading airline. My role is to develop a digital strategy, identify programs and projects for the airline, develop resources and infrastructure to support our drive inline to the IATA e-initiatives, digital passenger experience, Simplify the Business (STB), e-ticket, mobile check-In, easyPay, electronic Miscellaneous Documents (EMD). We have already started and revamping, developing and implementing projects for digital transformation of PIA, including Call center, website, mobile Apps, electronic flight bags, Oracle ERP, Data Centre, DR sites, network optimization etc..