Faraz H. Mirza

Established and lead the Group PMO, reporting to the Group CEO and governing seven capital projects representing USD80.6M in aggregate CAPEX, from business case and stage-gate investment approval through execution, commissioning and benefits realisation. • Achieved ≈3% CAPEX reduction across five projects through value engineering, procurement strategy, budgeting discipline and commercial cost control. • Reduced cumulative contractor claims by 74% through FIDIC entitlement analysis, structured change control, contemporaneous records and negotiated settlements, with claims closed without arbitration. • Lead a ~50-person Projects & Facilities organisation, 50+ vendors and contractor workforces exceeding 500 across a multi-site portfolio. • Lead industrial, infrastructure and real-estate investments from feasibility and budgeting through procurement, construction, commissioning and handover, including 70,000+ sq ft of retail and workplace fit-out. • Introduced MS Project, Power BI, EVM reporting and AI-enabled workflows to strengthen visibility across cost, schedule and risk for executive decision support. • Advise Group leadership on capital allocation, stage-gate investment approvals, project risk, commercial exposure and major delivery decisions. • Lead facilities management across 8 sites spanning 3M+ sq ft, with USD2–3M annual OPEX, covering asset lifecycle planning, maintenance strategy, service-level performance, resilience and business continuity. • Lead sustainability and green-building initiatives across legacy assets, including EDGE certification programmes, energy and water-efficiency improvements, and integration of resource-efficiency criteria into capital planning and facilities management. • Improved facilities service resolution to 92% and end-user satisfaction from 2.9 to 4.7/5, while strengthening site resilience through targeted infrastructure, drainage and asset-protection interventions.

Established the corporate PMO reporting to the Group CEO and led a USD100M+ multi-site capital development programme spanning industrial manufacturing, pharmaceuticals and institutional developments. Oversaw projects end-to-end across design and engineering coordination, procurement and contracting, civil and MEP construction, process-equipment integration, project controls, commercial management, commissioning readiness and executive reporting. • Delivered the Daewoo Battery greenfield manufacturing facility (≈USD57M) in Faisalabad. • Advanced the Hi-Tech Alloy Wheels manufacturing facility (≈USD29M) through multidisciplinary construction and pre-commissioning, including integration of process plant and equipment sourced from Australia. • Led development of the Institute for Art & Culture campus (≈USD13M) in Lahore, a 15+ acre purpose-designed higher-education development. • Advanced development of the Renacon Pharma greenfield manufacturing facility (≈USD9M) in Faisalabad. • Managed interfaces with statutory and regulatory authorities for project approvals, including EPA/EIA requirements, alongside claims/variations, environmental compliance and ISO 45001/14001 frameworks.

Served as the owner’s representative within the PMO during EPC delivery of the 118.8 MWe coal/bagasse cogeneration complex (≈USD235M), overseeing project interfaces, progress, risk, EVM-based performance monitoring and executive reporting across the development. • Led owner-side coordination across the power plant, utilities and associated infrastructure, interfacing with EPC contractors, consultants and internal stakeholders on engineering, construction, schedule and commercial priorities. • Oversaw delivery interfaces for the 37 km, 132 kV double-circuit transmission line connecting the complex to the New Muzaffargarh grid station, including right-of-way and external stakeholder interfaces. • Coordinated with the lender consortium and technical advisers on progress, technical reviews and project-compliance requirements. • Managed interfaces relating to EIA, land acquisition, statutory approvals and community-impact matters associated with the development.

Led construction delivery of the 30 MWe / 150 TPH biomass power project (≈USD65M), with responsibility for multidisciplinary construction, contractor coordination, quality, HSE, constructability and commissioning readiness. • Oversaw civil, structural and infrastructure works and interfaces with the boiler, turbine-generator, biomass handling, utilities and balance-of-plant systems. • Managed delivery of a 4 km PPP road, including right-of-way management, community engagement and issue resolution, completing stakeholder interfaces without litigation. • Directed construction of associated warehousing, PEB structures, firefighting systems, effluent infrastructure and material-handling facilities. • Coordinated contractors, consultants, OEMs and site stakeholders on schedule, multidisciplinary interfaces, quality, HSE and readiness for commissioning. • Worked within a multinational investment environment backed by World Bank Group/MIGA, with associated environmental, social and governance requirements.

Selected for Tetra Pak’s global facility optimisation initiative, focused on improving lifecycle performance, energy efficiency and operational effectiveness across manufacturing facilities. • Assessed plant layouts, logistics flows, HVAC systems and facility infrastructure to identify design and operational improvement opportunities. • Developed optimisation concepts with potential lifecycle savings of approximately USD2M per facility, including energy reduction, heat-loss minimisation and more efficient infrastructure utilisation. • Worked with globally distributed engineering and operating teams, strengthening experience in international facility standards, value engineering and cross-cultural collaboration.

Led the site team for development of Tetra Pak’s Tabriz manufacturing facility, completing Phase 1 and progressing design and engineering for the planned next phase within an increasingly challenging political and economic environment. • As the sole expatriate project leader, led and sustained a local multidisciplinary team through nearly two years of uncertainty, maintaining team cohesion, motivation and delivery readiness despite escalating external constraints. • Managed civil, architectural, MEP and facility-infrastructure delivery, together with design coordination, contractors, quality, HSE, schedule and multidisciplinary interfaces through completion of Phase 1. • Navigated significant regulatory, commercial, banking, procurement and stakeholder constraints, working within corporate compliance requirements to mitigate the operational impact of the rapidly changing sanctions environment. • Phase 2 was ultimately shelved by the company amid the prevailing sanctions and economic environment, despite substantial design and project-development work having been completed.

Led construction management of Tetra Pak’s Lahore-2 greenfield aseptic packaging-material manufacturing facility, a €92M (≈USD128M) investment. At inauguration, it was Tetra Pak’s largest factory in the Middle East, with initial production capacity of 8 billion packages annually and provision for expansion to 16 billion. • Directed multidisciplinary delivery across civil, structural, architectural, MEP, utilities and site infrastructure, coordinating designers, contractors, suppliers and internal manufacturing stakeholders through construction and operational handover. • Delivered the 24-month programme four months ahead of baseline, recording EVM performance of SPI 1.20 and CPI 0.99, combining accelerated schedule delivery with near-budget cost performance. • Led constructability, quality, HSE and multidisciplinary interface management, including coordination between facility systems, utilities and production/process-equipment requirements. • Managed commissioning readiness, project close-out and transition to operations, with test production commencing ahead of formal inauguration. • Delivered facility infrastructure and fire-protection requirements in accordance with Tetra Pak global engineering and FM Global loss-prevention standards.

Led site execution of civil and mechanical construction packages within Wärtsilä’s €131M, 200 MWe Nishat Chunian Combined-Cycle Power Project. • Held P&L responsibility for PKR218M (≈USD2.8M) of project packages, managing cost, productivity, resource deployment, subcontractor performance and commercial delivery. • Managed civil, structural, mechanical and infrastructure works, coordinating construction, quality, HSE and schedule interfaces. • Led site workforces of up to 500 personnel in a fast-track EPC power-project environment.

Built a rigorous five-year foundation in structural engineering and design, developing major reinforced-concrete and steel structures for dams, hydropower and industrial EPC projects in Pakistan and Qatar before progressing into construction and project leadership. • Designed major structures for the ≈USD100M Mirani Dam, including elements associated with the spillway, intake and outlet works, gravity structures, bridges and hydraulic infrastructure. • Performed structural engineering for Satpara Dam, including hydraulic structures, conduits, penstocks and associated reinforced-concrete works. • Undertook structural and field-engineering assignments at Ras Laffan Industrial City, Qatar, covering industrial foundations, tanks, pipe racks and related EPC structures. • Developed capability across structural analysis, reinforced concrete and steel design, constructability, drawings, quantities and field engineering, creating the technical foundation for later multidisciplinary project leadership.

The 2 years degree is AACSB recognized and is ranked 16th in Asia Pacific according to QS World University Rankings.