خالد الحاج حامد

-Projects: Governmental and Administrational Buildings.
-Client: Diriyah Gate Development Authority DGDA - DC, one of Public Investment Fund (PIF) companies
•Led PMC, design, design guardianship, and construction supervision services within a giga-project environment ensuring full lifecycle governance from concept through execution.
•Built strong executive-level relationships with clients, international stakeholders, and PMOs including Mace and KBR, enhancing collaboration and integration across the project delivery ecosystem.
•Supported and contributed to development-stage planning and budgeting activities, including CAPEX /OPEX review, NRM2-based cost structuring, contingency allocation, and risk assessment within DBOM environment.
•Increased organizational revenue by 45% aligning pricing, staffing, and service structures with giga-project delivery requirements.
•Enforced stage-gate approval processes improving design quality, approval readiness, and alignment with client.
•Directed preparation and presentation of design packages to Board-level stakeholders, ensuring clarity, technical robustness, and strategic alignment
•Filled critical leadership gaps by overseeing commercial and risk functions, ensuring continuity of operations and strengthening project control mechanisms.

oProjects: Long-term acute care and rehabilitation hospital (AMAD Hospital - 152 Bed).
East Bustan Development Roads & Infrastructure Networks.
oClient: Olayan Financial Company (OFC)
•Directed high-profile healthcare and infrastructure programs with full P&L accountability aligning delivery with client investment strategy and long-term value creation. Acted as client representative and strategic advisor, shaping project vision, governance, and operational execution.
•Trusted advisor to executive stakeholders on design, technical, commercial, and delivery matters.
•Established and led PMO office with full project processes, governance and control framework from the ground up for a fast-track healthcare program, enabling structured decision-making, accountability, and performance .
•Led pre-contract strategy and transformed standard FIDIC conditions into a bespoke contract aligned with project delivery model and risk allocation.
•Drove implementation of EDMS and reporting systems, significantly improving approval cycles, coordination, and document control.
•Cleared critical path constraints and enabled contractor performance, accelerating early-stage delivery and finalizing all critical issues (Design, Material Approvals) first 6 months.
•Acted as central authority between client, supervision consultant, and contractor, ensuring alignment across cost, schedule, and technical delivery.

o Projects: Jazan Gynecology & Obstetric Hospital (300 Bed), Khamis Mushayt General Hospital (300 Bed).
o Client: Ministry of Health (MOH)
•Contributed to ministry-level PMO transformation initiatives across MOH Group 2 portfolio programs valued at approximately SAR 3.2B, supporting governance enhancement, reporting frameworks, approval workflows, and portfolio-level delivery reform.
•Directed flagship Ministry of Health hospital projects with executive oversight and P&L responsibility. Provided leadership across engineering, MEP, technical and site teams, ensuring compliance, profitability, and strategic alignment with MOH objectives.
•Redesigned multidisciplinary submission workflows and introduced structured approval logic; eliminated premature submissions and sequencing bottlenecks, significantly reducing rework and accelerating the programs.
•Strengthened governance structures across programs by aligning roles, reporting frameworks, and decision-making.
•Trusted advisor to senior government stakeholders, providing technical and commercial guidance at executive level.
•Improved project performance through restructuring, recovery planning, and project controls.
•Conducted feasibility studies, value engineering, and cost optimization to maximize ROI.
•Delivered complex healthcare projects under challenging contractor conditions, including contract terminations and re-procurement scenarios.
•Led performance recovery across multiple projects, transforming perception to one of the top-performing teams.

o Project: Development of Corniche & Waterfront of Jeddah, Phases 4 and 5,
o Client: Amanat Jeddah - Jeddah Municipality
• Directed end-to-end delivery of infrastructure, wet utilities, dry utilities, roads, bridges and public realm. In addition to the design & execution of bridges, walkways, parking, and landscaping, creating a cohesive urban environment.
• Re-engineered project delivery strategy for a major infrastructure program after early-stage underperformance, restructuring teams and accountability frameworks.
• Consolidated fragmented delivery structure into a unified execution model with clear package ownership/control.
• Improved project performance, cost control, and stakeholder confidence, enabling recovery of contractor position and financial performance.
• Reduced subcontracting costs by over 15% while sustaining delivery performance through commercial optimization and execution restructuring.
• Enhanced operational reporting and IPC cycles frequency, strengthening project cash flow and control.

o Project: DAB International School
o Client : TADREES
• Directed turnkey delivery of DAB International School with strategic, financial, and operational accountability.
• Led procurement, and construction phases, delivering ahead of schedule and exceeding stakeholder expectations.
• Completed structural works 12% faster than planned schedule; overall project completion in just 13 months.

o Project: King Abdul Allah Financial District (KAFD), Packages C03A, B & D.
o Client: Raidah Investment Company (RIC)
• Delivered high-profile KAFD infrastructure packages C03A, B & D under constrained budget and resource conditions while maintaining profitability.
• Represented company at client interface level, building strong stakeholder relationships and presented the progress to KAFD's Board of Directors.
• Facilitated steering and operating committee meetings, maintaining alignment with client and stakeholders.
• Managed multidisciplinary teams and workforce environments exceeding 1, 200 personnel.
• Negotiated and processed variations, protecting project margins.
• Issue variation orders, claims and schedule delay analysis and secure additional EOT and budgets.

o Clients: Saudi Electricity Company, Imperial Real States, Qasar Al Sahab Hotel, Abha Intercontinental Hotel
• Acted as General Manager with P&L oversight across multi-sector projects .Directed operations, cost control, and client relations, ensuring profitability and sustainable growth. demonstrating board-level leadership,
• Expanded client base by 20% through strategic business development and partnerships.
• Established Project Control and Civil Work divisions, improving governance and operational efficiency.
• Negotiated high-value contracts with consultants, contractors, and suppliers, securing favorable terms and costs.

Position: Civil/ Project Engineer

• Study, Revise and Comment on shop drawing of the projects.
• Estimating and managing all the required resources of the project and planning them in daily and weekly bases with the project manager.
• Prepare the Bar Bending Schedule, As Built, Concreting, Inspection and Site supervision as well as Supervise, follow up and check all civil, finishing and MEP work.
•Coordinate with Municipalities, SEWA, FEWA and getting related permits.
• Control manpower productivity and other projects’ direct cost .
• Assign work packages and follow with all subordinates
• Measure, check and control the sub-contractors work and prepare their payment certificates.
• Monitor and update the two weeks look ahead base line.
• Prepare the monthly progress report and invoices.
• Acting as a project manager in some projects and managing more than 250 labors in one project.

Project: Dubai Sky Gardens ( Al Falasi Tower )

Position : Site Engineer/Estimation Engineer/ Trainee
• Supervising all Civil, Structural, finishing work and assist in MEP.
• Studying tender documents (Contract, Specifications and Drawings), identifying Scope of work and Creating the work breakdown structure (W.B.S)
• Raising clarifications to Consultant / Client if any discrepancies.
• Preparing detailed direct & indirect costs model including quantity take off, resources allocation and sub-contracts prices.
• Acquiring best prices for special materials & Sub- Contracting activities thru Vendors and Sub-Contractors
• Analyzing quotations technically & commercially to ensure complying with contract specifications and requirements;