PMP-certified Project Management Manager with 8+ years delivering major capital, infrastructure, and utilities programmes, with exposure to a combined ~USD 2.9B portfolio. Reports to the CEO at ASCE (EDF, Masdar, EWP & SUEZ) on the ~USD 2B AMAALA Utilities PPP/BOOT Concession.
“I can recommend him without hesitation.”
PMP-certified Project Management Manager with 8+ years delivering major capital, infrastructure, and utilities programmes across owner, concessionaire, and engineering consultancy environments, with exposure to a combined ~USD 2.9B portfolio. Reports to the CEO at AMAALA Sustainable Company for Energy (ASCE) (EDF, Masdar, EWP & SUEZ) on the ~USD 2B AMAALA Utilities PPP/BOOT concession, holding the EPC Contractor and O&M Operator to scope, schedule, cost, and quality across five utility packages.
Monitors the project budget with the CEO, certifies payments against verified progress and milestones, and led the SERA and SWA engagement that secured the Company's permits and licences. Earlier mobilized a SAR 1.8B municipal infrastructure programme and delivered an eight-site SWRO programme.
Six things I do on every capital programme, each backed by a result already delivered.
Validate contractor programmes independently against site actuals, find the driving constraint, and put a recovery option on the table.
Run contractual governance so notices, claims, variations, and EOT are handled on time, and certify payments only against verified progress.
Governance standards, reporting structure, KPI framework, RAID, and the team to run them, in place from mobilization.
One reporting platform that turns functional data into executive dashboards, Board packs, and lender reports.
Lead engagement with regulators, offtakers, EPC contractors, O&M operators, and owner's engineers to clear approvals.
Commissioning and turnover governance from ECC to CCC, punch-list closure, and acceptance.
I had the pleasure of having Mohammed Alsafi as part of my team, and I can recommend him without hesitation. Mohammed consistently demonstrated strong project management capabilities, sound commercial and contractual judgment, and the ability to navigate the complexities of major infrastructure and utilities projects.
What I particularly valued was his reliability, sense of ownership, and ability to provide clear and well-structured insights in demanding project environments. He is a committed professional who works effectively across different stakeholders and disciplines.
I am confident he will bring significant value to his next organization, and I wish him every success in this next chapter.
I built a live project-control website system that measures EPC performance weekly down to buildings, systems, subsystems and individual activities showing exactly what is complete, slipping, outstanding, and the evidence behind each status.
Illustrative views of the system's modules. Project data is confidential and has been removed.
Overall progress, forecast completion and HSE, with each phase measured against plan.
Every weekly review and Board pack opens with this page: progress against plan, forecast finish and HSE.
Leadership sees the position in two minutes and spends the meeting on decisions instead of reconciling numbers.
Executive reporting: condensing a large programme into what the CEO and Board need to act on.
Every status is traced from the project level to a single activity, with the record that supports it.
When a figure moves, I trace it from project to zone, building, system, subsystem and the single activity, then check the record behind it.
Progress claims are tested against evidence before they reach payment certification or the Board.
Progress validation against site actuals, and control of detail at scale.
The longest path joined back to the programme, so the status of each step is live.
I join the Contractor's longest path to the live programme and watch which step is late or has no float left.
Recovery effort goes to the steps that move the completion date. This is how the 132 kV constraint was found and ~20 days recovered.
Critical path analysis and schedule recovery.
The Contractor's remaining plan set against the pace actually achieved, projected to a finish date.
I project the finish date from the pace actually achieved and set it against the Contractor's remaining plan.
A plan that is not credible is challenged months before the contract date, while there is still time to add resources or re-sequence.
Independent forecasting and schedule assurance.
Each system in each building tracked from submission to walkdown, punch clearance and signature.
I track each system's ECC from submission, walkdown and Category A punch clearance through to signature and MCC.
Handover blockers surface early, protecting the completion date and NTP-linked payment release.
Commissioning and turnover governance from ECC to CCC.
Registers that carry no schedule weight but still stand between the project and handover.
I monitor punch lists, WIR, NCR, as-builts, QC documents and FATs alongside the programme.
It exposes work the schedule reports as nearly done but that still stands between the project and acceptance.
QA/QC governance and completion-focused control.
The gap against plan period by period, with a snapshot saved every week.
I save a snapshot every week and compare the variance period by period.
Management can see whether corrective actions are working, backed by data.
Performance management and KPI tracking over time.
Likelihood against impact, linked to the risk register and every milestone that carries a variance.
I link the risk register to milestone variance and review high-scoring risks with their named owners.
Risks are tied to dates and contract milestones, so escalation is targeted and on time.
RAID and risk governance, and contractual milestone control.
Live monitoring with KPIs for each engineer's performance and EPC performance, and the duration of closing WIR, MTS, ITP, NCR, MAT, MIR and DWG.
I track approval rate and closure duration for WIR, MTS, ITP, NCR, MAT, MIR and DWG by engineer and by EPC package.
Slow approvals are pinned to a person and a document type, so the bottleneck is fixed at source.
Team performance management and document-control discipline.
Alongside the project-control system, I built the tools that protect the money side of the project: a procurement tracker, a service payment invoicing model, a retention and exposure model with a payment waterfall, an NTP library for milestone lookup, the outstanding works registers, a risk card that feeds a live risk dashboard, and the contract tools behind every payment decision: a full scope matrix, a non-compliance and justification register, notification timing, pre-invoice checks and a clause-by-clause obligations register.
Illustrative views. Contract values, rates and project data are confidential and have been removed.
Every equipment item followed from purchase order to site issue, planned against actual at each stage.
I track each item from PO through manufacturing, FAT, dispatch, customs and receipt to issue on site, with mode of transport, country of origin, storage and risk type.
Late equipment is caught at the factory or the port, weeks before it holds up installation, and site stock is reconciled against what has been issued.
Supply-chain control tied directly to the construction programme.
Monthly operating data taken through the contract payment formula to a tax invoice.
Each month I enter output, fuel, availability and index data. The model applies indexation and the contract formula, reconciles daily fuel and energy reports, and produces the invoice.
Every invoice to the Offtaker can be traced to the contract formula and metered data, so it is right first time and holds up in audit.
Revenue assurance and commercial accuracy.
Retention built up from each source, with its confidence and contract basis, and tested before any release.
I build retention from its sources (as-built and completion anchors, NCR set-off, engineering deviations, outstanding works, punch lists and O&M obligations), then test any partial release against a hard-stop floor and outstanding-works coverage.
The company does not release money it may still need to complete or correct the works.
Commercial protection and FIDIC contract administration.
Contract value walked down to what is certified, withheld, retained and payable.
I walk the contract value down to certified, uncertified, NCR-withheld and retained amounts, for the onshore EPC and offshore supply contracts separately and combined.
Leadership can see at any date how much is payable, how much is held, and the reason for each amount.
Cost control and payment certification.
Each milestone linked to its NTP conditions, their evidence and the retention it carries.
I look up any milestone to see its NTP conditions, which are met, the evidence behind each, and the retention exposure attached to it.
Payment is released only against satisfied conditions, and non-satisfaction notices go out on time with the contract clause behind them.
Milestone and NTP-linked payment certification.
One card per risk: basic information, description, impact, inherent and residual assessment, reduction achieved, response strategy and actions.
Anyone logging a risk fills in one form: owner, category, stakeholder, impact, inherent and residual probability and impact, and the response strategy. Saving writes it straight to the register.
Every department logs risks the same way, so scores can be compared and the register stays clean and complete.
Risk governance built into day-to-day work.
Seven discipline registers rolled up into one valued list of open work, with actions and owners.
Each discipline keeps its own register of open items. Flagged items carry a value that rolls up to the retention total, and each drives an action with clause, owner, priority and deadline.
Every open item has a value and an owner, so it is either closed or withheld against.
Close-out management across all disciplines.
Every risk card rolls up into one dashboard, filtered by department or package: severity, status, priority, impact, response strategy and trend.
I use the dashboard in monthly risk workshops and executive reviews, filtering by department or package to see where critical and high risks sit, which are overdue, and how each is being handled.
Leadership sees the full risk position on one screen and can direct attention to the departments carrying the most severe exposure.
Portfolio-level risk reporting that turns a register into decisions.
Every scope item mapped to the party that delivers it, approves it, is consulted or is kept informed.
I map the full contract scope against every party, then use the gaps and overlaps to drive interface meetings and correspondence.
Nobody can say a scope item belonged to someone else. Gaps are closed before they become claims.
Scope and interface management across EPC, O&M, Owner's Engineer and Offtaker.
Open items tied to the clause they breach, the evidence missing, and the payment position that follows.
For each open item I record the discipline, location and category, the clause it breaches and the missing evidence, then write the justification for withholding or conditional payment.
Payment positions rest on the contract and on evidence, so they hold up when challenged by the other party.
Contract administration and commercial judgement under pressure.
Every contractual notice with its trigger, time bar and deadline, counted down live.
I log each trigger event and let the tracker compute the notice deadline from the clause. Anything closing gets escalated to the Commercial Director the same week.
Claims and responses are never lost to a missed time bar. This is how notification compliance reached 96%.
Claims, EOT and notice discipline under FIDIC.
A gate every invoice passes before it is approved for payment.
Before I recommend an invoice for approval, I run it through the checklist: milestone evidence, Category A punch items, certificates, WIR and MIR, obligations and NTP conditions.
The company pays only for work that is complete and documented, and any partial payment is conditional and in writing.
Payment certification that protects the company's cash.
A register of every clause and the obligation it places on each party, with status and due date.
I break each contract into clauses and list what every party must do under it, then track status and due dates against the programme.
Obligations are enforced both ways: the company knows what it can demand and what it owes, before the other party raises it.
Contract literacy across EPC, O&M and concession agreements.
The 132 kV completion sequence on the ~USD 2B AMAALA Utilities concession was under schedule pressure, with the contractor’s programme driving the completion date.
Validated the contractor’s baseline, revised and recovery programmes independently in P6 against site actuals, found the driving constraint in the sequence, and put a recovery option on the table.
recovered on the 132 kV critical path
A new delivery organisation at ASCE, and the SAR 1.8B Jeddah Municipal Infrastructure Program, each needed governance, reporting and a team in place before execution started.
Built the PMO governance framework from mobilization: governance standards, reporting structure, KPI framework, RAID with named owners, and the programme governance documents, then recruited the team through competency-based selection.
project professionals recruited, with the PMO operating from day one
Across five utility packages, notices, claims, variations and EOT requests carry contractual time limits, and every payment has to reflect progress that has actually been achieved.
Ran contractual governance under FIDIC so notices, claims, variations and EOT are handled on time, and certified contractor payments only against verified progress, milestones, NTP conditions and approved EOT.
claims and EOT notification compliance
Power, water, wastewater, and district cooling for the AMAALA destination under a 25-year concession: 248 MW Solar PV, 759 MWh BESS, 52.4 MW biofuel generation, 36,800 m³/day SWRO, ~30 km 132 kV transmission, and ~80 km underground networks. EPC: Larsen & Toubro. O&M: SUEZ.
Program acquisition, PMO governance, project controls, and delivery-organization mobilization — from early planning and governance establishment through execution readiness.
Eight-site desalination program — project controls, QA/QC governance, turnover (ECC to CCC), and PAC award. 20% early completion, 30% drop in recurring quality issues, 100% final-inspection pass rate.
Project Company (Concessionaire) for the AMAALA Utilities PPP/BOOT Concession: 248 MW Solar PV + 759 MWh BESS · 52.4 MW Biofuel Generation · 36,800 m³/day SWRO · Wastewater Treatment · District Cooling · ~30 km 132 kV Transmission · ~80 km Underground Networks. EPC: Larsen & Toubro | O&M: SUEZ.
Engineering consultancy. Concurrent programmes: SAR 1.8B Jeddah Municipal Infrastructure (roads, stormwater, utility networks) and SAR 1.4B SWCC Satellite SWRO (eight plants, Saudi west coast).
