Riyadh, Saudi Arabia
I build the bridge between strategy, AI, and commercial impact, and I'm most useful at the inflection point where ambition meets execution. At WakeCap Technologies, I lead strategy, business development, and partnerships, helping bring AI-powered construction technology to the contractors, developers, and enterprises reshaping the built environment across the GCC and beyond. Beyond the external agenda, I drive internal transformation too, embedding AI across how the business actually operates. From building automations and writing code to designing AI-assisted workflows for planning, research, and decision-making, I work as a fully AI-native operator. Every workstream I run is AI-supported by design, not by exception. AI isn't a theme I follow. It's a lens I work through. At McKinsey, I co-designed an AI factory to industrialize 200+ use cases with a 60+ FTE team, built the performance infrastructure tracking $5B EBITDA across 120+ KPIs in real time, and helped a $37T AUM consortium structure a $1B pilot fund. The throughline in all of it was the same: AI only creates value when it's embedded in a system, with clear ownership, unit economics, and governance that actually holds. That thinking now shapes how I approach construction tech. The industry is at its own AI inflection point. Jobsite data is abundant, but insight and action are still scarce. WakeCap sits at exactly that gap, and my job is to accelerate how fast we close it: commercially, operationally, and with the right partners. Earlier, at Allianz Partners, I helped scale a global TPA model across markets, drove digital transformation that reached 500k+ users, and supported the COO office across four countries. Before that, I ran a €30M raw-materials portfolio at Whirlpool, which taught me that strategy without supply chain thinking is just theory. I hold a dual master's (valedictorian) and the PMP. But what drives me is simpler: find the right problem, build the right system, and make sure the value actually lands. If you're working at the intersection of AI, construction tech, or strategic partnerships in the GCC, let's talk.
Investment fund (Portfolio): Aligned portfolio companies to a unified roadmap; prioritized initiatives and launched cross-company workstreams Saudi Vision 2030 enterprise (strategy refresh): Reset strategy and target operating model to support 10× growth; established OKR tree and benefits tracking O&G transformation (war room): Ran a war-room PMO for a regional leader; accelerated operating-model redesign and change management Centralization (GCC player): Enabled ~$2B EBITDA uplift via a centralization strategy; consolidated functions and platforms Renewables pilot fund: Coordinated a $1B pilot fund with a $37T AUM consortium; set governance and pipeline review
Global telco (AI at scale): Co-designed an AI factory to deliver 200+ use cases with a 60+ FTE team; built a KPI dashboard tracking $5B EBITDA across 120+ KPIs in six verticals; enabled faster decision cycles Health regulator (procurement): Built a unified procurement strategy worth $1.6B/year, including TOM, digital tooling, processes, and a resource model Ministry (sector delivery): Authored an operating-model implementation plan tied to +$57B sector GDP impact; sequenced delivery across entities Giga-scale project (GCC): Led the development of a partnership strategy, including partner selection, EPC contracting, and sourcing of sustainable building materials (partnerships)
Built the TPA expansion strategy covering market prioritization, partnership models, go-to-market, and operating model design to scale delivery Drove TPA project implementation across operational setup, digital processes and tools, spanning intake, claims, QA and reporting Established governance with weekly cadence, RAID management, and decision logs to keep milestones, risks, and benefits tracking on course Streamlined project execution end-to-end through stage gates, UAT exit criteria, and continuous process improvement to reduce handoffs and cycle time Led financial budget planning for the team, aligning capex/opex forecasts with delivery plans and funding decisions
Managed €30M EMEA carbon-steel category, setting sourcing strategy, supplier portfolio, and contracts Optimized spend through demand planning, should-cost, volume consolidation, and index-linked pricing to drive cost containment Built supplier partnerships with early supplier involvement (ESI) for NPIs to improve manufacturability, ramp readiness, and quality Drove team productivity via value engineering, spec harmonization, and standardized buying processes across plants Proactively mitigated raw-material constraints with market monitoring, dual-sourcing, and buffer strategies to prevent line stoppages
Optimized logistics for 19 plants, lifting service levels while reducing transport and expedite costs Co-developed a capacity management tool with Whirlpool North America to minimize availability gaps and urgent freight Built BI queries and KPI dashboards for lead time and lot size to enable daily, data-driven decisions Advised commodity teams on lead-time reduction through reorder-point tuning, lot-size policies, and supplier coordination Co-created the Delivery Service Index (ERP + BI) to track supplier delivery performance and trigger corrective actions