Riyadh, Saudi Arabia
I lead giga-scale real estate, hospitality, and investment platforms — from feasibility through master-planning, financing, and operational handover. Over 25 years, I've built and run multi-company groups across Saudi Arabia, including group-level leadership of a diversified holding company with four independently-led operating companies (construction, real estate, development, hospitality) and a multinational workforce exceeding 5,000. What I've delivered: • A 1.5M sqm mixed-use district in Makkah — 7,000+ hotel keys, 1,000 residential units, 50,000+ sqm retail, and a 70,000-capacity mosque • Comparable megadevelopments in Qassim and Hail, plus a university campus for ~5,000 students • International expansion, including a hotel acquisition in Istanbul and development projects across multiple jurisdictions — feasibility, bank financing, legal/regulatory risk, entity formation, and tax structuring, market by market • A 5X revenue and 10X EBITDA turnaround at Al Khozama Investments, anchored by Al Faisaliah Tower, Al Faisaliah Mall, and Mandarin Oriental Al Faisaliah • Enterprise-wide digital transformation — ERP and Power BI systems unifying financial and operational data into real-time KPI dashboards, an AI partnership with Amazon Web Services, and a district-wide mobile app for tenants and visitors I negotiate directly with global hospitality operators (Marriott, Accor, Sheraton, Mandarin Oriental, and others) and run monthly financial reviews — cash flow, forecasting, variance — to keep close, proactive control over performance. Board Director experience alongside the executive role, with committee-level exposure to governance, investment, and strategy. I'm drawn to organizations building at national-priority scale — where the work compounds across generations, not quarters.
Group CEO of a holding company with four independently-led operating companies — construction, real estate, development, hospitality — and a multinational workforce exceeding 5,000. • Makkah Mixed-Use District (1.5M sqm): full-lifecycle delivery — 7,000+ hotel rooms, 1,000 residential units, 50,000+ sqm retail, a 70,000-capacity mosque and Islamic center • Qassim (1M+ sqm): 90 residential buildings, 1,500 villas, full infrastructure • Hail (800K sqm): 12 residential buildings, mosque, schools, retail • Sulaiman Al Rajhi University, Qassim (1.5M sqm): 4 colleges, ~5,000 students • International expansion: hotel acquisition in Istanbul, Turkey, plus residential, hospitality, commercial, and agricultural projects abroad — feasibility with global consultants, bank financing negotiation, legal/regulatory/geopolitical risk assessment, entity formation, and tax advisory per jurisdiction • Built a group-wide ERP + Power BI system for real-time, data-driven decision-making, KPI reporting, and shareholder transparency • Sponsored a 2016 innovation initiative with London Business School on technology-driven business opportunities • Board Member, Executive Committee, and Investment Committee
OVERVIEW: Progressed to Executive Board Member to lead a major strategic transformation for taking the company to the next stage in its development, whilst strengthening competitive positioning and andbeing capable of increasing 'operating scale' to maximise new opportunities (i.e. multi-billion SAR contracts). CORPORATE RESTRUCTURE: Successfully defined a new corporate structure by creating 5 new entities aligned to core business activities, therefore moving the organisation from a traditional operational focus into a more strategic approach targeting higher profile contracts and more prestigious clients. NEW CORPORATE STRUCTURE: Real Estate Investments (Holding Company); Real Estate Development; Tourism & Hotel Investments; Property Management; Facilities & Contract Management STRATEGIC TRANSFORMATION - Restructured entire group into 5 merged entities ready for sustainable growth / increased scale - Analysed key drivers, core competencies, market risk factors and business growth opportunities - Defined future roadmap setting priorities, corporate objectives and future business requirements - Defined talent acquisition strategy to access core skills, decision-making expertise and leadership