Building the controls that give leaders confidence to act
I lead project controls and PMO governance on billion-dollar infrastructure, aviation, and transport programmes. When leadership needs to trust the numbers, make capital decisions, or recover a programme that has lost its way, that is the environment I operate in.
23 years across mega-programmes in the GCC and Australia. $25B+ portfolio value led. MBA, PMP, BSc Mechanical Engineering.
I solve the problem behind the problem
Most programmes do not fail because people are incompetent. They fail because controls are generating reports but not generating confidence. I fix that gap.
Restore executive confidence in programme data
When leadership cannot trust the schedule, cost forecast, or risk position, every decision becomes a negotiation instead of an action. I rebuild the controls baseline so that information drives decisions, not politics.
Build PMO governance from scratch or fix what is broken
Stage-gate assurance, reporting discipline, change control, and performance measurement frameworks designed for complex multi-stakeholder environments where governance gaps become delivery failures.
Make risk and exposure visible before damage is done
Quantified risk analysis, SRA validation, and probabilistic forecasting translated into language that leadership can act on. Bad news travels fast. Risks are visible early. The programme narrative stays honest.
Protect the owner position on claims and commercial exposure
Delay causation analysis, EOT assessment, and defensible entitlement positions built from schedule forensics and clear cause-and-effect narratives that hold under scrutiny.
Integrated project controls leadership
End-to-end command of schedule, cost, risk, change, governance, and executive reporting built for mega-programme delivery.
Outcomes that matter to decision-makers
Delivered in live mega-programme environments. Not theoretical frameworks.
Enabled data-driven capital decisions on a $7B airport programme
Built integrated schedule, EVM, cost baseline, change control, and SRA reporting into a single controls framework at KSIA, giving leadership confidence to act on programme data instead of assumptions.
Redirected $40M to critical packages through QRA validation
Identified misaligned contingency distribution in P50/P80 outputs and translated probabilistic exposure into revised capital phasing scenarios.
Maintained programme performance within ±3% on a $5.7B metro programme
Integrated schedule, cost, and risk controls using Primavera P6 and Acumen Fuse across greenfield and brownfield delivery on Sydney Metro Northwest.
Protected owner interests on contractor claims exceeding $52M
Led delay causation analysis and EOT assessment on Sydney Metro Northwest, producing evidence-based positions that held under scrutiny across multiple claim events.
Built and led controls teams of up to 25 across four countries
Recruited, structured, and managed teams across aviation, metro, and entertainment programmes in the UAE, Saudi Arabia, Oman, and Australia.
Major programmes and environments
Signal, not a full career history. The level of complexity, stakeholder density, and programme exposure behind the capability.
Led integrated controls across 40+ packages: IMS, EVM, cost baseline, change control, SRA/P80 reporting. Reduced cost variance from ±12% to ±5% and restored executive confidence in programme data.
Implemented AWP and ECI protocols, integrated Primavera P6 and Acumen Fuse controls, and maintained performance within ±3% of approved baseline. Achieved 15% uplift on critical path activities.
Embedded as Project Controls Director within the client PMO. Delivered programme-level controls oversight across planning, cost, risk, and reporting. Supported Senior VP with executive decision-making.
Established PMO governance framework, stage-gate reporting, and portfolio controls structure across multiple contract packages supporting on-time delivery milestones.
Managed project controls for MEP and mechanical packages. Established cost baselines, progress measurement, and schedule control supporting on-time delivery for the September 2009 opening.
Delay analysis, EOT assessment, and claims strategy support on programmes exceeding $52M in contested value. Defensible positions that held under scrutiny.
Industries and programme types
Built for complex delivery environments
Used on live mega-programmes, not just listed on a CV.
A commercial and leadership lens, not just a controls lens
There is a question that separates well-run programmes from struggling ones.
On struggling programmes, leadership walks into the meeting asking: "Can we trust these numbers?" That means the controls function is generating reports but not generating confidence.
On well-run programmes, the question shifts to: "What decision do we need to make today?"
That shift is what I work towards. Not more dashboards. Not more schedule updates. The job is to create the conditions where leadership can act on information rather than interrogate it, where bad news travels fast, risks are visible early, and the programme narrative is honest enough to support real decisions.
I have spent 23 years in environments where the controls function either earns its place at the executive table or becomes a reporting burden. I know the difference, and I know how to build one and fix the other.
Let us talk
Open to director and executive-level roles, programme controls advisory mandates, and strategic infrastructure conversations across the GCC and Australia.
Message received
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