Vice President and Project Director

Last Updated: 19th May 2017 (over 5 years ago)

United Arab Emirates


Phone Number


Age Range
45 to 54

Qualification Level



Accelerating Project Completion | Slashing Capital Costs | Driving Operational Efficiency │ Increasing Productivity

CEO candidate and Senior Project Director with 25+ years’ experience delivering large scale, world-class, multi-billion dollar industrial and infrastructure projects across EMEA and APAC. Manages critically time sensitive, technically complex, geographically isolated projects. Offers a unique combination of skills that blend technical and management expertise with a robust commercial acumen and a strategic mind-set. Proven track record for slashing costs, expediting project completions, lowering risk profiles, and delivering outstanding results while upholding stringent safety, governance and regulatory standards. Bridges the gap between the owner, business and the client. Accountable for multi-site teams of up to 40 direct- and 2,500 indirect-reports, and project budgets to $22BN. Primed to hit the ground running on Owner Teams, as CEO, Consultant or EPCM / EPC / PMC contracting. Location flexible.

Career chronicled by consistent achievements cemented around 3 pillars of success:
✓Leadership: Polished ‘people person’ with an open-door, hands-on, sleeves rolled up approach. Takes a bird’s eye view of operations, leverages robust financial and analytical skills to increase operational efficiency, and improve competitiveness, profitability and market value. Leads with integrity and an infectious enthusiasm that cascades from the top down.
✓Management: Trusted and respected with a high level of professional credibility. Cultivates cultures of continuous improvement. Fosters close collaboration, raises morale and creates high-performing, loyal and sustainable team who are powerhouses of productivity. ‘Go to’ person to unravel complex problems. Recognises, nurtures, promotes, and rewards top talent.
✓Experience: Owner-, client- and contractor-side experience across Mining and Minerals (phosphate, bauxite, iron, aluminium, copper, gold, coal), Oil and Gas (upstream, liquefied natural gas (LNG)), Construction (coal-handling facilities, power stations, port terminals, dams, bridges, gas turbines), Civil Infrastructure, Urban Development, Waste and Water Management and Recycling.


Central Queensland University
Bachelor of Civil Engineering

   Feb 1985
— Nov 1989

Degree of civil engineering in Queensland Australia.


Emirates Global Aluminium
Vice President and Project Director

   Apr 2016
— Current

EMIRATES GLOBAL ALUMINIUM (EGA)| Vice President (VP) | Project Director United Arab Emirates 2016 — Present
EGA is of the world’s 5th largest primary aluminium producers, with investments in mining and refining, and interests in bauxite/alumina and primary aluminium smelting. EGA owns Guinea Alumina Corporation (GAC), a mining development company currently focused on advancing its bauxite and alumina export project in the Republic of Guinea (West Africa), and Al Taweelah Alumina, mandated to develop an alumina refinery in Al Taweelah, Abu Dhabi. Circa 8,000 employees. Executive Team Member of EGA and GAC, and GACs only VP. Budget: $1.2BN. Reports: 15 direct, 30 indirect. Reports to: CEO / Senior VP of GAC; Board of Directors of GAC.
Guinea Alumina Corporation (GAC) Bauxite Export Project Highlights:
 Instigated 4 key initiatives that investigated a) CAPEX and OPEX reductions, b) schedule reduction/protection, c) a commercial strategy for key contract packages, and d) a revised project execution plan (PEP).
 Established and managed an Owners Team of 20 professionals, and oversaw 70 indirect reports and a construction workforce of 1,000 climbing to 2,500 located in Guinea, West Africa and 5 lump sum turnkey (LSTK) EPC contracts with engineering firms across 4 continents.
 Negotiated an average of 10% off 5 major construction contract packages, resulting in multi-million dollar capital savings.
 Achieved an 8% reduction in direct costs by implementing a value-based engineering program aimed at shaving capital/operating costs.
 Surmounted challenges including a very tight construction schedule in a logistically challenging environment and extremely low skill levels in available local labour. Designed and started implementation of a Project Labour Agreement (PLA) and collaborated with local recruitment agencies to secure and upskill resources, and local labour unions enabling the project to continue as planned.
 Established and implemented International Finance Corporation (IFC) project governance standards for environmental compliance, and a social and community responsibility and investment program to support “social licence to operate” standards.
 As of Q2 2017, the project remains on target to load its first ore, on budget and within 3% of planned progress.

Fluor Corporation
Project Manager

   Jan 2005
— Apr 2016

FLUOR CORPORATION | Project Manager | Project Engineer | Multiple International Locations 2006 — 2016
Multinational engineering, procurement, construction, maintenance, and project management company serving energy and chemicals, power, infrastructure, mining and metals, industrial, and government sectors. 40,000 employees in 79 countries. Initially employed as Project Engineer, and advanced to Project Manager. Budget: $3.5BN on Simandou Project. Reports: 12 direct, 80 indirect. Reported to: Project Director.

 Participated in the leadership of multi-billion dollar giga-projects projects across Africa, China, Mongolia, Saudi Arabia and 3 states of Australia. Navigated cultural sensitivities, language barriers, the ambiguity of bureaucracy, the challenges of hostile terrain and geographically remote environments with little infrastructure including water, power, roads and accommodation and led projects to successful conclusion, on time, and on brief.
 Appointed a dedicated Mentor/Coach from the Global Regional Talent Development Team in recognition of consistently high levels of achievement, and tasked with accelerating professional development as an ascending top talent. (Mentor/Coach is the Executive General Manager for Mining and Metals responsible for Africa, Middle East, and Australasia).
 Nominated for a coveted position on the exclusively selective Fluor Executive Management Team (EMT).

Veolia Environment
EPC Project Manager

   Jan 2004
— Dec 2005

VEOLIA ENVIRONMENTAL SERVICES | EPC Project Manager | Shanghai, CHINA 2004 — 2005
Specialises in the management, treatment and disposal of solid and liquid waste, recycling, reclamation and re-use of waste products, and hazardous and non-hazardous waste materials. Circa 87,000 employees in 48 countries. Hired as Engineering, Procurement, and Construction (EPC) project manager. Reports: 6 direct, 15 indirect. Reported to: Chief Operations Manager.
 Project managed and delivered on time, and on budget, the design and construction of the 4.2 km long, 800 meter wide, 361 hectare, 80M cubic meter site for Laogang Municipal Landfill (the largest landfill in China in terms of capacity and daily intake, and Shanghai’s first fully engineered landfill to be operated by an international contractor).
 Managed clients financial and operational expectations while leading a multi-disciplinary team of professionals through all stages of the project lifecycle from pre-feed, tendering, contract management, engineering design, procurement, fabrication and construction to commissioning. Project partly funded under World Bank.

WSP Parsons Brinckerhoff
Project Manager

   Dec 1989
— Dec 2003

WSP PARSONS BRINCKERHOFF | Project Manager - Design Projects | Civil Engineer | QLD, Australia 15 years
One of the worlds largest multinational engineering and design professional services firms, offering strategic consulting, planning, engineering, construction management, infrastructure and community planning. Circa 31,500 employees in 500 offices serving 39 countries. Recruited as Civil Engineer and promoted through roles of increasing accountability to Project Manager, designing fit for purpose, functional yet economical capital works. Reports: 5 direct, 5 indirect. Reported to: General Manager.
 Led projects from concept, modelling, design, construction and execution to handover of municipal works, open pit coal mining, underground coal mining, hydraulic structures and groundwater investigations.
 Developed highly effective, low cost models including South Blackwater’s Kenmare Underground Coal Mine, and BHP Mitsubishi Alliance’s Crinum Underground Coal Mine, that secured Parsons Brinckerhoff position in the mining sector.
 Led the installation and commissioning of mechanical equipment in the operating plant at BHP’s Port Kembla Steel Mill and delivered ahead of schedule saving time and costs. Directed the construction of contract packages for Kenmare Mines underground coal mine development in Queensland and led the design and construction of the water supply pipeline for the coal-fired Millmerran Power Station in Queensland.
 Proposed the idea for and secured management approval for Research and Development (R&D) funds to explore a reduction in the reliance on harvesting water from natural resources. Tested alternative water generation models which were found to be highly reliable.