Asset Lifecycle Planning 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 an Asset Lifecycle Planning Director to join JASARA PMC. This role will establish the city-wide asset lifecycle planning framework, renewal rules and risk-based prioritization approach, integrating condition, risk, cost and performance data to shape lifecycle plans and renewal pipelines across portfolios.The Asset Lifecycle Planning & Integration Director is accountable for establishing the city-wide lifecycle planning principles, frameworks, policies, renewal rules and intervention approach for City Asset Management. The role provides city-wide integration so lifecycle decisions across portfolios follow one unified ISO 55001-aligned AM framework, rather than fragmented local practices, and ensures decisions balance cost, risk, performance, service outcomes and whole-life asset value.The role acts as the bridge between City AM portfolios and City Operations by defining lifecycle principles, intervention thresholds, maintenance policies, renewal criteria and cross-asset prioritization rules. It works with asset leads across the wider City AM team to ensure lifecycle plans reflect asset condition, criticality, hierarchy, service levels, O&M feedback and operational realities. It also works closely with the Enterprise AM Systems / SAP EAMS Director to ensure the AM platform and SAP EAMS produce the data, dashboards and decision-support outputs required to provide one trusted view of asset risk, condition, performance, backlog and lifecycle pressures across the city. Key Responsibilities1. Lifecycle Planning Framework, Principles and Policies· Establish the city-wide asset lifecycle planning framework, principles, policies and governance approach for City AM, aligned to the AM Policy, AM Strategy and ISO 55001 principles.· Define lifecycle planning standards that balance cost, risk, performance, service quality, safety, maintainability, resilience and long-term asset value.· Set the approach for managing assets across their life, including how condition, criticality, hierarchy, risk, service levels and whole-life cost inform planning decisions.· Develop renewal rules, intervention approaches, planning assumptions and decision criteria for assets across portfolios and districts.· Set out consistent requirements for lifecycle plans, asset management plans, renewal pipelines, budget inputs and portfolio-level investment recommendations.· Ensure lifecycle planning reflects agreed asset ownership boundaries, leasing arrangements, cost structures and links to capital and operating budget planning.· Align lifecycle planning with operational readiness, handover, maintenance policies, SAP EAMS capabilities, AM governance and City Operations monitoring requirements.2. Renewal Pipeline and Risk-Based Prioritisation· Develop the city-wide lifecycle and renewal pipeline by joining condition, risk, cost, performance, criticality and maintenance data across portfolios.· Prioritise assets coming into operation between 2026 and 2028, ensuring renewal needs, early-life risks and lifecycle obligations are visible before handover.· Set risk-based prioritisation rules that guide when assets are maintained, monitored, refurbished, renewed, replaced or escalated for investment decision.· Create practical rules for transferring lifecycle planning outputs and prioritisation logic to incoming City Operations resources once recruited.· Ensure prioritisation decisions are transparent, evidence-based and auditable, supporting whole-life cost and value optimisation.3. Intervention Thresholds and Maintenance Policy Integration· Work with asset leads across the wider City AM team to define intervention thresholds, maintenance policies, inspection triggers and asset-specific lifecycle requirements.· Ensure lifecycle planning reflects portfolio-specific asset behaviour, usage intensity, condition profiles, criticality, service impacts and operational constraints.· Translate asset class requirements into consistent planning rules for renewals, planned maintenance, condition monitoring, deterioration assumptions and replacement strategies.· Challenge proposed interventions where cost, risk, performance or lifecycle value are not sufficiently evidenced.· Ensure maintenance and intervention policies remain aligned with operational readiness, O&M feedback, budget planning and long-term asset management objectives.4. SAP EAMS and Data Integration for Lifecycle Planning· Work with the Enterprise AM Systems / SAP EAMS Director to ensure the AM platform and SAP EAMS are ready to support lifecycle planning, renewal forecasting, intervention rules, condition scoring, risk prioritisation and cost-performance analysis.· Define lifecycle data requirements, including asset hierarchy, classification, condition, criticality, failure modes, replacement value, expected life, maintenance history, cost, risk, performance and renewal information.· Ensure dashboards and reports provide usable outputs for lifecycle forecasts, renewal pipelines, budget inputs, risk registers, backlog visibility, performance trends and portfolio decision-making.· Link asset management outputs to financial reporting and work-management systems to support one version of the truth for lifecycle planning and investment decisions.· Validate that data captured during handover and early operations is sufficient to support lifecycle planning, total cost of ownership, renewal prioritisation and adaptive change management.· Promote a single source of lifecycle asset information that supports balanced decisions over the full lifespan of each asset.5. Portfolio and Infrastructure Asset Integration· Lead integration of lifecycle planning across asset portfolios, ensuring common AM standards while allowing asset-class specific intervention rules and maintenance policies.· Direct the Asset Lifecycle & Costing Senior Manager to develop lifecycle cost models, renewal forecasts, budget inputs and whole-life cost analysis across asset portfolios.· Direct the Infrastructure Assets Integration Manager to work with the Infrastructure portfolio lead on lifecycle plans and programmes for roads and car parks.· Ensure risks, issues and opportunities from O&M are fed back into prioritisation, lifecycle plans, asset management plans and renewal pipelines.· Coordinate with asset class leads to ensure lifecycle assumptions reflect operational realities, service expectations, deterioration patterns, usage intensity and maintenance strategy.· Provide a city-wide integrated view of asset risk, performance, backlog and lifecycle pressures to inform capital and Opex planning.· Support integrated planning across City AM so lifecycle, costing, risk, criticality, operational integration and infrastructure asset priorities are joined up across the city operating model.6. Lifecycle Costing, Budget Inputs and Investment Planning· Direct the Asset Lifecycle & Costing Senior Manager to develop lifecycle cost models, renewal forecasts, total cost of ownership analysis and portfolio-level budget inputs.· Translate lifecycle plans into prioritised renewal programmes, multi-year capital requirements and operating budget implications.· Ensure investment recommendations are supported by condition, risk, cost, criticality, performance, backlog and service-impact evidence.· Support capital and Opex planning by identifying short-, medium- and long-term renewal needs, funding risks, deferral impacts and value optimisation options.· Use KPI and trend reporting, performance monitoring and O&M feedback loops to refine lifecycle assumptions, renewal timing and maintenance strategies.· Provide leadership reports on lifecycle cost exposure, renewal priorities, affordability constraints, risks, backlog and value-for-money options.7. Stakeholder Interface and Handover to Operations· Work closely with City Operations, O&M teams, asset class leads, governance and assurance teams, handover teams and SAP EAMS stakeholders to embed lifecycle requirements before assets become operational.· Ensure lifecycle planning outputs are transferred into operational ownership, including renewal rules, intervention thresholds, prioritisation logic and known asset risks.· Support handover to incoming City Operations resources once recruited, ensuring lifecycle planning methods and renewal pipeline ownership are clearly documented.· Provide expert input into Stage Gate, readiness and handover processes where lifecycle, renewal or whole-life cost implications affect decisions.· Ensure lifecycle risks, issues and opportunities are visible to leadership and reflected in asset management planning and governance forums.8. Continuous Improvement and Lifecycle Policy Development· Develop and continuously improve lifecycle planning policies, frameworks, templates, intervention logic, renewal rules, decision criteria and prioritisation methodologies.· Use asset performance monitoring, condition data, risk trends, cost data, O&M feedback, lessons learned and SAP EAMS outputs to refine lifecycle assumptions and planning standards.· Ensure lifecycle planning supports asset monitoring and continuous improvement, including cost, risk and asset health reporting, adaptive change management and lessons learned.· Benchmark lifecycle planning approaches and promote consistency with ISO 55001-aligned asset management principles and relevant international good practice.· Ensure lifecycle frameworks remain practical, scalable and usable by asset leads, O&M teams, portfolio teams and future City Operations resources.· Build lifecycle planning capability across City AM through guidance, workshops, governance routines and clear decision-support tools.RequirementsEducation· Bachelor's degree in Engineering, Asset Management, Cost and Performance balance, Operations Management, Facilities Management, Business Administration or a related discipline.· Master's degree in a relevant discipline is preferred.· Professional certification or membership in asset management, project management, data governance, SAP EAM or information management is desirable.Experience· Minimum 15 years of progressive experience in asset management, lifecycle planning, renewals, maintenance strategy, infrastructure operations, portfolio planning or asset investment planning, including senior leadership experience.· Proven experience developing lifecycle planning frameworks, intervention policies, renewal rules, asset management plans and risk-based prioritisation approaches.· Experience joining condition, risk, cost, performance and maintenance data to develop lifecycle forecasts, renewal pipelines and investment recommendations.· Experience working with asset leads, O&M teams and enterprise asset management systems to define data requirements, intervention thresholds and decision-support outputs.· Experience leading or directing lifecycle costing, infrastructure asset integration, roads, car parks, utilities, public realm, built environment or city operations portfolios.· Experience in public sector, infrastructure, city operations, giga-projects, facilities management, transport, real estate or major destination environments is strongly preferred.Preferred Background· Background in lifecycle asset management, infrastructure asset management, maintenance strategy, renewals planning, capital planning, AM policy or portfolio-level asset investment planning.· Practical exposure to ISO 55001 or ISO 55000-aligned asset management systems, including lifecycle value, risk-based decision-making, stakeholder requirements and continual improvement.· Experience working across asset data, SAP EAMS/CMMS, O&M, finance, governance, handover and portfolio teams to turn lifecycle policy into operational and investment plans.Technical & Functional Expectations· Lifecycle planning frameworks, renewal rules, intervention thresholds, maintenance policies and asset management planning.· Risk-based prioritisation, whole-life cost, cost-risk-performance trade-offs, value optimisation and investment planning.· Condition, risk, cost, criticality, performance and maintenance data integration for lifecycle forecasting and renewal pipelines.· SAP EAMS/CMMS lifecycle data requirements, dashboards, reports and decision-support outputs.· Infrastructure asset lifecycle planning, roads, car parks, O&M feedback loops and portfolio integration.· ISO 55001-aligned asset management principles, lifecycle value, risk management and continual improvement.

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 an Asset Lifecycle Planning Director to join JASARA PMC. This role will establish the city-wide asset lifecycle planning framework, renewal rules and risk-based prioritization approach, integrating condition, risk, cost and performance data to shape lifecycle plans and renewal pipelines across portfolios.

The Asset Lifecycle Planning & Integration Director is accountable for establishing the city-wide lifecycle planning principles, frameworks, policies, renewal rules and intervention approach for City Asset Management. The role provides city-wide integration so lifecycle decisions across portfolios follow one unified ISO 55001-aligned AM framework, rather than fragmented local practices, and ensures decisions balance cost, risk, performance, service outcomes and whole-life asset value.

The role acts as the bridge between City AM portfolios and City Operations by defining lifecycle principles, intervention thresholds, maintenance policies, renewal criteria and cross-asset prioritization rules. It works with asset leads across the wider City AM team to ensure lifecycle plans reflect asset condition, criticality, hierarchy, service levels, O&M feedback and operational realities. It also works closely with the Enterprise AM Systems / SAP EAMS Director to ensure the AM platform and SAP EAMS produce the data, dashboards and decision-support outputs required to provide one trusted view of asset risk, condition, performance, backlog and lifecycle pressures across the city.

Key Responsibilities

1. Lifecycle Planning Framework, Principles and Policies

· Establish the city-wide asset lifecycle planning framework, principles, policies and governance approach for City AM, aligned to the AM Policy, AM Strategy and ISO 55001 principles.

· Define lifecycle planning standards that balance cost, risk, performance, service quality, safety, maintainability, resilience and long-term asset value.

· Set the approach for managing assets across their life, including how condition, criticality, hierarchy, risk, service levels and whole-life cost inform planning decisions.

· Develop renewal rules, intervention approaches, planning assumptions and decision criteria for assets across portfolios and districts.

· Set out consistent requirements for lifecycle plans, asset management plans, renewal pipelines, budget inputs and portfolio-level investment recommendations.

· Ensure lifecycle planning reflects agreed asset ownership boundaries, leasing arrangements, cost structures and links to capital and operating budget planning.

· Align lifecycle planning with operational readiness, handover, maintenance policies, SAP EAMS capabilities, AM governance and City Operations monitoring requirements.

2. Renewal Pipeline and Risk-Based Prioritisation

· Develop the city-wide lifecycle and renewal pipeline by joining condition, risk, cost, performance, criticality and maintenance data across portfolios.

· Prioritise assets coming into operation between 2026 and 2028, ensuring renewal needs, early-life risks and lifecycle obligations are visible before handover.

· Set risk-based prioritisation rules that guide when assets are maintained, monitored, refurbished, renewed, replaced or escalated for investment decision.

· Create practical rules for transferring lifecycle planning outputs and prioritisation logic to incoming City Operations resources once recruited.

· Ensure prioritisation decisions are transparent, evidence-based and auditable, supporting whole-life cost and value optimisation.

3. Intervention Thresholds and Maintenance Policy Integration

· Work with asset leads across the wider City AM team to define intervention thresholds, maintenance policies, inspection triggers and asset-specific lifecycle requirements.

· Ensure lifecycle planning reflects portfolio-specific asset behaviour, usage intensity, condition profiles, criticality, service impacts and operational constraints.

· Translate asset class requirements into consistent planning rules for renewals, planned maintenance, condition monitoring, deterioration assumptions and replacement strategies.

· Challenge proposed interventions where cost, risk, performance or lifecycle value are not sufficiently evidenced.

· Ensure maintenance and intervention policies remain aligned with operational readiness, O&M feedback, budget planning and long-term asset management objectives.

4. SAP EAMS and Data Integration for Lifecycle Planning

· Work with the Enterprise AM Systems / SAP EAMS Director to ensure the AM platform and SAP EAMS are ready to support lifecycle planning, renewal forecasting, intervention rules, condition scoring, risk prioritisation and cost-performance analysis.

· Define lifecycle data requirements, including asset hierarchy, classification, condition, criticality, failure modes, replacement value, expected life, maintenance history, cost, risk, performance and renewal information.

· Ensure dashboards and reports provide usable outputs for lifecycle forecasts, renewal pipelines, budget inputs, risk registers, backlog visibility, performance trends and portfolio decision-making.

· Link asset management outputs to financial reporting and work-management systems to support one version of the truth for lifecycle planning and investment decisions.

· Validate that data captured during handover and early operations is sufficient to support lifecycle planning, total cost of ownership, renewal prioritisation and adaptive change management.

· Promote a single source of lifecycle asset information that supports balanced decisions over the full lifespan of each asset.

5. Portfolio and Infrastructure Asset Integration

· Lead integration of lifecycle planning across asset portfolios, ensuring common AM standards while allowing asset-class specific intervention rules and maintenance policies.

· Direct the Asset Lifecycle & Costing Senior Manager to develop lifecycle cost models, renewal forecasts, budget inputs and whole-life cost analysis across asset portfolios.

· Direct the Infrastructure Assets Integration Manager to work with the Infrastructure portfolio lead on lifecycle plans and programmes for roads and car parks.

· Ensure risks, issues and opportunities from O&M are fed back into prioritisation, lifecycle plans, asset management plans and renewal pipelines.

· Coordinate with asset class leads to ensure lifecycle assumptions reflect operational realities, service expectations, deterioration patterns, usage intensity and maintenance strategy.

· Provide a city-wide integrated view of asset risk, performance, backlog and lifecycle pressures to inform capital and Opex planning.

· Support integrated planning across City AM so lifecycle, costing, risk, criticality, operational integration and infrastructure asset priorities are joined up across the city operating model.

6. Lifecycle Costing, Budget Inputs and Investment Planning

· Direct the Asset Lifecycle & Costing Senior Manager to develop lifecycle cost models, renewal forecasts, total cost of ownership analysis and portfolio-level budget inputs.

· Translate lifecycle plans into prioritised renewal programmes, multi-year capital requirements and operating budget implications.

· Ensure investment recommendations are supported by condition, risk, cost, criticality, performance, backlog and service-impact evidence.

· Support capital and Opex planning by identifying short-, medium- and long-term renewal needs, funding risks, deferral impacts and value optimisation options.

· Use KPI and trend reporting, performance monitoring and O&M feedback loops to refine lifecycle assumptions, renewal timing and maintenance strategies.

· Provide leadership reports on lifecycle cost exposure, renewal priorities, affordability constraints, risks, backlog and value-for-money options.

7. Stakeholder Interface and Handover to Operations

· Work closely with City Operations, O&M teams, asset class leads, governance and assurance teams, handover teams and SAP EAMS stakeholders to embed lifecycle requirements before assets become operational.

· Ensure lifecycle planning outputs are transferred into operational ownership, including renewal rules, intervention thresholds, prioritisation logic and known asset risks.

· Support handover to incoming City Operations resources once recruited, ensuring lifecycle planning methods and renewal pipeline ownership are clearly documented.

· Provide expert input into Stage Gate, readiness and handover processes where lifecycle, renewal or whole-life cost implications affect decisions.

· Ensure lifecycle risks, issues and opportunities are visible to leadership and reflected in asset management planning and governance forums.

8. Continuous Improvement and Lifecycle Policy Development

· Develop and continuously improve lifecycle planning policies, frameworks, templates, intervention logic, renewal rules, decision criteria and prioritisation methodologies.

· Use asset performance monitoring, condition data, risk trends, cost data, O&M feedback, lessons learned and SAP EAMS outputs to refine lifecycle assumptions and planning standards.

· Ensure lifecycle planning supports asset monitoring and continuous improvement, including cost, risk and asset health reporting, adaptive change management and lessons learned.

· Benchmark lifecycle planning approaches and promote consistency with ISO 55001-aligned asset management principles and relevant international good practice.

· Ensure lifecycle frameworks remain practical, scalable and usable by asset leads, O&M teams, portfolio teams and future City Operations resources.

· Build lifecycle planning capability across City AM through guidance, workshops, governance routines and clear decision-support tools.

Requirements

Education

· Bachelor's degree in Engineering, Asset Management, Cost and Performance balance, Operations Management, Facilities Management, Business Administration or a related discipline.

· Master's degree in a relevant discipline is preferred.

· Professional certification or membership in asset management, project management, data governance, SAP EAM or information management is desirable.

Experience

· Minimum 15 years of progressive experience in asset management, lifecycle planning, renewals, maintenance strategy, infrastructure operations, portfolio planning or asset investment planning, including senior leadership experience.

· Proven experience developing lifecycle planning frameworks, intervention policies, renewal rules, asset management plans and risk-based prioritisation approaches.

· Experience joining condition, risk, cost, performance and maintenance data to develop lifecycle forecasts, renewal pipelines and investment recommendations.

· Experience working with asset leads, O&M teams and enterprise asset management systems to define data requirements, intervention thresholds and decision-support outputs.

· Experience leading or directing lifecycle costing, infrastructure asset integration, roads, car parks, utilities, public realm, built environment or city operations portfolios.

· Experience in public sector, infrastructure, city operations, giga-projects, facilities management, transport, real estate or major destination environments is strongly preferred.

Preferred Background

· Background in lifecycle asset management, infrastructure asset management, maintenance strategy, renewals planning, capital planning, AM policy or portfolio-level asset investment planning.

· Practical exposure to ISO 55001 or ISO 55000-aligned asset management systems, including lifecycle value, risk-based decision-making, stakeholder requirements and continual improvement.

· Experience working across asset data, SAP EAMS/CMMS, O&M, finance, governance, handover and portfolio teams to turn lifecycle policy into operational and investment plans.

Technical & Functional Expectations

· Lifecycle planning frameworks, renewal rules, intervention thresholds, maintenance policies and asset management planning.

· Risk-based prioritisation, whole-life cost, cost-risk-performance trade-offs, value optimisation and investment planning.

· Condition, risk, cost, criticality, performance and maintenance data integration for lifecycle forecasting and renewal pipelines.

· SAP EAMS/CMMS lifecycle data requirements, dashboards, reports and decision-support outputs.

· Infrastructure asset lifecycle planning, roads, car parks, O&M feedback loops and portfolio integration.

· ISO 55001-aligned asset management principles, lifecycle value, risk management and continual improvement.

Jasara was established as a joint venture between Aramco, Jacobs, and the Public Investment Fund with an ambition to be the premier Program Management Company in Saudi Arabia and the MENA region. The JV Agreement was signed at the Arab Islamic American Summit in May 2017.Vision To be the premier project management company that drives sustainable development and innovation within the Kingdom of Saudi Arabia.Mission To deliver world-class project management solutions that enhance the quality of life in Saudi Arabia, leveraging the combined expertise of our partners in engineering, technology, and investment. We commit to exceeding Our clients expectations through efficient project delivery, sustainable practices, and a focus on local communities.ValuesGrowthLegacyLocalizationSustainability

Jasara was established as a joint venture between Aramco, Jacobs, and the Public Investment Fund with an ambition to be the premier Program Management Company in Saudi Arabia and the MENA region. The JV Agreement was signed at the Arab Islamic American Summit in May 2017.

Vision
To be the premier project management company that drives sustainable development and innovation within the Kingdom of Saudi Arabia.

Mission
To deliver world-class project management solutions that enhance the quality of life in Saudi Arabia, leveraging the combined expertise of our partners in engineering, technology, and investment. We commit to exceeding Our clients expectations through efficient project delivery, sustainable practices, and a focus on local communities.

Values

• Growth
• Legacy
• Localization
• Sustainability