The principal

Richard Shotton, FCIOB

General Manager — Operations Director — Projects Director

A Chartered Construction Manager and Fellow of the Chartered Institute of Building (UK), Richard is a measured, hands-on and commercially astute leader of projects and teams. Richard has gained 30 years of management and project delivery experience within the built environment, 20 years based in the GCC region. He has held responsibility for the projects’ P&L, leading the strategic planning and the safe execution of complex and large-scale build projects within the UAE and internationally.

Scope of services to clients and employers

Strategic Planning

  • Accountable for developing the strategic plans, managing risk and the various Stakeholders, Authorities, Permitting and Employer Requirements. Preparation and execution of the Project Management Plan/s (and other essential project plans).
  • Intrinsic Programme oversight, Resource planning, scheduling and total control over the Resources which are required to deliver the project.

Design, Project & Construction Management

  • Accountable for the safe execution and delivery of Projects under his ownership.
  • Oversee the design, design coordination and engineering, project planning, safety and quality to obtain timeous approvals that allow the works to progress with minimal disruption.
  • Closely monitor the works programme, resourcing, the submittal process including monitoring and close out of the various project submittals, approvals, procurement and resource management to avoid unnecessary disruption.
  • Conduct buildability reviews and assess logistic constraints that could affect the project and progress, and review construction methods and sequencing of the construction activities to be adopted with a view to optimising efficiencies. Where required, conduct/lead regular workshop meetings involving the relevant stakeholders to resolve blockers and to achieve results timeously by applying workaround solutions and mitigation measures.
  • Ensure protracted decisions are prevented to avoid unnecessary disruption and/or delays.

Risk Management

  • Promote continuous monitoring and awareness of potential risks that could adversely impact the project. Prepare and maintain a detailed Risk Register for the project, and lead risk planning meetings to consider and resolve potential risks or identified risks to keep the project and budget on track.
  • Considered planning along with measured action responses are recorded early in advance of any potential risks manifesting. Prepare contingency plans and where required apply suitable mitigation measures and adopt feasible workaround solutions to limit any adverse impact to the project and/or progress/quality of the work.

Commercial/Contract Management

  • Accountable for the projects’ commercial function ensuring the Contract is accurately administered. Form part of the value engineering exercises, the tendering process involving provisional sum and prime cost items, including the assessment and procurement of Works Packages.
  • Oversee and manage the assessment of Interim Payment Applications and the processing of Payment Certifications. Oversee all aspects of Change Management including the assessment and close out of Contractor claims, and the preparation and submission of Variation claims to the Client to obtain approvals prior to the preparation and release of Engineer’s Instructions to the Contractor.
  • Monitor and control the contractual correspondence to and from the Contractor, Construction Supervision Consultant, the Employer and other relevant Stakeholders. Responsible for internal project cost control and cost reporting, internal and external reporting and importantly, the evaluation of Contractor’s Claims for Extensions of Time, including recommendations to the Employer and determination of entitlement or otherwise in respect of any claimed delay events.

Performance Improvement

  • Accountable for overseeing the projects, team and individual performance.
  • Continuously monitor and conduct performance reviews and effect measured action towards any identified under-performance where it is deemed necessary.
  • When required, instigate corrective measures to resolve any prevailing issues of concern.
  • Promote continuous improvement through training and optimisation strategies to improve efficiency and performance.

Richard’s management style is hands-on, involved, open, transparent, collaborative, supportive and he works to empower teams and team members to perform to the best of their abilities. Consistently operating in a firm but fair manner, Richard believes his management style is the optimum approach to achieve the highest levels of productivity, performance and quality which serves to retain (performing) personnel to successfully deliver winning projects.

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