جهاد محمد

As the Chief Strategy and Transformation Officer (CSTO), I oversee the following areas across the holding company and its subsidiaries:
1. Lead enterprise-wide strategy development by aligning Vision, Mission, and Values (VMV) with transformative objectives and cascading them into actionable initiatives across all AFCO brands, Casapasta, Poshak, Okashi and CND.
2. Build and operate the Corporate Performance System (CPS) to govern KPIs, drive execution, and foster a
performance-based culture through structured feedback and continuous enhancement.
3. Oversee IPO readiness efforts, aligning organizational structure, executive hiring, governance practices, and stakeholder engagement with regulatory and investor requirements.
4. Design and drive the Digital Transformation Strategy, starting with a comprehensive gap analysis and implementing core systems such as onboarding, internal communications, and talent management platforms.
5. Shape organizational culture by embedding a High-Performance Framework, promoting agility, motivation, and a culture of continuous learning.
6. Institutionalize governance and accountability through the Business Leadership Team (BLT) meeting structure, performance dashboards, and change management protocols.

Strategic Leadership Across Holding Company & Subsidiary:
1. Lead the development of corporate strategies and design of operating models to align subsidiaries with
the holding groups long-term vision.
2. Drive comprehensive restructuring programs and culture-shaping initiatives to strengthen leadership
capabilities and improve organizational performance.
3. Manage shared services across a key subsidiary—covering HR, IT, facilities, and corporate communications—to enhance service delivery, efficiency, and business support functions.

As an N-1 executive, I lead a diverse team of over 80 direct and indirect reports, with responsibilities spanning corporate strategy formulation and execution, organizational development and transformation, and the oversight of shared services functions—including HR, procurement, and facilities management.

I enhanced the certification program by developing a strategy that elevated it to new heights and gained adoption by major global organizations.
Additionally, I drove transformative initiatives at IASP headquarters, including:
1 . Influencing investment in rebranding and website upgrades as a board member.
2. Facilitating a seamless transition to a new vendor, improving support services and member experience.
3. Developing the Approved Learning Provider program, boosting revenue and the certification pipeline.
4. Increasing Saudi membership and certification candidates, leading to the exams translation into Arabic.
These contributions have left a lasting impact on IASP, transforming it into a significant global organization. My leadership and accomplishments
have been recognized with accolades such as Member of and the

1. Lead the HR Business Partnership function at the holding level: Understand the different sectors and their strategies, be an active part of the decision making process including sales, service, manpower, performance, support functions, etc.
2. Lead the Sales Transformation Project, an initiative to strategically improve sales performance in all subsidiaries. The scope included several interventions related to the sales team/ function such as profiling competencies, assessing the performance of current teams, providing B2B sales training, developing performance policy, sales recognition program, reviewing the sales function structures, and sales incentive scheme.
3. Lead a program for manpower optimization at the largest subsidiary to model the workforce allocation in factories (42 factories in the Kingdom). After making a complicated simulation, the models were produced and successfully made a saving of USD 10 million per annum.
4. Lead strategic talent development programs such as leadership development, succession management program, management trainee program, e-learning program, onboarding program, etc.
5. Lead the organizational design and structuring across all subsidiaries. I developed a policy for any structural change to ensure effectiveness and efficiency.
6. Implement a new talent acquisition system (Sniperhire) where best practices were identified and mapped in the new system. Also, new career portals for Alturki Holding and all its subsidiaries were created from scratch.
7. Enhance employee engagement across all subsidiaries. I mentored all HR managers to develop their concerted action plans.

1. Lead the Strategic Learning Sessions Program (for the senior executives).
2. Plan all corporate culture programs through the Corporate Culture Committee, chaired by Panda’s CEO. The purpose of the committee is to ensure the corporate culture supports the strategy of Panda, create a great workplace for Panda employees, and enhance the employer branding.
3. Lead several change management projects such as the ERP implementation, No. 1 Customer Service, Panda Stars, safety awareness, etc.
4. Lead Internal communication and employee engagement. Some of the initiatives included the annual business meetings, employee newsletter (in video format), communicating electronically through digital signage systems, utilizing social media to enhance the organizational listening, and develop employee recognition programs.
5. Chair of the HR Club for sharing knowledge and best practices in Human Resources.

1 . Lead the Strategic Learning Sessions Program (for the senior executives).
2. Plan all corporate culture programs through the Corporate Culture Committee, chaired by Pandas CEO. The purpose of the committee is ensuring the
corporate culture supports Pandas strategy, create a great workplace for Panda employees, and enhance the employer branding.
3. I was recognized by the CEO for my efforts to support Panda in winning local, regional, and global awards related to great working environments.
4. Lead several change management projects such as the ERP implementation, No. 1 Customer Service, Panda Stars, safety awareness, etc.
5. Lead and manage the internal communication system and employee engagement. Some of the initiatives included the annual business meetings,
employee newsletter (in video format), communicating electronically through digital signage systems, utilizing social media to enhance organizational
listening, and develop employee recognition programs.
6. Chair the HR Club for sharing knowledge and best practices in Human Resources.

1. In charge of the PMO Unit for the Real Estate Division.
2. Assisting the President with restructuring the Real Estate Division.
3. Leading a project for electronic archiving in the Real Estate Division.
4. Coordinating special projects and task forces.

1 . As the PMO, Board of Directors & Executive Committee Secretary, and CEO Assistant, I manage key administrative and operational tasks,
ensuring efficient communication and coordination among senior leadership, while supporting the CEO in executing strategic priorities.
2. I assist in strategic initiatives by actively contributing to business development efforts and leading key projects, driving growth and innovation
within the organization through collaborative planning and execution.

1. PMO, BOD & Exom Secretary, and CEO Assistant.
2. Assisting in major initiatives such as business development, leading some projects.