ELSA ABRAHAM

• Managed end-to-end project delivery including phased work plans, milestone tracking, risk management, and regular board-level status reporting.
• Collaborated with C-suite and government stakeholders to ensure all deliverables were policy-aligned, operationally feasible, and competitively positioned.
• Stewarded and developed a team of 3 without direct supervision for 1.5+ years, overseeing day-to-day execution, task allocation, and delivery quality across multiple concurrent workstreams.

Strategy Development

• Developed a Corporate Innovation Strategy (2026–2028) for a major ports group through an assess-design-integrate framework aligned with group-wide strategic priorities and the energy transition agenda.
• Designed a portfolio management framework categorising initiatives by horizon (core, adjacent, transformational), cluster, maturity stage, and strategic impact, enabling leadership to prioritise investments and manage trade-offs.
• Built an Innovation Portfolio Dashboard with real-time visibility on portfolio composition, pipeline health, financial vs. strategic impact, and cluster-level performance against targets.
• Constructed a future-oriented trend radar mapping signals over short-, medium-, and long-term horizons to inform strategic direction.

Benchmarking & Market Analysis

• Led a comprehensive global benchmarking study of hotel and hotel apartment classification systems across Europe, Asia, the Americas, and the GCC for a leading tourism authority.
• Developed a modernisation strategy including recommendations to introduce new designators (Luxury, Boutique, Resorts) and sector-specific accolades, distinguishing between mandatory, optional, and future-ready tiers.
• Worked closely with government stakeholders to ensure recommendations were policy-aligned and positioned the destination competitively at a global level.

Go-To-Market Strategy

• Developed a comprehensive Go-To-Market Strategy for tourism and hospitality clients covering the full inspiration-to-conversion funnel.
• Defined target market prioritisation by sizing traveller segments across demographic, psychographic, spend potential, and seasonal variables.
• Designed partnership ecosystem strategies and omnichannel activation plans across digital, PR, trade, and influencer channels.
• Built KPI and attribution frameworks to track awareness lift, engagement quality, lead progression, and conversion rates.

Business Transformation

• Led process transformation for the Department of Culture and Tourism, Abu Dhabi, developed and implemented comprehensive process maps and procedures across Culture, Tourism, and Marketing functions and affiliates.
• Conducted stakeholder workshops to capture workflows, performed gap analysis, and modelled end-to-end processes using ARIS to ensure strategic alignment and operational efficiency.
• Supported cross-departmental transformation initiatives, enabling process alignment, fostering collaboration, and ensuring smooth integration into daily operations.

Key tasks include review of the as-is process, gap analysis on current operating processes, development of 'To-be' process models based on standard best practices, implementation road map and development of procedures and policies.

• Operating guidelines: Prepared the operating guidelines for a for a Culture and Tourism Site. Review of business model, coordinated with the multiple functional areas, and formulate the customized operating guidelines for the site. KPIs and SLAs were also developed as part of the engagement.
• Business Process Improvement: Prepared the Policy and Procedures for the Capital Projects and Construction Division of an Airports Company. Conducted maturity assessments of the current state of the organization by reviewing various documents (DOA, strategy, etc.), technical review of the ‘As-Is’ procedural framework, stakeholder consultations and walkthrough of existing systems / tools. Finalized the Gap Assessment Report and Recommendation Roadmap along with the implementation strategy. Based on the identified gaps, developed the To-Be Business Process & Procedures, KPIs and SLAs. Conducted workshop with Process Owners and developed ‘To-Be’ procedures and process maps.
• Retail Policy: the following policy sections for a retail company: Retail leasing Policy, Customer Relationship Management and Marketing.

Core responsibilities included building business process models for the organization for clients in the Healthcare, Manufacturing and Supply Chain sectors.

• Delivered end-to-end process transformation for clients across healthcare, manufacturing, and supply chain sectors.
• Led process transformation for a culture and tourism authority, designed future-state process maps and governance frameworks using ARIS, managed a team of 3.
• Owned weekly client reporting, providing clear updates on progress, risks, and next steps to senior stakeholders.
• Managed PMO activities including task allocation, progress tracking, and cross-workstream coordination.