C.G. (Kit) Joy, C. Eng, FIChemE
Phone: +44 (0) 20 8371 8635
Mr. Joy has over 30 years of engineering experience on both the U.K. and international projects in the areas of project/construction management, consulting engineering, design, contract administration and construction claims analysis and resolution.
His professional experience includes the design of a wide range of industrial facilities, Mr. Joy developed his expertise through education and the practice of mechanical and process engineering.
Mr. Joy has developed and presented construction management, contract administration and construction claims seminars.
Sept 2000 – Present. Consultant advising clients on project management and contractual matters, assistance in claims evaluation and preparation, and review of contractual problems. UK representative for MDCSystems®. Organization of seminars and presentation of lectures to contractors' project and contract administration staff
Senior Project Manager
Dec 97 - 2000. Project manager for a lump sum turn key project in for PDO in Oman worth approximately $80 million. We were called in to “rescue” this project which had severely over-run its budget, was seriously late and was losing the confidence of the client. After taking over the project, losses were contained and the schedule was revised
Feb 94 – April 97. Project manager for KNPC Acid Gas Removal Project project management consultancy team with a value of about $150 million. Scope included updating contract and comprehensive technical bid documents, providing expertise and guidance to KNPC in both technical and project control disciplines, and monitoring the work of the EPC contractor.
Jul 92 - Jul 93. Manager of Iranian contracts. Two contracts successfully completed, but further work stopped for Iranian economic/political reasons.
Jul 91 - Jul 92. Project manager for a $150 million grass roots on-shore gas terminal. Complete responsibility for execution of design, procurement and construction planning. Reimbursable man-hour-type project was on schedule.
Jan 89 - Jul 92. Proposal manager then project manager for a $10 million lump sum turn-key project for a sulphur recovery unit for BP at Grangemouth, Scotland. Full responsibility for profitability, schedule and quality for the project covering the full range of design, procurement, construction and commissioning services to BP. Project was on time and profitable, and the client very satisfied.
Apr 88 - Dec 88. Project manager for a front-end engineering design package for Hydrocarbons Great Britain (subsidiary of British Gas) at Barrow-in-Furness. Project was about 15000 man-hours. The project was brought in on time and on budget.
Nov 87 - Apr 88. Project manager for a lump sum process study and development recommendation for KNPC in Kuwait to investigate revamp options for an obsolete nitrogen plant. Project featured a very tight schedule requiring considerable communications with licensors. Project was completed to the complete satisfaction of the client and very profitably.
Apr 86 - Nov 87. Project manager for a wide-ranging offsites revamp for Lindsay Oil Refinery Ltd. Scope included engineering, procurement and preparation of construction contract packages. Total project value approximately $30 million including some 50,000 home office man-hours. Project required careful control of large numbers of disparate revamp and construction packages.
Manager of Engineering
Feb 79 - Sept 81. Full range of line management duties including staffing - hiring and firing as Sept 83 - Apl 86 as well as allocating staff to projects; planning and executing departmental developments; setting salary levels; maintaining discipline; training, development and promotion of staff; seeking and implementing design and design procedure improvements; general responsibility for the quality of all work.
Sept 81 - Sept 83. Project Technical Director. Reporting to the Project Director in a small directorate drawn from senior management of three contracting companies from USA, France and Japan. Project was lump sum, turn key, grass roots refinery in Saudi Arabia with a value of $150 million. The task was to ensure technical uniformity and cohesion of design and compliance with Client’s extensive design standards while meeting cost restraints. Total size of the three contractors’ teams peaked at over 500 engineers and designers. Jul. 78 - Feb. 79. Project Controls Manager and deputy to the Project Director on a $500 million project in Iran. The project scope covered design, procurement and construction management, but the project was terminated at the completion of engineering by the Iranian revolution. Responsibilities included management of all aspects of cost and schedule as well as setting up construction contracts in Iran. Project home office staff peaked at about 250.
- MA (Cantab) 2.2 Natural Sciences and Chemical Engineering
- Course Accountancy and Finance at the Polytechnic of Central London
- Post degree course Reservoir Engineering at Texas A&M University
- Languages: French – fluent; German - elementary