In brief my role involves providing consultative service for individuals, companies and organizations to determine which experience, tools and strategic models that would add the most value given their business/project’s nature, objectives and challenges. I also provide guidance and on-site (in person) assistance they need to actively and successfully deliver their projects/services including recovering and bringing challenging/troubled projects to completion. Examples of my current and most recent services:

Driving improvement activities on processes to improve cost, quality and client value. Providing solutions for cost reduction & revenue growth. Managing projects and related activities on behalf of the client within given constraints of time, budget and quality. Supporting clients to ensure scope, program of works and costs are achievable and reasonable. Conducting regular reviews to ensure project is on track and all project documentation is updated and communicated with the relevant stakeholders on a timely basis. Assisted clients to ensure alignment on project goals and deliverables, risks have appropriate mitigation and contingency plans.

Clientele:
Jordan: Mahmoud Bani Hani Construction Contracting Ltd, Al Uyun Municipality, Ard Al Diar Housing Company, Longest Path for Project Management Company.
Cyprus: Pascal International English School – Building rehabilitation and expansion project.
Qatar: Gulf Organization for Research and Development

As the project manager, I led multidisciplinary projects teams consisting of a combination of Government employees, in-house staff and external international consultants and contractors to deliver sustainable, cost-effective and practical solutions for the country’s most recognized and strategic projects. Projects included one of the FIFA World Cup 2022 stadiums, two Qatar Rail metro stations and linked subway, free zone land development (residential & commercial buildings), and internal security forces district (infrastructure). Some of these projects had considerable ambiguity and were managed despite this to successfully meet short timelines through identification of and managing emerging risks, issues and constraints, and guiding the teams in addressing those challenges. On the corporate level, I led the development of the annual business plan and its implementation framework, and ensured implementation on ground was to plan and its objectives. I also formulated several strategies towards achieving corporate goals along with estimating budgets and managing procurement activities from A to Z.

On the Saudi Arabian assignment, I led an in-house team and operated as the sole interface with all relevant Saudi public and private sectors’ stakeholders/authorities to plan and manage on behalf of GORD the development of Estidama (sustainable project development & management) system, including institutional setup, enablers, and tools for the Saudi Arabian Ministry of Housing. The system aims to improve the quality and performance of projects towards highly qualitative and sustainable built environment throughout the kingdom and influence the larger economy by positively impacting construction businesses e.g. those of services providers (Design Consultants, Project Management Consultancy firms, Contractors, etc.), construction materials suppliers/manufacturers, and various industries associated with the construction sector.

Working within the PM/CM Division, my role as the project manager encompasses responsibility for managing Akoya by DAMAC project (mixed used land development including residential & commercial real estates and associated infrastructure) in Dubai, and Diar Ras Al Hadd Tourism Complex project in Oman in different phases including Master Planning, Feasibility Studies, Design and Construction. I successfully met very aggressive delivery schedules and milestones set by clients and the highest authorities.

For Akoya by DAMAC project, I successfully utilized my engineering technical and management skills in resolving a number of pending issues during the construction supervision phase. For Diar Ras Al Hadd project, As KEO International Consultants were engaged by the client; Qatari Diar to provide PMC services including the Project Management, Construction Management and Cost Consultancy, my role was to manage the infrastructure design and cost control of this Integrated Tourist Complex (ITC) Resort in Ras Al Hadd, Oman. The project consists of two hotels, dozens of luxury villas, community center, retail buildings, staff accommodation, and other associated facilities including roads, landscaping and infrastructure.

As the project manager, I was responsible for the delivery of a range of infrastructure (including drainage systems), road and bridge projects throughout the state of Tasmania. Performed project management responsibilities and led teams responsible for planning, scoping, design, construction, practical completion and close out phases of projects, including mentoring and providing support and professional development to less experienced staff. Procured and managed consultancy firms and contractors. Supervised the construction works on site and applied high level technical skills and knowledge to resolve and manage complex technical issues and specify, monitor and assess the quality of works and services provided by in-house staff and external consultants and contractors in accordance with the Government’s policies and procedures. Developed and implemented numerous project management plans.

Provided project leadership to effectively 1) identify and proactively manage all critical interfaces, emerging risks, issues and constraints and guided the team in addressing those challenges, 2) evaluate the design and construction development alternatives. Managed stakeholders and project public contact strategies including public displays, press & media releases. Undertook project presentations for the Parliamentary Standing Committee on Public Works (PSCPW) at the Parliament House.

Project: Rehabilitation and expansion of Queen Alia International Airport, Amman, Jordan.

I was responsible for the demolition of the existing terminal and construction of the new terminals, piers, installation of the associated passenger boarding bridges including concrete and steel structures, curtain walling & sky lighting, and infrastructure package of work, including the bridge, taxiways, aprons, rehabilitation of the existing runway and shallow & deep services. Planned and managed day-to-day construction activities. Reviewed the constructability of the design and developed construction methodologies. Set goals and priorities concerning progress, contracts, cost, HSE, scope change, and risks & issues management. Allocated, and managed the performance of resources. Managed quality assurance & quality control aspects. Procured and managed subcontractors. Administered the contract. Identified, analyzed and managed claims. Leveraged the well developed relationship with the client to win additional packages of work and expanded the business of J&P Overseas.

Project: Boggo Road Busway & Eastern Busway Alliance, Brisbane, Australia.

My responsibility was to execute and complete the construction activities across various sectors including bus stations/terminals, tunneling, bridgework, earthwork & roadwork including retaining walls, soil nailing and shotcreting, and utilities (water, waste water, storm water drainage, and energy)

Planned and managed work time schedules including monitoring the project program and recording progress against the program, resources allocation (people, equipment/machinery, and materials) and productivity, planned and managed day-to-day construction activities in line with the project’s plans, objectives and law/statutory requirements and supervised the work of laborers, mechanics, etc. and guided them when needed, administered subcontracts, interfaced with stakeholders, reviewed adequacy of all documentation for construction purposes including verification of standards, codes and specifications, and developed construction execution plans and methodologies.

Ensured works are performed within the defined cost-effectiveness guidelines and carried out cost forecasting, identified cost and efficiency savings where achievable, managed change and variation orders, produced timely reports and related correspondence, demonstrated commitment to QA/QC and HSE through personal example, leadership and participation in monitoring of established working practices.

Played a vital team member role, coordinating logistics and managing the 2 shift engineers in the tunnel work, where we only had access of 16hr per day of working time before we had to hand back the tunnel clean and safe ready for the traffic flow.

Began my career as a site engineer working on a building complex, accommodating residential and commercial premises. I quickly became involved in a very diverse range of projects including different typologies of buildings (residential, commercial and hotel), and infrastructure, covering all shallow and deep services/networks and structures, earthwork & roadwork, and bridge work. Additionally, I played a main role as senior project engineer to successfully help the company deliver two of the most recognized mixed-use land development projects at the time; Arabian Ranches and Dubai Sport City. I had a particular success in turning around underperforming sections of Dubai Sport City project and successfully brought them to completion within the constraints of time, budget, quality, and resources.

During my time with the company, I led by example all my site team members and subcontractors to adhere to health and safety standards, QA/QC boundaries, statutory and client’s requirements including approvals/permits obtaining processes, and contractual terms and conditions.