Selected work

The problem decides the method.

Different problems require different methods. What stays consistent is the starting point: understand what's really happening, then design the right response.

Organizations I've Worked With

+10 anonymized entities

01 / Strategy & Operating Model

From Inactive Council to Executable Strategy

The Challenge

An international commodity council representing 17 countries had low member participation, limited partnerships and research activity, and significant gaps in institutional structure. The challenge was not simply creating another strategy. It was defining the council's value, role and operating model so it could move into execution.

What Changed

A 2026–2030 strategy was developed around 10 strategic initiatives and approximately 30 executable projects, supported by a five-pillar operating model, clearer governance, defined services and organizational responsibilities. The strategy was approved by the board and executive committee.

countries represented

strategic initiatives

~30

executable projects

60+

services defined across five-pillar model

What I Did

Define the value proposition

The council could not grow through passive positioning alone. I shifted the strategy toward creating tangible value for both governments and industry participants: something concrete enough to give more countries a reason to participate and invest.

Turn strategy into execution

I translated the diagnostic into a 2026–2030 strategy covering 10 strategic initiatives and approximately 30 executable projects, each with defined KPIs, a five-year target, an accountable owner and a quarter-by-quarter implementation timeline.

Build the organization around it

I designed a five-pillar operating model covering 60+ internal and external services, governance structures, role definitions and the capability requirements to run the strategy through 2030.

Outcomes

Approved

Board & executive committee

Strategy and new organizational structure formally endorsed. Owners appointed and execution underway.

partnerships and MoUs established

Signed after strategy approval and organizational activation

regional data center activated

GCC country, following organizational activation

02 / CX & Digital Accessibility

Making Digital Government More Accessible

The Challenge

Moving government services online did not automatically make them accessible. The authority needed accessibility standards grounded in real user experience — not just adapted from international checklists — and a practical path to embed those standards across government entities nationwide.

What Changed

Accessibility moved from a specialist concern to a nationally adopted digital-government requirement, supported by user research, 86 formal criteria, structured training and integration into DXMI and Qiyas government assessment mechanisms.

How the Work Unfolded

01 · Listen

Start with users, not checklists

Focus groups with people with hearing impairments, visual impairments and elderly users. Key finding: a visually attractive interface is not necessarily an accessible one. Barriers are often invisible to the teams designing the services.

focus groups, approx. 25 participants

02 · Define

Build the national framework

Led guideline development and QA, drawing on WCAG and international references. The value was in selecting, adapting and validating the right criteria for the national government context — not inventing new requirements from scratch.

accessibility criteria in the final framework

03 · Embed

Make it stick across government

Helped establish the accessibility lab capability, designed and delivered training across multiple government entities, and supported formal adoption. Requirements were connected to national digital-government assessment mechanisms.

170+

government employees trained

What Changed

Accessibility moved from an optional specialist concern to a formal requirement in how Saudi Arabia assesses digital-government maturity. The guideline was officially issued, and every government organization is now expected to meet these standards as part of national digital assessment.

03 / Voice of Customer & AI

Turning Fragmented Customer Signals into an Enterprise VoC Capability

1–2 weeks

Before

~1 day

After

+70%

solution usage growth

25+

users relying on the capability

Recurring reporting turnaround

The Challenge

A national utility was collecting customer signals across surveys, CRM cases, contact-center interactions, social channels, public reviews and 120+ physical branches — roughly 18,000 CRM records a month. The problem was not a lack of data. It was fragmentation across systems and teams, which made recurring analysis slow, inconsistent and difficult to act on.

What Changed

Customer signals were brought into a more structured enterprise VoC capability, with clearer taxonomy, reporting requirements, integration logic, defined automation and a clear boundary between what AI surfaces and what humans decide.

What I Did

Map what existed and what was needed

I mapped the customer-feedback landscape across six major source groups, then worked with business stakeholders to identify the actual questions the organization needed to answer. That defined the use cases, taxonomy logic, reporting requirements and filtering rules.

Translate business needs into product requirements

I defined what should be visible, how issues should be categorized, which workflows could be automated and how sources should connect. I translated these into integration and SLA requirements for technical teams, including historical data requirements for the CRM integration.

Define where AI helps and where humans decide

AI was used for sentiment analysis, theme identification and classifying unstructured feedback at scale. The boundary was defined clearly: AI surfaces patterns, humans interpret results, validate ambiguous cases and make operational decisions.

Other Outcomes

The programme surfaced internal and employee-generated survey responses that were distorting customer-feedback results — something previously difficult to identify systematically. It also created a more structured mechanism for consolidating high-risk customer interactions that had previously been dispersed across emails and comments.

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