Have joined a great boutique PMC with a terrific culture and clear vision.

After three successful years leading a team of amazing people it's time to look to new challenges. As a citizen of the world I'm ready to work anywhere offering a challenging and interesting opportunity

• Project: Mall of Egypt: Development Value USD722m, 136,000m2 GLA, 355 Tenancies Project: City Centre Almaza: Development Value USD580m, 101,000m2 GLA, 263 Tenancies Operating Assets: City Centre Alexandria, City Centre Maadi, City Centre Beirut o Reporting to the Shopping Mall and Development Business Unit• Leadership and management of all staff responsible for the tenancy delivery in MAF assets in Egypt and Lebanon. • From 2016, with project and operational asset teams, my RDD direct reports has exceeded 50 staff.• RDD management interface with both internal MAF business units (Development, Leasing, Construction, Mall Management and Human Capital) and the resolution of tenant concerns.

• Project: Doha Festival City Mall: Development Value USD850m, 240,000m2 GLA, 550 Tenancies Project: Cairo Festival City Mall: Development Value USD650m, 158,000m2 GLA, 306 Tenancies • Lead the management of all matters related to the tenancies, including the overall Concept Planning and Detailed Design, Development, Leasing, Construction and delivery of the Mall. • With the Development Director worked on all Mall design reviews that included, but not limited to, such as mall widths, unit sizes, efficient shopfront ratios to maximize financial returns, sight lines, location of vertical transport, columns as well as Mall furniture and kiosks. • Reviewed and approved the Base design criteria that we carried forward to the individual unit design requirement. Developed, reviewed and approved the Design Criteria Manual and the Tenancy Fitout Guidelines. Both documents are now utilised within the Group.• Developed an overall Process and Procedures Manual. • Reviewed all lease agreements prior to approval based costs and construction implications, whilst managing the Leasing Variation Requests system to oversee works incorporated into the base building. • Strong Team Building

Worked in Australia until relocating to Dubai UAE in October 2006• Projects Director responsible for Government and Private sector projects.• Client Representative - led and managed the clients (Private and Government sectors), project staff, project consultants, contractors and sub-contractors to deliver the highest level of completed projects to satisfy the client’s expectations on all projects. • Involved in all Project phases - initiation, design development, tender, construction and handover to the satisfaction of the client within the agreed time and budget. Selected Project Experience• Centro Gympie Shopping Centre, Queensland: the re-development of the Gympie Shopping Mall - AUD$50 million• Australia • Myer – Re-branding of BI-LO Supermarkets throughout Australia.• Centro Gympie Shopping Centre, Queensland: the re-development of the Gympie Shopping Mall - AUD$50 million• Coles Myer – Re-branding of BI-LO Supermarkets throughout Australia.UAE• Sheikh Khalifa bin Zayed Gynaecological and Paediatric Hospital, Ajman: Project Value - AED200m (USD50m) Client - Ministry of Public Works and Ministry of Health. Project Director/ Client Representative • Umm Al Quwain General Hospital: Project Value AED600m (USD160m) Client - Ministry of Public Works and Ministry of Health. Project Director/ Client Representative to oversee the budget, quality and programme, including change management and dispute resolution within the project team. • Marina Bay Sands Integrated Development, Singapore. Seven-month secondment to provide senior management and Tenancy Coordination expertise. Done whilst still leading the three above projects in the UAE. • Sharjah Investment Center: Project Value AED1.6b (USD440m) Client - Private. Project Director/ Client Representative managing Design and Construction phases.

• Establish and lead the Project Delivery department responsible for works in major cities throughout Australia and New Zealand. • Built an efficient team to deliver refurbishment and future project tenancies through the utilisation of both internal staff and external consultants. • Review of proposed projects that considered design, financial feasibility, project schedules, tenancy layouts and deliverability of the proposed projects.

• Member of the Development team - reviewed design, financial feasibility, programme and tenancy layout design to maximize utilization of area and practical buildability and deliverability of all proposed projects.• Established, trained, mentored and lead project delivery teams • Developed and implemented Deliver Processes and Procedures • Reviewed all lease agreements and variation requests against costs and construction implications. Selected Project Experience• Westfield Bondi Junction: an AUD$850 million redevelopment of two existing centres into a single flagship centre for Westfield with over 300 tenancies including “haute couture”.• Westfield Glenfield: a new centre Development - approx. cost NZ$150m • Westfield WestCity: a re-development – approx. cost NZ$80m • Westfield Pakuranga: a re-development – approx. cost NZ$40m • Westfield St. Lukes: a flagship re-development – approx. cost NZ$200m • Westfield Airport West (Victoria): a re-development – approx. cost AUD$120m • Westfield Southland (Victoria): a flagship re-development – approx. cost AUD$240m • Westfield Strathpine (Queensland): a re-development – approx. cost AUD$60m