Jan 2014 – May 2015 · 1 yr 4 mos · Khobar

•  ACIS Business unit Manager for MENA-region – (Business development and Project operations)
• Drove the over-all P&L of the division with a target of $30m sales, by managing business development and project operations.
• Prepared business plan for the next 5 years and current year for my business division, inline to the mission of the company.
• Conduct market-intelligence to generate leads, and identify and prioritize strategic projects in line to division’s business and policy.
• Managed and maintained relationship with the existing client while pursuing them to expand the scope and get new job.
• Partnered with finance to analyze the regional spend data project wise to identify areas of performance and improvement.
• Launched the project operations by staff and resource planning, recruiting and procuring shortfalls, and setting on-site facilities.
• Prepared project based execution strategy, budget, and cash flow, and program managed multiple projects across their life cycle.
• Prepare management report to summarize target vs actual, spend vs budget, planned vs forecast that help in decision making.
•  Project Director (Fire and gas upgrade project at Petro-chemical facility)
• Managed an EPC project in crisis with a team of 120 people from mixed culture to accelerate project progress and control cost.
• Managed stake-holders, project team and vendors to resolve technical, change management and commercial issues.
• Presented contract changes summary of $ 8 m to client’s senior management and mediated the contract change conflict.
• Pushed invoicing and payment from the client side and re-negotiated credit terms with sub-contractors to revive project cash flow.
• Conducted one on one with functional leads to re-align their KPIs with project need and extended support to make it success.
• Improved business processes to bring efficiency across various project functions such as procurement, engineering, finance etc.

Mar 2012 – Mar 2013 · 1 yr

• Led 5 member team for business processes improvement of Lanco’s consolidated divisions.
• Drafted new Quality Management System that facilitated SAP integration between various functions and reduced procurement cycle.
• Among the Top 0.5% in the organization to be selected in Lanco’s prestigious Leadership Program.
• Conducted Enterprise Risk management for the post merged divisions of Lanco and built Risk response matrix.
• Worked with Top Managers and CXOs to do Business process improvement and drive change management.
• Applied “As Is study”, Gap Analysis, and SIPOC model to rebuild Quality Manual and nine department manuals.
• Applied lean SIX sigma methods to improve efficiency and reduced over-all cycle time of business processes.

Sep 2010 – Mar 2012 · 1 yr 6 mos

•  Client Engagements
• Lead the Control and Instrumentation Engineering for for India’s 1st Integrated Solar module manufacturing facility (Polysilicon, Wafer, Cell and Module) to do Techno-Commercial Evaluations, Detail Engg, Vendor selection, vendor development.
• Worked with Client to freeze Engineering requirements, build RFP/RFI, evaluate supplier’s bid and finalize contracts.
• Applied design innovation and assisted procurement team in negotiation to save 20% of my scoped project budget.
• Developed new suppliers and prepared supplier score card matrix for 20 packages of power and energy projects.
• Selection, Detail Engineering and Configuration of Emerson Delta-V, Honeywell BMS and Rockwell’s PLC/SCADA.
• Led detail engineering and safety studies to develop operation philosophy, control logic and SCADA guidelines.
•  Control and Automation Engineering – Solar Thermal Power Plant
• Built project concept engineering documents like scope matrix, work package list, layouts and operation philosophy.
• Developed Specification for critical packages and evaluated supplier’s proposal of Turbine, DCS and Hydraulic system.
•  Business development
• Built technical project proposal to participate in public sector tenders.
• Facilitated in-bid clarification and client engagement that led to successful qualification of bids in nuclear and Oil & Gas industry.
• Achievements:
• Received Letter of appreciation from Business Head for outstanding leadership and commitment - 2012.
• Published and presented Technical paper at international conference ISA-2012, POWAT held at New Delhi.

Jun 2009 – Sep 2010 · 1 yr 3 mos · Kanpur

•  Project Manager – Catalyst Expansion and Renovation Project
• Led project team to complete project engineering, safety studies, planning, risk management and site Execution.
• Prepared master budget and schedule and translated it into weekly work responsibility matrix to reduce variance.
• Managed stake-holders, suppliers and contractors, and resolved conflicts at the site to run the project execution.
• Used Lean Six Sigma and automation to redesign processes that streamlined operation and improved ergonomics.
• Built RFP, conducted techno-commercial evaluation and negotiated with vendors to save 15% of project budget.
• Implemented entire life cycle of Plant Automation: designing, configuration, testing, training and commissioning.
• Conducted workshops to drive acceptance of automation among workers and operators to meet client’s satisfaction.
•  Global Project Delivery – Two Greenfield Catalyst Manufacturing plants
• Collaborated with UK Team to develop long-term global partnership with European and Indian suppliers.
• Developed entire plant operation sequence, P&IDs, control philosophy, Cause and Effect Matrix and Layout.
• Learned technologies at UK plants and built an advanced version of plant automation and SCADA using Emerson DCS.
• Designed integration for sub-plant PLCs and main DCSs and created complete control possible from a single terminal
• Set up IT infrastructure at Indian site that resolved business problem by providing global access to Indian plant.
• Led cross-cultural international teams (20 people) to perform end to end integrated FAT at Germany and India

Jul 2007 – Jun 2009 · 1 yr 11 mos · Aurangabad, Maharashtra

•  Operation Management – Site Manager for Green field Hydrogen Generation Plant
• Prepared and monitored master schedule on MS project to minimize schedule and budget variation during execution.
• Managed cross-functional teams (140 people) to complete installation, commissioning, testing and handing over.
• Worked with Chinese engineers to re-configure the plant PLC, HMI and SCADA to meet the operational needs.
• Ran operation to test performance parameters and mentored operation manager before contract closure.
•  Pilot Scale plant – Site Execution
• Designed plant control system and operation philosophy and applied lean methods to improve efficiency by 20%.
• Honeywell DCS: Set-up the hardware, wrote code for controllers, designed SCADA and database, commissioning.
• Led site team to complete the erection of the plant and conducted training sessions for operators and technicians.
•  Process Improvement – Soaking Plant
• Automated the existing bottleneck-Soaking Plant to increase its efficiency by 60% which increased line capacity.
• Optimized RM consumption by redesigning the plant processes based on available patents and historical data.