عماد أحمد رشاد الدويك

I. Key Deliverables
-Strategic Support:
Creating and implementing planning processes. Supervising overall operations, designing strategic plans based on forecasts, and providing improvement recommendations. Identifying streams for revenue growth & developing plans to build consumer preference. Effectuating pre-planned strategies for accomplishment of performance milestones.
-Strategies & Policies Alignment:
Maintaining continuous alignment of business operations scope with strategic business objectives, and provided recommendations to modify & enhancing effectiveness toward business result or strategic intent
-Project Management:
Leading and overseeing the projects in line with the overall strategic objective. Overseeing processes to ensure optimum results; analyzing costs and performance project completion. Tracking project progress including procurement activities while facilitating progress review meetings with consultants, contractors, top management and officials
-Resource Planning & Control:
Ensuring suitable deployment of manpower & timely availability of manpower. Coordinating with other professionals and providing them with all the detailed documents
-Quality Services:
Managing the implementation of best practices in all relevant business functions ensuring fulfillment of business requirements while delivering quality service in line with company vision, mission and strategy.
-Process Improvements:
Supervising entire operations ensuring timely execution while adhering to company’s guidelines. Identifying and implementing process improvements to increase efficiency and accuracy.
-Training & Development:
Delivering training to concerned teams to work in sync with corporate set parameters. Motivating team players to achieve store goals with focus on excelling business targets & service delivery metrics
-Team Management:
Ensuring skills enhancement and development of every individual in the team by providing direction, motivation and training to team; coordinating with cross functional teams. Guiding & mentoring team members in accomplishment of objectives; improving the team performance through counseling, skills enhancement

II. PROJECTS
1.Project: AlRAI’DAH Housing Residential Complex (RHCP), Jeddah

2.Project: RHCP, BP01- Infra Structure.
 Acting as part of the top management project steering committee: setting strategies, following up execution, following up bidding of the different stages, participating in all sales activities and the main coordinator among site and head office/CEO

3.Project: RHCP, BP02- Construction of 74 Residential Towers.
 Participated in the making of the decisions which lead to the design enhancements and savings; followed up and succeeded in doubling glass of 40% of the project windows at zero cost. Enhancing project performance & increasing marketing & sales advantage

4.Project: RHCP, BP03 &05- Construction of 1144 Villas (Bidding).
 Handled all activities and spearheaded the changes proposals of the second/revised bid of this package, both as an Architect, in general, and as a Facades Engineer in particular (brought the lowest bidder price down by 700M and beat budget by 100M)

5.Project: RHCP, BP04&06- Construction of 114 Residential Towers (Bidding).
 Successfully leading the same value engineering, design changing and cost cut down exercise (brought the lowest bidder price down by 660M and beat budget by 427M)

6.Project: Information Technology & Communications Complex, Riyadh (ITCC), Crown Plaza Hotel Opening.
 Leading departments : Hotels, HR, CAP, Fin, IT, Projects and the Operator (IHG) and liaised among them all to achieve proper, to the budget and timed opening of the hotel. Participating in the OS&E purchasing process and identifying the operators’ orders. Budget was beaten twice

7. Project: King Abdullah Financial Dist., Riyadh, Museum Proj Facades.
 Supervising the bidders’ qualifying process and participating in the design enhancement of the facades.

Key Deliverables:

 - Functioned as Executive Director’s assistant for coordination & follow up of all the office projects included contracts administration as well as keeping up with all technical details, specifications, drawings (design and workshop).
 - Networked among all design disciplines, clients, main contractor/s and subcontractor/s to achieve the required submittal dates or earlier, and ensured commitment to approved details and specifications, within the contractual required quality
 - Successfully set goals and finalized/updated job completion schedules.
 - Liaised and lead weekly meetings for the same purpose. Participated in solutions proposing for the different obstacles and issues which aroused all along the jobs execution. Established work plan, assigning duties, producing reports & ensuring progression and completion of the project on-time within budget

1. Fully Responsible for the Profit and Loss of the Company.
2. Restructured the company into an Industrial Group of four factories in the fields of Architectural: Aluminum, Steel, Wood and GRC. And adjusted the organization structure accordingly.
3. Adjusted the spaces and factories layout and production lines accordingly.
4. Re-built and composed the company’s credentials, brochures and catalogues.
5. Established the company’s Organization Work Procedures (including training). And eventually I led the company to obtaining the ISO Certificate for the four industries.
6. Prepared the company, and actually started, to serve all market including ACC companies.

1. Fully Responsible for the Profit and Loss of the Company.
2. I led the company to a full recovery situation from a continuous loss and short of cash situation.
3. Compensating the employees a five months’ salary delay in eight months.
4. Regaining the confidence of all company suppliers, bankers and clients.
5. Enhancing the company performance, reputation and marketing policies which led to doubling the company's turn over in years 2006 and 2007. In 2008 the turnover was tripled.
6. Profitability was achieved in 2006 and 2007, and it was doubled in 2008(reaching 15%).
7. I led five big aluminum fabricators (the biggest in KSA at the time) to agree on a unified supply contract form on 6/6/2006.

1. Fully Responsible for the Profit and Loss of the Company.
2. Lead a complete restructuring exercise to prepare the company for the new load (starting by the name and logo).
3. Recomposed and produced all company credentials, printouts and catalogues.
4. Reorganized the company spaces, facilities and production lines.
5. All led to doubling the company sales.

1. In addition to the Operations Manager duties and responsibilities, I was holding the responsibility of Re-Structuring the organization.
2. Developed the Operations Policies and Procedures among Jeddah and all production units of the Group. The procedures were officially circulated among all Group companies (KSA, LBN, EGY and QAT).
3. Led the Production, Installation, and Procurement teams of Jed in implementing their parts of the procedures.
4. I had to carry out a very tough cleaning, space organizing and re-lay-outing of the company factory, production lines and stores of Jeddah in a very short period.

1. Responsible of the Eastern Province performance (including the financial performance).
2. To increase the regions’ turn over (in addition to supplying finished products to the Eastern and Central Provinces we started supplying the Western Province (HQ), Qatar, Kuwait and Bahrain).
3. We supported and complemented the head office in many activities like procurement, production, sales and marketing, and in even some finance activities.
4. The Branch work procedures were made ahead of all other company branches and departments. And we participated as a team in getting the ISO certificate of the company in the HQ.
5. The factory spaces and production lines had to be re-planned to accommodate the new load.
6. I did the sales management of the Eastern Province during the last 6 months of my service.
7. The Eastern Province shifted from a continuous loss situation to a profitable position.

1. Lead & coordinate among the Engineering, Procurement, Production and Installation depts. including all activities related to building those depts. and coordinate among them and other depts.(HR, SALES, FIN, IT) and among clients and suppliers.
2. The company doubled its turnover and it took-over/merged w/Nalfab in Dammam (sister company).
3. I was the Acting GM in the absence of the GM, I was the Jordan Branch Manager, and I was a co-signer of company cheques and payments. My last assignment was Branch Manager, Jeddah.

1. Managing a team of twelve draftsmen I was responsible for the production of all detailed workshop drawings for all trades: structural, architectural, mechanical and electrical. And I was responsible for the coordination required among the consultants and the different project departments and engineers. Honored to play an important role in the handing over of the most important project at the time in KSA and the Muslim world.
2. In two years I started and handed over SR 35millions worth of Alum, Steel and Glass works for landmark projects like: Makah Haram Ext, Umm AlQura University (Alusuisse sys of Switzerland) and Abdullah AlFaisal Palace (Technal sys of France).
3. As sales, I signed and handed over two jobs outside Binladin Group.