James Webb

• Working within the scaffold industry for various Tier 1 companies providing insights into performance strategies, audits and inspections and reporting findings and workable solutions
• Conducts post-construction inspections to guarantee conformity to agreed plans via Scafftag system alongside app.
• Scheduled tasks strategically to meet set deadlines for construction work.
• Collaborated with design and construction teams to ascertain and meet technical scope.
• Checked designs for potential risks and non-conformance issues with health and safety regulations.
• Created detailed survey reports outlining possible issues and recommended solutions.
• Identified root cause of recurring quality issues through recurring trends and proactively implemented corrective action.

• Scaffold package manager overseeing the conceptual design process and implementation of works package to facilitate the repair to roof and building fabric to Sky's Central hub building
• Package value of £40M+ add ons
• Facilitated communication and collaboration across departments.
• Maintained excellent health and safety standards for continued compliance.
• Enhanced project transparency and accountability with rigorous evaluation and record-keeping.
• Presented proposed solutions to stakeholders and governance teams for approval.
• Reviewed project documents and highlighted discrepancies and errors for correction.Applied expertise in team leadership to address productivity and performance issues, motivating staff to achieve KPIs.

• Scaffolding package manager overseeing the cost control and daily production of 3 scaffold contractors with a projected value of £55M+
• Working as a management consultant for the Battersea Power Station conglomerate to assist with the various programme requirements objectives for each of the companies
• Reviewing current H&S documents and addressing any shortfall, reviewing and commenting on RAMS and temporary works designs.
• Maintained project schedules by managing deadlines and adjusting workflows to suit.
• Enhanced project transparency and accountability with rigorous evaluation and record-keeping.
• Recorded user requirements and scope for reference and tracking purposes.
• Analyses data and reports, detecting and correcting deviations from project goals.
• Collaborated with project teams in gathering user requirements and developing project plans.
• Applied expertise in team leadership to address productivity and performance issues, motivating staff to achieve KPIs.
• Enforced policies and procedures to keep projects on track.

• Working as the scaffold manager for the Mitsubishi Hitachi project management team overseeing 4 scaffolding contractor companies for the mechanical and insulation/cladding of 6 boiler houses and turbine halls on the 4th largest coal fired power station in the world
• The conveying of the project strategy through weekly talks with our senior representatives, ensuring that the information passed through the workforce is accurate and accompanied by documented paperwork
• I was accountable for the direction and coordination of activities on site ensuring the progress of work, availability and scheduling of labour and materials were optimised with the integrated scheduling for the project
• I was responsible for controlling the daily planning of works for 1300 scaffolders and support teams
• This was made possible by the rest of my department which consisted of 2 x QS, 1 x Planner, 1 x Safety Officer, and 7 Supervisors each reporting directly to me.
• Managed staffing schedules for high numbers of employees, delivering operational efficiency whilst remaining under budget.
• Applied expertise in team leadership to address productivity and performance issues, motivating staff to achieve KPIs.
• Supported new business initiatives and projects and contributed to review meetings and change processes.
• Created and implemented best practice policies and processes to aid operational performance.

• Khalifa International Stadium
• Al Janoub Stadium
• Umm Al Hour Power Station
• G-Ring Road and the Southern Part of Doha Express Highway
• As the Operations manager of the scaffolding division in Qatar my remit was to develop a strategic business plan to enter the competitive marketplace of scaffolding in the State of Qatar.
• The formulation and delivery of the scaffolding business plan was my sole responsibility.
• I was accountable for accepting bid packages, performing detailed estimates, the creation of bid proposals, project scheduling and planning, project progress review, expediting equipment, site inspection, project safety and quality assurance.
• I was responsible for tracking, forecasting, and communicating costs, profits, and financial measures of the projects to the group board.
• Analysed financial data to track and achieve budget targets.
• Responsibilities included fulfilling contractual obligations, to the correct specification, whilst adhering to strict safety procedures and the daily running of the division.
• Worked constructively with sales team generating new business opportunities and supporting company growth.
• Applied expertise in team leadership to address productivity and performance issues, motivating staff to achieve KPIs.

• Musherieb Downtown Doha Project Phase 1B, I had successfully overseen more than 1Million m3 of scaffold erection during the three-year period
• The safety record for a project of this size is something that I am extremely proud of leaving the project LTI free with regards to scaffolding
• My responsibilities include the delivery of the projects in accordance with established criteria
• I organised and managed all the elements involved in construction: Safety, labour, materials, tools, equipment, consumables, construction schedule and change orders
• Along with any permit to work procedures and temporary works issues that need to be undertaken and delivered to the highest of standards
• I was Chairman of the Safety Action Group for the project and hold monthly meetings with representatives from all levels of the project including a representative from each subcontractor
• The aim of the group is to discuss issues raised over the course of each month and detailing a report to the operations director with actions to be taken as a result of the group's findings.

• Oman Project, Al Bustan
• Muscat International Airport

Neuro-Linguistic Programming