01
Governance
Who decides, against which evidence, and at what point?
Decision rights, gate criteria, policies and accountable ownership.
Criteria · ownership · approvalsProject controls · Strategic PMO · Stage-gate assurance
I build the control systems behind confident project decisions.
I establish the governance, controls and decision systems that keep complex programmes aligned, measurable and ready to deliver.
- Years across engineering, controls and PMO
- 12+
- Portfolio reporting environment
- SAR 300B+
- Project management credential
- PMP
- University of Hull · 2026
- MBA
Current focusStrategic PMO · Stage-gate control
The project-controls operating system
Six disciplines. One reliable decision environment.
Scroll through the control chain. The visual remains fixed while the management question changes.Tap each discipline to examine the management question, evidence signal and control response.
Active discipline01 / 06
Governance
Who decides, against which evidence, and at what point?
Decision rights, gate criteria, policies and accountable ownership.
02
Planning
How does scope become an integrated, executable delivery pathway?
WBS, schedule logic, milestones, interfaces and delivery sequencing.
Scope · logic · milestones03
Cost
What is committed, forecast and exposed against the approved baseline?
Budgets, commitments, expenditure, forecasting and variance control.
Baseline · forecast · variance04
Risk & Change
What could alter the outcome, and how is intervention controlled?
Visible uncertainty, controlled change and escalation before impact.
Exposure · change · escalation05
Reporting
What information must leaders see to make the next decision?
Integrated performance information, trends and executive-level clarity.
KPIs · trends · decisions06
Assurance
Is the programme genuinely ready to proceed?
Readiness reviews, stage-gate evidence and delivery confidence.
Readiness · evidence · confidenceCareer progression
A project-control capability built through real delivery environments.
Engineering delivery established the technical foundation. Cost, schedule, portfolio integration and SPMO governance were then added as distinct layers—not presented as a conventional employment timeline.
Capability layer5 / 5
Strategic PMO assurance
Strategic PMO Manager — Stage-Gate Control
Umm Al Qura for Development and Construction Company
- Design and implement a RIBA-aligned Asset Development Stage-Gate framework across Masar programme workstreams.
- Lead portfolio-level gate reviews and evidence readiness across cost, quality and schedule controls.
- Coordinate design, commercial, delivery and operations inputs and produce executive governance reporting.
01
Engineering delivery from design through construction
Project Engineer
Saudi Aramco
- Managed design-to-construction packages covering expressway junctions, flood mitigation and commercial-port buildings.
- Reviewed engineering drawings, specifications and contractor inspection and test plans.
- Developed scopes of work and technical bid-evaluation criteria for multiple contracts.
02
Cost, progress and contract-control discipline
Project Controls Manager
Saudi Aramco
- Managed project controls for the SAR 3bn Jazan City programme.
- Supervised PMC contract administration, contractor invoicing, change control, EOT/claims and financial closeout.
- Directed monthly expenditure tracking and monthly and semi-annual progress reporting to project leadership and the PMO.
03
Integrated controls across a mega-programme portfolio
Regional Project Controls Manager & Senior Project Engineer
NEOM
- Developed SOPs for cost, planning, risk and reporting and defined WBS, CBS and RBS frameworks across regional portfolios.
- Developed L1/L2/L3 schedules in Primavera P6 and managed EVM, budget forecasting, accruals and executive reporting.
- Managed FIDIC-based procurement, contractor invoicing, change, EOT/claims and financial closeout across multi-billion-SAR programmes.
- Delivered concurrent design and construction projects through commissioning and handover as Senior Project Engineer.
04
Commercial governance supporting project delivery
Procurement Excellence & Local Content Manager
Al Balad Development Company
- Built end-to-end procurement infrastructure, including supplier registration, FIDIC-based contract suites and controlled workflows.
- Managed the RFP lifecycle for PMC, CSC and construction procurements using Oracle Fusion Cloud.
- Created automated Power BI KPI reporting and strengthened local-content performance visibility.
- Managed pre-award and post-award contract activities, including EOT/claims resolution and financial closeout.
05
SPMO governance and lifecycle assurance
Strategic PMO Manager — Stage-Gate Control
Umm Al Qura for Development and Construction Company
- Design and implement a RIBA-aligned Asset Development Stage-Gate framework across Masar programme workstreams.
- Lead portfolio-level gate reviews and evidence readiness across cost, quality and schedule controls.
- Coordinate design, commercial, delivery and operations inputs and produce executive governance reporting.
Selected impact
Control challenges translated into management systems.
Three case-study chapters demonstrate stage-gate assurance, integrated controls and delivery discipline using real programme contexts rather than generic portfolio cards.
Strategic PMO
Stage-gate assurance for a complex development programme
Create a controlled evidence pathway from project concept to authorised delivery.
- 01Gate criteria
- 02Evidence ownership
- 03Readiness review
- 04Decision record
- 05Authorised delivery
Project Controls
Integrated controls for portfolio-scale decision support
Turn cost, schedule, risk and progress information into one management narrative.
- 01Scope structure
- 02Cost and schedule
- 03Risk and change
- 04Integrated reporting
- 05Executive decision
Delivery Assurance
Controls discipline from engineering through construction
Protect delivery by connecting technical scope, commercial control and progress evidence.
- 01Defined scope
- 02Contract control
- 03Progress evidence
- 04Cost forecast
- 05Delivery assurance
Professional profile
Engineering judgement, controls discipline and PMO governance.
Project controls and strategic PMO leader with 12+ years across Saudi mega- and giga-projects in infrastructure, real estate and industrial development. Experience includes RIBA-aligned stage-gate governance, integrated cost, schedule, risk and reporting controls, EVM, FIDIC contract administration, claims and change control, and executive portfolio reporting across Masar, NEOM, Al Balad Development Company and Saudi Aramco.
Control capability matrix01 02 03 04
Planning
- Primavera P6
- L1/L2/L3 scheduling
- WBS and interface management
Performance
- Earned Value Management
- Forecasting and accruals
- Executive reporting
Governance
- RIBA-aligned stage gates
- Risk and change
- Policies and procedures
Systems & Delivery
- Primavera Unifier and Aconex
- Power BI
- FIDIC contract administration
Credentials
Formal education and professional qualification supporting project leadership.
Master of Business Administration
University of Hull, United Kingdom
2026Project Management Professional
Project Management Institute · Credential #3310728
PMPBSc Mechanical Engineering
Jazan University, Saudi Arabia
2013Connect
For project controls, SPMO and programme-delivery conversations.
Based in Jeddah and working across complex development and infrastructure environments in Saudi Arabia.