From Saudi Ambition to Global Impact

When I think about leadership, I often think first of my country.

Saudi Arabia is going through a remarkable transformation. The Kingdom is opening new doors across business, culture, events, investment, and international collaboration, but what moves me most is not simply the scale of what is being built. It is the belief behind it: that the future is not something we wait for. We have a role in creating it.

At the heart of that journey are its people. Saudis are no longer simply witnessing change; they are part of it. Across industries, I see men and women learning, adapting, taking on new responsibilities, and representing the Kingdom with confidence. As a Saudi woman, I value being part of this moment deeply. The opportunities available to us today come with a responsibility to make them meaningful, not only for ourselves, but for the country we represent.

That belief has shaped how I have approached my career.

My professional journey began in medical technology and laboratory operations. It taught me lessons I still carry today: precision matters, quality cannot be compromised, and responsibility often lies in the smallest details. In healthcare, behind-the-scenes work can directly impact people's lives, and that taught me to take every responsibility seriously.

Later, working with global companies such as Abbott and Roche gave me a different perspective. I began to understand what it takes to bring global expertise and innovation into a local market in a way that genuinely responds to its needs. At Abbott, I helped introduce new diagnostic technology in the Kingdom, including Alinity, and I experienced what it means to support a product at a stage when awareness, confidence, and adoption are still being built. At Roche, I carried significant commercial responsibility, with around 60٪ of the profit under my scope, while also supporting the launch of new systems in the Kingdom, including cobas pro and cobas pure. These experiences taught me that building a market is not only about presenting a product or closing a deal. It is about understanding people, building trust, recognising opportunities, and creating lasting value.

Moving into sales, marketing, strategic relationships, and business development was a significant change for me. It meant leaving a familiar professional path and entering an environment where the answers were not always obvious. At Pepsi, my exposure to major clients and event-related business helped open the door for my transition toward the events sector, and I was recognized as a top employee that year. I began to see how brands, experiences, partnerships, and national momentum could come together in a new way. But I have come to believe that growth rarely happens when we remain comfortable.

Those experiences taught me how to navigate complex conversations, connect different stakeholders, understand markets, and most importantly, stay patient when results take time. A recurring theme in my journey has been being present in the early stages, when a product, office, or international investment is still taking shape. I later led Build Up during its foundational period in Saudi Arabia, helping establish its market presence and direction. Today, at MCH Arabia, I find myself once again in a formative stage, contributing to the early development of a global organisation in the Kingdom and helping translate international capability into local opportunity. Some of the most important work happens before the outcome is visible, when trust is still being built and the path is still taking shape.

Today, as Business Development Director at MCH Arabia, I see many of those experiences coming together. MCH brings international expertise in exhibitions, events, and global platforms, while Saudi Arabia presents an extraordinary landscape of opportunity. My role is to stand at the intersection of the two: connecting global capabilities with local ambitions and helping turn relationships and ideas into meaningful opportunities.

But my understanding of leadership has never been limited to my professional title.

I am also a wife and a mother, and those roles have shaped me in ways no job description ever could. Throughout my career, I have wanted to grow professionally without losing the parts of myself that matter most. Being present for my daughter while continuing to challenge myself hasn't always been easy, but it has taught me that balance isn't about giving everything equal time. It is about giving each responsibility the attention and presence it deserves.

I want my daughter to see that ambition and family do not have to exist on opposite sides. I want her to see a woman who works hard, makes mistakes, learns, sets boundaries, cares for herself, and continues moving forward.

That, to me, is also leadership.

I do not believe a leader needs to be the loudest person in the room to be strong. Leadership can be decisive and compassionate at the same time. It can mean knowing when to speak, when to listen, when to move forward, and when to pause. In a demanding world, protecting your energy and well-being is not a weakness. It is part of being able to lead for the long term.

If there is one thing I have learned, it is that meaningful leadership begins with trust: in others, in yourself, and sometimes in a path that is not yet completely clear.

We do not always need to know exactly where the road will lead before taking the next step. Sometimes leadership is simply having the courage to recognise a possibility, take that step thoughtfully, and create a path as you go.

I hope to keep contributing to my country's growth, representing Saudi women with authenticity and purpose, and building bridges between people, ideas, and opportunities.

Because ultimately, leadership is not only about where we arrive.

It is about the impact we leave behind.