05-Engagement

Engagement.

My primary identity is as an executive, operator and business builder. I also contribute through board and advisory responsibilities, executive education, speaking and selected institutional engagements where my experience is directly relevant to the situation.

01-Speaking

Speaking.

I speak about the decisions involved in building businesses, leading transformation and turning emerging technologies into commercial and organisational value. My contribution is most relevant to leadership teams, boards, investors, government institutions, executive education programmes and industry conferences seeking an operating perspective rather than commentary from outside the organisation.

Speaking themes

  • Building the next business: how established organisations identify, incubate and scale new growth platforms

  • From strategy to execution: why strategic plans fail when responsibility, operating structure and capital allocation are not aligned

  • Leading transformation: how organisations change without losing control of performance, people or institutional trust

  • AI beyond adoption: how AI changes work, organisational economics and operating models

  • Business turnaround: how to distinguish a recoverable business from one that should no longer receive capital

  • Operating across the UK and MENA: how leadership, investment and execution differ across markets

Selected speaking history

  • AIM Congress, Abu Dhabi: AI, competitive advantage and the transformation of SMEs into scalable and investable businesses

  • United Nations World Investment Forum: digital finance, financial inclusion and investment in emerging markets

  • Duke Corporate Education: Strategy and Innovation educator for enterprise and government leadership programmes

02-Training and Workshops

Training and workshops for senior leaders.

I design and facilitate executive learning experiences for government and senior corporate leaders.

These are not generic training programmes. They are designed around the decisions leaders are actually responsible for making, combining relevant frameworks with operating experience, discussion and applied problem-solving.

My work with Duke Corporate Education has included strategy and innovation programmes for senior corporate and government leaders in the Gulf, bringing together executive education with practical experience from building businesses, leading transformation and operating across complex organisations.

Areas of focus

  • Strategy and execution: Turning strategic priorities into operating decisions, accountability and measurable outcomes

  • Business building: Identifying, validating and scaling new growth opportunities inside established organisations

  • Transformation leadership: Leading organisational change while maintaining performance and institutional alignment

  • The AI economy: Understanding how AI is changing business models, organisational economics, work and competitive advantage

  • Innovation and commercialisation: Moving from ideas and experimentation to products, businesses and economic value

  • Executive decision-making: Making better decisions under uncertainty, complexity and competing organisational priorities

Formats

Programmes can range from focused executive workshops to multi-day leadership programmes, depending on the institution and the business challenge.

They are most relevant to:

  • Government leadership teams

  • Senior corporate executives

  • Executive committees

  • High-potential leadership cohorts

  • Family business leadership teams

  • Transformation and strategy leadership groups

The objective is not simply to introduce a framework. It is for leaders to leave with a clearer understanding of the problem they are facing and better judgement about what to do next.

03-Executive, Board and Advisory

Executive, board and advisory roles.

I consider executive appointments, non-executive positions and a limited number of advisory responsibilities where my operating experience can make a material contribution. My background is particularly relevant to:

  • Organisations moving from one stage of growth to another

  • Founder-led or family-owned companies preparing for greater institutional scale

  • Private equity-backed businesses requiring transformation or professionalisation

  • Corporate groups building new ventures or revenue platforms

  • Technology-enabled businesses that need stronger commercial execution

  • Organisations operating between the United Kingdom and MENA

  • Boards examining growth, capital allocation, operating models or emerging technology

I bring a combination of multinational governance, direct operating responsibility, venture building and experience working alongside founders, chairmen, investors and senior leadership teams.

04-Contact

Contact.

For executive appointments, board roles, speaking engagements, media commentary or institutional collaboration:

I am based in London and work regularly across Egypt, Saudi Arabia, the United Arab Emirates and Qatar.