About Hafiz
Proven track record of architecting and leading high-impact enterprise transformation and growth. Brings a rare combination of C-level leadership and cross-functional depth in strategy, operations, and finance built over 2+ decades. Uniquely embeds culture, enterprise agility, and capability-building as levers for sustainable change. Has led large-scale growth and turnaround programs across banking, industrial, utilities, government, and technology organizations across 5 continents. Globally fluent, he navigates diverse cultures, complex institutions, and high-stakes environments.
English
Native or bilingual
Arabic
Basic
Can work on-site
Dubai (up to 50km), Abu Dhabi (up to 50km)
Experience
- Private Single-Family OfficeChief Executive OfficerJanuary 2024 - January 2026 (2 years)Dubai - United Arab EmiratesAccountable for establishment of the family office, as well as the portfolio strategy, capital allocation, governance, and value creation across a diversified portfolio. Revitalized the portfolio of assets and businesses by leading turnarounds, performance improvement, operating-model redesign, and new venture creation, while building portfolio-level governance, reporting, and execution discipline. Cultivated alignment among family members around multi-generational wealth preservation and growth.
- Led turnaround and performance improvement programs across multiple underperforming portfolio companies, delivering double-digit EBITDA and operating performance improvements
- Acted as hands-on executive across portfolio companies, resetting strategy, operating models, cost structures, and leadership teams
- Built and prioritized a $100M+ investment and growth pipeline, spanning M&A, greenfield ventures, and platform expansion
- Launched and scaled new businesses, overseeing business model design, go-to-market strategy, governance frameworks, and execution PMOs
- Established portfolio-level performance management, KPI tracking, and capital allocation governance to improve transparency and investment decision-making
- Advised the principal and Boards on portfolio strategy, risk management, capital deployment, and value creation initiatives
- McKinsey & CompanySenior Vice President, and Associate PartnerCONSULTING AND AUDITSJanuary 2015 - January 2024 (9 years)Dubai - United Arab EmiratesSenior leader in McKinsey’s Strategy, Transformation & Organization practices with deep expertise spanning enterprise strategy development, strategic planning, and full strategy-to-execution delivery. Partnered with CEOs, Boards, Ministers, and executive committees to define winning strategies, and translate them into integrated transformation programs. Owned execution governance, benefits realization, and sustained value creation across financial services, industrials, energy, telecoms, and public sector institutions. Delivered impactful culture and change programs, including measuring organizational health, implementing culture interventions, and building capabilities at scale.
- Led enterprise strategy development (corporate, business unit, growth, and portfolio strategy) for banks, industrials, energy, telecoms, and government entities, defining strategic ambition, capital allocation priorities, and value-creation roadmaps
- Translated strategies and delivered multi-year transformation programs, including target operating-model redesign, initiative prioritization, KPI cascades, PMO governance, and execution cadence
- Acted as de facto Chief Transformation Officer on multiple engagements, accountable for delivery outcomes, execution risk, benefits realization, and senior-stakeholder alignment
- Led enterprise-wide organizational health, culture, leadership, and capability transformations at scale, directly linking people, execution discipline, and performance outcomes
Delivered material, measurable impact across sectors, including:- 3× profit growth vs. market for a Middle East bank
- 18 high-impact initiatives delivered in 12 months for a newly established GCC ministry
- IPO enablement and ~18% CAGR operating profit for a power producer
- $1B+ sustainable value uplift for a large APAC telecommunications group
- Profit restoration and operational turnaround for a large basic-metals producer
- G4SChief Financial OfficerSeptember 2011 - January 2015 (3 years and 4 months)Dubai - United Arab EmiratesRegional executive leadership team member for a complex, multi-entity regional business, with responsibility for financial restructuring, turnaround execution, capital discipline, and performance management. Played a central role in stabilizing the business, restoring profitability, and repositioning the business through operational and financial transformation.
- Led enterprise turnaround and restructuring, restoring profitability across 13 operating entities within 24 months
- Delivered 15% structural cost reduction through operating-model redesign, shared services, vendor renegotiation, and productivity initiatives
- Executed capital structure optimisation, reducing cost of debt by ~12% and strengthening liquidity and covenant headroom
- Led commercial transformation, renegotiating major customer contracts and securing ~15% average price increases
- Delivered working-capital transformation, reducing overdue receivables by 50%+ and improving cash flow predictability
- Captured post-merger integration synergies, increasing revenues 20%+ and reducing common costs by 15%
- Installed robust FP&A, performance reporting, governance, and control frameworks to support sustained execution
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Education
- Master of Business Administration (MBA)London Business School2005Master of Business Administration (MBA)
- Bachelor of Applied Science in EngineeringUniversity Of Waterloo1998Systems Design Engineering