Senior Director - Racecourse Assets Qiddiya Investment Company

As part of Qiddiya City's development pipeline, Qiddiya Investment Company is advancing a major equestrian and racecourse offering expected to become a flagship sports and lifestyle asset within the destination. With the operating model, event strategy, and business plans being refined, the Executive Director - Equestrian Racecourse Asset Management will play a critical owner-side role in shaping the operating platform, protecting long-term value, and positioning the asset for successful mobilisation and sustained performance.

The Executive Director will work across Strategy, Development, Finance, Operational Readiness, Commercial, and third-party operators to optimise performance, govern operator delivery, and ensure QIC retains control over revenue strategy, programming, customer experience, partnerships, brand positioning, and long-term value creation across the equestrian racecourse asset.

Key Responsibilities:

1. Strategic Leadership:

- Lead the owner-side asset management strategy for the equestrian racecourse asset in alignment with QIC's objectives, pre-opening priorities, and long-term value creation agenda.

- Define strategic objectives, commercial frameworks, and operating principles for race days, equestrian events, training, hospitality, ancillary activation, and non-event utilisation.

- Support operator selection, business plan challenge, and operating model development to ensure QIC retains decision-making authority over key commercial, customer, and brand levers.

2. Relationship Management:

- Build and maintain effective relationships with internal stakeholders, third-party operators, advisors, governing bodies, event promoters, and commercial partners.

- Act as the key owner-side point of contact on operational, commercial, and asset performance matters for the equestrian racecourse asset.

- Ensure strong collaboration across Development, Strategy, Finance, and Operational Readiness to integrate asset management requirements through design, mobilisation, and pre-opening.

3. Performance Monitoring:

- Oversee operator performance for the equestrian racecourse asset, ensuring delivery against contractual obligations, KPIs, SLAs, and QIC strategic objectives.

- Establish and monitor performance dashboards covering revenue, profitability, utilisation, attendance, race day delivery, customer experience, equine welfare, safety, compliance, and readiness milestones.

- Lead regular performance reviews, audits, and corrective action plans to drive continuous improvement and protect long-term value.

4. Financial Oversight:

- Review and challenge operator business plans, budgets, and forecasts to ensure commercial robustness and alignment with owner expectations.

- Drive achievement of financial targets, with a focus on sustainable revenue growth, EBITDA delivery, and efficient asset utilisation.

- Analyse operating data and financial results to identify upside opportunities, performance risks, and value enhancement initiatives.

- Support reporting and recommendations for executive stakeholders on asset performance, commercial outlook, and investment implications.

5. Customer Experience:

- Champion best-in-class customer experience across race days, equestrian events, hospitality, premium offerings, and venue journeys.

- Ensure customer experience requirements are embedded into operator mobilisation, design-stage input, and readiness planning.

- Monitor customer satisfaction and guest performance metrics, ensuring experiences are safe, distinctive, and brand-consistent.

- Support service standards across permanent operations and major equestrian event periods.

6. Commercial, Marketing and Partnerships:

- Work with internal and external stakeholders to optimise revenue, sponsorship, partnerships, branding, and ancillary monetisation across the equestrian racecourse asset.

- Shape event calendar strategy and utilisation plans to maximise visitation, yield, market positioning, and repeat demand.

- Monitor market trends, benchmark competing racecourses and equestrian venues, and identify strategic growth opportunities.

7. Team Leadership:

- Build and lead a high-performing owner-side equestrian asset management capability aligned with asset priorities and mobilisation requirements.

- Coordinate closely with operator teams while avoiding duplication of delivery roles and ensuring QIC capability and institutional knowledge are strengthened over time.

- Mentor team members and foster a high-performance, commercially focused asset management culture.

- Provide owner-side leadership on mobilisation, governance, and escalation of key risks and decisio