Interim Management - Manila Philippines
Confidential
Total years of experience :33 years, 6 Months
Interim Management - Manila Philippines Nov 2012 - May 2013 Management Training \nGeneral Contractor \nManagement training of senior staff members and resolve the key performance areas of operational members. Resolve areas of responsibility for senior staff.
Drake and Scull International- Cairo Egypt May 2012 to December 2012 Commercial Manager \nMEP Contractor \nIcon Project comprising 3 tower blocks of 38 floors for St Regis Hotels. Seriously delayed project due to civil unrest in the country and incomplete construction details and design resolution. Continued civil unrest causing repeated delays and untenable working conditions. Staff reduced on site. \nAll notifications of variations and extension of time: • Claims and variations \n• Extension of time claims
Real Contractors Ltd - Kigali Rwanda Oct 2010 to June 2012 Deputy Managing Director Contractor \nIn June 2011 the Commercial aspects of the contract (DAP) were concluded successfully and I was requested by the Group Chairman and CEO of the Holding Company (Government Shareholders) to join the company. The Company comprised of 11 subsidiaries; Building and Civils, Construction material manufacturing, FMCG and other miscellaneous businesses. \nI was assigned as Deputy Managing Director to the subsidiary Real Contractors Limited in July 2011, to mentor and support the incumbent Rwandan Managing Director and to realise the Shareholders expectations with the following KPIs: (Both Strategic and Operational) \n1. Synergistic value of merging Building and Civils - \nThe notion of merging these disciplines made sound business sense for the above reasons and for Business Development marketing the Brand as a centralised service to the Client. \n2. Intra-company and Government project reliance - \n3. Business Development \n4. Systems and Processes \n5. Capacity Building - \n6. P & L Responsibility and Accountability \nThe above implementation for 6 months improved the monthly production by 185% reduced the operating overhead substantially and improved the net profit margin by 12%. Empowerment of the execution resources combined with the capacity building on going and by exception indicated a trend of continuous improvement. \n \nRecommendations: James MacQueen (-interconsult.com), Chief Executive Officer, OMNI International (colleague) \nWorked with you \n"Ray can be easily defined as an International Commercial and Operations Director because he has earned this title though shear hard work tenacity and thoroughness. Although his talents, strengths and expertise are too numerous to list, here are a few that spring to mind leadership & business management, strategic planning, commercial and business acumen, risk & change management, project management methodology, marketing strategies, pre and post contract systems and processes and procurement strategies. There are heaps more good things to learn about Ray Deeley but if you want more, and then you'll have to contact me for the works. Good luck Ray!" April 2, 2012 \n \nJohan Bol, Senior Expert, PUM (colleague) \nWorked directly with you
"Ray is a thorough analytical, driven and hands on (contracts) manager in the construction industry. I worked with Ray during a stay in Rwanda July/August 2011, advising the company Real Contractors as "PUM expert" on efficiency and procedural matters. We had similar ideas on these subjects and I am convinced he has got them implemented as far a practical possible. I wish him all the best for the future." March 8, 2012
David Adamson Ptrs - Kigali Rwanda Oct 2010 - June 2011 Senior Commercial Manager/Client Side \nConsulting \nInitially my appointment in Rwanda was a 6 month contract through a UK Consultancy in October 2010, acting on behalf of the Client, ostensibly a Government owned company, with the KPIs to resolve the issues of contractual conflict between Client, Contractor and Consultant, evaluate and correct the financial implications of the complex project and to assess and rectify the over-run of project execution time and the financial implications for the Client. Kigali Convention Centre - value $ 400 million USD/October 2010 to June 2011 \nDavid Adamson Partners - Kigali Rwanda - Team Members: Ray Deeley, Michele Vernacchio, Barry Willis \n5 Star Hotel/Convention Centre/Office Blocks \n \nRecommendation: Michele Vernacchio, Regional Director, David Adamson Partnership (colleague) \nManaged you \n"Ray is a vastly experienced International Construction Professional who not only brings maturity but a balance to the team. He is a man of high integrity, astute and pays meticulous attention to detail. He has a thorough business understanding, with a collaborative attitude and implements change and adoption of new systems and processes amongst resources with his professional approach. His analytical, driven and hands on management style produces great results in the construction business." March 16, 2012
Savant Russia Ltd - Kazakhstan October 2008 - August 2009 Senior Commercial Manager \nProject & Cost Consultants \n• Management of Commercial resources on Due Diligence for BTA Bank property portfolio. Cost Evaluation, Due Diligence, variations and claim reconciliations, contractual obligation reports on various projects including support resources for "expert witnessing". Managed and directed the final reports for Due Diligence and arbitration strategy. \n• Almaty Financial District Building D - $67 million. \n• Essentai Commercial Buildings A - $76 million, B - $107 million & C - $102 million.
Elroubi Holding Co - Sudan November 2005 - September 2008 Managing/Commercial Director \nConstruction & Logistics \n• The Holding company comprised 9 diverse business interests, the core business sectors being construction and logistics. \n• Scope of role included but not limited to the assessment of the markets, employees, systems and processes, policies within the organisation, to restructure and direct the businesses toward profitable enterprises. \n• Procurement of plant and major materials from a-broad, including negotiations and contractual performance. \n• Conclusion of Commercial procedures, procurement policies, variations and claims, implemented to secure National infrastructural projects and co-ordinate sub-contract and procurement agreements between parties with A&A Construction - Sudan, Sub-contractor and Main contractor and Client (Ministries) and external Financial Institutions. \n• Training and direction of commercial staff, implementation of systems and processes, and forensic delay analysis, variations, claims and dispute resolution for all current contracts. \n• Implemented change management process within commercial discipline. " Trouble-shooting" \n• Assisted Biwater Plc - Sudan, Main Contractor, re-measuring the drawings in terms of FIDIC contractual obligations and re-aligning the BOQ with the changed design, issuance of valuations and certificates, claims and dispute resolution, evaluation and control of variations and change orders, generating and implementing all cost accounting documentation and procedures. \n• Assist in Project funding negotiations with Banks/Credit Facilities \n• Garri Free Zone - Building Materials Production Plant - $ 27 million - Commercial Director \n• Omdurman Water Supply & Optimisation Plant - $ 100 million - Commercial Director \n• Tutti Bridge - $ 187 million - Commercial Director
Commercial Management South Africa Dec 1998 - Oct 2005 Operations & Commercial Director \nConsulted to 4 South African construction companies \n• Employed by 4 Construction companies to mentor graduates and/or substitute for roles in the absence of resources in the roles of Commercial Manager, Project and Operations Manager. Implemented all claims, variations and/or commercial management principles. Specialist areas of construction were wineries and luxury residential projects. \nRemey Group \nHarold Turner Building Contractors \nBasil Williams Construction \nQualcon Construction \n• Luxury apartments Stellenbosch - $ 5.4 million - Operations Director \n• Wine Estates - $ 17.2 million - Operations Director \n• Luxury Golf Estate Homes - $ 13.8 million - Project Director \n• Spier Wine Estates Auditorium - $ 4.2 million - Operations Director \n• Dendulk Wine Estates Cellar - $ 11.8 million - Project Director
Stag Developments - South Africa 1997 - 1998 Operations & Commercial Director \nDeveloper \n• Representative of shareholders of 2 Luxury Developments. Conclusion of successful and profitable projects, the developments pertaining to influential and affluent businessmen in South Africa. On completion of the projects the shareholders divested their interests in developments due to a financial recession in the market. \n• Responsible for all commercial aspects, variations, claims, payments and procurement contracts. \n• Nutwood Gardens - $ 17.2 million - Operations Director \n• Summerwood Estates - $ 15.6 million - Operations Director \n• Infrastructure works to the above developments - $ 4.4 million - Operations Director
Thaba Log Homes - South Africa 1990 - 1997 Managing Director \nConstruction Company \n• This company developed from interest in alternative methods of construction - the concept of log homes in South Africa became fashionable to the affluent and complimented the environment of seaside leisure resorts and game parks. The marketing of the business targeted business executives and geographically confined to those niches previously mentioned. The business maintained a lucrative position providing investors and shareholders with a dynamic form of accommodation for their resorts. \n• Inhluzane Farms - $ 12.6 million - Operations Director \n• Sodwana Bay Lodge - $ 17.8 million - Operations Director \n• Cayley Lodge - $ 5.4 million - Operations Director \n• Premier Milling (Royal Showgrounds) - $ 800, 000 - Operations Director \n• Kosi Bay Nature Development - $ 14.2 million - Operations Director
Derreg Construction & Grinaker- South Africa 1978 - 1989 Operations Director International \nMain Contractor \n• Originated the specialist homebuilding company with fellow directors, branding products to specific target markets and growing the company to 3 centres becoming a well respected organisation within the industry. \n• Roles included design though marketing, contracts and construction. The company was bought by Grinaker Construction as a wholly owned subsidiary and developed into a national organisation. \n• Responsible for the expansion of the organisation both national and international, acquisitions, and all operational and commercial disciplines. The role included all companies (civils and building) under the Holding company. \n• Responsible for contractual obligations, procurement policy, financial forecasts work-in-progress \n• Strawberry Fields & Penny Lane - $ 23.4 million - Operations Director \n• Dovehouse Luxury Development - $ 18.2 million - Operations Director \n• Dovehouse Homes for Living Festival - $ 1.5 million - Shelter Promotions Operations Director \n• 45th Cutting Development - $ 32.2 million - Operations Director \n• Zimbabwe International Heads of States Development - $ 52 million - Operations Director \n• Zimbabwe I.H.S.D. Conference facilities - $ 42 million - Operations Director \n• Selbourne Park Golf Estate - $ 36.4 million - Operations Director \nProfessional Body Memberships: • IMA - Institute for Interim Management \n• PMI - Project Management Institute \n• IMM - Institute of Marketing Management
• MBA - completing dissertation - Universitas 21 Global 2013
• Commencing application towards MCIOB
• Diploma in Marketing Management - Damelin 1984
• Diploma in Quantity Surveying (RIBQS affiliated) - ICS 1982
• Diploma in Construction and Project Management - ICS 1979
• Diploma in Architectural Design - ICS 1968
