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A selection of programs led across group finance, capital allocation, FP&A, and enterprise risk.
Led a three-year financial transformation program across seven business units, restructuring the finance operating model and consolidating reporting under a single ERP.
Built the investment appraisal framework used to evaluate a SAR 1.2B project pipeline, improving portfolio IRR while tightening risk-adjusted return discipline.
Replaced static annual budgeting with a rolling, driver-based forecast model, cutting variance and giving the board a real-time view of performance.
Designed and rolled out the enterprise risk and treasury control framework adopted group-wide, strengthening liquidity oversight ahead of a regulatory review cycle.