Chief of Staff

About SATEL:SATEL invests in selected assets and operates residential communities across Riyadh, chosen by residents from every nationality and background to call home. We do not develop property. We take responsibility for what happens after the building is standing.We are building the operating discipline behind residential communities that get better with time. That discipline depends on decisions moving, commitments closing, and nothing important disappearing between functions.The Role:This is not a support role. It sits where decisions become operating discipline.Divisions own their numbers. You own the rhythm that gets them there: the cycle in which commitments are made, the clock they run against, and the discipline that closes them.You do not manage the divisions. You make sure nothing they have committed to quietly loses momentum.A missed commitment should be visible while it can still be corrected, not discovered when it is already late. That difference is the role.What You Own:The commitment cycle. Every cross-divisional decision leaves the room with a named owner and a date. You hold that record, and it is the only version that counts. A decision without an owner and date is not a decision yet.The correction window. You track the distance between what was committed and what has actually moved. You surface drift while it is still recoverable, not when the deadline has already passed.Operating cadence. Weekly and monthly cycles that start on time, run against live data, and end in commitments rather than discussion.Rules instead of repeated decisions. When the same question arrives twice, you do not answer it a third time. You write the rule that settles every case like it, take it through approval once, and remove it from the queue permanently. A recurring decision that stops requiring executive attention is a result, and it is counted as one.Reality against record. You verify that what the reports show is what the field is actually doing. Work completed and never closed, and work closed and never completed, are both your findings to make. The record is only useful when it reflects reality.Visibility across the whole. Sitting at the intersection of every division, you see what no single division head can: where capacity is genuinely constrained, where effort is producing little, and where one function is creating friction for another.Your Authority:You decide, without escalation, on anything procedural, coordinating, or time-bound: sequencing, deadlines, meeting structure, reporting format, and who owns what by when.You do not hold financial approval, hiring authority, or contracting authority. You hold the operating cadence, and commitments do not drift without being surfaced.Where two accountable owners conflict, you frame the decision, surface the trade-off, and take one recommendation upward. You do not allow unresolved ownership to become delay.What We Are Looking For:Four to eight years in an executive office, management consulting, programme management, or an operating seat close to company leadership. Enough seniority to hold a division head to a date, and enough operating maturity to influence without relying on a reporting line.Follow-through as a trait, not a technique. You are the person who remembers the item everyone else dropped, and you close it without being asked twice. You chase people more senior than you in a way that earns respect rather than resentment.Written precision. You compress a complicated situation into one page with a clear recommendation. You do not present options without a position, and you do not soften language where a hard position is required.Data literacy. You read operational trackers, occupancy figures, collection ageing, and service records, and you notice the number that does not fit before anyone points at it.The willingness to say no. You object when a decision contradicts a standing one, or when the company is being loaded past what it can carry. You protect the company from inconsistency as much as from delay.Discretion. You will sit inside every sensitive conversation in the company. Absolute confidentiality is the entry condition, not a preference.Arabic and English, both fluent.The First Sixty Days:You will arrive while two division leadership roles are still being filled. Your first cycle is not a settled steady state.You will drive the two active division-lead hiring tracks to decision and closure, build the written authority matrix that governs spending against each asset agreement, and clear the backlog of work completed but never properly closed in the operating record, then establish who owns closure once it is cleared.This is stated openly because it shapes the role you are actually taking, not the one you might assume.Why SATEL:You will sit at the point where strategy becomes operating discipline.What you fix here will shape how the company runs across every community that follows.You will see the whole company from the inside, hold real authority over how work moves, and help build the operating standard rather than inherit it.Advancement here is built on documented achievement, not seniority and not time served.