Director of Revenue

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. Commercially, that means occupancy earned at the right value, not bought by discounting it.The Role:The Director of Revenue owns SATEL's commercial performance across five units: Leasing, Listings, Revenue Management, Projects, and Business Development. You report directly to the CEO.Occupancy alone is a number anyone can move. Moving it while holding rental value, shortening time to lease, and keeping pricing decisions defensible is the actual work, and it is what this role is measured on.What You Own:The revenue outcome. Occupancy, achieved rental value, speed to lease, and the quality of the pricing decisions behind them. These are read together. A rise in one that comes at the cost of another is not a result.Pricing discipline. You own pricing recommendation from day one and execution within the approved pricing framework. Rates sit within the commercial parameters of each asset and the limits of the relevant owner agreement, and exceptions follow the approval path defined for that asset. Anyone can fill a unit by dropping the price. You are here because you know what that costs.The commercial pipeline. Enquiry to viewing to negotiation to signature, with the funnel visible at every stage. No lead sits without a next action and a date. Response speed is a commercial variable, not an administrative one.Inventory performance. Every vacant unit has a reason it is still vacant, a named owner, and a date. Vacancy that no one can explain is a failure of the system, not of the market.Listings and market presence. How SATEL's inventory is presented, priced, and positioned across every channel where residents look for a home.Business Development. You own the unit that acquires new managed assets, expands existing owner relationships, and converts partial mandates into broader management where commercially and operationally justified. You set its direction and hold its results. You are not expected to run it single-handed.Where Your Scope Ends:Revenue owns the commercial journey through lease signing. Operations assumes accountability at handover and owns the resident and asset operating cycle from that point forward. The boundary between the two is written, not negotiated in the moment, and keeping that handover clean is part of the role.What You Will Build:The unit frameworks are documented. The teams behind them are not yet complete.Your first ninety days are weighted toward current inventory, leasing performance, pricing discipline, and building the team you will run. Business Development scales after that foundation is holding, not before it.This is stated openly. It is a division to build, not a division to inherit, and the difference should decide whether you apply.What We Are Looking For:Commercial ownership at portfolio level. You have carried a revenue or occupancy number across multiple residential assets, not a sales target on a single property. You know the difference between a leasing team that is busy and one that is converting.Pricing judgment. You have set or governed rental pricing against market data, and you have defended a price rather than discounting to close. You can explain a pricing decision to an owner in terms they accept.Owner and institutional fluency. You have operated against management agreements with institutional, corporate, or private owners, and you know that the commercially attractive and the contractually permitted are not always the same.Team building, not team inheritance. You have built, restructured, or materially raised the standard of a commercial team rather than simply inheriting one that was already performing.Numbers before instinct. You read a funnel, a rate table, and a vacancy report the same day they reach you, and you notice the number that does not fit before anyone points at it.Arabic and English, both fluent.The Reality of the Role:Residents view homes in the evenings and at weekends, because that is when they are free. Owner conversations happen when owners are available. This is a role with real field and client presence, not a desk-and-dashboard role.Apply only if that rhythm fits the way you want to work.Why SATEL:You will own the commercial performance of a growing residential portfolio, with the frameworks already written and the authority defined against owner agreements rather than personal discretion. You will build the team that runs it and be measured on results you can actually influence.Advancement here is built on documented achievement, not seniority and not time served.