Project Manager

Delivery Manager of Projects & Services Strategic Projects Delivery Director

Consistently achieved business results by leading teams to execute successful projects/programs and service contracts. Instilled passion for excellence in project execution and client relationship development in projects and service operations teams. Transformed project success into successful ongoing operations business with all major projects.

Directed full range of operations for highly technical geographically disbursed projects from pre-FEED to Start-Up, managing PM’s and leading projects directly. Extensive experience in creating all types of Project documents and deliverables as stipulated by PMBOK® from proposal stage (Charter, SOW, WBS, PERT, Gant) to Commissioning and Start up (FAT & SAT scope and procedures, Commissioning Work packs, Progress reports, Close out, Lessons Learned)

Enjoyed success as a Project and Operations Professional in Canada, US, Europe, Middle East, and SE Asia.

As PM successfully lead every stage of Project lifecycle in various industries for greenfield and brownfield projects and as Business manager lead consistent improvement of results with focus on Client benefits and social impact.

Core competencies include:

Team Leadership

Talent Attraction/Retention

Stakeholder Communication

Project Proposal (Charter, SOW, WBS, RACI)

Project Execution (EVM, RACI)

Construction and Start Up

Client Relationship Mgmt.

Diversity & Inclusiveness

PMO management

Change Management

Project Governance & Review

Energy, Nuclear, LNG, O&G

PROFESSIONAL EXPERIENCE

Faithful + Gould / SNC-Lavalin, Ottawa CND 2020 – ongoing

Lead Project Manager assigned to Canadian Nuclear Laboratories 2020 – ongoing

Hired specifically by F+G as part of the team that is engaged in Busines transformation of CNL from Crown Corporation to highly functioning, profitable world class Nuclear research and ERM institution privately operated under government ownership. Focus of the assignment is on applying most effective Client project management principles of Earn Value Management. Working as Lead PM in Environmental Remediation Management and Facilities Decommissioning function in CNL.

Business Results Highlights:

Drive strategic transformations of the business approach from government entity to business-oriented profit making and social responsible private - public entity

In fiscal year 20/21 worked in the PM team managing multidiscipline projects with more than 100 mill.$ in value.

Business group of deployment has been declared best Project Management group in CNL

SPI in last 20/21 fiscal year improved from 0.67 to 1.05 and CPI from 0.56 to 1.01 despite Covid-19 impact

Worked on successful approval for 3 projects with Canadian Nuclear Safety Commission (CNSC)

SCHNEIDER ELECTRIC, Ottawa CND (home office), Houston US, Doha QAT 2006 – 2020

Global Delivery Director for ExxonMobil Strategic Account 2015 – 2020

Promoted from previous position with task to Lead combined Project, Service and technical activities needed to turn around declining business results and ensure. Led activities with a cross-functional matrixed team while focusing on business objectives with intensive use of remote and virtual project work. Fostered client relationships to enable effective executive, technical and project level governance, communication, and reporting.

Business Results Highlights:

Established a specific ExxonMobil Portfolio Review process of Schneider Electric Projects and Service contracts with ExxonMobil. Monitored and reported on 40-50 projects at any time with a full Review of Major Projects representing more than $80M portfolio.

Led successful technical approval by ExxonMobil of Schneider Electric new Technology, Software and Schneider Electric FLEX project execution methodology, compliant with “It Just Happens” requirement leading to return of Schneider Electric to Preferred Vendor List for new Greenfield projects. Crated document that incorporates detailed scope and activities for various departments in Schneider Electric to achieve certification.

Worked on early re-FEED work on ExxonMobil Mozambique LNG (Rovuma) mega-project, resulting in the first Major Project win of ExxonMobil Greenfield project for Schneider Electric (Invensys) since 2010. Booked as the win of $220M across several LOB’s of Schneider Electric. Crated first SOW document and Project Execution Plan.

As Major Project Director, drove the success of a $14.4M brownfield upgrade of ExxonMobil BPEP plant in Beaumont, TX, with multi-stage showdown and upgrade of DCS / SIS / Network and Cyber Security strengthening. Accountable for SOW, WBS and EVM for the project.

Performed cold eye independent project audit on Nuclear projects LOB in Schneider Electric to ensure transfer of Nuclear business to Framatome. Performed other Major Projects internal reviews for NAM project when needed.

Part of a three-person Strategic Account team, that turned around relationship and business with ExxonMobil from declining to one with the biggest perspective among Strategic Accounts.

Delivery Manager of Projects and Services for Qatar, Oman, & Yemen (ex-Invensys until 201*-****-****

Provided operations and technical leadership and expertise for diverse businesses across the three-country territory. Accountable for P&L, revenue generation, and execution of the Annual Operating Plan (AOP). Performed a dual role as Project Director / Sponsor with a full set of PMO responsibilities and Manager - Client and Service Support.

Business Results Highlights:

Led project and service delivery teams in achieving success through a period of explosive growth for operations of regional and global importance. Territory achieved growth from $8M in FY2008 to $56M in FY2015.

Attracted and managed talent to transform the Projects & Services Delivery team from an incoherent group of 12 engineers to highly structured team of 54 Projects & Service Professionals. The team had members from >10 nations and a visible percentage of highly skilled female Service Engineers, a unique achievement for the Oil & Gas in Qatar.

Managed operations in a complex matrixed organization even though some project teams reported to regional and global functional lines with use of WebEx and remote project reviews and Cloud engineering.

Managed with PM’s in the team or directly portfolio of 20-30 projects in each FY with the high number of major projects executed during my tenure. The project portfolio had a mix of new projects, upgrades and expansions. Created typical set of documents for upgrade project (including SOW, WBS, Project execution plan, Lesson learned templates, etc..)

Successfully established major service contracts for the complete installed base of Qatar Gas, RasGas and Yemen LNG with revenue exceeding $2M/year for basic support. My team was responsible for supporting 30% of World LNG production at the time.

Was co-creator of 2 critical Internal Business Transformations studies:

oiDeliver (upgrades) – created methodology and software for Project and Engineering management workflow.

oMAC Center of Excellence – start-up plan for a new business unit to execute MAC type of projects for Invensys

Project Manager Site Manager – RasGas LNG Train 6 & 7 (ex-Invensys, Doha, Singapore) 2007-2009

Managed RGX2 new trains mega project in the post-FAT stage and during construction and start-up. Led intensive review for all major documents including SOW, WBS, Project Execution plan, Construction Work Packs, etc. Project scope had fully integrated control and safety system ICSS of two largest LNG trains in the world. Overall EPC budget of $2.1B; and $25M for Invensys scope to provide a fully integrated control system consisting of DCS / SIS FGS, MESH network, FO cabinets, power distribution, with the full set of advanced application and hardware for asset management, loop optimization, and alarm management.

Project Achievement Highlights:

·Managed and trained a team of more than 30-35 new Invensys Engineers. Ensured perfect HSE record without a single safety incident or reported LTA (Lost Time for Accident) during 18 months of site work.

·Cooperating with EPC and Client PMT (ExxonMobil) Invensys site team, achieved full System readiness for Start-Up ahead of last updated schedule despite implementing many first-time solutions for Client, EPC and Invensys

·Due to design changes on Train7, Train 6 had to have full re-engineering of application for DCS and SIS performed on-site. Led the team to overcome this and other setbacks and organizational issues to start project on-schedule, providing very stringent control of the mobilized workforce. Created new set of basic project documents (SOW, WBS, Commissioning Work Packs) to address re-design work.

·Ensuring full Client satisfaction, with careful coordination of all stakeholders and by providing additional services (i.e. SPI-Intools administration, Loop-Tuning SME) with the site commissioning team ensured revenue from site support in the amount of 20mill$ over 2,5 years of site support, exceeding initially planned revenue several times.

Project Manager Qatar Office (ex-Invensys) 2007

Managed several local projects in the execution site phase while preparing for the RasGas Train 6&7 project handover. Projects ware in a revenue range of 4-6 mil$ with the scope of upgrades and expansions with Clients in Qatar: QAFAC, Qatar Petroleum, QCHEM and Qatar Gas

TECHNIP, Abu Dhabi UAE, Paris FR, 2002 – 2006

Lead I&C Discipline Engineer Lead SIS Lead FGS Senior Control Systems Engineer

Played a critical role in the completion of a range of oil and gas projects. A most important project was:

Qatar Gas II (EPC- CTJV) – Lead Safety Systems Engineer and Acting Overall Lead Engineer for Abu Dhabi scope of the world’s largest LNG production trains and supporting utilities with the project valued at $2.1B.

Directed Abu Dhabi's scope of control systems, principal safeguarding, FAT engineering, assumed overall responsibilities after previous employee’s resignation and led until the successful conclusion of FAT and signoff.

Prepared SIS design including SOW, C&E, Control & Safety Narratives, Functional Logic Diagrams, etc. and performed 12 months FAT in Singapore for the first two mega trains with bare minimum changes and with no Change Order signed off during FAT, ensuring timely finish of FAT two weeks before the Joint Venture plan.

List of Major Projects with Lead role (details in CV form available on request):

Qatar gas AGX De-bottlenecking (FEED),

AKPO FPSO (EPC) – Total France, Nigeria,

North East Bab – Phase 1 Development (EPC) for ADCO UAE,

NPCC Shipyard Queshm S-N Project (Construction and Commissioning) for Shell Iran Offshore / NIOC

Soroosh Nowrooz Project (E&P) for Shell Iran Offshore / NIOC

Coca-Cola HBC, Sarajevo, Bosnia & Herzegovina 2000 – 2002

Electrical & Instrumentation Project Engineer Maintenance Manager

Managed E&I of new production plant erection and start-up (EPC), as well as full EPCM of beverage plant with the full set of facilities. Project completed and production started on-schedule with three months from roof erection to the first bottle, at the time the un-recorded speed of construction and start-up.

Hired and Trained Engineering and Maintenance team, which is still the core of the team in the plant now.

Increased the mechanical efficiency of the whole plant from 65% to 82% in the first year after the start-up.

EDUCATION & PROFESSIONAL DEVELOPMENT

Master of Science in Project Management University of Liverpool, School of Management

Master of Engineering – Electronics Engineering, Major Control Systems Vojno Technicki Fakultet – Zagreb, Croatia

Project Management Professional (PMP®) certification Project Management Institute – PMI

Invensys Leading Leaders Certification

Invensys Operations Management PALM Pro - (Program for Action Learning & Mentoring)

The Coca-Cola Company and Wits Business School University of Witwatersrand, Johannesburg – PMDP

Economic Development Institute of the World Bank, Austrian Peace Study Institute - Project Management and Conflict Resolution Course

Note: Holding Canadian Citizenship and Bosnian Citizenship. Hold Canadian Federal government Enhanced Security Clearance and Canadian Nuclear Worker Safety Clearance

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