Alwaleed Alshaibi

Executive Advisor to Royal Private Affairs, leading strategic PMO/PMC delivery across NEOM and Western Province royal estates. Optimized a SAR 3B+ portfolio through targeted risk, cost, and schedule recovery initiatives. Enabled faster, data-driven decisions by integrating BIM and real-time PMIS dashboards. Trusted to deliver high-level reporting and risk intelligence to royal stakeholders.

Projects Director

Program manager is accountable for delivering the Strategic objectives of the program including but not limited to estimating a timescale for a project and ensuring that the outlined deadlines are met. Also, he will leading and supervise all stages of work, plan, implement and monitor and control all process closeout phase.

Duties:
- Developing the program scope
- Developing and Prepare the Project Schedule covering entire scope and within defined timelines.
- Calculate optimal resource requirement, Manpower & Machinery Requirement.
- Plan for budget required for the project, create various budget heads to document and monitor the expenses.
- Create Cash flow analysis (Expected cash inflow vs. Expected cash outflow)
- Leading and Coordinate with the execution team the work plan.
- Collect periodic updates and prepare daily, weekly and monthly updates of the program and projects
- Follow-up and measure the program development as well as take the necessary adjustment to meet objectives. Including measuring the deviation and create variance reports (Schedule Variance, Cost Variance and Earned Value Method (EMV)) at various stages of the project to analyze deviations
- Create Project Closing Reports and Learning

Key Skills:

- Develop the program and project planning
- Meeting program and project objectives and align with the company strategic goals
- Program delivery within given constrains
- Team Development leading
- Tracking and issuing Variance Analysis
- Cash Flow
- Construction
- Documentation
- Program and Projects Estimation
- Program and Projects Implementation
- Program and Projects Management
- Strategic Planning
- Program and Projects Planning
- Procurement
- Scheduling
- Cost Management
- Program and Projects Costing

Executive Advisor to Royal Private Affairs, leading strategic PMO/PMC delivery across NEOM and Western Province
royal estates. Optimized a SAR 3B+ portfolio through targeted risk, cost, and schedule recovery initiatives. Enabled
faster, data-driven decisions by integrating BIM and real-time PMIS dashboards. Trusted to deliver high-level reporting
and risk intelligence to royal stakeholders.

Directed strategic urban development and investment planning in Jeddah, combining land acquisition, financial strategy, and project pipeline execution for sustainable growth.

• Oversaw delivery of King Abdullah Financial District (KAFD) Phase 2 including 28 towers and Riyadhs
tallest skyscraper.
• Led PMO operations including team leadership, performance dashboards, and stakeholder communications.
• Applied design optimization and value engineering to mitigate cost/schedule risks and unlock efficiencies.

• Delivered the GACA headquarters project, including design coordination, cost control, and procurement
strategy.
• Managed project governance systems and stakeholder alignment across architectural, structural, and MEP
disciplines.
• Led bid evaluations and vendor alignment with technical KPIs and budget benchmarks.

• Delivered 40+ school and government facilities across 3 cities valued at over SAR 800M.
• Integrated PMIS systems, achieved cost savings via value engineering, and led teams of up to 140 staff.
• Acted as client representative on fast-track projects, handling contracts, reporting, and QA/QC systems.

Supported project managers and associate project managers throughout full project lifecycle, including planning activities, scheduling and cost control, whilst supervising a services team.
Supported MOE’s vision of executing engineering activities for educational buildings by deploying expert project and facilities management. Planned, co-ordinated and supervised implementation of an average of 40 to 60 construction projects annually, mainly for educational buildings. Reinforced delivery of projects within budget and timeframe by assisting in planning detailed budgets, monitoring spending and resource allocation, investigating reasons for overspending and ensuring adherence to allocated funds. Ensured obligations were fulfilled by reviewing and commenting on contractor work programmes and tracking activities against approved plans. Managed client relations and expectations, including responding to clarifications on technical and contractual issues. Improved design of prototypes in collaboration with design consultants, ensured utilities were connected and electrical rooms constructed one month prior to handover. Initiated the KGs school programme in Riyadh, valued at circa 50M SAR, by gathering requirements during the planning stage (design prototype) with each building estimated at 5M SAR. Insured contractor invoices were reviewed and signed prior to processing by the finance department.
Selected Accomplishments:
•Minimised delays by contributing to the review, assessment and management of variations in project scopes, whilst reporting on risks and deviations from plans in collaboration with supervision teams.
•Ensured all phases of work were completed to high standards and in a cost effective manner and organised inspections by 3rd parties as required.
•Remained current by researching and analysing current trends and developments in construction management and planning space and implementing best practices and methodologies.
•Yielded cost savings by ensuring budget variances remained within 10%, applying value engineering (VE), avoiding delays in deliveries from suppliers and conducting vendor evaluations.
•Mitigated risk by enforcing safety and quality compliance, generating weekly reports on critical issues, assuring EWN process changes were provided to contractors and evaluating consultant team’s performance.
•Verified the processing of building permits, closed non-conformance requests (NCRs) and site instructions (SIs), monitored number of HSSEs to close and ensured meeting minutes, SOR, NCR and RFI were issued.

Overview: Led planning operations for large-scale educational programs, using analytical models and schedule
oversight to support delivery performance.

Built a new, privately owned business from the ground up, including establishing and launching an architectural office, deploying incremental, iterative work cadences and empirical feedback, ultimately following Agile Methodologies.
Structured and orchestrated sustainable growth by making key business decisions and defining company mission and vision. Ensured strict adherence to all relevant legal compliances and standards and retained full ownership of all finances. Built a solid infrastructure and increased capability over time, assuring all work was completed in an effective and efficient manner. Generated annual profits and savings by establishing viable goals, identifying and seizing new opportunities and performing maintenance and operations in a cost effective manner.
Selected Project:
•Renewal & Redesign of the Hamza Mosque in Obhur-Jeddah, Budget: 10M SAR, Team Size: 50 Employees, (2004)
Reviewed design deliverables for the building design unit in collaboration with the design team, clients and authorities. Supported local supervision of teams on a technical basis in relation to building design activities.

• Directed design and delivery of commercial and religious assets including Hamza Mosque (SAR 10M).
• Established and ran a successful architecture consultancy focusing on municipal compliance and design
excellence.
• Developed customized delivery frameworks for confidential royal assets, balancing agility with strict protocol
adherence.
• Mentored mid-level project managers and engineers, building internal capability and succession pipelines
across PMO teams.
• Championed the integration of sustainability practices into project delivery, ensuring alignment with
environmental standards and Vision 2030 goals.