Omprakash Ramashankar Yadav

At MANWEIR WLL in Doha, Qatar, I joined as Manager - Commercial and was later promoted to Senior Manager - Commercial, where I led the commercial function for an industrial services portfolio with full responsibility for estimation, tendering, contracts and cost control. I was brought in to stabilise a loss-making environment and strengthen commercial governance, cost discipline and operational performance across the business. During my tenure, I implemented structured cost and utilisation controls that reduced business losses, improved revenue performance through disciplined bid strategy and contract selectivity and strengthened contract governance across long-term service portfolios. I introduced CVR and workforce utilisation frameworks to enhance productivity, improved resource efficiency and cost discipline and redesigned sales, estimation and contract workflows to improve transparency and execution control. I also built and led a cross-functional commercial team and established structured approval and risk governance processes to support sustainable business performance.

At EMDAD Group in Abu Dhabi, UAE, I progressed through multiple leadership roles across planning, estimation and commercial functions before being promoted to Commercial Manager - Group. I led group-level estimation, tendering and commercial governance across divisions supporting EPC, turnaround, shutdown and facility management projects. I focused on strengthening bid discipline, improving estimation accuracy and standardising commercial frameworks across the organisation. During my tenure, I built and standardised group-wide estimation and tendering processes, improved estimation accuracy while reducing proposal cycle time and strengthened commercial review and approval governance. I also secured and managed major EPC support and shutdown contracts, expanded the client portfolio across leading energy entities and improved cost visibility and margin control across projects. In addition, I led cross-functional coordination between commercial, planning and operations teams to ensure aligned execution and stronger commercial oversight across the business.

At Madina Group WLL in Ras Laffan, Qatar, I served as TA Planning Manager where I led planning governance and delivery control for large-scale turnarounds, shutdowns and revamp projects across major energy facilities. I was responsible for end-to-end planning, schedule control, progress monitoring and cross-functional coordination to ensure disciplined execution in complex project environments. During my tenure, I led planning and control for multiple turnaround and shutdown projects, managed integrated schedules across major and minor scopes and strengthened progress monitoring and reporting frameworks. I coordinated closely with operations, procurement and client teams to maintain execution alignment, improved cost visibility and schedule adherence and developed structured dashboards for performance tracking and risk review. I also mentored planning teams to strengthen documentation standards and improve execution readiness across turnaround operations.

At ThyssenKrupp Industrial Solutions (India) Pvt. Ltd. in Mumbai, India, I worked as Manager - Construction Planning where I was responsible for construction planning and schedule recovery for a delayed EPC refinery project. I managed multi-contractor coordination, re-sequenced execution plans and strengthened monitoring controls to stabilise project delivery. During this role, I restructured construction schedules to support project recovery, coordinated across multiple contractors to improve execution alignment and cleared major backlog activities through revised sequencing strategies. I also strengthened monitoring and reporting mechanisms to improve progress visibility and supported successful delivery against revised recovery targets.

At ESP Asia Private Limited in Navi Mumbai, India, I progressed from Senior Engineer - Planning to Manager - Planning, where I was responsible for project planning and scheduling across multiple turnaround and piping projects for major energy clients. I managed planning for 10 turnaround projects and 2 piping projects, strengthening estimation, budgeting and scheduling processes to improve forecasting accuracy and project visibility. I coordinated closely with subcontractors and execution teams, monitored key project performance indicators and ensured disciplined schedule monitoring and progress tracking to support consistent and timely project delivery.

At Integral Service Company, I planned the KNPC Shuaiba Refinery Turnaround with structured oversight, monitoring cost, schedule and progress to ensure disciplined and customer-focused delivery. I also strengthened forecasting accuracy and budget control across turnaround activities.

As Planner at L&T, I managed central warehouse operations for plates, pipes, structural and forged components, overseeing material distribution for columns, vessels, reactors, heat exchangers and process piping to ensure smooth manufacturing and project support.