Guilherme Jacobucci

As Investment, Development and Program Advisor, I have been leading the vision, investment attraction, and global positioning of The Saudi Edge Resort, a six-star ultra-luxury destination at Riyadh’s Edge of the World and a flagship of Saudi Vision 2030. My mandate covers the full development cycle—investment structuring, stakeholder engagement, luxury brand alignment, program governance, and commercialization. On finance, I structured strategies balancing equity, debt, and innovative instruments, while attracting investors including Sumou Holding, the Tourism Investment Fund (TIF), PIF-linked vehicles, and private investors from Spain, Brazil, and the UAE. I built detailed models for IRR, NPV, branded residences, ADR benchmarks, and retail revenues, supported by a SAR 100M marketing budget to ensure global visibility. On partnerships, I secured an exclusive agreement with Lincoln + Partners Architecture and drew interest from the world’s eight leading engineering consultants. I also led luxury brand agreements, including Lamborghini and negotiations with top maisons such as Rolex, Cartier, Louis Vuitton, and Prada, strengthening the resort’s positioning as a retail landmark. On delivery, I positioned AGMS as exclusive PMC, overseeing master planning, design management, procurement, and construction. Governance frameworks (Board → Committees → Delivery Teams) and operational models (SLAs, KPIs, RACI, Saudization ramps, ORAT) were established to ensure accountability and readiness. On commercialization, I launched a branded residences pre-sales program (targeting GCC, Europe, Asia, USA) through Knight Frank, Savills, Sotheby’s Realty. Hospitality strategy set ADRs at 4–5x Riyadh averages, while retail focused on anchor tenant leasing across 30+ luxury shells. Global travel operators (Emirates Holidays, TBO, Majid Al Futtaim Travel) were engaged to reinforce the Edge as a world-class icon of luxury tourism.

• Directed PMC1 delivery of DGII, a $5B+ giga-development under Vision 2030, overseeing 70+ projects across design and procurement phases. • Established governance frameworks for risk, commercial, and program controls, reducing delays by 15% and improving transparency across 74 projects. • Mobilized and managed a multi-disciplinary team of 250+, aligning stakeholders including DGCL, RCRC, and top global consultants.

• Led PMC operations for giga-projects including Wadi Safar, Sports Boulevard, and KSIA Airport, valued at $10B+. • Drove design and construction integration, ensuring compliance with client requirements, international codes, and sustainability standards. • Developed project controls and governance systems, enabling cost predictability and reducing contract disputes by 20%.

The client appointed me as the Head of Project Management Department in Jizan (KSA). Responsible for a group of Project Managers, Project Controls, Project Engineers, QA/QC, and my role involves, but it is not limited to: Design Coordination and review, Coordinate compilation of Request for Proposal (RFP) for the design portion of assigned project and definition of detailed scope of work, determines major milestones, and recommends appropriate pricing policy for projects. RFP preparation with departments associated with the projects, reviewing inputs and making necessary amendments. Participates in final negotiations to determine final terms of contract. Represents company in signing Coordinates with A/E contractors and dedicated personnel in providing technical information regarding progress, schedule and cost performance, and ensuring A/E contractor conforms with terms and condition of contract. Advises contractor of any changes (design or construction) requested by client. Initiates Contract Modification Request (CMR) providing justification of changes, and obtains approved Letter of Instruction for contractor to proceed on necessary limited portions. Determines necessary optional services and manages their performance. Issues required Letters to A/E contractors when optional services cannot be performed by project staff. Performs similar pre-award activities for construction portion of the project as were done for the design portion. On the other hand, manage the group of PMs and ensure the team is coordinated and well oriented to keep the client´s milestones and objectives.

In 2006, the King Abdulaziz gave the order to establish Jazan City for Primary and Downstream Industries to originate development in Jazan area. The task was assigned to the Saudi Arabian General Investment Authority then to the Economic Cities Authority which worked to modify the general layout of the city and its development. A city from scratch, which will foment the regional infrastructure and certainly will bring to the country a new hub of trades and commodities transactions. Parsons therefore was awarded with an agreement and undertake a full PMC consultancy in Jazan, being responsible for the program life cycle and its stages, from concept to construction and commissioning. As Project Manager my role involves: Design Coordination and review, Coordinates compilation of Request for Proposal (RFP) for the design portion of assigned project and definition of detailed scope of work, determines major milestones, and recommends appropriate pricing policy for projects. RFP preparation with departments associated with the projects, reviewing inputs and making necessary amendments. Participates in final negotiations to determine final terms of contract. Represents company in signing Coordinates with A/E contractors and dedicated personnel in providing technical information regarding progress, schedule and cost performance, and ensuring A/E contractor conforms with terms and condition of contract. Advises contractor of any changes (design or construction) requested by client. Initiates Contract Modification Request (CMR) providing justification of changes, and obtains approved Letter of Instruction for contractor to proceed on necessary limited portions. Determines necessary optional services and manages their performance. Issues required Letters to A/E contractors when optional services cannot be performed by project staff. Performs similar pre-award activities for construction portion of the project as were done for the design portion.

Riyadh Metro, Line 3 - 3J1 Station and ramps. Main responsible for a SAR 2,500M 3J1 Metro Station and two 1,500ml access ramps. As responsible for the project life cycle, my role covers the Project Management role, but not limited to, as my role involves contract and programme management. My role requires focus on productivity results, quality control, HSE processes and procedures on the day-by-day activities of the project.

As PMO of a Healthcare project, I have been present full time as client representative, pursuing clear objectives and protecting the investment, consequently Project Managing the project life cycle and its health. Among the roles I have played, it must be mentioned A&E, Procurement, Programme, Cost, Quality, Construction & Commissioning management. Other than that, as PMO we were also liable for the Government Relationship interaction and dealt directly on behalf of the client with different public departments, such as Municipality, Sceco, water department, etc. Saudi Aramco Stadiums: On this iconic project F+G was fully engaged as program management consultant of 11 stadiums in multiple locations in the Kingdom of Saudi Arabia. As part of project management team have been in charge to build up the client relationship and coordinate the main directions given by Aramco. Halliburton Saudi Arabia Project Manager - As the owners authorized Project Management Company (PMC), was responsible for managing the project lifecycle of Halliburton Saihat base expansion. Primary duties involved ensuring the projects followed the PMP lifecycle of initiating, planning, executing, monitoring and closing. For each phase of work, the PMC is responsible for all phase of work, as well as sub-phases, sub tasks, including procurement of contractors, cost estimating, design supervision, schedule, risk-management, quality management, safety monitoring, and project acceptance by Halliburton.

On-Shore Manager – Schlumberger South American Account Manager: Developed and grew new regions of work for CB&I in Brazil, Colombia, supported by the US staff and my Manager. The work generated from the Schlumberger activities led to hiring Brazilian infrastructure staff and opening of a new Shaw office in Rio de Janeiro, managed by Brazilian team and the US global manager. The projects involved the management of capital budgets, P&L forecasting, schedule updates, quality of construction performance and auditing, change orders, safety consulting, procurement of contractors to perform the work, full engineering and architectural design of the work. Provided commissioning activities associated with energy and water usage. Project Manager for Schlumberger: As the owners authorized Project Management Organization (PMO), was responsible for managing the project lifecycle of new projects in Macaé and downtown Rio de Janeiro. Primary duties involved ensuring the projects followed the PMP lifecycle of initiating, planning, executing, monitoring and closing. For each phase of work, the PMO was responsible for all phase of work sub tasks, including procurement of contractors, cost estimating, design, schedule, risk-management, quality management, safety monitoring, and project acceptance by Schlumberger. Commissioning Manager for Schlumberger: Was responsible for owner verification services of construction works at two new Schlumberger bases located in Cota and Villavicencio. As commissioning manager of the projects I oversaw commissioning staff for Electrical, Hydraulic, Mechanicals, HVAC and IT Network systems. We spent 30 days onsite to deliver commissioning documentation to Schlumberger. Identified and resolved major issues with HVAC and the pump systems which would have seriously delayed the opening of facility. Structurally we identified major life-safety issues and provided recommendations on repairs.

Construction Management: New Santiago de Compostela Airport. Responsibilities included defining project scope, feasibility analysis, overseeing the design team activities, cost savings, VE exercise, and project and construction management. The main duties were design (shop drawings), coordination on site, construction, commissioning and handing over. Museum Project and Construction Management: Natural History Museum. This particular project, a national reference, was carried out under the most restrictive rules as it was a retro-fit of a UNESCO building across the city of Santiago de Compostela. As PM/CM was responsible for the designs, government approvals, construction and project management and commissioning. Theatre Construction and Commissioning Management: Caixa Nova Theatre. Iconic project directed toward to promote the cultural across the region. As construction manager was responsible for liaising with government authorities, cost savings, VE, contractual issues, construction management and finally commissioning. Shopping Mall Construction and Commissioning Mngment: Marineda City. As CM was fully responsible for infra-structure, structure and block works, liaising with sub-contractors and client representatives. During the design phase was responsible for VE exercise, Cost Savings and coordinated design team for shop drawings submission. Station and Tunnel Construction and Commissioning Manager: AVE Galicia (High Speed Train of Spain). An EPC $6 billion design-build project involved the delivery of 200 Km (124miles) of principal interstate railroad for the High Speed Train of Spain (AVE). Fully responsible for the project lifecycle liaising with sub-contractors, client and providing the best practices of Project/Construction Management as per PMP standards. Full pack of infra-structure was included on the project, including two units of tunnel, the rail road itself, utilities, road accesses to the station and further services.

Project Manager and Program Manager: Repsol Biodiesel Plant: Main client Repsol contracted with us to develop the first structural conceptual designs and then 30%, 60% and 100% structural designs for a metal structure, which is a part of a new biodiesel plant in Rotterdam, Netherland. Museum Project and Construction Manager: History Museum. The project is located in a cultural Complex located in Santiago de Compostela, Spain and named City of Culture. Responsible for project and construction management the main duties were to keep the good health of the job and liaise with all sub-contractors, suppliers and the client. Hospital Construction and Commissioning Manager: Hospital del Mar Menor. Following the Program and Project Management methodology introduced by the company and presented to our client the project was carried out under the most strictly rules and standards. Solar Panels Industry Project and Construction and Commissioning Manager: T Solar Panells. As the CM of this project was the responsible for the production controls, schedules, contractor and sub-contractor management and costs. The main challenge faced was the hard standards applied by the client, once they demanded extreme cleanliness, quality and we should follow most of EU standards. Port Construction Manager: Palma de Mallorca Sport Port. The biggest of the five ports, which the Port Authority of the Balearic Islands manages. As the CM of this great project, was responsible for the recreational docks, which was under a big modification at the 2010´s. Towers Project, Construction and Commissioning Manager – Towers Madrid. The Cuatro Torres Business Area (CTBA), or Four Towers Business Area, is a business park previously known as the Madrid Arena located at the city of Madrid.

Project Manager, BP Comgas – Obrémo Brazil: As the PM for all projects in Obrémo, I was the responsible for managing three large offshoot of pipeline between Brazil and Bolivia. A R$230M (US$100M) project. There were 646Km (404milles) of extension between Sao Paulo and Ribeirao Preto, Brazil. Carbon steel pipes with 32 inches diameter made it and all piping was buried in trenches dug mechanically.

MBA - Project Management

Environmental Management

Environmental Education and Management

Civil Engineering