Construction Project Management Professional Based in Thailand | Canadian Citizen | Born in Canada

 

With a strong technical and financial foundation, I am experienced in leading large, cross-functional teams to achieve strategic objectives. As a culturally fluent leader, I leverage my communication skills to influence and align teams with client expectations, requirements, and profitability targets. My expertise spans managing complex projects while ensuring efficiency, quality, and client satisfaction.

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With 25 years of experience leading large international architects, engineers and general contractors  organizational process assets have been acquired to identify operational risks and opportunities early, the strategic insight that enhances performance in design, scheduling, cost efficiency, and quality for clients on high-profile projects.

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Influence.

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• Expert Judgement and Early Identification of Risk and Opportunities.

• Sustained Focus on Construction Health and Safety.  (ILO Code of practice)

• Knowledge Based Strategic Planning for a Fast Track Construction Process.

• Strategic Functional Leadership and Influence.

• Reiterative Evaluation and Improvements to Key Functional Processes. 

• Articulate and Integrate New Standards of Excellence.

• Reiterative Resource Optimization to Enhance the "To Complete Performance Index" (TCPI).

• Dedicated Focus on Client Delivery and Profitability Targets.

• Strategic Tender Process and Enhanced Profitability.

• Reduction in Client Administrative Costs G&A.

• Progressive Communications Management PCM.

• Intercultural Fluency and Mentorship.

• Honesty, Dedication, and Expert Judgement.

• Measurable Success and Accountability.

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Client Representative. 

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• Luxury Hospitality.

• Exclusive Retail.

• Institutional.

• Commercial Office.

• Residential.

• Mechanical and Electrical MEP.

• Cable Landing Stations CLS.

• Diesel Power Generation 50 MW.

• Fire Life Safety Systems.

 

Previous Clients.

 

• $70 million Intercontinental Hotel Renovation Dhaka Bangladesh.

• $35 million Hilton Hotel Renovation Colombo Sri Lanka.

• $350 million Cheongpyeong Museum South Korea.

• $500 million Peninsula Hotel Istanbul Turkey.

• $350 million Scotia Plaza Office Tower Toronto Canada.

• Sofitel Legend Metropole Hanoi Occupied Renovations.

• $30 million Historical Conservation Project Palazzo Margherita Retail Rome, Italy.

• 50 MW Power Stations Yemen and Bahamas.

• Hard Rock Cafe Saipan Commonwealth Northern Marianas Islands.

• Talo Verde Estates Guam Marianas.

• Retail Hugo Boss, Ferragamo, Hermes Asia.

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A visible Senior Director Leading Architectural Engineer and Construction Project Managers AEC for large international development projects sponsored by government agencies, private businesses, independent investors, and organizations. A Project Portfolio that includes luxury hospitality, commercial high-rise, exclusive retail, institutional, MEP, and energy projects based in Asia since 2003. 

 

Essential and Strategic Focus.

 

Project success is supported with an integrated Project Management Plan PMP using:

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• Project Charter and Client Requirements 

• Expert judgement.

• Best practices.

• Lessons learned.

• Risk Identification.

• Organizational process assets OPA.

• Enterprise Environmental Factors.

• Corporate Policy.

 

Strategic Leadership in Key Functional Processes.

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Design Management. Leadership for architectural, interior, and MEP design coordination and construction management services. Design checks for compliance with client requirements, international building codes, fire life safety, environmental impacts, green building, zoning regulations, and related global minimum standards. Interdisciplinary design coordination that improves tender processes and cost control reducing costly change orders and schedule time extensions.

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Project Schedule Management development around client milestones and phasing requirements.  Experience in preparing realistic project design and construction schedules that are integrated with resources, qualitative and quantitative Risk Analysis keeping architects, engineers, and builders informed of critical activities. Critical Path Method (CPM) scheduling and monitoring (SPI) of fast track projects is a priority.

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Budget Development and Cost Management is performed from budget modeling at the start-up phase to project closeout and the final job cost report. Tender Development and contract negotiation skills support budget control (CPI), and fair and effective change management processes maintain the project's momentum.  

 

Operational Risk Management guided by best practices and expert knowledge a data-driven approach to project trend identification and risk analysis is used to support job cost reports and strategies to control threats and capitalize on new opportunities. Qualitative and quantitative metrics, guidelines, and standards by which the company’s efficiency and effectiveness can be evaluated and identified for improvement.  Implementation of policies and procedures that will improve day-to-day operations.

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Cost-effective solutions are available to support short- or long-term assignments that can include team building, developing the project management plan for new projects, and performance evaluation, and recovery plans for existing projects. 

 

Stakeholder Engagement is key for both internal and external stakeholders. A stakeholder engagement strategy is developed with the client early and adapted to meet new persons or entities who can influence the project.  Building and leading cross-functional teams for architectural, engineering, and construction services from preconstruction through project handover is a dynamic process.

 

Key stakeholder requirements include quality design, schedule performance, cost-effectiveness, and workmanship. In the global context, our experience indicates that clear and succinct communications are important to establishing and maintaining strong stakeholder relationships.  Miscommunications due to language barriers are common and make collaboration difficult, cultural sensitivity and awareness are also factors in maintaining a positive environment.

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Health and Safety Management is a top ranking priority, trained and empowered health and safety managers must be carefully selected and assigned to the project. Corporate policy in construction safety management is often supported by International Construction Safety Management Programs that can include for example:

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• The International Labour Organization (ILO), 

• The Occupational Safety and Health Administration (OSHA),

• ISO 45001 Occupational Health and Safety Management.​

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Consistent, and competitive leadership in Construction Management building teams that can strategically plan and establish operational effectiveness without excessive cost is emphasized.