Experience Delivery Lead - UAE & Cairo

Dubai & Cairo, United Arab Emirates | Posted on 08/17/2026

The Experience Delivery Lead owns the masterdelivery programme for every new KOFISI location, from concept sign-off tooperational handover. The role drives the product swimlanes — Uniform,OS&E, Music & Scent, Art, F&B, Signage, Internal Comms, andMarketing — against a single timeline, sets and defends the budget for eachswimlane alongside the Programme Director, and holds every department to thenumber and the date.

Key Responsibilities

• Own the master deliveryprogramme for each new KOFISI location, from concept sign-off to operationalhandover, and the critical path within it.
• Build and maintain theswimlane view: every product department mapped against the same timeline, withdependencies, lead times, and float made visible rather than assumed.
• Maintain and communicate12-, 6-, and 3-week critical paths per project, anticipating risk early enoughthat it is still cheap to fix.
• Sequence long-lead items —fabric and tailoring runs, art commissioning, kitchen equipment, scent andOS&E sourcing — against build milestones so nothing arrives after the doorsopen.
• Run the governance rhythm:weekly swimlane review, monthly programme review, and a live dashboard thatgives one version of the truth across all workstreams.

2. Budget Definition &Financial Control

• Work with the ProgrammeDirector to define the budget for each swimlane at the outset, translatingexperience ambition into a number that survives contact with Finance.
• Track committed, spent, andforecast cost per swimlane, knowing the variance before the finance reportdoes.
• Challenge specification andscope on cost grounds without allowing value engineering to quietly erode theexperience.
• Build the cost model forrepeat openings: what each swimlane costs per square meter and per seat, so thenext location is priced from evidence rather than memory.
• Partner with Procurement onpurchase orders, vendor payments, and payment timing so cash flow matches theprogramme.

3. Cross-DepartmentalCoordination

• Drive the productdepartments to a single delivery rhythm: Uniform, OS&E and Styling, Music& Scent, Art, F&B, Signage, and the Brand & Comms and Marketingteams that carry launch.
• Hold each department to itsdeliverables, dates, and budget without owning them on the org chart. Influenceis the instrument; the programme is the authority.
• Align the product swimlaneswith the parallel programmes: Environments Design, Operations, Finance, andSales. Openings fail at the seams between teams, not inside them.
• Chair the weeklycoordination forum: capture decisions, resolve conflicts, close actions, andescalate early and once.
• Give Sales and Marketingthe dates they can sell against, and protect those dates or renegotiate themhonestly and early.

4. Creative &Experience Integrity

• Partner with EnvironmentsDesign and the Product team so experience intent survives the build.
• Translate design intentinto build and procurement requirements specific enough that nothing is lost ininterpretation.
• Act as the voice ofexperience through every trade-off: how members and staff will actually feeland function in the space.
• Hold the Signatures andStandards framework as the acceptance test for handover, not a nice-to-have.
• Lead the transition frombuild completion to opening: environment, systems, and people ready from dayone.
• Coordinate with People,Operations, and Digital so recruitment, training, and service activation landagainst the opening date, not after it.
• Run snagging and acceptanceto a documented standard, with a clear definition of done per swimlane.
• Maintain and evolve theOpening Playbook so each location is faster and cheaper to deliver than thelast.
• Run post-occupancy reviewsand feed findings back into Formation and the Improvement & Innovationprocess.

6. Team & Culture

• Mentor the coordinatorsacross the product departments and raise the standard of programme practiceacross the division.
• Build a culture of clarity,accountability, and calm under pressure within the programme team.
• Make it normal to surfacebad news early: a late date told in week two is a problem; told in week ten itis a crisis.

Requirements

Qualification& Skills

• Background: Design and Build or Architectural Practice;Film, Set or Event Production; Luxury Retail or Hotel Development; Hospitalityor Co-working Rollout; or Creative Agency and Experience Production. Whatmatters is a track record of making complex, multi-workstream creative projectshappen on a number with people who do not report to you.
• Programme Command:Demonstrated ability to hold many parallel workstreams in one timeline, seedependencies before they become delays, and maintain a 12-week critical pathacross multiple concurrent projects.
• Financial Fluency:Demonstrable budget ownership — you have held a capital or production budget,not just reported on one. Able to build a cost model, read a variance, andargue a cost case with Finance.
• Scheduling & Systems:Strong competency with scheduling tools, programme dashboards, cost trackers,and budget control systems. Advanced spreadsheet skill is assumed.
• Experience Sensibility:Appreciates craft, proportion, and experience quality, and protects designintent through to reality without being precious about it.
• Cultural Intelligence:Comfortable operating across geographies, cultures, and disciplines, fromNairobi to the GCC.
• Qualifications:Degree ordiploma in Architecture, Interior Design, Project or Programme Management,Quantity Surveying, or a related field. Certification in project or programmemanagement (PMP, PRINCE2, MSP, CAPM, or Agile) is preferred but not essential.Equivalent experience in creative or production management is highly valued.

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