Confidential LEAP 2023 Track Governance

1.

Confidential
LEAP 2023
Track Governance
‫مقيد‬Restricted -

2.

Confidential
LEAP 2023 Governance
Members
Project governance
• H.E Abdullah Alswaha
Steering Committee
Executive Committee
LEAP Working
Team
• Mohammed Alrobayan
• Manal El Meligi
• Muteb Alqany (LEAP Director
SAFSCP)
• Mohammed Albati
1
2
Track Leaders
H.E Haitham Alohali
H.E Dr.Moahmmed Altimmi
H.E Dr.Munir Eldesouki
H.E Ahmed Alsuwaiyan
3
4
5
6
Manal El Meligi
Abdullah Alyousef (MCIT)
Mohammed Albati (MCIT)
Ghaida Almutairi (MCIT)
Roles and responsibility
Faisal AlKhamisi
Deemah Al Yahya
Michael Champion
Abdullah AlHariri
Zaid Almshary
• Annabelle Mander (LEAP
Director INFORMA)
• Ibrahim Alnasser
• Faris Alsaqabi
• Bassam Albassam
Announcement
Finance
Government Relationship
Ibrahim Neyaz
Nawaf AlMosra
Omar Alrajraji
Fahad Bahdailah
Mohammed Qasim
• Aravind Kanniah
(INFORMA PMO)
• Track Leads
7
Start-ups & VCs
• Mohammed
Alrobayan
(LEAP Owner)
8
9
10
11
Tech and Innovation
12
Digital Gov Saudi
13
Program & Speakers
Audience Generation
Gala Dinner
Provide LEAP strategic direction
Resolve escalated issues from ExCo
Informed on all LEAP Tracks progress
Approve key deliverables
Provide guidance and support to Track Leads
Monitor LEAP progress
Approve / Endorse options proposed
Issue resolution for LEAP Tracks
Report periodic status updates to SteerCo
Informed on all LEAP Tracks progress
Project Directors
Monitor progress and execution for LEAP Tracks
Identify interdependencies between Tracks
Generate critical path analysis
Prepare reports and meeting minutes for all committees
Follow up on actions from committee meetings
Risk and issues management
Track ownership and accountability
Subject matter expertise
Identify track key success factors
Quality assurance
Timely delivery of track tasks and milestones
Collaboration and alignment on all interdependencies with other
tracks
Timely escalation in case of bottlenecks or delays
Continuous assessment of gaps and risks as the project evolves in
alignment with Project Lead
Commitment to the track time wise and management of
expectations (individual time committed to the track will
naturally increase as the project evolves)
Accurate reporting in line with the Governance model
Risk management
Post LEAP deliverables and follow up
Operations & Logistics
Exhibitors & Partners
Production
Communication and Marketing
‫مقيد‬Restricted -
MCIT
SAFCSP
DGA
KACST
INFORMA

3.

Confidential
Core Responsibilities per Track
‫مقيد‬Restricted -

4.

Confidential
LEAP 2023 Governance
Members
Project governance
• H.E Abdullah Alswaha
Steering Committee
Executive Committee
LEAP Working
Team
• Mohammed Alrobayan
• Manal El Meligi (LEAP Director
MCIT)
• Muteb Alqany (LEAP Director
SAFSCP)
1
2
Track Leaders
H.E Haitham Alohali
H.E Dr.Moahmmed Altimmi
H.E Dr.Munir Eldesouki
H.E Ahmed Alsuwaiyan
3
4
5
6
Mohammed Albati (MCIT)
Manal El Meligi (MCIT)
Abdullah Alyousef (MCIT)
Ghaida Almutairi (MCIT)
Roles and responsibility
Faisal AlKhamisi
Deemah Al Yahya
Michael Champion
Abdullah AlHariri
Zaid Almshary
• Annabelle Mander (LEAP
Director INFORMA)
• Ibrahim Alnasser
• Faris Alsaqabi
• Bassam Albassam
Announcement
Finance
Government Relationship
Ibrahim Neyaz
Nawaf AlMosra
Omar Alrajraji
Fahad Bahdailah
Mohammed Qasim
• Aravind Kanniah
(INFORMA PMO)
• SAFCSP PMO
• Track Leads
7
Start-ups & VCs
• Mohammed
Alrobayan
(LEAP Owner)
8
9
10
11
Tech and Innovation
12
Digital Gov Saudi
13
Program & Speakers
Audience Generation
Gala Dinner
Provide LEAP strategic direction
Resolve escalated issues from ExCo
Informed on all LEAP Tracks progress
Approve key deliverables
Provide guidance and support to Track Leads
Monitor LEAP progress
Approve / Endorse options proposed
Issue resolution for LEAP Tracks
Report periodic status updates to SteerCo
Informed on all LEAP Tracks progress
Project Directors
Monitor progress and execution for LEAP Tracks
Identify interdependencies between Tracks
Generate critical path analysis
Prepare reports and meeting minutes for all committees
Follow up on actions from committee meetings
Risk and issues management
Track ownership and accountability
Subject matter expertise
Identify track key success factors
Quality assurance
Timely delivery of track tasks and milestones
Collaboration and alignment on all interdependencies with other
tracks
Timely escalation in case of bottlenecks or delays
Continuous assessment of gaps and risks as the project evolves in
alignment with Project Lead
Commitment to the track time wise and management of
expectations (individual time committed to the track will
naturally increase as the project evolves)
Accurate reporting in line with the Governance model
Risk management
Post LEAP deliverables and follow up
Operations & Logistics
Exhibitors & Partners
Production
Communication and Marketing
‫مقيد‬Restricted -
MCIT
SAFCSP
DGA
KACST
INFORMA

5.

Confidential
MCIT
Core Responsibilities per Track
LEAD
Muteb AlGeni
Support
Mohammed
AlArifi
Program & Speakers
LEAD
Basma
Support
Manal El Meligi
Communication/Marketing
LEAD
Abdulrahman
AlKhalifa
Support Razan Almosa
Richard
Tech and Innovation
LEAD
Mariam Nouh
Support Mohamed Mutaib
Annabelle
Identify key success factors
Identification of selection criteria for start-ups and VCs regionally/internationally
Compliance with target numbers identified by committee
Integration as part of the main components of LEAP (program, exhibitions etc) to
maximize the value proposition of these communities
Ensure synergies/interaction which maximize the value of their participation
Bilateral support
Media coverage and organization of interviews when applicable
Support with registration and logistical requirements
Side activities program that maximizes interaction with other communities
Identify key success factors
Speakers recruitment
Speakers mapping to most relevant sessions
Program infrastructure and mapping
Moderators recruitment
Data integration within the program
Orchestration of the announcement in a seamless way
Technology integration as part of the program
Content assets supporting program (videos, bumpers)
Speakers and moderators logistical journey from A-Z
Bilateral support for the speakers cohort
Production infrastructure (show caller, A/V etc)
Rehearsal schedule for the speakers/moderators
Media coverage and interviews for the speakers
Integration of speakers as part of media content calendar
Identify key success factors
Outsourcing of Comms/PR professional agency
International media outlets
Local media outlets
Content calendar build based on: program, speakers,
announcements
Creative: branding, content assets, video production
Management of media outlets and their needs
Media center onsite
Accreditation and badging
Interview schedule
Identify key success factors
Identification of tracks of focus: DE, skills, infrastructure development,
investment etc
Tech pioneers and identification of specific partners (KSA and global)
Role of tech driven entities in KSA: KAUST, KAPSARC etc
Projects with impact which can be disclosed as part of LEAP
4IR Center
KACKST
INFORMA
Main Responsibilities
Main Responsibilities
Start-ups & VCs
SAFCSP
Exhibitors & Partners
LEAD
Clement
Support Yasser Ossaimi
Nasser Nasser
Audience Generation
LEAD
Richard
Support Razan AlMosa
Press release
Management of app and website
Risk
Announcement
LEAD
Ahmed Tuwaijri
Support
Mohammed
Youssef
Digital Gov Saudi
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LEAD
Hotaf Almuhimed
Support
Clement
Identify key success factors
Identification for selection criteria for partners based on sectors of relevance
Organization of the floorplan based on zones approved by the committee
Supervision and quality assurance for the delivery of the benefits partners paid for
Logistics for the partners covering their entire journey
Shipment support for their tech/product needs
Communication and marketing support
Financial compliance
Technological deployment for partners wishing to do so in other areas of the venue
Content and program integration
Identify key success factors
Audience target numbers
Audience categorization based on sectorial/industry relevance
Database availability
Invitation schedule
Registration criteria and badge categorization
Delegate journey from A-Z
Logistical memos to be designed and communicated
Request registration function and vetting process
Identify key success factors
Continuation story for previous announcements
Identification of selection criteria for new announcements
Coordination of new announcements with concerned entities
Implementation framework based on: impact/scale, content available, logistical
requirements
Media coverage and content for each announcements
Correct orchestration and integration as part of the program
Media and content momentum before, after announcements
Press releases dedicated to the announcements
Identify key success factors
Identification of selection criteria for gov entities to be part of LEAP
Engagement manual, roles and responsibilities
Content matrix for each entity
Logistical support
Production needs and requirements
Media coverage

6.

Confidential
MCIT
Core Responsibilities per Track
Main Responsibilities
Operations & Log
LEAD
Rami
SupportMohammed Essa
Production
LEAD
Rami
Support Yasser Ossaimi
Gala Dinner
LEAD
TBC
Support
TBC
KACKST
Main Responsibilities
Identify key success factors
Full logistical scope: venue management, cleanliness, food and beverages, crowd
management, access point, transportation management, signage, registration,
badging, materials requiring printing, tools for communication
Vendor identification and management
Delegates journey
Speakers journey
VIPs journey
Accreditation management
Freight
Set-up and dismantling schedules
Visas
Staff allocation and distribution
Ushers training and distribution
Gifts and collaterals
Identify key success factors
Identity of each zone in the venue
Venue management
Additional build
Booth and pavilions build
Electricity/power supply
Internet
Audio/Light/Sound and technical architecture
Furniture
Décor
Vendor management
Set-up/dismantling
Risk and emergency
Police/security
Identify key success factors
Concept for side activities
Identity and purpose of each activation
Invitees strategy and categorization
Vendor identification and management
Photography support
White glove service management
Catering
Logistical support and venue management
Transportation based on level of guests
Collaterals and gifts
Entertainment
Technology activation when applicable
SAFCSP
Gov Relations
LEAD
Salwa Almalik
SupportMohammed Essa
Procurement/Finance
LEADMohammed AlShoteer
SupportMohammed Essa
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Identify key success factors
Liaison with key entities: RC, MOI, Customs, Airport, MoM
Visa mechanism
Official correspondences to facilitate any gov support
Management of VIPs and their needs
Management of key access for VIPs
Identify key success factors
Close LEAP22 invoices
RFP process
Contractual agreements
Vendor management
Compliance of the vendors
Financial compliance and invoicing
Reporting
Emergency funds
Budgeting
Legal support
INFORMA

7.

Confidential
Suggested Track Success Criteria
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8.

Confidential
Target Numbers driving Success
SPEAKERS
500
500
700
START-UPS
400
400450
INVESTORS
EXHIBITORS
ATTENDEES
MEDIA
80
330
700
100120
350400
ANNOUNCEMENTS
100k
100k
(encompassing
a more relevant
representation of
attendees)
6.4 B$
2022
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6.4 B$
Not less than this
to show progress
and impact
2023

9.

Confidential
Success Criteria for each Track
SPEAKERS
500
500
• Level: CEO, President, Chairman, CTO, CSO,
Expert
• Representation: 70% international / 30% KSA
• Diversity: speakers representing all the key
sectors in tech as part of LEAP’s strategy
• Engagement: multi-faceted and inclusive of
speaking opportunity, media interviews, additional
content such as podcast
• Bilaterals: support key speakers with the
coordination of key bilaterals with MCIT’s
stakeholders
• Media presence: speaker announcement,
quotes, interview to further market LEAP
• Journey: support speakers with all aspects of
their presence in KSA (A-Z)
• Acknowledgement: thank you letter from HEM
EXHIBITORS
700
700
Strategy: fair representation of well established
global brands, smaller but innovative companies
and distributors
Floorplan allocation: flow based on a strong
narrative and zones representing key sectors
Diversity: % of global brands / % of KSA
brands to ensure representation
Journey: support exhibitors with all aspects of
their presence in KSA (A-Z)
Tech: obtain from each partner a rundown of all
the tech, innovations and products and market
these assets across all LEAP verticals
Tech supporting LEAP: tap into specific
products to support LEAP (cleanliness, tracking,
mapping, networking
Media: give high visibility in media to all
partners and their innovations
Acknowledgement: thank you letter from HEM
2022
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2023

10.

Confidential
Success Criteria for each Track
INVESTORS
330
350400
START-UPS
• Level: international VCs / KSA VCs
• Revenue threshold: define criteria for
engagement
• Diversity: capital representation across main
sector of focus for LEAP
• Engagement: multi-faceted and inclusive of
speaking opportunity, media interviews,
interaction with start-ups
400
400450
• Bilaterals: support key investors with bilateral
engagement with MCIT’s ecosystem (MISA etc)
• Media presence: investors community
announcement, quotes, interview to further
market LEAP
• Journey: support investors with all aspects of
their presence in KSA (A-Z)
• Acknowledgement: thank you letter from HEM
Strategy: solid research to back up start up
selection based on established communities
(RISEUP, KSA startup ecosystem etc)
Floorplan allocation: dedicated space allowing
interaction with rest of the conference
Diversity: % international / % KSA to ensure
representation
Ecosystem: DCO countries to recommend
start-ups from their communities
Engagement: multi-faceted and inclusive of
speaking opportunity, interaction with investors
(match-making)
Media presence: success stories to be
highlighted
Journey: support start-ups with all aspects of
their presence in KSA (A-Z)
Competition: careful planning and vetting
process. Awards to be processed timely
2022
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2023

11.

Confidential
Success Criteria for each Track
MEDIA
80
100120
ATTENDEES
100k
• Level: Tier 1 of media outlets and outlets
specialized in tech and innovation
• Diversity: % of international outlets / % of KSA
• Media/content calendar: build momentum
pre/during/post LEAP with continuous feed
• Media partnerships: finalize agreements which
can sustain momentum with key media outlets
• Coverage: diversified coverage across all platforms
100k
(encompassing
a more relevant
representation of
attendees)
Strategy: solid database of relevant
communities to be used to extend invitations.
Registrations need to be filtered to comply with
level of attendance
Level: relevant professional categorization and
sectors of relevance to LEAP
Volume: 100K – crowd management needs to
be well planned and implemented
Registration: smooth registration process online
Announcement: detailed planning covering
post announcement coverage
Resources: avail a well equipped media center
Access: accessibility based on authorized
zones / vs non-authorized
Engagement: mobilize anchors from main
outlets to support program as moderators
Interviews: with key stakeholders
Data access: MCIT to be able to access data of
attendees for quality assurance
Access: facilitated access via online badging,
fast track lines to avoid congestion
Communication: extend logistical and
information memo via mass mailing regularly
Support: helpdesks points and emergency
chatbot on app for any queries
2022
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2023

12.

Confidential
Success Criteria for each Track
ANNOUNCEMENTS
6.4 B$
6.4 B$
Not less than this
to show progress
and impact
LOGISTICS
Strategy: follow up mechanism on previous
announcements, level of maturity and embed them
as part of a storyline
New announcements: based on specific criteria
(relevance, impact, alignment with LEAP’s vision,
financial weight)
Engagement: announcement owners to build
presence in the program and be integrated as
speakers
Facilitation: obtain gov support for traffic (MOI),
Airport (GACA), Customs, visas (MOFA) as early
as possible
Venue management: power supply, wi-fi
management and back-ups
Vendor quality: catering, cleaning services,
ushers, communication equipment
Transportation: minimal traffic congestion and
availability of parking, use of shuttle buses
Media: detailed planning covering post
announcement coverage
Assets: announcement owners to produce quality
digital assets to position their announcements
(videos)
Continuity: post LEAP content about the evolution
and impact of the announcements
Target audience: communities which will benefit
from the announcements
Access: badges printed/collected in advance to
reduce waiting time
Fast tracking: smooth access to key areas of
the venue
Signage: clear directional guidance and use of
digital content
Badging: innovative tools to facilitate printing
badges with clear categorization
Security: covering sensitive areas of the venue
2022
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2023

13.

Confidential
Success Criteria for each Track
Strategy: recruitment of emerging tech companies
and innovative companies using the network of
KACST
New announcements: continuity of GARAGE (2.0)
Engagement: tailored engagement roadmap for
emerging tech to generate impact at LEAP
Community building: tech pioneers community
and emerging tech community to be created
4IRC: Center to be visible and play role in content
TECH/INNOVATION
GOV RELATIONS
Facilitation: continuous and early support for traffic
(MOI), Airport (GACA), Customs, visas (MOFA) as
well as exceptions required
VIP Management: VIPs to have their dedicated set
up and accreditation system
Meeting Space: HRHs/HEs to have a dedicated
bilateral room for their meetings
Bilaterals: HEM/HEVM bilaterals with tier 1
speakers, partners to maximize engagement
Media: detailed planning emerging tech and
innovation
Assets: content and digital assets (videos) to best
showcase the new technologies
Floorplan: space to be availed to best showcase
these new technologies
Acknowledgement: special segment in the
program or side events to acknowledge these
innovations/technologies
Protocol: high level guests to be supported
from A-Z, including white glove service from
airport, hospitality and gifts
Guest lists for activities: tight coordination on
guest lists for HEM/HEVM
2022
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2023

14.

Confidential
Success Criteria for each Track
FINANCE/
PROCUREMENT
DGA
Payment compliance: close LEAP22 invoices
Sub-contracting: fast tracked process for any sub
contractor required to support (2 weeks)
Invoicing/Payments: PO issuance and processing
of the invoices to be paid within 2 weeks after
LEAP
Vendor quality assurance: escalation in case of
gaps and reporting on the quality of the
deliverables
Strategy: select number of the most relevant
entities to be part of the pavilion
New announcements: criteria for cutting-edge
announcements (if any)
Engagement: achieve high visibility for entities part
of DGA to generate impact at LEAP
Content: selective approach towards content being
displayed from each entity as well as look and feel
Budget approvals: approval from LEAP owner on
any submitted quotations within a 1 week window
Reporting: financial report to be submitted
immediately after LEAP concludes
Media: detailed planning covering contribution
from each entity
Assets: entities to produce quality digital assets
to position their announcements (videos)
Target audience: communities which will benefit
from the contribution of DGA entities
2022
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2023

15.

Confidential
LEAP22 Key Learnings
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16.

Confidential
1
2
PMO
-Clarity on roles and responsibilities
-Post LEAP reporting for RC, internal management and institutional memory needs to be established at the beginning of the
project. The more post LEAP reporting is delayed, the less details will be captured
-Survey mechanism established from MCIT to reach out directly to LEAP stakeholders
-Imperative to establish a project structure with roles and responsibility as well as governance model. Failure to do so will
jeopardize the project and result in implementation delays
-Accessibility of projects documents is extremely important
EXHIBITORS/PARTNERS
-Pavilion sizes need to be streamlined and caped at a max. to recruit as many partners as possible
-Mapping the partners to the next big trends in tech is an imperative
-Zones need to be created to reflect these trends and establish a journey/flow to the exhibition
-Emerging technologies need to be recruited and given an opportunity to showcase
-Obtain all the innovations and technologies EACH partner presented or deployed to benefit the media campaigns and overall
positioning
-Continuously revise the value proposition of the partners and closely monitors the benefits these partners are getting
elsewhere (WEB Summit, GITEX, VIVA Tech etc)
-Establish the right audience generation strategy to ensure the partners have the right audience
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17.

Confidential
3
4
PROGRAM & SPEAKERS
-Set up of keynote stage as early as possible
-Additional solid moderators need to be recruited tapping into the media partners
-Inject diversity in the formats: too many consecutive keynotes
-Higher caliber: top CEOs were only 20 out of 500 speakers
-Program didn’t have any breaks and finished late
-Dedicated resources for each stage based on a resource plan
-Dedicated resource to update the app vs the program in real time
-2 full days of program rehearsals are required EXCLUDING any other individual rehearsals
-Dedicated show caller on each stage
-Create invitations and an invitation system on behalf of the Minister with a pre-approved governance mechanism.
-Extend high level invitations in a timely manner (CEOs, Heads of State, Ministers)
-Ensure each stage has DEDICATED resources and hire a solid show caller for each of them
-Imperative to have the stages built and fully operational at the very least 4-5 days prior to LEAP to separate the program technical
rehearsals vs the individual speaker rehearsals
START-UP & VCs
-Set up the start-up tent with all the necessary comfort: AC, ventilation, cleaniness
-Imperative to integrate the start-ups as part of the main exhibitors hall to present them in the most favorable light
-Richness of the start-up community was not advertised enough
-Activate the investors community as early as possible given the busy agenda of these personalities. Not doing so will reduce
the impact
-Start-up value proposition needs to be clear and follow specific standards
-Continuously monitor other entrepreneurship/start-up conferences to remain agile and not repeat ourselves. For example we
could explore domestic and international start-ups and their integration as part of NEOM next?
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18.

Confidential
5
6
INVESTORS
-Activate the investors community as early as possible given the busy agenda of these personalities. Not doing so will reduce the
impact
-Start-up value proposition needs to be clear and follow specific standards
-Continuously monitor other entrepreneurship/start-up conferences to remain agile and not repeat ourselves. For example we could
explore domestic and international start-ups and their integration as part of NEOM next?
-LEAP needs to nurture the investors community further and need to show its impact more on the future of tech
-Monitoring of all the investment conferences to enhance LEAP’s value proposition towards such an important stakeholder group
-Mobilize the investors earlier into the process
AUDIENCE GENERATION
-LEAP needs to nurture the investors community further and needs to show its impact on the future of tech
-Monitoring of all the investment conferences to enhance LEAP’s value proposition towards such an important stakeholder
group
-Mobilize the investors earlier into the process
-Imperative to prioritize quality over quantity in the future
-Registration needs to be launched early into the process. Country sensitivities need to be reflected
-LEAP campaigns need to start early to make sure we gain momentum with international markets
-Quality of attendees is of paramount importance for the partners, exhibitors, investors and start-ups
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Confidential
7
8
OPERATIONS/LOGISTICS
-Traffic management needs to be well executed and planned for to avoid traffic bottlenecks
-Better briefing of the ushers to make them more operational
-Ensure solid connectivity (wi-fi) across the venue
-Increase of parking spaces– Nora University's parking was not tapped into
-Crowd management inside the venue to be improved. Huge congestion ahead of graduation resulted in a great deal of frustration and
rushed the start-up competition
-Cleanliness of the venue needed to be more frequent
-Issue with VIP toilets
-Power and wi-fi are of paramount importance and contingency measures need to be identified
-Access to the venue needs to be via several entry points to avoid a huge traffic jam and congestion of the city (many flights were
delayed and postponed)
-VIP seating area needs to be constantly supplied with refreshments, decoration and needs to be kept clean at all times
PRODUCTION
-Power issues
-Startup tent was subject to limitations (odors, heat etc)
-Rest rooms were not well supplied
-VIP restroom had to be created at the last min
-Speakers lounge inside the plenary offered food – however unclear who was “allowed” to have access to refreshments
-No noise isolation whatsoever, particularly for the main stage. Dividing walls should have been build as opposed to curtains
-Main stage could have been bigger and more impressive
-VIP seating area needs to be constantly supplied with refreshments, and clean
-Venue needs to be completely built and set up and delivered to MCIT at least 5 days prior to LEAP to conduct technical and
speaker rehearsals
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20.

Confidential
9
1
0
OPERATIONS/LOGISTICS
-Traffic over 10km created a huge bottleneck in the city. Some speakers and moderators couldn’t reach the venue on time
-Ushers were not helpful and could not guide the attendees
-Drop in connectivity and power on a few instances
-Lack of parking spaces – Nora University's parking was not tapped into
-Crowd management inside the venue was weak. Huge congestion ahead of graduation resulted in a great deal of frustration and
rushed the start-up competition
-Cleanliness of the venue needed to be more frequent
-Issue with VIP toilets
-Power and wi-fi are of paramount importance and contingency measures need to be identified
-Access to the venue needs to be via several entry points to avoid a huge traffic jam and congestion of the city (many flights were
delayed and postponed)
-VIP seating area needs to be constantly supplied with refreshments, decoration and needs to be kept clean at all times
PRODUCTION
-Power issues
-Startup tent was subject to limitations (odors, heat etc)
-Rest rooms were not well supplied
-VIP restroom had to be created at the last min
-Speakers lounge inside the plenary offered food – however unclear who was “allowed” to have access to refreshments
-No noise isolation whatsoever, particularly for the main stage. Dividing walls should have been build as opposed to curtains
-Main stage could have been bigger and more impressive
-VIP seating area needs to be constantly supplied with refreshments, and clean
-Venue needs to be completely built and set up and delivered to MCIT at least 5 days prior to LEAP to conduct technical and
speaker rehearsals
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21.

Confidential
1
1
1
2
COMMS/PR
-Media campaigns started late
-Conference collaterals were not streamlined and couldn’t be shared sufficiently in advance
-Greater media visibility and presence targeting the speakers, ministers, investors, partners and start-ups
-Expanded media center
-Content hub needs to have a dedicated space
-Survey needs to be launched latest last day of LEAP to capture as much feedback as possible
-Website updates were difficult to implement
-Media campaigns need to start early on and in a diversity of international campaigns
-Mobilization of international media partners early on with clear partnership terms for coverage, presence on ground and program
support (tier one media personalities as moderators and facilitators)
ACTIVITIES
-Outsourcing of the company that executed the gala dinner was done late
-Balance between the need to show culture vs the modernity of the city which will impact the venue selection
-Second speaker dinner came together late
-Side activities need to be confirmed and planned early on
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22.

Confidential
1
3
GOV RELATIONS
-Invitation process for the VIPs / Ministerial invitations needs to be streamlined and automated via a specific channel to avoid delays
-VIP invitations need to start early
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23.

Confidential
Appendix
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24.

Confidential
LEAP Escalation Matrix
H.E.T.M
4 Work Days
5 Work Days
LEAP Owner
2 Work Days
H.E.V.M / SAFCSP Chairman
High
Mid
Low
LEAP Director (LEAP Management Office)
Track Leads
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25.

Confidential
LEAP Escalation Criteria
#
Escalation Level
1
High
2
Mid
3
Low
Escalation
Evaluation
Impact to critical project milestones
Impact on achieving event targets (speakers, sponsors,
VCs, attendees…)
Impact to project milestones not on critical path
Delay on dependencies from other tracks
Any challenges, risks or support required with low
impact
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