Management Consultant on Lusail City Development
Dorsch Gruppe
Total years of experience :24 years, 4 months
Dorsch Gruppe, Qatar, Doha 2013-PRESENT
Management Consultant on Lusail City Development.
Management & Leadership Success
• Directing all day-to-day activities across business development, contract and sub-contract negotiating and scheduling.
• Coordinating all projects from concept through completion.
• Creating and maintaining accurate budget projections.
• Analyzing blueprint and project spec sheets.
• Directing field operation throughout strategy of projects, personnel, materials, equipment, quality control procedures.
• Ensuring satisfaction by maintaining client relations, project integrity, and accurate cost.
Conducted a Value Engineering Cost reduction campaign, collecting and analyzing product cost identification and redesign and implementation. These steps outlined as follows:
• Create an efficient database with relevant data; error check
• Identify the product cost drivers
• Identify the wider cost environment (e.g. overhead)
• Apply VE techniques
• Redesign
• Decrease Existing Component Cost
• Component Substitution
• Re-Source/Out-Source
CEO AL-Tarmim, Engineering & Business Consultant, Saudi Arabia, Oman, Iraq & Lebanon 2006 to 2013
Responsible for over 20 planning and architectural & landscape projects in Saudi Arabia, Oman, Iraq & Lebanon, a $500
million planned development.
Management & Leadership Success
• Directed 9 international project management teams ensuring design compliance, construction progress and acceptance for stakeholders
• Negotiating multi-million dollar projects with new clients, developing comprehensive business plans, evaluating
business ventures, conducting feasibility and bench marketing studies.
• Initiated and managed a cost reduction campaign that resulted in a 27% reduction in controlled operating expenses.
CEO Global Business Development, Inc. Michigan, USA 1998 to 2006
Leveraged entrepreneurial orientation and expertise in corporate transactions to acquire GBD via LBO. Initiated a full
reengineering of company's operation and marketing strategy. Restored financial controls and operating efficiency. Grew
annual revenue from $12million to $16million, and improved EBIT from -1.5million to $800, 000. Held full P&L
responsibility. Administered and controlled all capital and expense budgets. Provided leadership to six senior managers and indirect oversight to 250 employees.
Representative Engagement
• Retained by US-based client of a $25 million robotics company to advise and participate in creating business plan,
raising capital, and executing a facility expansion project.
• Introduced modern manufacturing techniques (gained from previous experience) and adapted solutions to specific
requirements and environment, resulting in 20% cost reductions and 30% decreases in manufacturing cycle time.
• Grew financial performance from below 5% to over 12% ROS through renewed focus on pricing, cost
containment/reductions, sourcing, and organizational restructuring.
• Initiate "best practices" reduction inventory by 37% while increasing sales.
Director of Program Management & Business Development for the International Operations
Johnson Controls, INC., Plymouth MI, USA. 1989 to 1998
Responsible for developing Fortune 500 accounts, providing leadership for sales excellence, and promoting cross-business
unit. Creating global joint ventures and negotiating new business opportunities. Executing special projects and assignments, i.e., staffing, leadership & departments, relocating plants, implementing cost reduction programs; and
orchestrated Start-Ups projects.
Management & Leadership Successes
• Developed and maintained an improvement plan to ensure both existing and future project delivery keeps one step ahead of our competitors (differentiation) and brought an added value approach to our customers.
• Established key performance indicators, benchmarks and milestones to measure and demonstrate these both internally and externally.
• Negotiated with Nissan Spain on the X61B business awarded to Iansa/JCI Spain. Secured $55 million contract.
• Conducted Six-Sigma project in 1992 in Mexico with a savings of $1.7 million in materials localization.
• Negotiated all new businesses with GM Venezuela and Egypt Mobica, i.e., T200 GM awarded the JCI/ANDINA.
Secured $75 million contract.
• Implemented a cost reduction in 1993 with a $2.0 million savings in inventory.
• Launched European operations; attained 99%+ customer satisfaction; secured ISO certification within 12 months.
PERSONAL INFORMATIONS
Dependents: 2
• Certified Master Project Manager, MPM Oct, 2011
Highest Qualification Institution PhD: 15 June 2005 International Business Administration Kennedy Western University, Laramie, WY, USA
• Value Engineering Module I Certificate (VAVE), Jan 2005
• Making Profit & Generating Cash Certificate, Oct 2004
• Six Sigma Green Belt Certificate, Apr 2004
MSc: 27 May 2003 General Engineering Kennedy Western University, Laramie, WY, USA
• Emerging Role of The Process Manager, Sep 1999 Michigan State University
• Project Management Certificate, May 1998 North Illinois University, College of Engineering & Technology
• Situational Leadership Certificate, Oct 1997
• SPC for Engineering Certificate, Oct 1996
• Effective Presentation Skills Certificate, Oct 1996
• Understanding Behavioral Styles Certificate, Oct 1996
• Frontline Leadership: Core Skill I & II Certificate, Sept 1996
• Production Part Approval Process Certificate (PPAP), Aug 1996
• Material Specification Workshop Certificate, March 1995
BSc: 16 Dec. 1989 Aerospace Engineering Kent State University, Kent, OH, USA
BSc: 30 June 1981 Electro Mechanical Engineering Ecole Industrielle et Commercial, Lessines, Belgium AFFILIATION CERTIFICATION OF COMPLETION