Amro Alryo

Reporting to CEO | Promoted Director
Built and led the People, Culture, and Environment function through rapid enterprise growth, partnering with
the CEO and Group CHRO to transition a traditional HR department into a strategically aligned, digitally enabled
platform. Scope extended into enterprise operations, including cost governance, procurement alignment, and
facilities oversight, positioning the role as a business-critical operating function. Recruited initially as HR Director
to stabilize core operations and conduct a full organizational diagnostic, then promoted to lead the expanded
People, Culture, and Environment mandate.
Led a multi-functional operating platform beyond HR, including procurement, facilities, administration, and
enterprise support functions, aligning organizational design with business performance.
Performance and Outcomes
• Achieved a top-three national ranking in the Great Place to Work competition
• Reduced annual employee turnover to 3%, significantly below industry benchmarks
• Maintained a flat People and Culture budget for three consecutive years while expanding scope and impact
• Won best internal service department ranking in intracompany competition
Transformation and Structure
• Led the enterprise HRMS implementation end to end
• Redesigned the professional development architecture, creating structured career pathways across a 1, 000-
person workforce
• Oversaw paperless transformation in alignment with ESG guidelines
Capability and Talent
• Launched the first Logistics Academy in the region, scaling training participation from 250 to over 1, 000
within two years on the same budget
• Reduced organizational demographics average age below 30 through leadership development, high-potential
programs, and government partnership programs

organizational transformation, talent architecture, the
future of Arabia

Led the People and Culture function at one of Saudi Arabias largest healthcare distribution platforms during
operational expansion across multiple sites and regions. Brought in as a key part of the companys overall
transformation plan.
• Headed the cultural and organizational structure transformation, redesigning the HR operating model for a
distributed, multi-site workforce
• Spearheaded cumulative cost savings of over 10% annually across the People and Culture department
• Led the successful company rebranding and identity development, including internal and external
communications
• Developed and implemented an authority matrix and performance management system connecting
individual accountability to business outcomes
• Integrated HR systems and compliance frameworks across all operating locations

heading the Human Resources and administration department of the company. The company is the owner representative for the third largest project in the world DOKAAP. the company is 500 employees with an active plan to reaching 2000 employees within 2017.

Built the HR and Administration function during rapid growth in healthcare facility management services.
Managed dual accountability spanning people operations and administrative services across multiple client sites.
• Doubled the number of Saudi staff, including engineers, within two years
• Revamped the entire HR and Administration department: authority matrix, reward and recognition system,
talent acquisition procedures, policies, and HRMS
• Achieved ISO certification for all HR documentation and procedures
• Played a pivotal role in establishing new company branches and building relationships with high-ranking
officials in the Makkah region
• Developed and implemented the organizations first structured performance management system with new
competencies and evaluation framework

• Working closely with the organization’s senior leaders to develop a 3 year HR learning agenda that closely supports the overall aims of the organization • Quantifying and effectively communicating the financial value and future worth of person-centered HR policies to the organization’s leadership, implementing the Oracle HRMS to improve the HR services • Fundamentally responsible for aligning agendas toward a common goal, encouraging greater collaboration between departments, connecting HR to other business functions • Leading a team of 3 personnel - across HR Operations, Recruitment, Training and Development - to achieve set goals without compromising standards or levels of service, ensuring the consistent articulation of the corporate message and company values • Fully accountable for the payroll process, recruitment, training and development (TNA), succession planning, and performance management, additionally managing staff benefits including medical insurance and travels • Playing a pivotal role developing and directing a program of development including an organizational competencies framework • Analyzing and revamping the Employee Relations function, examining and updating all policies and practices to improve ER efficiency and workflow patterns Key Achievements: • Successfully moved the organization from position 13 to position 5 on the Great Place to Work list • Improved the department ranking in the internal survey from 15th to 8th in quality of service within 6 months • Increased the company’s Saudisation percentage from 63% to 77% • Reduced the department budget spend by 10% over a 9 month period • Skillfully developed an HR dashboard to make better and quicker decisions for the organization and employees • Overhauled the compensation and benefits strategy and the company benchmarking strategy against competition • Founder member of the CSR committee

Led the Human Capital function within a CMA-regulated alternative investment firm. Operated within investor
facing governance structures requiring full alignment between people practices, board reporting, and regulatory
compliance.
• Advanced the organization from position 13 to position 4 on the Great Place to Work ranking
• Improved department internal service ranking from 15th to 8th within six months
• Increased company Saudization percentage from 63% to 77%
• Reduced department budget spend by 10% over a nine-month period
• Implemented Oracle HRMS and developed an HR dashboard for faster organizational decision-making
• Overhauled the compensation and benefits strategy and benchmarking framework
• Founded the companys CSR commitee

• Overall responsibility for the development of the organization L&D strategy across sub-companies, additionally created and managed all aspects of a Management Trainee program
• Developed reputation building strategies, managed issues and established relationships, formulated professional training programs, continuously evaluated and improved programs
• Drove the development of the global training calendar, while simultaneously developing the organisational training and development policy
• Established and set employee performance objectives, supported the delivery of effective performance reviews
• Managed and facilitated the maintenance of training records and management reporting, devised and developed new training material
• Steered the implementation of the Learning module on the new Human Resources Management system, also implemented the 4 stages of Kirckpatric ROI framework of training and development
• Wrote and integrated an online learning strategy and delivery method
Key Achievements:
• Enhanced the working environment and implemented measures and gauges for the best people-friendly company
• Represented the company as a job evaluator and jobs sizing champion certified by Hey-Group

Managed Learning and Development across the MENAT region for one of the largest FMCG conglomerates in the
Middle East, operating across food manufacturing, retail, and distribution with a workforce spanning multiple
countries.
• Developed and executed the regional L&D strategy across all Savola Foods sub-companies
• Created and managed the Management Trainee program for high-potential talent pipeline
• Steered implementation of the Learning module on the new HRMS platform
• Implemented the Kirkpatrick four-stage ROI framework for training and development evaluation
• Developed and integrated an online learning strategy and delivery method
• Certified as a Hay Group job evaluator and job sizing champion, representing the company externally

• Established the first Logistics Academy in the region, managed an assistant to set up the entire training function for the company
• Devised the company polices manual and made a significant contribution to the development and implementation of a competencies framework
• Championed a Professional Development Plan for every employee across a 1000 person workforce, also developed a system to read the data and extract information from the PDP to create a training analysis report
• Constructed a retention program for Saudi employees and labor workers, wrote a High Potentials program to quickly develop talent to achieve succession plans
Key Achievements:
• Moved the company from position 10 to 3 in the Great Place to Work competition
• Successfully led the HR portion of the company HRMS implementation
• Increased the number, and performance, of trainees per year from 250 to 1000 in 2 years and same budget
• Positively re-engineered the compensation and benefits strategy

First tenure within the Tamer Group. Built the training function and contributed to group-level governance,
leadership alignment, and cross-business integration initiatives. Returned to Tamer at the director level in 2021.
• Established the first Logistics Academy in the region
• Advanced the company from position 10 to 3 in the Great Place to Work competition
• Increased trainee numbers from 250 to 1, 000 per year within two years on the same budget
• Led the HR component of the company-wide HRMS implementation
• Championed a Professional Development Plan for every employee across a 1, 000-person workforce
• Constructed a retention program for Saudi employees and a High Potentials program for succession planning

• Launched the company presence in Jeddah, acted as the ‘go to’ person for all queries and training requirements
• Personally trained more than 600 individuals, provided consultancy services and improved business people strategy and training programs
Key Achievements:
• Attained 80% of the company target in the first year
• Expanded the clients base to include 20 new clients

Established the companys presence in Jeddah as the sole representative, owning the full cycle from business
development and client acquisition to consultancy delivery and training facilitation.
• Personally trained over 600 individuals across corporate clients
• Achieved 80% of annual revenue target in the first year of the Jeddah operation
• Expanded the client base by 20 new accounts