My working Career

1. Douglas Goddard MIET ICIOB MAPM MCIM
Chef de Projets
Systra s.a
IET – Institute of Engineering And Technology
CIOB – Chartered Institute of Building
APM – Association for Project Management
CIM – Chartered Institute of Management
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2. SYNOPSIS:
Highly accomplished Engineering Project professional managing high end multi-million dollar projects and personnel for
25 years. Background includes railways, airports, warehouses, retail, Utilities, educational, hospitality, modular, and
office buildings. My project involvement has encompassed any project phase from concept through to Assembly
including activities as pre-project bids, strategic planning, project planning and project control, contract execution,
procurement of materials and equipment, scheduling, supervision, budget management, and project commissioning
completion/turnover.
Problem solver with outstanding analytical skills; self starter who requires little oversight; ability to multi-task & manage
strict deadlines; outgoing personality; leader with keen vision.
A track record of successful completion and handover of Engineering Projects within budget to schedule and HSE
targets, actively participating in teamwork activities, promoting open communications and maintaining good
relationships with Operational Management and Stakeholder Representatives.
EDUCATION:
B.Sc (Hons), Design & Construction Management University of Greenwich UK
SPECIALITIES:
 Operations Management, Procurement, Logistics & Supply Chain Management, Programme, Project & Design Management
Commercial & Contract Management, Team Building, Strong presentation, speaking, & writing skills, Extensive knowledge of
Building codes,
 Extensive P&L Responsibility, Strong negotiating ability, Construction Management software - Primavera Scheduling, Expedition,
& CAD , Design/build projects, Project Management, Leadership/Training/Mentoring
SYSTEMS WORKED ON:
Building Management Systems, Chilled Beams, Domestic Hot and Cold Distribution Services, Drainage, Fire Alarms and Suppression
Systems, LV Lighting and Power Distribution, Lightning Protection, MTHW heating systems, Standby Generators, Water Treatment
and Water Hygiene Systems. Electrical & Mechanical Utility Distribution Systems. High Voltage Substations & Switchgear, Heating,
Ventilation & Air Conditioning(HVAC), Security Systems, PA, MATV, Radio & Cellular Systems, CCTV, Access Control, Intruder
Detection Systems, Structured Cabling, Cat6a, Fibre, Networks, Buildings, Civil Works.
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4. CORE SKILLS & ATTRIBUTES >>>
Cognitive Skills (Brainpower)
The ability to identify and solve problems, work with information and handle a mass of diverse data, assess risk and
draw conclusions. Tools used Analysis, judgement, attention to detail, planning etc.
Generic Competences
High level and transferable key skills such as the ability to work with others in a team, communicate, persuade and
have interpersonal sensibility. Tools used Written communication, listening, questioning, working with others,
interpersonal sensibility etc.
Personal Capabilities
The ability and desire to learn for oneself and improve ones self/awareness, emotional intelligence and performance.
To be a self-starter (creativity, decisiveness, initiative) and to finish a job (flexibility, adaptability, tolerance to stress).
Tools used Decisiveness, creativity, organisational sensitivity, leadership, adaptability/flexibility etc.
Technical Ability
Having the knowledge and experience of working with relevant modern technology. Tools used Technical ability,
technical knowledge, etc
Business and/or Organisation Awareness
An appreciation of how businesses operate through having had (preferably relevant) work experience. Appreciation
of organisational culture, policies and processes. Tools used Organisational understanding etc.
Practical and Professional Elements
Critical evaluation of the outcomes of professional practice, reflect and review own practice , participate in and review
quality control processes and risk management. Tools used Professional expertise, Professional experience, image
etc.
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5. CORE COMPETENCES
Drive for Results
 Acts with a ‘can do’ attitude to do a better job and continually improve own performance, puts drive and
energy into achieving results, takes action to exceed goals and expectations
Concern for Quality
 Checks the accuracy and quality of own and others’ work with a view to improving business outputs and
ensuring that quality is not compromised within the working environment.
Information Seeking
 Seeks information that will be of value in making decisions, planning for the future or understanding
colleagues; uses a range of techniques to question or probe.
Teamwork and Co-operation
 Works constructively with colleagues within the team and across the broader organisation; gives and
obtains co-operation and acts to minimise unproductive conflict within the team.
Analytical Thinking and Problem Solving
 Seeks to understand a problem or issue by breaking it down into its constituent parts using a
methodical step by step approach. Analyses and interprets data in order to reach a decision or
determine the root cause of a problem.
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6. Stage
Approval Stage Stage
Approval Approval
44 West Bay Residential Tower – Doha Qatar Development Definition Production Manufacture Assembly
Design
B Day C Day D Day
Phase Involvement
Name: Douglas Goddard
Position: Project Manager
Employer: ERE Contracting WLL
Project: 44 West Bay Residential Tower – Doha Qatar
Contract: FIDIC Design & Build
By taking the client’s interests to heart and adopting an exceptionally positive and non-
adversarial approach, I successfully brought in this complex and fast-track fit-out. I
identified the maintenance of good client relationships as crucial to the project, while
managing expectations and keeping the client team always up to date with progress and
problems at bi-weekly meetings.
I also held meetings each morning with my management team to identify priorities,
manage information and delegate work. I managed the risk at all levels through look-
ahead meetings every week with the architect and every day with the subcontractors.
My quality control strategy included each subcontractor submitting a plan outlining their
quality objectives, as well as regular inspections and progressive snagging. By practical
completion, snagging was minimal and there were no outstanding works.
The Building consists of 48 Floors of hotel apartments, a reception area and basements. MEP Work package: Circa $18M
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7. City Centre Phase II – Doha Qatar Stage
Stage Stage
Approval
Approval Approval
Development Definition Production Manufacture Assembly
Design
B Day C Day D Day
Phase
Involvement
Name: Douglas Goddard
Position: Project Manager
Employer: ERE Contracting WLL
Project: City Centre Phase II – Doha Qatar
Contract: FIDIC Design & Build
I was under no illusions as to how badly his employer wanted this contract to be a success.
An unsuccessful tender the year before for the client was seen as a major lost opportunity,
and this job was a chance to put ERE in the running for a large project that was in the
offing as well as a steady stream of other work.
But, just as the scheme got under way, the original project manager, who had been
instrumental in winning the deal, resigned. Douglas put his critical path analysis skills to
the test to prioritise the crucial design decisions the client needed to make. His inclusive
and persuasive approach allowed the project to progress in a controlled manner even with
the very late release of design information.
Douglas managed, delivered and met all the target dates. Always available, honest and
straightforward, he never tried to cover up issues from the client. His proactive and driven
approach solved issues fast without adding cost or time to the project and made a hugely
favourable impression.
Marriott Renaissance, a five-star hotel with 258 rooms and suites and two towers, will contain additional office space for rent. Each tower
including the podium will be 50 storeys tall. Full MEP work package. Value Circa: $50M
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8. Stage
Aircraft Maintenance Hangar – NDIA – Doha Qatar Approval Stage
Approval
Stage
Approval
Development Definition Production Manufacture Assembly
Design
B Day C Day D Day
Phase Involvement
Name: Douglas Goddard
Position: Project Manager
Employer: ERE Contracting WLL
Project: CP26 New Doha International Airport – Doha Qatar
Contract: FIDIC Design & Build
Douglas ensured no issue ever escalated beyond the immediate client team by putting a great
deal of effort into onsite management. There were daily liaisons and regular reviews with the
client, ensured good communication with the client staff who remained onsite during the works.
And he introduced formal risk procedures into the project so that by the time the final phase
began, there were a full risk analysis, risk register and mitigation measures. These tools were
used to decide programme and costing and were reviewed monthly by senior management.
Douglas value-engineered a number of the works packages, re-sequencing to make savings on
preliminaries, and kept a full-time quantity surveyor onsite to measure the many variations that
arose as areas were opened up for scrutiny.
In an industry where teamwork is essential, Douglas led a team that turned in a highly
professional and profitable job that left the client well satisfied.
Scope: fuel distribution for generators, and specialized items like aircraft ground pits, 400 Hz frequency converter for air craft power, Pre- Condition air
conditioning units for aircrafts, compressed air system, Fume Exhaust System, Dust Extract System, fire fighting sprinkler deluge and foam system for
hangar as per NFPA 409, security systems, BMS system, mechanical, plumbing, drainage systems, air cooled water chillers, centrifugal water chillers,
industrial refrigeration equipment, generators, UPS, H.V and L.V panels, chilled water pumps, Telecommunications, installation, testing and
commissioning of fuel tank, radiator and associated fuel piping for 4000 KVA generators, HV and LV Panels, Industrial Refrigeration Equipment. Circa
£50M
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9. Stage
Stratford East London Development (Olympic Park) Approval Stage
Approval
Stage
Approval
Development Definition Production Manufacture Assembly
Design
Zone 1 B Day C Day
Phase Involvement
D Day
Name: Douglas Goddard
Position : Senior Design Manager
Employer: Westfield Shoppingtowns Ltd
Project: Zone 1 Olympic Park Stratford - London
Contract: NEC Design & Build
Stratford
International
Station
Douglas made it clear from the start that he wanted an open and trusting relationship with the
design team , and extended the same respect to the subcontractors. The contractors were made
part of the construction process in a way that few others might have wanted but which contributed
to a far better understanding.
This collaborative culture, driven by a group of extremely loyal colleagues who were very keen on
following Douglas onto this job, resulted in one of those projects that everyone regards as one of
the most enjoyable they have ever worked on.
CTRL
Douglas embodied and inspired what can only be described as a passion for quality. Unprepared
LUL Station
to compromise on the design vision, he made quality samples, site visits and supplier
Extension
presentations to the architect and client an integral part of the tender process, and left
subcontractors in no doubt of his expectations.
He demonstrated superb technical understanding and judgement, taking the crucial decision to
LUL Station proceed with single mobile provider, His successful control of the risks inherent in the innovative
Stratford & DLR First Capital Connect Railway single mobile provider solution saved a substantial amount of time and money.
The mixed-use development will cover 180 acres (73ha), The scheme will also benefit from transport links being built in time for the Olympics. The
plans include links to two tube lines, the Docklands Light Railway, over ground services, a high-speed shuttle service to St Pancras and the Euro-star
to Paris.
Electrical, Mechanical, Plumbing, Fire Suppression, Fire Detection, Communication Systems, Foul and Rainwater Systems, HVAC, Chilled Water
Systems, PA, Intruder Detection. Circa £200M Total Project Circa £1.4Bn
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10. Stage
EAST LONDON LINE Approval Stage
Approval
Stage
Approval
Development Definition Production Manufacture Assembly
Design
B Day C Day D Day
Name: Douglas Goddard Phase Involvement
Position: Senior Design Manager
Employer: Balfour Beatty Civil Engineering Ltd
Project: East London Line Railway Extension - London
Contract: NEC Design & Build
Douglas made it clear from the start that he wanted an open and trusting relationship with the
design team , and extended the same respect to the subcontractors. The contractors were made
part of the construction process in a way that few others might have wanted but which
contributed to a far better understanding.
Douglas ran an effective and efficient team, communicating issues clearly to the client and all
the subcontractors. Crucially, he personally controlled the subcontractor interface and co-
ordinated the packages.
He used 3D computer modelling to detail actual and expected progress, which helped the team
address possible problems before they arose. And when faced with manufacturing delays for
essential switchgear and generators that would profoundly affect the programme, he developed
alternative strategies for the trades while maintaining delivery for testing and commissioning.
Aware that the critical nature of the highly technical services made quality key – Douglas
appointed only high-quality subcontractors and suppliers.
As a part of phase one of the extension project, the line is to be extended northwards from Whitechapel, with new stations created at Bishopsgate,
Hoxton, Haggerston and Dalston Junction. In phase 2, the line will be extended to run parallel to the North London Line, going through Canonbury and
terminating at Highbury & Islington, for interchange with the Victoria Line. The northern extension will require only about 4 km of new railway to be
constructed, as existing but disused trackbeds (principally the Broad Street viaduct) will be used for most of the distance.
14 refurbished stations with upgraded CCTV, passenger information systems and lighting, with staff on duty at all times trains are running and Oyster
facilities The £1 billion extension programme connects the former East London line with the National Rail network.
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11. Stage
Approval Stage Stage
Approval Approval
Development Definition Production Manufacture Assembly
Design
B Day C Day D Day
London Underground Refurbishment Programme
Phase Involvement
Name: Douglas Goddard
Position : Senior Engineering Manager
Employer: Balfour Beatty Civil Engineering Ltd
Project: London Underground Refurbishment Project- London
Contract: NEC Design & Build & Operate
Douglas married construction, design and commercial intelligence with an irrepressible hard-edged
drive to overcome every problem thrown at him by this massive scheme. He fulfilled all the client’s
aspirations and left the project team with smiles on their faces.
There is rarely a silver bullet for a project running late. With numerous separate handovers making it
impossible to manipulate the critical elements, in effect, everything was critical. So Douglas put his
faith in the industry’s tried and trusted method for achieving success: he inspired the whole
construction team to pull together and recover the position through sheer hard work.
Douglas put his wit, warmth and will to work in a determined campaign for a teamwork ethos that
resulted in excellent relationships between the client and construction teams. Problems were aired
openly and solved amicably with no recourse to contractual confrontation.
He successfully value-engineered the scheme to bring it within budget and promote buildability.
Refurbishment and Modernisation of London Underground Stations. Including HVAC, Tunnel Cooling/Chiller Systems, Drainage, Mechanical, Tunnel
Ventilation, Civils Work, Electrical, Communications Systems, Fire Detection Systems. Circa £500M Total Project Circa £30Bn
The project includes the modernization of 251 trains, 150 stations, 187 miles of track, 2,395 bridges and other structures, 227 escalators, and 71
elevators, as well as the installation of a new signaling system.
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12. Stage
Approval Stage Stage
Approval Approval
Terminal 5 London Heathrow Development Definition Production Manufacture Assembly
Design
B Day C Day D Day
Phase Involvement
Name: Douglas Goddard
Position : Senior Project Manager – Systems & Engineering Team
Employer: Workplace Technologies Plc
Project: Terminal 5 Heathrow - London
Contract: T5 Agreement
The soft skills can be the hardest of all for project managers to master, but they were key to the
success of this project. Douglas’s exemplary management of relationships and ability to integrate a
highly diverse mix of stakeholders and team members delivered these Terminal 5 to a quality that
exceeded client expectations.
Appointed sole project manager for clients BAA and Heathrow as well as acting as WTL’s project
leader, Douglas integrated a team formed of many companies and operations; at its peak the project
had 50 stakeholders. His determination to take personal ownership and accountability and put the
needs of the project ahead of any company objectives inspired the entire team.
He set targets for all key trades, actively monitoring performance and making the results transparent,
which added to the peer pressure to perform. Weekly last-planner meetings analysed the previous
week’s targets to identify and remedy barriers to success and reasons for failure.
Douglas encouraged collaborative working, co-locating the production teams and aligning them with
the non-construction teams, such as air operations, flight connections, specialist systems,
maintenance and stand allocation. Regular consultation, weekly communication meetings and a
programme of site tours ensured everyone felt involved in the overall delivery of the project.
Europe’s largest construction programmes, the new terminal and two satellite buildings was designed to cater for around 30M passengers p.a. the vast
roof structure is the most striking visible element, standing high above the construction site.
1.7km tunnels had to be constructed to carry the extended Piccadilly line to the site of the new Terminal 5
Scope: Electrical, Substations, Head of Stands Services, Communication Systems, Radio, Cellular, BMS, Fire Detection Systems, Circa £200M Total
Project Circa £4.4Bn
.
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13. Additional Work packages Stage
Approval Stage Stage
Approval Approval
awarded, Project Managed Development Definition Production
Design
Manufacture Assembly
From Conception to Handover B Day C Day D Day
by D Goddard Circa 35M Phase Involvement
Name: Douglas Goddard
Position : Senior Project Manager – Systems & Engineering Team
Employer: Workplace Technologies Plc
Project: Terminal 5 Heathrow - London
Contract: T5 Agreement
Storm Water Outfall Tunnel (SWOT)
The storm water outfall tunnel (SWOT) forms the drainage and pollution control system for surface water run-off from the T5 campus, to a reservoir 2km to
the south of the airport. At the southern end of the tunnel the run-off water passes through facilities that 'clean' it before it is discharged.
The SWOT is also a fundamental component in enabling BAA to recycle the run off water and re-use it in T5's non-potable water system. The tunnel and
infrastructure has been designed so that in T5's operational phase, clean water is pumped back up the tunnel and used in systems such as toilet flushes and
heating systems. The SWOT comprises a single bore tunnel, 4.1km in length.
Airside Road Tunnel (ART)
The 6.2km ART consists of two parallel single carriageways with a hard shoulder in two separate tunnel bores. Each tunnel has an internal diameter of 8.2m,
which is the equivalent width of two fire engines, and is connected via a series of cross passages designed to ensure the safe evacuation of vehicles or
people in the event of a vehicle accident in either tunnel.
Southern Taxiway and Apron Development (STAAD)
A total of 60 aircraft stands are being built for T5, covering an area of one million square metres. 33 stands will be connected to Concourse A and B via
airbridges, 14 of these have been designed to cater for the new Airbus A380. BAA specifically designed a high flexible strength concrete, which is thinner
than standard concrete, for the airfield pavements.
T5 Station
T5 has its own six-platform station beneath the main terminal building, allowing for easy and quick access directly into the new terminal. Two platforms will
serve the Heathrow Express, two serve the London Underground Piccadilly Tube line and two have been built and set aside to safeguard future
rail development.
Piccadilly line extension
The £200 million extension to Heathrow Piccadilly Line loop consists of two 2.2 kilometre tunnels and, like the Heathrow Express Extension, will provide a link
to the rail station in T5A’s basement. The new extension will branch off from the existing Heathrow loop which connects Terminals 1,2,3 and 4 with London.
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14. The system supported 25,000 civilian and forces personnel and allowed an additional 70,000 MOD staff to communicate securely via its network.
Access to information was domain-based, with links to MOD messaging systems. It was operational at 24 HQ locations and more than 200
subsidiaries in the UK, Europe and the USA. In addition a system for the Army was installed that supported 4,500 workstations in the UK,
Germany and Northern Ireland.
Service/s delivered Infrastructure management, system/building/services design, development and integration, physical infrastructure
installation building conversions/refurbishment, project management of systems infrastructure installation, implementation and
rollout.
It comprises over 600 operational buildings, including 174 police stations, 1116 residential properties and training and support facilities, used by
over 46,000 police officers and staff. The police estate needs were unique and demanded high-specification buildings. Their key facilities needed
to be extra robust and certain buildings have been physically reinforced. A number also have protected air conditioning and environmental
systems. Scope of Works redesigning physical facilities and service approaches to comply with the DDA. Constructing vulnerable and
intimidated witness suites. Upgrading custody facilities, front offices.
Managed a programme of works of electrical & instrumentation, street lighting, lighting, small power, lightning protection, electrical heating and
motor control centres for 12 sewage pumping stations.
Project Managed the delivery of building services for the flood water defence system at Leigh Barrier and Control Centre
Project Management of the Fast-track, installation and commissioning of MEP Services on the McDonalds shop rollout project (50 shop units)
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15. Completing building services for various prestigious hotel developments in London 7 Chillers (1080TR), 2 Boilers, 84 AHUs, 543 FCUs,
250 FANs
Project Manager on a portfolio of projects to provide services to build secure environments and the high-tech security solutions
to support them. THE GLOBAL TEAM OF SECURITY-CLEARED TECHNICAL EXPERTS PROVIDED SPECIALIST
TECHNICAL SERVICES FOR THE FCO’S OFFICES AROUND THE WORLD. COVERING FACILITIES,SECURITY, IT AND
COMMUNICATIONS SYSTEMS, We had a contract on a global basis to provide a network of technical specialists responsible
for maintaining embassy buildings and ensuring their security. This included: technical services to protect staff, buildings,
classified information, and communications channels , property management, from mechanical and electrical works to
construction and civil engineering and physical security defences.
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16. Education And Membership Certificates
B.Sc Honours
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17. CHARTERED INSTITUTE OF INSTITUTE OF ENGINEERING & PROJECT MANAGEMENT
BUILDING TECHNOLOGY INSTITUTE
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18. AWARD Certificates
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