SAR 190M+ · PROGRAM PORTFOLIOS
Complex delivery at institutional scale.
Oversight and strategic direction across large multi-stakeholder initiatives involving government, universities, consulting firms and technology partners.
Institutional experience
Working across advisory and delivery teams.
My CV records serving as the Ministry of Education’s institutional counterpart on commissioned work involving these firms. Their names describe that professional context—not personal clients, current partnerships or endorsements.
18+ YearsExperience across academia, government, healthcare and advisory workScope & source
540,000+Educators within the reported scope of national programsScope & source
1,000,000+Users reached by institutional platforms, as reported in my CVScope & source
Research TranslationResearch, prototypes and institutional systems, with each project’s stage stated separatelyProject record & stage
Operating proof
Scale is only useful when it changes the outcome.
The updated CV record adds a clearer picture of the operating scale behind the headline numbers: budgets, program portfolios, savings, productivity, partnerships and systems that moved beyond pilots.
SAR 18.75M · OPERATING BUDGET
Technology leadership with budget accountability.
Hospital IT leadership included operating-budget responsibility, staffing authority and mission-critical clinical technology delivery.
SAR 11.25M · YEAR-ONE SAVINGS
Workforce analytics tied to fiscal outcomes.
Strategic workforce analysis identified measurable savings while supporting national human-capital planning.
25% · PRODUCTIVITY IMPROVEMENT
Human-capital redesign beyond headcount.
Multi-year workforce optimization focused on productivity, career pathways, supply-demand planning and better use of existing capability.
Four kinds of impact
Research. Institutions. Products. People.
The strongest work in the portfolio crosses boundaries: scholarship informs the system, the system exposes the next research question, and the institutional context determines whether either one survives.
01 · RESEARCH IMPACT
Make hidden decision structure visible.
From drug–drug interaction knowledge to allocation identity in AI, the research program focuses on variables that conventional evaluation can hide.
Explore research →02 · INSTITUTIONAL IMPACT
Turn strategy into an operating model.
Work in Saudi education and higher education connects evidence, workforce planning, governance, research strategy and institutional decision-making.
See experience →03 · HEALTH & DIGITAL IMPACT
Build services people can actually use.
Digital-health work spans hospital modernization, patient access, emergency-department intelligence, personalized medicine and AI-enabled clinical innovation.
Explore ventures →04 · EDUCATION IMPACT
Design learning around evidence and readiness.
Teaching and curriculum systems are built around authentic decisions, evidence of readiness and the ability to defend engineering choices under realistic constraints.
Explore teaching →Evidence of translation
From concept to consequential use.
The recurring pattern is consistent: define the problem, make evidence visible, build a system, and create a path to adoption.
SHIFAAPatient-facing digital platform created within hospital modernization.
LEDDReal-time emergency-department intelligence platform for patient flow and crowding.
GenomeFitPersonalized-medicine venture translating genomic analysis into decision support.
RIDIResearch framework and interactive system for allocation identity in AI.
MIYARWorkforce architecture and position-management system for explicit, reviewable role design.
Kinetic HRWorkforce early-warning and scenario intelligence with auditable data and decision logic.
SULTANPublic-beta strategy workspace connecting institutional ambition to choices, authority and implementation context.
External validation · digital health
Public evidence from adoption, quality and industry recognition.
These records document project and institutional outcomes from the hospital digital-modernization period. They are linked to the original public posts rather than presented as unsupported claims.
2018 · ADOPTION MILESTONE
SHIFAA passed 20,000 registered patients
KAU Health reported that registered patients on the SHIFAA portal had exceeded 20,000 by December 2018.
View KAU Health record on X →2019 · INDUSTRY COVERAGE
Microsoft Industry Solutions featured KAUH transformation
Microsoft Industry Solutions publicly highlighted King Abdulaziz University Hospital's IT infrastructure upgrade as part of its digital-transformation story.
View Microsoft post on X →2018 · MICROSOFT BUSINESS MEA
Security transformation featured by Microsoft
Microsoft's Middle East business channel highlighted KAUH's use of Advanced Threat Analytics to strengthen security against internal and external threats.
View Microsoft Business MEA post →Partnership & commercialization
Research translation needs an operating model.
The CV record includes work with KPMG, BCG, EY, PwC, AT Kearney, Devoteam and Microsoft, alongside university-industry-government partnership design, IP licensing, venture building and commercialization pathways.
01
Strategy
Define the decision, institutional objective and economic logic.
02
Governance
Clarify roles, evidence, accountability and regulatory boundaries.
03
System
Translate strategy into a platform, workflow, product or operating model.
04
Scale
Build the partnership, funding, adoption and commercialization path.
Profiles
Two views of the same career.
Use the executive version for leadership, strategy and transformation; use the academic version for research, teaching and scholarly collaboration.
Executive CVLeadership · strategy · transformation · ventures →Academic CVResearch · teaching · doctoral foundations · scholarly profiles →Speaking & MediaPublic-facing work and invited speaking →ContactResearch · advisory · investment & partnership →
Impact is easier to discuss around a real problem.
If you are trying to improve a consequential decision, institutional system or research-backed product, start there.