1. Focused and driven with deadlines and cost management being of high importance, high degree of technical knowledge on green field and maintenance construction projects.
2. Have an ethical approach to my work and to dealings with colleagues, respectful of different cultures and nationalities, trained in intercultural cooperation working with an open door participative management style, team player, achieved record safety standards on all project worked on.
3. Good organisational, communicati
Witwatersrand Technical College 1976 – 1979 Mechanical Engineering
Witwatersrand Graduate School
Of Business Studies 1980 Business Administration
Damelin Business School 1987 Business Studies
University of Cape Town 2012 Project Administration
Continuing Professional Development
Certificate in Strategic Management 1985
Tender Regulations and Procedure Workshops 1989
Time Management Seminar 2004
Project Management Course 2006
World Class Projects Control 2008
July 2012 – July 2014 Construction Site Manager
End of contract – project stalled
Kamoa Copper Project – Democratic Republic of Congo – Ivanplats Limited
Direct reporting to VP and Project Director
To ensure high level of execution of site based objectives for the Kamoa project, drafting and execution of site strategies within the overall project. Monitoring, evaluation and reporting on the implementation of planned activities in accordance with project objectives. Implementation of safety standards policies and procedures – achieved 2.6 million no LTI’s. Be responsible for all financial management, project proposals and monthly reporting. Develop and implement HR strategy in accordance with DRC law.
Participate in consultant meeting developing ESH, ESMS, RAP & RWG. Manage the master budget with financial team. Coordinate all subcontractors on site ensuring compliance with administrative and logistics procedures. Assist in drawing up plans, proposals budgets for new projects and extensions of projects with capital teams and ensuring adherence to time sensitive deadlines, within budgets. Bring site operations to a stage to begin construction of 3 million ton/pa copper processing plant.
August 2011 – June 2012 Construction Site Manager
Uranium1 – Mkuju River Project – Tanzania
First stage setup for construction of a $500 million new uranium mine responsible for successful delivery and completion of all planned site activities, compilation and management of budgets, procurement and management of all staff and contractors, administering and implementing safety policies and standards. Interaction with Tanzanian government and local authorities with regards social and business opportunities – establish awareness programs in the area re uranium mining.
Mining Licence not awarded project stalled – no construction until further notice – resigned position
June 2007 – March 2011 (end of contract) Construction Manager
Lumwana Mine – Zambia – Copper Mine
Construction of the Lumwana Copper Mine from early site mobilization through to commissioning of US$ 810 million Greenfield project, working with subcontractors and coordination construction schedules ensuring delivery dates within budget to plant start-up and production including construction of residential zone complete with all infrastructures to support phase one development of residential development to support a population of +/- 8,000 people from initial land location to completed operational town in accordance with project design and deliverables. Maintenance of all existing town infrastructure, sewerage plants, water purification, waste management, dam water management and water distribution, on-going expansion to final urban design plan. Responsible for all costs management, awarding of contracts, project control, performance management, controlling budgets with a combined staff +/- 1,200 employees. Direct control of contractors ensuring project deadlines are met and within budgets. On-going contract negotiations including design and infrastructural commitments.
Responsible for all HSE requirements during the construction phase continually exceeding previous safety standards implementing policies and procedures for this to continue. Developed pre tender documentation, drawings and contracts for next phase development to increase production throughput.
Kentz – South Africa
P & H Offshore (Pty) Ltd
SA 5 Engineering
March 2001 – May 2007. Project Manager / Construction Manager
1 Caltex Oil Refinery
2 Engen Oil Refinery
3 SAPREF Oil Refinery
4 Sasol Secunda Oil and Gas Refinery
5 Jamestown FPSO (Lisnave Shipyard, Portugal)
6 FA Platform Mosselbay
7 Peregrine – Cape Town
8 BCL Selebi-Pikwe – Botswana – Copper Mine
9 Namco – Namibia
Working mainly from early start-up stages of projects multi-tasking at initial mobilisation assisting with negotiations of all aspects of the contract, liaising with client, implementing company business plan, assisting in determining project approach. Building up to actual project start-up. reviewing estimates for project schedule and cost using best practice and benchmarks. Operating in logistics, financial, contracts and human resource area of projects. Main function usually to assist with the setting up of the project covering rates and negotiations with the client, site establishment of all equipment and the recruitment for all areas. Assisting with the compiling of tenders and the awarding of contracts to sub-contractors. Site administration. Liaising with engineering disciplines, sub-contractors and client. Monitoring material, equipment and manpower. Compiling of daily reports and preparation data packs and information for final documentation. Ensuring project deliverables are met. Team player, results / deadline driven.
AXIS Interim Management Jan 1997 – Feb 2001 Management Consultant / Business Analyst
Restructuring of various companies
1 Budget control
2 Evaluate and analyse operational areas
3 Strategic focus, develop project briefs
4 Applying management skills to various divisions
5 Implementation of improved business plan
6 Develop electronic department for management of incoming material.
7 Implementation of restructuring and change management
8 Legalise and formalisation of casual workforce in accordance with new
LRA & Basic Conditions of Employment Act.
9 Analysing of branch strategy and business plan
10 Evaluation of workforce capabilities by performance appraisal
11 Determine viability of branches in the group
12 Proposal of strategic plans including closure of unprofitable branches.
13 Bringing existing budgets in line and analysing results
14 Economising of staff through improved business plan and other IR functions.
C.R. Graham & Associates (Pty) Ltd 1995 – 1997 Managing Director
– Contracted to mining and construction companies.
– Designed and constructed plant and equipment
– Complete overhaul and refurbishment of heavy plant and machinery.
– New business opportunities. Establish supply and sales contracts with overseas
– Responsible for all financial, administrative and sales functions.
Prior to 1994.
Employed in the general engineering field, working in both Civil and Mechanical Engineering Sectors.
Being an accomplished Technical Business Manager with considerable experience in managing in a techno-industrial nature and working with people to get changes accepted and to get projects completed on time and within budget, the following traits are used:
Good organisational, communication and leadership skills
Trained in intercultural cooperation and African working practices/principals
Experienced in dealing with Southern African government departments
Good listening skills
A spirit of helpfulness
A natural sense of optimism
Good persuasive and verbal communication skills
A structured approach to the job at hand.
All the Projects that I have worked on in my working career were successfully completed.
• Revamping and Commissioning of a Stone Crushing Plant
• Commissioning of a Concrete Products Factory
• Refurbishing and commissioning of open cast mining machinery
• Analysing and restructuring and closure of Builder Merchant Branches
• Restructuring of various departments and the implementation of new business plans in divisions of various companies
• Plant refurbishment, repairs & maintenance in Petro Chemical & Offshore Industries.
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