- Stop technology waste. Redundant devices, unused licences and idle subscriptions come out of the budget.
- Stop overlapping development. Duplicate projects and overlapping tools fold into one roadmap and one platform.
- Retire legacy. Outdated systems get decommissioned instead of kept alive at extra cost and risk.
- Go paperless. Digital documents and workflows replace paper, printing and manual handling.
Cam Sourani · Transformational Technology Executive
Complex operations, untangled.untangled.
I transform IT into one governed, automated operation that cuts waste and raises service levels.
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27+
years leading technology
CIO, VP and director roles across the Middle East, Europe and Canada
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$50M
technology budget owned
Roadmap, vendors and return on investment, owned end to end
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105
properties under one PCI model
Four Seasons, across four regions
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500K
scan events a day, automated
Invoicing and settlement pipeline, up to 500K daily
Operations break at the seams: between sites, companies, vendors and teams. For 27 years, from palace hotels to parcel networks, I've closed those seams with one platform that people trust and automation can run on.
Technology strategist. Enterprise leader.
Aligning technology with business ambition.
Every business sits somewhere on this map. My job is to move it up and to the right, until technology drives growth.
Reactive culture
IT is a constant headache. Systems are unstable, problems get fixed after they hurt, and technology decisions are made on the fly.
- IT services
- Unstable
- Strategy
- Ad hoc
Pragmatic culture
IT is stable but still a back office. The focus is keeping systems running, not growing the business.
- IT services
- Stable
- Strategy
- Technology-centric
Proactive culture
IT moves past keeping the lights on and becomes an enabler: services built around customers, technology aligned with business goals.
- IT services
- Customer-focused
- Strategy
- Business-centric
Innovation culture
IT leads the business forward, with new services and a real edge over competitors. Technology becomes the differentiator.
- IT services
- Enhanced
- Strategy
- Disruptive
Where is your business today?
Every business technology stands on one of these six steps. I design the climb and lead it, all the way to business value.
What customers expect now
- Enhanced services
- Instant delivery
- Information anytime, anywhere
- Cost optimisation
- Continuity
- Predictive analytics
- Accuracy
Click the step you're on
Click the step you're on
Pick the one that sounds most like your business today. I'll show you how far you are from the top, and the first move I'd make.
Not sure which step you're on? Let's work it out together.
Let's talkAd hoc
5 steps to business value.
Firefighting every day. Systems fail, fixes come after the damage, and technology decisions are made on the fly.
My first move: stabilise the core. Fix what keeps breaking, back up what matters, and give every issue one place to land.
First we put out the fires. Then we climb.
Let's talkReactive
4 steps to business value.
Systems mostly run, but IT is a back office: tickets get closed while nothing moves the business forward.
My first move: get ahead of problems with monitoring, standards and an ITIL service desk measured on SLAs.
Let's work together to get you up the ladder.
Let's talkProactive
3 steps to business value.
Problems are caught before users feel them. Standards, monitoring and ITIL process replace heroics.
My first move: sit down with every department, map their goals, and build the roadmap and budget around them.
Let's get technology a seat at the leadership table.
Let's talkAligned
2 steps to business value.
IT knows the business. Priorities, budgets and roadmaps are set with the leadership team, not in isolation.
My first move: join ERP, CRM, warehouse and finance systems through APIs and EDI, then automate the manual work in between.
Let's connect the dots, and the systems behind them.
Let's talkIntegrated
One step from the top.
Systems, data and automation join into one platform that delivers business outcomes end to end.
My first move: put data, analytics and AI to work on new services and faster decisions.
Let's make technology your competitive edge.
Let's talkValued
Top of the climb.
Technology drives growth: new services, faster decisions and a real edge over competitors.
My first move: keep the edge: AI with clear rules, security watched around the clock, and a roadmap that never stops moving.
Staying on top takes work too. Let's keep you there.
Let's talkBuilt on four S pillars.
- Watch around the clock. A SIEM with 24/7 threat monitoring, detection and response.
- Attack yourself first. Simulated attacks, automated penetration testing and honeypots expose gaps before attackers do.
- Lock down access and devices. MFA, EDR, privileged access management, MDM and network access control.
- Recover fast. Cloud disaster recovery and business continuity plans that are tested, not assumed.
- Integrate first. ERP, CRM, WMS, TMS and carrier systems share data through APIs, EDI and iPaaS.
- Automate the manual. RPA and orchestrated pipelines take repetitive work off people's desks.
- Build in-house. My development team builds the portals and tools the business runs on: tracking, reporting, label printing, scheduling.
- AI with purpose. AI where it pays off, with clear rules on usage, data privacy and monitoring.
- Start from the customer. Every service is designed around what customers now expect, then measured against it.
- Run on ITIL. Service catalogues and SLAs that IT is measured against, inside and outside the business.
- Test before it ships. A UAT environment that mirrors production, for every change.
- See problems first. Proactive monitoring catches issues before users have to call.
Strategy at the table. Hands on the floor.
What a physical, integrated operation needs from its technology leader, and where I have delivered it.
AI and automation where the work happens.
Software, data and automation on the warehouse floor: hands-on with automated sortation and robotics, and an orchestrated pipeline from scan event to settled invoice.
- scan events processed daily
- 300K-500K
- targeted support workload reduction
- 40%
Technology strategy and enterprise leadership
Technology that pays back.
Owned budgets up to $50M and the roadmaps behind them. At Emirates Palace, the IT and digital strategy showed up in the P&L.
- technology budget owned
- $50M
- property profitability
- +15%
- operating costs
- −27%
- re‑engineering savings
- $800K
Data, security and governance
Governance people actually follow.
Real-time metrics in BI, NIST-aligned security with MFA, EDR and PAM, penetration testing and honeypots, ISO 27001 certification, and PCI compliance across 105 properties.
- NIST CSF
- ISO 27001
- SOC 2
- SOX
- PCI DSS
- PIPEDA
Enterprise systems and integration
Many systems. One platform.
ERP, CRM, warehouse and transport systems joined through APIs, EDI and iPaaS, on Microsoft, Salesforce, open-source and mixed stacks alike.
Engineering leadership
Hands-on architecture.
In the design decisions, not only the governance. I lead the in-house team that builds the business's own applications and tools, with SDLC, UAT and release control across 24 locations.
- IT and AV professionals led
- 45
- locations on one standard
- 24
Platforms and sectors
- Infrastructure
- Business systems
- Construction and new builds
- Data and integration
- Apps and automation
- Workplace and security
- Sectors
Selected work
Each one aimed at a real bottleneck: route planning, call volume, invoicing backlogs, opening-day deadlines and governance gaps.
- AI route optimisation
- Enterprise AI
- Fastfrate Group
- New builds
- Security and governance
AI route optimisation
Every route, planned by AI.
Led the rollout of AI and machine learning route optimisation, planning routes and driver allocation from historical delivery data. Planning time and fuel came down, and the savings lifted driver pay while the cost per delivery fell.
- cost savings
- 17%
- for drivers, at a lower cost per delivery
- Higher pay
Enterprise AI
AI where the backlog lives.
AI across customer service, billing and the warehouse, targeting a 40% cut in support workload. On the phones, a voice agent answers in English and Québécois French and hands complex calls to the right team.
- targeted workload reduction
- 40%
- inbound calls answered
- EN + FR-CA
Fastfrate Group
From scan event to settled invoice.
Replaced manual invoicing and settlement reconciliation with an orchestrated, auditable pipeline that carries 300K to 500K scan events a day straight through to settlement.
- scan events a day
- 300K-500K
New builds
Six grand openings. Every system live early.
Directed end-to-end IT for six grand hotel openings across multiple countries, with every system live three months ahead of schedule. I bring the same discipline to new builds today.
- grand hotel openings
- 6
- ahead of schedule
- 3 months
Security and governance
Security as an operating discipline.
A NIST-aligned programme across the enterprise, then policy alignment across the group’s operating companies, where AI governance surfaced as the largest gap to close.
- aligned framework
- NIST
- deployed enterprise-wide
- MFA, EDR, PAM
Drag the handle, or use the arrow keys.
Untangled, literally.
Automation only holds if the physical layer underneath is sound. One production cabinet, rebuilt top to bottom.
- Before: undocumented, unmanaged
- After: labelled, dressed, patch-mapped
Ten roles. One thread.
From the server room to the boardroom, the same job: take a fragmented, multi-site operation and make it run as one.
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Vice President IT, Systems and Integrations
ASL Distribution Services and Precision Fastfrate Group
Transportation, 3PL, last mile, warehousing and fulfillment across 24 locations nationwide
- Led IT transformation across ASL Distribution and Precision, aligning systems, data and operations within the Fastfrate Group.
- Launched enterprise AI across customer service, billing and the warehouse, targeting a 40% cut in support workload.
- Migrated key systems to cloud and led the invoicing automation recognised in the 2026 IDC CIO Awards Canada.
- Leads the in-house development team behind the business's own portals and tools: reporting, track and trace, warehouse label printing and scheduled exports.
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Vice President Technology and Security
The Marco Corporation
Warehousing, fulfillment, co-packaging, technology and logistics services
- Set the IT strategy and roadmap, with ITIL service catalogues and SLAs for internal and external customers.
- Strengthened IT and physical security controls, and managed the IT budget and technology investments.
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Director, Information, Data and Digital Transformation
Motion
Manufacturing and retail distribution of healthcare and medical supplies across 40 locations
- Designed a digital transformation roadmap and delivered its first two major milestones on schedule.
- Built KPI frameworks for application and infrastructure performance across 40 locations.
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Vice President, Solutions and Services
IG2 Group
Managed services, infrastructure, cybersecurity and analytics: 110 projects across Ontario
- Partnered with the Ontario Ministry of Education and Ministry of Transportation on province-wide IT initiatives.
- Achieved ISO 27001 certification, strengthening security governance and risk management.
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Global Corporate IT Senior Consultant
Four Seasons Hotels and Resorts
110 hotels and residences worldwide, 45,000+ employees
- Led global IT projects across 105 properties in four regions, keeping all 105 PCI compliant.
- Built the repeatable framework for bringing acquired and rebranded properties onto shared systems.
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Chief Information Officer
Kempinski Hotels Emirates Palace
80 hotels worldwide, 24,000+ employees
- Led 45 IT and AV professionals and a $20M budget; the strategy lifted profitability 15% and cut operating costs 27%.
- Passed a rigorous government IT audit within six months and kept 50+ systems running to 24/7 SLAs.
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Area IT Director, Levant and CIS
Starwood Hotels and Resorts
11 brands, 1,200 hotels worldwide, 180,000+ employees
- Directed IT for six grand hotel openings, every system live three months ahead of schedule.
- Integrated acquired hotels across multiple brands without breaking continuity of operations.
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Systems Administrator to IT Director
Early career
Three roles in five years: systems administrator, IT manager, then IT director
- Self-driven from the start: learned the systems hands-on, then ran the IT function.
Recognised along the way.
From a magazine cover in Abu Dhabi to a national CIO award in Canada.
“The ROI is right in front of our eyes.”
- 2026 IDC CIO Awards Canada Precision Parcel and Package Deliveries, Fastfrate Group
- 2011 Excellence Award GCC Summit
- 2010 CIO of the Year Hotelier Middle East
- 2010 Top 10 CIO of the Year, Top 5 IT Hospitality Deployment Computer News Middle East
- 2008 Certificate of Appreciation White House Communications Agency, one of two
- Top 5 IT Team of the Year Computer News Middle East
- Proactive IT Certificate of Achievement Starwood Hotels and Resorts
Trained as a control‑systems engineer.
My degree is in computer engineering and automatic control: the feedback loops behind robotics, CNC and closed-loop quality control. ITIL and AI Professional certifications shape how I run service and bring in AI. The MBA came later, for the business around it.
- B.Sc. Computer Engineering and Automatic Control Systems 1997
- MBA Washington Global University 2010
- ITIL ITIL Foundations 2008
- AI AI Professional
- CPM Certified Project Manager 2005
- Six Sigma Green Belt 2004
34 countries. Project work in every one.
The same instinct that built IT governance for properties on four continents. Tokyo, 2026.
Let's talk about what you're building.
The fastest way to reach me is email or phone. Résumé and contact card are one click away.
- Email hakams@hotmail.com
- Phone +1 ••• ••• ••••
- LinkedIn linkedin.com/in/hakams
- Based in Oakville, Ontario