Worked closely with Philips International to support the Saudi Ministry of Health in optimizing emergency departments at 16 public hospitals across KSA, including initiative development, planning, and execution support.

Supported Fakeeh Care in defining the strategic approach for NEOM Hospital’s establishment—enabling smooth clinical operations and contributing to their successful bid for the project.

Supported Fakeeh Care in defining the strategic approach for AMAALA Hospital—ensuring smooth clinical operations and playing a key role in securing the project.

Supported the Ministry of Culture in UAE in accomplishing phase one of developing the national identity strategy project. The scope of work included undertaking situational gap analysis, benchmarking regional and global models, developing national survey for national identity, as well as analyzing and reporting the responses to MCY leadership including key findings and recommendations. public hospitals in KSA. The scope of work included developing and detailing initiatives, preparing implementation plans, in addition to providing executive support in the implementation of these

Supported the Industrial Accelerators Sector at MoIAT in launching comprehensive strategy aiming to develop & stimulate the UAE’s industrial sector. This entailed the implementation of the industrial enablement program at the ministry, beside the support in running investments program to design and rollout 15 investments packages to local and global investors.

Provided advisory services for the Ministry to merge 20 cultural, youth and media centers, including a comprehensive assessment of the current state, benchmarking global and regional models for the future state, defining and implementing strategic criteria for the merger process. In addition to developing the operating model, the org. structure of the centers, workforce planning and identifying the estimated budget required.

Provided advisory services to the ministry to establish the National Orchestra for the UAE, including assessing the current state, benchmarking of global and regional best practices, developing the strategy, the operating model, and the org. structure, identifying workforce needs, developing the governance model, and determining the estimated budget and required resources.

Supported the Ministry in developing and implementing a new strategy that aimed to elevate the planning processes at all levels while enhancing the performance management practices and systems to reflect their large impact on all sectors. The project took into consideration all relevant strategies (departmental, sectoral, national).

Worked closely with PwC in supporting the Royal Commission of AlUla (RCU) in the development of a wholistic city wide performance management model that incorporates the different interactions and performance metrics between RCU and the various external entities operating in AlUla.