I'm a mechanical engineer by training (Jordan University of Science and Technology), and I started at KADDB on defense engineering — around 5,000 parts modelled in 3D, where 'approximately right' is not a grade that exists. Then came the production years at Al Muhaidib in Riyadh: a USD 5M operating budget, a computerized estimation system I built for quotations, and a 25% productivity gain on the lines making curtain walls, doors, windows and skylights.

At Zamil Architectural Industries I spent almost eight years as operations manager while the business scaled from roughly SAR 30M to SAR 200M in annual revenue — machinery upgrades, workforce expansion, and process programs that lifted productivity 20% and cut production costs 25% across façade and architectural systems.

At Wajhat Glass & Aluminium I took a factory that had stood idle for years and rebuilt it — engineering, logistics and pricing capability from the ground up. Average monthly production grew from 1,000 m² to 10,000 m² within two years, and the business became ready for architectural projects exceeding SAR 350M.

Karad Arabia brought the board-level test: a turnaround mandate to stop recurring losses and restore profitability within three years. It was delivered inside the timeline, and the stabilised company was successfully sold to a major investor.

Today I lead Granada Aluminium in Riyadh across strategy, operations, finance, sales, technical, projects and logistics. The turnaround stopped the losses in Year 1; net profit margin then climbed 6%, 10%, 13% and 17% over the following four years, with 42% cumulative revenue growth, debt reduced by an amount equal to 30% of revenues, a 300-strong team, and new product lines including Thermal Break Systems. That path — engineer, production manager, operations manager, factory manager, GM, executive — is what sits behind every consultation. When you ask about a curtain-wall detail, I also see the procurement, the machine time, and the margin behind it.