Wouter Nijland

Manage and Develop Masterplans and Concept designs for 7 airports.

• Dammam International Airport
• Abha International Airport,
• Qassim International Airport,
• Taif International Airport and
• Al Ahsa International Airport
• Hail Regional Airport
• Al Qaisuma Reginal Airport

Review the Masterplans proposed by third party developers (PIF/ROSHN) for:

• KKIA (Riyadh King Khaled International Airport)
• KAIA (Jeddah King Abulaziz International Airport)

Chair of technical Capex Business Case Committee for all MATARAT infrastructure funding requests. including International hubs KKIA/KAIA/KFIA)

• Review problem statement and Business case
• Confirm Strategic Alignment of business need / driver
• Review scope, optioneering and cost estimates
• Present endorsed project in clear, on-point presentation for MATARAT Board of Directors.
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Develop and Implement Infrastructure Delivery Governance for holding and its operating companies including training and guidance.

• Masterplan development
• Portfolio management
• Business Case templates.
• Project Financial Analysis templates

• Develop Capital Expenditure financial modelling, budgeting, and reporting capability for the Holding
• Provide advice on capex performance, ROI modelling, subsidiary capex budgets, long term funding plans and strategic capital deployment.
• Developed organisational policies for administrative oversight and internal and OpCo controls.
• Delivered group and OpCo CAPEX budgets for 2021, 2022 and 2023

• Infrastructure Portfolio Manager for Gatwick International Airport
• Consulted with C-suite manager influencing decision making.
• Manage Balanced Capacity Studies for Northern Runway Consultation, water management portfolio for the Northern Runway Project,
• Prepare and run deep-dive session with Board of Directors into operational performance analysis, future capacity planning and AOC consultation
• Delivered Capacity and Investment plan chapter for sales business plan in 2017
• Delivered rolling 5-year Capex Investment Plan (budget) for 2015, 2016, 2017, 2018, 2019 and 2020.

• Head of PMO Planning function for all current and future construction project.
• Preparing progress reports for Senior Management and BoD
• Provide strategic planning input for emerging developments
• Developing and implementing unified Master schedule for capital works.
• Restructuring planning team, introducing Senior planners to coordinate specific programs of work and line manage junior planners

• Manage the £1bn CAPEX plan through economic regulatory cycles
• Calculate impact of 5 Year CAPEX plan on Regulatory Asset Base and EBITDA, build investment scenario models, lead strategic Check-in transformation feasibility study,
• Developed and gained approval for alternative plan for North Terminal Development, improving capacity, reducing CAPEX, exceed revenue target and reduce cost to serve for airlines.
• Developed strategic plan for Airline moves program supporting consolidation of key airline operations in one terminal.

• Manage the development of the Economic Regulation 5-year business plan.
• Manage progress reporting on Current Economic Settlement
• Develop and implement Asset Management Process, tools, and capabilities.
• Develop deliver bespoke financial optimization tool, linked to Asset Data, Project Scope, ROI and regulated KPI's
• Developed regulatory (PR14) CAPEX plan scenarios

• Manage portfolio of commercial Mooring/harbour sites along historic British Canal network. moving the assets from operational teams to commercial returning assets.
• Creating clarity in service propositions, improve profitability, and deliver growth opportunities
• Develop profit and loss accounts and revenue forecast modules, introduce National Risk Management process,
• Implement Asset Management according to ISO55001 (then PAS55)

• Delegated Asset owner for 200km of Britain's Historic Canal infrastructure
• Manage reinvestment and develop asset interventions to reduce corporate risk and achieve strategic objectives.
• Restructured operational inspections process, (national project)
• Business Unit Representative in National Asset Management Group,
• Project manager for Minimum Safety Standards Survey, (national project)

• Develop and Implement long term investment plans (25y) for the primary Coastal defense structure,
• Provide business cases for government investment cycles
• Manage a team of inspectors, hydrological surveyors and supervisory engineers
• Develop and implement O&M Manuals and long term fully costed and indexed Asset Management plans,
• Improve asset data accuracy.