Operation and Maintenance of Faculty Members Housing | Asset Reliability and Service Continuity
- Location
- Riyadh
- Period
- 2026
- Status
- Completed
- Role
- Head of Housing Operation and Maintenance Department — leading teams, assets, and contracts
Overview
Led the operation and maintenance department for Faculty Members Housing facilities across MEP systems and infrastructure: preventive maintenance programs that raise asset reliability and reduce unplanned downtime, and monitoring of facility performance and utility consumption to identify improvement opportunities, while leading engineering teams, managing contractors and service providers, and controlling costs within regulatory compliance.
Residential facilities cannot tolerate prolonged failure: a fault there affects resident occupants, not offices closed after hours. The ongoing operational challenge is balancing planned preventive maintenance against rapid response to reports, and cost control against maintaining service level — all across a multidisciplinary asset portfolio operating around the clock.
Facility management across an entire residential portfolio is not the sum of maintenance work, but a decision system: where resources are spent first, which assets warrant preventive intervention before others, and how service stays continuous throughout.
From response to prevention
The fundamental shift in managing this portfolio was moving the center of gravity from corrective maintenance — waiting for the fault, then addressing it — to scheduled preventive programs built on asset criticality, with periodic monitoring that makes the operational trend visible before it turns into a fault.
Responsibility
My role
- Providing comprehensive technical support across MEP systems and facility infrastructure.
- Managing preventive maintenance programs to raise asset reliability and reduce unplanned downtime.
- Monitoring facility performance and utility consumption and issuing trend reports that support decision-making.
- Directing engineering teams through planning, resource allocation, and performance management.
- Managing contractors and service providers, controlling costs, and negotiating contracts.
- Applying modern techniques and best practices that raise operational efficiency and reduce costs.
Handling
Challenges & actions
Each challenge is linked directly to the action taken and its operational impact.
Challenge
Recurring corrective faults that drain resources and disrupt the planned maintenance schedule.
Action
Expanding scheduled preventive maintenance at the expense of corrective work, and tying priority to asset criticality.
Impact
Reducing unplanned downtime and raising the reliability of critical assets.
Challenge
The absence of a unified reference for measuring operational performance across assets.
Action
Building periodic facility monitoring and trend-analysis reports that link performance to decision-making.
Impact
Operational decisions based on a documented trend rather than a momentary state.
Challenge
Balancing cost reduction against maintaining service level for residents.
Action
Renegotiating contracts and tying service scopes to the actual performance required.
Impact
Controlling operational cost without compromising service continuity.
Summary
Lessons learned
01
Readiness is the true output of facility management; everything else is a means to it.
02
Trend analysis matters more than the momentary reading — faults announce themselves before they occur if measurement is regular.
03
In residential facilities, service continuity is a design criterion for the maintenance program, not a byproduct of it.