Evelyn Gene Stephen Conroy

Mobile AD 00971 (0) 505737858 or 00971 (0) 528002465

stephen_Conroy@freecall-uk.co.uk Or sconroy2001@yahoo.co.uk Or stephen.conroy2001@gmail.com

Profession: Manager - PMO, Project Control Manager & Planning Manager.

Qualifications

http://www.lsbu.ac.uk/:

Brixton School of Building: (now London South Bank University)

Apprenticeship and City & Guilds 1968

Ordinary National Certificate (ONC) 1970 Civil Engineering

Higher National Certificates (HNC) 1973 Civil Engineering (Degree)

Association of Project Manager (APM) R17608 1998 Project Management

Working visas: Hong Kong, South Korea, Turkey & United Arab Emirates (UAE).

British and EU Passport Holder

Specialisation in Planning & Project Management Controls to deliver projects on time and to budget

Specialist Areas: Design & Engineering, procurement Construction and Operations (EPC)

Experience

I have over 40 year’s broad-based experience in EPC, design & build Heavy civil, Construction, Tunnelling, Marine, Infrastructure, High-rise, Villas and Enabling works, I have been extensively exposed to Mechanical, Electrical, Utilities, Communication systems and Signals,

Involving Mega scale multi-discipline Projects such as Abu Dhabi Port, Hong Kong and Dublin Airports, High speed rail link South Korea, Channel Tunnel rail and Euro Star UK and France, Cross Rail London UK and Naval Submarine base Scotland. I am hands-on apprentice trained, with extensive wide range exposure gained in the UK and overseas. Fully conversant with Contracting, Consultancy and Client roles,

Lived & worked in Asia for 20 years, I have the ability to integrate & communicate with many different cultures.

I have created, developed and implemented PMO policies, processes, procedure, systems and tools to monitor and control Mega projects with highly skilled and trained teams that Provides guidance and direction for issues and solutions as they arise.Promoting good project management practices to project managers and team members.

Jan 2014 – Present.

Hill International Project Control Manager Technical Core Team Corporate Middle East.

http://www.hillintl.com/

Based in Dubai HQ the TCT team would support the project team to ensure that all corporate requirements were compliant with Hill International Processes, Policies and procedures.

Projects:

Qatar Northgate:

6 Office Blocks and shopping Mall

Responsibilities:

• For the overall Project Controls activities setting objectives for the project controls team, Enabling processes and procedures. Establishing with the client deliverables, based on the revised baseline programme.
• Review all daily, weekly and monthly reports as submitted by Contractor and report any deficiency or non-compliance.

Abu Dhabi ADNEC 9 projects

·         Setting up Project Control systems for the project team.

Abu Dhabi Warner Bros: Theme Park in Abu Dhabi duration 60 months cost 2.5 billion

Responsibilities:

• Project Controls activities encompassing EPC Plans and programme for WB that included Shows, Rides Equipment, Design and installation Tools used to plan, manage and mitigate cost and schedule issues and any risk events that may impact the project programme was primavera. 

Oman, Muscat and Salalah Airports redevelopment

Responsibilities:

• For the overall Project Controls activities setting objectives for the project controls team, Enabling processes and procedures. Establishing an agreed revised Baselines programme with the client on deliverables, the baseline programme was status and Monitored on a weekly bases,
• Review all daily, weekly and monthly reports as submitted by Contractor and report any deficiency or non-compliance.

·         Review and continuously monitor, against approved schedules, the Contractor’s major construction progress and ensure equipment and manpower were adequate.

June 2013 – Dec 2013: Viva Bahriya 3, 4 and 5 the Pearl Qatar for CBQ

The scope consists of 3 high-rise towers L1 - 21 Podium Car park P1 P2 Landscaping for the developer QIB

Delivering Project control functions,manages project plans. Maintain and create visibility of project status and risks. Maintain program documentation. Monitor resource consumption. Manage program risk. Work closely with externals such as finance, audit, and Analyse project performance. Documentation tracking, process mapping. Understanding Business, Establishing and running PCM department, Builds trusted relationships with management and project managers. Producing daily weekly, monthly reports and presentations. Responsible for the overall Project Controls activities setting up project governance, processes, procedures tools including, WBS, OBS, Baselines, Monitoring, Forecasting performances, Provide status information and related analysis for CBQ to make realistic decisions. The project control team consist of 4 senior over 6 planning engineers to implement these task.

Oct 2009 – May 2013: Abu Dhabi Port Company (ADPC)

Khalifa Port and Industrial Zone (KIZAD) lead Project Control Engineer,

And corporate ADPC Manager – Programme Managers Office (PMO)

www.adpc.ae/en

Delivering scope, Estimation technology(FP, WBS, SP,UP),Schedule, [Scope creep, change/impact management, Project plans], allocations, delegations, Sprint Planning, Productivity, team skill building, Monitoring, Metrics collection Project control functions, planning and programming services, PMO governances’ on ADPC mega project, Responsibility Included: Engineering, Procurement and Construction (EPC) of the completed project delivery for Q4 2012. Cost 26 Billion AED. Scope of the Programme portfolio consisted of the following:

Reclamation of Port Island. Reclamation of development land in KIZAD. Complete below ground utility infrastructure, Port and landside. Complete above ground works. Off-shore port area; this consists of 10 square kilometres Port island, one kilometre road and utility bridge. The area incorporates the port operation building, harbourmaster facilities, civil defence services, coastguard, police station, security facilities, warehouses and workshops. The terminal area is 2.7 square kilometres in size It houses the semi-automated Container Terminal, designed to handle two million TEUs a year from Q4, 2012, with a one kilometre quay wall. The remaining 2.2 kilometres of the quay wall are used for general cargo. The container yard features 6 Quay Cranes, 20 automated stacking cranes and 33 shuttle carriers.

On-shore port area consisted of truck and Customs, security scanning facilities, immigration, documentation, container freight and inspection facilities. With a state of the art gate complex with police, security and civil defence with 6 lane highway connecting the main arterial road network to the port island

Phase one sees full utilities and infrastructure supplied to Khalifa Port including transport links, power supply, communication networks.

Khalifa Industrial Zone Abu Dhabi (KIZAD), is located to the south-east of Khalifa Port, the development

Will attract selected industries mainly for imports and exports KIZAD is a 50 square kilometres

Zone A- Phase 1 - Primary Infrastructure of utilities, 4 interchanges, utility buildings, service roads, and trunk roads to Sheikh Khalifa highways (E11) that is the main highway to Abu Dhabi and Dubai

Zone a – Phase 2 features building the secondary roads (66 kilometres in length) that serve Kizad’s tenants. With utilities delivered to the perimeter of tenants’ plots. All provision is based on the master

08 to 09 Planning and Programming Manager for Fluor Abu Dhabi (Freelance consultant)

Abu Dhabi Finance Centre Sowwah Island,

www.skyscraperlist.com/showthread.php?73-AL-MARYAH-ISLAND-News-and-Devel...

           Delivering planning and programming function for reclamation, seawalls and Infrastructure. The project is worth 9 billion AED, the scope consists of reclaiming large parts of the existing island, constructing 5 km of seawall, 4 bridges, 10 km of elevated and service roads, 4 km of utility tunnels and mainland utility connections, 240,000 m2 of multi story office space (Abu Dhabi Stock Exchange), 22,000 m2 of retail space and 220,000 m2 of parking space in phase 1 and 2.

           Responsible for overall Planning and Programming activities that included analyses of contractors schedules performances shortfalls and corrective measures supervising the development of processes and procedures to enable the contractor to report on one format that included. Forecasting, progress monitoring, Earned value, progress measurements resource loaded schedules, compare against cost performance. Provide status information on risks, critical paths, and solutions related analysis to Senior Management. The project planning team consisted of one senior over 2 planning engineers to implement this task.

08 to 08 Planning Managers for Turner and Townsend (Freelance consultant)

London Bridge Quarter Projects (The Shard 87 Levels and London Bridge Place 20 Levels)

www.apm.org.uk/news/shard

           Development consisted of Shopping centre, offices, hotel and apartments. This will be the tallest building in Europe with interfaces with LUL NR TFL on a very restrictive site.

           Responsible for the overall Project Controls activities setting up project governance, processes, procedures tools including, WBS, OBS, Roles and responsibilities, Baselines, Recourses manpower and cost loaded schedules, forecasting monitoring project schedules, and performances. Provide status information and related analysis for Senior Management to make realistic decisions. The project planning team consisted of 3 senior over 4 planning engineers to implement this task.

08 to 08 Project Controls Manager for TFL (Freelance consultant)

TFL PMO Major Project Business Unit, this was a short term assignment to review Roles and responsibilities

           Monitor the transportation portfolio plans and programmes on Light Transit ELT b 2 Trams CRT, CTLE,

           Responsible for Reviewing TFL portfolio and prepare monthly progress reports including progress narratives, cost, schedule status and performance charts. The project planning team consisted of one senior over 2 planning engineers to implement this task.

07 to 08: Principle Project Planner for Network Rail West Coast (Freelance consultant)

Route Modernization southern area.www.bechtel.com/turning_the_corner.html

Based in Network Rail HQ project cost (£14Bn), interfacing with NR and route contractors to establish Implementation and Installation of equipment on sites with possessions, outages, switch outs and blockades. Maintenance of the existing equipment and Track works.

           Responsible for development and implementation of project schedules and control systems, review and evaluated impacts, identify and solve Interface issues and propose corrective measures.

07Senior Planning and Programming Engineer for Turner and Townsend (Freelance consultant) Seconded to Dublin Airport Authority (DAA) For Landside and Utilities on a short term contract.

www.daa.ie/gns/company-profile/terminal-2-at-dublin-airport/photos-image...

           Responsible; for developing and implementation of the Master Landside and Utility Infrastructure Programme. (T2 new terminal). Coordinated the interfaces and preparation of the monthly report and forecast trends and corrective measures on critical construction activities

04 to 07: Planning & Programming Manager (Freelance consultant)

TFL PMO Major Project Business Unit,

www.tfl.gov.uk/

           2012 Olympic bid, Initiated and implemented project controls tools, programmes and provided technical direction on the Olympic Bid.

           Transportation portfolio plans and programme on Transport Interchanges = 81 projects Inc Victoria, Stratford, Wembley, ELLX , Light Transit ELT, GWF, CRT, CTLE and Trams.

           Responsibilities included supervising the development of a project schedule and implementing PMO tracking processes, procedures and systems that Provide status information on risks, critical paths, and solutions related analysis that Senior Management could make calculated decisions. Also monitor project budget tracking system. Prepare monthly progress report including progress narratives, cost and schedule status, staffing plans, and performance charts. The project planning team consisted of 2 senior over 2 planning engineers to implement this task.

2003 to 04: Planning & Programming Manager (Freelance consultant)

Network Rail based in Swindon for the Investment Delivery dept S&T.

http://en.wikipedia.org/wiki/Swindon_railway_station

The projects consist of Business development plans and portfolio programmes for Great Western Signalling and Telecoms.

           Responsible for the overall Planning and programming activities that included, forecasting, budgeting monitoring of project performance. Implemented change management and trend control program. Prepared project controls procedures.

Provided status information and related analysis to Senior Management. The project planning team consisted of one senior over 1 planning engineers to implement this task.

Bechtel from 1999 to 2003

Bechtel Ltd: Cross-Country Route Modernisation Project Control Manager Birmingham.

http://www.networkrail.co.uk/aspx/12281.aspx

           Responsibilities;Implementing processes, procedures, develop programmes and progress monitoring, identify track possessions, outages, switch outs and blockades. Whilst maintaining the existing rail network and track equipment signal and telecommunications implementing project control tools and provided technical direction

Bechtel Ltd: West Coast Route Modernisation Project Controls Manager Birmingham.

http://www.bechtel.com/west_coast_route.html

           Responsibilities: Develop project scope and baseline schedules. Implement processes and procedures to enable WCML to report on the single baseline programme. That included progress measurements and resource loading. For possessions, outages, switch outs and blockades. Maintenance of the existing track equipment signal and telecommunications Implemented project control tools and provided technical direction

Bechtel International: Highways Brescia to Milan (Italy) Project Controls Manager Istanbul.

http://en.wikipedia.org/wiki/Autostrada_A4_(Italy)

           Responsibilities; Prepare and submit the overall Tender Programme and alternative bid supported with time chain-age resource driven and cost loaded. Complying with BoQ and drawings in accordance to the client requirements.

Bechtel Ltd: West Coast Route Modernisation Project Controls Manager London & Manchester.

http://www.bechtel.com/west_coast_route.html

           Responsibilities: Evaluate the Master Plan, against the scope and schedules. This was based on various delivery phases. Identify delays and recommend corrective actions. Development processes and procedures to enable WCML to report on the single baseline programme. Reports included. Forecasting, progress monitoring, Earned value, progress measurements resource loading. Implemented project control tools and provided technical direction.

Bechtel Ltd: CTRL Senior Planning and Scheduling Engineer London Tunnel section Stratford

http://www.railway-technology.com/projects/chunnel/

           Responsibilities; supervising the development and Monitoring of project schedule including progress narratives, costs, Provide status information and related analysis to Senior Management

Bechtel International 1999 Korea High-Speed Rail (KTX) Project Controls Manager

http://www.systra.com/IMG/pdf/fiche_grande_vitesse_seoul_buzan_ang.pdf

           Responsibilities; Prepare Plans and Programmes for the rolling stock depot and train sets on the 450 km Korea High Speed Rail project. Coordinated and prepared monthly reports Developed and implemented a project Trend Program that included Engineering, Procurement, Construction, and Operations. Management and maintenance of the project schedule.

Hong Kong 1995 - 1999

.1998 To 1999 Planning & Programming Manager for NECSO Entrecanales Cubiertas (HK)

http://www.necso.es

           Tendering for KCRC West Rail; CC 201, 202, 203, 211, 300, 1800, 403,

MTRC CC 602, CC 612, 607,615.

Highway Dept North Coastal Road and other Infrastructure projects. The project planning team consisted of one senior over 2 planning engineers to implement this task.

1997 to 1998 Planning and Programming Manager Consultant for MMAL (Hong Kong)

MEINHARDT Management Asia LTD (MMAL)

Responsibility to Plan, Monitor, Control, Report, and follow up corrective measures, be commercially aware of contractors impact on the Master Programme identify short falls and potential risks on the following projects:

           http://www.meinhardtgroup.com/newsdeskdetail.php?nid=111  Contract Value 1.8 billion; HK Client HAECO CLK Base Maintenance (Hanger Building)

           Contract Value 95 million; HK Client HAECO CLK Line Maintenance Facility

           Contract Value 450 million; HK Client HAESL TKO Workshop Facility http://www.meinhardtgroup.com/projectdetail.php?pid=257

           Contract Value 420 million; HK Client HAECO TKO Overhaul Facility

           Relocation of existing facilities from KT to CLP & TKO http://www.meinhardtgroup.com/media/Newsletters/newsletter3304832791.pdf

           Tender for MMAL and won bids on: MTRC E654 PSD & C612 advance works site formation cut and cover tunnels

           C604 Scheme and Detail Design through to construction at Yau Tong Station TKO Extension,http://www.meinhardtgroup.com/projectdetail.php?pid=237

Other successful bids for full Project management support services on Scheme/ Detail Design, Design & Build, packages for Transportation, Residential, Commercial, and Industrial, development projects throughout Asia. The project planning team consisted of 2 senior over 4 planning engineers to implement this task.

1996 to 1997 Planning & Programming Manager Engineer Consultant for High-Point Rendel (Hong Kong)  http://www.hprconsult.com/case-studies-asia.php

Contract Value $ 800 Million (HK); Seconded to Nippon Light Metal (HK) Ltd

           Establish a master Programme. With BCJ the scope of works included Curtain Walling and Fixed Link Bridges for contract 302 Terminal Building at Chek Lap Kok, planning the works from design, procurement, through to the logistics of Manufacturing/ shipping/ deliveries and Installation of all aspects of NLM works in HK. Together with forensic delay analyses, claim defending, claim attacking. The project planning team consisted of 1 senior over 2 planning engineers to implement this task.

1995/ 1996 Senior Planning & Programming Engineer Airport Authority (Hong Kong) http://en.wikipedia.org/wiki/Chek_Lap_Kok

Responsible for developing the Master Landside Programme,

For the Replacement Airport at Chek Lap Kok (CLK)

           Duties included the Co-ordination of all Programmes relating to Landside/Airside Infrastructure (CLP) Island wide. Development of the Co-ordination Construction Programme of all Key Dates/ Cost Centre dates Access and Vacation dates Interface dates Comparisons between Contractors Programme and the Master Programme had to be made in order to validate the over all completion Programme for Airport Operations.

1993/ 1995 Senior Planning & Programming Engineer for Cross Rail value (£2.5 billion (UK)

http://en.wikipedia.org/wiki/Crossrail

• Responsible for developing and maintaining Plans, & Programmes. For the Transport & Works Order, Enabling Works Surface and Underground Sections:

The Project had to go through a process of gaining Powers for Construction which consisted of identification of key activity from level 0 roll down level 1 & 2 (Transport & Works Order) main process was; Project Definition, Pre-Application, Deposit Application, Parliamentary Approval, Public Inquiry and the Secretary of State Approval.

Enabling Works: Contract Strategy had to be carried out before the Main Contractor arrives on site; this required the identification of key activities not in the main contractor scope of services and works, The Interface and Co-ordination of the main areas that were affected by this project were: BR and LUL Physical System and Diversion, Utilities Diversions, 3rd Party Diversions Traffic Diversions, Advance Protection, Property Acquisitions, Defect and Conditions, Survey Monitoring, This requirement had to be enhanced into the top down approach of planning and developing a master Programme of Enabling Works Level 0 system wide, from this point developing Level 1, 2, 3 and detail Level 4. Identify and book possessions, isolation, outages, switch outs and blockade from the areas affected by Cross Rail. Impact on existing system. Development of System Wide Planning & Programming for Stations, Depot, Tunnels and bridges: Method used were Time Changes, Time Cost Integration, Project Controls, Audits, Risk Analysis, and monthly Project Directors reports, What-ifs, Project Master Time Plan, Level 0, 1 and 2. The Master Programmes; Consisted of: Design, Logistics, Procurement, Manufacturing, Civil, Tunnels, E&M, Systems, Construction and Installation, of the complete railway. The project planning team consisted of 6 senior over 4 planning engineers to implement this task.

1992 / 1993 Planning & Programming Manager KPMG Peat Marwick seconded to

·         The Department of Transport (DoT) UK (Freelance consultant);The task was to Train staff in Project Management processes on road schemes; Task consisted of training exercises in Open Plan V4.0 software, to enable DoT staff to monitor and control; time cost and resources to produce standard reports and report progress, set up a standard network with 365 activity spanning approximately 12 years, to manage road schemes such as motor way widening/road improvements and new roads. Teaching Dot to use WBS and OBS to drive resources. This phase included the mounting of 23 road schemes

1992 Senior Tender Planning Engineer seconded to Associated Asphalt for Tender works, UK (Freelance consultant) http://www.associatedasphalt.com/

·         The task road improvement and motorway widening schemes. This consisted of defining the optimum use of Time and Resources with a detail level of shift work and targets to be achieved. Putting together a logical sequence of activities and outputs needed to drive the duration’s to give a more realistic time scale. Progress chasing consisted of updating the master plans regularly to meet new targets set and to record delays to the contracts.

1991 to 1992 Planning & Programming Manager British Rail Network South East UK (Freelance consultant) http://en.wikipedia.org/wiki/Channel_Tunnel

·         Seconded; Department of Mechanical & Electrical Engineers BR. I was tasked with planning the Channel Tunnel Power supply reinforcement Electrification and re-signalling from Continental Junction to Waterloo; Responsible, for installing the Master Strategic Plans Resource dependant driven by a reporting system and life cycle from all departments: Channel Tunnel: Networker: and Network DC. The project consisted of Developing and modernising equipment for Network South East on BTR1, BTR2, and Freight Route; Procurement of equipment for the electrification of the Channel Tunnel; Implementation and Installation of equipment on sites with possessions/outages/switch outs and blockades. / Maintenance of the existing equipment tracks. (BRT) Telecom systems upgrade existing and new fibre optic systems. / Development feasibility studies And surveys on existing systems; Procurement of key manufactures processes and deliverables. Implementation & installation of equipment, test and commission; Maintenance of existing telecom systems. The project planning team consisted of 2 senior over 2 planning engineers to implement this task.

1988 to 1991 Senior Planning Engineer Seconded to PSA & MOD Scotland

http://en.wikipedia.org/wiki/Rosyth_dockyard

·         For RD 57 Trident submarine; at the Rosyth Naval Base, value 450 million for Implementation of a dry dock facility, scope of works, co-ordinating of all package contractor from site set up to completion.  Utilities and security were built into the strategic master plan, traffic management; temporary roads, jetty and crane layouts had to be positioned so they could be used effectively. Contractor restraints had to be worked out and inserted into contract documentation for all package contractors.

·         Pre-Construction Safety Reports (PCSR) to enable the design team to carry out what if analyses on the safety case.

·         Pre-Operational Safety Reports, this is linked to the PCSR for further QA procedures and the completion of all works.

·   Planning Main Works. Interface management with mechanical design, manufacture, install, test and commissioning.  Electrical design, manufacture, install, test, commissioning. NEF Plant design, manufacture, install, test, commissioning. Support buildings had to be carefully planned into the naval base; a network of services was co-ordinated and phased in enabling the main building to progress (a list of the support buildings): Combined pump house, Test boiler house, Diesel generator house, Sub-stations, Argon area houses, Freshwater system house, Distilled water system, Chilled water system, Building services system, Instrument control, Cable route system and Core pond area. Marine Works included the implementation of Cofferdams, dock gates and dock bridges to the dry dock area, to create a lagoon temporary pumping system was required in the dry dock areas. Heavy Civil works were needed to enable the Marine works to progress, co-ordination of the construction and installation of the M&E equipment required detailed planning.  The project planning team consisted of one senior over 4 planning engineers to implement this task.

1986 to 1988 Senior Claims Planning Engineer for Wimpey Construction Management UK (direct)

Forensic delay analyses, claims defending.

Defending claim 18.6 million sterling form package contractor.

Defending claim 12.3 million sterling from package contractor.

Defending claim 15.5 million sterling form package contractor.

Defending claim 8.6 million sterling form package contractor.

Defending claim 2.5 million sterling form package contractor.

1985 to 1986 Senior Tender Planning Engineer for Trollope& Coles(part of the Trafalgar House Group) UK direct.

Cost estimation; contract planning budget preparation controls Contract tendered for and awarded. Welcome Building 31.0 million awarded contract.

       Barclays bank 6.0 million awarded contract.

       Harrods 7.5 million awarded contract.

       Grosvenor Estate 8.3 million awarded contract.

       City of London 3.5 million awarded contract.

       BES Property (City) 1.5 million awarded contract.

       Portland Estates 2.5 million awarded contract.

       Grosvenor Estates 5.1 million awarded contract.

Plus other contracts awarded, the company had to secure contracts in excess of 55 million per annum turnover.

1985 to 1986 Senior Tender Planning Engineer for Trollope& Coles(part of the Trafalgar House Group) UK direct.

Cost estimation; contract planning budget preparation controls Contract tendered for and awarded. Welcome Building 31.0 million awarded contract.

       Barclays bank 6.0 million awarded contract.

       Harrods 7.5 million awarded contract.

       Grosvenor Estate 8.3 million awarded contract.

       City of London 3.5 million awarded contract.

       BES Property (City) 1.5 million awarded contract.

       Portland Estates 2.5 million awarded contract.

       Grosvenor Estates 5.1 million awarded contract.

Plus other contracts awarded, the company had to secure contracts in excess of 55 million per annum turnover.

Building Construction Manager 1983 to 1985 for G.E. & W. Birch UK  

The management of all aspects of building and construction contracts from appraisal to final completion.

Duties included:

     Cost estimation; contract planning budget preparation controls.

     Conduct contract negotiations: Placement of orders with Sub-contractors and Suppliers: Control of payments to Certified Valuations.

     Co-ordination and liaison with Structural Engineer, Architects, Utility Companies, Structural Design influence Mechanical design and layouts Electrical Design and layouts, N.H.B.C. Building Control, Selling Agents.

     Ensure compliance with all aspects and Building Regulations.

     Deployment and contract staff.  Contracts undertaken include the completion of 30 sheltered flats for the Nationwide Housing Trust (J.C.T.80) form of contract.

     The Company's own development ranging from starter Homes to ½ million pounds houses, on various types of estates throughout the north and west London areas.

Project Manager 1981 to 1983 Lesser Design & Build

Reporting to Construction Director for complete Project management and control of contracts from pre-contract meeting with clients to completion. Co-ordinating Clients, Quantity Surveyor and in-house.

     Architects    Structural Engineers Planners Estimators Buyers QS

     Mechanical  Electrical Consultants Specialist Consultants

     Interior designer Duties to deliver projects to budget time and quality.

     Placing orders with sub-contractors.

     Control and deployment of staff.

     Contract Analysis Contract document.

     Analysis of prices Cost Estimating Bill of Analysis.

     4 star hotel valued at 5.5 million.

     Tesco super store valued at 7.5 million.

     Sports centre 2.5 million.

Project Manager 1979 to 1981 Tarmac Homes

Reporting to the Managing Director.

Deliver projects to Budget, time and Quality Projects covering 1-2-3-4-5-bedroom houses and flats, on sites from 20 units to 300 units.

     Liaison with NHBC

     Building control and District surveyors

     Co-ordinate with Architects, Structural and Road Engineers

     Placement of orders with Suppliers, Sub-Contractors and Utility companies

     Preparation of Programmes and Budgets

     Conduct site presentations

     Payment Monthly and Weekly Certificates

     Quality Assurance and Control

     Final completion’s and hand over to Purchasers.

Project Manager 1974 to 1979 Fairweather

Reporting to the Construction Director.

Deliver projects to Programme, budget and Quality, over all control of all Staff.  Direct labour, sub-contract and specialists labour contracts in the London area.

      Bills of Quantities - Issues of drawings

      Planning & programming site and Budget control - Projects: -

       1974/75 Office Block - 1 in Surrey, 3 storeys.

       Value £750,000 - 15% profit.

       1975/76 Office Block 5 storeys with 2 basements.

       Value £1.1 million - 12.5% profit.

       1976/77 Steel Frame Warehouses, 6 in SE London.

       Value £2.4 million - 19% profit.

       1977/78 Steel Frame Factory in Twickenham.

       Value £1.5 million - 8% profit.

       1978/79 Shelter housing (180) Units, Richmond.

       Value £3.3 million - 6% profit.

       1979/79 Council housing (95) Units, Kennington.

       Value £2.9 million - 17% profit.

Site Manager 1973 to 1974 E.J. Lacy Limited

After completing the 400 units I was promoted to site manager, reporting to the Contract Manager.

Delivering the project on Time to budget and Quality. Co-ordination of all Sub-contract, Direct labour and labour only.  Scope of the Project: low and high raise housing units SE London Value £1.4 million-10% profit.

General Foreman 1972/73 E.J. Lacy Limited

       Scope was 400 low and high raise housing units consisting of 1-2-3-4 bedroom flats and houses

A mixture of construction materials of Brick, Block, pre-cast and RC concrete. Completed my studies HNC CIVIL Engineering.

General Foreman 1971 to 1972 McLoughlin & Harvey

Reporting to the Site Manager.

      Site Control of all trades. Organising access plant and materials.

      Co-ordinated sections of works with specialist Trades

      Scope of works were Refurbishment of Shops, Offices,

New works included Board of Residence for the L.S.E.

Foreman Carpenter 1970 to 1971 Ashby & Horner

       Reporting to the General Foreman.

Supervision of 10 Carpenters on hard wood wall panels, bank counters screens, office partition, and racking out shelves on refurbishment of banks and building societies.

1965 to 1970 J. Cox & Sons Limited

       Joined the company from school as an apprentice,

       Carpentry and Joinery mainly making cabernets, shop fronts and displays for Banks Pubs Boardrooms

On Completion of my apprenticeship I went on to Study for my ONC. The company promoted me to supervise 4 carpenters & 1 apprentice.