وظائف مطور قواعد بيانات - الجهراء الكويت

<section><p class="heading jdMain">Job Description</p><p class="heading">Roles &amp; Responsibilities</p><div class="paragraph"><p>Position: Director, Office of Faculty Affairs (OFA) Classification: Director Level Reports To: Vice President for Academic Affairs About The American International University American International University (AIU) is a private institution in Kuwait, founded in 2019, offering undergraduate programs in Engineering, Architecture and Design, Business Administration, Arts and Sciences, and Education, delivered in English on the American model of higher education. AIU serves a community of over 3,000 students and is executing the RISE Strategy 2.0, a five-year institutional transformation anchored in research development, WSCUC international accreditation, student success, and community engagement. Faculty excellence is one of AIU's greatest strategic assets and an essential enabler of every pillar of the RISE Strategy. Outstanding teaching, meaningful scholarship, effective service, academic leadership, and institutional innovation all depend upon attracting, supporting, developing, recognising, and retaining exceptional faculty. The Director of the Office of Faculty Affairs is responsible for creating an institutional environment in which faculty thrive throughout their academic careers, strengthening academic excellence, shared governance, leadership development, and institutional effectiveness while supporting AIU's ambitions for WSCUC accreditation and long-term academic distinction. For more information, visit: www.aiu.edu.kw Department Profile The Office of Faculty Affairs (OFA) is AIU's institutional hub for faculty success, academic engagement, academic career development, shared governance, and institutional faculty excellence. Operating under the Office of the Vice President for Academic Affairs, the Office serves all Schools, the Foundation Programme, and future graduate programmes, working collaboratively with more than 120 full-time faculty together with adjunct, visiting, and future clinical faculty. The Office is established as one of AIU's strategic academic support units under the RISE Strategy, with the Director serving as its founding leader responsible for developing the Office's policies, programmes, partnerships, operational culture, and long-term strategic direction. Working collaboratively with Human Resources, Deans, Department Chairs, the Centre for Teaching &amp; Learning, the Office of Graduate Studies, the Office of Research and Scholarly Activity, the Registrar, Quality Assurance, Student Affairs, Library Services, and other institutional units, the Director ensures that faculty-related academic matters are coordinated consistently across the University while maintaining a clear distinction from Human Resources' employment responsibilities. The Office complements but does not replace the responsibilities of Human Resources. Human Resources remains responsible for employment administration, contracts, payroll, benefits, immigration, and employee relations, while the Office of Faculty Affairs provides academic leadership, coordination, guidance, and support on matters relating to faculty success, academic development, governance, academic progression, recognition, and institutional effectiveness. The Office carries four interconnected institutional mandates: 1. Faculty Success &amp; Engagement Building an academic environment in which faculty are supported throughout every stage of their academic careers through mentoring, engagement, recognition, wellbeing, professional growth, leadership development, and institutional support. 2. Academic Career Development &amp; Recognition Supporting promotion, academic rank progression, leadership development, succession planning, recognition, awards, and continuous academic growth. 3. Academic Policies &amp; Shared Governance Promoting transparent governance, institutional consistency, academic integrity, faculty participation in decision-making, and continuous policy development. 4. Institutional Excellence &amp; Faculty Effectiveness Supporting institutional effectiveness, accreditation, academic quality, faculty engagement, strategic planning, and cross-functional collaboration in support of AIU's long-term academic mission. Scope of Work The Director of the Office of Faculty Affairs provides strategic and operational leadership across six interconnected institutional domains that collectively support faculty excellence, institutional effectiveness, academic quality, and shared governance. The Director serves as the University's principal academic administrator for faculty affairs, providing leadership in the development and implementation of faculty-related academic policies, career development initiatives, governance structures, recognition programmes, academic support services, and institutional planning. The Director is simultaneously a strategic advisor, policy leader, governance specialist, faculty advocate, organisational developer, and institutional partner. This is not a role focused on employment administration; rather, it is a leadership position responsible for creating an institutional environment in which faculty are supported, recognised, developed, and empowered to contribute fully to AIU's academic mission. The Director operates primarily as a strategic leader, advisor, facilitator, and institutional partner, working collaboratively with Human Resources and other University offices rather than duplicating their operational responsibilities. This position requires a leader capable of building relationships across the institution, promoting collaboration, supporting faculty success, and ensuring that faculty-related academic processes are fair, transparent, consistent, and aligned with AIU's strategic priorities. Key Responsibilities 1. Faculty Success and Academic Engagement Develop a comprehensive institutional strategy supporting faculty success throughout the academic career lifecycle. Establish and coordinate faculty mentoring programmes for new, early-career, international, and newly promoted faculty. Coordinate faculty orientation and academic transition activities in collaboration with Human Resources and the Centre for Teaching &amp; Learning. Promote interdisciplinary collaboration among faculty across schools. Develop programmes supporting faculty engagement and institutional belonging. Coordinate faculty networking events, retreats, academic forums, and engagement initiatives. Support faculty wellbeing through collaboration with relevant institutional offices. Facilitate communication between Academic Affairs and faculty. Serve as an accessible resource for faculty seeking guidance on academic policies and procedures. Promote an inclusive, respectful, and collaborative academic culture. Coordinate faculty recognition and appreciation initiatives. Support retention of high-performing faculty through engagement initiatives. Develop institutional faculty engagement and satisfaction surveys.</p></div></section><section><p class="heading">Desired Candidate Profile</p><p class="paragraph"></p><h2>Minimum Qualifications:</h2><p><strong>Education</strong></p><ul><li>Earned doctoral degree (PhD or equivalent) from an accredited institution.</li><li>Academic qualifications suitable for appointment to an academic rank at Assistant Professor or above. Associate Professor or Professor preferred.</li></ul><p><strong>Experience</strong></p><ul><li>Minimum seven (7) years of progressively responsible experience in higher education administration, including at least three (3) years in academic leadership.</li><li>Demonstrated experience supporting faculty affairs, academic governance, promotion, faculty development, or academic administration within a university environment.</li><li>Experience developing and implementing faculty-related academic policies and procedures.</li><li>Experience supporting faculty promotion, academic rank, faculty evaluation, mentoring, or academic career development.</li><li>Human Resources, and senior administrators.</li><li>Demonstrated experience supporting accreditation, institutional effectiveness, or quality assurance initiatives.</li><li>Experience preparing reports, policy papers, committee documentation, and institutional analyses.</li><li>Experience working in a multicultural higher education environment; GCC experience is desirable.</li></ul><p><strong>Technical and Professional Knowledge</strong></p><ul><li>Comprehensive understanding of faculty affairs administration in higher education.</li><li>Knowledge of academic governance principles and shared governance models.</li><li>Knowledge of faculty promotion, academic rank, faculty evaluation, mentoring, and academic career development.</li><li>Knowledge of higher education regulations, accreditation requirements, and institutional quality assurance.</li><li>Understanding of faculty workload models and academic staffing principles.</li><li>Knowledge of faculty lifecycle management from an academic perspective.</li><li>Familiarity with faculty information systems and institutional reporting.</li><li>Knowledge of WSCUC accreditation standards and their relationship to faculty qualifications, governance, institutional effectiveness, and academic quality.</li><li>Understanding of higher education policy development and institutional governance.</li><li>Familiarity with American-model higher education systems is highly desirable.</li></ul><p><strong>Skills, Competencies and Personal Attributes</strong></p><ul><li>Demonstrated ability to establish trust and credibility with faculty, academic leaders, and senior administrators.</li><li>Exceptional interpersonal, communication, and relationship-building skills.</li><li>Strong diplomacy and conflict resolution skills.</li><li>Ability to manage confidential and sensitive faculty matters with discretion and professionalism.</li><li>Excellent organisational, analytical, and project management abilities.</li><li>Ability to facilitate collaboration across multiple academic and administrative units.</li><li>Commitment to shared governance, transparency, fairness, and collegiality.</li><li>Ability to balance institutional priorities with faculty interests.</li><li>Excellent written communication skills, including policy writing and report preparation.</li><li>Strategic thinking with the ability to translate institutional priorities into practical initiatives.</li><li>Commitment to continuous improvement and evidence-based decision-making.</li><li>Cultural awareness and ability to work effectively within an international university environment.</li><li>High ethical standards, sound judgement, and professional integrity.</li></ul><p><strong>Preferred Qualifications</strong></p><ul><li>Previous experience serving as Director of Faculty Affairs, Associate Dean, Dean, or other senior academic leadership position.</li><li>Experience establishing or significantly enhancing a Faculty Affairs Office or equivalent academic support unit.</li><li>Experience supporting faculty promotion, academic rank assignment, mentoring programmes, or academic leadership development.</li><li>Experience working within an American-model university.</li><li>Experience contributing to institutional or programme accreditation processes, including WSCUC or comparable accreditation frameworks.</li><li>Familiarity with higher education in the Gulf region and Private Universities Council (PUC) requirements.</li><li>Demonstrated leadership in faculty engagement, recognition, or wellbeing initiatives.</li><li>Evidence of scholarly achievement and active engagement in higher education leadership.</li></ul><p></p></section>

<section><p class="heading jdMain">Job Description</p><p class="heading">Roles &amp; Responsibilities</p><div class="paragraph"><p>Position: Director of Office of Strategy, Institutional Performance &amp; Emerging Technology Classification: Director Level Reports To: President</p><p>The Office of Strategy, Institutional Performance &amp; Emerging Technology operates as a direct extension of the President's Office, serving as the institutional coordination and performance intelligence function that supports the execution of AIU's strategic priorities. Rather than functioning as a traditional planning department, the Office ensures that institutional strategy is translated into measurable outcomes through performance management, executive reporting, and strategic technology evaluation. The Office owns three interconnected responsibilities that together strengthen AIU's institutional effectiveness:</p><p>Strategy &amp; Institutional Performance: Leading the RISE Strategy execution cycle, institutional KPI monitoring, quarterly performance reporting, Board reporting, annual strategy review, and continuous improvement of AIU's institutional performance management framework using the Balanced Scorecard methodology.</p><p>Emergent Technology Intelligence: Scouting, evaluating, and piloting emerging technologies relevant to AIU's academic and administrative operations functioning as an innovation incubator that identifies what is ready for institutional adoption before the CIO integrates it at scale.</p><p>Strategic Project Alignment: Coordinating with the University's existing PMO and Special Projects structure to monitor the strategic alignment and progress of major institutional initiatives, ensuring the President receives timely updates on projects that materially affect strategic objectives.</p><p>The Director, Office of Strategy, Institutional Performance &amp; Emerging Technology carries three complementary mandates that reinforce one another. Institutional strategy provides direction, performance management measures progress, and emerging technology enables innovation that supports AIU's long-term strategic priorities. The Director ensures these three functions operate in alignment to support informed executive decision-making.</p><p><strong>Key Responsibilities</strong></p><p>1. RISE Strategy Execution and Balanced Scorecard Management</p><ul><li>Own the AIU RISE Strategy execution cycle translating Board-approved strategic objectives into annual operating plans, quarterly milestones, and individual VP and Dean accountability commitments</li><li>Design, maintain, and continuously improve AIU's Balanced Scorecard the institutional performance management framework that cascades RISE Strategy KPIs from institutional level through school, department, and individual levels ensuring that every function can see how its work connects to the strategy</li><li>Conduct quarterly strategy performance reviews with each VP reviewing KPI progress, identifying risks to delivery, proposing course corrections, and escalating material issues to the President with recommended responses</li><li>Prepare the Annual Strategic Progress Report the principal annual document presented to the Board of Trustees each November synthesizing Balanced Scorecard data, institutional KPI achievements, variance explanations, and the following year's adjusted priorities into a clear, evidence-based narrative for Board review</li><li>Manage the annual strategic planning calendar coordinating the February environmental scan, April-May VP planning submissions, June-July budget-strategy alignment, September Board approval, and November Board progress review ensuring that planning is a continuous cycle rather than an annual event</li><li>Maintain the RISE Strategy risk register identifying strategic risks, assessing likelihood and impact, tracking mitigation actions, and reporting to the President and Board Audit &amp; Risk Committee quarterly</li><li>Coordinate with the Institutional Research Office to ensure that all Balanced Scorecard data is sourced from verified institutional systems no KPI reported to the Board may be based on unverified or manually assembled data.</li></ul><p>2. Emergent Technology Intelligence and Innovation Piloting</p><ul><li>Lead AIU's horizon scanning function systematically monitoring emerging technologies relevant to higher education (generative AI, adaptive learning systems, learning analytics, spatial computing, research tools) and producing quarterly Technology Intelligence Briefings for the President and Senior Leadership Team</li><li>Design and manage AIU's innovation piloting programme a structured process for testing emerging technologies in controlled institutional environments before recommending them for full adoption. Pilots are time-bounded, evidence-evaluated, and documented for institutional learning regardless of outcome</li><li>Coordinate with the CIO to ensure that emergent technology intelligence flows effectively between the scouting function (this Office) and the operational integration function (CIO/Digital Transformation Office) the Director scouts and pilots; the CIO scales and operates</li></ul></div></section><section><p class="heading">Desired Candidate Profile</p><p class="paragraph"></p><h2>Minimum Qualifications:</h2><p><strong>Education</strong></p><p>Doctoral degree required in Strategy, Higher Education Management, Business Administration (MBA), Public Administration, Project Management, or a closely related field. Candidates with strong GCC higher education strategic planning experience are strongly considered.</p><p><strong>Experience</strong></p><ul><li>Minimum eight (8) years of progressive experience in higher education, with at least four (4) years in a strategic planning, institutional effectiveness, or senior project management leadership role at a GCC university.</li><li>Demonstrated experience managing a university's strategic planning cycle from environmental scanning through KPI development, annual review, Board reporting, and plan revision in a GCC institutional context.</li><li>Proven experience implementing or managing a Balanced Scorecard or equivalent institutional performance management framework candidates must be able to describe a specific implementation, not just familiarity with the concept.</li><li>Experience working with institutional project portfolios and executive reporting, including monitoring strategic initiatives, interpreting project status information, and advising senior leadership on institutional priorities and risks</li><li>Direct experience working with or reporting to a university President or equivalent executive candidates must be comfortable advising at C-suite level, preparing Board-level documents, and maintaining professional discretion in a senior advisory role.</li><li>Experience with WASC or comparable institutional accreditation project management understanding how accreditation timelines translate into institutional project portfolios is a material advantage.</li></ul><p><strong>Technical and Analytical Knowledge</strong></p><ul><li>Proficiency with strategic planning and Balanced Scorecard frameworks candidates must demonstrate working knowledge of the BSC four-perspective model (financial, stakeholder, internal processes, learning &amp; growth) and its application in a higher education context.</li><li>Strong data analytics and visualization capability the Director must produce Balanced Scorecard dashboards and strategic performance reports that Board members with no higher education background can read and act on.</li><li>Project management methodology proficiency (Prince2, PMP, or equivalent). Working knowledge of project management methodologies sufficient to interpret project reporting, assess strategic risks, and support executive oversight of institutional initiatives. PMP certification is considered an advantage.</li><li>Technology literacy sufficient to evaluate emerging technologies at a strategic level the Director does not need to be a technologist, but must be literate enough to assess a vendor demonstration, understand integration implications, and ask the right questions of the CIO.</li><li>Familiarity with Kuwait's higher education regulatory environment PUC requirements, institutional governance obligations, and the competitive landscape of Kuwait's private university sector.</li></ul><p><strong>Skills, Competencies and Personal Attributes</strong></p><ul><li>The political intelligence to hold VPs and Deans accountable for RISE Strategy delivery without making accountability feel like surveillance the Director must be seen as a partner in execution, not an auditor of failure</li><li>Exceptional executive communication the ability to translate complex institutional performance data into a three-paragraph President's briefing, a ten-slide Board presentation, or a one-page project status update all with the same rigour and none of the same length</li><li>Strategic patience combined with operational awareness the ability to maintain a five-year strategic perspective while monitoring the progress, risks, and institutional impact of major strategic initiatives.</li><li>Cultural intelligence appropriate to AIU's multicultural GCC environment working effectively with Kuwaiti faculty, international administrators, owner Board members, PUC representatives, and WSCUC accreditation staff requires different registers and relationship norms.</li><li>Professional discretion at the highest level the Director has access to the most sensitive institutional information: financial projections, personnel decisions, accreditation risks, and Board deliberations. This access is a privilege that requires absolute confidentiality.</li></ul><h2>Preferred Qualifications:</h2><ul><li>PMP (Project Management Professional) certification. The formal credential is considered an advantage for interpreting project reporting and supporting executive oversight of institutional initiatives.</li><li>Experience with a university s WASC accreditation project portfolio, including sequencing of eligibility, self-study, SAV1, and SAV2 milestones as institutional activities with named owners and defined escalation paths.</li><li>Prior experience in a Chief of Staff or Strategy Director role in a GCC university. Candidates who have served as principal strategic advisors to a university President in the Gulf will have strong familiarity with institutional dynamics, stakeholder relationships, and cultural context.</li><li>Published research or professional contribution to strategic planning or institutional effectiveness in GCC higher education, demonstrating thought leadership rather than solely operational experience.</li><li>Arabic language proficiency is an advantage for engagement with Kuwaiti Board members, MOHE officials, and Arabic-speaking stakeholders.</li></ul><p></p></section>

<section><p class="heading jdMain">Job Description</p><p class="heading">Roles &amp; Responsibilities</p><div class="paragraph"><p>Job Code: PegaY2018-S01 IT Software Sales (IT Sales &amp; Services) OVERVIEW: Pegasus is the leading provider of technology solutions. We empower and help grow our clients business by providing customized and innovative solutions ranging from enterprise infrastructure to retail store-level technology. Pegasus has an extensive team of dedicated professionals to provide support and meet all our client s requirements. Pegasus has a strong presence in the retail industry. We offer a full range of professional services to retailers. Pegasus is a systems integrator of data collection equipment and solutions. Pegasus systems integration specialists and factory-trained technicians are experts in wireless radio frequency network and ERP integration solutions, enterprise labelling, barcode printers, scanners, mobile computing, terminal and software technologies.</p><p>MAJOR RESPONSIBILITIES:</p><ul><li>Responsible for Business development for ERP software business activities</li><li>Actively participate in the advertising, distribution and marketing of the goods &amp; services of the company</li><li>Representing the company at different places such as conferences, meetings, seminars etc</li><li>Create leads &amp; identifying new potential clients/ opportunities for the company</li><li>Fully understand the IT Products, services &amp; solutions</li></ul></div></section><section><p class="heading">Desired Candidate Profile</p><p class="paragraph"></p><p>ESSENTIALS / REQUIREMENTS:</p><ul><li>Graduate/ Post Graduate in Engineering/ IT/ Business/ Marketing</li><li>Minimum 3 years of marketing experience, or sales experience with strong marketing orientation</li><li>Experience in IT Hardware/ Software Solutions sales with strong Functional/Technical Knowledge</li><li>Excellent verbal and written communication skills (English &amp; Arabic)</li><li>Tactful negotiations skills</li><li>Strong organizational skills</li><li>Effective presentation, implementation and follow-up skills</li><li>Must be very flexible and adaptable to changes</li><li>Must have Kuwait Driving License</li></ul><p></p></section>

<section><p class="heading jdMain">Job Description</p><p class="heading">Roles &amp; Responsibilities</p><div class="paragraph"><p><strong>Position:</strong> Director of Internal Audit</p><p><strong>Classification:</strong> Director</p><p><strong>Reports To:</strong> Functional reporting to the Audit &amp; Risk Committee if the BoT and Administrative to the President.</p><p><strong>Department Profile</strong></p><p>The Office of Internal Audit is an independent, objective assurance and advisory function. Its purpose is not to find fault it is to give AIU's leadership and Board the confidence that the institution's operations, processes, and controls are functioning as intended and are fit for the purposes the RISE Strategy demands. Where they are not, the Director identifies the gap, quantifies the risk, and recommends practical, implementable improvements. Critically, AIU's internal audit function focuses on operational and process assurance not financial audit. Financial auditing is conducted by AIU's independently appointed external auditor. The Director of Internal Audit does not duplicate that work. Instead, this role covers the institutional territory that financial auditors do not: academic process integrity, HR and procurement process compliance, IT governance, student affairs operations, research grant management, and the operational evidence that WASC accreditation requires.</p><p><strong>Scope of Work</strong></p><p>The Director of Internal Audit provides independent, risk-based operational assurance across all institutional functions. Using a structured annual audit plan approved by the Board Audit &amp; Risk Committee, the Director examines whether AIU's processes, controls, and governance mechanisms are working as intended identifying risks, recommending improvements, and tracking implementation of corrective actions. The scope spans five operational domains:</p><ul><li><strong>Operational Process Audit:</strong> Systematic review of institutional workflows and operating procedures from student admissions to faculty evaluation assessing whether processes are efficient, consistently followed, and producing intended outcomes.</li><li><strong>Governance &amp; Compliance Audit:</strong> Assessment of whether AIU's governance structures, Board policies, and institutional policies are being implemented as written with particular focus on the policies required for WSCUC accreditation.</li><li><strong>Risk Management:</strong> Identification, assessment, and monitoring of institutional operational risks developing and maintaining AIU's risk register, advising the President and Board on emerging risks, and recommending mitigation measures.</li><li><strong>Academic &amp; Research Integrity Audit:</strong> Process-level review of academic operations curriculum delivery, assessment practices, research grant compliance, faculty performance documentation, and accreditation evidence management to confirm that stated practices are actual practices.</li><li><strong>Special Investigations &amp; Advisory:</strong> Conducting investigations into reported irregularities, process failures, or governance concerns and providing advisory support to institutional leaders on internal control design, policy development, and risk mitigation.</li></ul><p><strong>Key Responsibilities</strong></p><p><strong>Audit Planning and Annual Audit Programme</strong></p><ul><li>Develop, maintain, and execute a risk-based Annual Audit Plan covering all significant institutional operational areas approved by the Board Audit &amp; Risk Committee each November before the academic year to which it applies</li><li>Prioritise audit engagements based on a formal, documented institutional risk assessment conducted annually ranking operational areas by likelihood and impact of material process failure or non-compliance</li><li>Ensure the audit programme addresses the operational evidence requirements of WSCUC accreditation.</li><li>Manage the audit calendar to ensure that all planned engagements are completed within the academic year and that findings are reported to relevant management before the next audit cycle begins</li><li>Review and update the audit plan during the year in response to significant changes in institutional priorities, identified risks, or Board direction</li></ul><p><strong>Operational and Process Audit Execution</strong></p><ul><li>Conduct structured operational audits of institutional processes from student application and enrolment through graduation, from faculty recruitment and evaluation through promotion, from budget request through expenditure approval assessing whether each process is documented, consistently applied, and producing intended outcomes</li><li>Examine procurement and vendor management processes to confirm that purchases are properly authorized, competitively tendered where required, and that contracts are managed in accordance with AIU policy and Kuwait procurement regulations</li><li>Review HR processes recruitment, contract management, performance evaluation, leave management to confirm consistent application across all departments and schools</li><li>Audit student affairs operations admissions decisions, academic standing determinations, disciplinary processes, grievance handling to confirm that stated policies are applied equitably and consistently</li><li>Review IT governance processes system access controls, data management, change management procedures in coordination with the CIO and providing an independent assurance layer over IT operational risk</li><li>Prepare clear, actionable audit reports for every engagement stating the scope, the evidence examined, the findings, the risk rating, and specific recommendations shared with the relevant Dean or VP before submission to the President and Board Audit &amp; Risk Committee</li></ul><p><strong>Governance and Policy Compliance</strong></p><ul><li>Assess whether AIU's Policies are being operationally implemented confirming that policy commitments are happening as the policies describe</li><li>Review the institution's compliance with Kuwait Labour Law, PUC regulatory requirements, and Kuwait data protection standards identifying any gaps between regulatory obligation and operational practice</li><li>Evaluate the effectiveness of AIU's shared governance structures confirming that the Faculty Council has genuine operational authority in academic matters, that its decisions are recorded and implemented, and that shared governance is substantive rather than performative</li><li>Conduct a periodic Governance Health Check an annual structured assessment of Board Committee effectiveness, Board self-evaluation process completion, and Presidential evaluation documentation reported directly to the Board Chair</li><li>Review all institutional conflicts of interest disclosures, related-party transaction documentation, and whistleblower reports ensuring these processes are functioning and that issues raised are tracked to resolution</li></ul></div></section><section><p class="heading">Desired Candidate Profile</p><p class="paragraph"></p><ul><li><strong>Education</strong> Master's degree in Accounting, Business Administration, Internal Auditing, or Public Administration is required. A professional audit or accounting qualification at a level equivalent to a master's degree may be accepted in place of an academic master's.</li><li><strong>Experience</strong> Minimum seven (7) years of progressive experience in internal auditing, operational auditing, or risk management with at least three (3) years at a supervisory or management level</li><li>Demonstrated experience conducting operational and process audits not exclusively financial audits with documented experience examining institutional workflows, governance compliance, and HR and procurement processes</li><li>Prior experience in a higher education, public sector, or comparably governed institution is a significant advantage candidates must understand the governance environment of a university, including shared governance and Board oversight</li><li>Experience working with or reporting to a Board-level Audit Committee candidates must be comfortable preparing and presenting audit reports at governance level, in non-technical language</li><li>Experience developing and maintaining an institutional risk register and conducting structured risk assessments</li><li>GCC or Kuwait experience is an advantage familiarity with Kuwait Labor Law, PUC regulatory requirements, and the operating context of a private institution in Kuwait is valued</li><li>CIA and CRMA Certifications are strongly preferred.</li><li><strong>Skills and Competencies</strong> Exceptional written communication audit reports are the primary product of this office; the Director must write clearly, precisely, and without jargon.</li><li>Professional independence and objectivity the Director must maintain impartiality in all engagements, resist pressure from management to soften findings, and escalate conflicts of interest to the Board Audit &amp; Risk Committee without hesitation</li><li>Analytical rigor the ability to examine complex institutional processes, identify the point of control failure, distinguish symptoms from root causes, and recommend solutions that address the root cause rather than its manifestation</li><li>Interpersonal intelligence effective internal auditing requires trust; the Director must build constructive relationships with the people being audited, positioning the audit function as a partner in improvement rather than an instrument of sanction</li><li>Discretion and confidentiality the Director handles sensitive institutional information, whistleblower disclosures, and investigation findings; absolute discretion is non-negotiable</li><li>Familiarity with WASC or comparable accreditation standards is a material advantage in this role</li></ul><p></p></section>