How We Conduct Market Research in Saudi Arabia

Many of the client’s oil fields were mature, and finding new reserves was difficult. Traditional exploration methods were slow and could miss complex reservoirs. The company wasn’t leveraging modern techniques like AI-driven seismic analysis and digital reservoir modeling. Additionally, recovery was suboptimal as advanced Enhanced Oil Recovery (EOR) methods were not widely used. The client needed to deploy cutting-edge exploration and production techniques to sustain output.

We tackled the problem in phases, starting with data and diagnostics. Our exploration consultants reviewed the client’s existing seismic and well dantegrated regional geological studies and satellite data. We then brought in a data science team to develop and train the AI models – for example, feeding historical data of known discoveries vs. dry wells into a model to discern subtle seismic signatures that correlate with successful finds. In parallel, our reservoir engineers assessed the current recovery factors in the client’s main fields and identified which fields had the most potential for EOR (considering factors like oil viscosity, reservoir deity of injection gas, etc.). We then ran simulation studies to estimate how much additional oil each EOR method could yield and at what cost, helping to prioritize the EOR projects. For the digital enablement, we conducted a pilot in one medium-sized oilfield: installing downhole sensors and surface data transmission equipment on a handful of wells, and deploying a software platform for real-time monitoring and control. Over a few months, we observed how this pilot improved reaction time to changes (e.g., quickly adjusting pump rates when water cut increased). We used lessons from the pilot to refine the implementation plan for wider rollout. Throughout the project, close collaboration with the client’s geoscientists and engineers was maintained – we held joint interpretation sessions, field visits, and scenario planning workshops. This not only ensured our recommendations were practical but also helped train the client’s staff in the new tools and methods.

Our recommendations were comprehensive. For exploration: we recommended the client invest in reprocessing existing seismic data with the latest algorithms to glean new insights from old data, and acquire new seismic surveys (including 3D and even 4D time-lapse seismic) in underexplored areas. We advised integrating AI-based prospect analysis into the exploration workflow to augment the geoscientists’ interpretations and flag prospects that might have been overlooked by human analysis. Furthermore, we suggested a focused exploration campaign for unconventional resources (like shale gas/oil), including hiring or contractinin that domain. For production: we recommended scaling up Enhanced Oil Recovery methods on fields where simulations showed substantial gains – for example, implement a full-scale CO₂ injection project in Field A which could raise recovery by say 10–15%, and a water-polymer flood in Field B. We also advocated for rolling out the “smart field” infrastructure across all major fields over the next few years – equipping wells with sensors and automation, and establishing a central operations center where engineers can monitor multiple fields in real time. Thaining personnel to manage this high-tech setup. Additionally, we recommended optimizing the well portfolio: for instance, performing workovers on certain wells to install intelligent completions (valves that can be remotely controlled) and selectively drilling new infill wells in areas indicated by updated reservoir models. A periodic reservoir management review process was suggested, where every field is reviewed annually with fresh data and simulations to decide on actions (like adjusting injection patterns or drilling a new well). Finally, we emphasized knowledge management – capturing learnings from each pilot and project so that successes can be replicated across the organization.

The client started seeing positive results in both exploration and production domains. With the help of AI and advanced seismic re-analysis, the exploration team discovered a new viable oil structure in a region that was previously p find that added significantly to the company’s reserves, something that hadn’t happened in years. The use of data-driven prospecting improved the overall success rate of exploration wells, saving money on unnecessary drilling. On the production side, initial EOR pilots showed strong results: the CO₂ injection in one mature field measurably increased oil output and slowed the decline rate, validating the decision to scale up EOR. Once the digital oilfield technologies were implemented more broadly, the company experienced a reduction in production downtime and a small but meaningful uptick in overall production efficiency. For example, by monitoring wells continuously and optimizing pump settings, some fields saw a few percent increase in daily output without any new drilling – essentially “free” barrels that were previously lost to suboptimal operation. Importantly, the combination of better data and smart automation led to an increased recovery factor outlook for several fields, extending their productive life and future cash flows. The company’s unit cost of production improved as well, since they were extracting more oil with the same or lower effort. Moreover, by adopting these advanced practices, the client positioned itself among the technologically advanced operators, which will pay dividends in the long run as the industry moves toward more digital and efficient operations. The ROI from this engagement is not only measured in immediate barrels and cost savings, but also in the strengthened capability of the client’s team, who are now proficient in cutting-edge exploration and production techniques.

232,000 expatriates (including ~60% of doctors and 57% of nurses) staffed the healthcare sector. Vision 2030 aimed to train 175,000 new Saudi health professionals. Yet domestic training programs were not producing enough graduates; curricula were outdated and lacked hands-on training. This led to a shortage of local medical staff and continued reliance on foreign workers. The client needed to rapidly expand and modernize training to build a self-sufficient workforce.

In formulating the plan, we conducted a comprehensive workforce gap analysis, projecting the supply and demand of doctors, nurses, and allied health professionals through 2030. We audited existing educational institutions – evaluating class sizes, graduation rates, curriculum content, and facilities – to identify capacity and quality gaps. We also surveyed students, educators, and hospital administrators to gather input on current challenges (for example, limited clinical rotation slots or outdated coursework). With this data, our team collaborated with officials from the Ministry of Education and Health to ensure alignment with national initiatives like the Health Sector Transformation Program. We engaged international experts in medical education to help design new curricula and simulation training modules customized for Saudi needs. A financial and operational plan was created for each recommendation (e.g. costing out a new nursing college and identifying faculty requirements). We also established key milestones and KPIs (such as number of graduates, exam pass rates, localization ratio of staff) to monitor progress. Throughout the approach, change management was key – we built consensus among stakeholders (universities, hospitals, regulators) through roundtable discussions and incorporated their feedback to refine the strategy.

Our recommendations were multi-faceted. To increase capacity, we advised opening two new medical colleges and four new nursing schools within five years, particularly in underserved regions, and incentivizing student enrollment with scholarships and stipends. We recommended overhauling curricula to be more competency-based and practice-oriented – for instance, increasing clinical rotation time, integrating modern topics like AI in healthcare, and teaching in team-based settings. We also urged the creation of a National Simulation Training Center to serve students from multiple institutions with high-fidelity simulation experiences. For existing healthcare workers, we suggested mandating a minimum number of CPD hours yearly and providing a unified online platform for courses. To boost faculty quality, we proposed a faculty scholarship program to send top Saudi faculty abroad for training, and recruiting distinguished international faculty on short-term contracts to mentor local educators. Additionally, we recommended expanding the Saudization efforts in the health sector – for example, setting gradual targets to reduce the expatriate ratio in certain specialties as local graduates become available – to ensure that training efforts translate into employment.

The implementation of our recommendations is starting to yield results. Enrollment in medical and nursing programs has surged, aided by government scholarships that we helped design, and new training institutions are in development. Within two academic years, the number of graduating nurses and physicians has begun to increase, helping narrow the workforce gap. The first phase of the Medical Simulation Center is now operational, providing hundreds of students and clinicians with realistic, hands-on training scenarios that significantly improve their clinical preparedness. Updated curricula are being rolled out nationwide – early feedback indicates that graduates are more skilled and job-ready, needing less ramp-up time when they start working. The institute’s faculty development initiatives have led to improved teaching techniques and the introduction of modern pedagogies (like problem-based learning). Hospitals are already reporting a slight decrease in reliance on expatriate hires as more qualified Saudi healthcare professionals enter the system. In time, these trends will help the country approach its Vision 2030 goal of a self-reliant healthcare workforce. By investing in human capital, Saudi Arabia is building a sustainable healthcare system staffed by well-trained nationals, and the client has become a central driver of this transformation.

The local market was large (spending ~SAR 40 billion in 2023) but ~70% of medicines were imported, a strategic vulnerability. The government prioritized local manufacturing to boost domestic supply. The client, a generic drug producer, had limited production capacity and technology. It faced strict regulations and strong foreign competitors. The challenge was to scale up production, diversify its products, and meet high quality standards to leverage market growth and government support for localization.

Our approach began with a market analysis to pinpoint high-demand drug segments that were largely imported. We evaluated the client’s existing facilities and production lines, benchmarking their efficiency and output against industry standards to identify bottlenecks. Workshops with the client’s management and technical teams helped assess internal strengths and weaknesses. We then engaged with potential global partners – we facilitated discussions with several multinational pharmaceutical firms (without naming them) interested in local manufacturing, presenting a win-win collaboration model. In parallel, our regulatory experts mapped the pathway for new product approvals and identified compliance gaps in the client’s processes, guiding upgrades in quality control (GMP practices, documentation, etc.). The financial team developed an investment plan, including capital expenditure for the new facility and projected returns from substituting imports and capturing new market share. We phased the strategy: immediate steps to optimize current operations and increase output of existing products, followed by medium-term actions (building the new plant, launching joint-venture products) and long-term initiatives (establishing in-house R&D for generics and biosimilars).

We delivered a set of clear recommendations. First, expand production capacity immediately by investing in new production equipment and adding shifts to maximize output from current facilities, capturing unmet local demand. Second, diversify the product portfolio by securing licenses or technology to produce high-demand drugs domestically – for instance, cardiovascular and diabetes medications – to reduce dependence on imports. For more complex or patented drugs, we recommended pursuing joint ventures with global pharma leaders, facilitating local manufacturing through tech transfer and shared investment (an approach supported by government policy). We also emphasized building in-house capabilities: investing in an R&D unit to develop generic formulations and a robust quality assurance program to meet SFDA and international standards. To support these moves, we advised the client to fully utilize government support, such as fast-track regulatory approval for local manufacturers and favorable procurement from the national supplier (NUPCO) for locally made drugs. Finally, we recommended workforce development initiatives, like specialized training for lab and production staff, to ensure the company can sustain high-quality output as it grows.

The strategic engagement put the company on a high-growth trajectory. By following our roadmap, the client has entered a partnership with a reputable international pharmaceutical firm, which is transferring technology for the local production of several important medications. This enabled the launch of new product lines, capturing a larger share of the domestic market. Within a year, the company’s output and sales grew substantially, contributing to an increase in the locally produced portion of Saudi Arabia’s medicine supply (closing the gap on the 70% import reliance). The client also improved its regulatory standing – it implemented stricter quality controls and successfully obtained SFDA approvals for new drugs in shorter time frames, thanks to priority review for local manufacturing. Financially, the company is seeing cost savings by substituting imported drugs with its own products and enjoying revenue growth from newly added therapies. Intangibly, the company’s reputation has risen: it is now recognized as a key player in advancing Saudi Arabia’s pharmaceutical self-sufficiency initiative. This strengthened position is attracting further investments and partnerships, setting the stage for sustained long-term success.