Managing Partner
Facilities and Tenant Delivery Services Limited (FTDS)
مجموع سنوات الخبرة :47 years, 8 أشهر
Formed limited company operating in Azerbaijan (registered in the UK, during this period undertook the following commissions
• Providing technical consultancy for a proposed 55, 0000m2, mall being formed from a two-level podium on a development of ten 27 level residential blocks; including MEP strategy, operational review, logistics and waste strategy and provision of tenant fit-out manual
• Provided technical consultancy for a proposed mixed development project, consisting of 4500m2 retail and 10, 500m2 office development, including MEP strategy, retail servicing and development of tenant fit out manual for both commercial and retail spaces
• Financial Audit of MEP costs associated with new 10, 000m2 HQ building for a Bank
• Design and review of BoQ, for construction of two 1300m2 villas in 12, 000m2 landscaped gardens, for a contractor who was awarded the contract.
• Electrical design for 600m2 Villa, including landscaping and swimming pool, which included home automation system
• Mechanical design for a new 1500m2 restaurant, with in a mall setting
• Project manager for franchise operator to deliver Dolce Gabbana store - Port Baku Mall
Unified is a leading property developer in KSA, and currently has a portfolio of 51 strip malls in KSA, these being on average 7500M2 with between 25-30 retails units approximately 100m2 with a supermarket anchor.
I am responsible for the Facilities (operations) and Tenant (Retail) Delivery department.
In addition, I am responsible for the management of Unified head office, 3500m2
Unified is now developing lifestyle malls
• Esplanades 25, 000m2 with 30 F+B units, offices accommodation anchored with a cinema
• 1364 (Diplomatic Quarter) 35, 000m2 comprising 100 retail units and commercial offices anchored by a cinema, focus to be on casual dining with some retail
• Bellevue Comprising 80.000m2 comprising 250+ retail units, to be anchored by supermarket and cinema. Under design
I am responsible for the facilities (operations) and tenant delivery and have been tasked of improving the performance of the two sections, and developing policies and procedures improve the overall condition of the strip malls and improve service delivery to tenants during fit-out process
The facilities operations include the management of
• MEP and civil planned and reactive maintenance
• Cleaning
• Security
• Health and Safety
• Waste disposal
• Government relations, relating to civil defense license, local authority issues and utilities
• Dedicated Tenant relations
• Billing for Utilities
• Project small work improvements
• Helpdesk
Managing
• Direct reports (Unified staff) 12
• Indirect service providers 240
• Annual operations Budget 17.6M SAR
• Improvement Budget 20M SAR
Key achievements and initiatives
• Introduction of help desk and CAFM system for the management of planned and maintenance activities including deep cleaning and inspections and tours
• Mobile applications for the management, monitoring and reporting of security and cleaners in strip malls
• Rationalization of service providers, with introduction off output service contracts with KPI’s and SLA away from labour contracts
• Review of Retail Delivery process introduction of new procedures to improve response times and monitoring
• Review and rewrite of tenant manuals - The strip malls have a churn of between 100-120 retail units a year, the brands are generally local, operated by individuals or local retail groups. Most of the tenants are fast food providers /cafes. The tenant delivery department manage surrender and fit out process, in the limited time with unified I have reviewed the tenant manual and implemented new design standards in particular relating to Life safety systems and inspection to ensure compliance to approved drawings
• Handover and mobilization of Esplanade lifestyle for operations and the management of 30 F+B units based around fine dining and lifestyle coffee shops
Urbn was a developer/project and asset management Company, operating primarily in Azerbaijan but targeting CIS and Central Asia for expansion.
Urbn were the project management company for the Crescent Development Project, Baku (CDP), and on completion were to provide asset and facilities management services to the development.
CDP is a mixed residential and commercial development in the center of Baku consisting,
• Office tower, 40 floors, 43, 000m² leasable office accommodation
• Residential tower and townhouses, 35 floor tower with 115 apartments and townhouses.
• Shopping mall, 42, 000m² leasable area, with 1700 car parking spaces
• Hotel with serviced apartments, 110 rooms and 159 serviced apartments
My primary responsibilities were to:
• Develop the tenant delivery capabilities of Urbn, by
¬ Development of strategy, policies, and procedures for the management of tenant delivery activities for both CDP and future Urbn projects
¬ Development of a tenant delivery team, primarily through training of local talent that in the short term that could meet the requirements of CDP, but also provide a team to support future Urbn developments or third parties in the region.
¬ Preparation of tenant manuals, and assist in preparation of leases to ensure tenants obligations were clearly identified and the owners risk minimized
• Develop the operational and facilities management capabilities of Urbn by
¬ Development of facilities management strategy to delivery an integrated facilities management operation to CDP, based on core self-delivery and procurement of specialist services, which could act as model for future developments and 3rd party contracts.
¬ Prepare mobilisation plan and model service contracts for the operations team to manage CDP asset on handover, to provide asset management, operations, and FM services support. (Hard and Soft)
¬ To develop asset and operations teams, to support future Urbn developments and third parties’ developments
¬ Development strategy, policies, and procedures for FM services, to CDP, including management of mall and car park
• In addition, I was also responsible for the following
¬ Development of budgets and management of costs to ensure tenant delivery activities associated with Urbn developments are cost neutral.
¬ Provide operation review and FM advice on developments and to undertake design reviews in relations to operations and ongoing O+M maintenance activities.
¬ Prepare strategy for handover, including inspection and validation of commissioning and O+M manuals.
¬ Development of service budgets and charging procedures for the project
¬ Prepare vendor contracts, based outputs and setting of SLA/KPI’s
Mall of Qatar is the one of largest shopping malls in Qatar, opening December 2017, having over 425 retail units with GLA of 178, 000m²,
Initially I was appointed as the Tenant Delivery Director in February 2016, to improve performance of Retail Delivery Team, primarily consisting of 3rd party staff, consisting of 35 Retail Delivery Managers, Assistance’s, and administrators; and in December 2017 I was appointed Facilities Director for the Mall.
• In the role as Facilities Director, I was responsible for the
¬ Daily Management of the FM Services, including vendor service providers, monitoring performance against SLA/KPI’s
¬ Strategic planning of 5-year asset plan, in line with budget plan
¬ Capital projects and improvements and tenant delivery department, for ongoing fit outs.
¬ Development of service charge budget and recovery
¬ To be part of senior management team and provided specialist input on emergency and incident management team
¬ Energy management and utilities production
Specific objectives were to.
¬ Driving technical compliance and operation improvements in delivery from service providers, by implementation and monitoring SLA’s and KPI’s,
¬ Cost reduction and improvement in service charge recovery
¬ Complete handover of mall, following conditional acceptance of facility from base build contractor
¬ Closure of outstanding work and defects, commissioning verification and review and approval of O+M manuals from Base Build contractor
¬ Implementation of CAFM system
Some of key achievements included
¬ Improvements in service provider delivery and compliance to service contracts
¬ Identification of significant deficiencies in commissioning process and documentation, removing potential future liabilities from owners.
¬ Identification of serious omissions in O+M manuals, requiring base build contractor to provide correct documentation
¬ Reduction in overall Facilities operating cost by 12%
¬ Successful implementation of CAFM system, including asset tagging, asset register, PPM schedule and work order-based system
• In this tenant delivery role, I was responsible for
¬ Daily management of team, setting priorities, monitoring, and reporting on progress of all RDM’s
¬ Ensuring all legal requirements in terms of notices, drawings, letters etc. were executed in accordance with the lease requirements relating to tenant delivery
¬ Tenant designs are compliant with the landlord design criteria and have the appropriate statutory approvals.
¬ Management of TVR ‘s
¬ Providing advice on proposed demise and change of use to retail units to leasing
¬ Resolution of tenant/base build interfaces and design issues
¬ Management of key anchor accounts
¬ Issue of weekly and monthly reports, detailing progress and measurement of performance on key KPI’s
¬ Management of Tenant fit-out contractors
¬ Unit inspection for compliance to approved drawings
Some of key achievements included
¬ Recovery of tenant delivery budget to being neutral, from at 18% deficit on joining UCC
¬ Delivery of 65% (GLA) of trading units on mall opening, equating to 232 retail units 90% GLA complete 60 days after opening
¬ Improvement in Tenant delivery team’s performance - by in house coaching, and team review sessions and introduction of comprehensive reporting system.
Pasha Construction is the foremost developer of international standard commercial and residential property in Azerbaijan, the malls division currently operates six shopping malls my key responsivities were
• Provide user brief for design teams for new developments, in terms of operational requirements and to undertake operational design reviews.
• Act as user representative during design and construction phases of the project and accept handover of the building from construction team.
• Manage Tenant delivery team and process, including management of tenant delivery modification budget.
• Mobilization of facilities operations, both hard and soft, with budget responsibility and setting of operation budgets
• Setting of Standards, and SOPs for Facilities team and implementation across mall division
• Preparation, procurement, and implementation service contracts, based on performance output contracts, and monitoring of key SLA’s and KPI’s
• Monitor the operation performance of the in-house and service provider’s teams, to ensure the asset value is maintained and is compliant with local regulation and SOP’s and Pasha Safety standards.
• Leadership, management, and development of facilities team, including recruitment, coaching and training
• Preparation of asset reports with for budget planning and project management of small projects
• Prepare Crisis Management protocols, and contingency planning
• Energy Management
In my role, I had seven direct reports and report to the Managing Director of the malls division.
Key Achievements
• Mall 28 (28, 000m²) - Open and trading
Operational design reviews, user representative during construction, management of tenant delivery process including preparation of tenant handbook and handover acceptance from base build contractor and mobilization of facilities operations.
Mall 28 is mid-market value mall with over 100 retail units anchored by a cinema, supermarket, family entertainment area. food court and casual dining restaurants.
• Port Baku Mall (35, 000m²) - Open and trading
Operational design reviews, user representative during construction, management of tenant delivery of tenant delivery process including preparation of tenant handbook process and handover acceptance from base build contractor and mobilization of facilities operations.
Port Baku Mall 28 is Luxury and aspirational mall with 80 retail units anchored by a Local operated department store (Luxury Brands), Gourmet Supermarket with a mixture of casual dining and Cafes, there are no fast-food operation.
• Ganjlik Mall (48, 000 m² - - Open and trading
Provision of operational user brief and design reviews, client representative during construction, and undertaking process of tenant delivery, of tenant delivery process including preparation of tenant handbook handover acceptance from base build contractor and mobilization of facilities operations and mobilization of FM operations
Ganjlik Mall is mid-market value mall with over 100 retail units anchored by a cinema, supermarket, family entertainment area. food court and casual dining restaurants. The brands are a mixture of international Turkish and local operated by Al Hokier and local retail groups.
Amburan Retail Village (75001 m²) Open and trading - Construction substantially complete retail delivery commenced when departed company
Provision of operational user brief and design reviews, client representative during construction, and undertaking process of tenant delivery, including preparation of tenant handbook handover acceptance from base build contractor and mobilization of facilities operations
The Dubai Mall is one of the largest shopping centre in the world based on total area, approximately 14 million sq.ft in addition to over 1200 shops and restaurants and is also a significant tourist destination with Aquarium, Ice Rink, 22 Screen Cinema, Dubai Fountains, Sega World and tourist entrance to the Burj Khalifa the tallest Building in the world. I had specific responsible for. Management all planned preventative and reactive maintenance for building fabric and MEP Services. Energy management Preparation and management of operations budget of £85 M Dhs Delivery of small capital works, including budget plan and implementation Management of service provider contracts - 23 Prime Contracts, including development, procurement and implementation of the service contracts. Management of 29 direct reports and in-house engineering support team. Event and Contingency Planning associated with Civil and MEP assets Key achievements included. Restructuring of the in-house management and engineering team from self-delivery to prime service provider for fabric and MEP services, as maintenance strategy changed from self-delivery to 3rd party provision. Formulation and introduction of key core engineering policies and procedures. Management of energy reduction program that has provided a reduction of 11% energy consumption. Introduction of CAFM management system and on-site help desk. Improving compliance with international and local safety standards In addition to the above I contributed significantly to the close out of incomplete works and outstanding snagging from base build, in particular relating to the Life Safety systems fire alarm, sprinkler system Security and Building Management systems.
Manchester Arndale is the second largest city center shopping center in the UK which also has a nineteen-floor office building. I was on contract to Interserve, integrated service provider, being specifically recruited following a management restructure to improve the performance of a failing in-house engineering function and improve poor level of statuary compliance and service delivery.
I had specific responsibility for.
¬ Management of Service Budget £1.85 M Contractual and £2.5 M non-contractual works
¬ Management of Tenant Delivery Service
¬ Landlords’ improvement works, capital projects including budget preparation.
¬ IT Function including retail intranet system and Helpdesk*
¬ Management of Nine direct reports and in-house engineering team of 23 operatives and night operations team of 35
¬ Management of 3rd party specialist service providers to Interserve, monitoring of service delivery providers against SLA/KPI’s
Key achievements Included.
¬ Re-focusing on Engineering function - Back to basic scheme - improving performance in PPM completion, through team development and coaching from below 50% to current level of 91% and improvement in reactive work time completion.
¬ Re-launch and implementation of Asset Management system including CAFM system following the failure to implement by previous management team.
¬ Improvement in statuary and contract compliance from 73% to current level of 97%
¬ Improvement in substantial number of on-site processes, across Engineering, Finance, stores and HR, streaming operations
¬ Reduction in Interserve 3rd party contract cost/claims based on review and auditing performance against service contract SLA’s and KPI’
EMCOR Qatar were the facilities service providers for seven first division sports clubs. The sports clubs all had a football stadium, training fields, minimum of one multi-purpose gym capable of holding international handball/basketball games, swimming pool (4sites), a range of other sports facilities and ofice facilities The contract value was 140 million QR a year. The services provided were Reactive Maintenance Civil/Building and M&E - Planned Maintenance Civil/Building and M&EP Grounds - Including football and other pitches - Cleaning - Internal and external Security - Pest Control Waste Management - Project Services Event Management - Ofice services/Hospitality Key responsibilities included Day to day operations for all service provision to the seven sports clubs, including budget P+L responsibility for operations budget. Management of 11 direct reports, 7 Facilities Managers one at each club, Ground, Cleaning, Security and Mobile Civil Support Manager. Management of a total of 125 direct operatives Management and monitoring perforce of 3rd party service provider, providing Mechanical and Electrical support, cleaning, security, ground maintenance through several service contracts. Facilities support to event management Key achievements were. Improvement in PPM compliance from 65% to 89%, through development of team and coaching Improvement in contract payment, through reduction of application of client penalties; from 72% to 84% Reduction in average lead time to complete reactive job orders from 6 to 2 days. Improvement in customer satisfaction rating for contract cleaning service from 45% to 88%
Golden Square Shopping Centre Warrington is a 750, 000 Sq.ft shopping center, during the period as the Property Manager, in addition to managing facilities services (M+E, Building Fabric, cleaning and security) service charge budget I acted as the user representative during a £120M, 350, 000 Sq.ft extension to the original 400, 000 Sq.ft shopping center and integration of Warrington Central Bus Station into the center’s operation
Key responsibilities included.
¬ Management of all hard and soft planned preventative and reactive maintenance.
¬ Management of health and safety, ensure statuary compliance
¬ Energy management
¬ Preparation and management of operations budget of £2.6M
¬ Delivery of small capital works, including budget plan and implementation
¬ Tenant Delivery
¬ Management and P+L responsibility for car park.
¬ Crisis and management recovery plan
¬ Act as user representative on Mall development, and manage takeover from base build contractor
Key achievements were.
¬ Successful management of interface and integration of 350, 000 Sq.ft extension to the existing shopping center.
¬ Preparation, of tender and successful award of £1.2m 10 year facilitates contract from Warrington Borough Council Bus Station, and integration into shopping center operation
¬ Set up and management and operation for 3000 space car park - as a separate P+L center, exceeding profit targets by 16% n first year operation
¬ Improvements in facilities operation, introduction of integrated facilities provision, energy reduction, recycling, resulting a reduction in service charge by 11%
¬ Retender of integrated facilities service contract to included new extension, based on output specification and SLA’s.
¬ Development and implementation of new SOPs to cover enlarged mall
The Bullring is one of the UK’s largest city centre shopping centres, I was employed pre-opening to accept facility from base build development and to mobilise and manage the facilities operation post opening.
Key responsibilities included.
¬ Management of the hard and soft maintenance, with an operating budget of £6 million, and 70 staff direct and indirect, including.
- Planned and reactive Maintenance Civil/Building and ME&P - Pest Control
- Cleaning - Internal and external - Project services
- Waste Management - Health and Safety
- Tenant Delivery Post opening - Energy Management
¬ Management and acceptance of mall from base build, and closure of incomplete works and defects during defect and liability period
key achievements were.
¬ Development of strategy for maintenance and cleaning service provision to Bullring and implementation including preparation of service charge budget, procurement, contract set up and start-up operations.
¬ Preparation and implementation of Bullring SOP’s including Health and Safety and Environmental strategy and policy, including waste and energy management, target, and monitoring.
¬ Implementation of Health and Safety procedures and policies including emergency planning, working closely with statutory services and emergency services.
¬ Retail Delivery following opening of the centre.
DePuy manufactures medical implants, I was appointed Engineering and Facilities Manager at their European HQ in Leeds.
Key responsibilities included.
¬ Management of production assets and facilities with budget of £5.1M and 17 direct staff, 38 including.
- Planned and reactive Maintenance Production Equipment - Pest Control
- Planned and reactive maintenance civil and ME&P - Office services (Post etc.)
- Cleaning - Internal and external - Project services
- Waste Management - Utilities
- Catering Service - Energy Management
¬ Health and Safety at Leeds HQ plus 3 other manufacturing sites and 6 offices and distribution sites in Europe
Key achievements were,
¬ £ 5.2 M Reorganization of factory and service upgrade to accommodate introduction of cellular manufacture, including, construction and validation of clean room, whilst maintaining production.
¬ Delivery on budget and program of £8.5M Distribution center - including £1.9M fit out contracts
¬ Implementation of program to ensure statuary and regulatory compliance in facilities activities, including cGMP.
¬ Preparation and presentation to senior management of Health and Safety, Environmental business plan/programs, & subsequent implementation.
Aventis Dagenham site was a 93-acre pharmaceutical manufacturing and research site. I was initially appointed as the Research Engineering manager following a reorganization of the site and implementation of matrix structure I promoted to the Site & Research Manager.
Key responsibilities included
¬ Maintenance, both PPM and reactive, and project services for the Research buildings and non-operational site buildings plus civil and building support to complete site. With operating budget
of £14 million, with management of 28 direct staff, and 160 contractors.
¬ Waste management (excluding production waste - Security
¬ Catering Services - Project services (Civil)
¬ Landscaping + gardens - Porter Services
¬ Internal transport (FLT etc.)
Key achievements include.
¬ Project manager for the detailed design and construction phases of a £34 million self-contained pilot scale facility and a £26 million-asthma research facility.
¬ Responsible for preparation and negotiation of service contracts for catering, cleaning, gardens & grounds and waste disposal, introducing SLA, reducing costs by 11% and improvement in service.
¬ Assistance in development and implementation of site social plan in particular development of business plan for multi-skilling initiative and out-sourcing of maintenance providing cost savings of £2.5 million per annum.
I was the Senior Building Service Manager/Deputy Project Manager for a £44 M laboratory Biology and Chemistry facility for Fison (Astra), I had a team of 5 technical staff and wash responsible for
¬ Profit/Loss of MEP service packages and design and build Fume Cupboard and Laboratory packages
¬ 5 technical staff
¬ with specific Profit and /L responsibilities for the installation of the M&E service package, /fume cupboards, laboratory furniture.
Worked in the Design and Build project team, as the Senior Building Services Engineer, involved in a wide range of design and build projects primarily warehouses, sport facilities and commercial offices to a value of £30 million (1990 prices). Responsibilities included,
¬ Provision of technical support from tender to final account
¬ Preparation of M+E budgets
¬ Procurement of MEP services including preparation of contract documentation and negotiation of contracts
¬ Coordination, supervision, and implementation and handover of MEP installations.
I worked in several Client Project Management and Resident Engineer roles, been part and directing, multi-disciplined, design and construction teams on some highly technical projects, this period was split between the Midlands Regional design office and the Falkland Islands, Mount Pleasant Airfield Project. These included:
¬ Falkland Islands. Mount Pleasant Airfield Project. Specific responsibility for 15 Technical Service Buildings
¬ RSRE Malvern, G.A.L (gallium arsenide laboratory)
¬ RAF Waddington, Passive Defense Shelters
¬ MOD Donnington - Tank Engine Test Cell
¬ RAF Shawbury - Dehumidification System for Aircraft Storage Hangers
¬ Nottingham - Maid Marion House Office Refurbishment
I was a Trainee Engineer on WMRHA scheme for hospital engineers, studied block replace for OND in Engineering and then HND in Electrical Engineering, with industrial spells in hospital maintenance departments, both trade and management sections.
Following completion of course I transferred to the WMRHA regional design office and was awarded scholarship to study for a degree at South Bank Polytechnic in Building Services, with industrial periods in the regional design office working on major hospital developments.