Niloy Dey CMgr MCMI is a Planning Manager in the Projects Control Department at Al Sahel Contracting Company in Dubai. With nearly two decades of experience across the UAE, Algeria, and India, Niloy has managed complex infrastructure projects and high-rise developments. Here, he shares how becoming a Chartered Manager helped him move beyond technical expertise to lead with strategic impact.

Building a foundation of excellence

Leadership in the engineering and construction industry is often forged under pressure. For Niloy Dey, his 19-year career began with a deep dive into the technical disciplines of project planning and risk management in India. Working with major firms like Shapoorji Pallonji and Tata Power, he developed the rigorous foundations in scheduling and cost control that would eventually take him to the international stage in the UAE.

However, Niloy soon realised that technical skill alone wasn't enough to navigate the complexities of multi-million-pound developments.

“My career has been built progressively through technical discipline, resilience, and a willingness to take responsibility beyond my formal role. I wanted validation of my leadership approach at a time when my role was expanding from project controls into broader organisational impact.”

The shift from 'firefighter' to strategic leader

One of Niloy’s most significant achievements involved a digital transformation initiative. By replacing manual reporting with Power BI and Primavera P6 dashboards, he shifted his organisation’s capability from reactive data gathering to proactive decision-making.

This move perfectly mirrors CMI’s mission to turn "accidental managers" into conscious, inclusive leaders who drive results. Niloy applied this mindset when reviving two underperforming projects facing delays. Rather than just analysing the data, he formed cross-functional working groups to align procurement, cost control, and project teams.

My Chartered mindset helped me approach the issue in a more strategic, people-focused, and organisation-wide way. It encouraged me to go beyond firefighting and instead strengthen reporting systems and risk protocols.

Why chartership matters in the Middle East

In a global hub like Dubai, professional credibility is paramount. Niloy decided to pursue Chartered Manager (CMgr) status - the highest professional status for practising managers - to assess his capability against a recognised global benchmark.

I wanted my management capability to be assessed against a recognised professional benchmark. It validates years of practical experience, disciplined learning, and commitment to continuous improvement. It confirms that leadership is not just about delivering results, but also about developing people, building trust, improving systems, and creating long-term value for the organisation.

For Niloy, the impact of becoming Chartered can be summarised in three words:

  • Confidence: Validating his capability against the CMI Professional Standard.
  • Credibility: Providing internal and external recognition that his leadership is grounded in professional practice.
  • Growth: Encouraging a stronger commitment to developing himself and others.

Leading with trust and accountability

Reflecting on the lessons learned from his own mentors, Niloy believes that effective leadership is measured by trust, not authority. This is a core tenet of the CMI community, where 90% of managers agree that becoming Chartered increased their self-awareness and confidence.

A strong manager does not hide problems or shift blame; they create clarity and stay accountable. Being a Chartered Manager means leadership that is not only effective, but ethical, accountable, and sustainable. This aligns perfectly with my company core values i.e. Accountability, Sustainability, Commitment & Collaboration.

Advice for aspiring Chartered Managers

To those in the engineering and construction sectors considering the journey, Niloy is clear:

It is not only a title; it is a process of reflection and professional accountability. It makes you think more deeply about your impact on people, performance, and the organisation. Chartered status is a meaningful investment in your future.

His best piece of advice?

“Do not only solve today’s problem; build a system that prevents it from happening again. This will help shape a transition from being technically strong, into a leader who considers governance, capability-building, system development and continuous improvement.”