02-Work
Selected work.
Three assignments illustrate the recurring pattern of my career: being entrusted with an ambiguous or underperforming situation, taking responsibility for the underlying business problem and remaining accountable for what changed.
01-Business Building and Corporate Development
Helping build Benya into a multi-venture digital infrastructure group
Digital infrastructure holding company - Egypt and regional markets
Context
Benya was evolving from a legacy infrastructure and project delivery business into a diversified digital infrastructure group. The acquisition of systems integrator Equinox had created an important new capability, but the integration had stalled. At the same time, the group needed a stronger corporate identity, a coherent portfolio strategy and credible new businesses capable of supporting its next stage of growth.
Responsibility
Working from within the Chairman's Office, I was entrusted with responsibilities spanning corporate development, post-acquisition integration, business incubation, investment analysis and executive communications. The role required close coordination with the Chairman, group leadership, operating companies, strategic partners and prospective investors.
What changed
I led the integration of Equinox and led the strategic work behind the repositioning of the wider group as Benya. The new group narrative brought together its capabilities across systems integration, fibre manufacturing, marine cables, data centres and telecommunications infrastructure. I also helped incubate Benya Data Centres and Benya Cables. Benya Cables was developed in partnership with the Arab Organization for Industrialization, requiring the alignment of commercial, industrial and government stakeholders.
02-Turnaround
Rebuilding a failing healthcare venture into the business that became TrueBlue MD
Healthcare technology and services - Egypt, United States and Philippines
Context
Centro CDX operated a portfolio of technology-enabled ventures across several markets. The healthcare business, then operating as KeepWell, had become commercially derailed. Its proposition was unclear, its client base was fragmented and the wider portfolio was sustaining losses without a credible investment case.
Responsibility
As Managing Director, my mandate was to assess the portfolio, determine which businesses remained viable and create a path to recovery. This was not only a strategy exercise. It required decisions about capital allocation, organisational structure, market focus and which parts of the portfolio should be closed.
What changed
I led the portfolio review and discontinued activities that could not produce a defensible commercial return. KeepWell was rebuilt around a new institutional healthcare proposition. The company was repositioned from serving fragmented individual practices towards larger hospital groups and multi-site healthcare operators. The brand, commercial model, operating structure and go-to-market approach were redesigned. The business became TrueBlue MD, achieved approximately 20 times ARR growth, reached break-even within nine months and progressed to seed investment. The result was not simply improved performance. A failing product had been rebuilt into a focused and investable business.
03-Scale and Commercialisation
Turning a local event-services business into a regional multi-product technology company
Event operations and technology - Egypt, UAE and UK
Context
Macber had deep operational knowledge and a strong record of delivering event infrastructure, but the company was positioned primarily as a local services provider. Its revenue base was fragmented, its technology capabilities were not clearly productised and the operating model depended heavily on labour-intensive delivery. The underlying opportunity was larger than the company's market position suggested.
Responsibility
I invested in Macber and joined as an Equity Partner, taking responsibility across strategy, growth, technology commercialisation and regional expansion. The objective was to convert operational capability into a more scalable business, improve the quality of revenue and create assets that could support longer-term institutional value.
What changed
Macber was repositioned around a clearer set of products and regional capabilities. Commercial development shifted towards larger institutional clients and international organisers. I created Macber Expo, bringing registration, accreditation, badge printing, access control, hardware and onsite operations into a more coherent technology and delivery platform. Within Macber, I also created Comet as a customer-funded SaaS product. The product converted operating workflows in real estate, hospitality and service environments into recurring software revenue. The company expanded its commercial presence into the UAE and established a UK entity. Revenue doubled in each of two consecutive years, while the client portfolio moved towards larger regional and international organisations. AI-enabled workflows were later introduced across the operating model. The business moved from being a local contractor towards becoming a regional, multi-product technology and operations company.