Tell us a bit about your career. What year did you join AmSpec Group?
I began my career at Deloitte, where I spent a decade in the Audit & Assurance division, building a strong foundation in financial reporting, risk management, and regulatory compliance. I then transitioned to a diversified multi-industry group, leading budgeting and financial control functions for nearly three years. In 2021, I joined AmSpec Group, where I have spent the past five years contributing to the company’s continued growth in the region.
Take us back to the beginning. What originally drew you to the TIC industry?
To be direct, it wasn’t the TIC industry itself that initially attracted me; it was the opportunity to transition from external audit into an operational role within the industry. After years in audit and control, I was ready to move from advising and reviewing businesses to being part of one, driving results, influencing decisions, and creating tangible value. Stepping into TIC provided that platform. It brought me closer to financial operations, strategy, and execution. Over time, I came to appreciate that the foundations of the TIC industry, being trust, compliance, independence, and credibility, are deeply aligned with my professional DNA.
How has your approach to leadership evolved in the last 12 months, given the current economic climate?
The current economic climate has required greater agility, resilience, and decisiveness, especially in regions such as the Middle East, where geopolitical developments and sanctions can immediately impact operations. Over the past 12 months, increased regulatory pressure has reinforced the need for disciplined governance, faster decision-making, and stronger risk awareness.
Leadership in this environment must balance protection and performance. Safeguarding the business while upholding the core values is non-negotiable. This requires tighter financial control, strong cash discipline, and proactive risk management. At the same time, resilience depends on people; empowering high performers, encouraging accountability, and fostering ownership creates teams that operate as true business partners, focused on sustainable growth rather than a transactional nine-to-five mindset.
What does a typical “victory” look like for your team? Can you share a recent win that the rest of the company might not have seen?
Victory is delivering results that exceed expectations and create measurable impact. At AmSpec, this has been consistently demonstrated through bold execution and the ability to achieve targets in record time. And to answer the second part of your question, there are no unseen wins, as successes are not kept in silos. Every win, big or small, is recognized and shared across the team, reinforcing a culture of transparency, accountability, and collective performance.
What qualities do you look for when hiring for your team?
Technical competence is a given. The real differentiator is character.
While skills and experience must meet the role’s requirements, the final decision comes down to qualities that do not appear on a CV: trustworthiness, ownership mindset, strong thinking ability, and a clear willingness to learn and grow.
As Managing Director, Finance – MEA & APAC, your perspective spans several major regions. How do you balance short-term financial health with long-term strategic investments?
Balancing short-term financial strength with long-term strategy is a matter of disciplined capital allocation and clear priorities. Liquidity, margin protection, and risk control are non-negotiable, particularly across regions such as MEA and APAC, where volatility can shift quickly.
At the same time, leadership cannot become defensive. Sustainable growth requires conviction to invest in the right markets, capabilities, and talent. The approach is straightforward: protect the core, ensure strong cash generation, and deploy capital selectively into initiatives that enhance competitive advantage and long-term profitability. Delivering results today enables and unlocks tomorrow’s strategic growth.
Finance is often seen as the “gatekeeper.” How do you balance enforcing financial discipline while still empowering other departments to take risks?
One thing learned during the tenure at AmSpec Group is that Finance should not be a barrier to growth; it should be a catalyst for disciplined ambition.
Financial discipline is essential, but it does not mean saying no. It means asking the right questions, stress-testing assumptions, and ensuring risks are clearly understood and measured. Strong governance, defined risk frameworks, and capital accountability protect the business while creating the confidence to pursue sustainable growth.
Beyond the spreadsheets, what aspect of the business are you most passionate about influencing?
Beyond the spreadsheets, the greatest passion lies in influencing performance and culture. Finance provides visibility, but impact comes from shaping decisions, driving accountability, and building a mindset of ownership across the organization.
What is the biggest misconception people outside your department would have about what you do all day?
The biggest misconception is that the role is purely about numbers, reports, and approvals.
In reality, very little time is spent simply reviewing spreadsheets. The focus is on decision support, risk assessment, capital allocation, and aligning financial strategy with operational execution. It involves constant dialogue with leaders across functions, challenging assumptions, evaluating compromises, and ensuring that decisions are sound and make commercial sense.
What part of your job still challenges you, even at your level?
Operating across multiple regions means dealing with geopolitical volatility, regulatory shifts, currency exposure, and evolving market dynamics. Decisions often must be made with incomplete information, yet with full accountability.
Another ongoing challenge is maintaining the right balance between control and agility. Ensuring strong governance while enabling speed and growth requires constant calibration.
What is a professional achievement or project from your past that you are most proud of?
I would not link pride to a single transaction or milestone, but rather to sustained growth at both the professional and organizational levels. When I joined AmSpec five years ago, in the UAE, the operation was essentially a startup with limited revenue and a small headcount. Stepping in as Financial Controller, the focus was on building structure, financial discipline, and scalability. Progression into senior management followed, alongside supporting expansion into multiple countries and establishing operations that delivered profitability from year one. Equally important, building a strong, trusted team and seeing them grow into high performers is what brings the greatest pride.
What’s a skill or talent you have that would surprise your team?
My close team would likely not be surprised, as I make a conscious effort to transfer my skills and way of thinking to them. If there is one thing that stands out, it is the ability to remain calm and analytical under pressure. In high-stakes situations, self-control drives clarity and sound decisions. Equally important is a highly structured and disciplined approach to execution, managing multiple priorities across regions simultaneously while maintaining full control and visibility.
What’s the best piece of career advice you’ve ever received, and who gave it to you?
Work hard, live fully.
This advice was given by a senior leader very early in my career and has stayed with me since. The principle is clear: sustained professional growth requires personal balance, as when wellbeing declines, performance inevitably follows.
The last but very important question: Coffee or tea? And what’s your order?
Coffee. Black, no sugar. Tea is for when the pace slows down.