Transformation Leadership

Alireza Abbaszadeh

Chief Transformation Officer
Current Career Direction

My current career direction is Chief Transformation Officer, building on 15+ years of leadership across technology, operations, business development and organizational change.

I lead enterprise transformation by aligning strategy, operating models, technology, data and people—turning complex change into measurable, sustainable business outcomes.

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Geographic Scope of Activities
Transformation Impact
15+Years of Experience
+10Transformation & ERP Programs
36+Organizations Across the ERP Portfolio
50+People Led Across Direct & Indirect Teams
~$10MEstimated Rightel Partnership Value
10+Major Independent Projects
Areas of Expertise

Transformation Leadership Capabilities

Capabilities required to lead enterprise change across strategy, operating models, technology, data, people and execution.

Transformation Strategy & Governance

Defining transformation priorities, roadmaps, decision rights and measurable outcomes.

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Operating Model Transformation

Redesigning operating models, end-to-end processes and organizational systems for scalable growth.

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Execution & Operational Excellence

Embedding accountability, productivity and continuous improvement into transformed operations.

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Digital Transformation & Enterprise Systems

Using ERP, BPMS, BI and digital platforms as business transformation enablers.

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Organization & Capability Building

Designing roles, building teams and developing the capabilities required to sustain change.

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Data, KPI & Transformation Insights

Using KPI/OKR, management reporting and BI to guide decisions and measure transformation value.

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Transformation Program Leadership

Governing complex programs, budgets, contracts, risks and stakeholders from roadmap to adoption.

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Change, Adoption & Sustainability

Turning resistance into participation and ensuring new ways of working endure.

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Professional Journey

Transformation Leadership Journey

A progression from entrepreneurship and technology leadership to enterprise-wide transformation—connecting strategy, operations, systems and people.

2021 — 2026

Chief Technology Officer | Technology & Business Development

AKAM Co.

Expanded a technology mandate into enterprise transformation: built teams and operating systems, led ERP and digital programs, and embedded governance through budgets, contracts, KPI/OKR, productivity and executive reporting.

2020 — 2021

Project Manager, Startup & Business Development

Manshi Man

Designed a new service model, built the team and aligned product, technology and operations to move an intelligent management-assistant concept from idea toward adoption.

2017 — 2020

Deputy CEO, Business Development & Operations

ARA Project

Aligned market expansion, investor engagement, hardware production and operating execution around smart-transportation programs, including international operations in Kyrgyzstan.

2011 — 2017

Founder & CEO

Mehrazan Co.

Built Mehrazan from zero into a multi-service company with delivery teams, enterprise products, industrial projects and two offices. Its 2017 closure after financial distress reshaped how I judge cash flow, risk, governance and sustainable growth.

Transformation Portfolio
View Transformation Outcomes →
Transformation Outcomes

Evidence of Impact

Measured outcomes demonstrating the ability to align strategy, capital, operating systems, technology and people around enterprise change.

Strategic Partnership Development

Contributed to shaping and advancing the Rightel partnership through investor communication and multi-party negotiation; the relationship was estimated at approximately $10M.

Enterprise-wide ERP Transformation

Led Owj’s multi-company ERP across 36 companies and brands, alongside four separate single-company ERP projects—bringing the total portfolio scope to more than 36 organizations.

Productivity & Workload Improvement

Achieved approximately 10% productivity improvement and nearly 30% workload reduction in selected areas through process redesign and automation.

Business Model Transformation

Helped redesign project-based services toward recurring and subscription-oriented revenue models.

Change Adoption & Trust

Converted organizational resistance into durable collaboration through trust-building and employee involvement.

Transformation Leadership Philosophy
Transformation succeeds when strategy, operating reality, technology and people move as one system.
Clarity before changeTransformation begins with a shared case for change, clear ownership and measurable outcomes.
Participation drives adoptionChange becomes sustainable when people understand its value and help shape the journey.
Evidence-based transformationData, operating context, risk and business value should shape transformation decisions.
Iterative delivery and learningComplex change succeeds through phased delivery, rapid learning and disciplined course correction.
AI as a transformation leverAI should improve decisions, knowledge flow and productivity while accountability remains human.

My Professional Story

Transformation Strategy & Governance

From transformation direction to tangible results

Transformation Strategy & Governance

Transformation strategy and governance means translating business objectives into a coherent system of priorities, roadmaps, decision rights, ownership, resources and measures—moving transformation beyond ideas and documents into coordinated action and measurable outcomes.

01 / EXECUTION

How does strategy become executable?

  1. Which initiatives deserve priority?
  2. What team and structure are required?
  3. How should budgets and resources be allocated?
  4. Who owns each area?
  5. What are the roadmap and control points?
  6. Which KPIs will define success?
02 / EVIDENCE

Where this capability was developed

01 — STRONGEST EVIDENCE

AKAM — building durable execution capacity

The challenge at AKAM extended far beyond technology management. Growth and transformation had to become a working execution system.

  • Scaled the team from about 4 to nearly 50 people
  • Defined roles, ownership and collaboration structures
  • Managed budgets, contracts, pricing and resource allocation
  • Established project management, roadmaps, KPI, OKR and reporting
  • Aligned ERP, VOD, web and infrastructure with business objectives
02

Owj Holding ERP

Across 36 companies and brands, I analyzed varied needs and stakeholders, balanced standardization with flexibility, redesigned processes and divided implementation into controlled, feedback-informed phases.

03

Building the VOD platform

By evaluating dependency, ownership of data and knowledge, customization, long-term cost and revenue potential, I turned a technical choice into a decision to build a durable internal asset and capability.

04

ARA and the Rightel partnership

To shape and advance the strategic partnership with Rightel, I translated technology into the language of business models, markets, revenue and mutual value while aligning diverse stakeholders. The relationship was estimated at approximately $10M.

05

Measurable outcomes

KPI/OKR design, productivity improvement, workload reduction, delivered projects, enterprise users and the estimated value of the Rightel partnership demonstrate a focus that extends beyond activity to observable results.

Focus of this capability

My role is to connect management decisions with execution: clarify priorities, translate them into a roadmap, establish ownership, align teams and resources, and create a mechanism for measuring progress and correcting course.

Ultimate valueExecutable, measurable strategy

The objective is to turn strategic direction into clear, coordinated and accountable action whose impact is visible in operational performance and business value.