Tamer Mohammad El-Shafey

Reporting CEO

Joined EELAF to lead the Physical Security business unit with full commercial and operational responsibility —
managing a portfolio of four international brands across enterprise and government markets in Egypt. The operating
model, governance framework, and scalable commercial operating model for the BU are being established as part of
this role.
Commercial & Operational Impact
- Assumed full P&L ownership of the Physical Security BU from day one, reporting directly to the CEO
- Restructured vendor relationships and renegotiated contract terms with key partners within the first quarter
- Achieved Q2 revenue targets, establishing early commercial momentum
- Introduced pipeline visibility and commercial cadence frameworks to support structured forecasting
Operating Model & Growth
- Designing the operating model and governance structure to enable scalable, sustainable BU growth
- Establishing vendor alignment strategy across Hikvision, AMG and Velasea

Reporting to: CEO

Joined C-Tech to build and launch its Physical Security and Light Current business unit from the ground up — with no
existing team, vendor relationships, commercial model, or delivery infrastructure in place.
Commercial Impact
- Designed and launched the BU from zero — establishing market presence and initial revenue streams within two
quarters
- Built and led presales, sales, and post-sales functions, translating technical requirements into enterprise and
government solution proposals
- Negotiated and established vendor partnerships with key technology providers to build a competitive solution
portfolio
- Achieved 95%+ customer satisfaction through structured post-sales governance and SLA management
Leadership Systems Built
- Recruited and structured the BU team across commercial and delivery functions
- Designed customer success and delivery governance frameworks from zero

Reporting to: Board Members

Led the physical security and low current division — bringing structure to fragmented vendor relationships,
inconsistent solution positioning, and limited strategic direction. The focus was on strengthening delivery governance
and elevating the commercial and technical operating model across an established but evolving operation.
Commercial Impact
- Developed and executed vendor management strategy, aligning technology partnerships with corporate growth
objectives
- Repositioned the companys solution portfolio to address emerging technology trends including smart
infrastructure, automation, and IoT integration
- Maintained 95%+ project success rate across enterprise and government accounts through structured delivery
governance
Leadership Systems Built
- Built delivery governance model ensuring consistent solution quality across complex client environments
- Elevated team capability through structured mentoring in solution positioning, client engagement, and delivery
standards

Joined EMAK — part of the Kharafi Group — to establish and lead its ELV and System Integration business
capability. While the division existed in name, the operating model, delivery organization, vendor ecosystem, and
governance framework were developed as part of the business unit build-out. Within three years, the division was
delivering 20+ concurrent projects valued at EGP 500M+ across government, banking, and enterprise sectors.
Commercial Impact
- Built ELV and System Integration capability into the companys primary revenue engine — delivering EGP 500M+
in project value across government, banking, and enterprise sectors
- Managed 20+ concurrent infrastructure projects at 98% on-time delivery — including Central Bank and Ministry of
Interior contracts
- Reduced operational costs by 15% through root-cause analysis and process optimization
- Reduced field execution errors by 20% through structured coordination protocols and quality governance
Leadership Systems Built
- Recruited and developed 15+ engineers and technicians into a high-performance delivery organization
- Designed project governance, QA frameworks, and delivery standards that became company-wide benchmarks
- Built a scalable operational model enabling rapid expansion without compromising delivery quality or team
accountability

Directed full business operations for a consultancy firm managing government and enterprise clients — consolidating
siloed functions under unified governance and introducing structured business planning and profitability discipline.
Executive Scope
- Directed P&L, HR, finance, and client delivery — consolidating previously siloed functions under unified operational
governance
- Led government energy infrastructure engagements in partnership with Korean, Canadian, and Indian companies
- Developed and executed business plans focused on profitability optimization, revenue growth, and operational
sustainability

Eight-year progressive career spanning sales, technical leadership, and operations management — building the
commercial, technical, and leadership foundations applied across all subsequent executive roles.
- Managed 40+ major security system installations across government, financial, and retail sectors as Business
Sales & Operations Manager
- Reduced technical support response times by 35% and defect rates by 25% as Technical Manager
- Consistently exceeded sales targets and negotiated multi-year contracts with enterprise and government clients as
Sales Account Manager