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David Kidd, General Manager

David Kidd

General Manager·Park Towers

United Kingdom

Bachelor's degree, Civil Engineering

Work experience

Total years of experience: 33 years, 4 months

General Manager

January 2012 - March 2013

Park Towers

United Arab Emirates

January 2012 - March 2013

• After winning this project we bid and won a prestigious contract in DIFC, Dubai, - namely the iconic Park Towers (value $150m) . Orders booked of $3bn. Staffing and labour increased from 12 at appointment to 2, 500+.
Company industry:
Construction & Building
Job role:
Management

CEO

January 2011 - March 2013

Middle East and United Kingdom

Colombo 1, Sri Lanka

January 2011 - March 2013

2011 - Present Management Consultant - Middle East and United Kingdom \n \nInterim management roles for various companies.
Company industry:
Real Estate
Job role:
Management

General Manager

January 2008 - January 2010

Gulf Leighton LLC

Dubai, United Arab Emirates

January 2008 - January 2010

2008 - 2010 General Manager, Gulf Leighton LLC (part of Habtoor Leighton Group) - Middle East

• Secured the Dubai Pearl, (value $2.5bn.) Mobilised the initial team.
• Bidding in joint venture with a company from Saudi Arabia; won the ITCC project in Riyadh, (value $1bn.) Mobilised staffing. Project is being built out.
• Further bidding underway in Riyadh and Jeddah.
• Established the business in KSA for HLG including company set-up.
Company industry:
Construction & Building
Job role:
Management

Senior Regional General Manager

January 2006 - January 2008

Shapoorji Pallonji Mideast LLC

United Arab Emirates

January 2006 - January 2008

2006 - 2008 Senior Regional General Manager, Shapoorji Pallonji Mideast LLC - Dubai, UAE

• Renegotiated terms and conditions of the letter of award for Fairmont Bab al Bahr Hotel, Abu Dhabi to allow the contract to be signed (value $250m) . Heavily supported the Project Director to ensure works progressed. Major design variations were encountered and overcome.
Company industry:
Construction & Building
Job role:
Sales

General Manager

January 2004 - December 2006

Darwish Trading Company WLL

Doha, Qatar

January 2004 - December 2006

2004 - 2006 General Manager, Darwish Trading Company WLL - Qatar

• Responsible for restructuring, managing and developing 12 divisions representing 75 principals. Divisions included electrical systems, office furniture, white goods, medical equipment, construction equipment, building materials and a powder coating factory.
• Principal achievement was introducing supply chain management (including bar-coding) in spite of entrenched staff resistant to change.
Company industry:
Civil Engineering
Job role:
Management

General Manager

January 2000 - January 2004

Mars Trading & Contracting WLL

Doha, Qatar

January 2000 - January 2004

2000 - 2004 General Manager, Mars Trading & Contracting WLL - Qatar
• Established in 1958, Mars was owned by Sheikh Jassim Al Thani.
• The business had 3 activities: manufacture of industrial gases, 3 showrooms and represented around 30 UK & European Principals.
• The company had been allowed to stagnate for 25 years, so had to re-engineer the business. Rationalised the stores, and the overstocking. Supply chain management and computerised inventory control were introduced to stream-line activities.
• Introduced a new management structure & appointed new managers.
• The Sheikh died unexpectedly, and intestate so the company was placed into the Sharia Court. Finally as no consensus could be reached between the children and spouses, Mars was sold to a 3rd party.
Company industry:
Construction & Building
Job role:
Management

Country Manager

January 1998 - January 2000

Mannai Engineering Co

Doha, Qatar

January 1998 - January 2000

1998 - 2000 Country Manager, Mannai Engineering Co. WLL - Qatar

• Changed an existing small civils department with 50 staff supporting a major Qatari oil & gas shut-down company from a cost centre into a stand-alone company to take a share of the burgeoning new building work.
• Projects secured included buildings for an oil refinery, high rise towers and the finishing works to Doha City Centre.
• Implemented procedures to ensure concise reports on daily productions, cost monitoring and financial forecasting to project end.
• Carried out the due diligence to allow Board approval to buy 2 companies - a piling contractor & a site investigation company. Then carried out the re-engineering and consolidated all the plant into a central plant department. Recruited new managers to run plus established workshops & facilities for storage and manpower.
• As part of the company's expansion plan secured long term contracts for the repair and maintenance of offshore cranes for 2 international oil and gas companies.
Company industry:
Civil Engineering
Job role:
Management

Managing Director

January 1996 - January 1998

Philip Holzmann AG

Thailand

January 1996 - January 1998

1996 - 1998 Managing Director, Philip Holzmann AG - Philippines
• Responsibilities included drafting and obtaining the approval for the Shareholders' Agreement and satisfying statutory regulations.
• Contract Department was established to meet the needs of the contracts, as well as the recruitment of qualified personnel to fill the key department positions.
• Secured the initial 2 projects. Thereafter after mobilising the resources and getting work underway handed over the operation to a MD from the parent company.
Company industry:
Civil Engineering
Job role:
Management

Company Commercial Manager

January 1994 - January 1996

Christiani & Neilsen

Thailand

January 1994 - January 1996

1994 - 1996 Company Commercial Manager, Christiani & Neilsen - Thailand
• Responsible for the overall commercial control of contracts in Thailand. 55 contracts were running at appointment, which expanded to 75. 4 divisions reported in; each with its own Commercial Manager.
• Role was to restructure, reorganise and give greater focus to this function. Implemented change to effect better financial control, more accurate forecasting, minimise costs and increase labour productions.
• Other duties included the preparation of management accounts and managing the procurement, purchasing and sub-contract departments.
• The projects undertaken ranged from industrial buildings and infrastructure, through major projects to politically sensitive projects, such as wats (temples), relocation of Armed Services facilities, plus a joint venture for design & build projects.
• Sales were US$3bn per annum.
Company industry:
Civil Engineering
Job role:
Management

Group Managing Director

January 1992 - January 1994

Kimbell Contractors Group Ltd

January 1992 - January 1994

1992 - 1994 Group Managing Director, Kimbell Contractors Group Ltd - England

• Responsible for the company's overall profitability.
• The group comprised a head office, 4 area offices and 3 property companies.
• Restructured and implemented daily production reports. Improved cost control and commercial management to increase project margins. Reduced overheads by 33% and refocused Sales and Marketing.
• Sales were increased by 25% to US$35 million per annum.
Job role:
Management

Managing Director

January 1989 - January 1992

Premier Construction Ltd

January 1989 - January 1992

1989 - 1992 Managing Director, Premier Construction Ltd - England

• Set up own business, installing specialist reinforcement for contracting companies.
• Sales of US$2m achieved in first year of operation.
Job role:
Management

Project Director

January 1988 - January 1989

Murray International Contracting Ltd

United Kingdom

January 1988 - January 1989

1988 - 1989 Project Director, Murray International Contracting Ltd - England
• Operated and managed a trade package for Christiani & Nielsen, at Canary Wharf in London. Supplying prefabricated reinforcement cages for the grade decks to 6 office buildings over water from an off-site facility at Tilbury Docks. Sales of US$15m per annum.
Company industry:
Construction & Building
Job role:
Management

Country Manager

January 1979 - January 1988

Whatlings (Foundations) Ltd

United Kingdom

January 1979 - January 1988

1979 - 1988 Country Manager, Whatlings (Foundations) Ltd - United Kingdom

• Started as a graduate engineer in Glasgow and through various promotions became the Country Manager for England.
• Organised and implemented the profitable operation throughout the UK of bored piling contracts.
• Member of the Board of Management for a joint venture with a French company for a diaphragm walling project in London on the A406.
• In 1986, relocated to England and set up an office outside Cambridge.
• Secured sales of US$4million of new business in its first year.
Company industry:
Civil Engineering
Job role:
Management

Education

West of Scotland University

June 1979

June 1979

Bachelor's degree, Civil Engineering

United Kingdom

♦ BSc (Hons) Civil Engineering - West of Scotland University

Skills

Team Leadership
Expert
Team Leadership
Expert
Commerce
Expert
Commerce
Expert
Sales
Expert
Sales
Expert
senior manager
Expert
senior manager
Expert
BSEE/SUPPLY
Beginner
BSEE/SUPPLY
Beginner
CONTRACTS
Expert
CONTRACTS
Expert
ENGINEER
Expert
ENGINEER
Expert
FORECASTING
Expert
FORECASTING
Expert
INCREASE
Expert
INCREASE
Expert
INVENTORY
Intermediate
INVENTORY
Intermediate
ITS
Beginner
ITS
Beginner
SALES
Expert
SALES
Expert
SALES OF
Expert
SALES OF
Expert
SUPPLY CHAIN
Intermediate
SUPPLY CHAIN
Intermediate
senior manager
Expert
senior manager
Expert
Sales
Expert
Sales
Expert
Commerce
Expert
Commerce
Expert
Team Leadership
Expert
Team Leadership
Expert

Languages

French
Beginner

Memberships

of the Board of Management for a joint venture with a French company for a diaphragm walling project in London on the A406

Member

Training and Certifications

Training
Civil Enginering
xxxx
Jan 2013