Director -Partners Performance. (CDU744)

Reports to: Commercial Director – Administration & Reportin

Objective / Purpose

The Partners Performance Director will lead the development and execution of Qiddiya’s partner performance management framework, ensuring that Delivery Partners, PMCs, and critical suppliers are evaluated against consistent, transparent, and objective criteria. The role provides Qiddiya with executive-level visibility on partner performance across Business Units, drives accountability, and fosters a culture of continuous improvement. This position is instrumental in enabling Qiddiya to manage risks, improve delivery outcomes, and strengthen its standing as a partner of choice in the global market.

Technical Responsibilities

1. Design and oversee a 360° partner performance management system covering delivery partners, PMCs, and SMEs.

2. Define and maintain KPIs across cost, schedule, quality, safety, and innovation dimensions.

3. Establish standardized performance dashboards and reporting templates to ensure consistency across Business Units.

4. Consolidate partner performance data across the portfolio to provide executive-level visibility.

5. Support the Commercial Director in preparing reports and presentations for senior leadership and committees.

6. Lead quarterly and annual performance review sessions with delivery partners and PMCs, ensuring outcomes are action-oriented.

7. Benchmark Qiddiya’s partner performance practices against global giga-project standards.

8. Collaborate with Central Procurement to ensure performance results feed into prequalification, contract renewals, and sourcing decisions.

9. Facilitate cross-BU knowledge sharing on performance outcomes, lessons learned, and best practices.

10. Identify systemic risks or recurring underperformance, escalate them, and propose mitigation strategies.

11. Align partner performance monitoring with safety, quality, risk, and governance frameworks.

12. Mentor analysts/specialists to strengthen internal performance management capabilities.

Internal Stakeholders

· Commercial Director – Administration & Reporting (SDU) – Direct reporting line; alignment on strategy and reporting (weekly/bi-weekly).

· SDU – Delivery Partnerships Lead – Indirect reporting for executive-level visibility (monthly/quarterly).

· Business Units (Sports, Entertainment, Hospitality, Retail, etc.) – Collection and validation of partner performance data (monthly/quarterly).

· Central Procurement – Integration of performance outcomes into procurement processes (bi-weekly/monthly).

· Central Delivery Performance Office – Consolidation of partner performance metrics into enterprise dashboards (monthly).

· HS&W, Quality, and Risk Teams – Coordination to ensure partner KPIs align with corporate governance (monthly/as required).

External Stakeholders

· Delivery Partners (Mace, Parsons, Jasara, etc.) – Formal review sessions, feedback, and performance improvement action plans (quarterly/annual).

· PMCs & SMEs – Regular performance evaluations to ensure compliance with Qiddiya standards (quarterly/annual).

· Key Suppliers/Subcontractors – Performance monitoring in coordination with Central Procurement (as required).

· Industry Associations & Benchmarking Bodies – Participation in benchmarking and adoption of best practices (annual/bi-annual).