I’ve been fortunate to grow my career at Dell Technologies across roles that stretched me both technically and professionally; from high-end storage support for Tier-1 EMEA customers to professional services leadership and, today, as Solutions Principal in Saudi Arabia. What I’ve learned along the way is simple: when teams trust each other, stay curious, and keep customers at the center, meaningful outcomes follow. 

How did your path at Dell evolve from specialist work to regional leadership? 

My journey at Dell began in HighEnd Storage Support as a Global subject matter expert (SME), where I was surrounded by exceptionally talented colleagues and supported by leaders who encouraged deep technical learning. That environment allowed me to build strong expertise in leading technologies while clearly seeing their real-world impact on customers’ businesses. This grounding became the foundation for everything that followed in my career. 

From there, I transitioned into Professional Services Management across EMEA, moving from an individual contributor role to leading regional architects and delivery teams. That shift fundamentally reshaped how I viewed success, reinforcing that meaningful results are never achieved alone. Later, stepping into the Solutions Principal role, first in Africa and then in KSA, our teams transformed that collaborative mindset into genuine innovation for customers, helping them navigate challenges across technology, people, and process together. 

Which early milestones shaped your long term direction? 

Working on high availability incidents for Tier1 EMEA customers during my time in support was deeply formative. Observing how experienced colleagues handled pressure and being trusted early on to contribute shaped my belief that resilience is not just a technical consideration, but a critical business imperative. 

Recognition also played an important role. Receiving the Global Innovation Award from the Office of the CTO in 2015 reinforced that Dell truly encourages people to think differently and challenge convention. Even more impactful was coaching the team to win the Dell Global President Award in 2020, during the height of the pandemic. That experience demonstrated what commitment, consistency, and mutual trust can achieve when people show up for one another under the most challenging circumstances. 

What practices have most helped you grow and create customer value? 

One of the most important lessons I’ve learned is to speak in terms of outcomes rather than technology. Strong client relationships are built by understanding business problems first and then translating technology into board-ready business cases that address those challenges. I developed this mindset by closely observing experienced mentors who consistently did this well. 

Another key practice has been raising my hand for uncharted work. The most meaningful growth often happens in areas that are not fully mapped, provided you’ve invested in the relationships needed to navigate uncertainty together. Equally important has been investing across functions; through mentoring, engaging subject matter experts, and participating in cross-functional initiatives—which gave me broader context and sharper thinking than I could have developed alone. Finally, staying current has mattered greatly, but the richest learning has often come not from formal courses, but from real-time conversations with teammates and customers who are grappling with the same emerging challenges. 

What advice would you give to someone starting their Dell journey? 

I would encourage anyone starting at Dell to build a strong technical foundation, but to do so with perspective. Executive-level credibility is earned over years by genuinely caring about the craft and understanding why systems fail and what downtime truly costs a business. That stage should not be rushed. Listening more than presenting is equally important. Some of my most valuable lessons came from paying close attention to how experienced colleagues and customers reason through difficult problems. I would also advise contributing beyond your immediate role, as Dell rewards those who share knowledge openly through internal assets, forums, and broader industry engagement. Finally, finding a mentor early—and eventually becoming one—can be transformative. I benefited from guidance I didn’t earn and passing that forward by helping others grow has been one of the most meaningful aspects of my career. 

How do you sustain performance under pressure and over the long term? 

Sustaining performance over time has required a set of personal habits, many of which are still a work in progress. Structured reflection has been essential; after major engagements, whether wins or setbacks, I take time to assess what worked, what didn’t, and what I would change next time. Doing this in conversation with others often reveals blind spots I wouldn’t see on my own. I’ve also learned to prioritize energy management over time management. Sustainable performance depends on being honest about personal limits, knowing when to push and when to recharge. Staying curious and learning slightly ahead of current role demands keeps my thinking fresh and client conversations relevant. Above all, trusting the people around me has proven critical. The best outcomes are rarely the result of individual effort and letting go of the need to have all the answers consistently leads to better results. 

How do you and your teams drive meaningful change through AI and innovation? 

Innovation, at its best, is a team sport. In KSA and across the region, we are architecting AI-driven operational resilience frameworks for the financial services industry by bringing together client expertise, Dell’s portfolio capabilities, and leadership trust to pursue genuinely new approaches. The goal is to help organizations move from reactive incident management toward predictive resilience through a co-created journey that keeps the customer at the center. I rely heavily on Design Thinking principles to guide this work, focusing on empathy and collaboration to create space for the best ideas in the room to surface. By doing so, innovation becomes less about individual brilliance and more about collective problem-solving with real, lasting impact. 

Outside of work, what keeps you curious and inspired? 

Outside of my day-to-day role, a few longstanding interests continue to shape how I think and connect with others. Teaching has always been an important part of who I am. Before fully stepping into the corporate world, I spent several years during college as a Junior Teaching Assistant, covering subjects such as Computer Science, Electronic Circuits, and Digital Signal Processing. That experience taught me the importance of patience, clarity, and genuine care when helping others understand complex ideas that still strongly influence how I mentor and share knowledge today. 

Interestingly, technology wasn’t always the only path I considered. At one point, I seriously thought about pursuing a career in medicine. In hindsight, that probably wasn’t the best choice for me. Still, the underlying motivation to help people solve meaningful problems stayed with me and ultimately found its place in technology and leadership. And finally, basketball has always had a special place in my life. I used to play, and I hold a very firm, nonnegotiable opinion on the greatest player of all time: Michael Jordan. No debate needed.

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