Riyadh Metro Heroes
Royal Commission for Riyadh City · Ministry of Human Resources and Social Development
Honoured with the CAMCO team for leadership in technical training, competency management and knowledge transfer — the work of 2025.
Head of Learning & Capability Development at CAMCO — Riyadh Metro
From the field… to impact
I build the learning and capability infrastructure that keeps national infrastructure programs running: technical training, competency management, knowledge transfer and talent pathways.
In safety-critical operations, being trained is not enough. Nobody works in the field before travelling the whole line.
An incident doesn’t begin the moment it happens… it begins the day we decide training alone is enough.
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Building the knowledge and skills the task needs.
“The work no one sees is often the work with the most impact.”
Royal Commission for Riyadh City · Ministry of Human Resources and Social Development
Honoured with the CAMCO team for leadership in technical training, competency management and knowledge transfer — the work of 2025.
Saudi CX Awards · CX Saudi
Representing CAMCO, in the team’s first entry — decided just three days before registration closed.
Saudi Aramco
As part of the NSH team; presented by Prince Saud bin Nayef Al Saud, Governor of the Eastern Province.
From Riyadh Metro readiness to setting up an institute in Bahrain.
CAMCO · Riyadh Metro
May 2024 – May 2026
CAMCO’s enterprise technical training programme behind Riyadh Metro’s operational readiness — planned and monitored, with three departments under my lead.
3,220+
employees trained
8,000+
learning interventions
CAMCO · Riyadh Metro
May 2023 – May 2024
A system that proves everyone in a safety-critical role can actually do the job — not just that they were trained — from framework to assessment, verification and improvement.
100%
assessment evidence secured with subcontractors
ORR · ROGS
compliance guidelines followed
CAMCO · Riyadh Metro
2024 – 2026
A system that passes operations & maintenance know-how to Saudi talent, and a technical co-op programme designed as a real field experience among experts of many nationalities.
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Saudi trainees presented their field projects to leadership
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pillars: practice, direct transfer, real operations
From Al-Ahsa, Dammam and Muharraq to the Riyadh Metro.
Role outcome → critical task → competency → observable behaviour.
Not every performance gap means someone needs training.
Promotion changes your position; progression builds readiness for the next step.
Ideas I share on LinkedIn with 23,000+ followers.
Competency level comes from real performance in the field, not years or titles: autonomy, complexity, impact and consistency.
Build it from the start with three people: the job holder, the line manager and HR.
Start from the job: role outcome → critical task → competency → observable behaviour.
Before finding a course: do they know the task? Is the procedure clear? Do they have the tools and authority? Or is it follow-up?
Reading a train derailment through technical readiness: the gap between training and competence.
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