Souheil El Arabi

When PIF moved their account from Create Group to Monks, I transitioned with the client—proof that relationships matter more than agency logos.

Today I manage a portfolio covering Saudi Arabias sovereign wealth fund, PIF, and Humain AI, overseeing all Vision 2030 social communications from new company launches to achievement updates.

I built and lead a 17-member team across account management, data analytics, strategy, creative, and community management, achieving 94% retention whilst hiring 7 new specialists and promoting 1 Account Manager to Senior level.

The work required establishing a seconded on-ground Riyadh presence that cut campaign delivery timelines by 30%, proving that proximity to clients drives operational excellence.

Seven months into managing the PIF account, I earned a promotion to Associate Account Director based on client endorsement and deep operational knowledge that became indispensable to the business.

I directed a team of 5 whilst serving as the only seconded employee working on-ground in Riyadh for the AED 4.8M account, a level of client trust rarely extended in agency relationships.

When PIF selected Monks as their new agency partner, they specifically requested my retention during the transition, demonstrating how mastery of sovereign wealth fund communications creates competitive advantage.

This period taught me that career progression isnt always about tenure—its about becoming impossible to replace.

I joined Create Group as their sole on-ground seconded team member in Riyadh for the Public Investment Fund account, collaborating with 2 Account Managers in the Dubai office to deliver monthly social campaigns.

This role marked my entry into sovereign wealth fund communications, requiring rapid mastery of Vision 2030 messaging frameworks and government communications protocols. Within 7 months, Id demonstrated sufficient command of PIF business operations and built strong enough client relationships to earn promotion to Associate Account Director.

The accelerated progression came from understanding that in Saudi Arabias market, cultural fluency and operational excellence arent separate capabilities—theyre interconnected requirements.

I managed a combined SAR 4.75M portfolio across Salam telecommunications and AlJazirah Vehicles during this brief but high-impact period.

The Salam rebrand campaign I executed generated sufficient traffic volume to crash their website—validation that reach and market penetration were exactly where they needed to be.
I collaborated across creative, operations, strategy, and data analysis departments to deliver monthly content calendars whilst building the operational discipline that would later prove invaluable in government sector work.

This role reinforced that telecommunications and automotive clients operate at different speeds than sovereign wealth funds, but both demand flawless execution.I managed a combined SAR 4.75M portfolio across Salam telecommunications and AlJazirah Vehicles during this brief but high-impact period. The Salam rebrand campaign I executed generated sufficient traffic volume to crash their website—validation that reach and market penetration were exactly where they needed to be. I collaborated across creative, operations, strategy, and data analysis departments to deliver monthly content calendars whilst building the operational discipline that would later prove invaluable in government sector work. This role reinforced that telecommunications and automotive clients operate at different speeds than sovereign wealth funds, but both demand flawless execution.

Two years managing Salam telecommunications and AlJazirah Vehicles taught me that account retention comes from strategic thinking, not just task execution.

I delivered an average of 6 monthly campaigns across both clients whilst providing recommendations based on industry knowledge and performance analysis.

When the account director resigned, I began reporting directly to the General Manager—a relationship that accelerated my promotion to Senior Account Manager and demonstrated readiness for expanded responsibility.

This period established my reputation for 100% client retention, a metric that would define my career trajectory. The lesson was clear: clients stay with people who understand their business, not just their briefs.

I managed the AlJazirah Vehicles account with an average SAR 45, 000 monthly budget, learning the automotive clients dealer network operations and business requirements with depth that exceeded previous account managers.
This commitment to understanding the clients business—not just their marketing needs—drove my promotion to Account Manager after 13 months.

The role taught me that account management isnt about managing budgets, its about mastering how clients make money.

Every dealer relationship, every vehicle launch, every service centre expansion became part of my knowledge base, creating value that went beyond campaign delivery.

I stepped into an interim marketing manager role following a permanent managers resignation, overseeing SAR 60, 000 in total campaign budgets and SAR 12, 000 monthly advertising spend for a healthcare technology application.

Managing Google Ads campaigns and delivering 28 social posts monthly taught me how startups operate differently from agencies—faster decisions, tighter budgets, and direct accountability for results.

After 4 months, I transitioned to FP7 McCann, but this experience proved invaluable for understanding client-side pressures and resource constraints that would later inform my agency work.

My first agency role involved developing marketing strategies and digital solutions customized for individual client requirements, managing everything from client meetings to deal negotiations with sales representatives.

I planned and supervised social media advertising activities whilst handling daily marketing department operations, learning how agencies balance client demands with internal resource constraints.

After 7 months, I transitioned away as working from Riyadh for a Dubai-headquartered agency created operational challenges, but this period established my foundation in social media agency operations and client relationship management that would define my career path.

I started my GCC career conducting cold outreach and pitching comprehensive digital marketing services from social media content calendars to search engine optimisation solutions.

Two years in business development taught me how agencies sell, how clients buy, and where the disconnect often occurs.

I eventually transitioned from business development to client servicing after determining my strengths aligned better with account management than pure sales functions.

This early exposure to the commercial side of agencies gave me perspective that most account managers lack—I understood not just how to retain clients, but why they chose agencies in the first place.