Description

Seasoned investment and strategy professional with 13+ years of experience advising corporates and sovereign investors on M&A, strategy, and complex transactions across the GCC, Europe, and North Africa. Track record leading commercial due diligences, carve-outs, investment cases, and corporate strategy programs, particularly in digital infrastructure, TMT, and industrial sectors. Graduate of ESSEC Business School Paris and École Supérieure des Mines de Rabat.

Languages

English
Native or bilingual
French
Native or bilingual
Arabic
Fluent

Workplace preferences

Can work on-site

Dubai (up to 50km), Abu Dhabi (up to 50km)

PwC MIDDLE EAST
Associate Director / Senior Manager – Deals Strategy & Operations
CONSULTING AND AUDITS
March 2018 - March 2026 (8 years and 1 month)
Dubai - United Arab Emirates
• • Led a strategic review of a European telecom's digital infrastructure portfolio across 17 MEA markets, evaluating BU vs. carve out vs. sale options; assessed market structure, value creation potential, and developed tailored operating models for the 17 markets
• • Conducted a commercial feasibility study for a private KSA-based data center operator to expand capacity 3x; conducted market
assessment, defined service portfolio offerings and developed full business case to support financing process
• • Developed an inorganic growth strategy for a UAE-based AI company in the O&G sector targeting 3x topline growth in 2 years; identified priority markets, target screening framework, shortlist of targets, and engagement roadmap to close targets
• • Developed an investor attraction strategy for the private placement of a national digital asset in KSA, including ownership benchmarking, monetization options, and investor packs writeup - resulting in a sovereign wealth fund acquiring a majority stake
• • Developed a corporate strategy and a comprehensive 5-year business plan for a KSA-based fintech player with USD 30Mn+ in revenues seeking to sell a minority stake to a major payment card network company

• • Led a pre-merger synergy assessment for two major KSA FMCG logistics entities; identified and quantified commercial and
operational synergies. Developed roadmap and realization schedule, for an EBITDA improvement of SAR 50 Mn+ over 5 years
• • Led the carve-out of a construction chemicals business across 15 countries and 17 legal entities, defining project plans, setting up PMO structure, and ensuring carve-out readiness for key workstreams – i.e., organization, contracts, relocations, financing, legal
• • Led the carve-out of the established medicines unit of a pharmaceutical business, including setting up a new legal entity and
scientific, overseeing project execution and supporting the design and definition of Service Level Agreements (SLAs)
growth strategy Commercial strategy M&A Strategic planning Business Plan Development
IBM MOROCCO
Senior Consultant – Global Business Services (GBS)
CONSULTING AND AUDITS
February 2015 - October 2017 (2 years and 8 months)
Casablanca, Morocco
• • Led a team of 6 to develop an IT solution for a French-based client in the Finance / HR industry; drove preparations and
negotiations with client's C-level management to close a EUR 4 Mn deal
• • Led workshops to define scope, features and requirements for 8 modules – 40% of solution scope, developed requirements documents and obtained sign-off from project sponsors & subject matter experts to commence build phase
• • Part of the founding team of Teal Technology Services, a USD 600 Mn JV between IBM and OCP in Morocco; led the setup of
operating assets and infrastructure, including hardware and software provisioning, vendor assessment, and selection
Digital Transformation Workshops Facilitation Change and Transformation Management Project Management (PMO) Functional specifications
IBM MIDDLE EAST DUBAI,
Consultant – Global Business Services (GBS)
CONSULTING AND AUDITS
October 2012 - January 2015 (2 years and 3 months)
United Arab Emirates
• • Developed and implemented the change management and training strategy for a USD 95M IT transformation project for a GCC
government entity; trained 400+ end-users over a period of 6 months with a 88% satisfaction rate
• • Developed and implemented a change management plan for 10 departments of a GCC government entity, leading to better
operations tracking and efficiency, ultimately resulting in a 20% decrease in orders lead-time and 60% cost savings
• • Led a team of 10+ people to test and move to production –hard launch/go-live - 3 modules of a Passenger Service System (PSS) for a leading airline in the Middle East, resulting in a 20% increase in the PSS capacity
Change and Transformation Management Functional specifications Training