Fifteen years of evidence.

I started as a media planner at Promoseven, building campaigns for Coca-Cola, McDonald's, L'Oréal, and Nivea. The work was fast and the clients were demanding in the way multinationals are — they needed every decision justified by data, and they needed it quickly.

That's where I learned something that has shaped everything since: data is only useful when it changes a decision. Most agencies at the time gave clients reports. I wanted to understand why those reports so rarely changed anything. The gap between insight and action turned out to be the most interesting problem in the building.

Then I moved inside the operators — Zain Jordan first, then MTC-Vodafone Bahrain. Not as an agency. As a commercial leader with a revenue target and a P&L.

I learned what it means to be responsible for the number, not just the recommendation. When your advice is also your accountability, you think differently about it. You look for the evidence that changes a decision, not the evidence that supports the decision you have already made.

That's where pricing stopped being a topic I worked on and became a specialism I owned. Not because I chose it abstractly — because the data kept pointing there. Pricing decisions were the ones with the highest leverage and the least rigour.

For the past ten years I have brought that inside knowledge to the outside. 50+ businesses across Jordan, Egypt, the UAE, and Oman. ICT startups, luxury retail, special education, fashion brands, B2B service companies, and established corporates.

I have worked inside USAID capacity-building programmes advising 30+ businesses simultaneously, and I have sat one-on-one with founders building their first revenue model on a whiteboard.

The range is deliberate. Working across sectors and maturity levels means the patterns become visible in a way they would not if you stayed in one industry. The pricing mistake a telecoms company makes is structurally the same mistake a retail startup makes — the numbers are different, but the logic is identical.

In 2010 I co-founded a Business Fights Poverty startup in Amman — a cooperative designed to help women achieve financial independence through art.

We had no corporate backing, no established market, and no playbook. What we had was a clear thesis and the willingness to test it with real economics. Along with my partners, we grew it from a small cooperative into a fully operating, profitable company exporting women-produced products regionally and internationally.

That chapter taught me something the corporate years could not: what it feels like to build something from the ground up and make the economics work. Every business owner I work with is doing a version of that — building something that matters and trying to make the numbers support it. I understand that from the inside, not just the spreadsheet.