Facility Mangement Profile - Seruwagi Kasozi Philip 2016 (1)

1 | P a g e F a c i l i t i e s M a n a g e m e n t P r o f e s s i o n a l w i t h a d i ff e r e n c e

Facilities Management Professional Introduction Profile

Table of Contents

1.0 Credentials 3

2.0 Introduction 4

3.0 Mission 4

4.0 Vision 4

5.0 Career Objective 5

6.0 Goals 5

7.0 Strategic Initiative 5

8.0 Projects 5

8.1 Qatar National Bank (QNB) 5

8.2 Vodafone – Data Select Qatar (DSQ) 6

8.3 Barwa Real Estate 6

8.4 Primary Health Care Corporation (PHCC) 6

8.5 Milaha Capital (Qatar Navigation QSC) 7

8.6 Qatar Development Bank (QDB) 7

8.7 Church of Uganda 7

9.0 Reasons why the organization should hire me 7

10.0 Necessary skills 8

11.0 Family status 8

12.0 Conclusion 8


Seruwagi Kasozi PhilipAspiring Facilities Management Professional

1.0 Credentials

As a facilities management professional, managing resources, services and processes that support the physical environment aspect (infrastructure and operations) of an organization core business is termed as my project and responsibility. Effective planning, monitoring, positive action along with administrative support has made a big difference in my success keeping the process running smoothly.

I ensure that the facilities have the most suitable working and living environment to preserve the organization’s physical investment and corporate image; end users’ comfort as well as safe and sustainable working conditions for work colleagues, service providers as we all carry out our activities. I generally focus on using the best business practice to improve efficiency, security, cleanliness; environment, health, safety and legal compliance; develop and maintain policies and procedures; in order to reduce operating costs while increasing productivity and risk management, hence increasing space utilization and management within the facilities.

Being involved in both strategic planning and day-to-day operations, in relations to buildings, premises and amenities; I use my bird’s eye view to pick up as much vital details surrounding the facilities in order to build up an informed strategic base line to use in all decisions making processes that give appropriate direction towards the operation and maintenance activities. I have effectively played stewardship in order to achieve the legal, environment, health and safety compliance making the facilities a better place to be.

The operations and maintenance activities is a wide field with a diverse range of responsibilities that leads to management of an increasingly broad range of tangible assets, support services and people skills, which are dependent on the structure of the organization, without posing a negative but rather a positive impact on the core business performance.

The task set ahead is to carry out a well – programmed high performance facilities management process – in terms of operations & maintenance that offer a comfortable environment for the facilities team players and the end users in offices and homes where persons would enjoy using while at work or home.

My aim is simply to take upon the strain of running the facilities support services as my business, freeing the organization management to concentrate on the performance and profitability of its core business, hence using my expertise and technical knowledge to save money, without compromising professionalism and efficiency of the organization.

I am professional facilities management personnel with a purpose.


2.0 Introduction

The Facilities management (FM) system where I operate has integrated processes and different departments within the organisation to maintain and develop agreed services which support and improve the effectiveness of its primary core activities. This has encompassed multi-disciplinary activities within the built environment and the management of their impact upon people and the workplace.

Being an effective FM professional, I have combined resources and activities in order to create and maintain a user friendly facilities environment suitable for all end users. This has contributed effectively to the delivery of both FM strategic and operational objectives; success has been registered and rated as services delivered have provided a safe and efficient working environment, which is essential to the performance of the organisation. Within this fast growing professional discipline, I have built-up and acquired extensive responsibilities to provide, maintain and develop required FM services. These have ranged from property strategy, space management and communications, emergency preparedness and business continuity, infrastructure to building maintenance, administration and contract management among many.

Below are some of the achieved results:

a) Update and Implement maintenance documentation of all tangible assets: I have played a lead role in the following activities: Facilities Operation and Maintenance Management, Emergency Preparedness and Business Continuity, Environmental Stewardship and Sustainability, Quality of Services Delivered, Project Management, Technology Upgrade and Usage, that has tremendously had a positive impact on the clientele service delivery satisfaction rating.

b) Finance and Business:I have analyzed and continuously updated budgetary data. I have identified what programs are currently working and those which are not; developed relative plans of action for management approval and implementation accordingly. Positive results have been registered in the following areas: Maximizing return on investments, reduction of maintenance costs and increasing productivity.

c) Project Management:My budgetary analysis has led to the implementation of new solutions as well as dissolving ineffective programs. Even though I may not be an expert in everything, my acquired knowledge has included every aspect of the clientele core business hence creating a physical envelop that is effectively used to achieve the set objectives and goals of the organization.

d) Leadership and strategy as well as Human Factor:The ability to relate and communicate with individuals at every level of the company has propelled me to manage and oversee set projects; to be able to prepare and deliver accurate reports and instructional messages that achieve intended results. I have fostered and maintained open, communicative relationship with HR and IT departments; determining what needs are currently being met and those that require to be addressed. I have ensured that training needs identified and met leading to a knowledgeable resourceful team.

3.0 Mission

To deliver high quality and cost effective Estates & Facilities services, develop and maintain a 'fit for purpose' environment and to identify and reduce risks; safety and comfort; ensuring environmental stewardship and sustainability; with a focus to continually improving and achieving end user satisfaction; enhances an inspiring experience that fulfills the organization’s set goals.

4.0 Vision

Being an innovative and creative leader that motivates a team of professionals to be recognized for their excellence in facilities management.


5.0 Career Objective

Pledge my best efforts and ability to support the FM mission and achieve the set goals that are aligned with the organization’s Strategic Plan innovatively and possibly reallocating resources to best fit in its operational budget for the betterment of facilities end user community.

6.0 Goals

To create a high-performance organization, that is defined by the commitment of the entire FM team and its ability to consistently deliver cost effective services. My role is to maximize performance of the physical assets of the facility and to align FM services with the mission of the organization.

7.0 Strategic Initiative

Even though general FM Strategic Goals may remain unchanged; but my priorities have occasional changed to reflect my work over the last several years. This has been achieved by my being an effective FM team leader with a supportive team of employees across all functional areas in the department.

My strategic goals are: a) Communication:

Provide timely, consistent and meaningful communication in all directions. b) Customers:

Provide excellent customer service to our colleagues within and outside the Facility. c) Employees:

Develop and retain a highly skilled professional and motivated workforce.d) Information Systems:

Utilize existing technology to provide accurate, accessible, transparent, and timely information. e) Cost Management:

Continue to explore cost reductions. f) Planning:

Produce proactive, integrated and focused plans in all functional areas. g) Processes:

Establish and implement best practice for Project Review. h) Reliability:

Provide reliable backup services so customers experience zero interruptions. i) Safety:

Emphasize a safe work environment for our employees through education and training. j) Sustainability:

Remain a leader in sustainability

8.0 Projects:

8.1 Qatar National Bank (QNB) Project:

(OFFICES & OPERATIONAL OUTLETS)Scope: Total Facilities Management.Commercial facilities across the State of Qatar comprising of: 6 Office space tower buildings. 1 Data Back Site. 1 Storage Warehouse 13 Malls/Hotel Facilities Banking Hall Outlets 62 Retail Facilities Banking Halls

Responsibility: Snr. QHSE Engineer: 04/2013 – Present

Facilities Supervisor: 11/2012 – 04/2013


8.2 Vodafone - Data Select Qatar Project:

(COMMERCIAL RETAIL OUTLETS & OFFICE SPACE)Scope: Total Facilities Management.A total of: 8 Vodafone retail store outlets, 2 Vodafone retail kiosk outlets 1 office floor space on Al Mana.

Responsibility: Facilities Manager 02/2014 - Present

Snr. QHSE Engineer: 02/2014 – Present

8.3 Barwa Real Estate Project:

(MASAKEN – AL SAILIYA & MESAIMEER)Scope: Total Facilities Management.Residential & Commercial facilities comprising of:

62 residential apartment blocks with 1,984 apartments,

2 nursery schools, 2 supermarkets, 2 eating cots Landscaping playgrounds and gardens.

Responsibility: Snr. QHSE Engineer: 04/2013 – 06/2013

Facilities Supervisor: 03/2011 – 11/2012

QHSE Engineer 11/2009 – 03/2011

(BARWA VILLAGE)Scope: Total Facilities Management.Eighteen low-rise residential Complexes with:

96 studio set-up, 262 one-bedroom 100 two-bedroom apartments 918 commercial retail outlets. Landscaping and gardens.


QHSE Engineer 10/2010 – 03/2011

(PARK RESIDENCE - BARWA CITY)Scope: Total Facilities Management.Residential Facilities:

800 residential apartments (2/3 bedrooms) within 15 buildings


8.4 Primary Health Care Corporation (PHCC) Project:


(HEALTH CARE CENTERS)Scope: HVAC Maintenance Services.Health Centers:

18 health centers within Qatar were being maintained.


8.5 Milaha Capital (Qatar Navigation QSC) Project:

(MILAHA COMMERCIAL - AIN KHALED)Scope: Total Facilities Management.Office & Commercial Facilities (5 Interconnected Zones):

2 floors of office space 18 commercial retail outlets.


(CORNICHE BUILDING – WEST BAY; MILAHA PLAZA – C-RING ROAD)Scope: Total Facilities Management.Office Facilities:

2 floors of office space


8.6 Qatar Development Bank (QDB) Project:

(COMMERCIAL TOWERS & OFFICE SPACE)Scope: Total Facilities Management.Commercial Facilities:

QDB - Building A & Building B Located AT Bank street;

Gate Mall Tower 16th Floor – office space.


8.7 Church of Uganda Project:

(HOSPITALITY FACILITIES)Scope: Hospitality Facilities & Operations Management.Hospitality Facilities:

Namirembe Guest House Namirembe Tour Services Nabugabo Holiday Center

Responsibility: Business Solution Manager: 10/2000 – 10/2009

9.0 Reasons why the organization should hire me:

Even though tradition may dictate that the best technician or the most senior person in the organization is promoted into supervisory or managerial positions, this practice may not be the best choice in reality. Internal growth is good but has a limit, because the best technician or most senior


person most likely demonstrates some of the technical knowledge and skill that would be required of anyone filling the role of a facilities management professional. But the fact is that if an organization does not look for the entire important traits package when hiring then the position holder is due to fails – or at least fail to be as successful as they need to be.

I am looking for an organization that I love to work for, with great co-workers, a decent salary with additional benefits, a culture where I fit in and most importantly where I want to love what I do best. Thus, below are some of the reasons why organizations should hire me:

a) Long term potentialb) Ability to work with othersc) Ability to make money through cost saving schemes.d) Proven relative work experiencee) Creative problem solving skillsf) Strong online presenceg) Multitasked who thrives on a variety of projectsh) Enthusiasm and initiativei) Good culture fit

10.0 Necessary Skills:

Facilities management relies on people with excellent management and communications skills combined with specialist technical know-how to ensure the smooth running of the places where people live and work.

Below is a list of skills that have enriched my proven experience and career development:

a) Understand end-user needs and expectation: An understanding of what is a true measure of satisfaction to an end-user has been a plus in my success.

b) Communicate effectively: The ability to get the message across to the facility team players and management, and most importantly the end-user is an essential skill that is put to the test each day.

c) Understand the organizations financial performance and standards of operations: Contributing to the organizations' financial performance is inevitable.

d) Motivate the facility management team: Organizations don't get much done unless their teams are motivated.

e) Track and measure team member performance: It has been essential to set clear work objectives and scope for each team member and be able to measure their progress.

f) Create a positive learning environment: There is need to create a highly skilled and capable facilities team, in order to effectively handle maintenance orders and general services effectively.

g) Maximize employee utilization: I have been responsible for the proper management of the organization's most critical asset—its people.

h) Delegate: To become a successful professional is to get things done through others. I have learnt how to hand over specific tasks to the team members.

i) Enforce standards: As a leader, I have ensured that all team members adhere to all policies, procedures and practices established by the organization and government regulations to achieve quality, legal, environment, health and safety compliance.

j) Infuse pride in organizational values and mission: As an effective professional I have acted with integrity, honesty and knowledge that promote the culture and mission of the organization.

11.0 Family Status:

Members: Residents of Doha city – State of Qatar.


Mrs. Betty Kirabo Seruwagi Administrator

The Church of Epiphany (Qatar)(Spouse)

Ms. Chelsea Zulbran Kirabo Infant

Elite International School(Daughter)

Ms. Chen Zoe Nabacwa Infant

Elite International School (Daughter)

Ms. Cristy Zaneta Nayiga Infant

Elite International School (Daughter)

12.0 Conclusion:Rarely has a professional field evolved as rapidly as facilities management. It is different from what it was 15 years ago. The struggle to stay abreast of new and rapidly evolving technologies, to deal with accumulated development and facilities backlogs and to cope with people issues has become a treadmill race. The key goal I have learnt is to avoid surprise occurrences as they led to bad news, late delivery, cost over runs, dissatisfied clients and end users, outsourcing, terminations and unemployment.

I am looking forward to the responsibility and accountability for overseeing the organization’s facilities activities and services; and to manage their operations and maintenance efficiently creating an inviting suitable facilities environment available for all.

Philip Seruwagi KasoziAspiring Facilities management professional with a purpose


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Facility Mangement Profile - Seruwagi Kasozi Philip 2016 (1)