Bahrain
A professional civil engineer and project manager with extensive experience as a senior manager in international markets having lead projects in client facing positions, with consultants and contractors, and as client representative. My involvement in a diverse range of projects demonstrates my expertise of multi-discipline programmes and interface management, between disciplines and external influences, able to balance competing demands and expectations from multi-stakeholder partnerships. I am recognised as a highly effective communicator with a natural ability to build relationships at a personal level. A consistent project delivery record shows a resourceful manager of complex works within environments of change. Results demonstrate those essential skills necessary to manage multi-cultural projects through traditional procurement and various forms of design/build projects, often to fast track programmes. My experience includes developing focussed policies to fully support corporate strategic objectives to effectively deliver business goals. Major Projects Airports: Bahrain Airport Expansion Project (2006), Bahrain Airport Redevelopment (1987), Manchester Airport Terminal 2, Eleftherios Venizelos Airport; Railways: Channel Tunnel Rail Link, Docklands Light Railway, Heathrow Express, Bangkok Elevated Rail System, Network Rail FTN upgrade; Roads: Bahrain National Interchanges, UK National Motorway projects, Tripoli Ring Road, Anatolian motorway; Buildings: Bahrain National Assembly, Bahrain National Cardiac Centre, Manama Retail Park, Telford Plaza office, Wallace Museum refurbishment, Leopard Rock Hotel redevelopment; Industrial: Zimbabwe National Foods, Sheffield Steel Production Facility, UK 3G roll-out, MoD regional maintenance; Business Improvement: PMO roll-out programme, CRF(UK) Re-engineering programme, Hanjin QA programme; Specialties: Interface Management; Project integration; Project delivery; Process development; Change Management;
SRE responsible for Bahrain Affordable Housing PPP, a BD 200 Million development of 3,000 housing units and associated infrastructure over 27 months. Responsible for 38 supervision staff on 3 contracts and establishing procedures to monitor, control and report on quality, progress and performance of contractors with a peak workforce of 5,200.
JAN 2005 – APR 2014 PROJECT MANAGEMENT OFFICE, Ministry of Works – Government Agency. Acting Chief of the Project Management Group managing a BD551m portfolio across Roads, Sanitation, Buildings and BI sectors. Clients are ministries and government agencies. PMG has 34 PM’s managing projects through their complete lifecycle from developing briefs with clients, obtaining budgets and approvals, appointment and management of consultants and contractors to deliver completed projects. PMG is also responsible for ensuring coordination between programmes of work in each Sector and monitoring and reporting on integration with the Government’s 2015 vision. Project manager of three capital projects i) the National Assembly Building (BD78m), ii) the 120 bed National Cardiac Centre (BD105m), and iii) completion of King Hamad University Hospital (BD58m). Appointed to Steering Committee as advisor to the Minister of Works for the strategic expansion project of Bahrain International Airport (BD350m). Achievements include development of project steering groups, establishing a PM career option in a new organisational structure, implementing the bespoke Project Management and support Systems, training 480 staff and transfer of 450 projects to the new systems. Successfully introduced life-cycle practices to manage, monitor, report and control progress. Significant progress made to the adoption of all stakeholders into inclusive project teams, demonstrated by highly improved satisfaction testimonials from client ministries.
Senior Project Manager of FTN division responsible for winning new contracts and delivery of infrastructure design/construct projects (valued to £12m). Developed and installed supplier, recruitment and management regimes in compliance with national and industry standards and company Assurance Case. Monitored and reported on coordination of FTN works with other regional improvement programmes managed by Network Rail. Rapid expansion of the division and necessitated the development of performance monitoring and safety measurement systems, and contributed to a ‘Sunday Times Fast-Track 100’ small business award.
Commissioned to develop team-working culture and establish KPI’s to enable a performance reward system. Reengineered work practices enabled same number of staff (57) to increase output by 37% during the first year and absenteeism to fall by 24%.
Head of Implementation department, responsible for all processes contributing to the national multi-site, roll-out programme. This innovative strategy was dependant on the integration of site acquisition and sales functions into a seamless delivery service to national operators (from RF planning, through EIAs, T&C planning, design, construction and planned maintenance). Negotiation of prime supplier/contractor relationships was a duty. Responsible for developing Operations, Health & Safety, Quality and Environmental policies and technical standards, together with associated processes and procedures. Success of the implementation operation was demonstrated by driving the time period between identification of site to power-on from the industry average of 96 days to 47 days within 22 months.