Head of Airside Landside Facility Management
BAHRAIN INTERNATIONAL AIRPORT, Muharraq
مجموع سنوات الخبرة :21 years, 2 أشهر
Bahrain International Airport is managed by the Bahrain Airport Company, serves as the hub for the national carrier Gulf Air, and has a capacity of up to 14 million passengers annually.
Responsible for spearheading operational lifecycle, including all aspects of asset management, diversified services, and day-to-day activities crucial to a building to maintain a safe working environment and fully functional facilities, infrastructures, and systems in accordance with local and international regulatory standards.
Report to Soft Services Manager and provide guidance to 10 direct reports. Control a $3M annual operating budget for one division managing total services of 10 disciplines, indirect in-house staff of 18 members, and overseas sub-contractors with manpower of 650 contractors.
• Oversee finance, budgeting, and operating expense control measures; develop and implement standard operating procedures, key business metrics, work orders, preventive maintenance, and planned preventative maintenance using appropriate tools and resources to ensure alignment with the established functional strategy; successfully delivered projects and services within the allotted annual budget, generating $55K profit
• Lead the heavy equipment operations team through full 24/7 support for the safe landing of aircraft and maintenance of airdrome; preplan PPM activities, review standard operating procedures and KPIs, assist with risk management, and enforce new strategies to maintain compliance with legal requirements; achieved zero to minimal risks during operations
• Perform strategic analysis of various data in collaboration with researchers; initiate industry-standard quality and safety measures and practical approaches to support best practices, short and long-term operational strategies, and day-to-day business needs; maintained optimal compliance with local and international regulations for safe aircraft landing and take-off, preventing potential aircraft damage
• Serve as a subject matter expert (SME) and key point of contact for continuous innovation; monitor daily operational performance to evaluate existing internal processes and identify gaps; recommend and implement changes on established procedures or policies, accelerating overall operations; resulted in timely service delivery and maximum financial gains
Al Fajer SM Services LLC is a privately owned company and part of Al Fajer Group governed by His Highness Maktoum bin Hasher Al Maktoum, aiming to ensure the integration of people, technology, and systems to provide a reliable support system.
Responsible for managing the development and execution of strategic initiatives focused on improving the overall quality, service deliverables, and business operations of new expansions and existing divisions to drive productivity and revenue growth. Reported to the Board of Directors, led 600 staff members across 1, 500 locations, and administered an annual budget of $1.5M.
• Steered operational efficiency and high visibility technology enhancements; employed Lean Six Sigma principles to proactively improve quality, productivity, and profitability while reducing operational risks; implemented corporate actions system, streamlining turnaround and recordkeeping procedures within 6 months; generated 1.5% to 14% increase in operational profit
• Supported client relations and effectual workforce utilization; revamped existing policies and procedures across the division, which strengthened compliance with all applicable regulations; improved operational excellence and customer relationship
• Leveraged excellent program management skills to facilitate all aspects of the company’s project initiatives, from development, progress tracking, and reporting to completion; successfully launched 4 projects, resulting in increased margins by 14% and revenues by 22%
• Spearheaded organizational consolidation; utilized knowledge of current business infrastructure, revenue expansion expertise, and innovative marketing strategies to promote company offerings; expanded the company’s market reach, moving from the private sector into more commercial projects
• Provided staff oversight and continuous development initiatives; devised, implemented, and administered labor relations programs, including performance evaluations, goal setting, affirmative action, and employment equity; created curricula and materials and conducted effective training sessions; elevated the quality of all company services
Al Shirawi Facilities Management, part of the Al Shirawi Group of Companies, is a reputed Integrated Facilities Management Service Provider in the UAE, known for its customer-centric approach and values-driven management style.
Took over a small running division of Al Shirawi Group, operating at -11% monthly loss and specializing in HVAC and water tank treatment. Responsible for overseeing all aspects of daily operations, including operational strategy development, project management, departmental restructuring, decision-making process, and new service delivery to ensure business continuity. Reported to CEO, managed and developed 600 employees, and administered a $140K annual budget.
• Led the establishment of a company A+ that provides comprehensive services, which was later registered as Al Shirawi Facilities Management; developed new strategies and approaches, turning the division into a highly operational and profitable business with 600 staff members; generated over 24% profit in less than a year
• Assisted in delivering a deadline pressure project that involved cleaning a 1 million sq. ft. area of the Clock Tower Deira for an opening ceremony attended by the royal family; deployed aggressive execution strategies and engaged internal and external resources, including 100 staff to complete all operational phases and mobilization challenges; successfully executed the project within 24 hours
• Led a department into significant gains for services; developed and enforced challenging methodologies to complex sales and productive projects; restored departmental operations from -4% loss into 37% profits within 6 months during the recession period
• Negotiated and mobilized the first-ever IFM service for 560 sq. ft. DEC project with $500K capital investment; provided comprehensive services based on RFP, SLA, and cost structure while assuring the quality was not compromised; realized a turnover profit of 25%
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