Bekithemba Togwe

• Led portfolio-wide monitoring and reporting across NEOM Infrastructure (airports, water, roads, mobility, and regional assets) on behalf of the PMC, supporting oversight of multiple live programmes within a multi-billion SAR environment.
• Responsible for delivery performance visibility from mobilisation through execution, ensuring Directors and Sector Heads had clear, defensible views of cost pressure, schedule slippage, and delivery risk.
• Consolidated cost, schedule, risk, and progress data from multiple consultants and contractors into consistent PMC-led executive reporting, addressing data gaps and misalignment between contractor submissions.
• Applied delivery-stage EVM and variance analysis to test contractor forecasts, highlight emerging slippage, and support earlier intervention where performance trends were deteriorating.
• Supported enforcement of change control, trend management, and risk-cost integration, improving governance discipline and reducing late, unplanned cost exposure during live delivery.
• Regularly briefed senior leadership on cost pressure, delivery risk, and mitigation options, often under compressed timelines and evolving delivery conditions
• Challenged contractor progress, cost, and schedule reporting where submissions were not supported by evidence and worked with delivery teams to close data gaps ahead of governance and handover milestones.
• Supported leadership in managing significant cost exposure by identifying early trends, risk movements, and forecast shifts requiring escalation or corrective action.
• Highlighted forecast and trend movements with potential AFC and claims implications, supporting timely escalation and corrective action through PMC governance.

• Controlled cost, schedule, and delivery performance across Heathrow’s landside infrastructure projects from construction through readiness.
• Produced integrated delivery reports consolidating contractor schedules, cost data, and risk registers for Programme and Commercial Leads.
• Improved delivery predictability and reduced late-stage cost and schedule surprises through structured variance analysis.
• Supported project handover by ensuring accurate, consistent reporting at monthly governance and readiness reviews.

• Managed delivery controls and forecasting across a £120M infrastructure portfolio, ensuring alignment between construction progress and financial outcomes.
• Applied EVM and cost-loaded schedules to monitor delivery performance and highlight emerging slippage.
• Supported delivery teams with actionable performance insights, improving intervention timing and delivery confidence.

• Delivered project controls oversight for the £750M Whitechapel Station, covering construction and systems integration phases.
• Monitored delivery performance across multiple contractors, improving visibility of cost, schedule, and interface risks.
• Produced integrated performance reports supporting construction progress reviews and readiness for handover.

• Controlled delivery costs across multiple live rail projects.
• Recovered £5M+ in historic costs by correcting forecasting errors and enforcing stronger delivery cost discipline.
• Strengthened delivery reporting and AFC management during active works.

• Redesigned delivery-stage reporting packs, dashboards, and data flows, reducing manual reporting effort by 40% across multiple client programmes.
• Standardised controls templates, KPIs, and reporting cycles, strengthening delivery governance and executive oversight.
• Supported cost control and forecasting during live delivery by analysing trends, validating financial data, and preparing performance reports for Programme Managers.
• Reconciled schedule, cost, and risk data to improve data integrity and eliminate inconsistencies across PMO workstreams.
• Implemented change control, risk-cost integration, and performance tracking processes, contributing to measurable PMO maturity uplift.
• Worked directly with planners, commercial teams, and delivery leads to resolve data gaps and improve decision confidence.

Project delivery controls, PMO, and cost management roles across Telecoms, Utilities, Aviation, Defence, and IT environments,
supporting projects through construction and handover. Organisations include Thames Water, HP, Ericsson, Dixons, Three, Lion
Nathan (Australia), and Sandoz (Australia).