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.
• Ensure revenue opportunities are evaluated against operational requirements, customer experience expectations and

long-term city objectives.

• Maintain visibility of revenue-generating initiatives across districts, operators and asset portfolios.
• Monitor market developments and emerging trends that may create future revenue opportunities for the city.
• Provide evidence-based recommendations regarding potential revenue generation, value optimization and cost recovery

enhancement.

4. OPEX and Lifecycle Cost Integration

• Coordinate operating expenditure inputs with City Operations, operators, Finance and Asset Management stakeholders.
• Ensure service charge assumptions appropriately reflect approved service levels, operational requirements and operating

delivery models.

• Work closely with the Asset Lifecycle Planning & Integration Director to incorporate lifecycle forecasts, renewal obligations

and long-term asset funding requirements into service charge considerations.

• Ensure lifecycle cost impacts and renewal pressures are visible during service charge reviews and cost recovery

assessments.

• Coordinate discussions regarding maintenance obligations, service standards, lifecycle exposure and cost allocation

assumptions.

• Challenge cost assumptions where opportunities exist to improve efficiency, affordability or value for money.
• Support integrated planning through clear visibility of operational expenditure, lifecycle obligations and recovery

opportunities.

• Promote alignment between operational sustainability objectives and cost recovery strategies.

5. Financial Assurance and Cost Recovery Performance

• Maintain a consolidated city-wide view of operational costs, service charge assumptions, recovery methodologies and

cost allocation structures.

• Review cost recovery performance and identify variances, risks, affordability issues, recovery gaps and potential revenue

leakage.

• Coordinate assurance activities relating to service charge calculations, allocation methodologies and recovery

assumptions.

• Provide recommendations to improve transparency, accountability and effectiveness of cost recovery arrangements.
• Support leadership reporting on cost recovery performance, service charge outcomes and operational affordability

pressures.

• Monitor trends, exceptions and performance indicators to identify emerging risks and improvement opportunities.
• Ensure service charge arrangements remain sustainable and support long-term operational and financial objectives.
• Develop governance reporting and performance dashboards covering cost recovery effectiveness and financial resilience.

6. District, Operator and Stakeholder Interface

• Build strong working relationships with districts, operators, City Operations, Asset Management, Finance and governance

stakeholders.

• Coordinate stakeholder engagement activities associated with service charges, revenue generation and cost recovery

initiatives.

Facilitate discussions on operating assumptions, service levels, allocation methodologies, charging structures and

recovery mechanisms.

• Ensure district and operator requirements are captured, reviewed and appropriately reflected within service charge

governance arrangements.

• Support resolution of service charge and cost allocation issues through structured engagement, analysis and

recommendations.

• Promote transparency and understanding of charging methodologies and governance requirements across stakeholders.
• Support senior leadership engagement on financially significant recovery, charging and revenue matters.
• Facilitate cross-functional reviews of emerging operational, commercial and cost recovery challenges.

7. Consultant and Commercial Management

• Define scopes, deliverables, acceptance criteria and performance requirements for consultants supporting service charge

and revenue initiatives.

• Manage consultant activities, outputs, recommendations and reporting requirements.
• Review benchmarking studies, financial assessments, charge methodologies, governance recommendations and

commercial evaluations.

• Ensure consultant outputs are evidence-based, practical and aligned with Estate Management objectives.
• Coordinate independent reviews and specialist assessments as required to support decision making.
• Escalate significant findings, risks, opportunities and recommendations to senior management where appropriate.
• Ensure consultant recommendations are translated into practical governance improvements and decision-support

outputs.

• Promote effective knowledge transfer and capability development through external specialist engagements.

8. Continuous Improvement, Benchmarking and Reporting

• Promote continual improvement of service charge governance, cost recovery methodologies and revenue opportunity

assessment processes.

• Coordinate benchmarking exercises through specialist consultants to compare service charge practices, cost recovery

arrangements and revenue opportunities against relevant market comparators.

• Monitor industry developments, regulatory changes, operational trends and emerging practices that may impact service

charge or revenue strategies.

• Develop dashboards, management reports and executive briefings covering service charge performance, revenue

opportunities and recovery effectiveness.

• Review governance effectiveness and identify opportunities to improve efficiency, transparency and value creation.
• Support the development of Estate Management capability through guidance, workshops, governance routines and

stakeholder engagement.

• Maintain lessons learned and continuous improvement processes for service charge and revenue management activities.
• Promote evidence-based decision making through high-quality reporting and performance analysis.

Requirements Experience

• Minimum 15 years of progressive experience in service charges, commercial management, cost recovery, financial

planning, real estate operations, asset management, infrastructure operations or related disciplines, including senior leadership experience.

• Proven experience developing, managing or governing service charge models and cost allocation methodologies within

complex multi-stakeholder environments.

• Experience evaluating revenue opportunities, commercial initiatives, cost recovery strategies and financial sustainability

programs.

• Experience coordinating operational, asset management and finance stakeholders to develop evidence-based

commercial recommendations.

• Experience managing consultants, specialist advisors and commercial studies.
• Experience supporting executive-level decision making through financial modelling, governance reporting and commercial

analysis.

• Experience within large-scale destinations, cities, infrastruc