Abdulrahman Al-Fahad

Led transition from ManageEngine to ServiceNow, completed 3 months ahead of schedule

Raised SLA compliance from 80% to 99% and sustained it for over year

Embraced transformational leadership: worked side-by-side with technicians to solve 50+ tickets monthly

Resolved complex Tier 2/3 issues using Active Directory, PAM, Entra ID, and iWemc

Reduced L3 escalations by 35% through mentoring and coaching

Conducted weekly 'field leadership' visits to support team members on-site

Implemented 'Leader-in-Trenches' program: 25% faster resolution, 90% team certification rate

Worked closely with C-Level executives, delivering high-quality, fast-resolution support

Restructured staff scheduling to achieve 24/7 call center coverage

Monitored live calls and coached team members for performance improvement

Ensured rapid response and accurate ticket raising for customer requests

Delivered training sessions on banking systems and updated policy changes

Handled escalated customer complaints, including C-Level and VIP clients

Maintained monthly KPI tracking and optimized peak-time call distribution

Adjusted team shifts dynamically based on service demand

Led operations across field teams and customer support departments

Improved coordination between requests and field teams, achieving 95% service-request match rate

Reduced average response time by 40%, with 90% of issues resolved within 24 hours

Implemented KPI-based quality control for service delivery

Created training plans for service agents and technicians

Collaborated with tech, sales, and finance teams to streamline app development and service delivery

Launched dedicated maintenance store within Munjaz's mobile app

Developed and analyzed customer feedback surveys to improve UX and service performance

Led nationwide housing initiative across all 13 regions of Saudi Arabia

Managed sales and maintenance for government-subsidized housing units targeting low-income families

Increased weekly sales by 300%, achieving record of 415 units sold in one week

Achieved 95% customer satisfaction through prompt maintenance and support

Created structured unit files including transfer dates, unit specs, and maintenance history

Met Ministry of Housing KPIs within 3 months

Delivered weekly reports on unit transfers and maintenance, and monthly updates on progress and targets

Managed insurance sales through Wafa's internal system (Service Wafa)

Sold health, vehicle, fire, theft, life, and corporate insurance packages

Built and maintained B2B relationships with corporate clients

Achieved over SAR 3 million in annual insurance policy sales

Consistently met and exceeded weekly sales targets