Muhannad M. Alsabi
عContact
Muhannad M. Alsabi, Senior Project Engineer · Project Delivery & Governance · Stakeholder & Interface Management
Riyadh · 2026
Senior Project Engineer · Project Delivery & Governance · Stakeholder & Interface Management

Muhannad M.
Alsabi

م. مهند محمد السبعي

I take stalled, multi-party utility and infrastructure workstreams and drive them to energization and handover, from the owner's side of the table. Across six-plus years of consultancy (ROSHN SEDRA), PMC (Riyadh Metro) and now Riyadh Region Municipality on King Abdullah Gardens, one thread runs through the work: turning complex interfaces into clear decisions.

Next step: Project Manager, with broader ownership of planning, cost, change and contracts.

SAR 2.9BKing Abdullah Gardens program, where I lead the electrical and interface-governance workstream
~SAR 35.4BRiyadh Metro Package 3, where I worked within the Hill PMC team across eight Line 6 stations
SAR 4.2BROSHN SEDRA 1, where I worked within the electrical team responsible for 1,085 villas
View projects
Open to select opportunities · 2026
Email
MuhannadAlsabi@gmail.com
LinkedIn
/in/alsabi
Location
Riyadh, Saudi Arabia
About

Turning Complexity into Clear Decisions.

I started close to the work itself, where I learned that delivery is not simply completing construction. It means verifying quality, closing observations, and making sure assets are genuinely ready for use. At ROSHN's SEDRA development I organised the re-inspection round that verified closure on every villa before its keys were handed over, because a defect signed closed on paper is still a defect in the house.

I then moved into a PMC environment with Hill International on Riyadh Metro, where my perspective widened from inspecting work to running the interfaces between contractor, consultant and client. That is where I learned that a technical case only moves when evidence, escalation and professional judgement stand behind it.

Today, on the client side at Riyadh Region Municipality, I take on the workstreams at King Abdullah Gardens that arrive stalled: the ones with four parties, an unclear owner, and a utility, a partner or a supplier on the other side of the table. My job is to turn that into a decision someone can act on this week.

One thread runs through all of it: project delivery. Electrical engineering gives me technical depth, governance shapes how I work, and stakeholder management is what makes execution possible.

Impact & Value

Impact & Results

Figures reflect documented scope of involvement. Team results are labeled as such.

Led to energization
22
Package Substations
Utility-connection file inherited after 16 months of deadlock and closed to energization in seven, across ~65 km of MV/LV cabling, with no impact on the project schedule
Secured
25MVA
Service Uplift Secured
Saudi Electricity approval to uplift the contracted service from 22 MVA, driven by change orders and added assets
Led technically
5
Identity-Aligned Telecom Towers
Project-side technical track from pre-contract siting to operator handover · 11 design revisions · partner non-compliance resolved at zero cost and zero schedule impact
Reviewed
43
Submittals as Responsible Reviewer
22 OEMs · 14 project areas · six trades · technical comments on every approval · median same-day closure
Team result
2,000+
Inspection Requests Closed
Riyadh Metro depot · lean 3–4 person team · six months, through contractor handover and client acceptance
Owned closure
111
Villas: Snagging & Final Testing
Six-point testing and commissioning · averaging 15 observations per villa · re-inspected every unit before key handover
Selected Work

Project Experience

Three flagship Vision 2030 programs in Riyadh, shown as scope, contribution and scale.

P · 01King Abdullah Gardens (KAGA)Project photography

King Abdullah Gardens (KAGA)

Riyadh Region Municipality · Client-side · May 2024 – Present
Senior Project Engineer · Iconic Projects Agency
  • SEC power-connection workstream: load approval to energization
  • Telecom-towers technical track: pre-contract siting to operator handover
  • Ownership of Power Building 1: commissioning sequenced by dependency
  • Community-engagement program: visit operations SOP and presenting
Contribution
  • Took over a connection file stalled for 16 months and closed it to energization in seven, governing four-party studies across 22 package substations and ~65 km of MV/LV, then secured the 22→25 MVA uplift
  • Gated 43 submittals from 22 OEMs as responsible reviewer, issuing technical comments on every approval and closed the median the same day, holding non-compliant packages open rather than passing them
  • Travelled to the UPS manufacturer's plant in Italy for factory acceptance testing, verifying instrument calibration before accepting results and raised fabrication-quality observations before shipment
  • Presented the project's electrical systems to HH the Mayor and HH the Deputy Governor of Riyadh Region during two inspection tours
What this chapter added

The move to the owner's side turned inspection instinct into decision ownership. The same electrical depth now sits where scope, utilities and stakeholders are settled.

Scale
15+ urban parks · ~2M sqm · within the SAR 2.9B program

Public-realm program tied to Vision 2030 quality-of-life targets.

P · 02Riyadh Metro · Package 3Project imagery

Riyadh Metro · Package 3

Riyadh · PMC (Hill International · FAST) · Jul 2022 – Apr 2024
QA/QC & Testing Engineer
  • Eight Line 6 stations (program context: 3 lines · 22 stations)
  • Extended electrical responsibility: 6H2 Station · Park & Ride PR6.2 · Tunnel 6.4 · Emergency Exit Shaft 6.1
  • Depot 4&6 and Depot 5 are separate facilities
Contribution
  • Entered a late-stage testing environment and closed the knowledge gap by design, joining station email loops and attending every inspection I could; requested by name for two successive depot assignments
  • Closed 2,000+ tests, inspections and as-built records in six months within a lean 3–4 person team, taking most systems through contractor handover and client acceptance toward operator asset transfer (team result)
  • Ran testing and commissioning (T&C) across fire alarm, earthing, ICT, MDB/SMDB/UPS and power-factor correction, including factory testing at an ABB assembly facility
What this chapter added

Moving from consultancy to PMC widened the view from inspecting works to running the interfaces between contractor, consultant and client, and it taught me that a technical case only moves with evidence and escalation.

Scale
8 Line 6 stations · within an ~SAR 35.4B three-line package

Flagship Vision 2030 transit program with mega-project governance.

P · 03ROSHN · SEDRA 1Illustrative render

ROSHN · SEDRA 1

Riyadh · Consultant (DAR) · Dec 2020 – Jul 2022
Electrical Engineer · QA/QC & Testing
  • Six-engineer team responsible for 1,085 villas (Al-Jadrawi package)
  • Four-stage inspection cycle: concealed conduits to earthing tests
  • ~20 inspection requests (IRs) per day per inspector · daily rotating coordinator
Contribution
  • Delivered testing and commissioning (T&C) and snagging closeout across 111 villas covering lighting, power, earthing, insulation resistance, CAT6 and fire alarm, averaging 15 observations each, then re-inspected every unit before key handover
  • Worked within a team that completed ~700 villas and achieved 111 key handovers during my tenure (team scope)
  • Screened material submittals from Alfanar, Riyadh Cables and Elsewedy, checking certification, warranties and standards before owner approval and site inspection
What this chapter added

Where it started: three months in HSE before electrical QA/QC, which set the habit of opening every inspection with site safety, and of never accepting a closure I had not verified myself.

Scale
3,000+ villa development · 1,085 in the team package · within the SAR 4.2B program · estimated 4,300+ IRs

PIF flagship housing, a direct line to Vision 2030 housing targets.

In Their Words

Recommendations

Written on LinkedIn by the managers and colleagues who ran the work with me on Riyadh Metro. Quoted as published.

His contribution to the Riyadh Metro project was nothing short of remarkable, particularly in his work on three different lines. … Following his successes on Line 6, Muhannad transitioned to Line 4 at Depot 4, where he continued to excel. His undeniable track record led him to further contribute to the project by taking on the challenges of Depot 5 and the Science Park.
Saad Alyaqut, PMPResident Electrical Engineer, Riyadh Metro (Lines 4, 5, 6)Managed me directly · May 2024
Muhannad possesses an unparalleled attention to detail, which was instrumental in ensuring the high standards required for electrical installations on a transportation metro system. He meticulously reviewed project specifications, identified potential issues, and proactively proposed solutions to mitigate risks.
Kirk Parker, MIETSenior Construction Manager, Riyadh MetroManaged me directly · March 2024
He has consistently displayed a strong work ethic, an eye for detail, and a dedication to achieving excellence. He possesses a diverse range of skills and abilities, in addition to a positive attitude, and he always strives to exceed expectations.
Robert McHugh Kivell, MRailEIConstruction Director, Rail CivilsManaged me directly · March 2024
I worked alongside him at Riyadh Metro project for around 1 year in Riyadh, KSA, and found him to be competent, dedicated and diligent in his role and have no hesitation in recommending him.
Mohammed Al-Faqih, PMPInterface Manager, IDOMSenior colleague on the same project · February 2024

Read them on LinkedIn

How I Work

Capabilities

Core Capabilities

Project Governance

  • Schedule & scope tracking
  • Risk & issue registers
  • Decision logs
  • Escalation & commitment tracking
  • Document control

Infrastructure & Utilities

  • Wet & dry utilities
  • Roads & earthworks interface
  • Landscape & hardscape
  • Clash review & sequencing
  • Handover readiness

Technical Background

  • Electrical Engineering base
  • Testing & commissioning
  • Solar PV exposure
  • MEP coordination notes
  • Quality / HSE awareness

Stakeholder Management

  • Government / municipality
  • Consultants & PMC
  • Main contractors
  • Utility authorities
  • Public-private partnership (PPP) interfaces
Structured
Governance-first approach: every action ties back to a register, log, or report.
Aligned
Stakeholder language matters, so I translate between client, consultant and contractor.
Data-aware
Decisions backed by what the trackers actually say, not what the room assumes.
Delivery
Field-aware, with a bias toward what unblocks construction this week.
Credentials & Forward View

Education & Direction

Education

MBA · Master of Business Administration
University College of Bahrain · Saudi MoE-accredited
2023–2025
B.Sc. Electrical Engineering
Jazan University
Co-op training at CCC (Aramco project, Jazan) · NOMAC Institute (Rabigh)
2020

Certifications

ISO 9001:2015 Lead Auditor · 2024NEBOSH HSW · 2020Solar PV Designer · SEC · 2021PMP · In Progress

Memberships

Saudi Council of Engineers
Associate Member
Note · Not presented as Professional Engineer (PE)
Sustainability Professionals of Saudi Arabia (SPSA)
Member
Career Direction

Toward Project Manager across Vision 2030 infrastructure.

01
Vision 2030 focus
Continued engagement on PIF, municipality and giga-project programs across infrastructure & utilities.
02
Leadership angle
Stakeholder-first leadership that builds governance that contractors actually use, not shelfware.
Master of Business Administration

MBA Research

My MBA research examined how Saudization policy shapes the performance of Project Management Offices (PMOs), a qualitative study grounded in Saudi Arabia's project environment.

Thesis

The Impact of Saudization on PMO Performance: A Qualitative Study

Methodology · Qualitative
SaudizationPMO PerformanceQualitative StudyVision 2030

Full thesis available upon direct request.

Let's talk

Open to selected professional, advisory, and academic opportunities.

Owner-side delivery of utility and infrastructure workstreams, and the interfaces that decide whether they move.

Contact for opportunitiesLinkedIn
EmailMuhannadAlsabi@gmail.com

CV available upon direct request.