As the Discipline Head at FIDIC Academy, the International Federation of Consulting Engineers, I oversee the Contract-Use Discipline and lead the development, training and promotion of Project Management, Procurement, Contract Management and DAB / DAAB best practices and standards in the global engineering and construction industry. https://fidic.academy/

Director for an Engineering-Procurement-Construction-Management (EPCM) service provider delivering turn-key solutions via three (3) main business verticals covering technical (engineering) services, procurement and construction. Achievements:• Co-founded and scaled an EPCM firm, Alliance, into a leading provider of turnkey building and MEP solutions for new build and rehabilitation projects.• Led the start-up, prioritised workload / operations to ensure project resilience through economic turbulence, currency devaluation and 50%+ hyperinflation hence strategically adapting new business to deliver $2-3M in project value.• Pioneered and implemented Total Employer Rep / Total Construction Management procurement and contracts, reducing client project costs by 10-20%.• Established legal entity, licenses, and commercial framework to enable regional expansion. • Provided strategic oversight across business development, marketing, operations, engineering design, procurement, and construction. • Executed integrated design-build solutions utilizing BIM (Level 2 + LOD 300-400) for architecture, civil, structural, and MEP hence minimizing design errors, increasing site coordination and work efficiency. • Forged local and global supply chain partnerships (for services and products) to optimize project procurement, cutting costs by approx. 30%. • Grew venture from the ground up into a thriving EPCM firm providing specialized expertise and value to clients.• Provided unique procurement management, engineering consultation and contract management advice to external clients and stakeholders utilising EPCM expertise.

1. Overall: - Implemented the ICE’s strategy’s “Being recognized and operating globally” by embedding this in Sudan’s engineering community and assisted my fellow ICE African Reps to achieve the same goal in Africa.- Formed part of ICE Africa Committee attending annual Regional Management Strategy Meetings devising 4-year plans for members African countries. - Disseminated the message of the ICE as a learned and qualifying Institution within the local engineering community. - Increased and expanded the Sudan’s local ICE membership numbers from 98 to over 500 members.- Formed and effective link between ICE and the various academic, educational and industry entities in Sudan (e.g. Sudan Engineering Council).- Co-devised fee-reduction pilot study (later a scheme) for graduates in low-income countries. 2. Undergraduate Students: - Successfully created four (4) ICE Student Chapters in leading Sudanese universities. - Interfaced and supported initiatives of the existing and new ICE Student Chapters.- Held career advice and professional development training sessions for students.3. Fresh and Professional Graduates / Post-graduates: - Assisted the local graduates to understand the importance and requirements of attaining ICE professional qualifications.- Assisted and advised fresh graduates to apply for and pass the requirements of Academic Qualification Panel. - Mentored fresh and professional graduates and towards attaining ICE Chartership Status. - Organized and held local CPD events and membership (chartership) surgeries.4. ICE Mentors and Sponsors: - Trained fellow ICE Chartered Members to become Mentors and Sponsors to support ICE chartership exam applications by graduates and professionals.

I was voted by SUDTT General Assembly as their first CEO following the passing of its By-laws. SUDTT is a non-profit professional organisation aimed at improving the country’s urban development and infrastructure sectors through policy-making, multi-stakeholder consultation workshops, forming specialist-committee focus groups, conducting research, studies and assisting the current government (and future elected governments) to manage its commitments in these sectors through a framework of (engage, identify, prioritize, design, implement and deliver). SUDTT has a membership of more than 150 multi-disciplinary Sudanese engineers from over 13 countries around the world covering ten (10) key specialist areas: governance and institutional reforms, infrastructure and transportation, urban planning, housing and construction, displaced settlements, building materials, national building code, law, procurement and contracts, occupational health and safety and professional practice and development. As an organisation, I enabled SUDTT’s regulatory approval, established an office, organised functions to drive branding, marketing, communication, publicity, legal, training, planning and project domains. I managed a team of 20-elected personnel reporting to 5-member Board of Directors and a to General Assembly. I formed regional and global alliances with strategic partner organisations in the UK, Netherlands and Africa. I chaired the Law, Procurement and Contract Task Force within SUDTT which is charged with reviewing and reforming Sudan’s legal, public procurement and contract systems concerning the building and construction industry. I also co-chairing the Professional Practice and Development Task Force which is charged with reviewing and reforming the engineering profession and practice in Sudan.I also kicked started an online CPD Programme aimed at sharing knowledge and expertise between the local and international members.

I was part of Task Group #2 (FIDIC STRATEGIC TRAINING PROGRAMS) working with FIDIC and FIDIC Credentialing Ltd (FCL).FIDIC CBC later evolved into FIDIC Academy.

Promoted to a Managing Partner and Head of Dept (HoD) leading an integrated portfolio of (70+) projects involving studies, design, construction supervision, management and delivery of new build and rehabilitation projects covering both buildings and MEP projects in Sudan and Africa from inception to completion. Achievements: •Founded and maintained a dedicated Mechanical-Electrical-Plumbing (MEP) Unit to acquire, execute and supervise of MEP-related projects in building, infrastructure, industrial and agriculture domains. This generated new revenue stream, increased company revenue by 10% and eliminated reliance on external resources by 90%. •Developed medium and long-term plans to meet service need and ensure work sustainability.•Masterminded and led the department effort in design excellence and design technology upgrade by introducing and deploying Building Information Modelling (BIM) in departmental operations. This improved design time and quality by 50%. •Streamlined the design process by developing Standard Integrated Documents covering areas of Design + Specs+Pricing (BOQ)+Pre-qualification+Tendering.•Trained and coached all office technical staff into new design tools to improve design output. •Trained and coached all site staff into new construction supervision and contract administration tools. •Revamped the department marketing, business development system to increase client reach by 20% annually and increase project proposal submissions from 32 to 45 bids annually. •Portfolio Financial Management (strategic pricing, budgets and profitability, invoicing, cash flow projections and project final accounts). This reduced account receivables by 50% and accounts payables by 20% and increased profitability by 20%. For the first time, the department’s performance was ranked 1st in the company surpassing other business departments. •Devised departmental annual revenue, operational targets, reporting and presentation to Newtech Board of Directors.

In charge of Planning and Monitoring Unit (P&MU), a semi supportive-controlling PMO, overseeing and supporting the acquisition, planning, execution and monitoring of project operations across five functional project depts. Achievements: •Modernisation / Transformation Scheme: I planned, initiated and supervised the relocation to new office HQ refurbishment works, new IT infrastructure and equipment procurement. This is to enhance the company work environment, increase core staffing, and upgrade its IT, design and project management capabilities in support of organisational change; learning, and continuous improvement.•Supervised the development and deployment of new company website, email domain and company-wide cyber-security to better market and promote the company’s services locally and internationally. •Setting up and rolling project management systems and workflow processes for each department. •Newtech Standardisation & Improvement Scheme (NSIP): Author of the Project Management Manual, Construction Supervision & Contract Administration Manual in line with international best practices. •Devising systems, documentation, tools and reporting for project management, design management and construction supervision such as PM-Toolkit and Site-Man systems. •Setting up annual targets for marketing, project acquisition, project execution and financial KPIs. •Represent the P&MU at monthly departmental progress meetings and the annual Board meetings. This is to provide assurance on the development and progress of projects and portfolios. The P&MU later took charge of planning, devising, roll-out and implementation of Newtech 5-Year Strategic Plan. Achievements:•Increasing organisational revenue by 20% in 3 years. •Expanding regional operations by acquiring new regional projects overseas in Africa and GCC. •Creating a new Management Manuals and Systems [e.g. Quality Management System (QMS), Financial Management System (FMS) and HR Management System (HRMS)].

Appointed as Planning and Process Manager for the CTC Construction Division. Achievements:•I was the architect behind transforming the existing business from a cost-centre to a profit-making entity by producing and implementing a new business model to sell engineering services for a fee. •Devising and implementing ISO Quality Management System (QMS) covering working processes and procedures covering areas like design, pricing, estimations, cost control, contracts and construction management for EIDCO and CTC Construction. •ERP planning and architecture for EIDCO and CTC Construction.•Assisting the Heads / GMs for EIDCO and CTC Construction to prepare Annual Operation Plans. •Assisting the Heads / GMs to liaise between CTC Group Divisions to execute their development and construction plans. •Undertook a number of Commercial Real Estate (CRE) design and construction projects as a PM. Responsible for the design assignments, daily construction progression, overseeing the invoicing cycle and the financial reporting. •Auditing the acquisition of LaConstructa (a prominent Middle-Eastern Contractor), stake-owner in Byblos Bank (Africa).

Appointed as Planning Manager for the construction of Omdurman Water Supply and Optimisation Project valued at €89M. The WTP delivers 200 million litre / day for 1.5 million capita. This is a BOOT project under Biwater (PTY) Ltd who were the main BOOT Contractor. A&A Engineers and Constructors was the main Civil Works Sub-contractor. - Preparation, maintaining and monitoring of the civil works sub-contract programme. - Establishing and maintaining UK-equivalent site processes covering Project Document Control, H&S, environmental and social aspects. - Establishing Site Supervision and QA/QC System (physical and electronic). - Preparation of Work Method Statements for civil works. - Management of site documentation flow between the Main Contractor the Sub-Contractor - Managing A&A material and equipment suppliers (supply chain) ensuring that materials conform to the contract specifications. - Supporting the Construction Manager to appoint civil sub-sub-contractors. - Assisting the Site Engineers to plan and organise the construction works. - Attending internal and client’s works progress meetings. - Process payments and change-order tracking. - Follow-up of all civil works activities and progress reporting (including HSE&W aspects) - Highlighting project risks and formulating actions.

Worked as a Graduate Highways Engineer with Atkins (Area 4) Maintenance Agency. Duties were the delivery of highway improvement schemes from inception to completion. This included preparing feasibility studies, traffic studies, conceptual and detailed designs, works orders and site supervision.Upon the completion of the Area 4 contract, I joined Atkins for the delivery of the ‘Managing Agent’ services in the Highways Agency (HA) Area 10. I worked in the Road Renewals section. I was responsible for scheme identification, road asset condition surveys, pavement testing, solution development and bidding for renewals works valued between £1-5 million GBP. I also gained site experience by working at the A556 Millington Bends Road Renewals Contract. I was later seconded to the Local Network Management Schemes (LNMS) team, where I was responsible for developing the Term and Framework Contracts’ improvement schemes above £500K. I developed strong working experience in the identification, bidding, appraisal, design, procurement and construction of highway improvement works as well as advising on the statutory requirements. I also promoted to LNMS CVM Bid Manager coordinating bid preparation for 30 highway improvement schemes (valued at £28 million GBP) across five Atkins offices. I introduced a new LNMS bid working methodology and tool for the 5-year Forward Programme which later became the preferred Highways Agency (HA) bidding methodology in the Northern region and nationwide. This increased time productivity by over 50% and increased quality and cost predictability by 30%.

After completing the MSc studies, I joined Monson as a Graduate Engineer. I worked in the Civil Engineering department assisting in drainage modelling and highway improvement schemes. This included site inspections, CAD, technical report writing, estimate and risk assessment preparation. I was then seconded to Southern Water to work on drainage renovation schemes across southern England.