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Matthew Von Trapp Senior Consultant CV Mobile: +4792085831 Global: +974-6626-8445 E-Mail: [email protected] Born: 1970

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Matthew Von Trapp Senior Consultant CV Mobile: +4792085831 Global: +974-6626-8445 E-Mail: Matthewvontrapp@Outlook.Com Born: 1970 Matthew Von Trapp Senior Consultant CV Mobile: +4792085831 Global: +974-6626-8445 E-mail: [email protected] Born: 1970 Adress: Doha , Qatar Personal profile Project Manager & Six Sigma Black Belt Matthew has more than 16 years of experience specific to Project Management and improving project success percentages in both the public sector and within private companies. His tasks include Project Management, Project Management support, consulting, strategic planning, and Configuration Management. He has extensive experience working within teams and organizations to create the organizational profile required to achieve objectives and meet project success criteria. With experience on 3 Rail programs, and 4 large programs over $20 Billion USD each, he has unique and specialized capability regarding large scale interface management, planning, and procedure introduction to ensure project criteria (Cost, Quality, Scope, Budget) are realized. He has been trained in Six Sigma, the Project Success method, and has a strong background in contracts management, as well as software requirements for large programs. Key Knowledge Program Management Large Programs (over $20 Billion USD containing 10 or more projects) and medium projects (over $25 Million USD) and small organizational improvement projects. All required interface with multiple stakeholders, companies, and consultancies found in over 10 countries around the globe. Project Language Capability: English, Norwegian Roles: Client/Constructor – Supplier – Consultant Planning – follow-up and management Disciplines: Project Management, Configuration Management, Internal and External Quality Management, Organizational Improvement Line of work: Public companies (Railway), Construction, Manufacturing, Government (US, NATO) Management Mastery Operational Management Systems Quality Management Systems Defect Management Systems Interface Management Systems Integrated Management Systems Asset Management Systems Project Management Systems Delivery Management Systems Rail Projects Lusail (Doha Qatar)- Light Rail with 34 KM track, 37 stations, $30 Bn City Program HIA People Mover / Two Metro Station Boxes (Doha Qatar)- indoor automated transfer system, completion of Metro station box at HIA Qatar Rail (Doha Qatar)- Includes: Metro: 37 Stations phase 1, 109 stations total. 110 Km Track, 66 km tunnel, Opens in 2019 Long Distance: 9 stations, 5 construction phases, international connection Lusail Light Rail: (Joined Qatar Rail 2014) CV Matthew Von Trapp Rail Experience The Rail program in Qatar is new. The country doesn’t have a long history of experience such as Norway, the UK, or Germany. Consequently, every organization including the Owner, Operators, Rail Authority, Independent Safety Assessor, and Ministry of Transportation Rail Division must be created and publish standards with interconnecting compatibility. Coordination of these activities on a program totalling over $50 BN is a challenge. However, the principles are similar to those that should be used on any large program. My responsibility is to prepare every organization to perform their functions, deliver their required products or services, and to interface with interconnecting stakeholders using common processes. Relevant experience Project: Qatar Rail Metro, Long Distance, Light Rail, Operations, FM, Retail Food & Beverage Duration: JAN 2015 – Present Roles: I work directly for the owner of the program in the following capacities: Policy & Governance Manager Quality Policy & Assurance Manager Technical Information Control Manager (Asset and Data Team Leader) Program Quality Manager Corporate Quality Manager Description: $54 Billion Program with a 23,000-person strong workforce, 21 TBM’s, 12 Contractors, 8 Project Management Consultants, 16 Design Houses in 10 countries, and hundreds of suppliers. Qatar Rail (Client) is a young organization, comprising of consultant/subject matter experts from around the globe with different levels of experience and backgrounds. Internal procedures, methods, and interface protocols must be created with a multitude of stakeholders in mind along with their requirements, specifications, and delivery expectations. My collective roles have been focused on organizational capability (including all interfacing organizations) and the procedures, protocols, and configuration management. Primary implementation mechanism of the operational standards consists of multiple software systems designed to enforce standards throughout the hierarchy & structure, from Design, Tender, Construction, Systems, Operations, Facilities Maintenance, Retail, Food & Beverage (Tenant Operations). Manage tender sections and related activities for Quality Management, Configuration Management, Delivery Management, and Defect Management. Achieved result: Implemented significant interface protocols including the delivery management system, which aligns all program partners (contractors, Systems, and government agencies) to achieve requirements for the Rail Safety Case. Standardized 4 software systems including codification and configuration management requirements for interface Created new audit mechanisms that details organizational capability; providing key predictive analytics into interfacing organizations and whether or not they will be delivering on time, within budget, and to expected client requirements. Project: Hamad International Airport (NDIA Project) Six Large projects including two concourses, people mover, 18 five-star lounges Duration: April 2013 – Nov 2014 Page 2 of 7 CV Matthew Von Trapp Role I worked for the Project Management Consultant- Parsons Senior Program Quality Manager Description: $27 Billion greenfield Airport program in Doha Qatar comprising of 3 management consultants, 45 construction packages, and over 20,000 workers. The airport program consisted of 2 runways, 2 highway projects with 3 interchanges, Automated People mover, and two station boxes (underground) for the Doha Metro. I was moved to the Airport Program internally within Parsons in order to deliver the construction projects to the operator and the Civil Aviation Authority. Upon my arrival I quickly ascertained that this program ($7 Billion over budget and two years late) did not have any common delivery management system, including a standardized interface protocol, design-to-construction control program, and contract deliverables management method. I quickly gathered all stakeholders, prepared common procedures, assessed and implemented new software platforms to manage the critical delivery tasks and engaged new configuration management protocols to enforce procedural interface. Achieved result: Provided critical interface procedures for 9 contractors, 2 designers, the Civil Aviation Agency, Ministry of Interior ensuring delivery capability. Using Six-Sigma techniques in service, saved my company $1.75 Million in contractual deliverables and saved the client 45,000 man hours in labor. Project: Lusail City Project 92 large projects including light rail (37 Stations, 35 Trams), the creation of 4 man-made islands, a 100,000-person FIFA stadium, marina, 18 km of tunnels, 30 km of roadways, 33 Km of Light Rail track, and 9 bridges. Duration: April 2012 – April 2013 Role I worked for client within the Project Management Consultant- Parsons Senior Program Quality Manager Description: $20 Billion (phase one) greenfield city program in Doha Qatar comprising of 4 management consultants, 92 construction packages, and over 20,000 workers in a 38 square km work site designed to house 300,000 people. I arrived as the program was preparing to initiate phase two. Gathered client, governmental, and end user requirements and created a new interface protocol for project execution, assessment, and delivery. Spearheaded the ‘Universal Program Management Plan’ that aligned the management systems between interfacing consultants and their respective contractors. Designed one of the modules and critical software requirements for the program management system PAR-LINK™ (proprietary software) which provided the client with a live geospatial program dashboard where monitoring of dynamic program details for tender, design, construction, budget, safety, quality, and scope are all found in one interactive program. Ensured configuration management enforced interface protocols and facilitated procedural interactions. Implemented the consultant audit system which establish criteria relating to organizational capability and the statistical likelihood of project success. Page 3 of 7 CV Matthew Von Trapp Defined, implemented, and managed the supplier requirements and audit system; subsequently used to monitor suppliers in Korea, Austria, Germany, and Spain to ensure delivery requirements were met. Achieved result: Successful Project completion on the creation and implementation of the Universal Program Management Plan Successful implementation of the PAR-LINK™ system Revamp of the tender process Implementation of the Universal NCR program, saving $Millions in client pay-outs on regular contractor invoices Consulting Experience The following companies purchased my consulting services through BusinessWorks LLC: Customer: Hassanesco Construction (Doha Qatar) 1100 Employees Duration: 2011-2012 Projects: ISO Certification US Military / NATO Registration Multiple Construction Projects ($210 Million USD) Role Consultant (Imbedded) Description: Provided the client with internal organizational control mechanisms, operations systems, and functional business methods Registered
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