Project: Belgrade Metro Line 1, €2.7B (euros) project value. Project included BIM elementProject Director for Belgrade Metro Line 1 (DB ECO & SYSTRA partnership), overseeing design and construction for the Metro and Depot in Makis. Optimised project delivery strategies for quality, safety, time, and cost while managing contract preparation for civil works which included tunnel works via Tunnel Boring Machines (TBMs) and transport systems. Directed stakeholder engagement, ensured compliance with employer requirements, and served as an impartial advisor. Oversaw budget, risk, schedule, and quality reporting, approving design documentation and method statements.• Secured three FIDIC contracts to advance projects.• Established the project management consulting office.• Delivered all employer requirements for the mainline contract.• Secured system contract terms for supplier proposals.• Ensured timely client payments.• Fostered teamwork within the PMC team.• Implemented Kaizen for continuous improvement.• Led contract signing for Makis Depot and Metro Line 1.

Project: Belgrade Metro Line 1, €2.7B (euros) Project Value, Project included BIM elementCrafted the Technical Proposal for the Belgrade Metro Tender (DB ECO & SYSTRA JV). Developed project management policies to meet client expectations. Projected future PMC roles and estimated resource needs. Established reporting mechanisms for external data collection. Proposed a project lifecycle schedule to minimise urban disruption. Ensured compliance with national and international Metro standards.• Established protocols for Project Management Consultant (PMC) and lifecycle resource planning for Metro Line 1.• Positioned as top candidate for PMC Project Director.• Delivered winning bid on time, meeting client expectations.

Project: Tren Maya Project, €10B (euros) project value, Project included BIM elementDirected Tren Maya high-speed rail shadow operator consortium (INECO, RENFE, DB ECO). Provided operational recommendations to client FONATUR and improved technical specifications. Coordinated documentation access among client, PMO, and subcontractors. Defined consortium roles and managed engineering disciplines. Led interoperability workshops and conducted tender reviews. Reviewed technical proposals and produced scheduling, logistics, environmental, and sociological reports.• Established the Shadow Operator Consulting Office and built a high-performing team.• Delivered timely technical reviews of rolling stock contractors, meeting client needs.• Secured the project director role within the consortium.• Ensured prompt client payments and implemented technical control processes.• Managed on-time, budget-compliant delivery of freight and passenger services.• Oversaw stakeholder engagement, ensuring transparent communication on operational progress.

Project: Tel Aviv Red Line, $4.7B (US dollars) project value, Project included BIM elementIntegration Manager for Tel Aviv LRT Red Line Systems, leading 50+ specialists for CRTGEEB. Ensured compliance with V&V and contractual requirements while providing technical guidance to PMC/PMO and client NTA. Managed subsystem design development, integration activities, and change management. Established design approval processes, monitored progress, and recommended cost-effective solutions to enhance system longevity.• Secured system acceptance at key design gates and obtained contract variations.• Implemented controlled methods for technical design changes and robust requirements management.• Analysed risks and recommended mitigation strategies for technical issues.• Led stage gate reviews and assessments, monitoring system design progress with stakeholders.

Project: Doha Metro Red Line, $36B (US dollars) project value, Project included BIM element.Oversaw project deliverables as Consortium Requirements Manager for Doha Metro, utilising ComplyPro for verification and validation. Led client meetings to address issues and review project progress, monitoring cost and schedule impacts of technical changes. Updated risk logs and project assurance documentation, ensuring compliance with railway standards. Managed consortium-wide communication on requirement management and directed coordinators to ensure clarity and accountability.• Achieved 80% completion in technical verification and 70% in technical validation.• Fostered collaboration among consortium members for effective data collection, closing open requirements.• Improved evidence capture processes across subsystems within the consortium.• Facilitated viable variations, resulting in successful client payments for unique requirements.

Projects: Four Line Modernisation (4LM), Signalling Upgrade Programme (SUP), Victoria Line Upgrade, Cooling the Tube Programme, LUL Legacy Programme, €8B (euros) project value. Project included BIM elementLed mass transit rail projects for over a decade, managing delivery of the Automated Train Control (ATC) system with a 60-member team. Ensured compliance with British and European standards while chairing workshops to align technical and maintenance requirements. Monitored costs and schedules, mitigating risks to streamline project delivery using best practices. Captured requirements through stakeholder collaboration and implemented lean management methodologies to boost productivity. Fostered strong stakeholder relationships, ensuring compliance with Mandatory Asset Information Deliverables (MAID) and providing regular progress reports. Appointed Project Manager for key initiatives, earning commendation for delivering the C-Stock Trains Peltier Cab Cooling Units project ahead of schedule and under budget.• Rebuilt two C-Stock coaches post-7/7 attacks and delivered A-Stock Train Door Maintenance Overhaul.• Introduced best practices in project management, managing capital projects from inception to handover.• Secured dispensation for innovative signalling testing and mentored five engineers to chartered status.• Received LUL commendation for timely, under-budget project delivery, achieving significant savings.• Became the youngest assistant project manager upon completing the graduate programme.

Undertook various placements in different departments to undertake temporary tasks and gain an understanding and familiarity with the London Underground's mass transit environment.During this period of career, worked on projects involving rolling stock, materials science, P-Way, IT systems, power, civil engineering, control systems, health and safety, civil works, communications and signalling. Value of the projects varied from several million pounds sterling.Overall, my time as a graduate engineer at London Underground gave me first-hand knowledge and experience of strategic rail operations planning on one of the busiest operational mass transit systems in the world.Graduate Engineer Scheme: London Underground (Infraco SSL)(Period: Aug 2002 – Nov 2004 Value: £1/2-5 million Timescales: Varied)

In this role, I gained a wealth of knowledge about best practice in data presentation and analytical reporting, which would help me in future roles and positions. Westminster City Council - Project Analyst Jan 2002 - Aug 2002Project Worth: £8 million Project Timescale: 8 monthsFrom: 01/2002 to 08/2002

In this role, I gained extensive knowledge of system architecture development in relation to databases and information storage and manipulation, which helped to strengthen my data exploration skills.Ofsted - Project Analyst Sept 2001 - Dec 2001Project Worth: £10million Project Timescale: 3 months

In this role I was able to strengthen my preferred method of stakeholder management and work on my interpersonal, analytical and communication skills that would help me progress in the project management and engineering environment.Cable & Wireless Communications - Major Bids & Development Consultant Jan 2001 - Aug 2001Project Worth: Variable millions Project Timescale: 7 monthsFrom: 01/2001 to 08/2001

In this role, I gained an understanding of the different project management methodologies that can be applied to the private and public sectors.Cable & Wireless Communication - Project Co-ordinator Jun 2000 - Jan 2001Project Worth: £20 million Project Timescale: 7 months

Hiretech - Graduate Engineer (Sandwich Year)Aug 1998 - Aug 1999Project Worth: £2 million Project Timescale: 12 months