I am a 40 year experienced Manager of various levels of major construction projects having experienced a variety of differing countries.
City & Guilds Part 1- Carpentry & Joinery
Quality Management Part 1
May 2011 – Present
AL Futtaim Carillion
Project: Multi use University Campus – Abu Dhabi
Management of the Performing Arts section of the NYU campus which incorporates a 700 seat Main Performance Theatre incorporating the fastest line set motors in the world travelling at 1m per second, 300 seat Black Box theatre, 150 seat Recital Hall with all associated supporting facilities. A full size recording suite, 2 TV studios, dance studios, Scenery workshops, Orchestra Lift.
The Main Theatre has an Igloo type timber structure as the cladding to the Auditorium section which is supported by some 510 structural steel triangles all individually designed and fabricated. This type of construction allows the timber cladding of the Auditorium to achieve the correct angle. Out of the 510 triangles we a mix of reflective panels, diffusive panels, absorptive panels and operable panels which change the characteristics of the acoustics of the Auditorium relative to the performance.
March 2008 – March 2011
Confluence Project Management
Construction Director – September 2010 – March 2011
Project: Multi-Million USD Mixed Use Development – Gurgaon, India
Including: 5* International Branded Hotel Tower; Branded Residency Towers; Retail and Commercial Towers together with all the required infrastructure and supporting facilities
• Project Management and Construction Management duties
• Integration of end user requirements on the Hospitality Element;
• Assessment of Design Buildability;
• Review of Construction Market capability;
• Detailed Programming of Project
• Integration of access Control, Hotel systems, CCTV
Clients Construction Director – March 2008 – September 2010
Project: YAS Hotel, Yas Island Abu Dhabi, Ultra Fast Track, AED 2.3 billion
• Clients Construction Director managing a fast track design / build process to achieve 500 bedrooms of varying classifications with a minimum standard of 5* plus;
• The project included a unique Grid Shell cloak with some 4,500 individual glass panels hung in a structural frame above 2 hotel buildings;
• Utilities were a major part of the logistics as all utilities had to be brought in from the main land of Abu Dhabi;
• District cooling was a critical part of the island utilities as the buildings had a great demand for wild air some 12 months prior to building completion;
• Programme critical to meet worldwide TV audience for Inaugural F1 race;
• Unique Hospitality Design for The UAE;
• Conversion of Design to Buildable language;
• Unique programme, 22 months from design Conception to paying Guests;
• Buildings landlocked between a F1 circuit and a Marina;
• Building a Bridge bar from an Upturned steel ship hull;
• 500 keys of varying shapes and grades;
• Multiple F&B outlets
• Major Integration of CCTV , Hotel ready systems, Access control
Al Rajhi Projects and Construction LLC, June 2007-2008
Senior Construction Manager
• Senior Construction Manager for New build operations and future high profile Clients and major Projects throughout the UAE;
• Business Development of new projects across the UAE
• Front end management of office deployment in both Sharjah and Abu Dhabi setting up systems and procedures enabling the business to compete with all International Contracting Companies;
• Assessment and training of local staff in the direction of an International Construction Company together with managing previously deployed projects;
• Negotiation with Major International Construction Partners with a view to bidding multi-billion dirham projects;
• Image management of the Companies Brand and Image;
• Recruitment of highly skilled and motivated UK staff developing a Strategic Group overseeing multiple Companies within a Group ensuring consistency of Quality Health and Safety, adherence to Corporate procedures and portraying the Image as required by the Board of Directors;
• Appointed as a Board Director of Unipods, a company formed to fabricate and install high quality pre manufactured bathrooms and kitchens. My role as director was to ensure quality of product together with an integrated supply strategy.
August 2006 – June 2007
Project: Queen Alexandra Hospital Portsmouth, Design and Construct, £250 million
• Construction Director for the new build hospital / healthcare facility in Portsmouth comprising of a fully serviced medical facility with over 1500 beds, 110 acute beds, 15 operating theatres and a full outpatient facility;
• The new facility has an area of sum 70,000 sq metres over 8 floors;
• Reinforced concrete construction with post tensioned floors slabs providing a flat soffit allowing maximum usage for the installation of mechanical and electrical services;
• The project was being run on a management style with over 70 members of staff, estimated around 65 trade contract packages with a peak labour force of circa 800.
• In addition to the building elements, coordination with the Clinical Team ensuring all systems were operational to a clinical ready condition.
Bovis Lend Lease
June 2002 – August 2006
Construction Manager – Feb 2006 – Aug 2006
Project: Al Reem Island Development, Abu Dhabi, Two Stage Design and Build $5 billion
• Construction Manager managing the design, procurement and construction of $5billion worth of prime Residential Real Estate in Abu Dhabi;
• The project comprised of a 46 acre site on a natural island accessed only by means of a two lane causeway with 17 high rise residential towers fully fitted out varying in size from 12 stories up to 56 stories together with podium and underground parking facilities;
• In addition to the residential towers there was a mix of retail outlets being fitted out to a shell and core standard only, a 1.7km sea wall, inner and outer marina complete with waterside hotel (shell and core);
• Infrastructure planning and logistics planning made up a major part of the managing process of this project due to the involvement with other major developers on the island;
• Procurement of quality contractors and components became a major part of my involvement due to the lack of experienced design and build managers who can deliver without high levels of supervision.
Project Executive – Oct 2003 – Feb 2006
Project: BBC Scotland Pacific Quay, Two Stage Design and Build £72m
• Project Executive for the Design and build of the new headquarters building at Pacific Quay, Glasgow;
• The project comprised of 33,000sqm of combined administration, presentation and broadcasting facilities;
• Led the design and pre construction of the project with the main duties being client liaison, design and procurement of packages ranging from £100k to £10m;
• The building is highly serviced within Scotland and has a unique end use.
• Integration of Broadcast systems within a Glass Box was a world first.
Project Executive – June 2002 – October 2003
Project: Scottish Parliament, Construction Management, £220 million
• Project Executive with responsibilities for the delivery of design on a multi–building project with a unique shape;
• 10 buildings make up the project ranging from standard office accommodation through to the Parliamentary Debating chamber;
• Oversaw the major Design and Build packages delivering £30m of High quality Finishes, this particular element of the project was handed to me prior to the packages going to the market, this in turn allowed me to manage these elements through bidding to the current fabrication/installation.
• Design and Integration of Security Systems, CCTV and Broadcast systems.
December 2001 June 2002
Wates Construction – UK
Project: Reconstruction of Bank Building
JCT 98 with Partnership £40m
• Construction Manager for the procurement of and reconstruction of the Ex head quarters of the Natwest Bank (adjacent to the Bank of England);
• When completed in only 89 weeks the existing Banking Hall was returned to its former glory with 250,000sq ft of prime office space, constructed to a category A standard;
• Management of EDMS and its complications within a company not yet equipped with the electronic age within construction is one of my main focuses;
• Deployment of quality staff was the biggest single task outside of the management of the project.
March 2001 – December 2001
Bovis Lend Lease
Project: Ocean Terminal, Leith, Edinburgh
JCT 98 Design and Build £78m
• Construction Manager for the Design delivery for the construction of 500,000sqft shopping mall on the Docks of Leith in Edinburgh;
• This was my first posting with the primary function of ensuring the timely delivery of information in all formats in a condition that was inherently buildable;
• Recovery of all building control applications against the planning consent was also part of what was to be a role as, if not more important than the build itself;
• Management of Designers is a task only few contractors managers are comfortable with as it is seen more of a chore rather than a serious part of the process.
May 2000 – February 2001
Costain Construction Ltd
Project: Paddington Hilton Hotel, London
JCT 98 Design and Build £46m
• Construction Manager for a part of the construction phase of the Hilton Hotel Paddington formerly known as The Great Western Royal Hotel – 450 bedrooms with all the modern features of a 5 Star Hospitality location in London;
• Situated on what is the entrance to Paddington station logistics played a major part of the day to day running of the facility together with the complexities of a grade 1 listing made fitting out of the existing ballrooms and staircases somewhat trying.
• Integration of Hotel ready Systems
Dec 1997 – May 2000
John Laing Construction
Project: Basingstoke Town Centre Redevelopment
JCT ’80 Partnered £110m
• Construction Director for the Pre-construction and Construction of Festival Place, Basingstoke;
• Festival Place was a joint venture development between Basingstoke & Deane Borough Council and Grosvenor Developments;
• Festival Place was the first out of town shopping centre to be built in the heart of a town;
• During the pre-construction phase (which was circa 2 years) logistics planning, local council presentations, negotiations with the Town Planners on planning conditions, together with the building of a target cost plan that enabled the Development to proceed;
• As the Resident Project Director, I was heavily involved in the future design of IT solutions enabling designers, clients and retailers with use of one universal network
• 3D modelling was a project I managed in consultation with Building Magazine and Grosvenor Developments;
• The Festival Place project comprised of 29 acres of demolition, together with 29 acres of new build shopping mall;
• The western boundary has an existing shopping mall that remained live for the duration of the woks, during the new building period the existing mall was refurbished;
• The new build totals 1.5million sq foot of retail, 88,000sq ft of leisure and 3000 car parking spaces;
• The project contract is a JCT 80 with a partnering agreement, which provides a shared savings scheme (and share of the failure);
• Use of current IT solutions played a major part in the operation of the project which comprised electronic distribution of mail, electronic distribution of drawings and specifications, 3D modelling, e-mail plus the standard Micro-soft packages.
May 1996 – Dec 1997
Tarmac Special Projects
Project: DCMF Fazakerley Prison, Merseyside £74m
• Construction Manager for the construction of a 600 bed prison;
• This was a leading edge complex using special techniques for the construction of the cells, with heavy emphasis on electronics for the operational use of the prison;
• The project was completed 7 months ahead of programme and well within budget
• A key role of the Project Manager on this project was to form a link for liaison between the contractor, the public actions groups and HMPS;
• A policy of being non confrontational was adopted not only with the client but also with Tarmac in house contractors, together with all external sub-contractors and suppliers;
• This particular stance was probably the single biggest factor as to the success of the project and subsequently the project was awarded the Contract Journal PFI Award for Innovation, Cost and Quality;
• Dealing with the end user, Group 4, was another major part of the role to satisfy a discipline that knew very little about construction.
• Integration of Security and CCTV Systems was a major part of this project as the Prison was the first in the UK to use a smart card system for the inmates.
October 1979 – May 1996
John Laing Construction
Construction Manager – July 1995 – May 1996
Project: ADCO Headquarters, Abu Dhabi 156 million AED
• Construction Manager for a high specification 17 storey Office Building with RC
Frame, Curtain Walling and Granite and Marble Finishes;
• Managing the co-ordination, planning and resources of the Project, with a direct labour force of over 300 men;
• This particular project was at a time within John Laing Construction when projects in the UK were limited hence my position as Construction Manager;
• As I was deployed directly from the UK market my knowledge of current health and safety legislation was a prerequisite as the Client wished to deploy UK HSE standards.
Construction Manager – Aug 1994 – July 1995
Project: MAFF, York, UK, £60 million
• Construction Manager responsible for the design and erection of the structural steel frame, highly profiles roof cladding, ribbon window systems, curtain walling and structurally glazed walling systems;
• The project comprised of 32 No. individual buildings of varying shapes and sizes linked with covered walkways;
• Responsible for bringing together the various design disciplines and the clients supervising designer to allow a practical and workable design that would satisfy all parties;
• During the design and detailing of the curtain walling systems, a major portion of my time was spent at the factories assessing drawing production, fabrication together with component testing via an independent testing facility.
• As a Clinical Facility with all types of Labs and engineering buildings the integration of clinical equipment and systems played a major part of the management, the buildings were only housing the equipment.
• HCI was in my opinion a precursor to the PFI procurement route within the Health sector.
• Installation of MRO scanners, X – ray equipment together with the clinical design and installation of the biggest hospital / Hotel facility in the UK
Construction Manager – Sept 1989 – Oct 1992
Project: Hatfield Swim Centre, London, UK
Project: Thomas Neals, London, UK
Project: Harvey Nicols, London, UK
Values: £1 – £6 million
• As Construction Manager I worked on a number of projects in and around London;
• Responsible for the overall day to day running of the projects, with regards to managing staff, construction and also the sub-contractors who worked on these projects;
• This enabled all the projects to be completed successfully.
Project Manager – Nov 1988 – Aug 1989
Project: Canada Life, UK, £6 million
• Overall management of all aspects of the construction;
• Reporting directly to the Managing Director and Client’s Representative;
• Provided initial assessment of construction options at ‘strategic’ levels and gave advice on ‘buildability’;
• Overall control of works contractors via contact at a senior level;
• Responsible for information flow over all aspects, and action to remedy;
• Ensuring the motivation of all team members, to ensure harmony and timely action.
Construction Manager – Feb 1988 – Nov 1988
Project: 2 Finsbury Avenue – Fit Out, London, £11 million
• Construction Manager on this project reporting to the Project Manager with regards to the everyday running of the Project, which included the overall responsibility for the subcontractors on site;
• Other duties included attending all Client Project Meetings, Design and Coordination Meetings, liaison with the tenants of the surrounding buildings, local authorities and the police.
Construction Manager – Jan 1987 – Feb 1988
Project: 2 Finsbury Avenue – Shell & Core, London, £15 million
• Construction Manager on this major Fast Track shell and core project for Greycoat Estates;
• Heavy involvement in the on-site activities due to the speed of the project, and also production of working drawings, the service/distribution and impact on the local environment due to restricted site and highways to accommodate the fast track construction;
• Managing deliveries in detail due to the restricted location of the sire in an area of the Banking district of the City of London;
• System building became the norm on this project due to traffic restrictions and the lack of storage in and around the plot.
Section Manager – Aug 1984 – Dec 1986
Project: Mount Pleasant Airfield, Falkland Islands, £400 million
• Day-to-day management and control of the labour force exceeding over 200men, plus a variety of heavy plant;
• Planning labour and materials to meet critical handover dates of the buildings necessary to obtain an operating airport in the quickest possible time;
• Client and Contractor liaison was crucial and played an important part of the role
• The Falklands projects gave everyone a sense of purpose and to some gave them a new lease of life;
• The projects were an experience that will never be forgotten as the time spent in the Falkland Islands gave me an insight to numerous projects within a project.
• As this was a remote deployment, managers being multi skilled was a pre – requisite.
Examples of the type of buildings that I managed below:
Wide Bodied Jet Hangers, Helicopters Hangers, Terminal Buildings, 2 Storey Office Accommodation, Storage Warehousing, Bulk fuel Storage Depot, 9 Megawatt Power Station – Diesel Powered, Boiler House complete with underground MTHW Network, Water Treatment Plant, Industrial Laundry, Aircraft Lighting, Air Traffic control centres, ILS, Approach lighting.
All major facilities had secondary facilities as protection against power and systems failure.
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