URBAN RAIL CONSULTING & STRATEGY inc.

bROAD SCOPE OF CONSULTING SERVICES

FRANCISCO GARCIA, SENIOR PARTNER
SAVE THE PLANET  - TAKE THE TRAIN -
Urban Rail Consulting & Strategy Inc. was created to support companies in the pursuit and capture of urban rail projects. It comprises a multi-country network of professionals with broad experience in the mass transit / rail transportation segment.

Our aim is to provide international market assessment and strategic vision to identify profitable opportunities, definition of strategic partnerships, development and implementation of capture plans, in-depth competitive intelligence, development of target / selling price and support during bid preparation, bid submission and contract negotiations.

The pandemic has been the catalyst to embrace the increasing acceptace of working remotely. In light of current Covid-19 restrictions, our consulting services can be effectively delivered virtually using digital platforms or in person subject and in full adherence to local guidelines and recommendations.

Our dedicated team of urban rail professionals will ensure that your strategic objectives are achieved. Whether you are seeking for strategic placements to fill your organization's critical short-term and long-term resource gaps or specific virtual consultations to gain in-depth market and strategic insight by connecting with our global network of multi-disciplinary associates. Drawing on the combined knowledge of our highly experienced Associates who have worked with leading urban rail transportation equipment suppliers, major civil contractors, EPCs, consultants and ECAs, we provide expert support through the entire tender processes (EOI, RFI, RFT, RFP) for either Greenfield or Brownfield models.

Our skill set encompasses work experience in multi-million dollar contracts for the design, construction, testing & commissioning and O&M of rail-based systems for metro, monorail, suburban, light rail and airport people mover applications. Our team possesses strong commercial awareness, broad strategic vision and ample knowledge of the urban rail market, key players and stakeholders and ability to provide leadership to win projects under a variety of contractual schemes including PPPs, turnkey and multi-package tenders. We are versed in establishing new and enhancing existing customer networks, strong results-oriented leadership bridging cultural and organizational boundaries in different countries and markets, consistently delivering long-term benefits and profitable results.

consulting services OFFERED  through the entire project cycle

  1. POST-BID SUPPORT, -

    If deemed necessary, our team can support post-bid submission discussions and provide responses to any queries raised by the Client or its consultants related to any technical aspects of the proposal. 

  2. DEVELOPMENT OF TARGET PRICE, -

    Our team can contribute to the development of this strategic and highly confidential effort by providing market prices available publicly based on recent bids or past project information and determine how this fits within the customer project budget. Our team will endeavor to provide a target price for each of the principal project elements, namely vehicles, signaling and telecoms, AFC, civil works and O&M.

  3. BID SUPPORT IN TECHNICAL AREAS, -

    • Vehicle definition
    • Signaling
    • Integrated communications and OCC
    • Revenue Collection Equipment
    • Platform Screen Doors
    • Power supply and distribution
    • Depot and workshop design and staffing
    • RAMS and QA
    • Strategic procurement including localization and vendor qualification

  4. PROCUREMENT AND LOCALIZATION, -

    Prepare TDs or other forms of RFP’s including localization requirements, Vendor qualification, Issue RFPs to Vendors, Negotiate with Vendors re: compliance and price, Receive Revised Vendor Proposals and final price negotiation prior to bid submission.

  5. BID PLANNING / BID MANAGEMENT, -

    Our team can undertake the development of the internal proposal management plan and schedule, including Annotated Table of Contents, system configuration summary (Engineering), exceptions Lists (commercial/technical), responsibility matrices, proposal deliverables list, estimating plan (Costing) and if necessary, support with definition of typing format, prepare proposal graphics and covers as well as proposal executive summaries. Critical to success is the development of a robust Management Proposal comprising Project Management approach, team experience / qualifications, project organization, identification of key project personnel, project controls, scope split description, Work Breakdown Structure (WBS), Project Schedule / CPM chart, Engineering Approach, Construction Methodology, Project Plans and project/contractual deliverables.

  6. CAPTURE PLAN DEVELOPMENT/EXECUTION, -

    Our team has ample expertise in developing seamless Capture Plans that will enable you to have reliable intelligence on the Customer, Consultants and the competition to more accurately set target prices while maximizing margins and profits. The Capture Plan addresses enabling factors (where poor performance hinders a successful bid) and key success factors, (which strong performance is essential for a successful bid).

    Enabling factors comprise: product solution, strategic importance, bid team mobilization, bid planning, consultants and risk management and

    Key Success Factors comprise: Country presence, Customer intimacy, partners, reliable intelligence, price and identification of a clear champion, both within your own organization and your Customer.

  7. ASSESSMENT OF COMPETITIVE LANDSCAPE,

    Your market analysis isn’t complete without thinking about your competition. Beyond knowing what other companies you are competing with, a comprehensive and timely competitive analysis will point out competitors’ weaknesses that you can take advantage of. With this knowledge, you can differentiate your proposal by offering products and services that fill those gaps that competitors have not addressed.

  8. RFP REVIEW,

    In-depth assessment and review of final RFP pointing out areas where your specific product solution may not meet the technical requirements. Our comprehensive RFP review will also include identification of risk areas (legal, commercial and project execution).

  9. RFI AND RFQ REVIEW,

    Support the assessment of RFIs and response to RFQs. Identify areas where early introduction of technical features that differentiate your product from the competition. Support technical discussions with Client’s technical team and consultants, presenting initial aspects of value proposition and differentiators..

  10. IDENTIFICATION OF STRATEGIC PARTNERS,

    Regardless of the bid and contractual modality, one aspect that is critical to success is the timely selection of a strategic partner, which can be either a stand-alone civil contractor, EPC Consortium, a Concessionaire or a rolling stock manufacturer. Our team can undertake an in-depth assessment of the best suited strategic partners taking into account their experience, customer perception as well as their ability to develop a fully compliant and price-competitive offer.

  11. OPPORTUNITY ASSESSMENT,

    As most projects being monitored never reach the proposal stage, our team can provide an accurate assessment of a given opportunity taking into account the specific Country, perceived or real project needs, the political consensus, funding commitment and technology requirements. A thorough review of risks (commercial, technical, marketing / proposal risk), the competitive position, project size and strategic positioning and chances to win.

  12. MARKET ANALYSIS,

    Our experts can develop an in-depth market analysis comprising a thorough qualitative and quantitative assessment of the current market. We will provide details to help you understand the volume and value of the market, potential customer segments and their buying patterns, the position of your competition, and the overall economic environment, including barriers to entry, and industry regulations.

  13. CHANGE AND TRANSFORMATION, -

    There’s no better time to change than when everything else has changed. One year in, the global pandemic has forever altered the way we work, learn and interact. Take this experience as an opportunity to evaluate, prioritize and reinvent your business to thrive in a digital world. While we were headed towards digital transformation long before COVID-19, the crisis forced companies to reimagine their operations and plan for the now, next and beyond.

    Six Sigma: Six Sigma methodology provides a standard approach to problem-solving and our experts can bring forward the benefits od this methodology to address specific challenges or needs for continuous process improvement to your organization.

    Business improvement, Change and Transformation:
    Change Management offers a way to structure critical changes so that everyone is on the same page and so that confusion is minimized. Change management best practices ensure staff are united, and can contribute valuable input that shapes the direction of change. When everyone knows they will benefit from change, they will be motivated to work in harmony and reach common goals.

    Value Proposition and differentiators:Our specialists can discuss how your company, product, or service is different than what the competition is offering. We can provide expert advise on the use of the Value Proposition Canvas, a business model tool that helps you make sure that your company’s product or service is positioned around specific customers’ values and needs.

  14. OPERATIONS & MAINTENANCE,

    • Depot and maintenance building layout optimization
    • Operations analysis (crossover placement, failure management routes)
    • Concept of operations, concept of maintenance
    • Workshop equipment specifications, spare parts list
    • Review/development of standard operating procedures, failure management . emergency procedures, and the rule book


  15. PROJECT MANAGEMENT / EXECUTION, In collaboration with London-based The Virtual PMO Solutions

    • Project Management (Design and Delivery):
    • Commercial Management
    • Project Controls (Cost, Change, Planning, Risk & Opportunity)
    • Project Admin Support (Document control, Access Planning, HSQE, Secretarial)
    • Systems Interface and Coordination


our vision and objective

SEAMLESS SUPPORT TO CLIENTS IN IDENTIFICATION,  PURSUIT AND CAPTURE OF PROFITABLE OPPORTUNITIES.

Experience Highlights

  • STRATEGIC ACQUISITIONS & POST-MERGER INTEGRATION
    Supported bombardier's due diligence and SUCCESSFUL negotiations for acquisition of plant in Mexico.
  • ESTABLISHING STRATEGIC PARTNERSHIPS
    rIGOROUS AND TIMELY ANALYSIS OF STRATEGIC PARTNERS AND SEAMLESS EXECUTION OF CAPTURE PLANS.
  • ENTRY INTO STRATEGIC MARKETS
    1ST CBTC signaling (Santiago METRO lINES 3&6), 1ST MONORAIL (sAO pAULO Line 15), 1st order in india.

the virtual pmO LTD. www.thevirtualpmO.solutions

  • BUSINESS TRANSFORMATION, CHANGE MANAGEMENT AND CONTINUOS IMPROVEMENT:
    Implement a framework to identify, define, plan, track and realiZe business outcomes and benefits.
  • IMPLEMENT A FRAMEWORK TO IDENTIFY, DEFINE, PLAN, TRACK AND REALIZE BUSINESS OUTCOMES AND BENEFITS:
    Full line of sight from scope, outputs to specific business and Stakeholder engagement.
  • REPORTING: AGGREGATE AND INTERPRET RELEVANT DATA TO PRODUCE MEANINGFUL PROJECT STATUS REPORTS.
    Provide accurate data to make informed decisions and take early intervention to emerging issues
  • IMPLEMENT A SET OF POLICIES, REGULATIONS, FUNCTIONS, PROCESSES, PROCEDURES AND RESPONSIBILITIES
    To define the establishment, effective management & control of projects ,programmes., portfolio
  • INTEGRATED PROGRAM CONTROL & APPLICATION OF MANAGEMENT PROCESSES TO INTEGRATE ALL KEY COMPONENTS:
    Scope, schedule, cost, risk,, quality, resources, outturn cost forecast, Fitness for purpose.
  • WE SPECIALIZE IN THE SUPPORT OF MAJOR URBAN RAIL PROJECTS PROVIDING ‘BIG PICTURE’ OVERVIEW:
    Timely advice, strategic planning, management rigour, seamless engagement and robust processes.
  • A VIRTUAL SELECTION OF PEOPLE, PROCESSES AND TOOLS TO OFFER CONSULTATION AND STRATEGIC ADVICE:
    Accomplish your goals efficiently & economically, utilizing local resources supported by us.
  • THE PANDEMIC HAS BEEN THE CATALYST TO EMBRACE THE WIDESPREAD ACCEPTANCE OF WORKING REMOTELY:
    Clients can now procure specialized consulting services from anywhere in the world virtually.

Causes

  • SUPPORT YOUR LOCAL COMMUNITY
    MAKE IT BETTER, BE PROUD, PRESERVE it AND VOLUNTEER.
  • HUNGER AND HOMELESSNESS
    Foster education for awareness and change.
  • ERRADICATE PANDEMICS FOR A SAFER WORLD
    STAY SAFE. RESPECT others. FOLLOW GUDELINES.
  • ENVIRONMENT
    Reduce Pollution AND SAVE THE PLANET FOR OUR CHILDREN.

OUR VALUES & CULTURE: Shaping our team mentality

  • PASSIONATE
    Our Associates have one thing in common – Passion for Urban Rail and Transportation.
  • DISCIPLINE, COMMITMENT, EXCELLENCE
    Entirely focused and accountable to meet your objectives.
  • PROXIMITY
    Being there when clients need us and avoiding multiple layers between the client and us.
  • SUSTAINABLE
    Our virtual services are effective and pledge to lower the carbon footprint.
  • INNOVATIVE
    We display creative thinking and optimism to find a new way to approach a problem.
  • INTEGRITY WITHOUT COMPROMISE
    Honest, ethical, accurate services translate into Customer trust.
  • CUSTOMER FOCUS
    Complete & total dedication. Proactive and consistent in delivering expert advice.

results of major strategic pursuits

  • $90M
    gUADALAJARA METRO-DELIVERY OF 32 LRVS (6-AXLE)
  • $120M
    mexico city metro line A 13x6-car trains
  • $645M
    380 CARS FOR DELHI METR0 first ORDER IN INDIA.
  • $260M
    Mexico City Metro Line 1 First metro car overhaul
  • $1.7B
    Sao Paulo Metro Line 15 First monorail SYSTEM
  • $452M
    Santiago Metro Lines 3&6  FIRST CBTC in Chile

combined areas of expertise of our associates

  • system integration
    20+
  • civil and E&M interface
    20+
  • trackwork
    20+
  • fare collection equipment
    20+
  • integrated communications
    20+
  • power supply & Distribution
    20+
  • platform screen doors
    20+
  • CBTC and ERTMS signaling
    20+
  • rolling stock
    20+
  • value proposition
    20+
  • six sigma
    20+
  • PROJECT and Change MANAGEMENT
    20+
  • bid planning & Bid management
    20+
  • support contract negotiations
    20+
  • development of target price
    20+
  • risk & opportunity assessment
    20+
  • competitive intelligence
    20+
  • capture plan development
    20+
  • strategic partner selection
    20+
  • opportunity assessment
    20+
  • urban rail Market analysis
    20+

principal associates

CARLA ROGERS (Kingston-Ontario based). Areas of expertise: Finance, Project Controls and Project Management.
A 34-year veteran of the driverless transit industry, Carla has a reputation for her outstanding collaboration with engineers and utilizing diverse perspectives to simplify complexity for effective solutions. Her expertise covers the areas of cost and budget controlling, financial forecasting, project pre-qualifications, bids, operations management, strategic planning, new product identification and development, product management, and project management. A versatile leader, she has an energetic drive to develop opportunities, find solutions and execute transportation projects with decisive and direct actions. She has led projects from the bid phase, through engineering development, new subsystem design, global supply chain sourcing, and multi-site manufacturing in Canada, USA and Mexico, testing and safety certification. Carla holds an MBA and is a Certified Professional Accountant (CPA) as well as a certified Project Management Professional (PMP).
FRANCISCO GARCIA (Toronto-based)               Areas of expertise: Commercial strategy, M&A, Change Management & Transformation.
Drawing on Francisco Garcia’s 35+ years of global experience working with leading urban rail transportation equipment suppliers, major civil contractors, EPCs, consultants and ECAs, successfully leading entire tender processes (EOI, RFI, RFT, RFP) for either Greenfield or Brownfield models and winning over US$3 billion in contracts for the design and construction of rail-based systems for metro, monorail, suburban, light rail and airport people mover applications. A role model of behavior and commercial ethics and advocate for top talent recruitment, mentoring and team development. Strong commercial awareness, broad strategic vision and ample knowledge of the urban rail market, key players and stakeholders and ability to provide leadership to win projects under variety of contractual schemes including PPPs, turnkey and multi-package tenders. Versed In establishing new and enhancing existing customer networks, strong results-oriented leadership bridging cultural and organizational boundaries in different countries and markets, consistently delivering long-term benefits and profitable results.
TOM FODOR (Kingston, Ontario-based) . Areas of expertise: Transit Operations & Maintenance)
Tom is a Transit Operations and Maintenance Specialist with 44 years of extensive experience in the field of transit system engineering, specializing in operations and maintenance (O&M) analysis, planning, and system integration/test & commissioning. In his O&M planning role he focused primarily on interfacing with partners and contractors on all aspects of system/subsystem design/development and ultimately the integration of signaling, vehicle, power, civil, electrical and mechanical, communications, trackwork, alignment and depot design to ensure that the operability and maintainability of the collective system achieved the specified standards and targets. To this end, Tom also oversaw and supervised the construction contractor to ensure that the infrastructure was O&M compliant and ready for revenue service.
ANDRE KOLUKSUZ (Doha, Qatar-based)                 Areas  of expertise: Project control processes, lean construction principles, risk management, document control and key performance indicat
Over 30 years experience in major industrial, metro infrastructure and metro systems projects worldwide, Andre has recently returned from Qatar where he successfully led project control, risk management and document management teams for five years as a key member of the joint owner/PMC management team on Doha Metro Gold Line design-build project ($4 Billion), one of the three metro lines built in preparation for the World Cup 2022.
Strong understanding of a wide spectrum of factors and business needs with respect to project management throughout the entire life cycle of projects from planning, and initial design to commissioning and handover. Andre has worked on multi-billion dollar projects world-wide (Canada, UK, China, Hong Kong and Qatar) with leading international contractors, owners and project management consultants (PMC). He has managed, and organized project control teams, and established and documented robust project control processes and standards. In leading project control teams, he has relied not only on fundamental principles of project management but also on lean construction principles by encouraging collaboration, minimizing waste, utilizing lessons learnt, and continuous process improvement by doing it right the first time, striving for quality over quantity and focusing on leading predictive KPIs.
PETER ALOUCHE (Sao Paulo-based)                Areas of expertise: Introduction of new urban rail Technologies such as LRT, Metro, Monorail, People Movers & Aeromovel Technologies.
Electrical Engineering degree from Brazil’s Mackenzie University and Post Grade courses towards a Masters degree in Power Systems from Polytechnic School of the University of São Paulo, as well as several specialization courses in public transport from various universities and entities in Brazil, Europe and Japan. During his 35 year tenure at São Paulo Metrô, he held several technical and management positions and provided expert advise to senior management on matters pertaining to strategic expansion projects, introduction of new urban rail technologies and operations. Peter took an active role in overseeing preparation and management of tendering processes for rolling stock or other electro-mechanical components for new lines and/or extensions to existing lines in a variety of contractual schemes including single package, turnkey and PPP-Concessions. Peter represented São Paulo Metrô as a Member of the Steering Committee of the Subway Division of UITP and COMET and was also a member of the Standing Committee on Safety COPESE (Electric). Peter was also a full-time Professor on Transmission Lines at the School of Engineering of Mackenzie University, Armando Álvares Penteado College and a Professor of the Getúlio Vargas Foundation.
MARIANO CERMESONI (Buenos Aires-based) Areas of Expertise: Project conception, design and engineering, operations, tendering, construction, project management, Concessions
As Planning and Development Director for Buenos Aires Metro (Argentina), responsible to lead a team of over 130 people for the design, development, procurement and delivery of a multi-million dollar program to upgrade and modernize infrastructure, track, signaling, HVAC, communications, electrification, stations, depot, systems, including interface and integration with rolling stock in a network comprising six metro lines. Broad experience such as leading the on time and on budget delivery for extension of Buenos Aires Metro Line E (3 underground stations beneath the CBD and a new depot)/. Responsible for managing all technical aspects of the modernisation programme for Buenos Aires Metro Line D (Power, signaling GoA2, new depot, stations upgrade, new trains), co-funded by the European Bank of Investment (EIB/BEI), and leading the upgrade of Constitución Line C Metro station (+200k daily ridership).
HANS BAUMANN (Manila-based)                      Areas of Expertise: Depot / Workshop Design. Operations & Maintenance Planning.
Over 35 years of Rail O&M planning expertise developed with leading rolling stock manufacturers, Metro and commuter rail operators, urban rail consultants, EPCS, Concessionaires and global transportation specialists for urban rail systems, including driverless train operations. Versed in industry trends, developments, and O&M management practices. Specialized in mass transit depot and workshop design and development, depot track layouts; system maintenance strategies for rolling stock and E&M infrastructure, workload projections, staffing estimates, sizing of maintenance facilities and definitions of processes. Broad experience in design of Rail Depots for major mass transit operators such as Singapore LTA, Bangkok MRTA , Ho Chi Minh Metro Line 1, Manila LRTA Line 2, Hyderabad Metro, Penang Monorail, Indonesian Railways, Dubai Metro Red Line, Tehran Metro Line 3.
ALBERTO PARRA (Mexico City-based)            Areas of expertise: engineering, manufacturing and after sales service.
35 years of experience in the urban transportation sector in areas including engineering, manufacturing and After Sales service for mass transit equipment including buses, trolley buses, Light Rail Vehicles and high capacity Metro cars in rubber tire or steel-wheel configuration delivered to Customers in Mexico, USA and Latin America. Effective leadership skills to ensure seamless coordination and interface with functional departments guaranteeing compliance with schedule, RAMS, weight control, flammability, noise, EMI, and other technical requirements, as well as submission of all contractual deliverables to ensure customer satisfaction for quality, on time delivery and costs.
INNES MUIR (Glasgow-based)                                   Areas of expertise: Project management / Commercial.
Accomplished Program Management Director, working for Blue Chip organizations at the forefront of major programme delivery across both the private and public sectors. Offering over thirty-five years of Infrastructure and Construction management experience, with the last twenty five years spent in Railway Infrastructure, Rolling Stock Integration, Highways Development, Airports and Utility PMO as both a Client and Contractor in Director level roles.

OUR EXPERIENCE AND summary of major projects

  • Inglewood Transit Connector (2021) - Carla Rogers coordinated and co-authored an Eligibility Determination Response for the Inglewood Transit Connector Project for successful prequalification for a transit system design, build, operate & maintain project.
    Inglewood Transit Connector (2021) - Carla Rogers coordinated and co-authored an Eligibility Determination Response for the Inglewood Transit Connector Project for successful prequalification for a transit system design, build, operate & maintain project.
  • Vancouver SkyTrain Evergeen Line (2012-2018)-As Project Director,  Carla Rogers led design, procurement, manufacture, testing and safety certification of the first orders for Innovia Metro 300 product across Bombardier facilities in Canada, USA, Mexico.
    Vancouver SkyTrain Evergeen Line (2012-2018)-As Project Director,  Carla Rogers led design, procurement, manufacture, testing and safety certification of the first orders for Innovia Metro 300 product across Bombardier facilities in Canada, USA, Mexico.
  • Bombardier Innovia Metro 300 R&D Program (2009-2011) - As Product Manager for development of the Innovia Metro 300 light rail driverless product, Carla Rogers developed new concepts for design improvements through close collaboration with engineers.
    Bombardier Innovia Metro 300 R&D Program (2009-2011) - As Product Manager for development of the Innovia Metro 300 light rail driverless product, Carla Rogers developed new concepts for design improvements through close collaboration with engineers.
  • Vancouver SkyTrain Millenium Line (1998-2002) - Appointed as Divisional Controller and Financial Manager, Carla Rogers headed bid estimates for all vehicle sectors.  She was responsible for project accounting including cost controls.
    Vancouver SkyTrain Millenium Line (1998-2002) - Appointed as Divisional Controller and Financial Manager, Carla Rogers headed bid estimates for all vehicle sectors.  She was responsible for project accounting including cost controls.
  • King Abdullah Financial District Monorail (2011-2015)- As Project Manager, Carla Rogers led vehicle costs for the bid, and managed the engineering, procurement, design and testing of sub systems with a global supply chain. Managed vendor claims.
    King Abdullah Financial District Monorail (2011-2015)- As Project Manager, Carla Rogers led vehicle costs for the bid, and managed the engineering, procurement, design and testing of sub systems with a global supply chain. Managed vendor claims.
  • Sao Paulo Metro Monorail (2011-2014) - Carla Rogers was PM for the design build of the first 7-car train (of a 378 car order), liaised with the design & testing teams and supported start-up operations in the new manufacturing facility in Sao Paulo, Brazil
    Sao Paulo Metro Monorail (2011-2014) - Carla Rogers was PM for the design build of the first 7-car train (of a 378 car order), liaised with the design & testing teams and supported start-up operations in the new manufacturing facility in Sao Paulo, Brazil
  • Bombardier Innovia Monorail 300 R&D Program- (2009-2011)- In the role of strategic advisor, Carla Rogers conducted analysis of the global market and authored the business case to secure Corporate investment in a new monorail product now sold worldwide.
    Bombardier Innovia Monorail 300 R&D Program- (2009-2011)- In the role of strategic advisor, Carla Rogers conducted analysis of the global market and authored the business case to secure Corporate investment in a new monorail product now sold worldwide.
  • Las Vegas Monorail (1998-2003)- As the Divisional Controller & Financial Manager, Carla Rogers led cost controls, payroll, forecasting, budgets, invoicing, vendor claim management, and improvement of operational efficiencies with Six Sigma.
    Las Vegas Monorail (1998-2003)- As the Divisional Controller & Financial Manager, Carla Rogers led cost controls, payroll, forecasting, budgets, invoicing, vendor claim management, and improvement of operational efficiencies with Six Sigma.
  • JFK Airport AirTrain (1998-2004) - As Divisional Controller & Financial Manager, Carla Rogers led vehicle bid estimates and was responsible for project cost controls, payroll for 500+ employees, as well as leading contract and disputes with local CAW
    JFK Airport AirTrain (1998-2004) - As Divisional Controller & Financial Manager, Carla Rogers led vehicle bid estimates and was responsible for project cost controls, payroll for 500+ employees, as well as leading contract and disputes with local CAW
  • Kuala Lumpur LRT (1994-1998)- As Project Controller, Carla Rogers managed cost controls, cost variance analysis, make or buy decisions, reporting and forecasting, and applied learning curve theory to manpower planning.
    Kuala Lumpur LRT (1994-1998)- As Project Controller, Carla Rogers managed cost controls, cost variance analysis, make or buy decisions, reporting and forecasting, and applied learning curve theory to manpower planning.
  • Vancouver SkyTrain (1985-1986)- As Project Controller Carla Rogers managed cost controls, reporting and forecasting, budgets, and invoicing for this project valued at US$635 Million, which constituted the first fully automated transit system in the world.
    Vancouver SkyTrain (1985-1986)- As Project Controller Carla Rogers managed cost controls, reporting and forecasting, budgets, and invoicing for this project valued at US$635 Million, which constituted the first fully automated transit system in the world.
  • Detroit People Mover (1983-1988)- As Project Controller Carla Rogers managed cost controls, reporting and forecasting, budgets, and invoicing for this project valued at US$203 Million.
    Detroit People Mover (1983-1988)- As Project Controller Carla Rogers managed cost controls, reporting and forecasting, budgets, and invoicing for this project valued at US$203 Million.
  • (2021) Our experienced team of urban rail professionals is located in various locations around the globe and is ready to ensure that your strategic objectives are achieved.
    (2021) Our experienced team of urban rail professionals is located in various locations around the globe and is ready to ensure that your strategic objectives are achieved.
  • (2010) Tuas West Depot Singapore. Hans Baumann’s role: Developed mass   transit depot site arrangement through detail design, initial track layout,   workshop facilities sizing for rolling stock and infrastructure, and maintenance   equipment specificat
    (2010) Tuas West Depot Singapore. Hans Baumann’s role: Developed mass transit depot site arrangement through detail design, initial track layout, workshop facilities sizing for rolling stock and infrastructure, and maintenance equipment specificat
  • (2004) Bangkok Airport Rail. Hans Baumann’ role: Developed commuter rail depot on 6 ha site with sizing of rolling stock and infrastructure workshops, specification for workshop equipment including retractable overhead power conductors.
    (2004) Bangkok Airport Rail. Hans Baumann’ role: Developed commuter rail depot on 6 ha site with sizing of rolling stock and infrastructure workshops, specification for workshop equipment including retractable overhead power conductors.
  • (2015) Elevated Depot - Bangkok Purple Line. Hans Baumann’ role: Development   concept for elevated depot and workshops for mass transit trains and   infrastructure, initial track layout, maintenance facilities sizing, and workshop   equipment specifica
    (2015) Elevated Depot - Bangkok Purple Line. Hans Baumann’ role: Development concept for elevated depot and workshops for mass transit trains and infrastructure, initial track layout, maintenance facilities sizing, and workshop equipment specifica
  • (2018) Bogie Transporter - North-South Rail Philippines. Hans Baumann’ role: Specified novel equipment for replacement of bogies with uni-directional movement on flat floor workshop without rails, trains elevated with lifting jacks, no equipment pits.
    (2018) Bogie Transporter - North-South Rail Philippines. Hans Baumann’ role: Specified novel equipment for replacement of bogies with uni-directional movement on flat floor workshop without rails, trains elevated with lifting jacks, no equipment pits.
  • (2016) Mega Depot Singapore. Hans Baumann’s role: Developed layout for 3 stacked ATO mass transit depots, below ground, at-grade and elevated from initial to final layout, with rolling stock and infrastructure workshops, and maintenance specifications.
    (2016) Mega Depot Singapore. Hans Baumann’s role: Developed layout for 3 stacked ATO mass transit depots, below ground, at-grade and elevated from initial to final layout, with rolling stock and infrastructure workshops, and maintenance specifications.
  • (2013 – 2020) 2 minutes headway A-Line Modernization of Buenos Aires Metro: M. Cermesoni’s role: Negotiated technical and commercial terms to reconduct a suspended contract for construction and commissioning of new A-Line signalling system with GoA2 T
    (2013 – 2020) 2 minutes headway A-Line Modernization of Buenos Aires Metro: M. Cermesoni’s role: Negotiated technical and commercial terms to reconduct a suspended contract for construction and commissioning of new A-Line signalling system with GoA2 T
  • (2016-2020) 3 Subte stations beneath Obelisco upgrade of Buenos Aires Metro: M. Cermesoni’s role: Directed team to design and build an optimized egress and step free access for its 300k daily ridership with no disruptions in the station.
    (2016-2020) 3 Subte stations beneath Obelisco upgrade of Buenos Aires Metro: M. Cermesoni’s role: Directed team to design and build an optimized egress and step free access for its 300k daily ridership with no disruptions in the station.
  • (2012-2017) Constitución station upgrade of Buenos Aires Metro. M. Cermesoni’srole: Directed team to design and build an optimized egress and step free access for its 200k daily ridership with no significant disruptions in the station.
    (2012-2017) Constitución station upgrade of Buenos Aires Metro. M. Cermesoni’srole: Directed team to design and build an optimized egress and step free access for its 200k daily ridership with no significant disruptions in the station.
  • (2014 – 2020) New Depot of Buenos Aires Metro: M. Cermesoni’s role: Led negotiations, design, and build a depot for existing E-line. Collaborated closely with key stakeholders and built consensus amongst them to turnaround a 30-year failing project.
    (2014 – 2020) New Depot of Buenos Aires Metro: M. Cermesoni’s role: Led negotiations, design, and build a depot for existing E-line. Collaborated closely with key stakeholders and built consensus amongst them to turnaround a 30-year failing project.
  • (2015 – 2020) 2 minutes headway D-Line Modernization of Buenos Aires Metro: M. Cermesoni’ role: Project managed full scope of 20-package-contract, $254M brownfield project, including new trains, CBTC GoA2, power, SCADA, new depot, tracks.
    (2015 – 2020) 2 minutes headway D-Line Modernization of Buenos Aires Metro: M. Cermesoni’ role: Project managed full scope of 20-package-contract, $254M brownfield project, including new trains, CBTC GoA2, power, SCADA, new depot, tracks.
  • (2019) 3-Stations-Extension of E-Line of Buenos Aires Metro. M. Cermesoni’s role: Directed team of 100+ staff to design, build, and launch $500M rail extension, on time against 18-month schedule. Oversaw seamless integration of 60+ contracts.
    (2019) 3-Stations-Extension of E-Line of Buenos Aires Metro. M. Cermesoni’s role: Directed team of 100+ staff to design, build, and launch $500M rail extension, on time against 18-month schedule. Oversaw seamless integration of 60+ contracts.
  • (1988/1990) Prior to Bombardier's acquisition of Concarril plant in Mexico, Alberto led engineering and manufacturing teams on three separate contracts to supply of 16 LRVs for Guadalajara, 12 LRVs for Mexico City and 24 LRVs for Monterrey.
    (1988/1990) Prior to Bombardier's acquisition of Concarril plant in Mexico, Alberto led engineering and manufacturing teams on three separate contracts to supply of 16 LRVs for Guadalajara, 12 LRVs for Mexico City and 24 LRVs for Monterrey.
  • (2016-2018) Modernization of a fleet of 85x9-car trains (NM73). A. Parra’s role: Replace Master controller with new design featuring high performance sensitive dead man device.
    (2016-2018) Modernization of a fleet of 85x9-car trains (NM73). A. Parra’s role: Replace Master controller with new design featuring high performance sensitive dead man device.
  • (2014) US$12.5 million to supply fleet of 25 DINA-made trolley bus fleet for Guadalajara, Mexico. A. Parra’s role: Consulting services to secure the contract followed by technical support during entire manufacturing process.
    (2014) US$12.5 million to supply fleet of 25 DINA-made trolley bus fleet for Guadalajara, Mexico. A. Parra’s role: Consulting services to secure the contract followed by technical support during entire manufacturing process.
  • (2013-2019) Ottawa LRT - US$ 1.7 Billion DBFM turnkey project. 12.5 km, 13 stations, yard, highway expansion, bridge replacement, power supply, CBTC signaling, communication systems, supply of LRT vehicles. (Andre Koluksuz role: Risk Manager).
    (2013-2019) Ottawa LRT - US$ 1.7 Billion DBFM turnkey project. 12.5 km, 13 stations, yard, highway expansion, bridge replacement, power supply, CBTC signaling, communication systems, supply of LRT vehicles. (Andre Koluksuz role: Risk Manager).
  • (2014-2019) Doha Metro Gold Line-US$ 3Billion D-B contract (13 km tunnel, 10-stations, 4 switch boxes), part of the nationwide infrastructure improvements to meet the needs of FIFA World Cup 2022. Andre Koluksuz’ role: Senior Project Control Manager.
    (2014-2019) Doha Metro Gold Line-US$ 3Billion D-B contract (13 km tunnel, 10-stations, 4 switch boxes), part of the nationwide infrastructure improvements to meet the needs of FIFA World Cup 2022. Andre Koluksuz’ role: Senior Project Control Manager.
  • (2013-2020) Eglinton Crosstown LRT, Toronto, Canada - T. Fodor’s role: O&M inputs to DBFM specifications & operations contracts. Monitor progress & compliance of Project Co. to O&M and system requirements. Supported development of SOPs and the Rule Book
    (2013-2020) Eglinton Crosstown LRT, Toronto, Canada - T. Fodor’s role: O&M inputs to DBFM specifications & operations contracts. Monitor progress & compliance of Project Co. to O&M and system requirements. Supported development of SOPs and the Rule Book
  • (2002-2009) Gautrain, South Africa – T. Fodor’s role: Full design reviews, Depot design/construction, Interface Manual and O&M documents. Workshop equipment specs. & procurement. Ops. analysis, maintenance planning, staffing and mobilization plans.
    (2002-2009) Gautrain, South Africa – T. Fodor’s role: Full design reviews, Depot design/construction, Interface Manual and O&M documents. Workshop equipment specs. & procurement. Ops. analysis, maintenance planning, staffing and mobilization plans.
  • (1995-2005) JFK AirTrain, New York, USA – T. Fodor’s role: O&M related design and planning including depot/shop floor design, Ops. analysis, maintenance planning, staffing & mobilization plans. SOP, Failure Management, Emergency Procedures, Rule Book.
    (1995-2005) JFK AirTrain, New York, USA – T. Fodor’s role: O&M related design and planning including depot/shop floor design, Ops. analysis, maintenance planning, staffing & mobilization plans. SOP, Failure Management, Emergency Procedures, Rule Book.
  • (1984-2004) SkyTrain Expo & Millennium Lines, Vancouver- T. Fodor’s role: Ops. Analysis. System performance/failure management analysis. Depot configuration optimization & development of a System Expansion Plan to accommodate system and fleet expansion.
    (1984-2004) SkyTrain Expo & Millennium Lines, Vancouver- T. Fodor’s role: Ops. Analysis. System performance/failure management analysis. Depot configuration optimization & development of a System Expansion Plan to accommodate system and fleet expansion.
  • (2007-2009) Ankara Metro Line 1, Turkey – Tom Fodor’s role: Depot, shop floor design, workshop equipment specifics. and procurement, system performance, failure management analysis, maintenance planning, staffing and development of SOPs and Rule Book.
    (2007-2009) Ankara Metro Line 1, Turkey – Tom Fodor’s role: Depot, shop floor design, workshop equipment specifics. and procurement, system performance, failure management analysis, maintenance planning, staffing and development of SOPs and Rule Book.
  • (2019-2020) Abellio UK - £1 Billion Multi-franchise infrastructure programme. Scope was new and upgraded stations, new and upgraded depots, trackwork, power and new train fleet. (Innes Muir role: Head of Franchise Infrastructure Projects).
    (2019-2020) Abellio UK - £1 Billion Multi-franchise infrastructure programme. Scope was new and upgraded stations, new and upgraded depots, trackwork, power and new train fleet. (Innes Muir role: Head of Franchise Infrastructure Projects).
  • (2019) MyHSR – Proposed $16 Billion High Speed Line (3000 km) Kuala Lumpur to Singapore. Scope comprised civils, rail systems, 2 Depots, 8 Stations, 8.5km under city Tunnel, International land bridge (Innes Muir role: Head of Programme Management)
    (2019) MyHSR – Proposed $16 Billion High Speed Line (3000 km) Kuala Lumpur to Singapore. Scope comprised civils, rail systems, 2 Depots, 8 Stations, 8.5km under city Tunnel, International land bridge (Innes Muir role: Head of Programme Management)
  • (2002-2006) Network Rail - £7.5 Billion West Coast Modernisation / Scope was civils, track, power, depots, signaling and comms on the 350-mile route to facilitate increased line speed and capacity (Innes Muir role: Commercial Manager)
    (2002-2006) Network Rail - £7.5 Billion West Coast Modernisation / Scope was civils, track, power, depots, signaling and comms on the 350-mile route to facilitate increased line speed and capacity (Innes Muir role: Commercial Manager)
  • (2009-2010) Network Rail – £5.0 Billion Thameslink Upgrade and train corridor in London. Scope was new civils, track, power, depots, signaling and comms to facilitate increased train route capacity (Innes Muir role: Head of Programme Management)
    (2009-2010) Network Rail – £5.0 Billion Thameslink Upgrade and train corridor in London. Scope was new civils, track, power, depots, signaling and comms to facilitate increased train route capacity (Innes Muir role: Head of Programme Management)
  • (2006-2009) London Underground - £3.5 Billion 4LM Upgrade / Multi-line upgrade. Scope was new power, signaling, depots and systems to enable significantly increased train frequency capacity (Innes Muir role - Head of Programme Management)
    (2006-2009) London Underground - £3.5 Billion 4LM Upgrade / Multi-line upgrade. Scope was new power, signaling, depots and systems to enable significantly increased train frequency capacity (Innes Muir role - Head of Programme Management)
  • (1994) Further to the acquisition of Bombardier's plant in Mexico, led local Project Management Team to deliver a fleet of 32 single articulated LRVs for  operation on Guadalajara Metro Line 2.
    (1994) Further to the acquisition of Bombardier's plant in Mexico, led local Project Management Team to deliver a fleet of 32 single articulated LRVs for  operation on Guadalajara Metro Line 2.
  • (1992) Francisco supported due diligence and negotiations for acquisition of Mexican Government-owned railcar builder, Concarril. Supported Bombardier Corporate HR in negotiations with local Union for new collective agreement.
    (1992) Francisco supported due diligence and negotiations for acquisition of Mexican Government-owned railcar builder, Concarril. Supported Bombardier Corporate HR in negotiations with local Union for new collective agreement.
  • (1995) Mexico City Metro- Francisco led efforts to secure $120 million contract for the supply of 13x6-car steel wheel trains (FM95-A) for Mexico City Metro Line A.
    (1995) Mexico City Metro- Francisco led efforts to secure $120 million contract for the supply of 13x6-car steel wheel trains (FM95-A) for Mexico City Metro Line A.
  • (1993) Mexico City Metro ·  Francisco led the Capture Team and strategic efforts to secure the award of Bombardier’s first contract in Mexico ($260 million) to refurbish and modernize the first fleet of 235 rubber-tyre subway cars procured in 1968.
    (1993) Mexico City Metro ·  Francisco led the Capture Team and strategic efforts to secure the award of Bombardier’s first contract in Mexico ($260 million) to refurbish and modernize the first fleet of 235 rubber-tyre subway cars procured in 1968.
  • (2007) Delhi Metro Corporation- Francisco supported efforts to win Bombardier's first contract in India valued at $645 million to supply 380 subway cars. This led to Bombardier's decision to establish a new manufacturing plant in India.
    (2007) Delhi Metro Corporation- Francisco supported efforts to win Bombardier's first contract in India valued at $645 million to supply 380 subway cars. This led to Bombardier's decision to establish a new manufacturing plant in India.
  • (2013) Santiago Metro Lines 3&6-  Francisco established a strategic partnership with CAF and acted as Capture Lead, resulting in the award of $452 Million contract to build the first two fully automated Metro Lines of Santiago Metro.
    (2013) Santiago Metro Lines 3&6-  Francisco established a strategic partnership with CAF and acted as Capture Lead, resulting in the award of $452 Million contract to build the first two fully automated Metro Lines of Santiago Metro.
  • (2010) Sao Paulo Monorail.  Francisco led efforts to form a consortium comprising Brazilian and off-shore partners. Efforts resulted in the award of a $ 1.7 billion dollar contract to build Brazil’s first high capacity monorail.
    (2010) Sao Paulo Monorail.  Francisco led efforts to form a consortium comprising Brazilian and off-shore partners. Efforts resulted in the award of a $ 1.7 billion dollar contract to build Brazil’s first high capacity monorail.

Associates' biographies

Location

Toronto, Ontario, Canada

Interested In