CEO
N.F.N Management Consultancy Toronto/Ontario
Total years of experience :18 years, 5 Months
Providing consultancy management specialized in the following areas:
•Property & Real Estate Management
•Corporate Management
•Total Quality Management and Lean Management
•Project & Construction Management
•Facility Management
•Organizational Branding & Marketing
www.nfnmanagementconsultancy.com
Power International Holding GCC region June 2016 - May 2020
CEO (P/L Responsibility)
PIH & UCC holding
Power International Holding is a selective group of companies with a diverse portfolio of businesses across the spectrum of the Contracting, Manufacturing. Property Development, Oil & Gas plus service industries
Total Annual Revenue: USD 2 Billion
Responsibilities & Achievements:
•Successfully established the group and its vision mission and values
•Established a five-year strategic and business plan for the entire group, as well as the individual business plans for each business unit
•Introduced and implemented corporate governance and Internal Audit functions for the group, most importantly by establishing the KBOs (Key Business Objectives) and the KPIs (Key Performance Indicators). Also generated the Authority Matrices for all business units
•Directly in charge for the group revenue/sales and profit/loss. (P&L Responsibilities)
•Set up group protocols, corporate branding as well as strategic partnerships
•Participated in the “Quarterly Board Meetings” as well as the “Monthly” business review meetings; reviewing performance using the agreed KPIs (Actual vs Planned) and taking corrective and mitigation actions as necessary to minimize any possible risk to the business
•Heavily involved in setting up financial reporting utilizing Hyperion software. Conducted monthly reviews with the Group CFO of the key financial KPI’s (Revenue, GPM. NP and Cash flow), and Quarterly performance includes (EBIDTA, R.O.I, R.O.C.E)
•Maintaining revenue growth of 10 %, as well as gross profit of 11 % across the group. Heavily and directly involved in all aspects of Business development. Established very strong business development strategy investigating opportunities in new markets and geographies, implementing innovative marketing tools and development of the BD team
•Established a lean operating structure by establishing efficient high level corporate activities (Group Commercial financial IQMS and MIS Directors, group shared services - non technical such as Admin/HR/Purchasing/IT/ERP …etc). Adopted decentralized executive modules to manage the group
•Supply chain: succeeded to restructure the group supply chain by relocating the purchase and central stores under one department
•Successfully delivered the following prestigious Design/Build projects for UCC (the leading company within the group): total values of + USD 3.5 delivered in 2 - 3 years.
•Mall of Qatar - 500.000 sq.m shopping mall.
•Comm 18 & 33 towers - multi - story office buildings
•La Verna villas and residence - 200 villas - residential compound
•Grand Doha - 5-star hotel (Mercure Doha)
•Walldorf Astoria Maldives Ithafushi - Luxury resort
•Baladna Farm - 62 barns for cattle and other livestock/ milk production and plastic factories
•Successfully established and implemented and ERP system for the entire group and introduced specilalized operational softwares as needed to support each business unit
•Reported directly to the Chairman, monitored and addressed operation related issues at a macro level through weekly meetings with all Business Unit heads, plus at a micro level for those businesses which have not succeeded to meet the required performance objectives for certain projects of high values or risk exposure
Bukhatir Group/Construction divisions Dubai/Sharja/Abu Dhabi, UAE April 2014 - June 2016
Wates GROUP/Eastern International Contracting JV Board Director
Main duties
•Re-structuring of the construction & manufacturing companies which were directly under my responsibility
•Established a five-year strategic and business plans 2015 - 2019
•Implemented change management and introduced qualified senior managers for various positions
within the Group of companies which are:
•Eastern International (main contractor)
•Eastern Electro Mechanical
•Eastern Aluminum and Cladding
•Touchwood - wood and joinery factory.
•Bucomac (4 block and interlock plants)
•ULO System (Underground Oil & Gas offshore system)
•Conmix: Concrete supply mainly in Dubai and Northern Emirates
•ETS: Eastern Technical Services.
Achievements:
Established a five-year strategic and business plan
Established a JV partnership with leading British Construction Group (Wates Group): winning prestigious projects in Abu Dhabi such as Qasr Al Hoson stage 1, 2 and 3
Established KBO’s and KPI’s and corporate governance, audit and compliance processes.
Developed and delivered the following ‘in-house’ properties (schools/mall/mixed used towers): (design/build/maintain)
•West Gate towers: Dubai Sport City (Feasibility and Design stage)
•Bukhatir Tower - Iconic multi-story office tower in Sharja - completed
•Five privately owned institutional/ schools in Sharja and Dubai - completed
•Barashi Villas: 400 villas in Sharja - ongoing
Turned the businesses around from reporting significant losses to reasonable profit within 2-year period
•Eastern International: turning the USD 35 million losses in 2013/2014, into ‘break-even’ by end of December 2015, with forecast profit of USD 22 million in 2016. (the revenue increased from USD 150 million in 2014 to USD 275 million in 2015)
•Bucomac (5 block factories): turning the USD 14 million losses in 2014 into USD 8 million profit in 2015. (revenue increased from USD 54 million in 2014 to USD 73 million in 2015).
•Conmix (Concrete supply KSA): turning the USD 22 million losses over previous 4 years (2010 - 2014) into losses of only USD 3 million in 2015
•ULO system: turning the USD 3 million loss in 2014 to USD 11 million profit in 2015. (revenue is increased from USD 36 million to USD 52 million)
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Al Fara’a Group Abu Dhabi, UAE September 2007 - September 2013
Al Fara’a Ellisdon JV . UAE
Al Fara’a Wates JV. UAE
Al Fara’a Jaihind Oil & Gas. UAE/KSA/Qatar/Iraq/Oman
Leading engineering, procurement, and contracting (EPC), Oil & Gas group with 10 separate businesses, 18K employees, and US$1B in annual revenue. ISO 9001, ISO 14001, and OHSAS 18001 certified.
Group CEO, Board of Directors (P/L Responsibility)
Directed all Strategic Operational and Business Development efforts including long-term strategic planning, setting performance objectives and business KBO/KPI implementation. Collaborated with the Board of Directors to review strategic plan and evaluate progress. Initiate, develop and supervise on-time, within budget delivery of projects with values exceeding US$ 2 Billion. Lead team of 13 direct & in-direct reports including the General Managers/VPs of each business unit.
Al Fara’a Construction Property and Industrial Group includes:
Al Fara’a Gen Contracting
Unibeton ready-mix
Al Sabah Electro-Mechanical
Belgium Aluminum
Al Fara’a - Jaihind JV Oil & Gas and Infrastructure.
Al Fara’a Joinery
Al Fara’a Steel Structure
Al Fara’a Precast
Al Fara’a Energy and Maintenance
•Achieved and maintained 12% growth rate despite the global economic crisis by reengineering the company strategy, diversifying markets, redefining profit margins and creating ‘one-stop-shop’ for the entire supply chain ‘in-house’, effectively enabling the company to compete with larger firms
•Revitalized company’s image and positioned company for growth by devising five-year strategic plan that included regular SWOT analysis, a new organizational structure with the VPs as heads of each business unit, reengineered contracting processes, communicated a clear vision and realistic business objectives (KBOs) and key performance indicators (KPIs)
•Developed and successfully implemented a five-year strategic & business plan for2007 - 2012
•Developed & Launched the coming five-year group business and strategic plans
International Consultancy working with clients to plan and execute strategies that optimize construction, operation, use and ownership of built assets; employing 2, 400 personnel worldwide and generates US$100M+ in annual revenue.
Promoted from Project Director in April 2005 to Associate Director in Jan 2006 in order to develop project management services and expand the business throughout UAE region. Led 18-member team of construction and project directors, project managers, commercial managers, senior cost consultants, and quantity surveyors. Managed client accounts and company P&L for a total development of USD 2.4B in UAE
Liaised with consultants to select contractors and vendors; monitored tender submissions plus developed processes to appoint preferred sub-contractors. Approved tender specifications and fee changes plus prepared duty of care warranty where appropriate, and evaluated the procurement program
Major developments included but were not limited to:
Marina Mall Abu Dhabi - new extension (USD 200 Million)
Al Wahda City 1: ‘mixed-use’ Commercial Residential Towers - (USD 300 Million)
Al Wahda Millennium: 5-star Hotel - (USD 200 Million)
Al Wahda Mall I & II (USD 320 Million)
New Fairmont five-star hotel Abu Dhabi: (USD 400 Million)
International Center for Contracting Jeddah, Kingdom of Saudi Arabia
Thesis: “Managing the growth of specialist sub-contractors, review role of sub-contractors in UK building industry.”
EDUCATION
