Raymond Fraig, PhD, P.Eng.

Ontario's largest infrastructure project, The Go Rail Expansion (15 billion CAD) will transform the GO rail network with additional tracks, electrification, more services, and shorter journey times for the Greater Toronto and Hamilton scope of work includes adding 200 KM of new track and upgrading the existing 600 KM.

I am responsible for managing the risk profile of Lake Shore East (LSE) heavy civils bundles, including three stations (Danforth, Scarborough, and Oshawa), five grade separations (Galloway, Popular, Morningside, Birchmount, and Thickson), in addition to the Track Operation Group (T.O.G.) through the following:

• Development and implementation of the risk management plan, and definition of the risk management framework;
• Risk identification to develop an integrated risk register using a variety of techniques includes, but are not limited to: workshops with internal and external stakeholders (design, planning, construction, utilities, environmental, track, PLAA, DD&I, and procurement), historical information, documentation reviews, key project events, and changes;
• Risk allocation to ensure maximum control over each identified risk by assigning a response owner who is best positioned to manage the risk if it materializes;
• Qualitative Risk Analysis (QRA) to prioritize the identified risks, based on their probability of occurrence and impact on project objectives, to allow the project team to focus on the top risks;
• Quantitative risk analysis (QSRA and QCRA) using a variety of modeling tools and software programs (Safran, ARM, and Primavera) to determine the required time and money reserves and support decision making;
• Risk response planning to proactively control risks (threats and opportunities) and update the project management plan accordingly.

I led the commercial development business line, provided project management, risk management, and asset management consultations to support decision making for current and future projects through the following:

• Developed and implemented PMO policies and manuals, standardized project management practices, and workflow across the projects to enhance efficiency and consistency;
• Directed project management for diverse commercial developments, ensuring alignment with corporate objectives and timely, budget-compliant delivery;
• Enhanced stakeholder engagement and satisfaction through effective communication and meeting project objectives;
• Managed financial oversight for projects, including cost estimating, budgeting, cost control, and resource allocation;
• Spearheaded the adoption of innovative technologies, machinery, and process improvements to elevate project execution and team performance;
• Successfully delivered Kanata Lakes Plaza (56M CAD) and Earl Armstrong Plaza - Phase 1 (105M CAD).

Black Tar is a private sector general contractor specializing in medium-sized road construction projects. My role for the 56 Road Construction and Transit projects included the following:

• Managed all road construction project phases from feasibility and estimating to budget presentation/approval, purchasing, subcontract bidding, negotiation, and execution;
• Collaborated with consultants and engineers for technical deliverables and approvals;
• Ensured projects were delivered within budget and schedule, meeting client acceptance criteria and business objectives;
• Led the Project Management team for estimating, quantity takeoffs, and resource requirements for proposals, forecasts, and change orders;
• Secured validation and stakeholder approvals, serving as the primary liaison between the company and external stakeholders.

The DU consultation center was selected to provide integrated design, engineering, and project management consultations to public and private sector clients. My role for two large-scale projects; (Borg El Arab International Airport Rehabilitation) and (The British School of Egypt , New Cairo) projects included the following:

• Led the risk management team with duties of managing program and project risk profiles for our clients;
• Developed tailored risk management frameworks based on the project size, complexity, and overall risk exposure;
• Performed risk planning, identification, qualitative and quantitative analysis, in addition to risk response planning and implementation for a wide spectrum of public and private sector projects;
• Facilitated risk planning and assessment meetings with external and internal stakeholders, as well as regular risk control meetings to track identified risks, update the risk register, and evaluate the risk processes effectiveness throughout the project;
• Led the closure of delivered projects, including validation, commissioning, project delivery, and preparation of the final project report that demonstrates the results and lessons learned from the risk management approach, as well as future recommendations.

• My research focused on the integrated risk management of heavy construction, with an application case study on 40 deep foundation projects using the CFA piling system.

• I spearheaded and delivered 28 infrastructure and deep foundations projects in Egypt and the MENA region.

• I led the planning and control tasks for a program of seven high-rise residential projects in Alexandria, Egypt (Total Budget = 3.5 Billion EGP)

• I supervised and managed the construction of 50+ deep foundation jobs using the Soilmec CFA Piling system.