Qualifications:
B.Eng Civil Engineering
EMP Engineering Management
MBA Corporate Finance
AI: Implications for Business Strategy
Professional Memberships:
CMCI-CCM, LEED G.A>
Robin McDonald's career is hallmarked by his exemplary experience in civil engineering, project leadership, and business development. Throughout his decorated 25-year career, Robin has been at the heart of numerous critical, and high-profile infrastructure projects globally.
His work spans a diverse range of industries including energy, transportation, and more. As a result, Robin has amassed a far-reaching skill set that encompasses business and finance knowledge, technical acumen, project execution, and strategic and consultative thinking.
Robin was also Co-founder of EZpark (2010), a cleantech start-up, established from a cohort at the Clean-tech Executive Program at NYU-Poly. Ezpark illustrated a high level of engagement with scientific relevance, to harvest real-time vehicular parking information that ultimately led to reduced parking congestion.
Robin's extensive overseas travel for both work and mountaineering (a passion) has enabled him to understand different cultural work ethics, be politically astute, and highly adaptable. He is known for his ability to tackle and resolve highly challenging business problems with ease.
Robin approaches his work with entrepreneurial enthusiasm and commitment to the public good as a principled, innovative leader and engaged member of the global community. Through rigorous application of his skills and natural ability to lead and problem solve, his work has driven beneficial changes for people and communities in need.
Non-Exhaustive Portfolio of Major Infrastructure, Mining and Real Estate Projects
USA & UK
Educational Experience
2019
Massachusetts Institute of Technology, Executive Program. Artificial Intelligence: Implications For Business Strategy
NLP, ML and Robotics in the context of business strategy, integrating key AI management and leadership insights.
2014-2016
New York University,
Stern School of Business. Executive Master of Business Administration (EMBA)
Specializations: Corporate Finance and Financial Instruments & Markets
2010
New York University,
Polytechnic Institute of New York University
Clean Technology Executive Program, Department of Technology Management
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2003-2005
University of Bath,
Advanced Engineering Management Partnership (EMP)
Post-Graduate Advanced Engineering Management, Engineering Management Partnership (EMP)
1994-1997
University College London
(UCL)
Bachelor of Civil Engineering Degree, Honors Graduate
In The Media
Published Work
July, 2015
Root Causes & Consequential Cost of Rework
This paper evaluates the impact of rework on direct and indirect construction cost for project types, project industry, and project size and procurement methods in various categories. By recognizing the impacts of rework and its sources, the construction industry can reduce rework and eventually improve project schedule and cost performance.
March, 2014
Rework Causes And Control (CMAA CM Ejournal)
The critical role of rework must be recognized by the project team. Rework must be discovered much earlier, monitored and controlled to achieve breakthroughs in project cost and to remove much of its program wide disruption, especially the development of time impacts.
September/October 2014
Measure Twice, Cut Once: Curbing Rework Costs
Managing financial and operational risks go hand- in-hand. Given the financial impact of construction rework, a contractor’s finance team can play a key role in minimizing the occurrence of rework to control costs and project delays that carry additional costs including reputational damage.