عبدالإله الجبري

The first employee of General Services, spearheaded the consolidation and transition of General Services.
Subfunctions included:
▪ Workplace Services (Facility Management, Wellbeing, Sports & Recreation)
▪ Fleet Management (Provision, Management & Monitoring, Maintenance)
▪ Warehousing Management & Logistics (supporting supply chain, Assets Management & Operations)
▪ Administrative Services (Gov. Fees& permits, Stationary & Prints, Corporate Travel, Translation, etc.)
▪ Events support (Venue preparation, Catering, Giveaways) supporting Corporate Affairs and all other
departments.
o Spearheaded GS Improvement of PPT (People, Process and technology) in cooperation with and supported by HR
& IT at DACO & MATARAT holding Co. including the following projects:
Technology Projects Planned/Initiated:
▪ Implementation of WMS system SAP S/4 HANA
▪ GS Processes Digitization and ITSM (ServiceNow) Implementation
People:
▪ Directed GS Dep. Org. structure in supported by OD dep and an international management consulting firm,
Kearney and devised a staff mapping and hiring plan.
▪ Identified departmental capabilities gap, prepared departmental staff development plan in cooperation with
Training & Dev. Dep.
Process:
▪ Coordinated the budgeting and planning of consultancy projects for the Development of Departmental Policy
and procedures of General Services and all its sub-functions.
▪ Prepared GS Dep Services Catalog based on under-approval Value Streams and initiated current procedures
documentation, gradual development, and standardization.
▪ Communication plan matching gradual process development and Requests Management.
(Continued..)





Ongoing Certifications:
✓ IFMA BIM Fundamentals
✓ IFMA The Ultimate Savings: Life Cycle BIM for Facility Management
✓ Applying Work Management to Building Systems
✓ BVOPM (Business Value Oriented Project/Product Management)
✓ HR ONLINE TRAINING & CERTIFICATION

Forums/Seminars Participation/Attendance:
✓ CITYSCAPE
✓ LEAP
✓ SAUDI INFRASTRUCTURE
✓ Advances in BIM Building Information Management (Paid Seminar)
✓ Sustainability and Green Building (KFU)
✓ Baladi System, Opportunities for Development (MOMRA invited Workshop)
✓ Architecture in Healthcare + FM EXPO 2015, Dubai

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Facilities Projects:
o Scoped and tendered a Rapid Interim Office Area successfully.
o Successfully made the business case to secure Capital Projects:
▪ Corporate Facility 100% office expansion project.
▪ Airport museum, Media Centre and Social Club.

Formulated and initiated a roadmap and timeline for Strategic Analysis, Strategic Planning, and Strategy
Execution and Monitoring of the Executive department of Property Management and Asset Insurance.
o Spearheaded managed GS Sub-Functions policy and procedures enhancements working closely as the
lead with NWC team as well as the SME lead and team from an international management and Digital
Transformation global firm, ACCENTURE Co.
o Subfunctions were : (Property Management Dep. And Assets Insurance Dep. ) with HQ team and cluster
teams across 6 clusters kingdom-wide following unified standard procedures as per approved workflows
and authority matrix.
o Key Contributor from Shared Services side to Asset Registration and Transfer Program and Committee,
managed by Asset Management Division.
o Key Contributor to Corporate Expenditure Efficiency Program, through leading and supporting initiatives
within led Executive Department.
o Note: Throughout 2 years at NWC, Mr. Abdulelah achieved Outstanding Annual Performance twice.

Led NWCs GS team in collaborating with an international consultancy to Validate and Implement, a new
shared services model and technological advancement in service management. Completed with
concerned peers support and stakeholders alignment and secured sponsors approvals of new
restructuring of SSC including the introduction of Center of Excellence, planning and control and
managing change with supporting departments of HC, OD, & IT.

Was Honored and Received a Certificate of Recognition from Cluster SGM for exceptional performance
and recognized GSF department services improvement across the Eastern Cluster.
o Received an annual employee evaluation of 5/5 (Outstanding) in 2021 and Excellent by mid-2022 based
on annual objectives progress.
o Led GSF Dep through a continuation of the Cluster Transition from an Administration Governmental
entity to a Regional Business Unit of National Water Company; such as continued Data Collection and
validation, Team training program coordination, and knowledge transfer to adapt to Co. Policy and
Procedure. Digital Database, Forms and Templates, procedures, and contracts management for better
service delivery of the GSF Sections:
▪ Facility Management (Hard Services and Soft Services)
▪ Fleet Management & Transportation Services
▪ Property Management and Assets Insurance
▪ General Services: Workplace Services, Events Management, Mail & Carrier Services
o Initiated Balanced Scorecard, KPI baselines, and Target development and implementation ahead of HO
for GSF Er Cluster.
o Transitioned services from old contracts to new contracts smoothly averting complications.
o Successful procurement of new contracts and services and successful performance management of
service providers correcting their track through due diligence.

Improved the standing of one assigned project in its early stages
• Contributed to knowledge management across PMT with QM director’s support.
• Was commended for identifying an improvement opportunity to invest in the Certification of an existing in-house capability
TIER4 DATA Centers Design and Engineering to eliminate subcontracting cost and improve profit margin rates of this key
projects portfolio.

Led the mentioned department to perform the following functions/ services companywide:
Projects Management (New Capital Facilities/branch projects in acquired or existing branches sites)
Facilities Design and Corporate Identity Services: Maintaining CI standardized and applied across branches of each
Automotive Manufacturer Brand. (GMC, Cadillac, Chevrolet, GAC)
All company's Facilities Maintenance and Operation (Planned and Corrective Soft and Hard Maintenance and cleaning
Through a combination of regional FMD staff and outsourced contractors serving all AAC Corporate Buildings, Showrooms
branches, Workshops, Spare parts Warehouses, and Inventory Yards)
Security, Health, and Safety (EHS policy, Systems, Security Guarding Contractors, etc.)
Property Management and Permitting Support (Rental Contracts management, Governmental Permits, and Civil defense
annual review and certification, etc...)
Achievements at ALJomaih:
1. Budgeted, planned, and secured approval of four design and construction/remodeling projects of four approved new SSS
branches of AAC in addition to Jeddah AAC corporate building façade CI design and remodeling for 2019-2020.
2. Tendered and awarded Civil Defense-approved engineering offices to do necessary actions to complete CD certification of a
few existing properties.
3. Revitalized project management function procedures and coached the team to enhance internal PM & supervision quality
and performance.
4. Prepared and standardized RFP, COC, and other documents content and format.
5. Established a clear prequalification process and prequalified a large list of regional consultants and contractors.
6. Planned to invest in new FM services contracts, however, due to lack of sponsorship due to economic conditions plans
were put on hold.
7. Quality Management of: Process, Department Performance and Procedures and championing change in the department as
a whole.
8. Took over with FM admin support team the task of prequalifying Consultants and Contractors which was a very limited
small list of vendors and successfully reached over 300 vendors, successfully prequalified over 35 Consultants Kingdome
wide and 60 contractors Kingdome wide… within 60 days of joining !.
14. Took on the task of revising the department's main standard contracts utilizing FIDIC as a reference and customizing COC
to match NCB's best interest and projects and SOW nature.
9. Led the projects management team and procurement team in tendering approved projects.
10. Re-designed tendering process including financial and technical evaluation as well as negotiation process.
11. Unified CCTV and Access Control Standard specifications and Initiated CCTV Renovations across identified facilities.
12. Managed to get three vendors to thoroughly inspect 22 remote and main city branches around the kingdom and produce
assessments and BOQ based on authored specifications of rectification systems of steel buildings' leaking roofs as well as
some concrete precast buildings. Free of charge at no obligations, saving SAR 250, 000.
13. Through Value Engineering of SOW as well as negotiation techniques managed to reduce lowest bid total of 12 million SAR
for 22 branches' roofs repairs to 5 million SAR and then to 3.5 million. Thus, achieving savings of 70% by the amount of SAR
8.5 million.
14. Assessed existing maintenance contractor's performance leading to negotiations and performance improvements.
15. Turned around several pre-existing vendor conflicts that were heading to legal dispute, closed them with zero loss avoiding
litigations maintaining relations with good vendors and letting go of underperforming none-committed ones.

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16. Managed to negotiate improving cleaning service to include disinfectants at no additional contract cost.
17. Performed Department Capacity and Capability Assessment and put in place a Capacity Plan and took necessary actions
(hiring and contracts terminations as needed).

Managing assigned regional Projects from Scope and requirements definition stage into design stage through proposals evaluation and construction project execution monitoring and control to deliver facilities and buildings as per agreed time plan, allocated budget, and approved QA/QC plan and NCB vision and image.

Establishing or developing department’s policies and procedure to increase performance and transfere various types of risks (Financial, Time, Quality, Legislative, Health and Safety)

Accountable for Mega projects such as a regional corprete building down to branches stand alone buildings or retail Quickpay shops.

Reporting to Head of Construction Department

Worked as a Project Engineer & Architect at ALJABRI REAL ESTATE INVESTMENT GROUP www.jabriinvestment.com

Supervised various projects during construction, finishing or maintenance stage as the Developer Project Engineer.

Largest project, a 3-story 6000Sq.m shopping mall. As well as large independent stores.

●● May 2007- May 2008: Architectural Engineer at Zuhair Fayez Partnership Architectural and Engineering Consultants, Alkhobar, in the Architecture and buildings dep. Where a team of young architecture engineers had been formed and actively working on the KAUST project commissioned and managed by ARAMCO. ZFP was commissioned to design and engineer about 50% of the built program on the urban scale master plan done by HOK. These included the Friday mosque, all the residential units, the sports facilities in which I Participated in designing the architecture and sometimes landscaping work as well proposing my individual design alternatives and other related tasks mainly for KAUST project, then DAMAC, King Abdulaziz Knowledge and Cultural Center invited competition internal proposal, and prepared the program and floor-plans of a proposal for a SABIC Jubail regional head quarter.
●● May 2008- Aug 2012: Architectural Engineer at ZFP Jeddah, moved to Jeddah and worked in architectural design and Rapid-Production devision, where I performed more technical architectural tasks and projects follow-ups, some projects were from clients outside the Kingdom such as a medical center in Dubai.
●● Maintained employment at ZFP during nd after my Masters Degree .
●● Was Offered a Business Developer as well as a Senior Architect position before resigning to accept NCB National Commercial Bank's job offer.

●Aug 2010- Aug 2012 While maintaining employment and support by ZFP I was awarded sponsorship by MOHE KSA (Gov.) to do my masters in Sydney
● My Master design projects each had real clients/stake holders such as a north-Sydney neighbourhood council, Alice Springs Council, Gladstone Council and local different interest groups including LNG (liquefied natural gas) industry companies versus a pro-environmental group of locals. The work was presented to them.
● My Academic design work was exhibited on three occasions in Uni exhibitions, and I participated in designing and building UTS INDEX2011 End of year Exhibition.
●Led other grads in design workshops/groups.
●Had to visit project sites in different parts of the continent.
●Design projects dealt with both the macro/urban scale and the micro/ building scale, place-making, architectural Icon & urban regeneration, as well as Sustainable design and performance.

Graduate/Creer Start:
● Sep 2006 - May 2007: Worked as an Architectural Engineer at Abdulghani Bin Ismail R.E. Investment Group (DMM, KSA) as it was venturing into commercial property development.
Responsibilities were:
.Architectural design and project proposals, Representing the client in dealing with consultants and contractors, and Performing Site Inspections.
.Inspection tasks of construction stages of Al-Haram Store, Dammam (finished in 2008).

● 2005 Summer Trainee Architect during for 8 weeks in the Architectural design and supervision section of Projects Management Department of King Fahd University.

. Designed a 1500 open car parking area which now serves the students housing designed by ZFP and built by Al-Yamamah.

Included doing site inspection reports
Participated in contractors Bids review for the second phase of the student's housing project.

● 2003 Part-time architectural visualization job for KFUPM (Dr.Fahd Al-Saeed), documented the early stages of urban development in Dammam.

● 1998-2003 As young as 16 years old I worked part-time during summers as a Trainee fashion designer, salesman, retail cashier and retail administrator, also during weekends, as a way of getting involved and helping-out in my family business.

This early exposure to the workplace gained me personal skills in dealing with clients as well as multinational teams of employees in a friendly and proper manner and getting an understanding of basic aspects about the needs of a successful business.