Our strategy and technology consultants have empowered our international clients with the knowledge and experience they need to build their own local resources and capabilities.
In facing challenges of modernization, our Middle East and North Africa clients have complex requirements that benefit from our proven experience in guiding major programs and projects for governments and private-sector organizations. The services we offer in UAE, Qatar, Saudi Arabia, Egypt, Turkey, Kuwait, Morocco, Jordan, and other regional countries build on our consulting legacy.
Our clients call upon us to work on their hardest problems—delivering effective health care, protecting warfighters and their families, keeping our national infrastructure secure, bringing into focus the traditional boundaries between consumer products and manufacturing as those boundaries blur.
Booz Allen was founded on the notion that we could help companies succeed by bringing them expert, candid advice and an outside perspective on their business. The analysis and perspective generated by that talent can be found in the case studies and thought leadership produced by our people.
Learn more about Booz Allen's diverse culture and environment of inclusion that fosters respect and opportunity for all employees.
We've come a long way delivering innovative solutions. But our next chapter is still being written.
Our 22,600 engineers, scientists, software developers, technologists, and consultants live to solve problems that matter. We’re proud of the diversity throughout our organization, from our most junior ranks to our board of directors and leadership team.
I lead Booz Allen Hamilton’s business in the Middle East and North Africa (MENA) region. Backed by a strong team, I enjoy getting involved in all levels of the business and I am currently focused on expanding the company’s interests in the region.
We help public and private sector clients solve some of their most difficult challenges by building resilience, developing business strategies and driving digital innovation.
Our work usually begins with a vision and mission from which we develop a strategy. This is followed by designing an operating model and organizational structure that will support the strategy, as well as the needed business processes and technologies required to run the organization. Finally, we establish an implementation plan that will see our clients’ transformation through to completion.
When I delegate, it is more a sign of trust than a sign of hierarchy. I have found that the credibility of a leader is greatly enhanced when the teams see that words are matched with action.
My area of expertise covers developing a vision and mission, strategy, organizational design and implementation, governance, process improvement, human capital, and change management.
I joined the firm in 1996, and left in 2003. I then served as manager at Bain & Company in Paris and Dubai, and as executive director at Saraya Holdings in Dubai. I returned to Booz Allen in 2014.
I hold a Bachelor’s degree in Mechanical Engineering from the Rochester Institute of Technology and a Master’s degree in Public Policy from Harvard University.
Why is Booz Allen an ideal firm for someone like you? I am someone who likes to see the impact of my intellectual work translate into positive change. The work we do focuses on impact as we get past the design phase and helps clients achieve and implement what we have designed. We are able to combine our General Management Consulting capabilities with deep technical and transformational expertise to drive changes in regional economies.
How do you help your clients prepare for change? We help clients turn their strategic plans into action. We turn them into institutionalized organizations with best-in-class processes and procedures, reducing their business risk and allowing them to better compete in the global marketplace, and this is equally true for the commercial and government clients with whom we work.
What mentorship advice would you give to a new leader? Consulting is not a sprint, it is a marathon. You need to have a long-term view of your career. Listen to your clients and listen to your teams to adjust your approach to the work you do. You need to be very flexible to new ideas and opinions.
Where do you see Booz Allen in the next 20 years? The only constant is change. Booz Allen recognizes this and is always looking for new ways to adapt to change. But too much change or too little change could sometimes hamper growth and development. I think it is very important to strike the right balance if we are to move to the next stage of business evolution.
What did you want to be when you grew up? I wanted to be an engineer at NASA, and I became an engineer. Growing up all over the world and seeing the inefficiencies in government and the impact they had on people’s lives, from wars to corruption, made me want to help fix the situation. That encouraged me to get my Master’s in Public Policy with a focus on Business and Government.
What do you like to do for fun? For about 40 years now, my hobby has been music. I have been a drummer on tour opening for some of the biggest bands in the world—Deep Purple, Robert Plant and Placebo – which is not too bad, I think! It has brought me tremendous satisfaction and provided me with an outlet to be creative and take the pressure off. Like everything else one does, if you do it well and you do it seriously, then you get to places you did not think you were going to get to.
Have any of your musical experiences carried over into your professional life? Ian Paice, the Deep Purple drummer was eager to teach and share his experiences with others. I try to transfer that to my professional life, with mentoring, training, and teaching. A credible teacher and leader is one who leads by example, and this is something I practice every single day.