Riyadh, Saudi Arabia
Most strategies don’t fail in design. They fail quietly—inside KPIs, meetings, and decision loops. I work with CEOs, founders, and public-sector leaders when strategy exists on paper, but execution is drifting in reality. Across 20+ years, I’ve partnered with leadership teams in government and complex organizations to turn strategy into operating systems—clear direction, measurable performance, and disciplined execution. My work has supported national-level initiatives and enterprise transformations where outcomes matter more than presentations. I design and embed execution systems leaders actually run. This includes: Strategy execution governance — clear cadence, ownership, and decision loops KPI and Balanced Scorecard architecture that drives real decisions, not reporting Differentiation logic that reduces execution friction and competitive noise What differentiates my work is the bridge between strategy, performance, and identity—so direction is not only clear, but operationally credible inside the organization. My focus is not advice. It’s architecture. I’ve trained 300+ executives and senior managers to operate these systems themselves—reducing dependency on consultants and increasing execution maturity across leadership teams. If you’re leading a transformation, scaling organizational complexity, or facing execution fatigue despite having a strategy—this is the work I do. Message me with “EXECUTION” and the challenge you’re trying to solve.
I design and embed execution systems for organizations where strategy exists, but results are inconsistent. My work focuses on turning direction into operating reality — aligning strategy, KPIs, governance, and decision cadence so leaders can execute with clarity and discipline. I’ve supported national and enterprise-level initiatives, including: Qatar’s National Business Development Strategy (Phase II) Strategic roadmap development with the Ministry of Municipality & Environment Performance-focused strategic planning for Qatar’s National Climate Change Negotiating Team I operate at the intersection of strategy, performance, and identity. Rather than delivering recommendations, I architect execution models that leaders actually run — exposing execution gaps early, clarifying ownership, and reducing decision friction. I’m the creator of: The Identity Strategy Canvas™ — a proprietary framework for aligning organizational identity, strategic direction, and value creation The DIY Growth Blueprint — an integrated strategy-to-execution operating model designed to structure growth, transformation, and performance alignment Across my career, I’ve trained 300+ senior leaders, authored 8 books, and registered 3 strategic IPs — all centered on building organizations that execute without dependency on consultants. Organizations bring me in when execution risk is real, alignment is fragile, and outcomes matter.
Led Homeats as an end-to-end operating venture, translating strategy into execution under real-world resource and capacity constraints. This role was decisively operational—balancing growth, unit economics, and scalability in a high-pressure digital environment. This experience grounds my current advisory work in the reality of budgets, people, and consequence, informing how I design execution systems for other organizations today. Go-To-Market (GTM) & Distribution: Engineered a "Smart Acquisition" engine by onboarding 8,000+ dietitians as strategic partners; utilized this professional network as a primary distribution channel to achieve a drastic reduction in Customer Acquisition Cost (CAC) and build a high-trust user acquisition loop. Business Model Innovation (Blue Ocean): Applied the Blue Ocean Strategy (6 Paths Framework) to disrupt the health-tech market, architecting a multi-sided platform with 6 distinct revenue streams to ensure long-term financial scalability. Digital Product & Tech Roadmap: Directed the end-to-end digital product roadmap and platform design, translating the "Identity Strategy Canvas" into user-centric features and journeys that ensured technical execution matched strategic intent. Social Impact & CSR Integration: Architected an integrated Charity Model enabling users to participate in Corporate Social Responsibility (CSR) by sharing surplus resources with the needy, successfully aligning platform identity with community values. Operational Differentiation: Pioneered a unique Host Partnership Model that restructured the supply-side business model, creating a sustainable competitive advantage and a unique "Blue Ocean" market position. Executive Leadership & Execution Prioritization: Managed a cross-functional team across tech, marketing, and operations, overseeing full P&L responsibility and execution prioritization under real resource constraints, ensuring zero "execution drift" from ideation through to platform scale.
Co-founded and led AT Consultancy as a strategy and execution advisory firm serving government entities and large organizations across Qatar. I worked closely with senior leadership teams on national and enterprise-level strategy initiatives, with a strong focus on translating strategic direction into measurable performance and execution governance. Key contributions included: Supporting Phase II of Qatar’s National Business Development Strategy, contributing to strategic direction, performance alignment, and execution readiness Designing and governing strategy execution systems using Balanced Scorecard, KPIs, and strategy maps Advising public and private sector organizations on innovation-led market entry and strategic repositioning Building executive capability through training 300+ senior leaders in performance management, KPI governance, and strategic execution My role combined strategic design with execution oversight — ensuring strategies were not only formulated, but operationalized through clear objectives, performance measures, and leadership cadence. This period formed the institutional foundation of my work in strategy execution architecture, which I later applied in operating ventures and advisory roles.
Served as Strategy Manager supporting corporate leadership in structuring strategic planning, performance alignment, and execution readiness across the group. My role focused on translating strategic intent into coordinated plans — ensuring alignment across functions, clarity of priorities, and consistency between strategy, initiatives, and measurement. Key contributions included: Supporting the development of vision, mission, and strategic priorities at corporate and business-unit levels Conducting market, competitor, and internal performance research to inform strategic decisions Facilitating multi-level strategy and alignment workshops to cascade objectives and initiatives Contributing to the design of performance measurement structures (KPIs, strategy maps) to support execution tracking Coordinating cross-functional planning to reduce duplication, surface gaps, and improve execution coherence Supporting change initiatives to embed strategic plans into operating processes This role built the analytical and execution discipline that later informed my work in national strategy initiatives, operating ventures, and execution architecture roles.
Advanced from analytical support into a dedicated strategy role, contributing directly to corporate strategic planning, execution alignment, and performance analysis. My work focused on translating complex analysis into actionable strategic insights — supporting leadership teams in shaping priorities, evaluating strategic options, and improving execution readiness. Key contributions included: Supporting the development of corporate and business-unit strategies through structured analysis and scenario evaluation Conducting deep market, competitor, and industry analysis to inform strategic positioning and growth decisions Assisting in the formulation of strategic objectives, initiatives, and success measures Contributing to the design of strategy maps and performance indicators to support execution tracking Preparing strategy materials, insights, and recommendations for senior leadership reviews Collaborating with cross-functional teams to ensure strategic initiatives were aligned and execution risks were surfaced early This role strengthened my ability to connect analysis with strategic judgment, and to think beyond data toward execution implications — laying the foundation for later responsibility in strategy management, governance, and execution architecture.