Ehab Badawy

WORK HISTORY

EDUCATION

ABOUT EHAB BADAWY

Thirty-five years in project delivery across oil and gas, EPC, infrastructure, and renewable energy has given me one consistent lesson: the quality of your planning and governance upstream determines everything that happens on site. I\'ve spent the bulk of my career on the operator side — ExxonMobil and Shell — managing capital projects and turnarounds in the UAE, Iraq, UK, and Netherlands, with cumulative project exposure above $2 billion. That includes a $650M EPC scope at ExxonMobil, leading field development projects with annual budgets of $170–190M, and overseeing construction and commissioning teams of 300+ personnel with a zero accident/incident record during my tenure. What I bring to any project environment: End-to-end EPC delivery — From FEED and Stage Gate governance through construction, commissioning, and operational handover. I\'ve worked both sides of the contract table, which means I understand where contractor and client interests diverge — and how to close that gap before it becomes a claim. Turnaround execution — My approach to TA management is front-loaded: scope freeze discipline, work pack quality, contractor mobilisation readiness, and materials availability. What goes wrong in a TA window is almost always traceable to something that wasn\'t resolved in the planning phase. Commercial and contract rigour — I\'ve managed EPC contracts, handled contractor claims, and led variation discussions on complex, multi-party scopes. Budget control and cost discipline are embedded in how I run projects, not treated as a finance team concern. Risk and change management — Applied formally, not as a paperwork exercise. I\'ve used structured risk registers and change control processes to resolve delivery issues and protect margin on projects where scope creep was a genuine threat. Team leadership — I\'ve led engineering, quality, SHE, and construction teams across multiple geographies and cultures. I work in English, Arabic, French, and conversational Spanish, which has been a real operational advantage in cross-border project environments. Currently serving as CTO at Hydro-C, leading solar and wind project delivery across the UK, Scotland, and the Middle East on programmes valued between $20M and $980M — applying the same project governance disciplines I built in conventional energy to the renewables space. Open to senior consulting, advisory, and programme leadership roles across the energy sector — conventional, transitional, or infrastructure.