Responsible for managing two separate departments at the company, oversaw the project control anddelivery department, supervising a team of 9 project managers and handling a diverse portfolio of internalK&A projects. This encompassed projects in substation engineering, distribution design, power systemstudies, inventory management, and PMO initiatives. Additionally, directed the project controldepartment, consisting of approximately 55 personnel, to provide comprehensive scheduling, cost, anddocument management support for both K&A and its clients.

Led the Project Control Department, overseeing a team of approximately 55 personnel and managingscheduling, cost control, document control, and project support functions. Regularly reported projecthealth status to executive leadership, ensuring transparency and accountability in decision-makingprocesses. Optimized resource and personnel utilization across the company to maximize efficiency andproductivity. Implemented rigorous cost and time management practices for all internal projects, ensuringadherence to budgets and timelines. Spearheaded the establishment of a Project Management Office(PMO) infrastructure to enhance project governance and performance. Conducted training andestablished a project control department in Nepal, facilitating standardized processes and procedures.Played a key role in estimating and bidding for new projects, leveraging expertise to secure profitableopportunities. Established EPC procedures and infrastructure as the company entered the EPC market,ensuring seamless integration and compliance with industry standards. Provided consultant services to adiverse range of K&A clients, offering strategic insights and guidance to support their project objectives.

Supporting the New York Power Authority's (NYPA) Smart Generation Transmission and AssetManagement (SGT AM) Program involves overseeing a suite of projects aimed at modernizing thestate's electrical grid, with a total investment of approximately $1.2 billion. Key responsibilitiesinclude developing comprehensive, resource-loaded schedules tailored for scalability to smallerprograms and enterprise applications. Additionally, contributions extend to project development,procurement strategy formulation, and conducting monthly analyses on program earned valueand progress.

Led the design and construction of 1.7 million square feet of residential apartments for the HousingMinistry of Iran, utilizing innovative precast Italian technology known as system “K” across three phases.Oversaw a workforce of over 500 direct laborers and managed over 100 subcontractors from preconstructionto final handover, catering to 2000 end-users. Successfully planned, monitored, andcontrolled project execution, delivering under budget and ahead of schedule. Obtained governmentapprovals for the new construction system, providing training to subcontractors and internal teams forseamless implementation. Managed the project's supply chain amidst international sanctions anddomestic inflation, minimizing impact on budget and schedule. Established and managed a precastconcrete factory, recognized for its efficiency with the "Fastest Concrete Factory" award by the IranianMinistry of Industry in 2015

Led transformative initiatives at Farabeton Company, including the establishment of a standardizedProject Management Office (PMO) and integration of the supply chain. Implemented an ERP system forenhanced accounting and knowledge management, while redesigning management systems to achieveISO 9001, ISO 14001, and OHSAS 18001 certifications, meeting rigorous standards set by "Quality AuditUK Limited." Participated in over 100 project bids and managed the claim department, ensuring effectivehandling of contractual matters.

Led the construction of 2.7 million square feet of residential high-rise concrete structures (turnkey) forprivate company AUC (Al Adel United Company). Established the company's inaugural internationalsatellite office in the Kurdish region of Iraq, overseeing all legal and operational aspects of the project,including work permits, housing, transportation, customs, and equipment mobilization. Managed thebidding process, subcontractor selection, and subsequent oversight. Successfully planned, managed, andmonitored project budget, scope, and schedule up to 25% completion. Closed out the project seamlessly,resolving all financial and legal obligations, despite its cancellation due to regional war and instability.

Led the project control for the construction of four domestic water reservoirs with a total capacity of 21million gallons for Fars Region water organization. Took charge of planning, managing, and controllingthe project scope, schedule, and budget to ensure successful delivery. Maintained close coordinationwith other project managers to streamline workflows and enhance project efficiency.

Effectively planned and controlled project schedules and costs for various projects, including the ShahidRajaie ports railroad system in Bandar Abbas port, the construction of 408-unit structural steel high-risebuildings in Hashtgerd, and the excavation of 2.6 million cubic yards of earth in Assaloye projects, allmanaged from the main head office. Conducted weekly jobsite walk-throughs, providing progress reportsto the company head office, and coordinating subcontractors’ work schedules. Additionally, providedestimated project costs and schedules for bid packages, ensuring accurate and competitive proposals.

Third Ammonia Plant (Petrochemical Unit), Bandar ImamManaged electrical system work for the Ammonia Petrochemical Complex. Analyzed design drawings andspearheaded the coordination and installation of underground cabling for the power system. Collaboratedclosely with a team of five engineers to ensure seamless execution and adherence to projectspecifications.