Service Charge & Revenue Director (Q - CO)

Jasara Program Management Company (Jasara PMC) is a leading Joint Venture between Public Investment Fund (PIF), Jacobs, and Saudi Aramco, established to deliver world-class program management services across the Kingdom of Saudi Arabia. Jasara plays a key role in supporting the realization of Saudi Vision 2030, particularly in delivering giga-projects and large-scale infrastructure developments. We are seeking a Service Charge Director to join JASARA PMC. The role responsibility is own the city-wide service charge framework, governance and operating model, ensuring service charges, cost recovery mechanisms and revenue opportunities are consistently identified, evaluated, governed and aligned with City Operations, Asset Management and district operating requirements. The Service Charges & Revenue Director is accountable for establishing and maintaining the city-wide service charge framework, governance model, charging methodologies and revenue optimization approach across the Qiddiya City operating model. The role provides city-wide coordination and assurance across Estate Management, City Operations, Asset Management, Finance, districts, operators and delivery teams to ensure operational costs, common area services and shared infrastructure are appropriately understood, allocated and recoverable where applicable.The role acts as the owner and custodian of the city-wide service charge model, providing governance, oversight and assurance over cost allocation methodologies, cost recovery structures and service charge assumptions. The position also leads the identification and evaluation of revenue opportunities across city assets, facilities, infrastructure and common areas, ensuring opportunities are assessed from operational, commercial and asset-management perspectives before recommendations are escalated to senior management. The role directs the Service Charges & Revenue Senior Manager and works closely with Lifecycle Planning, Finance, Asset Management, City Operations and district stakeholders to support long-term operational sustainability, financial resilience and value optimization across the city operating model. Key Responsibilities 1. Service Charge Framework and Governance • Establish and maintain the city-wide service charge framework, governance structure, policies, methodologies and operating principles across applicable assets, facilities, services and districts. • Develop and maintain service charge allocation principles, recharge methodologies, cost categorization structures and governance requirements. • Ensure service charge arrangements are transparent, equitable, auditable and aligned with approved operational and commercial objectives. • Own annual service charge review processes, governance controls, methodology updates and assurance requirements. • Develop policy recommendations relating to service charge methodologies and governance arrangements for leadership review and approval. • Ensure service charge approaches remain aligned with operating models, asset ownership structures, operational responsibilities and district requirements. • Promote consistency in charging practices and cost recovery principles across the wider city operating model. • Provide leadership reporting on service charge governance effectiveness, risks, issues and improvement opportunities. 2. City-Wide Service Charge Model Ownership • Own and maintain the city-wide service charge model and supporting governance arrangements. • Coordinate inputs from Asset Management, City Operations, Finance, districts, operators and external advisors to ensure model integrity and consistency. • Review and challenge charging assumptions, allocation methodologies, cost drivers and model outputs to ensure robust decision making. • Ensure common area services, shared infrastructure, public realm assets and city-wide services are appropriately reflected within service charge calculations. • Maintain transparent assumptions, supporting evidence and governance records for all significant model decisions. • Monitor model effectiveness and ensure assumptions evolve in line with city growth, asset commissioning and operational maturity. • Develop management information, dashboards and reporting outputs to support leadership review and decision making. • Support periodic reviews of service charge affordability, allocation fairness and cost recovery effectiveness. 3. Revenue Strategy and Commercial Opportunity Assessment • Lead the identification and evaluation of revenue-generating opportunities associated with city assets, infrastructure, facilities, services and common areas. • Assess emerging opportunities that support operational sustainability and maximize value from city-owned or city- managed assets. • Coordinate commercial evaluations of potential revenue streams, recovery mechanisms and value-generation initiatives. • Develop business case inputs, financial assessments and strategic recommendations for leadership consideration

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