Shaping the future of corporate insurance in MENA

How do you approach building the Burns & Wilcox brand in a market as competitive and diverse as MENA?

It starts with localisation. While our brand has international credibility, having true impact here depends on understanding the nuances of each specific market – the regulatory environments, cultural dynamics, and varying risk appetites.

The MENA region is unique because of its diversity and pace of transformation. You have well-established hubs like the UAE and Saudi Arabia, alongside emerging markets that are all experiencing rapid economic diversification.

Our strategy is to combine our global expertise with deep local insight. This means being physically present, investing time in client relationships, and delivering highly tailored solutions rather than a “one-size-fits-all” model. Over time, consistency and trust are what truly build the brand.

What makes the MENA risk landscape so unique compared to other regions?

The MENA region is incredibly dynamic and fast-moving. However, with that comes more complexities. We are navigating geopolitical uncertainty alongside emerging risk exposures like cyberattacks and supply chain disruptions.

One of the most notable developments has been the acceleration of climate-related risk. The region has been experiencing severe weather events that many businesses simply hadn’t planned for. In recent years, flooding and heavy rain have led to major financial losses, catching many organisations off guard.

Another major challenge is underinsurance. Many businesses don’t fully understand the risks they face, particularly in relation to business interruption. That’s where specialist brokers have a critical role to play – helping businesses identify, quantify and mitigate risks before they materialise, building the resilience they need to capitalise on the region’s rapid growth.

How do you build relationships and trust in a market where insurance can feel quite transactional?

Even though insurance can feel transactional, in this region it really isn’t. Business is built face-to-face, not just over email. Relationships come first and trust is earned over time.

For us, that means prioritising a deep understanding of our clients and their businesses, being transparent in how we operate, and consistently supporting clients, particularly during the claims process.

Our commitment to client success goes well beyond transactional interactions. Even if some products are quite standard, many clients still choose to work with brokers because they value advice they can trust and solutions they feel confident in. At the end of the day, it’s about being consistent and reliable – that’s what builds long-term relationships.

What excites you most about where the insurance industry is going?

We are at a pivotal moment where technology is really changing the insurance industry and making it more data-driven. Data now gives us far greater visibility into how different risks are connected and how they evolve. For example, where previously cyber risk was often viewed in isolation – today, we see how it can trigger operational disruption, reputational damage, and regulatory consequences.

We’re also seeing same for climate risk. It’s not just about extreme weather, but we are also looking at how it affects infrastructure, energy demand, and long-term asset resilience. Another key trend is the increasing frequency of business interruption without any physical damage, something that wasn’t as well understood or modelled previously.

Technology is providing us with a deeper understanding of risks, enabling us to deliver more personalised, proactive solutions. Ultimately, the need to address emerging, complex risks is driving the industry to innovate faster than ever before.

What defines your leadership style, and what has your journey to CEO taught you?

I have learned that adaptability is really important – what works in one market or situation doesn’t always translate to another. The ability to stay focused and make decisions in uncertain environments is critical. I also place a strong emphasis on empowerment. Building strong teams means giving people clear direction, trust, and the space to take ownership of their work.

As a female leader in the MENA insurance industry technical excellence and resilience are important. For me, it has been important to stay authentic, focus on delivering results, and build strong networks along the way. In the Middle East and North Africa, there is a deep respect for relationship-building and integrity – qualities that many women naturally bring to the table.

What advice would you give to women looking to enter this industry?

The most important thing is to be confident in your own perspective. Your voice matters, so don’t keep it to yourself. You should look to develop both technical expertise and strong relationships, because this industry is built on knowledge and trust. Clients and markets need to believe in you, and that confidence comes from knowing your subject matter.

Also find mentors and don’t be afraid to take on challenging roles. Growth rarely happens inside your comfort zone. Importantly, don’t wait until you feel completely ready – if an opportunity comes up, you should grab it. Back yourself and remember that even if things don’t go exactly to plan, you’ll still gain useful experience that will serve you well in the future.

How do you like to spend your time outside of work?

I like to switch off and recharge when I can. Most of my time outside work is with my family.

I have three boys at home and we’re quite an active family, so we often play sports or games together, like badminton or trying new activities. I’ve actually started enjoying that more over time. We also spend time with friends and extended family in a relaxed way.

For me, these moments are really important. They help me reset, properly switch off from work, and come back with more energy and focus.