Development Director - Lead Consultant for Design, Development & Construction
NEOM & PwC
Total years of experience :23 years, 8 Months
Role Details:
A mandate with the Gulf of Aqaba and THE LINE projects within NEOM over 4 and 3 consecutive months as a team member within the PwC PMO team handling the Design, Development & Construction Planning Consultancy and presenting updates to both its management and H.E. Dr. Fahad Toonsi.
Consultancy for 3 Master Development Projects: Assisted PwC and the Ministry of Tourism in Saudi Arabia in researching and identifying Hospitality projects to be materialized in three new destination areas (Al Baha, Taef, Hael) in Saudi and presented the findings and suggestions to H.E. Mr. Ahmad Al Khatib.
Role Details:
Working as a client representative for a group of investors in UAE and Oman with multiple key interests in different markets and segments. Handling an entire project lifecycle or alternatively propose one following a comprehensive market research and business studies.
Key Projects Handled:
- Master Development - Yerevan Modern City (50% detailed design completion). A 5.5sq km master development with a total cost of AED 18.4bn;
- Azyan Telecom new HQ - Sultanate of Oman (Full lifecycle); New headquarters with ingenious ultra-modern design, 5 floors with total built up area of 11, 000sqm. Expected to be finalized in Dec 2021;
- 14 Personal Villas - UAE (Full lifecycle); 14 individual design and execution villas for different owners in UAE, ranging from 1, 600sqm built-up to 3, 500sqm. Last unit was handed over in Oct 2021.
Role Details:
- Restructure the group’s property division generating actual profits after 7 years;
- Establish the group’s Hospitality division and signing with Premier Inn, Benihana & Angelina Café;
- Ongoing design assessment with focus on sound operations as per business nature;
- Complete management & development autonomy of the company’s properties;
- Identify, connect and coordinate with internal and external parties for the development process;
- Follow development frameworks and strategies as per set business plans: Location-Feasibility-Design-Q/S-Tender-Fund-Contractors-Opening-Operations;
- Manage the development & office teams (37 ttl) in both countries & arrange their tasks on rotational basis;
- Quarterly risk assessment practices as per shifting trends - revisit existing investments;
- Identify and appoint facilities management entities to handle existing properties in UAE & Oman. Close coordination, daily/weekly reporting and action plans;
- Division expansion over new opportunities locally and globally, within Property & Hospitality;
- Constant market watch for deals and lucrative opportunities: Acquisitions, prime locations and upcoming thriving locations;
- Approached & negotiated with lending institutions for funds related to acquisitions & projects.
Key Projects Handled:
- Al Hail Tower Fujairah: New developed tower yet unoccupied since 2012 - Suffering from major design & engineering issues. A deal was made with the main contractor to recommission the tower and cancel the lawsuit. Reached 72% occupancy within the first year and 92% afterwards;
- 21 Villas in Garhoud/Springs Dubai: Maintenance/Lease Renewals - Fully Occupied;
- Shatti 20 mixed-use development: Developing a project with a unique design, granted exceptional facilities by the Ministries of Tourism & Housing over 50yrs (2nd in Oman to be granted as such);
- Design/Construction of a Mall: total build-up of 50, 000sqm;
- Liquidation of a Mall: was underperforming via the costs involved. Was sold at a profit and the proceeds used to fund existing projects;
Refurbishment of a Mall: Re-organized, extensive cosmetics, revisited all leasing contracts & operational costs of a mall in Muscat. Proceeds increased by 17% overall;
- 7 Commercial & Residential Buildings: 6 of which were at 45% occupancy with distressing finishing issues. A deal was struck with the main contractor to end the lawsuit, while he attends to all non-conformities and be paid the remainder of his claim. Occupancy averaged 94% afterwards;
- Residential Building in Salalah: Re-evaluated the project, light cosmetics were done and leasing contracts/operations revisited. Proceeds increased by 8%;
- Negotiated the Franchise agreement of Benihana, Angelina Cafe and Premier Inn Oman whilst identifying latter’s development location and site.
Other Achievements:
- Re-negotiated all contracts related to the division in both UAE & Oman. Savings reached AED 250, 000/mo.
- From a company with negative earnings in 2015 (for the 8th consecutive year), I was able to realize a decent profit by the end of 2016 without counting the sale of the Mall mentioned above.
Role Details:
- Expanding the Real Estate & Hospitality divisions following careful market research and/or lucrative opportunities. Projects achieved in Qatar, UAE, Kurdistan & Lebanon;
- Focus on the true Operational design when conducting the development process;
- Co-Manage the existing projects with bi-weekly reports, weekly meetings or as needed;
- Follow variable methods of project development as per case by case basis;
- Assign the tasks of the development team (3) on a rotational basis;
- Identify, assess and appoint third parties for their services and products (Contractors, Suppliers, Designers, Governmental, Legal);
- Coordinate with both external and inhouse departments for the development process.
Key Projects Handled:
- Industrial Complex in Kurdistan: Co-designed and developed a 500, 000sqm (AED 275mn) green industrial complex from inception to completion;
- Military and Police Projects (Confidential details): Includes camps, compounds, headquarters & bases.
- Al Mirqab Mall Doha: Fully designed and developed a Mall in Doha (200, 000sqm - AED 775mn) up to 85% until I joined Sabco Group in UAE/Oman.
- Emporio Armani Restaurant: From franchise to operations on the Pearl Qatar while upgraded some of its interior design and operations. Eventually was adopted and copied all over Armani Restaurants worldwide;
- Casper & Gambini Doha, La Maison du Chocolat Dubai, iLLy Espressamente Doha: Developed & managed those from Inception to Completion & Operation.
Other Achievements:
- Forest Club & Resort: Re-designed, assessed and JV’ed in a 140, 000sqm (AED 200mn) sports & recreational club and resort in Lebanon;
- Personal developments for the owners, including villas, apartments & bungalows in Qatar & Lebanon;
- Over 150 other financial valuations on Projects & Franchises.
Promotions:
- Joined as a Senior Development Manager - VP in Jan 2010;
- Handled their interests in UAE, Kurdistan & Lebanon in addition to Qatar;
- Promoted to Director in Sep 2013 for UAE, Kurdistan, Qatar & Lebanon.
Role Details:
- Conducting market research and financial feasibilities on potential projects & ventures serving the conglomerate’s different segments;
- Tailoring the design around the future business operations and other peripheral variables;
- Development process in following an internationally recognized framework based on “Concept/Definition/Planning/Implementation/Completion”;
- Expand the Real Estate, Hospitality, Retail, Jewelry, Automotive, Marine and Motorcycles divisions by identifying and attracting franchises as per group’s corporate strategy;
- Horizontal & vertical development best practices resulting in expansions, additions & market penetrations;
- Co-manage all operational developments up to 6 months from opening;
- Co-manage (with Dept. Head) the development team (7) as per project requirements;
- Identify, negotiate, appoint and coordinate with designers, contractors, co-prepare tenders, legal and other entities whenever feasible as per project development process;
- Ongoing risk assessment via market/segment trends: Shuffle projects accordingly;
- Ongoing market assessment for potential investment opportunities resulting in acquisitions both developed and greenfield as well as those in future buzz areas.
Key Projects Handled:
- Starwood’s St-Regis (AED 2.55bn): 250, 000sqm project development from site identification, branding, feasibility, design and construction to 85% Completion. Coordination between seven design firms for this iconic project over 16 months. There was a strict focus on using the highest end material available and construction took nearly 5 years to complete. Further details in the appendix of projects;
- Marsa Malaz Kempinski Resort (AED 1.1bn): Another breathtaking development on one of the Pearl islands, developed from site negotiation, design, feasibility, branding and tender preparation;
- Kempinski Residences & Suites Tower (AED 600mn): The tallest tower on Doha’s West Bay, 65 floors of Residential and Hotel Apartments. Achieved from site negotiation, branding, construction & operation;
- Alfardan Twin Towers (AED 485mn): Another sizeable development on the West Bay Doha, two adjacent towers, achieved from site negotiation, inception to completion;
- Al Qassar Office Tower (AED 200mn): A beautifully designed and finished office tower, 24 floors, achieved from site negotiation, inception to completion;
- Other hospitality projects like Spa Chakra and Spa Remede, Bice Ristorante, The Maze by Gordon Ramsay, Sultan Brahim, La Tabkha & Hakkasan;
- Acquired over 50 franchises in Luxury Retail, Automotive, Jewelry, Motorcycles and Marine.
Other Achievements:
- Spearheaded the Omani market penetration through the Real Estate and Auto divisions;
- Over 600 Project valuations in feasibilities and market research;
- Created a full-fledged restaurant concepts from scratch as well as an in-house Luxury Hospitality Startup.
Promotions:
- Signed for a Senior Analyst position (AVP) in May 2004;
- Promoted in April 2005 to Senior Manager - VP;
- Starting October 2005, I handled all the group’s projects from inception to completion - operation;
- Titles changed in January 2006 to become Development Manager - Projects.
Role Details:
- Initially hired as a Teller for 9 months;
- Interviewed and hired as a Credit Analyst within the Head Office branch, evaluating clients’ development documents for funding requests;
- Coordinating with clients on the validity of the data, variables, financials (Feasibilities) and timelines. Conduct a separate feasibility study following the bank’s data in terms of costs involved;
- Decide whether to grant the loan or block it following the risk factor at the end of the analysis;
- Conduct regular visits to clients’ sites, check the construction progress, compare via planned and instruct management to hold the overdraft fund or release the next.
Achievements:
- Worked on over 200 projects in terms of full analysis;
- Oversaw more than 25 of those in terms of site visits.
/NECHE USA: