Stephen Fenn

Approached by Aldar Executive management to restructure, optimise performance and rebrand Khidmah Facilities Management business. Managing over 2800 staff delivering hard and soft services throughout the UAE.
Managing annual operational budget of over $85m.
•Voted 9th most influential FM leader in Middle East.
•Exceeded total 2019 budgeted net profit within Q1 of financial year.
•Restructured Khome services business and moved business into positive financial position for first time in 5 years.
•Developed specification for mobile application aimed at home services sector, modelling all business case scenarios.
•Significantly reduced debtors over 180 days releasing provisions back into business.

Successfully managed the de-merger and restructuring of the GEMS Education services provider from the CMC Company to the newly formed entity Infracare Services. Responsible for the delivery of services to over 50 schools in the GCC region educating over 100, 000 students covering Facilities and Project Management.
Managing annual operational budget of over $45m.
•Developed eighteen month programme to “Consolidate, Transfer and Deliver” business model.
•Managed transition of over 800 staff to new company whilst ensuring operational continuity and service.
•Developed branding and marketing strategy for business targeting 5 key revenue streams.
•Project managed assessment and introduction of Computer Aided Facilities Management (CAFM) system.
•Restructured business in line with requirements for delivery of Total Facilities Management (TFM) model.

THE AMERICAN UNIVERSITY OF SHARJAH Sharjah 2012- 2017
EXECUTIVE DIRECTOR OF OPERATIONS
Previously Director of Operations, managing 400 staff delivering all support services on a 320 acre site, including Facilities, Development, Project Management, Supply Chain, Sustainability, Safety, Security and Catering.
Managing annual operational and project budgets of $55m and $80m respectively.
•Restructured department and reduced operational costs by 10%.
•Implemented Sustainability initiatives and reduced utility costs by 25% over three years.
•Planned and executed project and infrastructure development on campus totalling $170m.
•Initiated the development of a Supply Chain Model realising savings of over $1.5m/p.a. in inventory.
•Achieved accreditation to ISO 14001 Environmental Management System.
•Managed the development of Crisis Management and Emergency Response Planning for University.
•Awarded status of Corporate Hero of the UAE in recognition of Sustainability initiatives.

THE AMERICAN HOSPITAL Dubai 2010 - 2012
DIRECTOR OF FACILITIES
Managing 200 staff delivering Asset and Facilities Management services in two hospitals and an outpatient facility operating 24 hours/day, including Bio-Medical Engineering, Safety, Security and Catering. Project managed the delivery of a 270 patient Hospital on a green field site development valued at $140m to JCI and MoH requirements. Initiated site wide strategy for Health and Safety with the development of training programmes for all staff.
•Negotiated 10% reduction in contractor fees across all service lines.
•Worked with Dubai Civil Defence on the development of an Emergency Response plan.
•Restructured department and reduced staffing by 15% with no impact on service delivery.
•Managed accreditation submission to Joint Commission International

Significantly improved performance of newly constructed 90 patient room flagship hospital through increasing services and medical procedure offerings. Functioned as Registered Manager for all operational and clinical KPI’s and SLA’s as required by corporate office and Care Quality Commission (CQC). Attained Investors in People, enhanced level accreditation.
•Increased hospital revenue to $40m (highest in the group), increased profitability by $2m.
•Reduced nursing staff numbers by 10% without impacting clinical safety or quality of care.
•Increased operating theatre utilisation by 25% through rationalisation of theatre schedules.
•Project managed group initiative for remote diagnostic imaging, reducing costs by over 20%.
•Managed centralisation of instrument Central Sterile Services Department (CSSD) reducing costs by 15%.
•Increased Consultant Surgeon numbers to more than 320 through strategic marketing campaign, covering all major specialities including Cardiac, Neurological and Orthopaedic surgeries.

Successfully managed the Private Finance Initiative (PFI) development and steady state operation of a $680m brownfield site construction project of four hospitals with the National Health Service (NHS). Managed negotiations with NHS senior management, contractors and banks on finance, design, cost and operating model for the 800 patient bed development.
•Accountable for $60m/p.a. service charge linked to 600 KPI’s across 14 hard and soft services.
•Managed all support services and infrastructure across the entire 180 acre site.
•Managed Supply Chain and Warehousing for all clinical and non-clinical items valued at $164m.
•Negotiated transfer and integration of highly unionised workforce of 1000 staff to private sector employment.
•Developed and managed logistical strategy for movement of patients from old to new facilities.

Successfully managed the Private Finance Initiative (PFI) development and steady state operation of a $140m brownfield site construction project of a Military Training College with the Ministry of Defence (MoD) housing over 2000 junior and full time soldiers.
•Accountable for $50m/p.a. service charge linked to 400 KPI’s across 11 services over 200 acre site.
•Managed Warehousing and Logistics facility housing military equipment and ordnance valued at $30m.
•Planned and executed the largest logistical induction of civilians into the British Army since World War 2.
•Licensed Arms Dealer as requirement of UK Government.
•Achieved site accreditation to ISO 9000 Quality Management System.

Design, manufacture and installation of mechanical/electrical power solutions.

Designing systems used in Nuclear powered Pressurised Water Reactor (PWR) Power Stations
and Nuclear powered submarines.