A Raghubir

CURRENT-Head Operations & Project Coordinator.
G.A.C.A.+ Safari Group+Assad Said.
Riyadh & Yanbu.
Infrastructure Power Plant+ Residential Villas+ High Rise.- Royal Commission.

Previous--Chief Consultant "CCI Group"- IRAQ

Projects-
i) One Super Speciality Cardiac Hospital 400 Beds + One General Hospital of 350 Beds- Value 75 Million US $
ii) One 22 Storey Full service Hotel of 500 Keys. Value of 95 Million US $.

Scope of Projects- Is LUMP SUM TURN KEY. TOTAL VALUE IS 170, 000, 000( 170 MILLION US $)
Total Manpower -1450( Local + Contract- India Labour Only+Turkey Foreman+Egypt Foremen+Jordan- Junior Engineer- Batching Plant )

KRA's
Job responsibilities included execution of Civil, HVAC, Electro-Mechanical, Interiors and Landscaping works. Commissioned all systems and handed over to Client.
Conducted detailed value engg exercise for all MEP trades and achieved savings to a tune of 10% on tendered cost, based on the revised design for the project.
Was In charge of total procurement of materials, capital equipment and awarding contracts for all the projects including civil, mech, electrical, H.V.A.C., Interiors, Elevators, Landscape, DG sets, Façade and Imported capital equipment
Involved in finalizing and awarding subcontracts and complete management of the Construction Activity till contract close out
Study Current SOP's .
Advise and Devise new work methods or Amend current one's taking the level of Skill and technology available to get an International Quality Product.

To Focus on Cost, Quality, S.H.E. for sustainable work progress.
To plan and monitor work in a scheduled and tasked manner.
To Train and upgrade; the Local labor and Task force to FIDIC standards of implementation and Control.
Used table forms of 7.2 X 4.8 mts and below to achieve a slab cycle of 10 days by engaging day and night shifts. Used manual type climbing form shuttering system to cast the lift core
clay cofferdams using Z shaped sheet piles and strutting was erected. Ensured no damage to adjacent residential and commercial structure during the excavation of the deep basement by extensive strutting using frames made of M.S. Pipe sections.
• 330 Cast in situ bored friction piles of varying diameter 42 mt deep executed in 2 months.
• Box type waterproofing and guniting done for the basement externally and internally respectively. Membrane type water for swimming pools and chemical type waterproofing for sunken areas and roof.

01 June 2012. Current- Regional Manager. KSA.- Al Arrab Construction Company.-B D Construction Limited. Executing a MLU project for Residential and Institutional Use. Site Area 6.5 Sq Km. Total Covered area 6.5 MSQFT.Time Line 03 yrs.

04 July 2011 --C.E.O.- A.C.P.L (F.D.I.-- FUNDED)-
• A Mid sized Construction and Developer Company. Current Projects are 14 in number spread over Pan India with an order book of 1500 Crores.
• Number of Staff Reporting-500 +( Executives and Staff)
• Average Project- 2/3 Basement-- G+18 /+22//+40
Key Result Areas’s—
Monitoring, Mobilising and Control Of Execution Teams, Planning and Tendering,
Billing- Reconciliation and Realisation, Fund Flow/ Cash Flow Monitoring, Commercial, Slippages.
Process from Land Takeover to Excavation, Engineering, Construction, PMC, Design Review, Interiors, Services, EDC, IDC, Provisional CC in case of Architectural support

Aug 10-June 30-2011- Ministry Of Home- Ministry Of Defence. -"NODAL OFFICER"- Sugar Sector/ Karcham to Kargill.

2009-2010-D.I.A.L. --Head Operations T 3 and MLCP- (Debt Amortisation)
Retail- 3 million sq ft ( Dep/ Arrival/ CIP/ Hotel) Both Air and Quay Side Duty Free, Concessionaires, Food Court, Mezz16m. CIP 24m, -- Both Intl and Dom) Air and Quay Side.Hotel to come as last stage.
K.R.A.'s- Commissioning /Transfer to lessee as per pre determined standards, Shell/ Fit Out.Post that operations either through backward integration or through Self > Mall/ Building Services ( Nuclear SBU's) Facility Management Companies while retaining overall control of M.E.P.C. & Fire and Parking.
April 2007. DLF -C.T.T. (Central Technical Team): Retail/Commercial-Delhi, NCR and Hotels- Pan India Division) . Total area under Commissioning and Leasing by 2007 end 15.00 Mill Sq Ft, Mid- 2008 14 million sq ft.+20 Million under excavation and Piling/ Slabbing Delivery Mar 2009.) . End to End Process- Details as below.


• Responsible for commissioning and transfer to lessee as per pre determined standards, Shell/ Fit Out
• Post that operations either through backward integration or through Self > Mall/ Building Services (Nuclear SBU's) Facility Management Companies while retaining overall control of M.E.P.C. & Fire and Parking.

DLF: Tower 6, 7, 8, 9, 9A, 10A, 10B, Cyber City Gurgaon
MALLS SOLD CATEGORY -- All Core And Shell Received. M.E.P.C. And Soft Fit Done For Final Tenant-Shalimar Bagh, Grand Mall, , South Point, Star Mall, City Centre Mayur Vihar, Chandigarh. Avg Size Of Mall 3 Million Sq Ft Carpet ( 2B + 03 Floors)
• MALLS LEASED LUXURY AND SOLD-Saket Courtyard, Emporio, DLF Place- Core And Shell Received After Court Award

04-07-Essar Construction Limited-; G M.(EPL), with a Group worth over 40, 000 crores.A cash project capitalisation of Rs.5000 cr. with an IRR of 22%. all internal accruals. No E.C.B.'s.My personal achievement has been to take the group from 100, 000 sq feet to today a platform of 6 Million sq ft. nationwide.
In the Real Estate acquisition and utilization has been a personal landmark

• Handling a portfolio of captive hotels (7) of the deluxe variety of 100 rooms each at an average+ a township of 342 Houses ( 3 B.R.Units) -150 acres + G.E.T & J.E.T Colony. (3000 Pax.. Dorm & I-BR) Company Guest Houses / Company Residential units.
• KPI's + KRA's are- Head- Projects Coordination, Facilities & Accommodation, Logistics & Transport, Recruitment, Protocol, Fund Allocation as where required.
Primary Responsibility: • This role is primarily responsible for catering to the infrastructure needs of the organization. The role is also responsible for the quality of infrastructure and cost efficiency.
Role & Responsibilities: • Reporting to Chairman/ Vice Chairman (Secretariat) /Project Director.
• Conduct a financial review and plan initiatives as per predefined budgets
• Prioritize the requirements of various departments from discussions with Heads & Directors
• Constantly re-engineer services on the changing requirements of the business / function
• Create & maintain quality service standards that give us a world-class working environment.
• Identify & develop new vendors to ensure high levels of service & quality
• Identify potential areas of savings & execute plans to realize the same
• Create a forum to share ideas with team. Resolve issues through effective coaching & mentoring.
• Clear all purchase orders / invoices directed by other departments around capital expenditure

Ancillary Responsibility: 2004 March 2005. March with A.R.P.L. - Focus Areas
• Identify and implement new areas for strategic expansion of the brand-specifically overseas (U.A.E. and South Africa) for Fund generation
• Project & Operations Management-MIS
• Work Flow Operations Audit to identify the operational efficiency of all the aspects of the centre.
• Improve operating standards, revenue and expenditure analysis, Brand Positioning, Marketing.
• Sales Management/ Image Management/Relationship Management with the franchise owners.
• .To generate capital from Dead stock \{Capex\} with potential owners

2000 Dec -2003-Dec- Projects Cum Operation's Consultant on full time contract for Usha Corporate Suites India & C.I.L (Project Manager-Intl Operations. JV with the M.A.C. Group)
• Specializing in the facets of the Catering+, Production.
• Storage&Warehousing, Accommodation. Industry + Administration;
• Production/ / Retail Channel Development and Logistics/ Establishment Vending.

1999 -2000 Dec - Sofitel Ummed, Ahmedabad (Now Taj Residency Ummed) > Dy. General Manager - Projects and Operations
• Restarted and launched a closed property of 120 Rooms, 3 Restaurants, Room Service, 2 Banquet Halls to a 5 star Rating.
• Commissioned a 200 Room resort ( 5*) at Jodhpur from Ground Breaking to Handover and Operations.
• Achieved Sales of 80% Room Occupancy with an A.R.R. of + Rs 3600.
• Initiated Staff Welfare Activity like Employee of the Month, Inter Departmental Sports, and Staff Reading Room etc.
• Completely Responsible in totality for the running and accountability to, a) C.M.D. and b) G.M.-SOFITEL INDIA.

1996-1998 -- N.I.H.P.L. & Croissants-- Ex. Administrator & G M.
• Launched 18 CROISSANTS Retail franchise Outlets - Nationwide
• Certification from HACCP/USPHD/SHE and set a World Record of 100%.
• Increased Flight Handling by 65%, including all Hub and Spoke Flights.
• Bid and secured all new International Carriers to India;9 Nos.

1994 Aug 1996 OCT - M.V.Lodges & Resorts Tanzania (Serena Now)
• Group General Manager (Consultant -B.O.O.T.)
• Increased scope of operations from 3 to 7 lodges ( 4 constructed, from Ground Breaking) and instituted S.O.P. to maximize company profitability and customer satisfaction.
• Established literacy and hygiene programmes as mandatory for staff
• Instituted Cross Training schedules to minimise staff requirement
• Expanded Operational team from 150 to 300 representatives.
• Tripled Company revenues to 25 Mill U.S. $ per annum.

1993 Feb 1994 Aug - Hyatt Regency, New Delhi (ON DEPUTATION) Banquets Project Manager
• Increased sales over Budgeted while overseeing renovation of the banquet area.
• Initiated high profile Events like: Amritraj Tennis Clinic, Apache Indian Night, and Marine Ball etc.
• Developed "Excellence In Sales" training course.

1992 Jan 93-Jan - Imperial Suites Dubai, U.A..E. ( HILTON) Project Coordinator cum Duty Manager.
• To demolish upto plinth, rebuild using Shell Encasement, PCC/ Prefab panels, a 173 room apartment block as an All Suite serve up to 700 PAX per day; A La Carte + a Commissary Kitchen for Banqueting/ Institutional Sales.
• Total area 4 Lakh Sq Feet.- Time 8 Months. From takeover to handover.

1987-1992 - East India Hotels -The Oberoi, New Delhi-
Duty Manager (Asst Manager Grade 1-Joining - Grade 4Leaving)
All Core And Shell In Place As Functional Properties

• The. Oberoi New Delhi- Refurbishment- Stairwell & Balcony Encasement,
• Service Floor-True Ground level/ Indian Restaurant - Kandahar, Relocation of Boiler and A/C Plant. Reverse Chiller, The Oberoi Mumbai.-Commissioning- Desnagging/Soaltee -Nepal Extension of Wing
• Started the Butler En Suite concept and Operations ( Projects and Operations- Enclosing of Exposed Stairs on Sheer Wall & Service Shaft Realignment)
• Developed Bulk & High Security S.O.P. in Guest Traffic& Room Service for visiting Heads Of State.
• New Indian Restaurant "KANDAHAR" ( Proj & Ops) with a "Display Kitchen" and "No Cutlery concept".
• "Sugar & Spice" retail and commissary 14 Nation wide. (Retail/Projects/Commissioning>Transfer)