Mobility, transport and business transformation for asset-intensive organizations.
Helping leadership teams, investors and public-sector stakeholders unlock growth, optimize operations and lead complex mobility businesses.
Strategy and advisory executive with over 15 years of experience supporting leadership teams, investors, and public-sector stakeholders on transformation and performance improvement across asset-intensive sectors. Work sits at the intersection of strategy, operating-model design, and execution, with a track record advising on large-scale portfolios, complex regulatory environments, and multi-country programs. Known for a pragmatic, data-driven approach to growth, efficiency, and governance challenges, combining senior-level advisory perspective with deep operational understanding to translate strategic intent into measurable outcomes.
I focus on practical, outcome-driven problem solving, working closely with leadership teams to clarify priorities, structure decisions, and ensure effective execution. My approach combines strategic thinking with operational discipline, ensuring that recommendations are not only well designed, but also realistic, implementable, and measurable. I believe strong results come from aligning strategy with execution, building clear accountability, and creating solutions that deliver sustainable business impact rather than short-term fixes.
I believe strong leadership is built on clarity, discipline, and sound decision-making. In complex businesses, sustainable success rarely comes from quick fixes or short-term reactions, but from strong foundations, consistent execution, and the ability to make high-quality decisions under pressure. Leadership is not only about setting direction, but about creating trust, alignment, and momentum that allows organizations to scale with confidence.
I work with business leaders, investors, and senior executives to turn strategy into measurable execution. This includes growth strategy, operating model design, transformation roadmaps, performance improvement, and scale-up planning across complex and asset-intensive businesses.
With over 15 years of leadership across automotive, mobility, transport, leasing, and fleet operations, I advise organizations on fleet strategy, leasing models, electrification programs, asset lifecycle management, logistics optimization, and transport compliance.
I advise international companies, founders, and investors entering the GCC market on strategic setup, local market positioning, and execution planning — navigating regulatory frameworks, stakeholder engagement, partnership strategy, and operating model design.
Senior-level support to business leaders facing complex and high-impact challenges. This includes diagnosing issues, structuring decisions, and working through critical situations where clarity, experience, and sound judgment are required to move forward with confidence.
I work with investors, boards, and senior decision-makers on strategic reviews, due diligence, operational assessments, and transformation opportunities — supporting investment decisions, turnaround strategies, business scaling, and leadership alignment.
Artificial intelligence is reshaping organizational life. Decision cycles are shortening, information is becoming more accessible, and tasks once dependent on human judgment are increasingly automated. Most discussions focus on capability — what AI can do, how quickly it can be deployed, and where efficiency gains can be captured. Far less attention is paid to the real constraint: people.
There is a growing tendency to view AI as a corrective force — something that will compensate for human inconsistency, bias, or poor decision-making. This is a misunderstanding. AI does not remove ambiguity; it exposes it faster. It does not replace leadership; it demands clearer leadership.
Organizations with weak alignment, unclear decision rights, or poor accountability will not be rescued by technology. They will experience their existing problems at greater speed and scale. That is why my work on AI adoption starts with the operating model — who decides what, on what evidence, and who is accountable for the outcome — before it touches tooling.
AI will change how organizations work. But people will determine whether it works.
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Request the full pieceWith over 15 years of executive leadership across mobility, transport, and asset-intensive businesses, I have led multi-country operations, managed AED 1B+ asset portfolios, and delivered large-scale transformation across the GCC. My experience spans corporate leadership, investor advisory, public-private stakeholder engagement, and strategic execution across complex operating environments where performance, speed, and decision quality are critical.
I have worked closely with senior executives, investors, founders, and government stakeholders on growth strategy, operating model design, cost transformation, fleet optimization, market expansion, and business scalability. My background combines hands-on operational leadership with strategic advisory, allowing me to bridge the gap between high-level vision and practical execution.
Most of that experience was earned inside the P&L rather than alongside it. I have carried accountability for a AED 1B+ asset portfolio across three markets through electrification, market entry, and cost transformation at once — which means I know what those programmes cost an organisation in practice: which assumptions fail first, where capability runs out before capital does, and how long alignment actually takes to rebuild after a structural change. That is the perspective I bring to a board or leadership team weighing the same decisions.
As Vice President of Columbia Business School UAE Chapter and an advisor to GLG and AlphaSights, I support organizations in navigating high-value strategic challenges with clarity, commercial discipline, and measurable outcomes.
I hold an MBA in International Business and a BSc in Industrial Engineering, with executive programmes in General Management and Digital Marketing from Columbia Business School, Six Sigma Green Belt certification, and corporate risk management training from Ernst & Young.
Contributed to the Al-Futtaim COP28 UAE project across planning and acquisition through to mobilization and everyday logistics, supporting the sustainable transport commitment behind the summit.
Four-time winner of the DAST awards, under the patronage of HH Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, in Transportation Safety, Mobility Management and Environmental Protection.
A focused review of a defined problem — growth, cost, operating model, or fleet performance. Interviews, data review, and a written set of findings with prioritised recommendations and an execution sequence.
A standing relationship with a CEO, board, or leadership team. Regular sessions on live decisions, plus availability between them. Suited to organisations in transformation or entering the GCC market.
One-off calls for investors, funds, and corporates needing sector insight on automotive, mobility, transport, leasing, or fleet in the GCC. Available directly or through GLG and AlphaSights.
Every engagement starts with a short, no-obligation call. It is a working conversation, not a pitch — by the end you should know whether I am the right person for the problem, and if so, what a scope would look like.
I support senior leaders, investors, and organizations navigating complex strategic decisions across mobility, operations, transformation, and growth. Whether you are scaling a business, entering the GCC market, optimizing performance, or evaluating strategic opportunities, I provide practical executive insight grounded in real operating experience.
