Jan 2022 – Present · 4 yrs 3 mos

Aug 2020 – Present · 5 yrs 8 mos

Feb 2020 – Present · 6 yrs 2 mos

• Responsible for the academic, research, innovation, and all other activities of the university and its subsidiaries. Responsible for leading a broad transformation of the university into a world-class organization is a very short period of time. Improved the global ranking from #200 in 2020 to #101 globally. Introduced the AI+X® platform (train students on Artificial Intelligence then build their major on it) for all students. Launched over 90 new programs in future-facing disciplines such AI, Quantum Computing, and others. Admitted female students for first time, increasing their numbers from zero to now the highest intake of females in engineering anywhere in the world (50%). Overhauled the research programs to emphasize interdisciplinary work and launched 23 new research centers, with citations more than quadrupling.

Apr 2014 – Jan 2020 · 5 yrs 9 mos

• Responsible for the shared services, with a portfolio spanning the company’s activities in community, aviation, marine, transportation, training, safety, security, and medical services. Youngest Executive VP in Aramco's history when appointed. Transformed the organization’s culture to optimize cost whilst maximizing customer satisfaction. Grew productivity by an average of 8% annually, with a cumulative unit cost reduction of nearly 30% in four years, thus substantially under-running the budget and reducing the services footprint on the cost per barrel. Managed to achieve the difficult balance of significantly reducing cost whilst increasing client satisfaction, which increased from 68% to 83% in the same period aforementioned. All the performance indicators are trended in the right direction, including availability, utilization, unit cost, customer satisfaction, etc. Reduced safety incidents (TRC) by 80%, moving the company to lead all its peers in safety performance.

Apr 2011 – Mar 2012 · 11 mos

• Led Aramco’s effort to push forward a broad transformation to facilitate achieving ambitious aspirations, with an expanded business portfolio. The Accelerated Transformation Program (ATP) which tackled 14 key sectors of the company. All these were quite successful and ultimately prepared the company for its IPO. These sectors are: 1. Crude mix production strategy: establish an integrated value chain approach. 2. Unconventional gas: explore and develop the Kingdom’s unconventional gas resources. 3. Chemicals: build a top-3 global chemicals company. 4. Refining and marketing: support chemicals growth; deliver international marketing strategy; efficiently and cost effectively meet domestic demand. 5. Competitive Saudi energy sector: develop a competitive Saudi energy sector. 6. Operational excellence: world class reliability, cost and safety performance. 7. Capital efficiency: improve capital efficiency by 20%. 8. Technology: build a technology portfolio to enable global competitiveness of Saudi energy sector. 9. Kingdom's domestic energy: promote energy efficient economy; develop alternative energy options. 10. Strategy development and corporate decision making: deliver strategic clarity and informed, agile decision making. 11. Planning and budgeting: link planning and budgeting activities to day to-day execution needs. 12. Business performance measurement and management: transparency on performance and root causes; impactful performance measurements. 13. Business process streamlining: eliminate low value-added business processes; align accountability, responsibility, and authority. 14. Leadership engine: Leadership selection and development; leadership bench; performance differentiation; technical competence; accelerate the development of young talent; re-examine HR-policies.

Jan 2009 – Jan 2011 · 2 yrs

• Responsible for the reserves and the development and management of all of Aramco’s oil and gas fields. Developed a new, comprehensive metrics system to monitor the organizational performance and re-aligned the organization to flatten its hierarchy, reduce silos, facilitate better mentoring of young professionals, and improve productivity. As a result, productivity improved so full jobs will grow at only 0.5% during the business pla,n in contrast to the guidelines of 2%, and to the activity growth of 3.7% annually. Created Asset Teams to manage the reservoir in a holistic manner. Crude reserves additions more than replaced production, and non-associated gas reserves additions significantly exceed production. A gas peak summer production strategy that pushes summer production beyond the manifold capacity was developed, and survival time of non-associated gas avails increased ten-fold. Pushed crude avails at all-time high, increased them by several parentage points to nearly 100% of maximum sustained capacity. At the same time, aggregate company-wide water cut was reduced by three percentage points. Several fields were developed or redeveloped, including Manifa, Karan, Hasbah, Midyan, etc. Big bore gas wells were introduced in Saudi Arabia for the first time (9-5/8” monobore tubulars rather than the traditional 7”), and tight gas reserves booked for first time in Saudi Arabia. Cuttings re-injection I Manifa, and later other fields, prevented discharge to the sea. Moreover, several brown fields were converted into intelligent fields.

Jan 2006 – Jan 2009 · 3 yrs

• Transformed the upstream R&D department from one with low morale and no tangible results into the modern EXPEC Advanced Research Center. Total change in the leadership and culture of the center. Many new ideas (smart water, gigecell simulation, nanorobots, etc.) were introduced and turned into reality, though questioned initially by many. Substantial completion of critical efforts was achieved such as enhanced oil recovery, etc. Staff more than doubled, to 400+, with top-notch international and Saudi talent acquisition. As a result, the center made many new inventions and received numerous internal awards

Jan 1989 – Jan 2006 · 17 yrs

Jan 2012 – Jan 2014 · 2 yrs

• KAPSARC was a nascent independent, non-profit research institution researching energy economics, policy, technology, and the environment, across all energy types. Transformed it into a thriving international energy economics and policy research center. Restored the construction project momentum by unifying the various entities into an aligned team. All the staffing targets were exceeded, and with top-notch international and Saudi talent, advancing forward the steady-state targets by over five years. Research portfolio grew from zero to twelve major programs, all of them unique and novel. The Board of Trustees insisted to put on the record “their congratulations on the tremendous achieve¬ments that were made, and the much better than expected progress they witnessed”.