My journey with MCN began over a decade ago, and over the past 13 years the organisation has shaped not only my professional path but also my leadership philosophy. My career has been built on continuously learning, evolving, and stepping into responsibilities beyond my initial scope.

A defining aspect of that journey has been growing through different roles while contributing to the development and export of talent across markets, particularly between Beirut and Dubai. Leading diverse teams and managing complex client businesses has reinforced the importance of adaptability, collaboration, and resilience.

Another meaningful milestone has been stepping into leadership while raising two children. Motherhood strengthened my ability to prioritise, empathise, and lead with perspective. It reinforced my belief that strong leadership is not only about delivering results, but about developing people and creating environments where teams feel empowered to grow.

Empathy, trust, and growth are the values that guide my leadership style.

I believe people perform at their best when they feel trusted and supported. A leader’s role is not only to guide the business but to create opportunities for individuals to grow, often faster than they imagine possible. I believe in giving responsibility early, encouraging learning through experience, and helping people step outside their comfort zones. This mirrors my own journey. I was trusted with responsibilities early on, and those opportunities shaped the leader I am today.

Another value that matters deeply to me is listening and being present. Understanding the motivations, challenges, and aspirations of the people you work with requires genuine attention. Leadership means being there not only as a manager, but as someone approachable and attentive. That presence builds trust, stronger teams, and a more collaborative culture.

Gen Z has also reshaped how leadership is perceived. Authority is no longer granted automatically through title or tenure. It is observed, tested, and reassessed constantly. This generation pays close attention to how leaders speak to others, how decisions are made, and who is supported when challenges arise. Inconsistency is noticed quickly and disengagement follows just as fast. For them, respect is not hierarchical; it is behavioural. 

Today, power is not defined by position, but by credibility.

For me, “Give to Gain” means investing in people before expecting results.

Throughout my career, I have believed that when you give your team trust, mentorship, and opportunities, you gain stronger commitment, better collaboration, and ultimately stronger outcomes. Growth is rarely individual; it happens when the people around you grow as well.

This philosophy also shapes how I approach partnerships with clients and colleagues. Going the extra mile, sharing knowledge, and genuinely supporting others’ success creates relationships built on mutual respect and trust.

To the next generation of women entering the industry, my advice is simple: trust your voice and never underestimate the value you bring to the table.

Our industry moves quickly and offers remarkable opportunities for those willing to step forward. Do not wait until you feel completely ready. Growth often begins the moment you accept challenges before you feel fully prepared.

For women in particular, I believe motherhood or personal responsibilities should never be seen as limitations. In many ways, they strengthen the very skills leadership requires: resilience, empathy, prioritisation, and the ability to navigate complexity.

Surround yourself with people who support your growth, stay curious, and continue learning. Leadership is not about having all the answers; it is about building confidence in yourself while helping others realise their potential.