Twenty-one years at the interface
I started as a site engineer in 2005. I’ve spent every year since moving closer to the point where engineering decisions become commercial consequences — and learning how to control what happens there.
The path
Site Engineer — El Salam Co. for Construction & Engineering
Field execution. The year that taught me what a drawing looks like when it meets reality.
Quantity Surveyor → Senior Project Engineering Coordinator — The Arab Contractors
El Kureimat II & III combined-cycle power stations (1,500 MW). Invoicing, quantity surveying, shop drawings and 3D civil modelling — the commercial and technical foundations at the same time.
Senior Coordinator Engineer — NBE Towers
Engineering coordination for the development and modernisation of the National Bank of Egypt towers.
Engineering Manager — Suez Thermal Power Plant (650 MW)
Directing the full project Engineering Unit across Piping, Equipment, Process, Civil/Structural, Instrumentation and Electrical. Led technical negotiations and bid evaluations for major equipment packages, and introduced design and construction-method changes that cut cost and time.
Industrial Projects Coordinator — Rowad Modern Engineering
Beni Suef Combined Cycle (4,800 MW) civil package, Attaqa Simple Cycle, Gabal El Zayt Wind Farm (220 MW, NREA/JICA), and the Beni Suef 6×6,000 TPD clinker cement plant.
Deputy Contracts Department Manager
The deliberate move into contracts. Variation orders, claims, dispute resolution, FIDIC administration, IPC and under-billing follow-up — learning to defend in writing what the engineering had already earned.
Technical Affairs Manager — Head of Technical Offices Department
Leading the central technical offices function across concurrent mega projects: commercial QS, variation orders, shop-drawing production, design review. Established engineering quality standards and review gates, and restructured the teams to hold them.
Technical Operations Department Manager
Company-wide technical operations. Standardising technical office workflows across the portfolio, governing multidisciplinary design verification, and advising top management on digital transformation, BIM adoption and engineering automation.
Why the credentials matter
I didn’t collect qualifications for the letters. Each one closed a specific gap.
The MBA (AASTMT, GPA 3.96/4.0) came when I realised I was making engineering decisions with commercial consequences I couldn’t fully read. PMP formalised delivery discipline. MCIArb, CICCM and CLAC came from the contracts years — because a claim built on engineering truth still fails if it’s built on contractual sand. CCP closed the cost-engineering side.
Together they let me sit in a room with the project director, the commercial manager and the client’s lawyer and speak all three languages without a translator.
Teaching
From 2008 to 2015 I taught Autodesk Revit — Structure, Architecture and MEP — at the Arab Contractors Institute for Construction Engineering & Management, and later at YAT Learning Solutions. Several hundred engineers came through those rooms.
Teaching changed how I work. You cannot explain a workflow to thirty people who’ve never seen it and get away with vagueness. It forced me to make my own processes explicit — which is most of what technical office governance actually is.
Now
Based between Egypt and Saudi Arabia, open to relocation to the UAE. Working in Arabic and English. Currently directing technical operations at Rowad Modern Engineering, and selectively taking on advisory, training and speaking work where the problem is interesting.