He sent 112 applications over four months.
Engineering roles. Management roles. Roles he was overqualified for. Roles he stretched to reach. He tailored CVs, wrote cover letters, set up job alerts on LinkedIn, Bayt, NaukriGulf, and GulfTalent. He applied on Sunday nights when he read that early applications get more attention. He followed up. He optimized his LinkedIn headline three times.
One reply. A rejection. Automated.
When he reached out to me, he said something I have heard in different versions from hundreds of professionals:
“I must be doing something wrong. But I cannot figure out what”
He was not doing something wrong. He was doing everything right for the wrong market.
The Saudi job market does not work the way most people think it does
If you have spent your career in Europe, North America, South Asia, or anywhere outside the Gulf, you learned a job search system that follows a certain logic. You build a strong CV. You find roles that match your background. You apply. A recruiter reviews your application. You either get a call or you do not.
That system works in markets where hiring decisions are largely process-driven.
Saudi Arabia is not that market.
Saudi Arabia is a relationship-driven, signal-heavy, trust-first hiring environment. The process still exists — the job boards, the ATS systems, the formal applications. But underneath that visible layer, the actual hiring decisions are often made before the application is ever submitted.
Let me explain what that means in practice.
When a senior role opens at a Saudi company (especially at a giga-project, a PIF-backed entity, or a government-adjacent organization), the hiring manager’s first move is rarely to post the role and wait. Their first move is to call three people they trust and ask a single question:
“Do you know anyone who would be right for this?”
If a name comes up twice, that person gets a call. If no names come up, the role gets posted. By the time it appears on LinkedIn, the informal shortlist has often already been formed. You are not competing for the role. You are competing to be considered at all.
This is not corruption. This is not unfair. This is how hiring works in a relationship-based market, and it is how hiring works in most of the world. The Saudi market is simply more explicit about it than others.
Understanding this changes everything about how you approach your job search.
Why mass applying feels productive but produces nothing
There is a psychological trap built into job boards. Every time you submit an application, something in your brain registers it as progress. You did a thing. A thing that could lead to a job. The effort feels meaningful.
But in the Saudi market, sending application number 47 to a company you have no connection to, no visibility with, and no reference inside is not meaningfully different from sending application number 1. You are adding your CV to a pile that someone may or may not review, for a role that may or may not still be available, at a company that has no reason to trust you over anyone else in the pile.
The activity is real. The progress is largely an illusion.
This is what I mean when I tell professionals: the Saudi job market does not reward effort. It rewards positioning.
The 3 shifts that actually move your search forward
What changed for the professional I mentioned at the start of this article was not his CV. It was not his LinkedIn profile. It was not his cover letter. What changed was his understanding of how the market actually works and the three shifts that follow from that understanding.
Shift 1: Stop applying to companies. Start targeting people.
The job posting is not the opportunity. The person who controls the hiring decision is the opportunity.
In Saudi Arabia, that person is almost never the HR manager. HR manages process. The person who controls the hiring decision is typically the functional head — the Director of Operations, the VP of Engineering, the Chief Financial Officer, one level above the role you are targeting.
Your first task is to identify that person at each of your ten to fifteen target companies. Not to ask them for a job. Not to send them your CV. To enter their awareness before a role is ever posted.
How you do that matters enormously. A connection request with a pitch attached is noise. A thoughtful comment on something they posted is a signal. A short message that references something specific about their company’s current challenge (not your qualifications, their challenge) is a signal. A message that leads with value, asks nothing, and expects nothing in return is how trust begins in this market.
The goal at this stage is not a job offer. The goal is that when someone asks your target person if they know anyone for a role, your name is one they can say with confidence.
Shift 2: Stop optimizing your CV. Start optimizing your positioning.
Most professionals spend the majority of their job search energy on documents — the CV, the LinkedIn profile, the cover letter. These documents matter. But they are the final step in a sequence, not the first.
Before your CV can do anything for you, someone has to want to read it. And in the Saudi market, that desire is created by positioning — the story the market tells about you before you walk into any room.
Positioning is the answer to one question: what problem does this person solve that is hard to solve otherwise?
If your CV answers that question clearly, a recruiter will call you. If your LinkedIn profile answers it clearly, decision-makers will reach out to you. If your outreach messages answer it clearly, people will respond.
The problem is that most international professionals position themselves as generalists. They have done many things. They list those things. They wait for someone to connect the dots.
Saudi companies (especially those building new capabilities at scale under Vision 2030) are not looking for people who have done many things. They are looking for people who have done one specific thing, at the level they need it done, and can prove it.
The professional I mentioned earlier had fifteen years of experience in project management across infrastructure, logistics, and technology. His CV tried to represent all of it. When we worked together, we made one decision: he was a Project Manager for large-scale infrastructure delivery. That was his title, his headline, his summary, his outreach angle, and his application filter. He stopped applying to roles outside that definition.
Within six weeks, he had three conversations in progress. Not because his background changed. Because the market could finally read him clearly.
Shift 3: Stop waiting for the market to find you. Start creating conditions for it to happen.
The third shift is the one most professionals resist because it requires consistency over time rather than a single burst of effort.
Visibility in the Saudi job market is not about having a perfect profile that sits waiting to be discovered. It is about showing up consistently in the places where decisions form — before you need anything from those places.
What does that look like practically?
It means commenting on posts from Saudi professionals in your sector not generic comments, but comments that demonstrate you understand the market, the challenge, or the direction the industry is moving.
It means following the companies and projects you are targeting, and knowing enough about their current priorities to speak intelligently about them in any conversation.
It means posting short, specific insights about your professional domain not motivational content, not career advice, but the kind of specific thinking that makes someone in Saudi Arabia say “this person understands our context”.
None of this requires a large audience. It requires consistency. It requires showing up in the same places, with the same clarity, over enough time that the right people begin to recognize your name before you ever introduce yourself.
When recognition exists, outreach works. When outreach works, conversations happen. When conversations happen, opportunities emerge, often for roles that were never posted anywhere.
What happened to him
The professional who sent 112 applications stopped applying entirely for three weeks.
Instead, he spent those three weeks doing three things. He narrowed his title and rewrote every document around it. He identified twenty-two people at twelve target companies and spent time understanding their work before reaching out to any of them. He started posting two short observations per week about infrastructure project delivery in the Gulf.
Three weeks in, he sent his first outreach messages. Not to HR. To functional heads and project directors at his target companies. Each message was four sentences. Each referenced something specific about the recipient’s company. Each asked a single question about their sector not about jobs, not about vacancies, about their work.
Eleven of the twenty-two replied.
Two of those eleven conversations became referrals. One referral became an introduction. One introduction became an interview. One interview became an offer.
From 112 applications and zero responses to one offer in eleven weeks.
The market did not change. His understanding of it did.
The three things to do this week
If you are reading this and recognizing your own job search in what I have described, here is where to start.
First: Write down one job title. Not a range. Not a list. One title that represents the clearest, most specific version of what you do. This is your market position. Apply it to everything from this point forward.
Second: Build a list of fifteen companies you genuinely want to work for in Saudi Arabia. Not a list of every company hiring. Fifteen companies where your specific background creates real value. Find the functional head for your target role at each one.
Third: Before you reach out to a single person on that list, spend one week understanding their world. What projects is their company running? What challenges are they navigating? What has their leadership said publicly about their direction? Show up to every conversation knowing more about their situation than they expect you to.
The Saudi job market rewards people who treat it like a market — not like a lottery.
Most people treat it like a lottery. That is exactly why the ones who do not have such a significant advantage.
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© Next in Saudi 2026 — by Adil Salih
I like the insight you have shared. Somehow I am aware of this style but never practice it. You make it evident that this is true and it will work.
I think you are @Adil Salih doing a great job.
My curiosity on Saudization: the question is, what if a person is an expert in his or her subject and has to leave the profession because of a directive? What solution do you offer?