سلطان الحارثي

Following a successful multi-year transformation at Kinan, made a deliberate decision to deepen AI and
generative technology fluency ahead of the next executive mandate — grounded in the conviction that
enterprise transformation in 2025+ must be AI-native.
- Earned Anthropic certifications in AI Fluency: Framework & Foundations, Claude 101, and Claude Code
101 — among the first Saudi executives to hold these credentials.
- Researched and prototyped Generative AI integration patterns for ERP governance, contract
intelligence, and enterprise reporting automation.
- Authored thought leadership on AI-ready enterprise architecture and its connection to Vision 2030
organizational readiness.
- Served as Strategic Advisor to a family-owned commercial enterprise, navigating Saudi regulatory
reform and ensuring full commercial compliance.

- Owned and managed legacy on-premise JD Edwards ERP on Sun SPARC/Solaris — maintaining
enterprise stability while planning controlled decommissioning as the foundation of the SaaS migration
strategy.
- Deployed ManageEngine as enterprise observability platform — mapping application dependencies,
baselining performance, and identifying risks to enable a sequenced, safe migration.
- Conducted comprehensive NCA ECC gap analysis across the full IT estate — producing a structured
findings report, risk register, and prioritized remediation roadmap aligned with Saudi regulatory
requirements.
- Commissioned enterprise-wide penetration testing and translated findings into concrete security
hardening measures, establishing the cybersecurity baseline ahead of the SaaS transformation.
- Spearheaded the companys cloud-first strategy — migrating legacy infrastructure to SaaS and
managed services models, improving agility and reducing total cost of ownership.
- Established structured IT governance, SLA oversight, and vendor performance management
frameworks that became the operational baseline for the Director-level transformation that followed.

- Led IT service optimization and SLA restructuring programs, collaborating with department heads to
renegotiate service terms and improve response quality.
- Assumed ownership of IT helpdesk operations and introduced IT Service Failure Process and New Hire
onboarding improvements.

Enterprise Technology Executive responsible for strategic leadership, governance, and
delivery of mission-critical SaaS and enterprise systems supporting large-scale real estate
operations.

Strategic
• Developed and executed a 5-year enterprise technology strategy aligned with corporate
expansion objectives, driving 15% improvement in operational efficiency.
• Led end-to-end Oracle Fusion Cloud ERP transformation (Financials, HCM, Payroll,
Procurement, Projects), harmonizing enterprise processes and establishing a unified system of
record across the organization.
• Directed implementation and enterprise adoption of Yardi SaaS property management
platform, ensuring seamless integration with Oracle Fusion to enable synchronized financial
reporting, asset management, lease administration, and IFRS-compliant billing.
• Governed international SaaS vendors and implementation partners, ensuring contractual
alignment, delivery quality, milestone adherence, and proactive risk mitigation across the
transformation portfolio.
• Architected cross-platform integration between Oracle Fusion, Yardi, and Microsoft Dynamics
CRM to support end-to-end digital workflows spanning front, middle, & back office operations.
• Established structured governance frameworks including executive steering committees,
program risk registers, escalation protocols, and performance dashboards to enhance delivery
predictability and stakeholder confidence.
• Managed a portfolio of concurrent IT and digital initiatives, overseeing budgets, vendor
contracts, commercial sensitivity, and executive-level reporting.
• Led ELV systems strategy across large-scale developments (malls, residential communities),
integrating enterprise IT infrastructure with security and building management systems.

Leadership Scope
Led and developed a 20-member IT organization, fostering a performance-driven culture
focused on accountability, service excellence, and continuous improvement.

Transformation Architecture & Strategic Delivery
- Designed and executed the enterprise SaaS transformation strategy — selecting SaaS over PaaS and
IaaS based on a deliberate assessment of Kinans business model, total cost of ownership, governance
requirements, and AI readiness implications.
- Enforced a strict vanilla configuration discipline across all three platforms, eliminating custom code
except where mandated by Saudi regulation (Zakat, GOSI, NCA). This decision forced a comprehensive
process reengineering program and produced clean, standardized, AI-ready data architecture as a
structural outcome.
- Led end-to-end Oracle Fusion Cloud ERP implementation (Financials, HCM, Payroll, Procurement,
Projects) — harmonizing enterprise processes into a unified system of record, on time and within
budget.
- Directed enterprise adoption of Yardi SaaS property management, integrating seamlessly with Oracle
Fusion for IFRS-compliant billing, lease administration, and real-time asset management.
- Architected cross-platform integration between Oracle Fusion, Yardi, and Microsoft Dynamics CRM —
creating end-to-end digital workflows spanning front, middle, and back-office operations.
- Restructured the IT operating model around managed services and strategic business partnerships —
converting capital expenditure to predictable OpEx, externalizing operational burden, and redirecting
internal capability toward governance and strategic delivery.
Business Outcomes Enabled
- Revenue ceiling broken: enterprise visibility and integrated reporting enabled Kinans first +1 Billion SAR
revenue target, against a historical average of ~500 million SAR.
- Nomu Parallel Market IPO application: financial governance integrity, audit trail completeness, and
reporting transparency — delivered by vanilla SaaS architecture — met capital market readiness
requirements.
- 15% measurable improvement in operational efficiency across the organization within the transformation
period.
- Enterprise positioned as structurally AI-ready: clean data, standardized processes, integrated systems,
and IT governance capacity to absorb AI capabilities as they are delivered through SaaS upgrade
cycles.
Leadership Scope
- Built and led a 20-member IT organization, establishing a performance-driven, accountability-first culture
with structured development pathways.
- Led ELV systems strategy across large-scale developments, integrating enterprise IT with building
management and security infrastructure.

Led enterprise digital transformation and cloud migration initiatives transitioning the
organization toward SaaS-based and managed services operating models.
• Spearheaded cloud-first transformation strategy leveraging SaaS ecosystems and managed
services.
• Strengthened governance, SLA oversight, and vendor performance management. Established structured IT governance aligned with financial controls and business strategy.
• Enhanced stakeholder alignment across executive, operational, and vendor environments.

- Directed enterprise technology programs across ERP and digital solutions portfolios — leading PMO
teams through full project lifecycle: scope, GAP analysis, budgeting, vendor management, UAT, rollout,
and post-go-live governance.
- Led hardware and software research for national infrastructure programs including the Riyadh Metro and
Al Takhasosi Bridge.
- Managed deployment of Salesforce.com POS systems, Microsoft SharePoint platforms, and multi
branch Active Directory environments.
- Developed service catalog and SLA frameworks that became sustainable delivery models, improving
client satisfaction and margin predictability.

- Managed Oracle ERP Financial modules (AP, AR, GL), Project Contracts, Project Costing, and
Purchasing — supporting enterprise finance operations for one of Saudi Arabias largest development
programs.
- Defined project scope, success criteria, and deliverables for multi-phase ERP rollouts in collaboration
with executive management and stakeholders.
- Established structured ERP issue escalation and resolution processes, supporting a 3-tier support
model with Oracle vendor engagement.

Led IT service optimization initiatives and SLA restructuring programs.