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M E N A' S 1 0 M O ST E M P OWE R I N G B U S I N E S S L E A D E R S TO W ATC H I N 2 0 2 5

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DECEMBER 2025

MANAGING DIRECTOR - MIDDLE EAST & AFRICA AT VERSUNI

'TURNING HOUSES INTO HOMES' Beyond Appliances: How Versuni is Elevating Home Living Standards Across MEA

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Leaders Igniting the Middle East and North Africa's Next Chapter In all corners of the Middle East and North African area a new wave of strong, unique leaders have entered the market. They are changing the way we define leadership in an agile, empathetic world, and in doing so they are leading by example in driving growth and innovation. Their influence stems from a combination of cultural understanding, strategic vision, and commitment to developing opportunities beyond just their organisation. These leaders also possess the ability to elevate the people they lead while creating forward momentum. Their unique view on leadership challenges archaic ways of thinking about leadership and encourages inclusion, talent development, and cultivating an ecosystem of ambition, rather than restriction. By following the lead of these dynamic leaders and continuing to do so, the MENA area will set its course for the future based on collaboration, sustainability, and long-term thinking, principles increasingly important in the dynamic economic landscape of the MENA area. At CIO Views, we honor these empowering leaders by dedicating this issue titled “MENA's 10 Most Empowering Business Leaders to Watch in 2025” to them. Featuring as the cover story, we have covered the successful & motivating journey of Burak Aktug, Managing Director Middle East & Africa at Versuni. We have also included the inspiring stories of Azmi Zulkifli, CEO of InvestKL; Anastasia Kuzmenko, Group Head of Marketing & Communication at IEC Telecom Group; Marloes Knippenberg, CEO of Kerten Hospitality; Boaz Levi, CEO of Israel Aerospace Industries; Maryam Rastegar Poor, Director of Melodica at Melodica Music Academy; Ghizlane Tazi Mouden, General Manager at Noor Fès Organic Extra Virgin Olive OIL; Sumesh Satyan, CEO of Leisung Technologies LLC; Nabil Batawi, Group CHRO at Alkhorayef Group; and Ghassan Ayidh, Managing Director of OxMar Partners. CIO Views is a business magazine that mainly focuses on business leaders, their journey, views on current economic states, and all other relevant subjects that refer to the business world. Our goal is to be a leading source of information dedicated to providing our readers with detailed perspectives and views of successful business leaders who are transforming the business outlook and redefining their goals. With exclusive editions on various industries like software, education, healthcare, technology, real estate, and many more, CIO Views is driven to promote excellence in the world of business.

info@cioviews.com Happy Reading!

Mousmi

Mousmi N.

COVER STORY

10.

Burak Aktug

CONTENTS

22. Muhammad Azmi Zulkiﬂi

26. Anastasia Kuzmenko 32. Marloes Knippenberg 36.

Boaz Levi

46.

Ghizlane Tazi Mouden

52.

Sumesh Satyan

56.

Nabil Batawi

62.

42. Maryam Rastegar Poor

Ghassan Ayidh

COVER STORY

BURAK AKTUG Beyond Appliances: How Versuni is Elevating Home Living Standards Across MEA

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Managing Director - Middle East & Africa at VERSUNI

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COVER STORY

Beginning his career in highly diverse, multicultural environments, Burak quickly discovered that collaboration was the only true path to progress. Later, managing complex assignments in volatile markets strengthened his adaptability and reinforced a core belief: meaningful decisions are guided by values as much as by metrics. These formative experiences shaped a leadership philosophy rooted in resilience and empathy, qualities that continue to deﬁne Burak's approach today. At Versuni, his values ﬁt right in. The company's purpose is to turn houses into homes. It's not just about appliances. It's about trust with consumers and improving their everyday lives. For Burak, integrity and accountability matter most. So does the drive to keep getting better. That's how he leads, and how he wants his teams to serve people across the region. How Versuni Bridges Global Vision with Local Realities Versuni is a leading name in home appliances, with a history spanning more than 130 years. It started as part of Royal Philips and became an independent

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company in 2021 under global investment ownership. Its product categories today cover kitchen and coffee appliances, climate control, garment care, floor care, and healthy cooking. With operations in over 100 countries and more than 900 patents, Versuni continues to strengthen its leadership in the industry. Burak sees his role as Managing Director as connecting the company's global vision with the region's diverse local markets. The company follows a unified global direction. Yet he believes that it must also adapt to regional realities to stay relevant and practical. Under his leadership, Versuni has become the market leader in small domestic appliances across the Middle East. In the Gulf region, there is great interest in premium and connected products. Meanwhile, the focus in developing countries has shifted towards accessibility and strong service coverage. Thus, the approach Burak takes is to tailor the company's products to fit local lifestyles, rather than providing the same designs everywhere. He prioritizes flexibility while preserving the brand's global identity.

Finding that balance is key, he says. It helps Versuni stay true to its purpose, " to make life at home better, healthier, and easier, which remains relevant everywhere.” Key Operational Challenges Managing premium brands across the Middle East is not easy. Some major challenges here are currency ﬂuctuations, logistical bottlenecks, and evolving regulations. To handle these issues in the market, Burak explains, Versuni needed to be agile. When global supply chains became disrupted, the business shifted to a more agile way of planning production and distribution. They also fostered much stronger distributor relationships and leveraged data to predict demand better. All of this stabilization helped maintain business trust with their partners.

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Versuni is a large company, generating more than €3 billion in annual global sales. With this scale comes both strength and responsibility. People who buy Versuni products expect top-quality, dependable performance. This includes appliances such as the Philips Airfryer, which promotes healthier cooking. Another example of it is the Philips Fully Automatic Espresso Machine, which recreates café-style coﬀee at home. For Burak, keeping things running smoothly, known as "operational excellence," isn't just about being super-eﬃcient. It's really about ensuring they always deliver on the reliability and quality customers expect from the brand. No wonder Burak is recognized as one of "MENA's 10 Most Empowering Business Leaders to Watch in 2025." He really knows how to keep all the balls in the air

COVER STORY

"The principle is simple," Burak notes, "empower teams to act fast while ensuring every innovation reﬂects our DNA of quality, sustainability, and trust."

clothes. And then there's their air purifier that uses AI technology. That dedication to progress is simply unmatched. At Versuni, they're not just innovating for the sake of it. They do it to create these meaningful solutions that genuinely make life better and easier for people at home. while blending vision, adaptability, and a relentless focus on excellence. A Testing Time for Resilience in A Leader The region has often been a litmus test of resilience amid geopolitical challenges. Burak recalls a time when a substantial shift within a couple of markets made planned sales irrelevant overnight. The solution was not to simply find a quick fix. It was to jointly acknowledge, communicate transparently, and work together to find solutions. At Versuni, they stabilized operations through teamwork, patience, and trust. That moment reinforced Burak's view that resilience is not a single process of overcoming adversity. When teams are mobilized to work together against uncertainty, real strength begins to grow. Keeping Innovation Real at Versuni At Versuni, innovation isn't just something that happens only in the research lab. It's part of everything the company does. They're constantly redefining what's possible at home. For example, they have developed the world's first no-burn steam iron with OptimalTEMP technology. Now, no more scorching

Innovation also means they have to be quick on the draw in how they actually work. Burak encourages setting up these cross-functional teams that he calls 'squads.' Such practices bring together marketing, sales, and operations people to test new ideas quickly. Sometimes that means creating special product bundles for Ramadan. Other times, it means speeding up e-commerce adoption. "The principle is simple," Burak notes, "empower teams to act fast while ensuring every innovation reflects our DNA of quality, sustainability, and trust." Agility is about creating speed while keeping everything consistent and reliable. Sustainability isn't an Afterthought! If innovation drives progress at Versuni, sustainability is never far behind. It is the core of their business model. They design every product to be energy efficient, recyclable, and built with considerations of circularity. They are always trying to 'do more with less.' That means reducing plastics in packaging and creating appliances that use less energy. The whole idea is to keep the environmental impact really low while giving customers the maximum benefit.

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As a leader, Burak stays cautious while making decisions. His choices always strike a balance between commercial results and environmental responsibility. At Versuni, sustainability is not seen as merely meeting targets or obligations. It is a commitment to a long-term growth driver and a promise to future generations. Putting Customers at the Pulse of Growth Understanding consumers sits at the core of Versuni's growth strategy. Instead of relying on assumptions, the company invests heavily in real feedback loops that reveal how people cook, clean, and live each day. This insight guides the development of intuitive, connected appliances designed to simplify routines and add meaningful value. Equally important is the strength of the relationship beyond the purchase moment. Versuni maintains a solid network for spare parts availability and dependable service coverage across the region, essential pillars of long-term trust and brand loyalty. HomeID, meanwhile, plays a diﬀerent but complementary role. It serves as a digital community that deepens

Versuni's engagement with consumers, oﬀering personalized experiences, hundreds of recipes, and smart features that enhance how products are used over time. By combining insight-driven product design, reliable service infrastructure, and ongoing digital engagement through platforms like HomeID, Versuni ensures that customer trust fuels sustainable growth. Moving Versuni from A Supplier to A Trusted Partner When asked about one of his proudest achievements, Burak highlights one massive change. The transformation of how the company moved from being just a transactional supplier to a trusted partner in the region. It became a go-to name that distributors, retailers, and service providers can truly rely on for long-term value. However, this change didn't happen overnight. It rests on three main areas. Those dimensions are empowering employees, building culturally resonant marketing campaigns, and strengthening operational reliability. Employee engagement and recognition programs have demonstrably heightened motivation and engagement. Initiatives that are

"Be curious, be courageous, and never compromise on your integrity." 1 6 | DECEMBER 2025

locally rooted, such as traditional coﬀee customs, have deepened relevance to the brand. Operational projects that have enhanced last-mile delivery and reworked distributor relationships have raised the bar for eﬃciency. Taken together, these steps have strengthened Versuni's presence and credibility across the Middle East and Africa. The company has cemented its leadership in small domestic appliances and expanded its market share. Partners now view Versuni as a long-term collaborator committed to shared success rather than short-term transactions.

COVER STORY

discipline, clear priorities, and the ability to let go when needed.

about showing up with clarity and energy when it matters most. The Three Must-Have Qualities for Modern Leadership

Finding Balance in a Busy World

He makes a point of carving out time for his family and his personal wellbeing. These are the moments that help him stay grounded and focused. At the same time, he trusts his teams to lead with independence, so no one needs to be micromanaged.

Many people often say there's no perfect work-life balance. Burak agrees. For him, it's more of a journey than a destination. As a Managing Director, his responsibilities are weighty and wide-ranging. What keeps him steady is a mix of

This approach creates space for everyone to breathe and ﬂourish. It also lets Burak stay fully present, in both professional and personal spheres. As he often reminds his colleagues, being a good leader has less to do with working nonstop. It's

For Burak, this achievement reﬂects what Versuni stands for: driving global appliance innovation, delivering consumer-focused solutions, and creating enduring value across the region. In essence, he has helped build a company that people trust, not just buy from.

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Burak feels that, to really change the game in today's home appliance world, you need three essential traits. They are, in his words, vision, empathy, and courage. Vision allows one to look ahead and ﬁgure out how technology, people's day-to-day lives, and the push for sustainability are going to change. Empathy ensures that whatever decisions the leadership team makes really connect with employees and customers alike. It's

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COVER STORY

He wants stronger teams, more sustainable practices, and innovations that truly improve everyday life. Technology will keep changing how we live at home, and he knows that. Still, what matters most is how these changes make life easier, healthier, and more enjoyable.

about truly understanding people. Courage enables bold moves, whether investing in breakthrough innovation, restructuring for agility, or taking a stand on sustainability. At Versuni, they lead with these qualities every day. Result? Along with developing smarter, more sustainable appliances, the brand remains consumer-centric. Burak feels that incremental leadership is no longer enough. Just doing a little better than last year isn't cutting the mustard.

At Versuni, the purpose extends far beyond creating appliances. The company's ambition is to help people enjoy better living at home by shaping spaces where ease, comfort, and meaningful moments naturally unfold. Every innovation is designed to reduce the time and eﬀort spent on daily tasks, giving individuals more space to focus on themselves and the people they care about.

True transformation really needs leaders who can see around the corner, connect with people's needs, and then act decisively. That's the real diﬀerentiator.

This philosophy comes to life in many forms: climate-care solutions that maintain year-round comfort, kitchen appliances that simplify healthy cooking, ﬂoor-care tools that create a sense of calm and order, and coﬀee systems that bring a caféquality experience into familiar surroundings. Each product is built with one intention to elevate everyday living with thoughtful, reliable, and intuitive design.

Shaping Tomorrow's Leaders Mentorship means different things to different people. While some see it as a career fast-track, others consider it a mandatory chore. To Burak, it is a responsibility he takes seriously. At Versuni, he champions initiatives to provide platforms for young leaders. The intent is to thrust them into their own projects and learn by doing. Instead of rote instruction by bookish theory, this industry leader shares real-world experiences with them. Stories of both success and failure. So, they can understand the realities of leadership. Burak's advice to the aspirants is, "Be curious, be courageous, and never compromise on your integrity." Over the years, he has crystallized one absolute thing. Titles and roles are just temporary trappings. But the values one embodies will define one's legacy. We must say what a beautiful epiphany to lead by. In a global company with a footprint in over 100

countries and 6000 employees, valuedriven leadership is what truly diﬀerentiates successful leaders. Building a Lasting Legacy "Actions speak louder than words." This perfectly sums up the legacy Burak wants to leave. It has threefold.

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For Burak, the legacy he aims to build is anchored in this vision. He seeks a future where innovation is connected, sustainable, and deeply human, enabling people to spend more time on what truly matters. "If we get this right," he reﬂects, "Versuni will not only lead in the home appliance sector but also help redeﬁne what home truly means.”

MUHAMMAD AZMI ZULKIFLI An International Market Strategist with a Proven Work History

enowned for his wide exposure to international markets and engagement with global multinational companies, Muhammad Azmi Zulkiﬂi, fondly known as Azmi is the face of business in Greater Kuala Lumpur. He joined InvestKL, an Investment Promotion Agency focused at attracting multinational companies to establish their regional hubs in Greater Kuala Lumpur in 2012 as a Director of Investor Relations for Europe. Today, Azmi holds the position of CEO position at the agency. Prior to InvestKL, Azmi was with MISC Berhad, a world leading provider of energy related maritime solutions and services and a subsidiary of Petronas, for 16 years. There, he held various management

positions across commercial business, business planning and transformation, and operations. When he ﬁrst read the job description for his role at InvestKL, he recalled thinking, "Wow, this is special." He says, "I was ready for a new challenge; a new environment, and I knew that this was an opportunity I wanted to pursue. InvestKL's goal was one of the many initiatives to support Malaysia's Vision 2020." He's met a lot of interesting individuals and worked with a great team of experts, so there's never a dull moment. There was also the opportunity to travel to other parts of the world to engage an international audience, particularly investors about Greater Kuala Lumpur's investment

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opportunities. By 2020, the agency has successfully met its original aim of luring 100 Fortune 500 and Forbes 2000 companies. “I am also pleased to report that the team has secured over RM2 billion in new investments as of the ﬁrst half of 2021. It's a strong start toward InvestKL's 2030 objective of securing a total of RM20 billion in new investments.” said Azmi. The Inception Story Malaysia's goal was to become a high-income country with a competitive, healthy, and resilient economy by 2020. Kuala Lumpur, Malaysia's economic capital is a vital pillar and contributor to the country's GDP. In 2010, Greater Kuala Lumpur was identiﬁed as an engine of

CEO, InvestKL

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wants externally to ensure clarity and continuity in the team's communication for businesses to run during the pandemic. "Despite the ups and downs and the many late nights and weekends, I am extremely proud of the team," says Muhammad. The team has responded positively by demonstrating sheer resilience in their duties. He adds, "Albeit all that, we saw innovative ideas and unorthodox approaches in how we continue to drive our business." InvestKL economic growth and designated as a National Key Economic Area under Malaysia's Economic Transformation Plan, much like many great countries have their iconic cities. Greater Kuala Lumpur had great potential, but the driver of the initiative remains a question, "How do we move away from the middleincome trap, attract top global companies when neighbouring countries are aggressively doing so, and how do we support the creation of high-skilled jobs with brain drain becoming a top concern?" And that's how InvestKL was established in 2011 with an important role in promoting Greater Kuala Lumpur as a leading regional investment hub in Asia. It was our role to attract, facilitate, and service 100 large multinational companies into Greater Kuala Lumpur while delivering a strong knock-on impact on the economy as well as the high-income, knowledge-intensive jobs they could potentially create. Staying Stable during Setbacks In a fast-paced environment where collaboration is key, and in between

everyone juggles expectations and deliverables, setbacks are part of the journey. "On a positive note, one should view setbacks as opportunities and a stimulus that could be spurred into something great," says Muhammad. At InvestKL, management uses scenario planning to predict and respond to changes in a coordinated manner. He enjoys encouraging his staff to step outside of their comfort zones and take on new challenges. The company's success today as a top investment agency, as recognised by Site Selection in 2019, 2017, and 2015, is due to the learning, expertise, and experience gained. Muhammad recalls, "We were all awakened to the shock of running our business during a pandemic. At the onset, people are grappling with how far-reaching or how long the uncertainty will persist." With such a realization, leaders would then need to respond decisively on two different foundations – internal and external. As Azmi finds, the first one is the importance of rallying the team together and planning for a robust approach moving forward. Also, he

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InvestKL continues to attract worldwide multinational corporations (MNCs) and fast-growing companies to Greater Kuala Lumpur to build regional services centres. The focus is on enterprises from Greater Kuala Lumpur that provide high-value, high-tech, and high-impact services and want to expand their reach into ASEAN and/or Asia Paciﬁc markets. Consumer technology, smart technology, healthcare, industrial automation, engineering services, and oil, gas, and energy are among the industries of focus. Overall, via its ease of doing business initiative, it assists investors by supporting the establishment of regional centres. InvestKL also owns two initiatives that started in early 2021. Greater KL (GKL) Live Lab was launched to position Greater KL as an innovation and ideation smart city, acting as a testbed where foreign companies experimenting with new and disruptive ways to solve the most challenging problems in the world today can bring their ideas to life while collaborating with local players. Fit4Work on the other hand isa talent

training programme to enhance the essential skill sets of young Malaysian graduates required for the Global Services Industry.

enjoyable work environment. During the epidemic, the corporation developed IKLCares, a programme aimed at helping people who are less fortunate.

Advice for Young Lads

Achievements of InvestKL InvestKL has progressed well over the years with a track record of delivering the numbers, eﬀorts recognised and moving into the future hold bigger responsibilities to support the national agenda." The 100 companies that picked Greater Kuala Lumpur as their Asian headquarters did so because they respected the city's foundations and prospects. All of this, however, would not have been possible without the hard work and dedication of the InvestKL team in serving the country.

The workforce at InvestKL is diverse, yet they work together to achieve a single objective, guided by a spirit of public service and a culture of conscientiousness. The principles of InvestKL reﬂect this: being resultsdriven, client-focused, working as a team, having integrity and ownership in everything, and understanding the signiﬁcance of getting things done. As per Muhammad, these values are the core guidelines that helped build the team into the dynamic and determined organisation that it is today. Creating Greater Impact

As per Muhammad, work-life balance resonates deeply in people's culture. He opines, "As a leader of this agency, the well-being of the team is my utmost priority, and I strive to create a safe, supportive, and compassionate work environment."

For Muhammad, in an organization, the hard targets are a measure of success. It's about a company demonstrating the ability, eﬃciency, and tenacity to hit the numbers consistently. That is the fundamental measure of success. He asks, "When an organisation is built on a strong fundamental, leaders then need to look beyond the numbers. What next?" He further adds that an organisation needs to look at the greater impact of the activities that they conduct. This is measured through the positive spill-over eﬀect that an investment brings to the country. A global metropolitan site like Greater Kuala Lumpur would be driven by ecosystem growth, promoting innovation, and creating high-skill jobs.

InvestKL Recreational Club (IRC) was developed to increase team engagement through team events, outings, celebrations, and more as part of its mission to build an

According to Muhammad, InvestKL's path towards environmental, social, and governance (ESG) would be the driving force behind all the company does. He emphasizes, "A greater good

Muhammad admires the diversity of people who join to pursue a common goal: to make Greater Kuala Lumpur a top and preferred investment location for huge international corporations. Based on a decade of experience, expertise, and insight, InvestKL is prepared to manage new diﬃculties and seize all opportunities in the future. Values that Create Progressive Workplace

needs to be done; a positive change has to be made to ensure that each and every one of us takes the sustainable journey forward."

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"Believe that you are important and that you bring something unique to the table – diversity is a strength," says Muhammad. "Planning gives you a clear direction, drives you and perhaps even motivates you, but the journey is much more rewarding." Muhammad suggests, "Another would be taking a leap of faith and trusting your instincts. Do not view your setbacks too harshly, but instead reﬂect and learn from those experiences. Success, on the other hand, is a door to a bigger opportunity – keep it up. Lastly, keep your focus right, invest in yourself, and seize opportunities to accelerate your learning curve. You'll most certainly achieve anything you set your mind to." The Prospects for InvestKL Moving forward, the 10-year strategy plan by 2030 is focused on attracting regional high-quality, high-impact, technology-oriented investments in new development sectors that are also compatible with environmental, social, and governance goals. This is also in line with the New Industrial Master Plan in Malaysia. The successes of the last decade have carved a clear route forward, and InvestKL has set a new target of securing RM20 billion in new investments and recruiting the next 100 multinationals and fast-growing companies to Greater Kuala Lumpur by 2030, or. A feat that Muhammad is conﬁdent InvestKL will achieve.

ANASTASIA KUZMENKO Spreading the wings of her company in different continents

iving into the marketing industry

Anastasia has always been attracted by mysteries. As a child, she sincerely believed in magic, and it remains close to her heart to date. She adds, “I simply deﬁne it diﬀerently. I believe that life is an adventure, and everyone is a wizard in charge of his fortune. Marketing is my magic wand. It combines the rational, like budgeting and planning, with the irrational, like design and copywriting, to deliver an impactful campaign - changing behaviors, creating new names, inspiring action.” She believes that the industry has a lot of hidden potential that can revamp the whole world. She stresses the

point and shares, “Every time we launch a project, I can't hold my excitement. While I sit behind the screen, sending emails and tracking results, our messages are being spread in the world outside, creating a new reality. Do you know of any other industry having a similar eﬀect?”

agency, servicing a wide range of clients from the corporate and the government sectors. Following that, she shifted to in-house marketing, being employed, ﬁrst, in business aviation, and later, in the energy sector.

Anastasia started her career while she was still studying at the university. She grabbed a part-time job with a PR agency that services one of the major airports in Ukraine. Thus, she was engaged in international projects from the very start of her professional journey.

She climbed the ladder of success and joined forces with IEC Telecom Group in 2017. She says, “Choosing the leadership path felt very natural. I was raised in an entrepreneurial family, so I inherited the principles of accountability and respect for hard work with my mother's milk. I simply can't imagine myself acting in a diﬀerent way. If I see an opportunity, I give it my best shot.”

At the age of 23, she moved to Dubai, where she worked, ﬁrst, in an events

She feels fortunate to have achieved the position through her sheer hard

Evolving into a mature leader

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Group Head of Marketing & Communication, IEC Telecom Group

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work and commitment. Thus, to date, for her, being the ﬁrst marketer and the ﬁrst woman in the history of IEC Telecom Group to be admitted to the Board has been her biggest recognition. Never fear the challenges Anastasia believes that challenges are an integral component of growth, and if a person is looking to widen his or her horizons, then he/she should be ready for change. Marketing has proven to be the driving force behind business

development. Yet not all companies are ready to embrace this notion. Many top executives perceive marketing as an expense rather than an investment. This type of mindset is the key roadblock in the marketing world. She expresses, “In my opinion, the pandemic served as an eye-opener for skeptics. Being unable to meet customers in person, business owners had nothing else to do but explore marketing instead.” Marketers also need to follow smart strategies rather than being slaves to modern tools. They need to keep an eye on the expense reports and make

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sure that, in these diﬃcult times, marketing funds are used to deliver leads that are necessary to power the business that is otherwise isolated by social-distancing restrictions. Overview of IEC Telecom Group and its services IEC Telecom Group is one of the leading international providers of satellite communications services. Renowned for supplying high-quality satcom solutions for more than 25 years, IEC Telecom delivers eﬃcient end-to-end voice and data services when and where it matters most.

Anastasia shares, “We enable digitalization for the maritime industry as well as remote units on land, where GSM coverage is not available. For urban networks, we provide a powerful satellite back-up to ensure the business continuity of customer enterprises. Our portfolio includes a wide range of satellite products (from handset to VSAT services), solutions, and value-added services. In addition, we oﬀer 24/7 support for satellite-based solutions during their full lifecycle.”

A well-planned executive

Qualitative personal life

Being the Group Head of Marketing and Communications, Anastasia mainly handles the development and execution of the global marketing strategy along with managing remote teams based in Europe, the Middle East, and Asia. She is in charge of all marketing collaborations with key strategic partners. Her eﬃcient planning and organizational skills help in minimizing risks whilst securing the best possible outcome, be it personal or professional life.

Anastasia has always aimed for a qualitative life, where she enjoys her time even outside the workplace. Having travelled to 30+ countries, she is super excited to discover new cultures and their exquisite history, art, architecture, and cuisine.

Distinguished market position Her vision is to strategically use their strong market position and integrated approach of in-house design and engineering expertise to lead in the niche of a satcom experience with custom-made solutions. Keeping in mind the operational efficiency and enabling of a reliable network in areas with no GSM coverage, they are striving hard to secure business continuity for all the customers regardless of their area, be it over deep seas, high mountains, or vast deserts. They have also witnessed huge development in other aspects such as videoconferencing, remote maintenance, and big data exchange. She shares, “Connecting customers beyond limits has been more than a motto and rather a strategic vision deeply rooted in our corporate DNA. We are committed to going the extra mile, and this is exactly what our customers need the most. Instead of offering a “one size fit all” service package, we take the time and effort to define technical requirements for each case, and subsequently, deliver cost-effective solutions that aim to resolve project-specific needs.”

Incorporating a friendly and motivating office culture, she shares, “When speaking of IEC Telecom, I often say “our family” rather than “our team.” I am always happy to be back at the office as a place where I meet like-minded people with whom I have the privilege to build a future for the company. I promote the same vision internally as I believe that loyalty is one of the key drivers behind efficiency. My teammates know that regardless of any workrelated issues, I will always have their back in case of an emergency as well as support them as much as possible on their way to self-improvement and professional development.” Her workday kickstarts with coffee and then branches out into different job roles every day, from answering emails on the plane heading to the board meeting to navigating through a dusty exhibition pavilion to find a freshly-built stand to filming seafarers at the Aral Sea or spearheading the launch of a new PR campaign from her office. COVID-19 may have shifted the platform to digital, but she understands that “the show must go on.”

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Another source of inspiration for Anastasia is continuing education. She shares, “I am currently pursuing an Executive MBA. Not only did it contribute to my professional life, but also taught me a lot of invaluable lessons about leadership, which I widely apply in my personal life.” Future roadmap Since IEC Telecom is emerging to be a powerful brand, Anastasia and her team have a myriad of ambitious future plans and are excited about the upcoming chapter of the brand's story. She adds, “In less than four years, we scaled up our marketing communications from region-byregion to a truly global scale.” She further desires to advance in the satcom industry, and in the future, engage all the industry influencers to collaborate on effective ESG projects and serve different communities besides prioritizing sustainable business growth. Sharing an inspiring message for aspiring women, Anastasia states, “The only thing you will ever compete with is your own fear. Don't overcomplicate it. Act instead. Winners are judged by results.”

MARLOES KNIPPENBERG Commitment to Changing the Hospitality Landscape

ospitality has always been a collaborative space that allows like minded, passionate and driven people to nurture their creative skills. Intrigued by the operations of this massive industry Marloes Knippenberg, CEO of Kerten Hospitality, stepped into this space to find her career path. She soon recognized her passion for hospitality and pursued a successful career in this field leading her to become one of the most influential personalities in the industry. The success of Kerten Hospitality as a renowned brand, a mixed-use and lifestyle operator in the marketplace, speaks volumes of Marloes' contribution as a leader. In an exclusive interview she shares her incredible journey with the global hospitality group and speaks of the roadmap that lies ahead.

What motivates you to get up every morning and keep on doing what you do? My biggest daily motivation is triggered by all the new initiatives we are launching, diversity, the young people I work with, as well as the world's ongoing challenges, because it is essential to take action. We believe that if we don't do something promptly, no one will! We are constantly en route to drive change and development and that has been the key reason I had to spend 90% of my time on planes shuttling from project to project, prior to the World pushing the Snooze button. The vibe and the experiential part of our industry has continuously motivated and fascinated me since the

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very ﬁrst moment I have been exposed to hospitality making it my career choice and my true passion – something that would remain unchanged. Could you introduce Kerten Hospitality?

Kerten Hospitality is a mixed-use and lifestyle operator managing and operating hotels, branded residences, serviced apartments, workspaces, transforming destinations through impactful collaborations both with our own and other Food & Beverage, Retail, Art and Wellness brands with a focus on building Ecosystems, and unique community-centric destinations that empower entrepreneurship, economic growth

CEO, Kerten Hospitality

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and the socioeconomic space in the projects where we are present. A division of Kerten, an Irelandheadquartered investment vehicle, Kerten Hospitality manages a portfolio of 11 owned brands including Cloud7 Hotel and Residence, The House Hotel and Residence, The House Residence, Ouspace – a collaborative Social Hub and serviced offices concept. We have a suite of in-house designed Food & Beverage offerings and employ and collaborates with world renown Michelin-starred chefs. All our brands have an edge, a story and a purpose, which we can adapt and integrate into any project. Five years ago, we started with one brand in 1 country - The House Hotel brand. Today, we have 11 aspirational brands, a pipeline of 30+ projects across 3 continents and a number of openings scheduled this year alone. We operate lifestyle destinations, from resorts to urban locations, communities and new spaces in mega developments and we take on green field, brown field and conversion projects, with and for any owners who understand that hospitality can be applied in many ways, and many industries such as retail, hospitals, living and beyond. What part of your leadership journey and experiences have shaped you to become the leader you are today at the steering wheel of Kerten Hospitality? Being an agile hospitality operator that needs to continuously adapt to the industry's evolving requirements through our Lifestyle brands requires keeping the pulse on trends but remaining truthful to your key value

proposition: helping people with tailored experiences, contributing to entrepreneurship and building communities through transformational collaborations and partnerships with global best in class organisations. The constant learning curve is what keeps you focused on the key objective.

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Collaborating with the new generation, having a front row seat to their innovative ideas, the understanding of sustainability and the real solutions provided by young millennials and GenrationZ-ers have been a big part of this learning journey. Being a Co-Chair of the Sustainable Hospitality Challenge – a global sustainability and innovation

competition between the Top Tier global hospitality schools mentored, judged and supported by leading CExecutives from the industry has taught me how important it is for all to collaborate for the greater good. Tell us about Kerten Hospitality's core values and share how do you ensure a culture of creativity and innovation in your company and how do you manage to keep the team motivated? Our key pillars are Innovation, Mentorship and Sustainability all combined in initiatives that empower entrepreneurship and support the local communities and the reason we build brands with a purpose and create destinations that help people build communities based on wellbeing and locality. We always seek to work with visionary owners who seek to make a diﬀerence and create Ecosystems across. Those pillars have been recognized for its merit and impact – an assessment that comes from the multiple global recognitions we received in the last 2 years: Disruptor of the year, Most Innovative Company, Leading Hotel Group, in addition to multiple team recognitions and the most coveted award for Best Recruitment and Onboarding Strategy by the Future Workplace Awards 2020 for our newly launched Remote-ship programme that was created to support the young generation of industry leaders. Sustainability, women in hospitality, and supporting the new entrepreneurial generation are some of our key ESG activities that we do out of passion, and believe that only in this way we can make a diﬀerence in the industry.

Kerten Hospitality is now engaged in some of the largest development projects in the Middle East and Eurasia regions and is striving to push the envelope of innovation, to create meaningful partnerships and collaborations and to contribute to the local Communities where we are present and where we are going to have our openings. What does work-life balance mean to you and how do you juggle both? When it comes to family and worklife balance, there are always choices to be made. I feel these choices happen naturally with their own challenges and ups and downs. Every day I am beyond thankful for the inspirations and the opportunities presented and this keeps my pulse on the role to achieve my utmost to be an example, mentor and supporter to anyone who shares the same drive! Outside of my day job, I have become a contributor to large industry boards: as Vice Chair of GRI's Hospitality Club connecting C-Suite real estate and Infrastructure leaders from around the world as well as Bench Advisory Board – an industry powerhouse that gathers Thought Leaders driven by impact, IHIDC – Vienna, AHIC - UAE, IHIF – Berlin, are just a few engagements. Across all these engagements, the stimulating industry discussions we share keeps me motivated and future-focused. Additionally, being part of the Women in Hospitality [WiH] – a best in class community of women that provides an outstanding support to Women leaders through mentorship and engagements – has been an enriching experience that highlighted a gap in our industry: the need to

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mentor the future female leaders and to also be mentees. Would you chart for us Kerten Hospitality's expansion and growth trajectory for the future? Kerten Hospitality has a number of projects opening shortly including: The House City Yard Jeddah , the first true mixed use hotel, serviced office, community and F&B destination in KSA, The House Hotel Al Khiran in Kuwait, The House Hotel Old Tbilisi in Georgia – one of 3 projects in the country and a second phase of the recently opened Cloud7 Residence Ayla Aqaba project in Jordan. Additionally, the first phase of Kerten Hospitality's projects in Egypt – part of Tatweer Misr's mega developments in the country. Our current pipeline includes 4,000+ keys, and some 20,000+ m2 of serviced offices and collaborative Social Hub spaces and a variety of purposeful Food & Beverage concepts in projects across the Middle East and North Africa, Europe and Eurasia. We have a robust expansion in the GCC region with more signings and projects that are under negotiation now and are going to be announced soon. Kerten Hospitality is geared up to redefine hospitality in their own unique way with Marloes being at the forefront of the industry influencing the future generation with passion and innovation.

BOAZ LEVI Shaping Aerospace Through Purpose and Service

few leaders have burdens that go far beyond their work stations, shaping the security of nations, the trajectory of technology, and the aspirations of generations to come. Boaz Levi is such a leader. His career is a demonstration of a lifelong interest in ﬂight, space, and defense systems, with an ironclad dedication to the security of Israel and a vision for the global aerospace industry. As President and CEO of Israel Aerospace Industries (IAI), Boaz has established a legacy not just of technology breakthrough but of service, teamwork, and empowerment. Dreaming of Space, Building a Career in Defense

he was young. "Since I can remember, I used to dream about working with bodies in motion through space; it always seemed to me like an interesting and intriguing occupation," he remembers. Serving in the Israeli Air Force provided him with his initial knowledge of missile technology, a ﬁeld that became his vocation. Majoring in aeronautical engineering, he was one of the ﬁrst to graduate with dual experience in both aeronautics and space. "Anyone that comes up in missile engineering learns to deal with a whole lot of data and check themselves meticulously before each move. God is in the details, and a missile engineer does not get a second shot at correcting them," he says.

Boaz's interest in ﬂight started when

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Redefining Success as a Leader Success for Boaz is never just about financial outcomes. Rather, it occurs on three levels: the protection of Israel, global partnerships, and the welfare of individuals in his organization. "Success is to meet our national task, provide the technological means that guarantee Israel's security and strategic superiority," he explains. Meanwhile, international acclaim is a testament to IAI as a leader among pioneering partners in aerospace and defense. Above all, Boaz derives meaning from individuals. A company whose staff feel motivated, enabled, and fulfilled is, to him, the greatest measure of success.

CEO, Israel Aerospace Industries

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Planning for the Future of Modern Warfare For Boaz, defense leadership is about the future. "Planning one or two moves ahead is certainly not good enough," he declares. The company is always looking over the horizon beyond current problems, planning for wars that have yet to be fought, and ﬁtting into changing geopolitical environments. This long-term vision also informs its international partnerships. "Every customer, whether in Israel or overseas, who purchases our systems is aware that we are with them not only at the moment of purchase but when they are struggling and need us, whether in wartime or not," Boaz says. This loyalty and presence ethos consolidates trust beyond borders. The Night the Arrow 3 Proved Itself Few moments deﬁne a leader's career

as powerfully as the April 2024 Iranian missile attack. For the ﬁrst time, the Arrow 3 system, developed under Boaz's guidance, faced a reallife threat.

Israel's security and to deﬁning the future of aerospace, and this burden reminds me of the larger mission beyond day-to-day pressure constantly," he states.

"30 years of development and excellence culminated in one dramatic night," he remembers. Over one hundred ballistic missiles were ﬁred, some at civilian targets. "We knew we had less time than we had rehearsed, and that an actual war game was underway." The successful repelling demonstrated both the robustness of the system and the commitment of the individuals behind it. For Boaz, it was a success created by discipline, foresight, and national responsibility.

Strength is also provided by family. Boaz thanks his wife for her patience and understanding during his demanding life. "I desire to express my most sincere appreciation to my wife, who bears with great patience to live with my absence during such a large portion of the time," he reﬂects.

Grounded by Family and Purpose High-stakes leadership has the tendency to be all-consuming, but Boaz is kept grounded by purpose. "At IAI, everything we do ties back to

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Collaboration as a Bridge Across Borders In the globalized world of today, collaboration for Boaz is a must. "For us, collaboration is not merely a business approach; it is a means to expand trust and value beyond borders," he explains. IAI invests in co-development initiatives, joint ventures, and technology transfers that honor national priorities and

world trust. For Boaz, partnerships are credibility, innovation, and common progress. Decision-Making in a World of Complexity Balancing national security, technological leadership, and international competitiveness is at the core of Boaz's role. National priorities always come ﬁrst, but innovation is essential to maintaining an edge. “We invest heavily in fostering partnerships with universities and startups, and encourage creative thinking within our teams,” he explains. The ﬁnal step is ensuring these innovations are competitive globally, through world-class quality, reliability, and collaboration. Cultivating Tomorrow's Leaders Boaz thinks that leadership is all about equipping others to succeed. He seeks out potential leaders with a combination of excellence, integrity, curiosity, and vision. "Technical excellence and solid performance are critical, but only the beginning," he comments. Integrity, accountability, and innovation are just as important, combined with empathy and resilience. He also highlights legacy not just in technology but in human beings. "My legacy should be measured not just by the technologies that we build but by the people who push them forward," he says. Motivating the next generation to dream big, innovate constantly, and lead with purpose is his greatest aspiration. To those aspiring to be leaders in aerospace and defense, Boaz Levi provides both encouragement and advice. "This business is not just

about cutting-edge technologies, it's about protecting countries, enabling global security, and deﬁning the future of human ingenuity," he explains. His advice is to remain curious, learn forever, and expand knowledge beyond technicalities to encompass strategy, operations, and leadership. Above all, he reminds them that leadership is not about knowledge but about people and the power to build trust. A Legacy of Vision and Service Boaz Levi's journey, from a young dreamer fascinated by space to a leader shaping the global defense industry, reﬂects vision, resilience, and purpose. His leadership demonstrates the balance between national duty, global innovation, and

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the empowerment of people. Whether recalling the Arrow 3's ﬁrst combat use, building collaborations across borders, or nurturing future leaders, Boaz's story is one of service and impact. His legacy will not just be known by the sophisticated systems that guard states but also by the generations of leaders he has encouraged to pursue the mission with courage and lucidity.

MARYAM RASTEGAR POOR Shaping Futures Through Music and Dance Education

ome people follow a path that's been laid out before them. Others build their own. Maryam Rastegar Poor is one of the latter. As co-founder of Melodica Music Academy, she's doing more than just running a business; she's shaping a cultural shift across the UAE through music, movement, and meaningful education. Her work blends business with artistry, passion with purpose. She brings a performer's heart and an entrepreneur's mind into everything she does, leading with both intuition and intention. The result is a music and dance academy that has become one of the most respected institutions of its kind in the region.

A Passion-Based Vision Maryam's journey started with music. It was not a career strategy; it was who she was. "Music has been an integral part of my identity right from childhood," she states. What started as a personal interest slowly turned into a professional mission. When she joined forces with her business partner, Afshin, to open Melodica, it wasn't to become an entrepreneur. It was to provide something she felt the area lacked, a dearth of organized, quality music and dance education. The academy didn't have overnight success. It was years of hard work, study, and perfecting. Melodica is now the UAE's biggest music and dance

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academy, but to Maryam, its true triumph is the number of lives it has changed. Melodica has developed over the years as a cultural epicenter where talent is harvested and aspirations soar," she clariﬁed. “Success in music comes from mastering both your passion and your purpose.” Balancing Creativity and Business Acumen Maryam ﬁts two hats: one for an artist, the other for a businesswoman. She doesn't perceive them as mutually exclusive but sees them as complementing each other.

Director of Melodica, Melodica Music Academy

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“We've implemented a robust business framework that ensures sustainability without compromising artistic integrity,” she shared. At Melodica, this means constant innovation, strong operations, and a deep respect for the creative process. Whether it's updating the curriculum, expanding branches, or introducing new teaching methodologies, Maryam makes sure every move is grounded in strategy but powered by heart. Students don't just attend classes; they explore their voice, their style, and their confidence. Overcoming Challenges in a Creative Industry Leading an academy in the arts is not without its unique challenges. One of the biggest has been maintaining consistent quality as the academy grows. With multiple branches and hundreds of staff, staying true to the original vision takes continuous effort. "Finding and keeping enthusiastic teachers who share our vision is always a priority," she clarified. Staffing is just half the battle, however. With technology

transforming education and student needs changing, Maryam has had to evolve. From reformulating oldfashioned teaching methods to adopting computer-based learning platforms, she's responded to these changes with wonder and imagination. To her, every challenge is an invitation to learn. “Innovation starts with listening—to your students, your team, and your inner artist.”

learning experience. Their retail department, oﬀering top-shelf musical instruments such as their own Steiner and Heinrich brand, provides students with resources equal to their aspirations. This method transforms the academy into something greater than an academy. It becomes a complete experience where students can learn, perform, and receive anything they may need to fuel their path. Teaching with Empathy

Keeping Pace with a Changing World What keeps Melodica on the cutting edge is not only its certiﬁcation programs, but also the fact that it listens and reacts. Maryam and her staﬀ remain in close touch with students, parents, and the wider market, responding seriously to feedback and using it to drive development. "Our courses change according to the feedback and market conditions," she says. Technology is a big part of it. Melodica provides online music instruction and incorporates AI tools to provide a more personalized

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To Maryam, leadership is not about rank; it's about human beings. "To me, leadership is about vision, empathy, and empowerment," she states. She doesn't simply care about performance indicators or policy. She cares about people. By building a culture of trust, she inspires her teachers to innovate and her students to thrive. She listens, she supports, and she creates room for collaboration. Excellence feels within reach in this type of environment because it's based on belonging. Melodica's goal is not just to produce performers. It's to mold well-rounded people. "We work on performances, teamwork, discipline, and self-

Invest in quality, innovate relentlessly, and build a culture that people want to be a part of," she said. She doesn't sugarcoat the reality that the arts business is uncertain. But she does point out the fun. Success, in her mind, falls to people who can merge imagination and discipline: people who dream, but work as well. A Cultural Vision for the Middle East

expression so that it's a wholesome learning experience," she shared. Melodica students learn something beyond technique. They develop conﬁdence, emotional intelligence, and communication skills. From conquering stage presence to being a team player, they're acquiring tools that are far-reaching beyond the schoolroom. This is what makes the academy so powerful. It equips students for life, not recitals. “Music education is not an extracurricular; it's a foundation for life.” Celebrating Impact, Not Just Growth Asked to name the achievement she's proudest of, Maryam doesn't start with awards. She talks about tales. "Witnessing shy kids come alive and become conﬁdent performers on stage, witnessing our type of education empower lives, that's the impact that drives me," she says.

accolades are evidence of the inﬂuence of the academy. However, for Maryam, actual success is intimate. It's quantiﬁed by change, not awards. Finding Balance in the Chaos It is no easy task to maintain a rapidly expanding business alongside one's well-being. But Maryam doesn't advocate about keeping work and life strictly separate. "Music is my passion as well as my profession, and therefore I derive satisfaction from my work," she adds.

"We see Melodica as a cornerstone in the Middle East's development as a global performing arts and culture hub," she said. Whether through concerts, competitions, or outreach, the academy is emerging as a force for change, a force that elevates voices, bridges communities, and inspires futures. It's not merely about instruction in the arts. It's about crafting identity. A Legacy in the Making

That purposeful feeling keeps her grounded. With an adequate support system, great delegation skills, and care for herself, she keeps her energy focused. Her secret isn't that she is perfect; it's that she is intentional with her energy and time. “When you teach music, you teach conﬁdence, discipline, and creativity all at once.” Advice for Dreamers and Doers

Naturally, the recognition Melodica has achieved is noteworthy. From the Stevie International Business Award to the Gulf News Award for Excellence in Music Education, these

Melodica, for Maryam, is more than music. It's creating cultural bridges and ﬁnding common ground for artistic expression in the region.

Maryam's words of wisdom to young entrepreneurs from her own experience. "Stay attached to your passion, but construct with strategy.

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Looking forward, Maryam wishes to leave behind not just a brand. She wishes to leave a legacy. "My legacy is one of empowerment; giving children, artists, and communities the tools to express themselves, grow, and succeed," she states. Through Melodica, not only is she shaping the arts, but she is also changing the way education can develop the entire person. Her eﬀorts demonstrate that music is not merely something in school. It's a powerful agent of connection, healing, and change. And that's the future she's writing, one student at a time.

GHIZLANE TAZI MOUDEN Enthusiastic and Forward-thinking Executive in the Organic Olive Oil Sector

hizlane Tazi is a beacon of leadership and innovation in the competitive agri-food sector of the present day. She is the general manager of Noor Fès Organic Extra Virgin Olive Oil and has played a pivotal role in the growth of the company. Due to her passion, experience, and commitment to the profession, her path is an inspiration to all. This article goes deeper into her inspirational path, leadership style, and vision for the future of Noor Fès. A Visionary Beginning Ghizlane Tazi's eyes sparkle with excitement when asked what motivated her to become a member of Noor Fès. "What motivated me to join

Noor Fès was above all the vision of its creator, Mr. Dakir Berrada," she says. His faith in the product and his serene, systematic approach to building a brand touched her deeply. On top of that, her long interest in the agri-food sector and the value product of extra virgin olive oil made the decision a simple one. Ghizlane's experience as a General Manager has been rewarding. With more than two years at Noor Fès, she looks back at her varied career experiences that inﬂuenced her business and leadership style. "My tenure as a strategy consultant at McKinsey & Company ingrained in me never to fear grasping a new industry fast," she aﬃrms.

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A Journey of Happiness and Growth For Ghizlane, success is not measured on traditional grounds but by the deep sense of satisfaction and happiness it brings. "Success to me is being contented," she declares with a peaceful smile. This deeply rooted is spent in quality time with those she loves, indulging in her self-interest, such as yoga, and seeing her children thrive and grow. "As long as I am learning something new every day and also sharing it with others, then I'm okay," is how she reacts, showing the way, she nurtures learning and acquisition.

General Manager, Noor Fès Organic Extra Virgin Olive OIL

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Yet success was not reached without a struggle for her. She underwent a phase of uncertainty and discontentment before arriving at Noor Fès. "I was getting nowhere, looking for myself," she candidly confesses. It was a time in her life for searching and reflection. A respite from professional life gave her the liberty to reflect and redefine her professional aspirations. Mastering Multiple Hats As General Manager of Noor Fès, the role is anything but one-dimensional. Seamlessly jumping between a series of responsibilities, each with its own set of skills and information, is simply part of the daily routine. From product development to spearheading

marketing campaigns and managing human resources, the role is very multi-faceted. Even with the scope of responsibilities, distribution is paramount. There is a firm dedication to strengthening Noor Fès's grip on the Moroccan market and aggressively penetrating overseas markets such as the U.S. and the UK. "We need to make it a success story so the brand can grow and develop," she says firmly. This vision and tenacious persistence are the secret to navigating the difficulties of global markets and ensuring the brand's long-term growth and success. "Working part-time and being new to the industry, it is obviously thanks to

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the support of my teams and the unconditional commitment of Mr. Berrada that everything I try to undertake becomes possible." Illuminating African Agriculture: A Vision for Organic Excellence "Morocco is one of the world's largest producers of olive oil, but nobody else knows this except us," she says. By highlighting Noor Fès as a successful Moroccan brand, that is capable of producing top quality product, and competing with the most prestigious Spanish, Italian and Greek olive oils, she wants to encourage other African producers to do the same, and is on a quest to give Morocco and the continent global visibility.

Her dream goes far beyond Noor Fès itself; it has a larger target of changing perception and inspiring the rest of the African agrifood brands to step into the global limelight. Through this action, she aspires to form a ripple that will raise the whole agricultural chain in Africa in the global agenda, aiming to showcase that the continent possesses the natural resources and the capability of producing world-level organic products. "There are already many producers of great products in the Maghreb and Africa, but they don't necessarily dare to highlight their brand and origin. As a result, they often end up being suppliers for European brands that use their products and sell them under private labels." Milestones and Empowerment Looking back on her career milestones, Ghizlane is proud to have revived the Luxury Business Unit of Groupe Aksal. "It was extremely lossmaking when I took charge of it," she says. She turned the unit around with planning, acquiring franchise contracts with high-end brands. That success established her as someone capable of initiating transformation and delivering ﬁrst-class results. She is in the process of going Noor Fès global, and she does this with great enthusiasm. International expansion and a global footprint for Noor Fès are a testament to her vision and leadership. Finding the Ideal Balance In the competitive business environment, a balance between professional and personal life is very much feasible. Ghizlane Tazi,

however, considers it both a necessity and an aspiration. "Personal life comes ﬁrst," she declares ﬁrmly. Having spent years working and traveling around the clock, she deliberately changed direction. Working part-time these days, Ghizlane gets to spend time with her family and enjoy the moments most precious to them. Having the freedom to concentrate on her own interests, especially sports, is a respite to her. Conclusion The inspiring tale of Ghizlane Tazi's drive, vision, and ingenuity with Noor

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Fès Organic Extra Virgin Olive Oil is told. Because of her commitment to the industry, strategic thinking, and focus on quality, Noor Fès is a signiﬁcant force in the agri-food sector. As she continues to grow the company and impact the industry, her experience inspires upcoming leaders and entrepreneurs.

SUMESH SATYAN Setting work ethics goal with Leisung Technologies LLC

n every business, strategy & culture is an attitude mirror of the persons leading the business. Sumesh Satyan, Co-founder and CEO of Leisung Technologies LLC, learned this thing from his father and used it in his professional career to progress. He spent a lot of time at his father's restaurant. Being a part of a larger family other than the biological one instilled a lot of human values in his mind and soul. He states, “My deﬁnition and measure of success will always remain, the number of individuals we are able to support and what values we instill in them as a company.”

Engineering, a sales job comes in handy as it oﬀers the freedom of riding around and earning money for it. In 1992, Sumesh started his sales career and, progressing through it, learned a lot about diﬀerent human personalities and behavior. He honed his skills to adapt to them. He had the necessary skills to shine in the domain and achieved sales excellence. However, having worked for smaller organizations, he understood the mindset of stakeholders, which kept the organization small and allowed minimal or no growth for the employees in them.

Journey to success At the age of 18, with a Diploma of

He adds, “I am not speaking this in general but for very speciﬁc

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organizations. I was not a very adored figure with these stakeholders and have been repeatedly castigated for having supported employees to empower them.” Once, he was also shown the door by an organization where he worked with the in-house team in every trough and crest. This hammered the last nail in the coffin. Being clear about his retirement plans with his wife, which were to follow passion after the age of 45, he cofounded Leisung Technologies with her. He states, “Suchi & I then put our idea in place to build an organization where financial achievements were

CEO, Leisung Technologies LLC

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most valuable lesson that this has taught me is to not take anything for granted. Every customer, every PO, every employee, every inch of your office, your home, and every breath you take is a gift. Celebrate, love, and live it.” Leading upfront with Leisung Technologies Leisung Technologies LLC is a Dubai-based Audio Visual System Design & Integration company. Their core expertise is audio, visual & Digital Signage systems for meeting spaces like meeting rooms, conference rooms, auditoriums, retail spaces, innovation centers, BGM systems, control centers, and off-late home theaters. Sumesh adds, “We have a highly skilled and qualified team which ensures implementation of the latest proven technological advancements to provide a scalable and dependable system to the client.” Leisung has been an Infocomm member since its inception, and it represents more than 40 top vendor brands in the UAE and has been supporting AV Integration and Digital Signage projects in UAE, KSA, Oman, Qatar, Egypt, Lebanon, Jordan & Kuwait. only the result of a team that is inspired internally to support people and organization to achieve their wants and needs in the AV Segment. Today we are proud of having built this company where people come first.”

your response to that challenge will leave you with a life lesson or two.”

Hurdles along the way

With pandemic disrupting all the aspects globally, the team focuses on learning and ameliorating the services as they move ahead. He adds, “The

Sumesh believes, “Challenges do not make you stronger, but the result of

Cashﬂow was a major roadblock in the road to success. However, the team tackled the situation together and tunned through it.

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He states, “Our aim is to work closely with suppliers and clients to build brand equity and ensure long-term success. This quest for success has led us to forge close partnerships with AV Majors like Crestron, Extron, NEC, Bose, Harman, Samsung, LG, QStech, and any others.” For him, Leisung is a movement, not an organization. The team understands that they deal with

humans, and at the core of it, they are delighted when the customer is provided what he wants and not what they sell. He expresses, “When every employee questions himself “Does my activity make Leisung an easy company to work with for myself and the customer?”, it forms the very basis of a culture where integrity and innovation is an everyday thing rather than something discussed only in high-level meetings or customer interactions.” Life as Co-founder and CEO of the company Wearing the hat of the CEO, Sumesh leads the organization upfront. He states, “The core responsibility I have is to sustain the culture and ensure that everyone works toward the same goal of being the easiest company to work with.” He starts his day by thrashing the juggernauts out of the way and then keeps the second half of the day for site visits and meetings with customers and vendors.

He expresses, “I have some precious moments where any of my team members would want to discuss some personal or professional challenge, and we try to solve them together.” Having a perseverant attitude helps him to tunnel through the upcoming challenges. Achieving work-life balance Sumesh feels blessed to have a family that plays a crucial role in his professional endeavors. He states, “My wife for 24 years, Suchi is an integral part of the organization as the Vertical Head in Sales, and my motivation for all those human endeavors that I undertake and my daughter Samyukta is handling the marketing function.” Creating balance at his personal and professional front comes naturally. Being a team player, he trusts his employees and aims at creating a workspace where everyone can grow individually and take the team together with them to new heights. He adds, “We have built the organization that has 0% policing

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and an environment which only inspires them to learn, prosper and support others to achieve the same.” Future aspects of the company Sumesh states, “Our vision of being the “Easiest company to work with for employees, vendors, and customers” is born from the very need to ensure that everyone we interact with is touched by our human spirit of oneness and helpfulness in every single task we undertake.” The team aims to ensure a business that can support at least 1000 families in the next ﬁve years. On the personal front, he wants to complete his book on sales and wants to adopt a village to ensure they are self-suﬃcient when it comes to the basics of which education is a big part.

NABIL BATAWI An Empowering HR Leader Who Strongly Believes in The Power of People

s Group CHRO at Alkhorayef Group, Nabil Batawi has had a profound impact on the Human Resources (HR) industry, fundamentally reshaping the methods through which HR professionals can connect with and attract top talent. As an MBA holder from Wolverhampton University in the UK, Nabil has over 23 years of experience with multinational, local and joint venture companies. He started his career in Tetra Pak as Site Controller in Feb 1999 and he transferred to the Factory at the end of 1999. He worked in many departments in the Factory for 10 years (Production, PrePress, Graphic design, World Class Manufacturing and Education and Training). Nabil was responsible for a variety of critical projects, including

recruiting, onboarding, and training new employees. Nabil quickly realized that he loved working with people and helping them succeed. In Feb 2009, Nabil got an opportunity in GSK as HR Manager. He had the opportunity to work on a variety of projects, including developing employee onboarding programs, creating performance management systems, and conducting employee surveys. He also had the opportunity to lead two critical projects “GMP and Total Reward”. Both projects have been awarded Globally - The ERA as Best Practice Award. In 2012 Nabil got a promotion as Head of HR Operation in KSA, in 2014 he was promoted as Head of HR shared services for KSA and in 2016

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he was the HR Director for KSA. Nabil was also the Head of HR with Aujan Coca Cola for KSA in 2017 and he was the Vice President for HR in GCC and Levant with Alsaﬁ Danone in 2019. Nabil has won many awards locally and internationally throughout his career, however, there are two awards that mean a lot to him as a leader: •

CHRO of the Year in the Middle East 2020

•

Award for the most inﬂuential personality in the ﬁeld of social responsibility in the Arab world for the year 2021

•

HR Team of the Year in KSA 2023

Group CHRO, Alkhorayef Group

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from recruiting and hiring to training and development to compensation and benefits. This variety keeps the work interesting and challenging,” he explains. Nabil is passionate about helping people reach their full potential. Everyone has something special to offer, and Nabil wants to help people find ways to use their talents and skills to make a difference in the world. It is true that HR professionals can play a vital role in helping people achieve their goals. Alkhorayef Group, and its services

Success and growth are subjective. Different leaders may have distinct definitions of success based on their personal values, goals, and aspirations. Some common themes that are often associated with success include achievement, fulfillment, progress, and the attainment of desired outcomes.

development. When faced with a challenge, one must dig deep and ﬁnd the strength to overcome it. “This can be a very empowering experience, and it can teach you a lot about yourself,” he aﬃrms. Taking a Leap of Faith: Joining the HR Industry

For Nabil, success is finding purpose and meaning in one's work and making a positive impact on others and society. He is one of those leaders who prioritize collaboration, empathy, and social responsibility, defining success in terms of making a difference in the lives of their team members, customers, or the wider community.

Nabil was inspired to take the step of faith into the HR industry because he believes in the power of people. He believes that people are the most important asset of any organization, and that by investing in people, organizations can achieve great things. Nabil also believes that HR professionals can play a vital role in creating a workplace where people can thrive.

Nabil says that challenges can make you stronger but that depends on how they are approached, the support available, and the lessons learned from the experience. One must embrace challenges with a growth mindset, leveraging them as opportunities for learning and

Nabil was drawn to HR because it is a ﬁeld that is constantly evolving. There are always new challenges and opportunities, and he enjoys the challenge of staying up to date on the latest trends. He also enjoys the variety of work that HR professionals do. “We are involved in everything

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Alkhorayef Group is one of the biggest groups in Saudi Arabi with a diversiﬁed portfolio of businesses in the ﬁelds of agriculture, energy, water, petroleum, printing solution, commercial, spare parts, investment and manufacturing. They also have a growing international presence, operating in over 40 countries and six continents. The group was founded in 1957 by the late Sh.Abdullah Ibrahim Alkhorayef, and it has since grown to become one of the largest and most successful companies in Saudi Arabia. Alkhorayef Group is committed to providing its customers with highquality products and services. The group has a strong focus on innovation and sustainability, and it is always looking for new ways to improve its operations and its products. Alkhorayef Group is a major employer in Saudi Arabia, and it is committed to providing its employees with a safe and rewarding work environment. The group also supports a number of social and community initiatives, and it is committed to

making a positive impact on the lives of the people of Saudi Arabia.

help the organization reach world class HR practices,” Nabil exclaims.

Contributing to redeﬁne the Human Resources industry.

Change management and culture change is one of the most diﬃcult roadblocks Nabil has faced. However, he claims to have learnt a lot from these roadblocks. He learnt that it is important to be patient and persistent. He also learnt that it is important to be able to articulate the value of HR in a way that business leaders can understand.

Nabil has been working in the HR industry for over 23 years and has seen a lot of changes in the way HR is perceived and practiced. In the past, HR was seen as a cost center, and its primary function was to ensure compliance with labor laws. However, Nabil worked hard in the past years to show the importance of HR in driving business performance. As a result, HR has become a strategic partner to business leaders, and its role has expanded to include a wide range of activities, such as leading digital transformation, employee development, performance management, culture change and business partnering. One of Nabil's most signiﬁcant contributions to redeﬁne the HR Industry was the development of a new model for HR called “HR World Class Methodology.” This methodology has been built on 6 pillars: •

Center of Expertise

•

Digitalization focus

•

HR solation services

•

Kaizen - continuous improvement

•

Costumer services excellence

•

Professionalism at work

“It makes me feel very proud to have been the leader of this initiative, designing a very clear road map to

“I am confident that, with time and effort, I will be able to overcome these roadblocks and make a significant contribution to the HR industry,” Nabil asserts. “Never give up. It is important to never give up on your goals. If you are passionate about making a difference in the HR industry, you will eventually succeed.”

stakeholders. Be clear and concise in your communication and be sure to listen to feedback. •

Be a team player: HR professionals need to be able to work eﬀectively with others. Be willing to collaborate and be open to new ideas.

•

Be a leader: HR professionals need to be able to lead and motivate others. Be clear about your goals and be willing to help others achieve their goals.

Empowering The Workforce to Reach Their Fullest Potential Nabil's personal goals as an HR leader are to: •

Build a high-performing HR team: Nabil wants to create a team of talented and dedicated HR professionals who are passionate about helping Alkhorayef Group achieve its goals.

•

Create a culture of innovation and continuous improvement: Nabil wants to create a workplace where employees feel empowered to take risks and innovate. He also wants to create a culture of continuous learning and improvement.

•

Make a positive impact on the lives of employees: Nabil wants to help employees reach their full potential and achieve their goals. He also wants to create a workplace where employees feel valued, respected, and supported.

Message to Aspiring HR Professionals and Business Leaders Nabil's wise words of advice to aspiring leaders are: •

Be passionate about your work: If you are passionate about your work, it will show in your work and in your interactions with others.

•

Be a good listener: One of the most important skills for an HR professional is the ability to listen to others. Listen to what employees have to say and be open to their ideas and suggestions.

•

Be a good communicator: HR professionals need to be able to communicate eﬀectively with employees, managers, and other

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GHASSAN AYIDH Ghassan Ayidh's Mission to Grow with Purpose

n an age when business is often marked by rapid exits and transactional mindsets, Ghassan Ayidh stands out from the pack. His is a story of values-driven vision. Raised in an entrepreneurial family in Saudi Arabia, Ghassan was introduced at an early age to both the challenges and successes of building a business from scratch. He is now the founder of OxMar Partners, the country's ﬁrst search fund. His investment strategy is not chasing four or ﬁve deals or quick riches. It is discovering one superb business and extending it with persistence, hard work, and long-term commitment.

complexities of ownership. It sparked a curiosity that only deepened with time. After leading major projects in his professional life and completing an MBA at Harvard Business School, he made a decision. He wanted to operate a business, not just invest in one. “The search fund model really spoke to me,” he says. “It allowed me to combine entrepreneurship with disciplined investing. That is how OxMar Partners came to life. I saw it as a way to acquire one strong Saudi company and grow it while applying world-class standards in a local setting.”

design. One company. One long-term mission. And a deep level of involvement. “I want to be part of the business full time, working alongside the management team,” he explains. “This is not a ﬁnancial play. It is a commitment to building something enduring.” Facing Resistance with Resilience Launching a search fund in a market unfamiliar with the concept was no easy task. Ghassan quickly realized he would need to educate stakeholders from the ground up.

An Entrepreneurial Foundation Growing up around small and medium-sized enterprises gave Ghassan a front-row seat to the

His model is diﬀerent from traditional investors. He is not looking to build a portfolio of companies or exit after a few years. His focus is narrow by

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“I had to explain what a search fund is and why it matters,” he says. “That meant sharing global examples, bringing on respected investors, and

Managing Director, OxMar Partners

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clearly showing how aligned interests lead to better outcomes.” Another challenge was sourcing deals in a space that is still developing. To address this, he built a solid outreach strategy and tailored his communication style to ﬁt local norms. The ability to adapt, listen, and lead with integrity has been key to gaining traction in an emerging market. Preserving What Matters Most Ghassan's goal is not to take over a business and change everything. In fact, it is the opposite. He wants to protect what already works. “The founder's legacy is often what makes the company special,” he

explains. “I see myself as a steward of that legacy. I want to retain key staff, honor long-standing relationships, and make any changes gradually and with input.” This mindset extends to how he engages with sellers. For him, a successful handover is not purely about money. It is about trust. “When both sides walk away feeling confident and respected, that is success,” he says. “It should feel more like passing the baton than walking off the field.” Conversations that Shape Understanding When he meets with business owners, Ghassan starts by listening. Every

6 4 | DECEMBER 2025

conversation begins with understanding their goals and what they care most about. “Some are deeply attached to their employees. Others care about their brand's reputation or their customers,” he shares. “There is no one-size-ﬁtsall approach. I tailor the transition to their priorities.” Through these conversations, he has come to understand how personal the decision to sell can be. “Selling a business is emotional. It is often a life's work. And much of the company's wisdom lives in the founder's head, not on a spreadsheet,” he says. “That has only made me more committed to learning from them and ensuring their experience remains part of the company's DNA.”

This mindset has shaped how Ghassan approaches conversations—with curiosity ﬁrst, never assumptions. And over time, those conversations have left a lasting impression. One that stood out came from a founder in the HVAC industry who had spent over 35 years building his company. "One of the most memorable conversations I had was with a founder who had built his HVAC business over 35 years. I opened with a simple question: 'Where do you see the company in the future?' Instead of talking about growth or numbers, he spoke about his people—how one technician had been with him for over 20 years, how he built long-standing relationships with supplier owners and their families, and how some of his customers were now thirdgeneration clients. That kind of loyalty and legacy doesn't show up on a spreadsheet. We spent most of the conversation focused on how to preserve that trust, not disrupt it. It reminded me that for many founders, selling a business is about continuing the legacy—not optimizing the spreadsheet. And that's how I approach it too."

about long-term impact. I want to help build a company that creates jobs, grows sustainably and makes a real contribution to the local economy,” he says. “And I want my investors to feel they are part of something meaningful.” He also ﬁnds motivation in the smaller victories. “When a seller starts to trust the process or when a team member grows into their role, those are the moments that energize me,” he adds. The Role of Mentorship and Legacy Mentorship has played a key role in Ghassan's journey. From early advisors to his time at Harvard to the seasoned investors he works with today, he has beneﬁted from strong guidance. Now, he makes a point to pay that forward. “I try to be generous with my time, especially with younger professionals exploring entrepreneurship through acquisition,” he says. “And I make sure to empower my own team to take initiative while being there for support.”

A Practical Yet Purposeful Leader No two days are alike for Ghassan. His schedule includes market research, deal analysis, calls with owners, updates to investors and managing his team. He carves out time in the morning for strategic thinking and uses the afternoons for operational tasks. What keeps him steady is a strong sense of purpose. “Early in my career, success was deﬁned by closing a deal. Today, it is

When asked what advice he would oﬀer to emerging leaders in the region, his response is clear. “Be bold. You do not need to follow a conventional path. Learn deeply, stay rooted in your culture and always act with integrity. People may forget your title, but they will never forget how you made them feel.” A Legacy in the Making As for the future, Ghassan is focused not just on building a successful

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company but on creating something bigger than himself. “I want to be remembered as someone who built a bridge,” he says. “A bridge between tradition and innovation. Between local businesses and global capital. Between ambition and responsibility.” If OxMar Partners becomes a model that others can follow, that would be enough. “If I can inspire even a handful of people to pursue work with purpose and values, that would be a legacy worth leaving,” he reflects. Conclusion Ghassan believes approachability is a key part of building trust. “I keep an open-door policy—there's only one phone number I use, and it's shared widely. I'm also highly responsive across social platforms. Whether it's a business owner thinking about succession or an intermediary exploring the right fit for their client, I'm always open to a conversation.” Ghassan Ayidh's work through OxMar Partners is reshaping what it means to invest with intent. His story is one of thoughtful leadership, longterm focus, and a genuine respect for the people behind the business. In a region that is rapidly transforming, his approach offers a blueprint for sustainable growth grounded in trust, purpose, and human connection. It is not the fastest path, but it may be the most lasting.

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