About
From analysis and operating leadership to products that run the work.
I help leadership teams define the right problem, test the options and turn the decision into a strategy, product or operating system people can actually use.
My formal training developed economic reasoning, forecasting, econometrics, valuation, portfolio construction and model validation. Leading a manufacturing and distribution business then showed me where those tools help—and where people, suppliers, timing and operating constraints change the answer.
Since then I have built a consultancy, led transformation programmes and shipped production platforms. The work now combines experiment design, customer journeys, identity and access architecture, full-stack engineering and change leadership with the analytical foundation.
The five chapters below show what I was responsible for, what changed and which capabilities carried forward into the next stage.


Leadership in practice
A plan only becomes useful when the team can run it.
I have led more than 40 people across marketing, finance, sales, design, development and operations in management, consultancy and delivery roles.


- 40+
- people led
- 6
- disciplines
- 2
- operating regions
Leadership scope
More than 40 people, across six disciplines.
Leadership has ranged from general management and operational change to multidisciplinary consultancy and product delivery. Select a discipline to see the responsibilities carried within that wider team.
Strategy, campaign delivery and client coordination.
2013 — 2018
Chapter 01
Analytical foundations
A BBA in Economics & Finance at the American University in Dubai, graduated cum laude, on the Dean's Honor List in two terms and named Outstanding Economic Student in 2017.
On the CFA Society Emirates Equity Research Challenge I led the valuation of Emirates Integrated Telecommunications using discounted cash flow, trading and transaction multiples, followed by Monte Carlo sensitivity across customer base, ARPU, existing revenues, population growth and market size. It was an early opportunity to turn academic methods into a decision under scrutiny.
The M.Sc. at Glasgow added a wider toolkit: economic fundamentals and market structure; securities, derivatives and payoff logic; risk analysis and stress design; portfolio construction; empirical asset pricing; and time-series forecasting. My thesis compared ARCH-family volatility models across the FTSE 100, DAX and CAC using both in-sample and out-of-sample tests — an early lesson in choosing models by evidence rather than elegance.
Capability acquiredForecasting, valuation, optimisation and model validation — separate tools for separate questions.
2019 — 2023
Chapter 02
Operating leadership
General Manager of a manufacturing and distribution business in Dubai, running production, quality control, supply chain and the teams attached to all three.
Process redesign reduced operational costs by 15% and lead times by 20%, while profit margins increased 21% year over year. The work required aligning production, suppliers, quality controls and management routines rather than treating the spreadsheet as the operation.
This stage taught me how analytical plans meet real constraints: incomplete information, changing priorities, supplier behaviour and the need to bring people through the change.
Capability acquiredOperating under real constraints, with real consequences.
2021 — 2026
Chapter 03
Building Trustline Digital
Trustline Digital was founded on a single premise: a marketing decision should preserve its evidence from research through allocation, execution and review.
A 32% revenue increase for the group followed from applying it — channel allocation against expected return and variance, honest attribution, and re-allocation as evidence arrived rather than at the end of a campaign cycle.
In September 2025 Khaleej Times named the firm on its KT+150 list of top innovators in the MENA region, in the Software & Web Development category, for building the region's first specialised quantitative digital marketing firm.
Capability acquiredBuilding a client service business around measurable strategy and delivery.
2023 — 2026
Chapter 04
Product and platform delivery
An employee portal and access layer, a multi-entity finance platform, an HR and labour-compliance system, an operations planning workspace, a marketing operations platform, a design intake and delivery tracker, a client portal, and four client-branded sales workspaces. Roughly 158,000 lines of TypeScript.
Next.js and TypeScript on the front, Azure Functions with Managed Identity and Microsoft Graph against SharePoint on the back, with CI/CD pipelines enforcing type checks, lint and tests before anything deploys. The finance platform carries a VAT engine that produces filing-ready output; the HR system implements UAE labour-law leave accrual rather than approximating it.
Shipping the systems closed the gap between recommendation and adoption. It made operating assumptions testable in real workflows and created clear ownership for what happened after launch.
Capability acquiredEnd-to-end ownership from strategy and architecture to a governed production system.
2023 — Present
Chapter 05
Teaching, curriculum and transfer
Industry mentor at JA British Columbia, working with 60 Grade 6 students at Fraser River Middle School through a condensed startup bootcamp: unit economics, margin analysis and competitive pricing, taught to eleven-year-olds and then defended by them at a pitch competition. Awarded the Rising Star Volunteer Badge in March 2026.
Guest lecturing at Heriot-Watt University Dubai, at both bachelor's and MBA level, and at the American University in Dubai — quantitative digital marketing, strategic marketing and marketing analytics workshops.
In 2026, that relationship with AUD developed into co-designing approximately 20% of MKTG 361 — Marketing Research: a four-week sequence carrying one GA4 dataset from funnel and attribution analysis into Python, AI-assisted implementation, code review, testing and documentation. The department approved the revised syllabus and project brief for Fall 2026.
An ongoing body of essays, field notes and working playbooks now develops the method in public. The writing is part of the work: a place to test ideas, revise them against practice and leave the reasoning in a form other people can use.
Teaching and publishing force the reasoning to be clear enough for someone else to question, apply and improve.
Capability acquiredTurning complex practice into learning structures that other people can question, apply and own.





