أحمد الموزيني

Madr Investment, a joint stock company specialized in arranging, structuring, and executing real estate investment opportunities with an investment portfolio value exceeding three billion Saudi riyals. Owners are looking forward for a complete restructuring of the company in conjunction with the plan to raise the level of governance and profitability to complete the requirements for its listing in the Saudi financial market (Tadawul). As Senior Executive Advisor during this phase, I oversee all operational activities of the business, attract and empower management team, prepare and develop business plans and strategies, lead all day-to-day functions, tasks and activities, and develop the key performance indicators across the organization. I’m also overseeing the risk management function, making decisions related to capital spending, in addition to capital restructuring and managing the listing project.

Sanad for Commercial Services (SANAD) is an executive support office for businessmen and emerging projects that established in the beginning of the year 2019 AD to provide an advisory, executive and advanced business platform in various fields for entrepreneurs. In my capacity as founder and CEO during this phase, I supervised all the foundational activities of the business, forming and empowering the management team, preparing and developing work plans and strategies, leading all daily activities, preparing key performance indicators including the business modeling, balanced score card, risks management, making decisions related to capital spending, managing projects related to the financial aspect, business development and transformation including private equity operations, arranging projects financing, mergers and acquisitions and investment advisory.

QT is a consulting boutique specialized in financial, management, economic, business development and M&A advisory. QT commenced operations in March 2011, and its team’s credentials and experiences go back to early 90s. As a CEO, I am responsible for managing all incorporation activities of the firm. In collaboration with the QT’s team, I lead business plans and strategies development, formed the consulting core team. Provide leadership and manage core business functions and day-to-day activities. Participated in building the firm, foreseeing the development of its corporate strategy as well as business strategies, establishing and monitoring the Key Performance Indicators & balanced scorecard framework. I am also responsible for risk management, capital budgeting decisions, managing corporate finance and arranging advisory functions including private placements, valuations, debt arraigning and M&A projects.

Saudi Fisheries Company (Alasmak) is a public joint stock company engaged in the field of fisheries investments and trade. Alasmak founded in March 1981. For more than 20 years, the company has experienced a deterioration in profits and operational efficiency. At the beginning of May 2018, the Board of Directors decided to appoint me as Managing Director to plan and execute a significant transformation plan for the Company and restructure all its activities to improve its financial and operating models and return it back to the leadership position in the sector.

Mulkia Investment is a Saudi Closed Joint Stock Company licensed by the Saudi Capital Market Authority (CMA) for Asset Management and Investment Banking. Mulkia incorporation started in November 2012 and commenced operations in May 2014. In less than 24 months, Mulkia had successfully achieved SAR 1 billion in assets under my management and licensed five investment funds. I was responsible for managing all activities to establish an asset management firm as per Saudi Capital Market Authority (CMA) regulations. Working with the founders to develop business plans and investment strategies, I formed the management team and managed all functions and day-to-day activities. I participated in building the company from inception to full operational stage; developing its corporate strategy as well as investment strategies, key performance indicators and balanced scorecard framework. I was also in charge of risk management, capital budgeting decisions, managing the company’s portfolio (acting as a principal), investment funds setup & management (Equities, Private Equities & Real Estate). In addition to policies & procedures reengineering and organizational development, I also managed the company’s corporate finance and arraigning functions including the private placements, valuations and M&A projects.

Manafea is an investment holding company owned by Sheikh Mohammed Abdulaziz Alrajhi Sons with total assets amounting to SAR 6 billion. Manafea owns three subsidiaries in real estate, hospitality and contracting with a large-size portfolio of private equities and listed securities. I was responsible for managing the strategy and risk management department. My responsibilities also included overseeing the development of the company’s corporate strategy; investment strategy & implementation plans, key performance indicators and balanced scorecard framework, risk management, capital budgeting decisions; policies & procedures reengineering and organizational development, in addition to managing the enterprise resources management project with (SAP) solution implementation project.

SASCO is a Saudi joint stock company incorporated in 1982. SASCO owns and operates a chain of car service centers, a number of motels, restaurants, fuel stations, and branded grocery stores (The Palm). I was responsible for managing the financial, accounting & shared services functions in addition to being an active key staff in business transformation project with a budget of more than SAR 500 Million. My responsibilities included financial planning, budgeting and modeling as parts of strategy development; overseeing financial reengineering, budget reporting, costs control, financial and investment risks management; enhancing and developing control systems over the company's assets; supervising the accounting and financial reporting systems in accordance with SOCPA, CMA & MoC rules, regulations and standards; liaising with financial institutions and assessing financial resources requirements; facilitating and managing bank loans for business expansion; developing financial resources and investment strategies (short term/long term); managing the Investments portfolio (over SAR 300 million); developing and supervising the implementation & compliance with corporate governance policy; managing merger & acquisition feasibility studies; valuations and modeling; overseeing the organizational development; structuring and process reengineering (policies, procedures and workflow); establishing and managing IT infrastructure and ERP system project (state-of-the-art data center with international retail system deployed in 100+ locations utilizing vSat technology in 6 months’ time); managing the day-to-day shared service functions (IT, HR, SS, procurement, legal and inventory control); developing and implementing internal control policies & procedures; liaising with Tadawul & Capital Market Authority in all capital market regulations and compliance aspects, and assisting the CEO & Managing Director with recruitment, training and business development aspects.

Alargan is a well-known real estate developer in GCC, specialized in residential real estate development with projects exceeding 3 billion Saudi Riyals. I was responsible for managing the financial, accounting & shared services functions in addition to being an active key staff in the company setup and business transformation. My responsibilities included financial planning; budgeting and modeling as parts of strategy development; overseeing financial reengineering, budget reporting and costs control; financial and investment risks management; enhancing and developing control systems over the company's assets; liaising with financial institutions, assessing financial resources requirements; facilitating and managing bank loans for business expansion; developing financial resources and investment strategies (short term/long term); managing day-to-day shared service functions (IT, HR, SS, Procurement, legal and inventory control); developing and implementing internal control policies & procedures, and assisting the CEO with recruitment, training and business development aspects

TeamOne is a Saudi based company established in 2006 and among the very first companies licensed by the Capital Market Authority to provide Arranging & Advisory services in Securities. I was responsible for wide range of financial and business development advisory related mandates including private placements, private equity transactions, feasibility studies & business valuation; investments appraisals & project developments; financial analysis & capital structuring; merger & acquisition (M&A) advisory; compliance monitoring & anti money laundering; project development & management; diagnostic reviews (Financial & Operations); internal audit assessment; financial/operational due diligence; policies & procedures reengineering; auditing, accounting and business risks assessment mandates.

Albilad is a Saudi joint stock company, incorporated in 2004 with a share capital of SAR 6 billion. I had the chance to be one of the founding team members who participated in corporate start up tasks including developing policies and procedures in addition to managing the financial accounting aspects. I was responsible for all bank’s financial operations and bookkeeping in addition to working with different teams and committees for system selection, testing and implementation project. I participated in developing the bank’s capex and operational budget and finalizing the main chart of accounts and financial statements structure.

SCTH is the first ever government agency responsible for tourism and heritage in Saudi Arabia (the Kingdom). SCTH mandate is to develop and promote the tourism industry in the Kingdom. I had the chance to be one of the founding team members who participated in corporate start up tasks, where I joined SCTH as Organizational Development Department Acting Manager & Financial Resources Development Manager with the main objective to help the organization standardize its policies and procedures and build up effective, efficient and automated management & accounting systems; define and evaluate its current financial resources and propose alternative resources to enable SCTH accomplish its objectives according to the strategic (master) & action plans. I was also in charge of developing finance, accounting, audit, administrative and HR charters; documenting business processes and procedures according to International Standardization Organization (ISO 9001) methodology, and overseeing Business Processes Re-engineering (BPR) to ensure readiness for ERP implementation.
In July 2004, I was promoted to Financial Operations Manager & ERP Project Manager to assume the duties of organizing and managing the financial operation activities and managing the ERP implementation until Go-Live phase. As the Financial Operation Manager, I supervised the regular financial operations including projects budgeting, budgets monitoring, cost reporting, bookkeeping, budget reallocation, chart of accounts development and cost/benefits analysis.
The ERP project team comprised of 20 professionals. My scope of work included planning, reporting, problems solving, and conflict management. I ensured that project objectives fit with the overall SCTH strategy. I focused on transferring of knowledge & organizational change management by alignment of business needs, bridging knowledge prior to project implementation, adoption of best practice, identifying risks underlying the organization, contingency planning, team building, and acting as the internal change management leader. I acted also as finance functional consultant for both government & commercial accounting systems. I also assisted the HRMS technical & functional team while configuring HRMS functions in the system.

Ernst & Young is a global assurance, tax and advisory firm ranked No. 1 worldwide. I had the chance to start my career with EY in 1999 right after my college. I handled several roles within the organization and participated in different mandates in accounting, assurance, tax and business transformation advisory. In tax advisory department, my main objective was to help EY clients prepare their tax/Zakat returns efficiently and according to the applicable government regulations. My responsibilities included providing professional tax/Zakat advice to both local and foreign investors; assessing tax/Zakat impacts on financial statements as well as preparing tax/Zakat returns and appeal memorandums. During my work within assurance department, I conducted audit-planning, field audits, prepared audit programs and drafted audited financial statements and management letters for several clients in different industries. I also participated in developing procedures such as internal control reviews and financial due diligence. With business transformation department, I worked in several advisory mandates related to feasibility studies, due diligence, financial modeling and financial analysis. I also assisted EY in Saudization program and pre-recruitment tests for auditors & accountants. I was in charge of training of new staff on SOCPA accounting & auditing standards.