Fahad A.

Strategic Mandate: Appointed to lead the end-to-end Human Capital transformation of one of the Middle East’s largest academic institutions, transitioning from a government-governed entity to a privatized, self-governing commercial model under the Saudi Independent Universities Law. • Privatization Roadmap: Orchestrating the "Human Capital Readiness" strategy to migrate 15,000+ employees from the Civil Service Law to the Saudi Labor Law, ensuring legal compliance and operational continuity. • Organizational Re-Design: Leading a comprehensive restructuring of academic and administrative departments to eliminate silos, improve "span of control," and align the university’s internal structure with its new commercial objectives. • Total Rewards Transformation: Spearheading the design of a new, market-competitive Compensation & Benefits Framework. This includes moving away from fixed government scales to a performance-linked merit system and designing a faculty-specific incentive model (R1/R2 research-based rewards). • Shared Governance & Board Advisory: Serving as the lead HC advisor to the Board of Trustees and the Nomination and Remuneration Committee (NRC), providing data-driven insights on workforce costs, leadership succession, and privatization risks. • Digital Transformation (ERP): Overseeing the integration of legacy academic HR systems into a unified Oracle Fusion platform to automate recruitment, performance management, and payroll, achieving a projected 25% increase in administrative efficiency. • Culture & Change Management: Designed a massive internal communication and engagement program to manage the cultural shift toward privatization, focusing on "Performance Excellence" and "Institutional Accountability" for both faculty and staff. • Fiscal Optimization: Managing a multi-billion SAR human capital budget, identifying "labor cost optimization" opportunities to ensure the university’s financial sustainability post-privatization.

• Institutional Setup: Architected the end-to-end corporate lifecycle for two PIF subsidiaries, including the Establishment Contract, Commercial Registration, and Board Committee formation (NRC, Audit, Executive). • Org Design & Rewards: Collaborated with Korn Ferry to design and deploy a market-competitive organizational structure and Total Rewards scheme tailored for high-stakes Giga-projects. • Governance Framework: Partnered with EY to establish the Corporate Delegation of Authority (DoA) and RASI matrices for HC, Procurement, IT, and Finance. • Digital Transformation: Led the functional implementation of Oracle Fusion for HC and Procurement in partnership with PWC, automating 80% of back-office workflows. • Strategy Alignment: Translated 5-year business plans into actionable OKRs and KPIs, ensuring 100% alignment between department output and PIF's strategic investment goals.

• Developed and executed Talent Management Programs aligning with business objectives, including talent review and competency matrix. • Led digital transformation projects automating hiring, onboarding, and payroll processes for increased efficiency. • Established department from ground zero, setting policies, procedures, and KPIs, and initiated talent mapping initiatives.

• Developed and implemented a digital transformation strategy for Shared Services processes, leading to increased efficiency and cost savings. • Collaborated with global consultant McKinsey & Company to set up transformation OKRs and achieve organizational goals. • Led the talent acquisition and employee affairs team to support the staffing of 3250 workforce at Alcoa.

• Developed and implemented Talent Management systems to recruit, motivate, and retain talented employees, transforming HR into a strategic contributor. • Managed Talent Acquisition process, ensuring alignment with company's strategic goals and Saudi Labor law compliance. • Led team in creating induction programs, updating job descriptions, and handling corrective actions and grievances.

• Supervised a team of 5 recruiters in the operations of recruitment at Maaden in Ras Al-Khair Industrial City. • Presented regular reports to management on recruitment progress and strategies. • Provided valuable insights to the Compensation Department on market packages to enhance company compensation offerings.

• Developed job descriptions with line managers to attract top talent for Alsalam Aircraft Company. • Conducted various types of interviews, including face-to-face and telephonic, to assess candidate fit and skills. • Negotiated job offers with candidates, ensuring a smooth recruitment process and successful hires.

• Arranged interviews and communicated job offers to candidates at DIFA Operation & Maintenance Company in Riyadh. • Sourced out CVs and prepared employee files for handover to the Employee Relations Department.

Typing Letters. File documents. Arranging meetings. Assisting managers with their paper work requirements.

Islamic law, literature, human arts, language history,