Project Manager for engineering, manufacturing and infrastructure. Ten years, £1.4M+ delivered, 100% on-time handover.
Scope, risk, cost and people, kept in hand from the first plan to BAU handover. Ten years of it, in four numbers.
From initiation to BAU handover, I own the plan and the outcome.
Risk managed early is cost avoided later.
Clear roles, honest reporting, decisions made on time.
The room wants answers.
Critical path, re-sequenced.
One answer. No hedging.
Nobody leaves undecided.
Engineer by training, project manager by ownership. Every role added a discipline the next one needed.
Powertech Engineers, India
Solar PV installations from 50 kW to 500 kW for commercial and industrial clients, alongside undergraduate study.
South Gujarat University, India
Essar Steel (now ArcelorMittal Nippon Steel), India
Manufacturing optimisation inside one of India's largest integrated steel plants.
Go Natural Aqua, India
End-to-end delivery of aquaculture water infrastructure: 15+ projects, £1.4M+.
Coventry University, United Kingdom
Plus the NEBOSH International General Certificate in Occupational Health and Safety (2023).
Ramada Hotel and Suites by Wyndham, Coventry, United Kingdom
Operations leadership while targeting engineering and manufacturing project roles.
Five programmes that show how I plan, de-risk and hand over. Open one for the full case study.
Before I owned budgets, I learned how a plant breathes. At one of India's largest integrated steel facilities I supported manufacturing optimisation projects across production lines: scheduling maintenance so lines kept running, auditing systems monthly, and turning findings into corrective actions with engineering, maintenance and quality control.
That is also where I learned that handover is where projects are won or lost. Cleaner documentation and weekly reviews meant fewer errors when work moved into business as usual.
Sectors delivered in: steel manufacturing, water infrastructure, electrical engineering, utilities, construction and renewables.
20% fewer delays and 15 critical risks mitigated did not come from luck. They came from a cadence.
Scope, success criteria, constraints and stakeholders defined before anything is scheduled.
Stakeholder mapping, scope baseline
Work breakdown, Gantt and critical path in Microsoft Project; resourcing and budget baselined; Waterfall phases with Agile cadences where iteration helps.
Microsoft Project, critical path analysis, resource allocation, budget management
FMEA and a live risk register; contingency plans agreed up front; environmental, safety and compliance assessed; risks reviewed every two weeks.
FMEA, risk register, contingency planning, NEBOSH IGC
Weekly progress reviews, milestone tracking, transparent cost reporting, controlled change, supplier and contractor coordination.
Milestone tracking, change management, stakeholder reporting
Commissioning, standardised documentation and a clean transition to BAU, with lessons captured.
Standardised workflows, BAU transition
NEBOSH-certified. Non-negotiable.
Quality held at every handover.
Suppliers aligned before they are needed.
Weekly reviews. Decisions on time.
Teams that deliver.
Based in Coventry, United Kingdom. Available for project management roles across engineering, manufacturing, infrastructure and utilities.
