Business Unit Director
Private
Total years of experience :30 years, 11 Months
Business Unit Director - Qatar
Director of Business Unit, which consists of 37 projects, Value of which is approximately ~ 22 Billion Qatari Riyal. Program includes:
• Profit and Loss, Financial and Cash Flow Analysis, Feasibility Studies, and Position Papers.
• Monthly Board Meetings, Reports and Implementation of Board Instructions.
• Setting Business Unit Strategy, and presentations to the Board,
• Integration Management between different departments, stakeholders and external entities.
• Compliance with Internal Governance, preparation of Position Papers, and Risk/Contracts Management.
• Business Development, Sales and Marketing,
• Leading a team of approximately 230 Professionals; Recruitment of staff, and Career Development.
• Design, Design Review and Value Engineering,
• Preparation of Tender Documents, Tender Process and Award,
• Construction Management and Site Supervision,
• Commercial/Contracts Management and Claims Management,
• Client Management and Stakeholder Management,
• Policies and Procedures for the entire Program.
Risk Management, Cost Controls, Commercial, Contractual and Claims Management:
• Set Operation / Strategy and Managed Mega Projects according to Business and Risk Management Strategy.
• Identify Program Wide KPIs to be used in Dashboards for reporting to Corporate Executives.
• Reported progress and risk to Board of Directors on monthly basis.
• Prepared Risk Registers and carried out Risk Analysis for Mega Projects.
• Prepared Estimated Budget and Cost to Complete for Mega Projects.
• Prepared Weekly Cost Monitoring Graphs to monitor cost for Mega Projects on Weekly basis.
• Worked on FIDIC Contracts and negotiated Terms and Conditions with numerous clients.
• Submitted and successfully negotiated Claims with clients.
• Updated Proforma / Feasibility Studies with Construction Cost Estimates and Profitability Graphs.
• Collaborated with Business Unit Heads to generate Business Unit Strategies aligned with Corporate Strategies.
• Prepared Project Controls Procedures to standardize operations, and implement improvements.
• Worked with Quantity Surveyors to analyze monthly invoicing, progress, and claims.
Schedule Control, Customer Satisfaction & Project Closure:
• Reviewed Terms and Conditions to standardize language, and tie Bonds, Payments and Insurance to Services.
• Analyzed Schedules according to Critical Path Method (CPM), and submitted claims accordingly.
• Analyzed concurrent delays for Claims and Extension of Time Negotiations.
• Prepared S Curves to analyze Actual Versus Planned and to identify reasons behind delays.
• Proper Handover, Testing & Commissioning Procedure to be followed with robust Document Control System.
• Collected Customer Satisfaction input, process those for service betterment, lessons learnt & Best Practices.
• Proper Project Closure which each service provider and application of Terms & Conditions and Payments.
Tender Process, Procurement and Management of Consultants / Contractors:
• Review Terms and Conditions to standardize language, and tie Bonds, Payments and Insurance to Services.
• Tie back loaded Payments to progress, approvals, handover and Testing & Commissioning.
• Tie Key Performance Indicators (KPIs) to Payments, Terms and Conditions.
• Short List & Build Network of Service Providers based on Quality, Equity and history in the Middle East.
• Unify and Diversify Service Providers based on discipline and project needs to manage risk and minimize cost.
• Secure Longevity of Service beyond construction duration and tie it to customer satisfaction.
• Preparation of RFQ/RFP and Selection of Service Provider for Design and Construction.
Program Management, Planning, Schedule/Cost Control, Key Performance Indicators (KPIs) and Dashboards:
• Reported progress to CEO/Executive Team and Board for multi-billion projects using Dashboards showing:
o S Curves to Report Progress to Board with Recovery Plans based on Cost, Earned Value & Planned Value.
o Risk Register and Risk Analysis. Program Monitoring for Continuous Risk Management.
o Health and Safety Numbers versus Progress. Communication with Internal and External Stakeholders.
o Quality, Schedule, Budget and Scope of Work KPI Reports on Monthly Basis.
• Standardized Program Operations using Robust Policies and Procedures.
• Resource Planning. Hired Competent Staff. Leadership, Talent Management and Coaching.
• Prepared Position Papers for the Board and received approvals based on internal governance.
• Application of Contractual Clauses to Service providers including penalties, where necessary.
• Instituted Cost and Budget Control Measures for weekly monitoring to optimize cost cuttings and savings.
• Program Changes and Adjustments based on Progress, Market Conditions, Risk Management Strategies and Profit Optimization.
Regional Director - Qatar
In charge of Business Development, Delivery and Operations of the following Projects:
• Education City Package C including 8 Building projects with PM/CM Services. ~ $10 Billion
• High Rise Head Quarter (Iconic Building),
• National Library,
• Male and Female Student Housing,
• College of Media and Communication,
• Qatar Faculty of Islamic Studies (Iconic Building),
• Stadium, Health and Wellness Facilities,
• Warehouse,
• Data Center
Work included: QA/QC measures, HSSE plans, PMP, Project Controls across the program, Monthly and weekly reports, dashboards, permitting with Civil Defence, Kahrama and other agencies, Site Supervision Service including but not limited to Quality, Schedule, Budget, Contracts Administration.
• Middle East Development Projects
• Barwa and Qatari Diar Program Management Office for Projects in Qatar, Morocco, Egypt, and Libya.
• Qatari Diar and Barwa Portfolio (QPM association with LBHILLJV) ~ $10 Billion
o Barwa Financial District High Rise Buildings
o Barwa City Cairo High Rise and Low Rise Buildings / Villas.
o Miscellaneous Barwa and Qatari Diar Proejcts.
Worked as Director of Program Management for 10 major multi-disciplinary projects; Residential, Commercial and Office Space with Site planning and Utilities. Responsibilities included but not limited to Program Management, Risk Management, Schedule, Budget and Document Control, Communications/Stakeholders Management, Monthly Reporting and provision of KPI values to monitor project progress. Work included management of Project Managers and providing the team with all necessary Policies and Procedures to ensure consistent operations on all fronts. Work included training the team and recruitment of staff members, to secure smooth operations of all program management aspects including Cost Control, Budget Control, Quality Control, Design Management, Procurement Management, Construction Management, Asset Management, and HSE aspects of all operations. Project Technical issues included geotechnical problems, drainage systems, Health and Safety plans, commissioning and project hand over plans.
• Highway, Infrastructure and Utility Line Projects:
• Jahra Road, Kuwait; Highway project with elevated road sections.
• Jamal Abdul Nasser Road, Kuwait; Highway project with elevated road sections.
• Al Salam Street Project, UAE; Tunnel Project with Utility Relocation, Signage, traffic circulation, clash detection, temporary traffic routing during construction, Landscaping, SCADA system to control groundwater table elevations around the tunnel, bridges and elevated road sections.
Work included: Project Management, preparation of WBS, Risk Register and Claims Management including claims due to concurrent delays.
• Rail, Infrastructure and Utility Line Projects:
• Major Stations: Mushiereb Site and Education City,
• Gold Line including underground sections, stations and elevated sections.
• Enabling Works. Utility Line Project: Qatar Rail Independent Certification Engineer Services.
Work included: Utility line relocation, Independent Certification Engineer, HSSE, QC/Site Supervision, Design Review, PMP, and Monthly and weekly reports, dashboards.
• Military Projects:
• ABM Military Education Project,
• Lehsiniya Shooting Range Project.
Concept Design (CD), Development Cycle and Proforma / Feasibility Studies
• Set Operation & Management Strategy of Mega Projects aligned with Business and Risk Management Strategy.
• Design Optimization and Value Engineering (VE) based on:
o Build the Project in phases to generate traffic and minimize Capital Cost and Charges. Avoid over building a phase to avoid flooding the market with more units than needed.
o Build Equity for the buyers, as they are also investors by phasing the project right.
o Land Acquisition, Geotechnical Conditions and Code Requirements to determine the right proportion of units including Villas, Low / Mid / High Rise Buildings. Due Diligence Report for Board Approval.
o Provide Retail Space to serve the community. Avoid unused retail space.
o Amenities location to generate traffic. Concept of selling a life style not just a residential unit.
o Maximize Views and associated premium. Create Signature Buildings to attract buyers.
o Proper Site Planning, Landscaping. Maximize On/Off Street Parking, based on proper parking ratio.
• Updated Proforma and Feasibility Studies based on progress in CD. Set Project Profitability Objectives.
• Started Marketing Units and collecting down payments
• Identified Development Theme and use same for Marketing and Sales Strategies.
Preliminary & Detailed Design (PD & DD), Value Engineering (VE) and Proforma/Feasibility Studies
• Created Similarities amongst Buildings with differences in Facades and Exterior to minimize construction cost.
• Avoided inefficiencies and lost space in common areas and corridors. Avoid dark units.
• Considered accessibility to items that require frequent maintenance and repairs.
• Reviewed Compliance with Code. Reviewed handicapped accessibility. Safe by Choice Design.
Tender Process and Procurement
• Review Terms and Conditions to standardize language, and tie Bonds, Payments and Insurance to Services.
• Tie Key Performance Indicators (KPIs) to Payments, Terms and Conditions.
• Unify and Diversify Service Providers based on discipline and project needs to manage risk and minimize cost.
• Secure Longevity of Service beyond construction duration and tie it to customer satisfaction.
• Preparation of RFQ/RFP and Selection of Service Provider for Design and Construction.
Construction, QA/QC, Handover, Testing & Commissioning, Customer Satisfaction & Project Closure
• Reviewed Terms and Conditions to standardize language, and tie Bonds, Payments and Insurance to Services.
• Ensured Compliance with Internal Quality Standards.
• Worked with and managed transition to Home Owner Association (HOA).
• Proper Handover, Testing & Commissioning Procedure to be followed with robust Document Control System.
• Proper Project Closure which each service provider and application of Terms & Conditions and Payments.
Program Management, Planning, Schedule/Cost Control, Key Performance Indicators (KPIs) and Dashboards
• Reported progress to CEO/Executive Team and Board for multi-billion projects using Dashboards showing:
o S Curves to Report Progress and Recovery Plans based on Cost, Earned Value and Planned Value.
o Risk Register and Risk Analysis.
o Health and Safety Numbers versus Progress. Communication with Internal and External Stakeholders.
o Quality, Schedule, Budget and Scope of Work KPI Reports on Monthly Basis.
• Standardized Program Operations using Robust Policies and Procedures.
• Hired Competent Staff with suitable background. Leadership, Talent Management and Coaching.
• Prepared Position Papers for the Board and received approvals based on internal governance.
• Application of Contractual Clauses to Service providers including penalties, where necessary.
• Instituted Cost and Budget Control Measures for weekly monitoring to optimize cost cuttings and savings.
• Program Changes and Adjustments based on Progress, Market Conditions, Risk Management Strategies and Profit Optimization.
In charge of Operations including the following Projects:
•Education City Package C including 8 projects with PM/CM Services. ~ 30 Billion QR
•Infrastructure Project: Qatar Rail Gold Line & Major Station Packages with PM Services ~ 10 Billion QR
•Utility Line Project: Qatar Rail Independent Certification Engineer Services.
•Military Project: Shooting Range Project PM/CM Services. ~ 200 Milloin QR
•Military Project: ABM Project PM/CM Services. ~ 200 Million QR
Responsibilities included Business Development, Contract Negotiation and Management, Design Management/Review and Approvals, managing the Joint Venture (JV) Contract Review/management and administration, setting policies and procedures, management of staff, preparation of Work Break Down Structure (WBS), Schedule Control, preparation of Monthly and Weakly Reports, Dashboards, Permitting and Approvals, client liaison, management of consultants, cost control. Project Technical issues included geotechnical problems, drainage systems, Health and Safety plans, commissioning and project hand over plans.
In charge of a $2 Billion Mixed use project, and a few other (Active Adult) Projects as detailed below. Responsibilities included:
•Project Management, Tender Preparation, Tender Evaluation and Award for Consultants and Contractors.
•Design Management for Infrastructure: Roads (plan and profile), Parking, Stormwater Management, Site Layout, Sheet piles, leachate collection system, sanitary lines, pump stations and roads. Permitting and approvals of design documents.
•Design Management for Villas, Low Rise, Mid Rise and High Rise buildings to achieve efficiencies.
•Design Management for Amenities, Club House, Branding, Landscape/Hardscape and Common Areas.
•Financial Engineering including Proforma, Feasibility Studies, Value Engineering
•Construction Management and site supervision to oversee consultant and contractors, documenting construction activities, and management of claims.
courses: Certificates & Licenses •Grade A Certified Project Manager in Qatar UPDA – A. •Certified Professional Engineer in the State of New Jersey (PE) •Certified Professional Planner in the State of New Jersey (PP) •Certified Municipal Engineer in the State of New Jersey (CME) •Certified Project Management Professional (PMP) by PMI; not renewed. •Certified Registered Architect in the State of New Jersey (RA); not renewed.
courses: Certificates & Licenses •Grade A Certified Project Manager in Qatar UPDA – A. •Certified Professional Engineer in the State of New Jersey (PE) •Certified Professional Planner in the State of New Jersey (PP) •Certified Municipal Engineer in the State of New Jersey (CME) •Certified Project Management Professional (PMP) by PMI; not renewed. •Certified Registered Architect in the State of New Jersey (RA); not renewed.
courses: Certificates & Licenses •Grade A Certified Project Manager in Qatar UPDA – A. •Certified Professional Engineer in the State of New Jersey (PE) •Certified Professional Planner in the State of New Jersey (PP) •Certified Municipal Engineer in the State of New Jersey (CME) •Certified Project Management Professional (PMP) by PMI; not renewed. •Certified Registered Architect in the State of New Jersey (RA); not renewed.
courses: Certificates & Licenses •Grade A Certified Project Manager in Qatar UPDA – A. •Certified Professional Engineer in the State of New Jersey (PE) •Certified Professional Planner in the State of New Jersey (PP) •Certified Municipal Engineer in the State of New Jersey (CME) •Certified Project Management Professional (PMP) by PMI; not renewed. •Certified Registered Architect in the State of New Jersey (RA); not renewed.
