MANAGING DIRECTOR
Palladium
Total years of experience :29 years, 2 Months
I create, review and influence Group or individual companies Strategies, Operations and P&L to enable them to be more successful. Where required directly get involved to influence operations to ensure that the clients requirements are met. I also successfully transform businesses from reactive to proactive. I achieve additional revenue streams and enhanced client satisfaction throughout.
●I advise corporations on where to diversify, invest in organic growth or acquire new businesses to meet requirements. Annual revenues of these firms ranged from AED 200m to AED 700m.
●Led and held the delegation of authority for negotiating and closing 19 small to medium successful acquisitions since 2018.
●Developed and implemented various reporting best practices for several UAE FM companies to ensure clear communication from ground level through to Board level. Giving the Client or Company Board/CEO a clear picture of performance.
●Led and further enhanced business planning/strategies including cash flow projections both Opex and Capex.
●In many instances evaluated operations in fine detail to pinpoint areas where to cut costs without affecting the quality or breaching contracts.
●I led gap analysis studies on staff performance to ensure skill gaps are bridged through targeted training and where needed EQ is enhanced to create high performing teams.
●Advise on legal and/or commercial matters to assist businesses to make the right decision and to understand where their risk is.
●Driven the Implementation and transition to new technologies.
●Advised, influenced and steered companies and clients into automated and smart systems.
●Where required to provide client feedback on relationships to ensure the businesses had the correct information to win or retain contracts.
●Provides structure reorganisational recommendations where changes to leadership/management have been required which has led to better performing teams while maintaining the correct client relationship, achieved quality services and just as importantly continuing to generate revenue.
Led the clients side Facilities Management and Infrastructure division. With strategic oversight and management for assets valued in the region of AED 28 Bn and total annual FM contracts were in the region of AED 320m. I was approached to bring about change in the division as it was underperforming and had poor end user/customer engagement and feedback. My directive was to improve the current regional division and expand its capabilities locally and internationally.
●Successfully transitioned the group to mobile technology. Further supporting the group's expansion while keeping the same overhead costs.
●Successfully increased our contractors KPI/SLA contract compliance.
●I led gap analysis studies on staff performance to ensure skill gaps are bridged through targeted training and where needed EQ is enhanced to create high performing teams.
●Identified and closed major gaps in the technology and CAFM systems used. Bringing about complete accuracy in the KPI reporting and asset condition.
●Achieved better relationships with our supply chain thus ensuring we had significant savings back to the group and increased the performance of all our contractors.
●Achieved KPI improvements by Increasing the division's KPIs from 52% to 98%.
●Initiated and led all divisional strategies to be aligned with the groups overall 10 year strategy.
●Successfully achieved customer feedback improvement scores from 68% to 92%.
●Led the group into acquiring new customers in different sectors.
●Successfully transitioned the department from a cost centre to a profit making centre.
●Directly and indirectly managed over 1500 staff across the UAE and Internationally.
I Reported to the Group Executive Director and CEO. I was the COO with full P&L and operations responsibility for a variety of businesses. Facilities Management, Fitout, Operations, Retail and Manufacturing. I led the company into diversifying further into more support services. I successfully increased revenue by 150% and took NET margins from 9% to 23%
●Restructured the businesses and eliminated all unnecessary inefficiencies and duplication.
●Diversified into new areas that gave supporting control back to the main group, thus keeping much revenue in-house.
●Achieved new sales through securing new client accounts as a direct result of a fresh marketing approach.
●Successfully rebranded and marketed the entire various businesses under my leadership and launched them at an International EXPO, which had a remarkable effect in that industry magazines now frequently write articles regarding the company's brand - Resulted in increased 'client awareness' and an enhanced flow of enquiries/RFP/tenders.
●Drove the implementation of a Corporate Social Responsibility scheme which gained recognition from the Dubai Government and finally led me to receiving the CSR Award from His Excellency.
●Initiated structured approach to processes. Gained various ISO accreditations as a result.
●Implemented better technology for automated early warning systems. This ensured teams were always in the correct place at the right time. It also gave clients full visibility should there be an issue and what will be done by when.
●Through new better quality supply chain partners, met growth demands and increased buying power as a single group.
●Introduced performance monitoring technology, which would measure and record in real-time.
I started this business and successfully delivered design proposals and FM operational strategies to clients until I relocated to the UAE.
I was responsible for successfully delivering design and management services for a conversion on a grade 2 listed building and to manage through the completion of the latest Vodafone HQ in the UK.
I was responsible for creating and managing designs to meet our clients needs.
I was responsible for successfully completing many small to medium projects in Scotland.
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