Regional Commercial Manager

Last Updated: 1st March 2019 (over 3 years ago)

Dubai, United Arab Emirates


Phone Number


Age Range
55 to 64

Qualification Level
HNC/HND/City & Guilds



I have been involved in the construction industry for a period in excess of 43 years dealing with all contractual and commercial matters on numerous projects including airports, railways, roads, bridges, tunnels, infrastructure works, oil & gas, high-rise buildings, hotels, hospitals, banks, leisure complexes, housing schemes, wastewater treatment plants, marine works and many other civil engineering and building projects.

I have extensive experience working with the FIDIC forms of contract.

My overall experience comprises:
a) 26 years post contract – Contract and Commercial management of numerous contracts from initial award to final account including agreement of claims
b) 17 years pre-contract – preparation of tender and contract documents, pre-contract estimates, tender reports, pre-qualification documents, negotiation of tender prices and preparing recommendations for the agreement and award of the contracts.

I have been employed by Contractors for 13years, Consultants 17 years and Clients 12 years.

I am immediately available


Shapoorji Pallonji, Dubai, United Arab Emirates
Regional Commercial Manager

   Aug 2015
— Feb 2019

Responsible for the contractual and commercial activities of all projects within the United Arab Emirates. I had 2no. Commercial Managers and 38no. QS/Engineers reporting to me. I reported directly to the Vice President.

Hill International, Dubai, United Arab Emirates
Lead Contracts Manager

   Sep 2011
— Aug 2015

Project: Midfield Terminal Complex, Abu Dhabi International Airport (Aug 2012 to Aug 2015)
Approx. Value: US$ 3.8 Billion
I was involved with the expansion of the Abu Dhabi Int’l Airport from the initial stages of award. This Project comprised 7no. separate contracts, 1) Main Terminal Building, 2) Aprons and Taxiways, 3) Primary & Secondary Roads 4) Car Parking, 5) Interchange 6) Landscaping and, 7) Auxiliary Buildings.

I was responsible for all contractual matters relating to these contracts; my main duties included responding to and advising on all contractual issues, preparing payment certificates, change orders, taking over certificates, final accounts, assessing & reporting recommendations of claims (time & cost) and ensuring all contractual procedures were implemented and maintained by the Client, Consultants and Contractors.

Project: Muscat International Airport (May to July 2012)
Value: US$ 5.2 Billion
I was part of a team sent to Muscat to demonstrate how Hill International could assist with the Muscat International Airport project. Hill International were consequently appointed Construction Managers for the entire Project to replace the existing consultants.

Project: Comoros Development Program (Sept 2011 to April 2012)
Approx. Value: US$ 2.7 Billion
The Comoros Development Program project comprised the construction of two int’l airports, two int’l ferry terminals, hotel resort, hospitals, a university, restaurants, road networks and a power plant.
Duties included the preparation of all tender and contract documentation for the individual contracts, preparation of consultancy agreements and all related payments.
This project was suspended due to lack of funding.

Trafalgar Technical Services, Dubai, United Arab Emirates
Pre & Post Contract Manager

   Jun 2006
— Jul 2011

I was employed in the capacity of Contract Manager for a cost consultant to the Dubai Civil Aviation Authority (DCAA) on the construction of the Al Maktoum International Airport and the expansion of the existing Dubai International Airport.

My duties were both pre-contract and post-contract:
Pre-contract – I was responsible for all pre-contract works packages (total 79no.) on the Al Maktoum International Airport, this included the preparation of tender documents, pre-tender estimates, tender reports, negotiation of tender prices and preparing recommendations to the DCAA senior management for the agreement and award of the contracts.

I was also responsible for the pre-contract works packages (total 21no.) on the new Concourse 3 at the existing Dubai International Airport.

Post-contract – In addition to my pre-contract duties, during 2006 to 2007 I also acted as Team Leader for two major contracts these being the Dubai Logistics City Headquarters and Office Park the Blue Collar Accommodation Blocks for 85,000 staff and labour. My duties were primarily advising on all matters relating to commercial and contractual issues on the construction of these contracts. These duties included interim payments, variations, agreement of claims, preparation of financial reports and cash flow forecasts.

Hanscomb & Co. LLC, Muscat, Sultanate of Oman
Commercial Manager

   Jun 2005
— Jul 2006

I was employed specifically to work with the Engineer on the design and development of two new airport projects; Muscat International Airport and Salalah International Airport, with a combined total contract value of US$ 5.2 billion.

My duties included preparing concept design estimates and contract documentation for these projects, liaising directly with the Engineer and the Client.

Taiwan High Speed Rail, Taiwan
Director/Contracts Manager

   Aug 1999
— Aug 2005

The Taiwan High Speed Rail Project is a railway system connecting Taipei in the north to Kaohsiung in the south covering a distance of 345 km, with a total project value of US$ 18 billion.

I was responsible for all contractual and financial matters on two contracts forming part of the project:

a) 40km section of the civil works comprising: 32km of viaducts and bridges, 6 km of mined tunnels and 2 km of cut & cover tunnels with a total contract value of US$ 730 million.

b) The second being Taoyuan Station, an underground station complex controlling the entire railway network with a contract value of US$ 129 million.

Prior to award of the civil contracts I was a member of the tender assessment team responsible for reviewing the tenders and negotiating with the Contractors to their final award. I also amended the contract documents to include all agreements reached during the assessment period.

I managed a commercial team of 7 no. staff consisting of two Hong Kong Chinese, one mainland Chinese, one Malay, one British and two local Taiwanese.

I was also Acting Regional Commercial Manager for the whole of the northern section of Taiwan when the RCM was on leave, while carrying out my own duties.

I was initially employed by the Taiwan High Speed Rail Corporation in the capacity of Deputy Director, however after 2 years I was promoted to Director level.

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