United Kingdom
Most FM leaders inherit estates that are already on fire. Reactive maintenance queues nobody owns. Contractors billing without accountability. Compliance gaps that only surface when something goes wrong. Clients losing confidence in the service they're paying for. That's usually when I get called in. I'm a Senior FM Leader with 20+ years leading Total Facilities Management across the UAE and UK — residential towers, commercial assets, and mixed-use estates. At Adeeb Group in Abu Dhabi, I led integrated FM across 21 assets with a service charge portfolio of AED 40M+, a directly managed workforce of 220, and consistently delivered 98% SLA compliance, 30% improvement in asset uptime, and a 40% reduction in HSE incidents. That's not luck. That's what structured governance, CAFM-driven PPM, and genuine contractor accountability looks like at scale. I've operated under UAE regulatory frameworks — DEWA, OSHAD, Dubai Municipality, Trakhees — and I understand what audit-ready, compliant FM delivery looks like when the margin for failure is zero. On the commercial side, I've reduced invoicing cycle times by 35%, delivered £150K in annual savings through procurement optimisation, and driven 20% energy reductions through ESG-aligned efficiency programmes. What I do differently: I don't just manage facilities. I build the systems, the governance frameworks, and the contractor relationships that make estates genuinely self-sustaining — so clients aren't dependent on one person holding everything together. As a Member of the IWFM UAE Committee, I've helped shape FM standards in the region, not just worked within them. I'm currently based in the UK and actively pursuing senior FM leadership roles in the UAE and GCC — portfolio manager, account manager, or Head of Department level — where operational complexity is high and the brief is lasting performance, not just firefighting. If that sounds like the brief you're working on, let's talk.
Led the operational delivery of Total Facilities Management across a 21-asset portfolio comprising residential, commercial, and mixed-use properties, with a combined service value exceeding AED 40M (£9M). Responsible for integrating hard and soft services operations, ensuring compliance, operational performance, and client satisfaction across complex estates. ⸻ Key Responsibilities • Led multidisciplinary operational teams delivering integrated hard and soft services, including engineering maintenance, cleaning, security, landscaping, pest control, and specialist contractors. • Oversaw operational governance across the portfolio, ensuring SLA and KPI performance, regulatory compliance, and service quality standards were consistently achieved. • Managed service partners and subcontractors, strengthening contractor performance through clear governance, performance monitoring, and operational oversight. • Worked closely with asset owners, client representatives, and internal stakeholders to align service delivery with client expectations and estate performance objectives. • Stabilised operational performance across complex estates through improved reporting, contractor coordination, and stronger service delivery frameworks. • Ensured estates operated safely and efficiently by maintaining strong compliance with health, safety, and operational standards. ⸻ Leadership Impact • Oversaw facilities operations across 21 properties within a large mixed-asset estate portfolio • Supported service delivery across large multidisciplinary operational teams and specialist contractors • Strengthened operational governance and service performance across complex estates • Improved collaboration between operational teams, contractors, and stakeholders to support reliable day-to-day facilities delivery
Client-side facilities leadership supporting a major logistics estate, overseeing the delivery of integrated hard and soft services through strategic service partners including CBRE and SBFM. Key Responsibilities • Acted as the client-side Facilities Manager, overseeing FM service delivery across 10 logistics facilities, ensuring statutory compliance, operational performance, and service continuity. • Managed strategic service partners CBRE (hard services) and SBFM (soft services), holding suppliers accountable to contractual SLAs, KPIs, and operational standards. • Led vendor governance and contract performance reviews, driving supplier consolidation and re-tendering initiatives that delivered £150K annual cost savings. • Implemented operational performance dashboards and KPI tracking frameworks to improve service visibility, reduce reactive maintenance, and strengthen estate reliability. • Maintained strict governance across RAMS, Permit-to-Work, and HSE compliance, supporting large operational teams while achieving zero lost-time incidents. • Worked closely with site leadership and operational stakeholders to align facilities performance with the needs of high-volume logistics operations. ⸻ Leadership Impact • Oversaw FM service delivery across 10 operational logistics sites • Governed performance of major FM service partners (CBRE and SBFM) • Delivered £150K annual cost savings through supplier optimisation • Strengthened operational reporting, compliance governance, and service performance