Director of Enterprise Activation

JOB PURPOSE

The Director of Enterprise Activation is the execution engine that stands QHC up as a functioning organization. Reporting to the CEO, the role owns the practical build of the corporate strategy, operating model, the mobilization of the startup, and the disciplined delivery of the transition from a preliminary structure to the target organization design.

The role design and converts strategy and organization into activated capability, establishing the operating model, governance cadence, service-level framework with Qiddiya Investment Company (QIC) shared services, and the program management discipline required to launch a company startup at pace and with control.

Working across every function and the wider Qiddiya ecosystem, the Director of Enterprise Development ensures interdependencies are managed, readiness milestones are met, and the leadership team has the structures, decisions and reporting it needs to move from stabilize, to operationalize, to institutionalize.

KEY ACCOUNTABILITIES

1. Corporate Strategy

• Build the corporate strategy and execution strategic priorities and long-term growth agenda.

• Evaluate emerging healthcare trends and opportunities aligned with Qiddiya’s vision.

• Develop strategic planning frameworks and performance measures supporting executive decision making.

2. Organizational Design Activation & Operating Model Build

• Translate the approved organization design into an activated operating model — defining roles, structures, decision rights, interfaces and ways of working across QHC functions.

• Drive the activation of QHC’s core functions, defining setup requirements and activation plans and sequencing their transition toward the target operating model.

• Establish the operating cadence and cross-functional interfaces that allow the organization to run and scale.

3. Startup Mobilization & Program Management

• Own the enterprise program management office for the startup build, maintaining the master mobilization plan, milestones, dependencies and critical path.

• Drive execution follow-up and delivery momentum across workstreams, tracking priority initiatives and decisions to closure and escalating delays, blockers and cross-functional dependencies where required.

• Prepare leadership decision-support materials and maintain a single, credible view of startup progress and readiness for the CEO / MD and Board.

4. Shared Services

• Define and coordinate the shared-services model through which QHC leverages QIC and wider Qiddiya ecosystem shared services (including finance, human capital, technology, …etc) during the startup phase.

• Define QHC’s shared-service requirements, interfaces and ways of working, and coordinate with QIC on service arrangements, support requirements and transition activities.

• Clarify which enabling and support capabilities are leveraged from the ecosystem, at what level, and where retained capabilities must sit.

5. Transition Roadmap & Milestone Delivery

• Own delivery of the phased transition roadmap for both the strategy and enterprise activation including the milestones that make each phase real.

• Coordinate the stand-up of new pillars and the consolidation of enabling functions in line with the target structure, adjusting sequencing as constraints emerge.

• Maintain a living transition dashboard evidencing progress against the target operating model.

6. Capability & Resource Mobilization

• Coordinate with Human Capital and function leads on workforce requirements and mobilization dependencies for Day-1 and subsequent activation waves.

• Track function-level capability and resource requirements, priorities and gaps against the activation plan.

• Coordinate the setup requirements and dependencies — including tools, workspace, policies and processes — required for functions to operate from Day-1.

6. Governance, Decision & Reporting Cadence

• Establish the enterprise delivery reporting cadence, progress dashboards and escalation mechanisms required to keep startup delivery aligned.

• Coordinate the leadership delivery rhythm including progress reviews, prioritization and escalation, to support timely resolution of cross-functional delivery issues.

• Ensure delivery risks, dependencies, actions and blockers are documented, visible and escalated where required.

7. Risk, Interdependency & Readiness Management

• Maintain the enterprise risk and interdependency register for the startup build, driving mitigation and readiness across functions.

• Assess and report organizational readiness ahead of key milestones, flagging gaps in ownership, capability or infrastructure.

• Coordinate contingency planning for critical Day-1 dependencies.

8. Stakeholder & Ecosystem Coordination

• Serve as the primary coordination point between QHC functions, QIC, and the wider Qiddiya ecosystem on activation and operating-model matters.

• Align external partners and internal teams around a common activation plan and shared milestones.

• Support the leadership team in stakeholder engagement, materials preparation and decision-making.

Requirements

EXPERIENCE & ACADEMIC QUALIFICATIONS

A Master’s degree in Business Administration, Engineering, Healthcare Management, Organization Design, or a related field is required.

10+ years of progressive experience in organizational activation, transformation, operating-model design, PMO leadership or large-scale program delivery, including experience standing up new organizations, functions or greenfield ventures.

Demonstrated experience mobilizing complex, multi-stakeholder programs to defined milestones, ideally within healthcare, sports, government / semi-government or large ecosystem-based environments. Experience operating within a shared-services or SLA-based model is a strong advantage.

Proven ability to translate organization design and strategy into activated capability, and to run executive governance and reporting cadences. Working knowledge of the Saudi operating environment and Vision 2030 context is preferred.