Strategy Kickoff and Tendering Pilot

Most likely by the end of next week or beginning of the week after, to share with him what we have, to get his input so that we don't come empty-handed during the meeting and then adjust based on that. Let's end of coming week, okay? Maybe Thursday, Friday, 22nd or 23rd, okay? Maximum, maximum Monday 26th, okay? So in this case, we will be in a good shape, okay? So in this case, so once we will, because actually we will use his office assistant to send the meeting invite to give the importance for such meetings, okay? In this case, the people will understand that this is an important milestone in our organization. So we prefer to do it like this way. All right, sounds good. Not good. So roughly this is how the, you know, how we will spend the soft kickoff, sort of speak. We'll be busy, as you know. The only difference is we will not be on the ground, right? So most of the work will be, all of the work will be remote, just for us and for you to be ready to schedule the interviews and so on and so forth. The interviews, let's happen in person, no? All the interviews has to happen in person. The interviews in person, but scheduling the interviews takes time. By experience, people do not, I mean, you did mention that you would like to have the interviews with Dr. Yasser. I'm not sure whether you meant this is a, you know, not seeing stakeholder except from Dr. Yasser or... You know, having them with the presence of Dr. Yasser. So first, we need to have the alignment with Dr. Yasser, okay? And we need to identify the stakeholder and confirm them with him, okay? So second, after that, of course, in the interviews, no need for his presence. We just have to give him a weekly update on whatever is under progress, and we will have a face-to-face meeting every two weeks with him to give him updates, okay? True, as agreed. So I'm fine with all of this. Here, any comments from your end? Do you see, are you aligned with this? Yeah, I'm aligned. So let us start preparing next week with all requests, and I will call it, let's say, action items and decision-making list for meeting with Dr. Yasser so that we approve everything, who will reach, what we request, etc. And with having all of that aligned, we will start, you know, sending those things, I think, the week after meeting with Dr. Yasser, right? So that we enable the process of data collection, setting up the interviews, meetings, etc. Rami, does it resonate with you? Yes. Okay. So both you and Vasili will be the people who will do the interviews or what? No, look. So Vasili, let's separate those things, okay? So me and the team of two consultants will be focused on the strategy project. Vasili will be focused on the implementation of two pilots, which we still need to discuss, I guess, in complete terms of scoping and framing. Yes, yes. Vasili will do interviews, but for a different project. For the prototyping, so most likely more technical, different type of interviews. For the strategy itself, those will be conducted by Tagir and myself, and his team would be, depending on who's handling the assessment, there will be along as well. Always. Always. That's the team. All right. So that's it from my end. Okay, great. Let's target, let's target again on either Thursday 22nd, Friday 23rd, or Monday 26th for meeting with Dr. Yasser to go through the plan with him and who will identify the stakeholder, which is the most important aspect to keep in this project.

Okay, fine. Shall we use 10 minutes left to discuss implementation? Eventually, eventually, I had this based on the discussion yesterday we had it with the business users. Okay, what we are expecting is not the eight weeks deliverable. It's a deliverable for April, which is workable, something tangible that we can work with. So eventually, as you hear from Cecilia yesterday, is saying that whatever you are proposing after eight weeks, it's simply 2%, 2%, not 20. For whatever reason, he needs expecting that we will have the system doing the tendering documents, okay? And keep in mind that the project life cycle is not only the tendering. There are many things. There are five stages into this tendering: then engineering, then procurement, then project execution, then project closure, okay? So all of this. So what we are asking, we are not asking you for the complete project life cycle. We are asking you for something to increase the chance of winning the bid. In addition, to have something out of this, which is the tender document based on the information we have, with each category of the tendering document for its own stakeholder, meaning that the contractual part will go to the contracts team, the engineering part will go to the engineering team, the supply... Supply chain part, good, to the supply chain team and so on and so forth. Yes, I fully with you. We also prepared, I don't know, am I audible? I have some problems with the internet, sorry. I want to share with you one slide, but, Vice, I have problems with my Teams, I don't know. Can you share the slide number two? I just wanted to show the overall cycle and how we see the scale-up, rollout and scale-up of each of the pilot, right? So actually tender is, as you said, is, I don't know, like 2% or 3%, honestly. It's subjective, yes, this slide. But the value actually, which is still, I think, subject to alignment with the business team, the value is, a lot of value is in tendering process, okay? So even if they increase the number of tenders, they win by 20 tenders, right? It means like applying for, instead of 100 for 200, yes, increasing. He didn't say that. He's saying that let's assume that we have 100 tenders. We submit 100. Sometimes we receive only 40% feedback. It doesn't mean that— let me please continue. It doesn't mean that we lost. It's simply we did not receive any feedback from the client. Exactly. No, no. What I'm saying is that— Like, when we align with them, the number of tenders we expect to be, let's say, won with the support of agent through the number of tenders we apply and applying the same win rate, etc. I mean, the value is substantial for the tendering pilot. Even the pilot of two months can deliver, I don't know, 40, 50 million on an annual basis. Still, the impact discussion needs to progress, and it's always difficult to commit the business team in the very beginning, right? I think we need to be cautious with that, maybe, you know, having certain conditions, like how we commit and how much we commit at each stage. But again, as you rightfully said, the tendering is just part of it. So the full journey is about preparation, planning, construction, closing, like all the stages. And we also outlined, you know, elements which could be covered by, you know, agentic transformation and rollout of this pilot. So impact discussions are very subjective now. I mean, for each of these elements, they can be smaller or larger. What I'm saying is that still we seek high-value tendering pilot, and I believe this pilot after two months.

You will have a good MVP, which actually covers key components and allows the team to, you know, apply for more tenders. How more, how many more? This is what we need to keep aligning with the business team. Yes, but in this case, what we are aiming is not the eight weeks, is whatever we are going to deliver at the end as per the plan, April 2027. This is the actual value coming from the pilot. Yeah, yeah. The value should be harvested properly and change management should be in place. And having said that, I'm currently preparing my budget, okay? So I need figures, okay? And I need acceptable figures, just to be precise and accurate in my say, okay? So I need figures to edit in my budget to be able to submit the budget, okay? Do you have some form, maybe for business case, which you fill? Actually, look, again, I discussed with the CEO, with the group CEO. He's okay with whatever delivery, and I explained to him whatever is coming as well from the business users as input, and it's aligned that go/no-go has no value, but whatever has value. For example, I'm giving the example of the tender, okay? But what will give the value really is having the tender document through the AI, generated through the AI, based on the assessment of everything in the project. For example, what about in the end, you need to win more tenders with the same team, not just automating, yes? I understand, but, okay, so if we will make this tender document creation automated, it means that we supported them and we give them efficiency so they can do more work and search for more tenders. Yes. So we are in line as well. Good. So we just need to finalize maybe how much more, yes, and put it in your business plan that you can feel it, the numbers. Yes. But also, so just to be clear here, Rami, I need from you, please. You have today budget or a proposal, not a budget, proposal for the eight weeks implementation. Frankly speaking, the number is extremely high versus the outcome. Okay. So, today, for the coming eight weeks, I don't... we have two... No, no, no. Let's separate the strategy work, which we already signed, okay? Okay. So this is a done deal, okay? So for the second part, I need an acceptable budget, okay, to go and get approval for it. So what you need from me is a full budget for the full implementation up to April. It's not implementation, it's two pilot. Why two pilot? Because we are not covering the cycle. We are covering part. of the cycle to have a use case and show the business users the value coming from AI into the domain of the project lifecycle. So the scope has to change? No, it's not the scope. Yeah, today the pilot in eight weeks will give you a certain outcome. Yes, you keep saying, you know, I want the outcome to be the outcome of what we expect in April. Exactly. This is the real, this is the value realization, okay? This is the value realization of the AI. No. Because this change of scope of the pilot or no? No. Still, for you, you have mentioned that the pilot is eight weeks. No, for me it's nothing. It's incomplete. Something has no value. Are we committing on the scope of the pilot, which is gonna happen in eight weeks? Okay, I don't need this eight weeks outcome. Frankly speaking, it has no value. So what is the value I can realize it is from the complete small system.

We have, for example, one of the pilots you want about tender, okay, tender management. Okay, let me open whatever the gentleman shared with me, so I'll go to Vasili. Do you still need something to be delivered in eight weeks, or not? Because my understanding from the team also that you wanted something. Yes, by the way, by the way, the go/no-go, it's ready with me. We have done it in-house, okay? But let me show you, okay, what I can share with you. And especially NMDC Energy, they have very strict deadline for the substation launch on 1st. I know, I know. Okay, let's have a look at this, okay. Okay, by eight weeks, okay, you give me go/no-go, okay, which is nothing as per the discussion with the business users. They are saying that this is 2%. Again, the number did not come from my side. It came from the business users side. What they realize as a value is this one. Yeah, but as you see today they sent a mail that this can be the second phase, but first phase should be go/no-go plus market intelligence plus global opportunity intelligence. That's what sent today. Are you able to do it in eight weeks? Yes, yes, this we can do in eight weeks. What I need is four months is one. You mean next four months after eight weeks? This, this, end of April. End of April. You want it in eight weeks, Rami? No, no, sir, sir. I need the budget for the end of April. Clear, now it's clear. So, Rami, it's clear. Let us maybe give you a more complex proposal, Zain. I think if you support, like, this is what is the budget and deliverables for two months. I mean, this is clearly on this slide. Let's just detail it and align with the current discussion with the business user, with [unclear] and the team. Okay, and this is what you get in four months afterwards until April, and what is the budget to deliver? This is the request. Yes, sir. Yes, sir. Can I have it today? Sure. The only question from my side on the second pilot, which is energizing substation. So the point is, we have a clear scope from Amjad for November, December, right? The problem, we don't understand, like, where exactly, which project they want to scale it afterwards. Like, we have hypothesis what can be further done in terms of scaling the solution capability, process-wise. I don't know, if you want to share it here or just verbally, but... Okay, the discussion on the other one, that you are suggesting that you will give us one substation, which is five to four, by eight weeks. Correct me if I'm wrong, okay? Yes. Okay, still, still. Sorry. Still, we need all the substations because eventually we have to build all the substations. I believe you opened the tendering file. What? You opened the tendering pilot file. Sorry, let me open. Okay. The second one from top. No, this is office manager. No, no, no, Energy Project Control. Ah, okay, sorry. Okay, let me go to the illustration, okay. Here, here you are shown that you are going to do this four to five, right? Five to four, yes. Five to four and five to one six, two substations, which is... The point that we still have to build all the substations. Yeah, but having two substations out of many will not give us the real value. My question: in which, like, shape the data, yes, on all substations? If it's already in a good shape, then we can definitely scale it in eight weeks for all substations. All substations? Well and good. Well and good. And across all projects, yes? How much projects you have now in pipeline? No, no, no. Let's focus on Miram. Only Miram, only Miram, all substations, yes.

But all substations are. Yeah, I think if Mahmoud would be involved and he prepare data very quickly, then we can do it in eight weeks. Yes. Okay, we can push this. Good, yeah, I think that's possible. We can push this. And then we need to understand what would be the scope till April. Yes, so for eight weeks we are clear. Yes, then we need to understand till April what would be the scope. For this use case, I'm happy with full Miram, that's it. Full Miram. All the assets in Miram, yes. For four months, I believe. Sorry for disturbing. You said that full Miram, it means that all the substations. You said that you are able to do it in eight weeks. All substations, so you mean assets of the same type? All, because eventually 5.2.4 and 5.1.6 is just two examples of multiple substations. No, no, only substations in eight weeks, not compressors, not pumps, only substations. Everything in Miram. In till April, yes, everything in Miram. I asked you, so you said that you are able to do it in eight weeks if Mahmoud will work without you. No, for substations. For substations we can do in eight weeks. Same asset class. Same asset class, yes. Same asset class, we can do it in eight weeks. Everything till April. In Miram. We come back, I think, with a proposal, Rami, what they can do in eight weeks and what they can, and for all the asset class maybe 12 weeks. Maybe not for more. They will check what they can do, right? Right, team? Then I have it as just budget, okay, non-budget, okay. Then because actually I'm very late in submitting my budget. Okay. Maybe I would send request, yeah. It will never get accepted. Okay, so substitution 524, this is the focus for two months until January to also convince Amjad and get the buy-in from the business. And then the scale-up, we need to define what means Miram, everything of Miram, how many assets, different types. I believe we can have some commitment until April, but let's say all of the Miram is something clarified before committing anything, honestly. So can you do this call with Amjad today, Tagir, just to get an idea about the size of the assets, the different type of the assets? Maybe we can have a call with Mahmoud. With Mahmoud, yeah. I think Mahmoud is the best person for this. Yes, but Rami, if you could arrange it and facilitate, because, I mean, it will be from our side to come and... Wait, wait, just a second, just a second, just a second. Let me give a call to stop sharing. I want to join, connect him here. Rami, حط كمان بالbudget للسنة الجاية الـproductization تبعت الـagents وكذا اللي كنا حاطينها قبل بالscope وشلتها. Let's see. Actually, I'm very sensitive to numbers. So if I get good number, then we will, good, we will continue working. But if the numbers are high, I cannot help it. So, Tariq, coming from Oliver Wyman, he is also very sensitive to these claims, لأن he's always hitting me that, Zayan, you don't know how to sell consulting, and these are not consulting. He's telling me consulting for Tariq is five million and above. Yeah. Anyway, okay, fine. So I'm trying to contact him, but he's not picking his phone. So I'll be waiting for him to call me, okay? So once I'm able to reach him, I'll drop an email. But at least I need some figures to be shared with me, okay?

All right, Ramy, meet today and tomorrow, يعني we give them to meet the guys and get some more visibility so that we can do something more properly by tomorrow. I have to submit it today. Today? Yes. But that's why I keep telling you, since three days, we need to speak about this, we need to talk about this, okay? We can connect with Mahmoud as well. Yeah, we would write him in WhatsApp. Yes, but, Vasily, because, I mean, it should come not from us, honestly. I mean, and it's not with intention. We should not mention that it's for budget preparation from Ramy. I mean, what we need to understand is how many different types of assets and how many assets would define around everything. Let me try to call him again. Yes. Probably they are most interested in critical pass assets, yes, and on the biggest assets like compressors, pumps, not just like some small assets. I don't like to give assumptions, okay? So in this case, okay, fine. So once he will answer me, I'll get back to you, okay? Okay. Thank you.