Regional Chief Financial Officer — Social-Infrastructure Portfolio

The mandate

The next planning cycle has brought into focus regional capital and performance discipline lagging the enterprise standard within a institutionally backed infrastructure developer and asset operator. The immediate arena is the social-infrastructure portfolio during a safety and claims reset. For mandate 323, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Regional Chief Financial Officer operating perimeter covers approximately SAR 24,950 million in project and operating-asset portfolio, with activity spanning several social-infrastructure portfolio customer, product and delivery clusters rather than a single asset. The Regional Chief Financial Officer Infrastructure remit carries direct influence over roughly 925 colleagues and third-party capacity.

The chair, executive committee and principal capital sponsors want a Regional Chief Financial Officer who can convert ambiguity into a short list of explicit choices for the social-infrastructure portfolio. The Regional Chief Financial Officer Infrastructure seat must resolve a safety and claims reset, while preserving the underlying strengths of the social-infrastructure portfolio. For mandate 323, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Regional Chief Financial Officer’s first year on the social-infrastructure portfolio is expected to end with cash, forecast confidence and investment governance. In mandate 323, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

The Regional Chief Financial Officer — Social-Infrastructure Portfolio requirement was not included in the approved hiring calendar. It became urgent after a safety and claims reset created an immediate need for one accountable owner of the social-infrastructure portfolio. Interim coverage protects essential decisions, but split ownership cannot continue through the next operating gate. The board intends to move from qualified shortlist to offer within 4–6 weeks while preserving confidential, evidence-led diligence.

What you will own

• Set the Regional Chief Financial Officer value-creation thesis for the social-infrastructure portfolio, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately SAR 24,950 million in project and operating-asset portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Regional Chief Financial Officer Infrastructure organisation of about 925 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the social-infrastructure portfolio economics and execution constraints created by a safety and claims reset, with Regional Chief Financial Officer-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Regional Chief Financial Officer operating review across commercial, customer, financial, people, technology and risk outcomes for the social-infrastructure portfolio; remove reconciliations that obscure accountability.
• Have signed or directly owned board financial statements, liquidity decisions and investment cases at the stated scale in mandate 323.
• Build the Regional Chief Financial Officer’s three-year succession and capability plan for the social-infrastructure portfolio, reducing dependence on individual executives and improving mobility across the wider Infrastructure organisation.

The first 12 months

• Days 1–90: Validate the social-infrastructure portfolio baseline, meet the 30 stakeholders most consequential to regional capital and performance discipline lagging the enterprise standard, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Regional Chief Financial Officer portfolio and organisation choices for the social-infrastructure portfolio, install the new operating cadence, fill critical leadership gaps and deliver the first measurable release of cash, capacity or customer value.
• Months 10–12: Demonstrate a repeatable social-infrastructure portfolio trend against cash, forecast confidence and investment governance, lock the following year’s capital and talent plan, evidence control sustainability and present a credible three-year value case with downside actions.

What the board will measure

• Delivery of the Regional Chief Financial Officer’s agreed first-year social-infrastructure portfolio value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Regional Chief Financial Officer forecast that remains decision-useful across three consecutive quarters and reconciles the social-infrastructure portfolio’s operating, cash, customer and people assumptions.
• Closure of the Regional Chief Financial Officer mandate’s highest-priority social-infrastructure portfolio risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical social-infrastructure portfolio talent and ready-now successors for at least 70% of the Regional Chief Financial Officer’s direct reports.
• A quantified Regional Chief Financial Officer-owned improvement in the social-infrastructure portfolio operating constraint behind a safety and claims reset, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 323: no unresolved high-severity escalation older than 30 days and no material surprise withheld from its agreed governance forum.

The person

You are currently a Regional CFO, Divisional CFO or Finance Vice President in a institutionally backed Infrastructure or adjacent enterprise. In relation to the social-infrastructure portfolio, your Regional Chief Financial Officer track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from infrastructure, construction, utilities, transport assets or project finance will be considered where the operating model, customer stakes and governance intensity match this Regional Chief Financial Officer brief.

As a Regional Chief Financial Officer candidate, you bring 22–28 years of progressive Infrastructure or adjacent-sector experience, consistent with the 22-28 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of SAR 14,450 million and led an organisation of at least 650 people.

For mandate 323, the board wants two transitions: a difficult social-infrastructure portfolio portfolio choice and a leadership-system change during a safety and claims reset. As the prospective Regional Chief Financial Officer for this social-infrastructure portfolio, you must challenge optimistic cases and still create followership. References for mandate 323 must distinguish your contribution from the institution around you.

The Regional Chief Financial Officer must be based in Riyadh; international relocation is supported, but this Infrastructure role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of Regional CFO, Divisional CFO or Finance Vice President, with direct exposure to a board, investment committee or equivalent Infrastructure governance forum.
• Proven Regional Chief Financial Officer ownership of at least SAR 14,450 million and leadership of no fewer than 650 employees in a comparable social-infrastructure portfolio context.
• One completed Infrastructure or adjacent-sector example of regional capital and performance discipline lagging the enterprise standard with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from infrastructure, construction, utilities, transport assets or project finance; experience that is purely functional and lacks Regional Chief Financial Officer-level social-infrastructure portfolio consequences will not meet the bar.
• Willingness to meet the Riyadh location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 323.

Compensation and terms

The anticipated Regional Chief Financial Officer package is SAR 2.0–2.9 million fixed + annual incentive and LTI, calibrated to the final social-infrastructure portfolio scope and the candidate’s current mix. Any long-term participation for mandate 323 follows standard vesting and performance conditions. The Regional Chief Financial Officer appointment in Riyadh, centred on the social-infrastructure portfolio, offers regular exposure to the chair, executive committee and principal capital sponsors. A notice period of up to 6 months can be accommodated for the selected executive in mandate 323.

Confidentiality

This search is being conducted without naming the client for mandate 323. Identifying information will follow only when both sides elect to proceed under confidentiality; nothing in the published mandate should be treated as a clue to ownership or brand for mandate 323.