GSI is a general contractor in different industries and infrastructure development with wide scale from $20M to $1.0B.

Managed  

• construction of 320,000 ft² industrial (& ancillaries) buildings and relevant infrastructure

• supply and erection of more than 1.7M pounds Equipment and machineries

• a multinational consortium contract –Iran, Italy, and Austria

1. Finalized project scope deliverables and defined project performance baseline

2. Controlled and handed out project deliverables on budget and in time (about 2 months earlier than time base line)

3. Saved 5% of gross PBS-Price Breakdown Structure- [total price:$140M] with implementation of EVM and Monitoring Health System utilizing 6σ techniques

4. Used Primavera P6 and Implemented Oracle Contract management -Expedition ver. 14- for Tracking and monitoring project objectives and tasks in project phases including: Engineering , Procurement and Construction

5. Reduced cost of material and equipment by 8% through deploying successful negotiation, improving proposal and Vendor Evolution System

6. Declined closure time and cost by strong and efficient negotiation with key stakeholders

7. Prepared risk response plan by which severe fluctuations in cost of tolerable risks by company could become under control

8. Prevented project deviations by 6% , through proper review and implementation of contract terms and conditions

9. Assessed project issues and identified solutions to meet productivity and required level of quality

10. Guaranteed the attainment of key milestones by proactively tracking metrics and project outputs

11. Collaborated with financial team to determine, impact, and implicate various options and recommend the best course of actions for project delivery

12. Contended with multiple nations, cultures, and stakeholders, also Lead cross-functional teams of up to 2 programmers, 3 coordinators, and 10 engineers