Human Capital & Change

Workforce transition and synergy realisation

For a non-bank financial institution merger we built a granular HR synergy model validating SAR 4.75 million of annual recurring savings across three scenarios, securing Board and SAMA approval with a six-to-twelve-month payback. Harmonisation logic, selection processes and retention of critical capability were designed together, not sequentially.

Saudization and nationalisation strategy

Nitaqat targets and Emiratisation commitments are strategic constraints, not HR footnotes. We build workforce plans that meet them through capability building and role redesign, with the skills mapping and development pathways that make national talent a competitive advantage.

Culture and change leadership

Culture change that starts with what leaders do differently, measured through behaviours rather than surveys. Change management embedded in the transformation office, so adoption is planned with the same discipline as delivery.

Organisation design

Spans, layers, role clarity and decision rights redesigned around the target operating model, with the grading and reward implications worked through before announcement rather than after.