When I joined Aldar Properties PJSC this project was the first I worked on, and the one that most urgently needed my attention. It was already well underway and the construction programme was tight.
The lessons learnt here swept across the whole Al Raha Beach development and indeed was a catalyst for change across the whole business. Driving operational effectiveness company wide, I created an internal “A” ratings system to minimise risk and avoid duplication of effort. I was deeply involved in the design of key Gateways for project delivery. This evolved into the 'Development Control Process' project and I was an active member of that steering committee. Starting here on the Al Bandar project I initiated the standardising of key interior fit out decisions and detailing; top of my list to address were kitchens, bathrooms, ceilings, lighting, drywalling, skirting, internal doors and ironmongery, flooring and wall finishes. The units had been sold off plan and my mandate from our CEO was to review the design being delivered on site against the marketing collateral and Sales and Purchasing Agreements that those clients had seen and agreed to. Unfortunately, construction management decisions had been taken that had resulted in a discrepancy between what we had promised and what we were delivering. In my role as Client I led the return of quality and I steered the construction back towards the calibre of luxury development that was the original vision and offering.
photo: Michele Nastasi