At the intersection of four continents.

For twenty years I have worked on the seam between global technology and the Arab World — most days, explaining each to the other. It is a narrow place to stand and a useful one. The brands with the most to gain in the region often understand it the least, and the most interesting Arabic work rarely travels as far as it should. Most of what I do lives in that gap.

I learned its shape early. At Microsoft I began in Riyadh, leading digital marketing at the very start of the region's digital transition, then moved to Seattle to run SME partnerships on the Windows team in the United States. Two markets, back to back, running on entirely different assumptions — and the same lesson in both: a global technology company does not win a new market by arriving with answers. It wins by understanding the assumptions the market is already making.

At MBN that lesson turned practical. I was part of the generation that had to decide what digital publishing even looked like for Arabic-language media, with no playbook to import. So we wrote one — publishing social-first, using hashtags as structure rather than decoration, distributing across platforms at once instead of in sequence. What reads as obvious now was contested then. We were not really doing digital strategy; we were building the vocabulary of a new medium, in a language that had never had one.

At Twitter the question became scale. I led media and platform partnerships across the Arab World, worked through Europe and Southeast Asia, and represented the platform in Latin America. The work I am still best known for is the Ramadan campaign I conceived and led — technology meeting media at the scale of a region, and treating a moment of faith with the specificity it deserved rather than the generality it would have been easy to settle for.

And at Amazon I saw the far end of it: one of the most genuinely integrated digital organizations anywhere, where content, commerce, customer data, and distribution are actually one system rather than four that meet in a quarterly review. That gave me a precise, first-hand picture of what integration looks like at scale — which, it turns out, is mostly not a question of tools.

So what I bring to a problem is not a single method. It is platform experience earned across several continents, an understanding of the Arab World built from the inside rather than from a slide, fluency in both Arabic and English, and a management framework sharpened at Harvard. Mostly it is the ability to stand on both sides of the bridge at once — to help a Western brand enter the region, or an Arabic idea reach the world — and to be useful from the first conversation.