Senior Advisor
The Royal Commission for Riyadh City
Total years of experience :33 years, 2 Months
i. Project North Pole:
320 sq km TOD new city development in the North of Riyadh
30 year build out horizon.
Phase 1A concluded and Phase 1B is to be concluded by October 21.
I am leading the development effort from RCRC.
The strategy consultant on the project is the EY consortium.
ii. Al Dahu:
Mixed use heritage redevelopment project with hospitality, office and retail
3-year project cycle, completion by end of 2021.
Development Cost: SAR 500 million for 33, 000 sqm of GFA.
I lead the development effort from feasibility to fit out.
iii. Biotech City:
1.45 sq km Biotech cluster developed on a greenfield site
5 Year project cycle. I lead phase 1 inception from Jan 20 to April 21
Phase 1A commenced.
The strategy consultant on the project is Strategy& consortium.
iv. Riyadh Convention Center:
381, 000 sqm GFA convention centre to be the largest in the middle east.
6 Year project cycle over 3 phases. I lead the feasibility effort from Dec 2019 to Jan 21
Development Cost: SAR 6.8 billion.
Pending investment committee approval.
i. Tourism related project:
80 sq km island in the red sea. Phase 1 development encompassed 4 sq km.
Phase 1 was to be delivered in 2024. I lead the development effort as the
acting CDO.
Phase 1 comprised 2.2 million sqm of mixed-use GFA.
Cost: SAR 15.6 billion.
PIF has created the entity to deliver the project.
The ideation, asset creation, development brief and investor pitch document
were prepared by the team.
i. Rove 3 Star Mid-Scale Hotel:
240 Key 3-star hotel.
Commenced in 2017 to be handed over in 2020. I lead the complete pre and post contract development effort.
Total GFA 12, 700 sqm.
Development cost: SAR 128 million.
The lead consultant of the project was Dewan Architects from Dubai.
ii. Bay-walk Redevelopment:
80 key boutique five-star hotel.
GFA of 11, 837 sqm, an accompanying retail element of 4050 sqm.
I led the feasibility effort to come up with the best and highest land use as well as the concept.
The development cost of SAR 280 million.
The consultant on the project was WATG.
iii. Destination Spa & 5 Star Hotel:
Master-planned 25ha site. Out of which a 5ha plot was identified to develop a destination 60 key wellness facility along with a 100-key boutique 5-star hotel.
Phase 1 and 2 GFA 47, 193 sqm with a total development cost of SAR 328 million.
This project was stopped after the feasibility stage.
iv. Hijaz North:
Mixed-use development spread over a GFA of 631, 624 sqm and will focus on targeting corporate, domestic tourism, inbound Umrah pilgrims and the population of the catchment zone. The Hejaz North (Phase 1) at full build-out will comprise of the following:
- Exhibition & Convention Center Space - 35, 000 sqm of GFA
- F&B, Retail & Souk - 3, 000 sqm of GFA
- 3 Star Hotel - 13, 930 sqm of GFA
- Urban Mixed Use (Office & Residential with Retail podium limited to master planning only) - 35, 000 sqm of GFA
- Phase 1 will have a total development budget of SAR 556 million.
Phase 1 development cost SAR 556 million. I was responsible for leading the development effort.
The master plan was done by SOM.
i. Burj 2020 District
2020 District is envisioned to be a mixed-use development anchored by
the World’s Tallest Commercial Tower, a Public Plaza with Retail, Hospitality, R
Residential, Cultural and Educational components.
The total plot area of the Burj 2020 District site is 10.8 hectares.
The total GFA of the development was 900, 000 sqm.
The project had a total development cost of AED 15 billion.
The master plan design competition was won by WATG and ASGG are the design consultant for the project.
ii. JLT Masterplan:
I was responsible for conceiving, at a strategic level the redevelopment of the
JLT master plan to potentially add one million sqm of GFA to an existing master
plan.
The GFA was to be added in a phased manner over 6 phases and would develop all
unutilized and underutilized plots.
The phasing would allow DMCC to respond to market dynamics and facilitate the
growth of the free zone.
i. Golf Course Community:
The project is located on a 127 Ha site within the education city master plan and comprises 100 villas and 200 townhouses in a golf course setting.
The total GF for the development is 113, 100 sqm.
The total development cost is QR 1, 35 billion.
I was responsible for leading the development effort from pre-feasibility to hand over to the golf operator.
The master plan and concept to schematic design was done by MDR. Ramboll was the architect and engineer of record.
ii. Destination Spa & 5 Star Hotel:
The resort-type spa in the first phase will be located on a 33 Ha site and will have a spa, research and development facility and residential components.
The development will also include a 120-key family five-star hotel.
The total GFA of the development is 52, 000 sqm
The total development cost of QR 874 million.
I lead the development effort from the pre-feasibility stage to the handover of keys to the spa operator.
The master plan and full-service design were undertaken by WATG.
iii. Al Sadd:
The project is envisaged as a mixed-use development comprising of medical offices, serviced apartments and a three-star hotel modelled on Harley Street.
The development comprised of a hotel and office tower sitting on a retail podium.
The total GFA of the development was 80, 200 sqm.
The development cost was QR 897 million.
I lead the project till the end of the feasibility stage.
The pre-feasibility design was done by Mossessian.
iv. Aerospace City:
The project is located on an 1870 Ha site North of Doha city.
The development was to primarily house the Aeronautical College, Gulf Helicopter and the Amiri Air force Guard.
The project will comprise residential zones, mixed-use developments, hotels and a harbour zone.
The envisaged development cost was circa QR 30 billion.
I lead the pre-feasibility stage.
The consultants on the project were PLP and Grant Tronton.
i. Viceroy Saadiyat Beach Hotel:
The development was envisaged to comprise a 220 key 5-star eco-friendly resort hotel and 50 Villa units.
The total project GFA was is 42, 275 sqm.
The total development budget for the project was AED 1.3 billion.
I lead the feasibility stage and ran the design competition. A recommendation to select the winning entry was issued to Mubadala along with the feasibility, and consultancy agreement for the design and supervision scope of services.
The project was abandoned as Mubadala was unable to agree the land sales terms with TDIC the master developer of Saadiyat Island.
The recommendation to appoint HKS as the design consultant was made.
ii. Central Plaza:
The development was to be the centrepiece of the Sowwah Island master plan which was is the new central business district of Abu Dhabi per the Abu Dhabi plan 2030.
The project comprises a total GFA of 300, 000 sqm excluding parking.
The development comprises two towers. The first is a five-star hotel and branded apartments (CP06). The second is an office tower (CP07). Both towers have a retail podium below which were parking floors.
The total development budget for the project was AED 5.2 billion.
The recommendation to appoint SOM as the design consultant was made.
i. Plaza 1
Plaza 1 was conceived as a transit-oriented mixed-use development with residential, commercial and retail uses.
The development comprised of 120, 000 sqm of GFA of office, residential and retail program.
The total development budget for this project was AED 2.5 billion.
I worked on the project till the award of the early works package. The project was abandoned after 2008.
The lead consultant for the project was Rafael Vinoly architects.
ii. Plaza4
The project was envisaged as a mixed-use development comprising 230 key five-star hotel, five star branded apartments, commercial, residential and retails components. The project comprised 500, 000 sqm of GFA.
The total development cost was AED 6.4 billion.
The lead consultant for the project was the late Helmut Yaan.
i. Hotel H04 at JBR:
The project comprises a 344 key 4-star hotel.
The total value of the project is AED 175 million.
I lead this project from the concept design stage till the handover of the keys to the hotel operator (Crown Plaza).
ii. DIFC (The Gate Precinct):
The project comprised of 6 low rise buildings around the existing Gate building.
The total GFA of the project was 140, 000 sqm of office and retail space.
The development cost for the project was circa AED 700 million.
I lead this project from the concept to hand over to DIFX.
iii. Palm Mirk:
This project is located on the crescent of the Palm Jumeriah on plots no. 28 and 29.
The development was conceived as a 5-star resort hotel consisting of a 400 key hotel, 125 serviced apartments, 60 villas and a lodge.
The total development cost of the project was AED 750 million.
iv. Palm Radisson: This project is located on the trunk of the Palm Jumeriah.
The development was conceived as a luxury 5-star hotel consisting of a 380-key hotel and 125 serviced apartments.
The total project value is AED 600 million.
v. Dubai Tower - Doha:
The Dubai tower is a mixed-use G+83 storey tower development comprising of a retail podium, office, five-star hotel and serviced apartments.
I worked on the concept and schematic design for the project.
The construction of the project was stopped in 2008.
I worked for Thomas Bennet Gulf as the commercial manager. I was responsible for the bidding of projects on behalf of the company.
- This included technical interpretation of the drawings, specifications and BOQ’s.
- Determine the best glazing systems to use in compliance with the bid documents to ensure performance specifications of the glazing system proposed were aligned with the tender documents received.
- I managed the technical aspects of the bid as well as the estimation department which I headed.
- I worked closely with the contracts department in drawing up of contracts and dealing with contract and claims issues. Also, my duties included liaising consultants and main contractors as the case may be to advise them on the technical aspects of the facade.
- Business development.
i. Shaw Plaza:
The Shaw Plaza is a mixed-use development comprising of 2 residential towers, C cineplex & Retail Plaza on Baliester road in Singapore.
The total cost of this project was SGD 180 million.
I was worked as an architectural project manager on this project from enabling works to hand over keys to Shaw Properties.
The project was handed over to the client in 24 months.
The consultant on the project was RSP from the Singapore office.
i. Plaza Merdeka:
This mega mixed-use project is comprised of seven office towers and a retail basement, 6 stories deep on the site of the Stadium Merdeka.
The Icon tower was the tallest of the seven towers and comprised of a 48-story office tower.
The project development cost was 230 million Ringgit (part of a 1500 million Ringgit complex.).
I worked on this project as the project architect. The diaphragm wall was cast and the project was stopped due to the economic crisis of 1997.
i. Regency II (residential tower):
This project is located on a 24.465 acres site. I was working with a team of architects to produce the working drawings for this project.
I also was responsible for the site coordination with the contracting division.
This project was delivered in 3 years.
ii. Richmond Park:
This project is located on a 10.45 acres site.
The project comprised of 2 residential towers 15 and 18 stories tall sitting on a 2-story podium.
I was working with a team of architects to produce the working drawings for this project.
This project was delivered in 3.5 years.
Diploma course in project management conducted by the Royal Institute of British Architects (RIGA) leading up to an APM.
The course is a five-year degree program encompassing education in all aspects of Architectural Theory, Design and Construction. Stood 4th in final year out of a class of 40 students graduating.