Senior Project Manager
General Electric - Renewables, Grid Solutions, UK
مجموع سنوات الخبرة :18 years, 3 أشهر
• Critical Components and Transfer of Competence portfolio of projects in South Korea (12 projects):
o Drive the project manager and the project team to deliver on time and provide manufacturing support to the Korean customer.
o Planned and implemented strategy for technology maturity of the JV in Korea for all engineering disciplines (systems, controls software, controls hardware, valves, layouts) while protecting GE’s Intellectual Property.
o Coach project managers and team members.
o Negotiated better financial terms with the satisfied customer.
o Achieved double the cash target for 2019, increased and even doubled the margin for some of the projects.
• France-Italy project (£105m):
o Designed with new Voltage Source Converter (VSC) technology.
o Pioneered visual boards for management of complex activities between engineering teams (systems, software, hardware, valves, station etc).
o Implemented robust interdisciplinary process for placing orders for equipment following engineering design.
o Organised the type tests of the valves design.
o Helped resolved issues related to the printed circuit boards (PCBs) design.
o Initiated change in engineering culture to ‘On Time Delivery’.
Manage upstream subsea oil & gas projects, having as customers major international corporations. Coordinate multinational teams in UK, Norway, Denmark, Italy to fast-track delivery of multiple HIPPS (High Integrity Pipeline Protection System), SIL3-certified in accordance with the Functional Safety standards IEC 61508 and IEC 61511.
Implement a very robust design process for these strategic products, which were chosen for the first miniature demo models built by the Centre of Excellence, and the Project Case Study was presented at MCE Deepwater Development in March 2015 at ExCel London.
Work on process improvements and perform seminars for the Project Managers (clarify applicable project management processes and PM’s responsibilities inline with company’s procedures and industry best practice).
Manage High Voltage Direct Current (HVDC) substation projects, the cutting edge in transmission industry. Manage international teams, deliver across a portfolio of projects, on short timescales and against severe challenges:
• South-West Link project (Sweden, £139m): first Alstom’s Voltage Source Converter (VSC) project, fast-tracked against R&D progress.
• Ningdong-Shangdong and 3 Gorges-Shanghai projects (China, £50m): first Alstom projects to use the newest 800kV valve design, largest volume of deliveries in company’s history, 4 substations, projects fast-tracked, record time for completion of an HVDC project (at least one year ahead industry norm), planned gross margin exceeded.
• McNeill project (Canada): brown field, fast-tracked, planned on-time and increased gross margin.
• Lingbao II project (China): first Alstom project to use the new modules design, first Alstom project commissioned in China to customer’s satisfaction.
• Sino-Russia project (China): first industrial project undertaken in China, commissioned to customer’s satisfaction.
• Glenbrook project (USA): update of STATCOM links - delivered within budget, before deadline.
• Update of Type Test Valve Lab, CAPEX project (Alstom Grid, UK).
• Transfer of Technology project (China).
Implemented significant process improvements which enabled projects success, considered a model PM in the global organisation.
Manage company’s construction project: a Logistics & Production Centre for Michelin Co., at their tires factory in Romania.
Organize the work on the site for subcontractors, being closely involved with coordinating their technical tasks,
Hire necessary personnel, plan for purchasing, decide & control costs, schedule future activities, coordinate meetings with the customer and end-user.
Assessor for the IPMA Project Management Award 2006: follow the IPMA criteria and own experience in project management for assessing projects competing for the Award.
Provide successful Project Management courses inline with PMI body of knowledge (eg for OMV Petrom, a large oil & gas company).
Provide training courses for professionals who desired the Project Management Professional (PMP) certification.
Manage a portfolio of defence industrial projects ($150m), on behalf of UAE Air Force and Air Defence, comprising various plants (electro-mechanical, chemical, laboratory, storage, testing - over 85 facilities), and requiring a high level of safety and automation.
• The projects involved the highest level of transfer of technology experienced by the department in End-User’s organisation (GHQ, UAE Government).
• Coordinate various cross-functional teams and interact with stakeholder’s related organizations, for decision-making, solving of supplier’s, contractor’s and End-User contractual claims, and implementation of technical & managerial issues.
• Dispatched several times to South Africa to counsel one of the suppliers (a Division of Denel Pty) and to ensure End-User’s expectations are satisfied.
Evaluation and counseling for improving company profitability;
Propose new strategies and politics;
Develop strategic marketing & business plans, evaluate projects best financing method;
Recruit, train and gain cooperation of staff.
Overview technical staff of 25 programmers;
Study and apply modern project management and leadership procedures, appropriate for hi-qualified professional team;
Implement standardized procedures, which resulted in improving productivity and reducing time to market of products;
Negotiate with external customers (usually top companies in worldwide IT industry).
MBA: “Graduate School of Management: Romanian - Canadian MBA Program”,
MSc: “Computer Assisted Design of Electromagnetic Devices” (10/10 for final project),
BSc: “Applied Science”, Major: “Mathematics Engineering” (10/10 for final project)