Doha, Qatar
Edgar Ramani is a Chartered Professional Engineer (MIEAust CPEng), MBA qualified executive, and member of Engineers Australia and YPO (Young Presidents’ Organization), with over two decades of international leadership experience in the Engineering Services and EPC sectors. He currently serves as Chief Operating Officer at UCC Holding, where he is responsible for the Group’s Power & Digital Infrastructure EPC business, overseeing strategy, execution, and operational performance across multiple international markets. He has built and led high performing businesses across Australia, Asia, and the Middle East for large multinational organizations, delivering complex, capital-intensive projects across diverse geographies and regulatory environments. His sector expertise spans high-tech industrial facilities, semiconductor and advanced manufacturing, data centers, highways and tunnels, major buildings, water and wastewater treatment, mining infrastructure, energy, marine works, and subsea oil & gas developments. Edgar has successfully delivered mid to large-scale engineering and construction projects in Australia, Indonesia, Malaysia, Singapore, United Arab Emirates, Saudi Arabia, and India, working effectively across multicultural teams and stakeholder groups. Edgar brings strong P&L leadership and transformation capability, with deep experience in operations management, restructuring and turnaround, strategic business development, and growth execution. He has led concession and annuity-based infrastructure projects in collaboration with government agencies and development banks, navigating complex financing, regulatory, and stakeholder environments. He has served as Group CEO and Executive Director of a Mainboard SGX-listed company and has board-level experience with publicly listed entities. Since July 2025, he has been a Non-Executive Director of JDSi, an engineering consultancy based in Western Australia. Edgar is passionate about sustainable infrastructure and green energy transition. As Vice President, Asia at Fortescue, he led the company’s Asian green energy development portfolio, driving large-scale hydrogen and renewable initiatives across the region. A focused, energetic, and performance-driven leader, Edgar is recognized for building diverse, empowered teams and delivering measurable outcomes in complex, high-growth environments.
UCC Holding is one of the Middle East and North Africa’s largest and most diversified EPC contractors, delivering complex, capital-intensive projects across infrastructure, industrial assets, marine, energy, healthcare, education, real estate, hospitality and city-scale developments. UCC is part of Power International Holding (PIH), a global, multi-sector conglomerate headquartered in Qatar with investments spanning construction, real estate, hospitality, agriculture/food, and ventures. PIH plays a strategic role in enabling national development objectives across the region, supporting the build-out of critical infrastructure and contributing to long-term economic diversification. Together, PIH and UCC combine balance sheet strength, sovereign-scale execution capability, and long-term partnerships to deliver projects at scale across the Middle East, North Africa and beyond. As Chief Operating Officer at UCC Holding, I am responsible for the Group’s Power & Digital Infrastructure, which includes power generation, transmission and distribution; as well as data centers and associated infrastructure within the EPC business. In this capacity I will be leading strategy, delivery, and performance across a diverse set of complex assets and geographies, driving operational excellence, strengthening governance, and scaling the business in alignment with UCC’s long-term regional ambitions.
Fortescue is a proud West Australian company that is a global business, recognised for its culture, innovation and industry-leading development of infrastructure, mining assets and green energy initiatives. Fortescue is one of the world’s lowest cost iron ore producers, and through its global renewable energy projects and mining technology developments, Fortescue is rapidly diversifying its business to become an integrated, global green energy and metals company. Fortescue is a values-based organization where its values are not just words on paper but ingrained in its DNA, reflected in the actions and behaviours of its people. As Vice President, Asia, I led new developments of green energy projects in the region.
Exyte was a global leader in design, engineering services and delivery of facilities for high-tech industries, with an annual turnover of over US$ 5 billion and 7,400 employees globally, and over US$ 1 billion turnover in Malaysia with around 800 employees. Exyte serves clients in the semiconductors, batteries, pharmaceuticals, biotechnology and data center segments, offering a range of services from consulting to project managing turnkey solutions. At Exyte, I led the Malaysian business, and I was responsible for initially restructuring the business, then successfully negotiating three major legacy claims with significant upside, hiring key talent into the business and significantly growing the business from US $150 million to approx. US $1 billion over 3 years. This was achieved during the COVID-19 pandemic, and other global events which impacted the local and international markets, particularly around labor and supply chain disruptions.
DSG was a Singapore based high-end interior construction and manufacturing company with 700 employees in various parts of Asia. It was majority owned by Depa Group, based in Dubai, UAE. DSG had completed several landmark residential, hospitality, retail, gaming and cruise-line projects in Singapore, Malaysia, China, Thailand, Japan, USA, Dubai and Europe. While at DSG, I led a major restructure of the business as part of the Board’s mandate - from a localised ‘founder-led’ business to a corporate organisation. This included implementation of basic business and project governance, revamping of a management team (3 levels down from the CEO), addressing ethical and governance issues within the Group and its subsidiaries in Singapore, China and Malaysia, addressing a string of problematic, legacy projects and the strategy around pursuing significant contractual entitlements, consolidation of all non-core assets and factories, ‘right-sizing’ the business and implementation of an ERP system to improve efficiency and transparency. I also led growth in terms of business development, tendering and winning new projects in new geographies in Asia, including Thailand, Sri Lanka, Myanmar and Philippines. As part of the growth strategy, I was also responsible for overseeing specific Merger and/or Acquisition opportunities.