Started working with AGES Consultants as Resident Engineer on USAID funded "Municipal Services Improvement Program. The program has a value of Rs 8 billion and includes improvement of existing sewerage system and construction of new drains and sewer lines. Development of Tube wells for drinking water supply are also a part of the program.

Worked as M&E Specialist in PDMA/PaRRSA on the reconstruction of schools destroyed by militants and floods.

KPRP, is a USAID funded program involving reconstruction of public sector facilities (schools, roads, bridges, health facilities and WatSan Schemes) in the post conflict area of Malakand Division. As Program Coordinator I was responsible to collect and report all site related information (fortnightly progress reports, issues etc) in the 04 districts of Malakand Division. Major responsibilities included:
a. Assisting Deputy Team leader in daily Technical and Administrative matters.
b. Attending Review meetings with stake holders. (USAID, PARRSA, C&W, PHED and Distt. Management).
c. Maintaining coordination among all satellite offices in the 04 districts and DTL office.
d. Monitoring of all sub-projects and giving technical and managerial input as and when required.
e. Led a team of about 45 engineers/inspectors deployed at different satellite offices in the 04 districts of Malakand Agency.
f. Routine visits to all offices in the 04 districts for monitoring sites and ensuring uniformity of drawing and design at all sub-projects.
g. Preparation of Fortnightly and Monthly progress reports.
h. Preparation of reports for review meetings.

Started working with AGES Consultants as M&E Engr on M&E Services in Malakand involving reconstruction of schools destroyed/damaged in the Taliban insurgency. The program, worth $ 45 million was funded by USAID and AGES Consultants provided M&E services to USAID. As M&E Engr I reported to the Deputy Team Leader stationed at Swat and led a team of 09 Engrs who carried out monitoring duties in Swat and Buner districts. Major responsibilities included but not limited to;

a. Assisting Deputy Team Leader in management / administrative responsibilities for the respective five field offices in the district of Swat.
b. Participating in regular coordination and review meetings at Swat, Buner and Peshawar with C&W Deptt. PaRRSA/PDMA and USAID.
c. Maintaining liaison with district based counterparts and other stakeholders of the project.
d. Assuming technical and oversight responsibilities for the team of site engineers and the related staff in their respective field offices
e. Assuming responsibility for the management of agreed field monitoring and inspection schedules
f. Managing a data base of all the reports (soft and hard copies) and its circulation to team management.
g. Review of Biweekly and Monthly Site Visit Reports.

I joined ACE Arts Lahore in Sep/09 as Assistant Resident Engr on the construction project of Captain Karnal Sher Khan Cadet College Swabi. It is the biggest cadet college in Pakistan and is spread over an area of 1250 acres with project cost amounting to 1 billion approx. The project was composed of an administration block, 02 academic blocks, 06 hostels, 03 cadet messes, library, a multi purpose hall, 02 masjids, a hospital, community centre and a residential staff colony of 120 houses and roads. The total covered area of the project was about 450000 sft. As ARE I was responsible for approval/disapproval of daily construction activities, samples of different construction items and maintaining quality. Apart from this I supervised the preparation of monthly progress report, variation orders, and IPCs. Removal of bottlenecks faced by the contractors was also an integral part of my job.

Started working with MRK & Co. in Dec. 2005 as senior engineer on construction of additional rooms and laboratory in Boys High School F-8 and was promoted as Project manager in Jan 2007. In Mar 2008 I was assigned the job of executing Package 03, Phase II projects of Pakistan Red Crescent Society (2 schools and 2 RHCs and a branch office of PRCS) in Mansehra and Balakot with project cost amounting to 180 million. The structures were designed with steel trusses according to the revised design code for maximum earthquake resistance in the earth quake affected areas. As Project Manager I was responsible for

a. Maintaining over all progress and quality of projects.
b. Interaction with donors and consultants.
c. Monitoring and onsite managerial decisions.
d. Accounts supervision.
e. Co-ordination with different stake holders including concerned line departments.
f. Supervision of IPCs
g. Purchase of major construction items.