A broken tap makes a modest demand on the imagination. Someone must find the problem, arrange a visit and get the water to behave. The paperwork can be less cooperative. Abdullah AlDaij’s business began close to that familiar irritation, connecting customers with maintenance providers. Then he widened the question. What happens when the person arranging the repair is responsible for an entire property portfolio?
That change in perspective runs through the story of Munjz. A booking has a beginning and an end. A building keeps producing work. AlDaij, the company’s founder and CEO, moved from helping people arrange individual jobs toward helping businesses manage the operations around them. The tap remained a tap. The customer’s responsibilities became much larger.
An engineer, then a booking
AlDaij came to entrepreneurship with a bachelor’s degree in aerospace engineering from King Fahd University of Petroleum and Minerals. His earlier experience included civil aviation and Aramco, with work in standardization engineering and quality assurance described in Munjz’s early company profile. He had also worked in construction and home maintenance. His background crossed the space between technical systems and the people expected to keep them running.
It is tempting to make an aerospace degree do all the explanatory work. Aircraft, buildings, maintenance: the connections are inviting. But the more useful detail is the original customer promise. Munjz’s early description offered a list of services, with price and time visible when a customer selected a job. There was a practical ambition inside that small interface: make an uncertain transaction easier to understand.
The company dates its beginnings to July 2017 in Dammam. Its early pitch concerned homes and facilities, rather than an abstract future for real estate. A customer needed work done; the platform helped arrange it. Even a very ordinary repair becomes more appealing when it arrives with fewer telephone calls attached.
Eleven companies, one room to grow
By September 2019, Munjz had joined the Misk Growth Accelerator, organized with Seedstars and Vision Ventures. It was one of eleven selected technology startups from the region. The program included bootcamps, coaching and a Riyadh demo day, with attention to growth processes, leadership, talent and fundraising. Munjz entered as an on-demand marketplace for home services and related equipment.
This gives AlDaij’s story a social setting. There were other founders working through their own questions, and a program built around companies that already had customers. The task was to learn how to grow. For a maintenance marketplace, that question involves the availability of professionals as well as the attractiveness of the app. A booking button cannot attend an appointment.
In May 2020, Munjz was operating across thirteen Saudi cities. AlDaij discussed plans to reach twenty-five, with possible expansion into other Gulf markets later. He also described plans for Munjz Academy, intended to train Saudi technicians and bring them onto the platform as freelancers. The proposal put earning opportunities and practical skills inside the expansion story.
Those were plans stated at the time. Their significance is the attention they gave to the people doing the work. The platform needed customers, but it also needed capable professionals. AlDaij was considering both ends of the transaction. Software might make the introduction quicker; someone would still have to turn up with the tools.
- 2017A maintenance marketplace begins in Dammam.
- 2019Munjz joins the Misk Growth Accelerator.
- 2021The model moves toward business customers.
- 2023Funding and six strategic partnerships follow.
- 2025CONNECT by Munjz is presented in Seoul.
The customer changed. The work stayed.
In November 2021, Munjz shifted toward a business-focused property technology model. Its software brought properties and their operations together for owners and managers. The original service marketplace became part of a broader offering. A company that helped arrange maintenance was now addressing the management of the places that required it.
Consider the difference in the questions a customer asks. For an individual booking, price and availability may be enough to start. For a manager, a job can also belong to a budget, a supplier relationship and a record of work across several sites. This is an illustration of the operational problem: the same physical repair can sit inside very different administrative responsibilities.
The pivot preserved something useful from the earlier business. Munjz had already built relationships with service providers. By March 2023, AlDaij described a network of more than 3,500 providers working with the company across fifteen Saudi cities. Business customers could access that network alongside the management platform.
“providing software and services at the same time”Abdullah AlDaij, March 2023
The phrase captures the company’s logic. Recording a maintenance request and finding someone to complete it are connected tasks. Bringing them closer together creates a different proposition from selling access to software alone. It also gives the early marketplace a continuing role in the later business. A change of direction can carry some of the old equipment with it.
Money, colleagues and a different company
Munjz announced a $5 million investment round in February 2023. Participants included Vision Ventures, Almajdiah Investment Company and Watheeq Proptech Fund. At that point, the company reported 4,000 units onboarded and seventy-five active corporate accounts. These figures belong to that announcement, an early snapshot of the business after its change of model.
Money supplied a new set of obligations alongside the resources. AlDaij discussed using the investment for product development and the team required to serve a different customer. That is a revealing operational point. A business model lives in people’s jobs as well as in a presentation. Changing who buys the product changes what the company must know how to do.
The team photograph is a useful interruption to the solitary-founder version of events. AlDaij sits with chief operating officer Jassem Al-Omran and chief technology officer Ali Alhammali. Their titles describe three parts of the same undertaking: deciding where the company is going, making its operations work and building the technology customers use.
Investor Khaled Zaidan also described evaluating Munjz with attention to its team, its combination of technology and services, and its existing backers. The company’s relationships extended beyond the founding group. The growing business involved people who understood property, capital and the daily delivery of work.
Six signatures at Cityscape
In September 2023, Munjz announced six strategic partnerships signed at Cityscape Global. The list included Osus Real Estate, Innovest Real Estate, Jawdah Real Estate, Deal App, Aqar App and Nawat Investment. Developers, property applications and investment were represented. The agreements placed the platform nearer to businesses already involved in Saudi real estate.
A signing photograph makes partnership look wonderfully simple. Two people, two folders, one handshake. The useful work comes afterward: fitting a platform into the routines of organizations that already have properties, employees and customers. For AlDaij, the agreements followed naturally from the decision to serve operators with a wider set of responsibilities.
The central proposition remained coordination. Owners, managers, residents and service providers have different reasons to care about the same building. A shared place to handle operations can make their work easier to follow. A property is physically one place; its administration can be scattered across many people.
Munjz’s platform connects these roles around property operations.
A first idea is allowed to grow up
Asked about his entrepreneurial lessons in October 2023, AlDaij warned against becoming attached to the initial idea. He also emphasized acting before a product or moment feels perfect. His company’s history gives those observations a specific setting. He had changed its model while keeping the maintenance problem in view.
“not to become sentimentally attached to one’s initial idea”Abdullah AlDaij, October 2023
That advice allows for a less theatrical version of entrepreneurship. A founder can revise the plan without needing a grand conversion scene. Serving one customer may reveal a related customer with a larger problem. The decision still requires judgment: what to retain, what to build and whom to hire. Flexibility becomes consequential when it changes those choices.
The business AlDaij leads today presents CONNECT as a cloud platform for property and facilities management. Its public offering covers work orders, assets, inventory, vendors, contracts and reporting. The breadth makes the original booking proposition look like an early view through a smaller window. The repair remains visible, surrounded now by the operations needed to manage it.
A Saudi product on a Seoul stage
In December 2025, AlDaij represented Munjz and CONNECT by Munjz at COMEUP in Seoul. He described presenting the product to the Korean technology community as part of plans to build a global product and enter new markets. The appearance added an international setting to a company rooted in Saudi operations.
A product presentation abroad opens a new conversation. It asks whether an approach developed around one market can interest people elsewhere. AlDaij’s stated ambition was to expand the company’s reach and build strategic partnerships. The next chapter depended on translating that ambition into work, just as the earlier pivot had.
His story keeps returning to the scale of responsibility. First, a customer needs a job completed. Then a manager needs a property organized. Later, a founder asks how far the product can travel. Each question grows out of the previous one. Somewhere inside that expanding business, there is still a repair to arrange and a person waiting for it to be done.