From accountant in Cairo to Regional Director for 55+ emerging markets. Now building businesses, investing and advising across MedTech.
Lived and worked in Egypt (Cairo, 2000 to 2012), Belgium and the United Arab Emirates. Led markets across the Middle East, Africa, Turkey, Iran, Russia and the CIS, and Eastern and Western Europe. Also travelled to the United States and Singapore, among others.
I spent 23 years at Abbott, rising from accountant in Cairo to Regional Director for 55+ emerging markets across EMEA. Today I build businesses, invest privately, and advise MedTech companies and the people who run their commercial teams.
Every figure here comes from a role I held and a result I was accountable for.
Most commercial leaders learn finance late. I started there.
Cairo, 2000. A Bachelor of Commerce in Accounting from Cairo University and a first job as an accountant at UPS, closing books inside a global logistics machine.
In 2003 I joined Abbott Egypt as an accountant. Over twelve years in Cairo I moved through every finance seat in the building: senior accountant, chief accountant, accounting manager, FP&A manager. I learned the business from its ledgers outward.
Finance took me into the market. As commercial finance lead for MENA and then all Emerging Markets, I sat between the sales floor and the balance sheet, turning market realities into financial decisions and back again.
That bridge became the job. Commercial Finance Director for a USD 640M EMEA business in Brussels. Then Regional Director in Dubai with full P&L ownership across the Middle East, Africa, Turkey, CIS and Eastern Europe, moving distributor-led markets to hybrid and semi-direct models.
In 2026 I left corporate life by choice. I am now an entrepreneur and private investor, building businesses across Egypt and the region with partners who want an operator, not a spectator.
Alongside that, I advise. The things I learned the hard way, in markets with collapsing currencies and government tenders, are exactly what most commercial teams are never taught.
I build businesses the way I ran markets: close to the numbers and closer to the people.
Select any point to see the role and what it delivered.
2024–2026
Abbott Vascular, Dubai, 55+ countries
Your sales team should know this before the negotiation, not after.
The best salespeople become managers, GMs and country heads. Overnight they own a P&L, negotiate distributor agreements and defend budgets, with finance knowledge that never went deeper than the monthly sales report.
Companies invest heavily to fix this. Most programmes fail, because they are taught in finance language to people who think in sales language.
No textbook cases. Tenders, distributor negotiations, price resets and collections in collapsing currencies.
I have sat on both sides of the table: in finance, challenging the deals, and in commercial, winning them.
Distributor markets, direct markets, or a business moving between the two.
Margin is a sales skill.
Nothing theoretical. I teach the finance I used to run real markets: how a deal really hits the P&L, why a distributor's margin is your problem too, and how to win the argument with finance before it starts.
My specialty is distributor markets: the financial and commercial strategy for deciding when to stay with a distributor, when to go hybrid, and when to go direct.
From field reps to senior leaders who want to grow faster than the people around them.
A private programme built around your role, your numbers and your next move.
Commercial, marketing and key-account teams.
Practical sessions on your own business cases, pricing and deal structures.
MedTech manufacturers, distributors and investors.
Market entry, distributor models, pricing and margin, turnarounds.
For individuals, teams, companies and distributors.
Whether you are considering a partnership, an investment, or want to grow your own career in MedTech, I would like to hear from you.