Abu Dhabi Emirate, United Arab Emirates
A confident and versatile business leader with proven leadership skills in the UK and Middle East, I possess the ability to galvanise and improve productivity in any team I lead and work in. My skillset and knowledge is wide ranging with specialism in BFE, aircraft retrofit, and new aircraft programmes. I am a qualified and highly experienced project manager with wide understanding of tools and methods. I am a chartered engineer and have a detailed understanding of cabin interiors and aircraft engines. Finally I am a specialist in technical sourcing process and negotiating technical contracts. The unique skills set of engineering, project management and contract & sourcing expertise makes me a unique and a highly versatile member of a leadership team.
Led a team of 17 and managed Etihad’s high-profile Aircraft Programs Department, accountable for delivery, production oversight, and EIS activities across multiple aircraft platforms. Worked closely with Airbus, Boeing, and BFE supplier executive teams, conducting regular reviews to track progress, resolve critical blockers, and maintain high-level stakeholder alignment. Provided leadership, coaching, and strategic direction across three core program areas: BFE Programs -Oversaw BFE delivery for seats, galleys, and IFEC across line-fit and retrofit programs. -Managed major retrofit projects for 777 and 787 fleets and supported OEM milestone tracking and option selections. -Actively participated in RFPs, contract negotiations, and provided subject-matter expertise across the organization. Production Oversight -Led production milestone management, including section and FAL inspections. -Represented Etihad in weekly OEM production calls, driving escalation management, concessions, and commitment-letter actions. Aircraft Transfers & EIS -Directed inspections of incoming leased aircraft, identifying gaps to Etihad standards and ensuring readiness before EIS. -Managed all lease-return activities to protect the airline from contractual penalties. -Oversaw standardized EIS processes, ensuring organizational preparedness for each aircraft induction. Key Achievements -Successfully delivered 3 B787, 5 A350, and 8 A321 aircraft with all associated BFE and EIS activities completed on time. -Merged two legacy teams to form a unified department and recruited 6 new team members. -Led high-profile retrofit programs, representing the airline in key design and program milestones (ITCM, PDR, CDR). -Contributed to development of retrofit timelines, business cases, and board proposals submitted for shareholder approval.
Category head for all technical contracts and RFP projects. leading a team of 5 managers to assess and select suppliers for Etihad requirements. Setting out the complete sourcing strategy for a product using market analysis and other analytical tools. Provide technical and strategic guidance to the division on the RFP process using SAP ARIBA and using significant aviation technical knowledge to carry out assessment and selection.
Leading a team of 2 contract and procurement professionals to assess and select suppliers for Etihad requirements. Setting out the complete sourcing strategy for a product using market analysis and other analytical tools with buy-in from all stakeholders. Provide technical and strategic leadership to the team on the RFI & RFP process using SAP ARIBA and using significant technical experience and knowledge to provide guidance on assessment methods, RFP formats.
• Single point of contact for manufacturing of flight crew rests for Airbus and SFE galleys for Sukhoi Superjet Customers, managing product development and design reviews • Managed all aspects of product life cycle; managing engineering, logistics, purchasing & manufacturing milestones and staff in a cross-functional matrix organisational set-up • Managed New Product Introduction process (PDR, DDR, CDR, FAI) managing reviews with customers and created a milestone passing criteria before the review and ensuring its closure • Generation of technical quotations for new and BFE aftermarket repair and rework projects worth several million USD. Quotes were sent to major airlines and repair organsations. • Tracked financial performance of the NPI projects with divisional KPI’s and product level forecast vs. actual analysis. This included analysis of purchase parts and labour applied to production. • Implementation of a project management and change management processes
• Project manager for a super alloy welding development project with complete budget and resource control and dedicated team members, managing an external supplier for the expertise. • Developed high level component repair strategy by holding workshops and carried out investigation into potential repair techniques and make/buy analysis for high value components
• Delivered cost reduction worth several million through technical and commercial projects such as engine manual amendments and contract renegotiation, using data to support reductions. • Carried out value stream mapping, technology road mapping and identified cost reduction opportunities in a Rolls Royce repair facility using in Ansty using lean engineering/Kaizen principles • Published the global repair services cost reduction process and carried out process improvements which qualified me for process excellence yellow belt and green belt
• Accepted onto the prestigious Rolls Royce Civil Aero Graduate scheme and undertook placements in several departments to build core engineering and commercial understanding of the business.