Integration Modernisation and Government Entity Onboarding on Digital Sharjah

Context

Digital Sharjah brings services from many government entities into one app. Each of those services depends on integrations: identity, payments, notifications, and the back-end systems of the entity that owns it. This program covers both sides of that work - modernising the integrations that already exist, and onboarding new entities and sub-platforms.

Integration modernisation

I lead the migration of legacy service-bus integrations to an enterprise API management platform:

• 100% of APIs inventoried, ownership-validated and classified.
• A decommissioning list approved.
• A wave-based migration plan with a coexistence strategy.
• 30+ integrations rebuilt across 13+ government and partner entities: utilities, interior, aviation, telecom, transport, economic development, housing, municipality and finance.
• 80% of migration defects resolved in staging.
• Target: zero critical outages at cutover.

CRM integration stabilisation

I lead the stabilisation of the CRM integration that links the citizen app, the contact-centre CRM and IT service management. It restored automatic case creation, and targets 99% or higher case-creation success and 95% or higher automatic case synchronisation.

Government entity onboarding

I lead the onboarding of government entities and sub-platforms onto Digital Sharjah. It covers the full integration journey: identity/SSO, payments, notifications, mobile web-view integration, a 12-gate technical acceptance process, and integration testing.

What has been delivered:

• The onboarding of the Nabni platform, with 11 further services in progress.
• 4 new Aqari real-estate services, 2 new Mazraaty agriculture services and a Smart Farming dashboard.
• A unified customer-support experience and the CRM support integration, on a platform handling ~40K support requests a year.

I also lead the shared web SDK and component enhancements: navigation with maintenance handling, a framework upgrade, and 4 new reusable service components.

Platform modernisation

I program-manage a platform-modernisation engagement with a global consultancy. The first 2 milestones are delivered: fit-gap analysis and project plan. I also built and curated a ~65-page knowledge-transfer repository covering the platform architecture, shared modules, engineering standards and onboarding framework.

Document trust

I defined the business case for a government document-trust and verification platform aligned with national digital identity. It is still in planning. It targets 60%+ entity adoption within 2 years, verification in under 3 seconds, and 99%+ API success.

Why it matters

Citizens judge a government super-app by whether its services work, not by how many it lists. Integration and onboarding are the less visible work that decides that. A repeatable acceptance process and a clean API layer make each new service cheaper and safer to add than the one before.