The number before the opinion
The model comes before the recommendation. Profitability, ROI, NPV, IRR and funding need are calculated first — the decision is built on them, not around them.
Profile
Finance Manager
Riyadh, Saudi Arabia
Eighteen years of financial management across real estate, investment, food service, logistics and audit. I turn financial analysis into measurable outcomes: cash recovered, capital deployed more efficiently, and financial cycles that hold up to an auditor and to an IPO.
At a glance
Each line below is a documented result at a named employer — no estimates, no generic claims.
A feasibility study that redefined the highest and best use of the asset.
Restructuring the funding mix released more capital at a lower cost.
Policies and internal controls that raised governance and shortened the review cycle.
Claims prepared, documented and represented through to collection, in SAR.
A portfolio built to put idle liquidity to work.
Due diligence surfaced valuation gaps before the deal closed, in SAR.
A full financial model linking the strategic plan to operating numbers.
In SAR, after reviewing the examination and preparing the technical response.
Led the IFRS SME function within the full conversion programme.
Figures as stated in the source CV. Reference letters and numbers map each line to its employer and item.
Finance is four connected jobs: get the number right, get it out on time, make a decision on it, and have it survive the auditor.
The model comes before the recommendation. Profitability, ROI, NPV, IRR and funding need are calculated first — the decision is built on them, not around them.
Policies and internal controls are not administrative weight. Applied properly they cut audit time in half, because the evidence is ready before anyone asks for it.
Working capital managed, the cash conversion cycle shortened, and surplus liquidity deployed into a considered portfolio instead of sitting idle in a current account.
IFRS conversion and rebuilding financial cycles start years before an IPO decision, not after it. Readiness is built, not summoned.
Feasibility studies, asset valuation, funding structure
Investment analysis, M&A, portfolio management
Cost management, working capital, IPO readiness
Financial analysis and operating performance
External audit, compliance, internal controls
Cost accounting and margin analysis
Dyari Properties
Managing cash flow and working capital, running feasibility studies for new investments, owning relationships with banks and financial institutions, and handling investment analysis for real estate funds. Building financial models for forecasting, budgeting and strategic decisions, and developing financial policies and internal controls.
Aknan Elbenna Real Estate
Redesigned financial cycles and ensured IFRS compliance, led the full IFRS conversion ahead of IPO, negotiated credit facilities with financial institutions, built an investment portfolio for surplus funds, ran risk assessment and mitigation planning, and implemented Odoo.
Asyaf Investment
Active participant in the M&A process, financial and tax due diligence, restructuring of accounting cycles and policies, a five-year business plan for the target, and implementation of Oracle NetSuite.
KEG Audit Firm
Food Basics — Hamburgini
Established the cost management department, managed working capital, oversaw day-to-day operations, and ran the external audit with a top-10 firm.
SMSA Express
Hallmark Holding for Investment
Sky Egypt for Supplies
Invest for Livestock
Ain Shams University — Egypt
Institute of Management Accountants
In progressOct 2026365 Financial Analyst
Dec 2025Corporate Finance Institute
ACCA
LinkedIn Learning
Udemy
Cairo Airport
Available to discuss finance leadership roles, IPO readiness advisory, due diligence, and building the finance function.