Your professional journey and defining milestones

I’ve spent over a decade in media and advertising across the MENA region, and throughout those years, I’ve had the privilege of witnessing and contributing to the evolution of our industry. Today, I lead Ad Sales at Warner Bros. Discovery for MENA, overseeing a diversified portfolio that spans food, kids, factual entertainment, and lifestyle brands. It’s a role that sits at the intersection of culture, content, and commerce.

One of the most defining milestones in my career was transitioning from marketing into commercial leadership. Coming from a marketing background gave me a strong foundation in storytelling, audience behavior, and brand building. When I moved into sales, I didn’t leave that behind but I integrated it. It allowed me to blend narrative thinking with revenue strategy, ensuring that commercial growth is always anchored in meaningful brand partnerships.

Another key focus for me has been building integrated ecosystems across linear and digital platforms. Our industry and audiences are no longer isolated, so our commercial approach shouldn’t be either. I’ve worked towards creating solutions that connect broadcast, digital, and branded experiences into cohesive, measurable opportunities for partners. A strong example of this was the launch of Arabian Shores, a show we made in partnership with Fujairah Holding. It launched on both Discovery Channel and Fatafeat, and we activated a full 360 campaign spanning TV, digital, PR, and out-of-home to promote the series. Executing at that level of integration has been central to driving sustainable growth.

The values that drive your leadership

Empowerment is at the core of how I lead. I believe in equipping teams with clarity, context, and trust and not micromanaging them. When people feel ownership over their work, performance becomes more authentic and more impactful.

Collaboration is equally critical. Commercial success cannot exist in isolation. I actively advocate for alignment between commercial, creative, marketing, and digital teams because the strongest outcomes are built as a collective effort. When departments operate as one ecosystem, the results are exponentially stronger.

I am aslo data-driven but human-first in my approach of leadership. Numbers matter, performance matters, targets matter but people are the ones that build the numbers. Investing in people, understanding motivations, and fostering trust ultimately drives better results than pressure ever could.

Consistency and resilience too have shaped my leadership style. We operate in high-pressure, fast-paced environments, and I’ve learned that composure and steady decision-making are powerful leadership tools. I prioritize long-term credibility over just short-term wins because sustainable partnerships build trust that compounds over time, and that’s where real growth lives.

How you interpret “Give to Gain” in your career and personal philosophy

Mentorship is a responsibility. The more we support, guide, and open doors for others, the stronger and more sustainable our industry becomes. Knowledge should not be gatekept. Sharing insights, market learnings, and even mistakes accelerates collective growth.

I strongly believe that generosity in leadership builds trust which then builds performance. To my point above, when teams feel supported rather than guarded against, they will operate with more confidence and ownership. That psychological safety drives better ideas, smarter risk-taking, and stronger outcomes.

On a personal level, “Give to Gain” means giving without fear of losing power. True influence doesn’t diminish when shared, it expands. Through that you’ll see that leadership is not about control but about creating space for growth. 

The advice you would give to the next generation of women in our industry

First, understand the business and not simply just the brief. Creativity is essential in our industry, but it must connect to measurable value. Learn how revenue flows. Learn how decisions are made because the more commercially fluent you are, the stronger your voice becomes.

Second, stay creative but learn how to translate creativity into impact. Ideas are powerful when they are both inspiring and commercially viable.

Third, separate emotions from strategy. Passion is important, but having that with clarity is what makes a winner. Being able to step back, assess objectively, and make strategic decisions is a skill that will differentiate you.

Finally, choose mentors wisely. Surround yourself with people who challenge you, not just those who validate you. The right mentor will stretch your thinking, refine your perspective, and help you see opportunities you may not yet see for yourself.