Public Sector/ Saudi Arabia
$32bn health budget, corporatised
A holding company and 20 care-delivery groups carved from a 5,000-facility system, five now self-accounting subsidiaries
2017 - 2024
Bankable, governable
execution.
CFO · Private Equity Board Adviser ·
National Transformation Leader.
Where Kashif Delivered
Infrastructure · Saudi Arabia
A national sector, taken to market
Leading the concession programme for the Kingdom's water distribution sector: six clusters moving from management contracts to long-term concessions.
Featured in
Track record
Outcomes, not job titles.
Healthcare/ UK
$500mn exit mandate completed inside a year
A 25-year $300mn sale and leaseback with Welltower and the $215mn sale of Aspen to Tenet Healthcare
2014 - 2015
Private Equity/ UK
Private equity exit above 2x through a competitive process
APT Controls sold to Swarco AG at more than 2x cost, after a portfolio built from two companies to five
2009 - 2014
Infrastructure/ Saudi Arabia
$160mn finance transformation, designed
A $160mn transformation portfolio validated and a budget cycle rebuilt
2025 - Present
Healthcare/ Saudi Arabia
EBITDA growth of 43 per cent in a year
A 13 per cent revenue uplift and a 350-basis-point favourable variance to budget at a 400-bed Saudi provider
2016 - 2017
Healthcare/ UK
$120mn cancer centre from business case to opening
EBITDA margin lifted from 20 to 27 per cent and debtor days cut from 47 to 35 over the same years
2002 - 2009
The principle behind the work
Boards engage me when reform must be delivered, not described.
Latest thinking
Selected writing, media, and commentary.
Forbes Middle East
Healthcare System Evolution: The Path To Privatization
Privatising healthcare is not a transaction, but a policy rebuild: the PPPs succeeding across the UAE, Saudi Arabia, and Qatar worked because the rules changed first. What has to be true before public health assets can carry private capital.
Read →MedEdge MEAAI’s Dual Frontier: Transforming Healthcare And Revolutionizing Business
Eight years after AI was meant to replace radiologists, it has replaced no one: augmentation, not substitution, is the real story. From Harvard's cancer-detecting Chief model to agentic AI in business, progress is incremental, and trust is the constraint.
Read →ACCANHS Needs Urgent Health Check
The NHS is in a doom loop: attrition drives strain, strain drives attrition. The way out is structural, regional councils on the German model, Singapore-style funding, and payment that rewards prevention, because reverence alone will not save the institution.
Read →DawnHealthcare Reset
Pakistan's IMF programme is also a reform window: healthcare, with workforce density 70 per cent below WHO norms, is where the state can prove it delivers. Sequenced right, better access could add 1.5 to 2 per cent to GDP.
Read →Forbes Middle EastFrom Longevity To Health Disparities: The Middle East's Challenge
A German study of health disparities carries a warning the Gulf should read as its own: longer lives are being distributed unequally, with health tracking wealth. Closing the gap is a policy choice, prevention reaching those medicine misses.
Read →Forbes Middle EastMental Health: Why The GCC Can't Afford To Ignore It
Mental illness costs the GCC billions in lost productivity, hidden in absenteeism, attrition, and conditions the culture prefers not to name. Treating mental health as economic infrastructure, screening, coverage, and workplace care, pays for itself.
Read →Newsletter
The Executive Dispatch
Commentary on healthcare finance, public-sector transformation, value-based care, and leadership across the UK and GCC.
Issue 48
Four hospitals, three landlords and one £226mn lesson
Between 2015 and 2024, four private hospitals in Greater London answered to owners in Toledo, Dallas, Abu Dhabi, Toronto and London again. The buildings never moved; everything around them never stopped moving.
Issue 47Water is a fiscal disclosure problem
The European Commission estimated cumulative additional water sector expenditure of €289bn to 2030 across member states to meet compliance requirements, on top of a baseline that the OECD cited at €100bn per year in existing water and sanitation spending. Those are large numbers by any sovereign standard. They are also numbers that most sovereign treasuries do not disclose at the granularity used for pension liabilities or climate exposures.
Issue 46Water joins the project-finance asset class
$2.3bn, 587-kilometre pipeline financed entirely by private capital on a 35-year concession: water is quietly joining the project-finance asset class, on the template that built independent power. The markets have not repriced yet; they will.