Saud Alajmi Assoc CIPD

MACNA is a maritime services company directly engaged with major PIF tourism and infrastructure projects, operating High-Speed Craft and Landing Craft fleets in support of national coastal development across the Kingdom - Designed and leading a 3-year HR transformation strategy, spanning Foundation, Optimization, and full Maturity phases, aligned with MACNA's rapid growth and operational scale-up - Building the HR ecosystem end-to-end: establishing the HR structure, developing the team, and implementing a professional HR operating model based on Centers of Expertise (CoEs) and HR Business Partners (HRBPs) - Driving full-scale HR digitalization, implementing HCM systems and digital workflows to enable data-driven people decisions across the organization - Aligning HR function capability with business growth objectives, ensuring the people agenda directly supports fleet expansion, talent localization, and workforce readiness - Partnering with the executive team on workforce strategy, organizational design, and performance governance Certified SPHRi | Assoc CIPD — bringing internationally benchmarked HR standards to the maritime sector.

Al Safi Danone is one of Saudi Arabia's largest dairy and food companies, with a workforce of 2,000+ employees across sales, farm, and logistics operations spanning Saudi Arabia, GCC, and Iraq. - Structured and led the HR OD function across GCC and Iraq, building team capability and establishing operating standards across a 2,000+ employee, multi-market organization - Drove end-to-end digitalization across TA, Performance Management, and Learning & Development, transforming manual processes into data-driven workflows across multiple markets - Launched the ASD Future Leaders Program in partnership with Saudi universities and SHL — a flagship national talent development initiative targeting high-potential Saudi professionals across the business - Developed a company-wide competency framework for Sales, Farm, and Logistics functions in partnership with Danone Global, aligning capability standards with international best practice - Improved Talent Acquisition efficiency, reducing average time-to-hire from 45 days to 32 days — a 29% improvement — through process redesign and digital sourcing - Designed and implemented people engagement programs aligned with Danone's global culture across diverse GCC and Iraq workforce populations

Dräger Arabia is the Kingdom's leading provider of life-critical medical devices and safety solutions, operating across Riyadh, Jeddah, and the Eastern Province in support of major hospital networks and national safety programs. - Drove a comprehensive post-pandemic HR transformation, rebuilding the HR function to meet surging business demand for critical medical devices - Delivered the MOHR-mandated 50% nationalization target for medical device engineers — a protected national competency with a 6-month compliance window: → Secured executive approval by framing it as a strategic compliance risk → Partnered with Saudi universities to recruit high-GPA fresh graduates ahead of competitors → Sourced experienced Saudi engineers from Philips, Siemens, and local medical device companies → Redeployed non-Saudi engineers as certified coaches and product specialists supporting hospital sales → Secured HRDF subsidy for Saudi engineer hires, reducing nationalization program costs significantly → Exceeded the 50% MOHR target, achieving 62% Saudi engineering workforce within the compliance window - Launched a SAP-based training catalogue in partnership with Dräger Germany and re-launched MENA HR as the HCM platform, digitalizing HR operations across the country

KONE Saudi Arabia scaled from ~500 to 740 employees during my tenure, reflecting significant business and operational growth. - Supported KONE Saudi's integration with global operations — redesigning 85+ roles, mapping competency gaps, embedding IDPs for impacted incumbents, and deploying 10+ key roles to KONE operations in Singapore, Finland, and Australia. Delivered measurable improvement in installation sales, productivity, and maintenance contract retention. - Hired 70+ Saudi technicians and engineers, driving nationalization and workforce growth. - Led Sales and Service Supervisors development programs (100+ participants) and championed the regional "Sales Talk" initiative to elevate commercial capability. - Managed KONE's HiPo program and led company-wide talent review cycles covering succession pipelines and development tracking. - Partnered with KONE Global to roll out the Customer Centric cultural transformation — cascading from leadership through all managers, deploying diagnostic surveys, delivering training, and aligning incentives to NPS and customer satisfaction KPIs. - Owned the annual PULSE engagement survey end-to-end — analysis, action planning, and follow-up. Drove engagement from 79% to 83%. - Transformed HR from a standalone country unit to an integrated model collaborating with regional CoEs across talent, reward, and L&D. - Designed the talent architecture behind KONE Saudi's non-KONE unit conversion strategy — hiring market scouts, mapping target units, assessing technician competencies, and equipping Jeddah Training Center with simulators.

Served as Area HR Manager across all Honeywell entities and disciplines in the Central and Western Region of Saudi Arabia, supporting a high-profile workforce of ~250 professionals across multiple business lines. Partnered with business leadership to deliver Honeywell's global Customer-Centric Transformation in the Central Region — supporting the redesign of sales roles from Account Manager to Sales Consultant, shifting the commercial model from product sales to lifecycle solutions and long-term client partnerships. Supported a cross-border organizational restructuring of the Engineering Solutions function, managing the people impact with minimal disruption to operations.

Appointed as dedicated HR Business Partner for NADEC's Sales & Marketing division — one of the company's most commercially dynamic and profit-driving functions — covering operations across Saudi Arabia and the GCC. Delivered full-spectrum HR support including talent acquisition, workforce planning, employee relations, performance management, and L&D across a fast-paced, distribution-intensive environment. Partnered with Sales and Marketing leadership to align HR priorities with commercial objectives across multiple GCC markets.

Handling the manpower planning & recruitment for major three divisions, which are IT, PMO & Technology & Operation Division., this is including manpower planning, sourcing & searching, short listing, interviewing & selecting the most suitable candidate., identifying the best resources externally through all available academicals entity, Head hunting agency. Branding the company for recruitment & managing all the careers days and other relevant activities. Initiated & conducting session to the new line managers in how to conduct interviews and select their preferred candidates. Assigned as project manager for the E-Recruitment & CV database system, (Oracle) initiated the recruitment policy, procedure and work rules and acted as project manager for this project. Project manager for 2010 manpower budget forecasting. Special Achievement: closing 48 critical to launch posts during 2008, in less than 3 months.