Laboratory Technician Jobs in Kuwait 2026 - Apply Now

0 to 0 years Naukri Gulf

Aircraft Mechanic

On-site - Kuwait - Capital Governorate (Kuwait) 13 July 2026

Engineering

<section>Job DescriptionRoles & Responsibilities<div class="paragraph">The C-12/King Air Army Transport Aircraft Mechanic (FAA A&P) services, repairs and overhauls assigned aircraft and subsystems to ensure airworthiness. Uses technical data to troubleshoot malfunctioning systems and repairs or replaces faulty components. A valid (FAA) A&P Airframe and Powerplant Certificate is Required. Seven (7) years experience as an (A&P) mechanic with Seven (7) years of specific C-12 / King Air (200/350/1900) Turbo-prop aircraft mechanic hands-on maintenance experience is Required. US Citizenship is Required to obtain a US Govt Secret Security Clearance, and for facility access. Operationally checks repaired or modified systems for proper operation. Repair and replace aircraft structures, such as wings and fuselage, and functional components including rigging, surface controls, and plumbing and hydraulic units, using hand tools, power tools, machines, and associated equipment. Read and interpret manufacturers and maintenance manuals, service bulletins, and other specifications to determine feasibility and method of repairing or replacing malfunctioning or damaged components. Examine engines for oil leaks and listens to operating engine to detect and diagnose malfunctions. Inspect turbine blades to detect cracks or breaks. Test engine operation, using troubleshooting procedures and diagnostic test equipment, to identify source of malfunction. Replace or repair worn or damaged components using hand tools, gauges, and test equipment. Remove and install engine from aircraft. Disassemble and inspect parts for wear, warping, or other defects. Repair or replace defective engine parts and reassembles and installs engine in aircraft. Perform miscellaneous duties to service aircraft, including flushing crankcase, cleaning screens, greasing moving parts, and checking brakes. May service engines and airframe components at line station making repairs, short of overhaul, required to keep aircraft in safe operating condition. Knowledge of aircraft sub-systems, including maintenance parameter, systems operation, limitations, and technical orders. Ability to become qualified and perform engine runs for the aircraft type they are assigned to support. Ability to read, write, and interpret technical duties is required. Ability to communicate effectively with all levels of employees throughout the organization. May specialize in work, repair and modification of structural, precision, and functional spare parts and assemblies. Perform other qualified duties as assigned. Minimum Requirements High school diploma or GED equivalent is Required. A valid (FAA) A&P Certificate is Required. Seven (7) years experience as an (A&P) mechanic with Seven (7) years of specific C-12 / King Air (200/350/1900) Turbo-prop aircraft mechanic hands-on maintenance experience is Required. Completion of formal maintenance training on the assigned C-12/King Air aircraft, qualified by the appropriate USG armed forces aircraft mechanic maintenance course or civilian equivalent training is desired. Recent full-time experience in aviation maintenance, on the C-12/King Air Turbo-prop aircraft during the past 12 months is Required. Six (6) months of flight line and overhaul & inspection experience is preferred. Ability to move freely about the interior and in the unpressurized area aft of the aft pressure bulkhead and meet aircraft specific specs for weight limit. Mechanic Tools/Toolbox Required; mechanics must provide their own shadowed toolbox with each tool etched with PID. *(Company will ship toolbox to Kuwait). A valid US Passport - is Required for deployment/travel to Kuwait; Passport must have a minimum of 18 months remaining before expiration date, must be able to obtain Kuwait Visa. Must be able to pass and clear CENTCOM (CRC) Deployment Training and Army MOD17 Medical for Deployment. Ability to clear the Army MOD 17 Medical is required for Deployment to Kuwait, will occur while attending CRC (DIDC) deployment training. May be required to travel to and between remote locations in austere and/or hostile environments, in support of mission operations. (AR95-20) Mechanic Pre-employment Medical Requirements: Medical/Physical. All personnel performing engine runs, ground taxi, ordnance loading, or operating self-propelled support equipment within Ten (10) feet of the aircraft silhouette must pass a physical examination from a qualified medical professional prior to conducting these operations, and subsequently on a specified periodic basis, not to exceed Five (5) years. Security Clearance Requirements: Must be able to obtain and maintain a US Govt Secret Security Clearance. Must be able to obtain and maintain facility credentials and authorization. US Citizenship is Required to hold a US Govt Secret Clearance, and facility credentials and authorization to work at this facility. Physical and Additional Qualifications Ability to move freely about the interior and in the unpressurized area aft of the aft pressure bulkhead and meet aircraft specific specs for weight limit. Must be able to walk and stand on level and/or inclined surfaces for extended periods throughout the day. Must be able to climb stairs, ramps, ladders and work stands. Must be able to crouch, crawl, grasp or handle objects, use finger dexterity, bend elbow/knee and reach above/below shoulders. May be required to carry, push or pull up to and may exceed 50 pounds. May be required to lift up to 50 pounds to height of four feet and be required to lift up to 35 pounds to height of 7 feet. May be required to see aircraft in flight, read dials/gauges, identify small objects and hand tools. Must be able to type using a standard keyboard to communicate through e-mail and various software applications. Must be able to distinguish color and judge three dimensional depths. May be required to operate power vehicles, machinery, hand tools, ground support equipment, forklift, APU, etc. Must have minimum 20/100 near and far vision, correctable to 20/20. Must be capable of living and working in a potentially hostile environment for an extended period. May be required to respond to a wide variety of operational circumstances, including extreme weather conditions and rudimentary infrastructure.</div></section><section>Desired Candidate Profile<ul><li>A valid (FAA) A&P Airframe and Powerplant Certificate is Required.</li><li>Seven (7) years experience as an (A&P) mechanic with Seven (7) years of specific C-12 / King Air (200/350/1900) Turbo-prop aircraft mechanic hands-on maintenance experience is Required.</li><li>US Citizenship is Required to obtain a US Govt Secret Security Clearance, and for facility access.</li><li>High school diploma or GED equivalent is Required.</li><li>Completion of formal maintenance training on the assigned C-12/King Air aircraft, qualified by the appropriate USG armed forces aircraft mechanic maintenance course or civilian equivalent training is desired.</li><li>Recent full-time experience in aviation maintenance, on the C-12/King Air Turbo-prop aircraft during the past 12 months is Required.</li><li>Six (6) months of flight line and overhaul & inspection experience is preferred.</li><li>Ability to move freely about the interior and in the unpressurized area aft of the aft pressure bulkhead and meet aircraft specific specs for weight limit.</li><li>Mechanic Tools/Toolbox Required; mechanics must provide their own shadowed toolbox with each tool etched with PID.</li><li>A valid US Passport - is Required for deployment/travel to Kuwait; Passport must have a minimum of 18 months remaining before expiration date, must be able to obtain Kuwait Visa.</li><li>Must be able to pass and clear CENTCOM (CRC) Deployment Training and Army MOD17 Medical for Deployment.</li><li>Ability to clear the Army MOD 17 Medical is required for Deployment to Kuwait, will occur while attending CRC (DIDC) deployment training.</li><li>May be required to travel to and between remote locations in austere and/or hostile environments, in support of mission operations.</li><li>Medical/Physical: All personnel performing engine runs, ground taxi, ordnance loading, or operating self-propelled support equipment within Ten (10) feet of the aircraft silhouette must pass a physical examination from a qualified medical professional prior to conducting these operations, and subsequently on a specified periodic basis, not to exceed Five (5) years.</li><li>Must be able to obtain and maintain a US Govt Secret Security Clearance.</li><li>Must be able to obtain and maintain facility credentials and authorization.</li><li>Ability to move freely about the interior and in the unpressurized area aft of the aft pressure bulkhead and meet aircraft specific specs for weight limit.</li><li>Must be able to walk and stand on level and/or inclined surfaces for extended periods throughout the day.</li><li>Must be able to climb stairs, ramps, ladders and work stands.</li><li>Must be able to crouch, crawl, grasp or handle objects, use finger dexterity, bend elbow/knee and reach above/below shoulders.</li><li>May be required to carry, push or pull up to and may exceed 50 pounds.</li><li>May be required to lift up to 50 pounds to height of four feet and be required to lift up to 35 pounds to height of 7 feet.</li><li>May be required to see aircraft in flight, read dials/gauges, identify small objects and hand tools.</li><li>Must be able to type using a standard keyboard to communicate through e-mail and various software applications.</li><li>Must be able to distinguish color and judge three dimensional depths.</li><li>May be required to operate power vehicles, machinery, hand tools, ground support equipment, forklift, APU, etc.</li><li>Must have minimum 20/100 near and far vision, correctable to 20/20.</li><li>Must be capable of living and working in a potentially hostile environment for an extended period.</li><li>May be required to respond to a wide variety of operational circumstances, including extreme weather conditions and rudimentary infrastructure.</li></ul></section>

0 to 0 years Bayt

Director, Office of Faculty Affairs (OFA)

On-site - Kuwait 8 July 2026

Other

<h2 class="h5">Job description</h2> <div class="t-break" data-jb-field="description"> 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 2026–2030 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 & 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 & 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 & Recognition Supporting promotion, academic rank progression, leadership development, succession planning, recognition, awards, and continuous academic growth. 3. Academic Policies & Shared Governance Promoting transparent governance, institutional consistency, academic integrity, faculty participation in decision-making, and continuous policy development. 4. Institutional Excellence & 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 <ul> <li>Develop a comprehensive institutional strategy supporting faculty success throughout the academic career lifecycle.</li> <li>Establish and coordinate faculty mentoring programmes for new, early-career, international, and newly promoted faculty.</li> <li>Coordinate faculty orientation and academic transition activities in collaboration with Human Resources and the Centre for Teaching & Learning.</li> <li>Promote interdisciplinary collaboration among faculty across schools.</li> <li>Develop programmes supporting faculty engagement and institutional belonging.</li> <li>Coordinate faculty networking events, retreats, academic forums, and engagement initiatives.</li> <li>Support faculty wellbeing through collaboration with relevant institutional offices.</li> <li>Facilitate communication between Academic Affairs and faculty.</li> <li>Serve as an accessible resource for faculty seeking guidance on academic policies and procedures.</li> <li>Promote an inclusive, respectful, and collaborative academic culture.</li> <li>Coordinate faculty recognition and appreciation initiatives.</li> <li>Support retention of high-performing faculty through engagement initiatives.</li> <li>Develop institutional faculty engagement and satisfaction surveys.</li> <li>Analyse institutional trends affecting faculty wellbeing and engagement.</li> <li>Coordinate faculty leadership retreats.</li> <li>Coordinate communities of academic practice.</li> <li>Support international faculty transition and integration.</li> <li>Develop faculty wellbeing initiatives.</li> <li>Promote cross-school collaboration.</li> <li>Coordinate annual faculty engagement programmes.</li> </ul> 2. Academic Policies and Faculty Governance <ul> <li>Develop, maintain, and periodically review faculty-related academic policies.</li> <li>Maintain the AIU Faculty Handbook.</li> <li>Coordinate policy implementation across all schools.</li> <li>Ensure consistent interpretation and application of faculty academic policies.</li> <li>Support Faculty Council operations.</li> <li>Coordinate faculty committee appointments.</li> <li>Support elections to Faculty Council and other academic committees.</li> <li>Promote shared governance across Academic Affairs.</li> <li>Develop policy guidance documents.</li> <li>Advise Deans and Department Chairs on policy interpretation.</li> <li>Coordinate institutional consultation during policy development.</li> <li>Benchmark policies against international best practice.</li> <li>Review governance structures to ensure effectiveness.</li> <li>Promote faculty participation in institutional decision-making.</li> <li>Maintain the institutional Faculty Policy Repository.</li> <li>Coordinate annual review of the Faculty Handbook.</li> <li>Develop faculty policy guidance notes.</li> <li>Support Faculty Council strategic planning.</li> <li>Coordinate faculty consultations during policy revisions.</li> </ul> 3. Faculty Career Development and Academic Progression <ul> <li>Coordinate institutional promotion processes.</li> <li>Coordinate academic rank assignment and review.</li> <li>Coordinate promotion committees.</li> <li>Develop guidance relating to promotion expectations.</li> <li>Coordinate academic leadership development programmes.</li> <li>Identify emerging academic leaders.</li> <li>Support succession planning.</li> <li>Coordinate sabbatical recommendations.</li> <li>Coordinate research leave recommendations.</li> <li>Coordinate distinguished appointments.</li> <li>Coordinate emeritus appointments.</li> <li>Coordinate visiting scholar appointments.</li> <li>Promote continuous academic career development.</li> <li>Monitor institutional promotion outcomes.</li> <li>Benchmark promotion practices internationally.</li> <li>Develop institutional leadership development pathways.</li> <li>Coordinate Department Chair orientation.</li> <li>Support Associate Dean leadership development.</li> <li>Monitor promotion success rates.</li> <li>Support faculty preparing promotion portfolios.</li> </ul> 4. Faculty Academic Excellence <ul> <li>Collaborate with the Centre for Teaching & Learning regarding faculty development priorities.</li> <li>Identify institutional faculty development needs.</li> <li>Promote excellence in teaching, scholarship, and service.</li> <li>Encourage interdisciplinary collaboration.</li> <li>Promote international academic engagement.</li> <li>Coordinate academic recognition programmes.</li> <li>Promote faculty awards.</li> <li>Encourage innovation in academic practice.</li> <li>Support leadership development.</li> <li>Monitor institutional trends affecting faculty success.</li> <li>Coordinate institutional teaching awards jointly with the Centre for Teaching & Learning.</li> <li>Promote participation in professional associations.</li> <li>Encourage educational innovation.</li> <li>Promote academic leadership development.</li> <li>Support institutional academic excellence initiatives.</li> </ul> 5. Faculty Recognition and Community Building <ul> <li>Coordinate annual faculty awards.</li> <li>Develop recognition programmes.</li> <li>Celebrate faculty achievements.</li> <li>Coordinate promotion celebrations.</li> <li>Publicise faculty accomplishments.</li> <li>Support faculty appreciation events.</li> <li>Strengthen institutional culture.</li> <li>Foster collegiality.</li> <li>Promote faculty engagement.</li> <li>Encourage cross-school collaboration.</li> </ul> 6. Strategic Leadership and Institutional Partnerships <ul> <li>Advise the VPAA on institutional faculty matters.</li> <li>Collaborate with Human Resources regarding recruitment planning, appointments, onboarding, contracts, and employment-related matters.</li> <li>Collaborate with the Centre for Teaching & Learning regarding faculty development.</li> <li>Collaborate with Graduate Studies regarding graduate supervision and postgraduate faculty support.</li> <li>Collaborate with the Office of Research regarding research development initiatives.</li> <li>Collaborate with the Registrar regarding workload information and academic records.</li> <li>Collaborate with Quality Assurance and the Accreditation Liaison Officer regarding accreditation evidence.</li> <li>Represent AIU externally in matters relating to faculty affairs.</li> <li>Support institutional strategic planning.</li> <li>Lead special projects assigned by the VPAA.</li> <li>Prepare annual reports on faculty affairs.</li> <li>Develop KPIs measuring faculty success and institutional effectiveness.</li> </ul> Minimum Qualifications: Education <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.</li> <li>Associate Professor or Professor preferred.</li> </ul> Experience <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> Technical and Professional Knowledge <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> Skills, Competencies and Personal Attributes <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> Preferred Qualifications <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> How to Apply Interested candidates should visit the Job Opportunities section on the AIU website and submit a complete application comprising: 1. A current curriculum vitae. 2. A cover letter (maximum three pages) addressing the following questions: <ul> <li>Describe your philosophy of faculty success and explain how an Office of Faculty Affairs contributes to institutional excellence.</li> <li>Describe an initiative you have led that strengthened faculty engagement, academic governance, mentoring, promotion, or faculty development.</li> <li>How would you establish a collaborative relationship between the Office of Faculty Affairs, Human Resources, the Centre for Teaching & Learning, the Office of Graduate Studies, and the Deans to support faculty throughout their academic careers?</li> </ul> 3. A statement of leadership philosophy (maximum one page) describing your approach to shared governance, faculty engagement, and academic leadership. 4. Contact details for three professional referees, including at least two senior academic leaders familiar with your work in academic administration or faculty affairs. The selection process will include a structured interview with the Vice President for Academic Affairs and a presentation outlining the candidate's vision for establishing a high-performing Office of Faculty Affairs that supports AIU's RISE Strategy, institutional effectiveness, and WSCUC accreditation. Submit applications via: https://aiu.edu.kw/careers/jobs The successful candidate is expected to com </div>

0 to 0 years Bayt

Director

On-site - Kuwait 2 July 2026

Other

<h2 class="h5">Job description</h2> <div class="t-break" data-jb-field="description"> Position: Director of Office of Strategy, Institutional Performance & Emerging Technology Classification: Director Level Reports To: President 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 2026–2030 a five-year institutional transformation anchored in research development, WSCUC international accreditation, student success, and community engagement. A strategy without execution discipline is a wish list. The Office of Strategy, Institutional Performance & Emerging Technology exists to ensure that AIU's ambitions documented in the RISE Strategy, approved by the Board of Trustees, and communicated to every stakeholder are operationalized, tracked, adjusted when evidence demands it, and delivered on time. The Director of this office is the President's closest strategic partner and AIU's institutional accountability mechanism. For more information, visit: www.aiu.edu.kw Department Profile The Office of Strategy, Institutional Performance & 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: <ol> <li>Strategy & 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.</li> <li>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.</li> <li>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.</li> </ol> Scope of Work The Director, Office of Strategy, Institutional Performance & 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. Key Responsibilities 1. RISE Strategy Execution and Balanced Scorecard Management <ul> <li>Own the AIU RISE Strategy 2026–2030 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 & 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> 2. Emergent Technology Intelligence and Innovation Piloting <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> <li>Develop and maintain AIU's Emergent Technology Watchlist a living document tracking technologies at horizon, early adoption, and evaluation stages updated quarterly and shared with Deans and VPs to inform curriculum development, research direction, and administrative investment decisions</li> <li>Represent AIU in GCC and international higher education technology forums building relationships with peer institutions, technology providers, and research networks that provide early access to innovation relevant to AIU's strategic priorities</li> <li>Evaluate all significant unsolicited technology proposals received by the President's Office providing structured, evidence-based assessments that enable the President to make informed decisions quickly without technical bias</li> </ul> 3. Strategic Project Alignment and Executive Reporting <ul> <li>Coordinate with the existing PMO / Special Projects structure to monitor the strategic alignment of major institutional projects and provide updates to the President as required.</li> <li>Review executive project portfolio reports prepared by the PMO / Special Projects structure, assessing strategic alignment, institutional risks, and matters requiring Presidential attention.</li> <li>Monitor strategically significant cross-functional projects designated by the President, ensuring alignment with institutional priorities and escalating strategic issues requiring executive attention.</li> <li>Coordinate with the Accreditation Liaison Officer (ALO) and the PMO / Special Projects structure to monitor accreditation-related project milestones (eligibility application, self-study, SAV1, SAV2), highlighting strategic risks and providing executive updates when timelines are at risk.</li> <li>Support Deans and VPs in applying project management discipline to their own portfolio of strategic initiatives providing coaching, templates, and periodic portfolio reviews rather than doing the project management for them.</li> <li>Coordinate the AIU Strategic Projects Review by consolidating strategic project updates from the PMO / Special Projects structure, facilitating executive discussion, and preparing concise, action-oriented summaries for the President.</li> <li>Coordinate with internal project sponsors and external consultants on strategic initiatives as required, ensuring the President receives timely updates on key deliverables, risks, and institutional implications.</li> </ul> 4. Presidential Advisory and Institutional Intelligence <ul> <li>Serve as the President's primary strategic advisor on institutional performance providing candid, evidence-based assessments of where AIU is ahead of plan, where it is behind, and what the President needs to decide or direct to keep the institution on track</li> <li>Prepare and curate the President's institutional intelligence package a regular briefing document synthesising strategic performance data, competitive intelligence on peer institutions, accreditation progress, and emerging risks enabling the President to lead from a position of current, verified information</li> <li>Draft the President's strategic communications including the annual state-of-institution address, Board Chair correspondence on strategic matters, and institutional strategy updates to faculty, staff, and the Kuwait higher education community</li> <li>Coordinate the Senior Leadership Team agenda and strategic discussion calendar ensuring that the President's leadership team spends its meeting time on decisions, not on status updates that could be communicated in writing</li> <li>Represent the President at external meetings, conferences, and stakeholder engagements on strategic matters when delegated and provide detailed briefings and follow-up when representing AIU externally</li> <li>Maintain AIU's institutional memory on strategic decisions documenting the reasoning behind major institutional choices so that future leadership teams understand not just what was decided but why, enabling continuity through leadership transitions</li> </ul> Minimum Qualifications: Education <ul> <li>Doctoral degree required in Strategy, Higher Education Management, Business Administration (MBA), Public Administration, Project Management, or a closely related field.</li> <li>Candidates with strong GCC higher education strategic planning experience are strongly considered.</li> </ul> Experience <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> Technical and Analytical Knowledge <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 & 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> Skills, Competencies and Personal Attributes <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> Preferred Qualifications <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> How to Apply Interested candidates should visit the Job Opportunities section on the AIU website and submit a complete application comprising: <ul> <li>A current curriculum vitae</li> <li>A cover letter (maximum 3 pages) addressing three specific questions: (1) Describe the most significant strategic planning or institutional performance management system you personally built or led in a GCC university — what was the starting state, what did you build, and how did leadership use it to make better decisions? (2) Describe a major institutional strategic initiative that you supported through executive reporting, performance management, or strategic advisory work. How did your analysis influence executive decision-making? (3) How would you approach the first 90 days in this role at AIU what would you learn, what would you establish, and what would you avoid doing too early?</li> <li>A one-page strategy diagnostic framework not a business plan, but a sample of how you would structure a quarterly strategy review for the President: what data would you present, in what format, and how would you frame the President's decision-making agenda</li> <li>Contact details for three professional referees at least two of whom can speak to your strategic planning or PMO leadership work, and at least one of whom is a university President, Provost, or equivalent executive you reported to or directly supported</li> </ul> Applications are reviewed on a rolling basis. The selection process includes a structured interview with the President and a strategy presentation exercise candidates are given AIU's RISE Strategy KPI framework and asked to present a hypothetical Q2 strategy review to the President and two VPs. This exercise is the most reliable test of whether a candidate can do this job. Submit application via: https://aiu.edu.kw/careers/jobs The successful candidate is expected to commence employment at the earliest convenience, and no later than September 2026. AIU is an equal opportunity employer committed to academic excellence, professional integrity, and the digital future of Kuwaiti higher education. </div>

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