Managing Director – Regional Business — Social-Infrastructure Portfolio

The mandate

A change in the economics of the sector has made urgent several country operations requiring a single commercial and operating owner within a institutionally backed infrastructure developer and asset operator. The immediate arena is the social-infrastructure portfolio during a portfolio monetisation. For mandate 335, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Managing Director – Regional Business operating perimeter covers approximately SAR 19,200 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 Managing Director – Regional Business Infrastructure remit carries direct influence over roughly 1,775 colleagues and third-party capacity.

The chair, executive committee and principal capital sponsors want a Managing Director – Regional Business who can convert ambiguity into a short list of explicit choices for the social-infrastructure portfolio. The Managing Director – Regional Business Infrastructure seat must resolve a portfolio monetisation, while preserving the underlying strengths of the social-infrastructure portfolio. For mandate 335, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Managing Director – Regional Business’s first year on the social-infrastructure portfolio is expected to end with portfolio profitability, leadership consistency and selective expansion. In mandate 335, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a newly created Managing Director – Regional Business — Social-Infrastructure Portfolio seat, established because a portfolio monetisation now requires one accountable executive rather than distributed ownership. The board has classified the appointment as urgent and intends to move from qualified shortlist to offer within 6–8 weeks. Interim governance protects the social-infrastructure portfolio, but it is not a substitute for a permanent appointee. The external search remains confidential to avoid unnecessary disruption before the appointment is agreed.

What you will own

• Set the Managing Director – Regional Business 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 19,200 million in project and operating-asset portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Managing Director – Regional Business Infrastructure organisation of about 1,775 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 portfolio monetisation, with Managing Director – Regional Business-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Managing Director – Regional Business operating review across commercial, customer, financial, people, technology and risk outcomes for the social-infrastructure portfolio; remove reconciliations that obscure accountability.
• Have led a country, division or operating entity with direct commercial, people and governance accountability in mandate 335.
• Build the Managing Director – Regional Business’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 several country operations requiring a single commercial and operating owner, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Managing Director – Regional Business 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 portfolio profitability, leadership consistency and selective expansion, 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 Managing Director – Regional Business’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 Managing Director – Regional Business 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 Managing Director – Regional Business 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 Managing Director – Regional Business’s direct reports.
• A quantified Managing Director – Regional Business-owned improvement in the social-infrastructure portfolio operating constraint behind a portfolio monetisation, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 335: 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 MD, Area President or multi-country General Manager in a institutionally backed Infrastructure or adjacent enterprise. In relation to the social-infrastructure portfolio, your Managing Director – Regional Business 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 Managing Director – Regional Business brief.

As a Managing Director – Regional Business candidate, you bring 28+ years of progressive Infrastructure or adjacent-sector experience, consistent with the 28-plus experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of SAR 11,150 million and led an organisation of at least 1,250 people.

For mandate 335, the board wants two transitions: a difficult social-infrastructure portfolio portfolio choice and a leadership-system change during a portfolio monetisation. As the prospective Managing Director – Regional Business for this social-infrastructure portfolio, you must challenge optimistic cases and still create followership. References for mandate 335 must distinguish your contribution from the institution around you.

The Managing Director – Regional Business 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 MD, Area President or multi-country General Manager, with direct exposure to a board, investment committee or equivalent Infrastructure governance forum.
• Proven Managing Director – Regional Business ownership of at least SAR 11,150 million and leadership of no fewer than 1,250 employees in a comparable social-infrastructure portfolio context.
• One completed Infrastructure or adjacent-sector example of several country operations requiring a single commercial and operating owner 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 Managing Director – Regional Business-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 335.

Compensation and terms

The anticipated Managing Director – Regional Business package is SAR 3.0–4.3 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 335 follows standard vesting and performance conditions. The Managing Director – Regional Business 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 335.

Confidentiality

To protect the board, incumbent team and candidate, the organisation remains unnamed until a confidential conversation confirms mutual relevance for mandate 335. The operating facts have been rounded and blended expressly to remove identifying signals for mandate 335.