Regional Chief Financial Officer — Social-Infrastructure Portfolio

The mandate

A social-infrastructure portfolio is expanding across healthcare, education and civic assets in Saudi Arabia, but regional forecasts and capital reviews lag enterprise standards. Contractor claims and service obligations are treated inconsistently across project vehicles. The next planning cycle requires one finance executive who can connect physical delivery, public service and liquidity. The board has created an urgent regional CFO role outside the annual plan.

The CFO will govern approximately SAR 24,950 million in projects and operating assets and 925 employees and material partners. Accountability covers planning, project control, treasury, funding, tax coordination, commercial finance, claims economics, controls, audit and finance talent. Project and service leaders own delivery and safety; legal advisers own legal opinions. Finance owns the independent economic view and cash consequence.

Project reporting will reconcile design, quantities, procurement, construction, commissioning, authority acceptance and collection. Safety remediation will carry scope, cash, timing, insurance and operational impact. A provision does not prove that corrective work can be executed, while a claim receivable cannot fund immediate delivery without realistic timing.

Regional capital discipline will distinguish project and operating profiles. Construction needs completion liquidity; service assets need lifecycle and demand evidence; shared facilities need recourse and allocation clarity. The CFO will compare debt, equity, partnership and monetisation with downside headroom, not headline cost alone.

Why this seat is open

The role was not included in the hiring calendar. A safety and claims review exposed split regional finance authority, and interim cover cannot own the next capital gate. The board seeks appointment within four to six weeks. No undisclosed restatement or conduct event prompted the position.

What you will own

• Establish integrated project, asset, claims and cash reporting.
• Re-underwrite capital needs, covenants and completion exposure.
• Govern safety-remediation and claims economics independently.
• Improve certification, collection, retention and supplier cash decisions.
• Strengthen controls across projects, service revenue and guarantees.
• Build regional project-finance and controllership succession.

A 13-week liquidity view will connect cash to milestones, certificates, claims and funding conditions. Restricted cash, reserves, guarantees and undrawn facilities will remain explicit. Variance will return to the accountable project leader with a correction path and committee escalation where optimism persists.

Claims will be segmented by entitlement, evidence, counterparty, timetable and settlement range. Base liquidity will exclude uncertain recovery. Finance will work with legal and insurance without compromising privilege, and show the board the cash required to remediate before disputes conclude.

Control modernisation will sample end-to-end transactions: contractor advance, variation, certification, service billing, refund and guarantee. Findings must change authority or workflow. Finance leaders will visit projects and service facilities to test whether reported completion and control correspond to physical reality.

Regional workforce and vendor localisation will be reflected in costs and funding. Incentive or public-support conditions will remain visible through project life. Savings that depend on unsupported local capacity or delayed mobilisation will not enter the base forecast.

Finance governance will distinguish commercial urgency from approval quality. Bids, variations, contractor support and settlement will carry authority thresholds, conflict declarations and source evidence. Related-party or sponsor-linked transactions will receive independent review. The CFO will ensure localisation and procurement programmes have transparent price, capability and cash consequences rather than being treated as unchallengeable strategic overlays.

Tax and zakat positions, withholding, customs and intercompany charges will be modelled by project vehicle and contract flow. Incentive eligibility will be supported by continuing compliance, with downside recorded where requirements remain uncertain.

Quarterly committee packs will trace significant forecast changes from source milestone to cash and covenant consequence, eliminating unexplained regional overlays.

The first 12 months

Within 75 days, the CFO will validate the ten largest project and claim positions, stabilise liquidity and assess finance leadership. By day 90, the committee will receive capital options and control priorities.

By month eight, five priority assets should use integrated physical and financial forecasts, two capital actions should reach execution and material safety claims should operate under evidence-based cash scenarios. Finance succession will be documented.

At year-end, cash-forecast variance should remain within 5% for three months, overdue certified receivables fall 25% and completion forecasts remain within approved tolerance. Ninety per cent of priority control actions must close independently, with no material safety remediation dependent on uncollected claim proceeds.

What the board will measure

• Capital and cash grounded in delivery evidence.
• Safety and claims obligations funded transparently.
• Better certification, collection and controls.
• Independent finance challenge under project pressure.
• Strong regional finance leadership and succession.

The person

You are a Regional CFO, infrastructure finance leader or project-control executive with 22–28 years of experience. You have governed at least SAR 14,450 million and 650 employees. Evidence must include a safety-related funding case, a disputed claim and regional forecast recovery across project and operating assets.

This onsite Riyadh role requires project, lender, authority and committee travel. You combine technical finance with service and construction understanding.

Compensation and terms

Fixed compensation is SAR 2.0–2.9 million plus annual incentive and LTI. Measures include cash, capital, claims discipline, forecast quality, controls and succession. Final terms will reflect the confirmed regional finance perimeter.

Confidentiality

The portfolio, assets, counterparties, claims and funding evidence remain confidential. Further information follows qualification and an undertaking. Riyadh and approximate figures are non-identifying.