Zaineb
Ouerfelli

Context. REGA regulates Saudi Arabia’s real-estate sector across five business lines — investment, development, brokerage, licensing & professional practice, and protection of rights — while consolidating its services behind a Super App.

Challenge. Each business line carried its own services, channels, and partner institutions, with no shared view of the property lifecycle and no agreed line between what the regulator delivers and what a partner institution does.

Delivered. Mega and detailed customer journeys across every core and cross-cutting business line, with personas, stages, and service touchpoints mapped end to end; a whole-sector Development & Investment Ecosystem blueprint tracing the property lifecycle from land acquisition to exit; service-classification and channel-design standards separating core from partner-delivered services; and business capability models and service-catalogue mappings aligned to REGA’s regulatory mandate.

Outcome. A Research → Mega Journey → Detailed Journey methodology was adopted as the standing approach for every business line, and the capability and service models now support the Super App’s target operating model and roadmap.

Context. NHC CARE, a French healthcare organization, was replacing the ERP behind a 400–500-person field workforce processing roughly 165,000 invoices a month.

Challenge. Patient intake, regulatory and contract billing, logistics, and field operations existed as practice rather than documentation — and the billing engine carried live regulatory exposure under LPPR billing rules, HAS PSDM certification, and RGPD/HDS.

Delivered. Ownership of the business-process architecture workstream: discovery workshops and process demonstrations translated into structured documentation and a process catalog; a business case and risk register surfacing regulatory exposure and the stakeholder landscape upfront; a delivery governance framework covering RACI, phase exit / Go-No-Go criteria, and Agile / Waterfall / Hybrid methodology selection; and test-governance and non-regression recommendations to protect billing integrity through migration.

Outcome. Executive sponsorship was secured on a risk-informed foundation, with a communication plan keeping sponsors aligned across successive project phases.

Context. NHC’s digital platforms were assessed against the Digital Experience Maturity Index (DXMI) — the Digital Government Authority’s national benchmark for government digital services.

Challenge. Maturity scores turn on evidence, not intent. Journeys and touchpoints had to be analysed across entities for real UX gaps, and every claim had to be backed by evaluation evidence that would survive DGA review.

Delivered. Platform assessment against DXMI standards; journey and touchpoint analysis identifying UX gaps, pain points, and service-delivery weaknesses; preparation, validation, and review of DXMI evaluation evidence for accuracy, completeness, and DGA compliance; and practical, data-driven improvement roadmaps mapped to each maturity gap.

Outcome. One of the assessed major platforms placed 4th nationally in the 2026 DXMI ranking.

Context. A ministry overseeing sports facilities, events, youth, and development was undertaking a strategic digital transformation aligned with the DGA and the national NORA 2.0 framework.

Challenge. Four distinct strategic domains, no unified view of capabilities, and no architecture artifacts to support evidence-based investment decisions or EA Qiyas compliance.

Delivered. Current- and target-state architecture across all four domains — capability models, value streams, and governance — plus full CX architecture (personas, citizen journeys, touchpoint analysis) and a complete EA Qiyas evidence package.

Outcome. Deliverables were adopted directly into executive digital-investment decisions; the EA Qiyas submission was completed on time with full documentation coverage.

Context. SDAIA was deploying a comprehensive infrastructure ecosystem — cloud, security, backup, storage, database, collaboration, and DNS — across government entities Kingdom-wide.

Challenge. The infrastructure was sound; adoption was not. Teams lacked the context and structured pathways to adopt the platforms, and existing documentation was architecture-level, not human-level.

Delivered. End-to-end learning experience design for the full Deem ecosystem — role-based curricula for technical and semi-technical audiences, scenario-driven learning paths, and operational content bridging infrastructure concepts to daily government workflows.

Outcome. The framework contributed to government-wide institutional readiness for AI and digital infrastructure adoption under SDAIA's national mandate.

Context. Visit Saudi — the Kingdom's flagship national tourism platform — was scaling its digital products toward Vision 2030 tourism targets, serving millions of domestic and international visitors.

Challenge. Rapid growth created backlog and prioritization pressure, misalignment between business strategy and delivery teams, and inconsistent UX validation across distributed teams.

Delivered. End-to-end backlog ownership with clear prioritization, requirement workshops translated into refined user stories, UX/UI prototype validation against journey maps, and sprint facilitation across distributed cross-functional teams.

Outcome. The platform ranked in the Top 10 of Saudi Arabia's 2024 Digital Experience Maturity Index — an independent national benchmark administered by the DGA.