Abdullah Alfadda

Current Scope: Qiddiya Sports Portfolio Qiddiya’s Sports Business Unit is delivering a portfolio of FIFA-compliant training and competition assets at a pace that demands governance infrastructure most organizations take years to build. When I joined the portfolio, spanning the Al Hilal Football Training Centre, Al Nassr Football Training Centre, and a confidential training facility, the challenge was clear: multiple assets at pre-initiation and early development stages, each requiring structured risk frameworks, stakeholder alignment, and commercial discipline before formal project authorization could proceed. I built the project governance infrastructure from the ground up. That meant standing up a structured risk register tracking 20+ risks across regulatory, compliance, technical, commercial, and delivery dimensions. It meant developing stakeholder alignment frameworks and documentation protocols that maintained decision traceability across cross-party coordination. I produced strategic alignment decks that demonstrated fit with national sports development priorities, Qiddiya City strategy, and Vision 2030 objectives. Monthly executive dashboards I authored now consolidate project status, risk exposure, and milestone progress for senior leadership across the portfolio. The result: full decision traceability and governance readiness ahead of formal authorization across multiple assets, with strategic materials adopted directly by senior leadership for stakeholder buy-in. Previous Scope: HRH Prince Mohammed Bin Salman Stadium I led consultant procurements exceeding SAR 1M, supported design reviews integrating FIFA design safety standards, and managed delivery-side commercial oversight to strengthen alignment between design intent, cost control, and programme objectives. Beyond the core delivery scope, I contributed to strategic initiatives focused on digital innovation and fan experience.

KEO gave me a year of compressed, high-diversity exposure that most architects don’t get in three. The challenge was a client portfolio that spanned feasibility, masterplanning, sustainability compliance, and competition work — each demanding rapid context-switching and a level of ownership well above typical graduate-level responsibility. I championed a redevelopment feasibility proposal for a 100,000m² asset owned by the Princess Nourah Bint Abdulrahman Endowment Company, aligning stakeholders with strategic objectives and securing an extended scope of work. As Lead CMP Designer, I took a 90,000m² Staff Village masterplan from brief through to operator and client approval. I managed sustainability validation for a 400,000m² community project under Mostadam standards for Saudi Downtown Company. And when an opportunity arose to compete in a national design competition for a 57,000m² cultural hub, I proactively led the concept design effort under my organization’s name. The numbers tell the story: 647,000m² of combined project scope delivered across four distinct asset types in 12 months, a top-10 national competition placement, and a track record of leading design and stakeholder processes that proved I could operate well above my title.

Tasked with owning the concept design stage for a 700m² residential villa from first principles. I led site analysis and surveys, developed the project programme and spatial requirements, and carried the architectural concept through to completion — an end-to-end ownership exercise that built confidence in managing a design process independently before entering a larger consultancy environment.

Designed a residential villa using a research-driven design methodology that most COOP students never attempt. I developed a structured evaluation criterion, generated 30+ design options, filtered systematically through the criteria, and carried the selected option through to full architectural drawings and renderings. The approach demonstrated analytical rigour in design decision-making — a discipline that directly informs my current development management work.

Oversaw under the supervision of Team leader, the QA and QC processes of supplied A/V solutions and fittings, provided for an auditorium in King Salman Airforce Base (RSAF).

• Project Phases and Processes (RIBA framework) • Dynamic Sun Shading Case Studies