Looking back at the start of your career as a software developer at OITC, what initially drew you to the technology sector, and how did those early experiences shape your leadership approach today?

- Advertisement -

I’ve always been fascinated by the way technology can solve real-world problems. When I started as a software developer at OITC, I quickly realized that tech isn’t just about coding—it’s about making things work better, faster, and smarter. That experience shaped the way I approach leadership today. It taught me to always look for the root cause of a problem and find innovative solutions. It also showed me the importance of adaptability. Technology is constantly evolving, and if you don’t evolve with it, you get left behind. That’s why I lead with a mindset of continuous learning and encourage my team to embrace change rather than resist it.

Infoline operates in a highly competitive business landscape. What key factors make Infoline stand out in the industry, and how do you ensure sustained differentiation?

What sets Infoline apart is our approach to customer experience. We’re not just another outsourcing company—we focus on transforming the way businesses interact with their customers. We do this by combining advanced technology with a deep understanding of human interaction. Our ability to customize solutions for each client, rather than offering a generic service, makes a huge difference. We also invest heavily in developing our people because, at the end of the day, customer experience is about human connection. To stay ahead, we’re always looking at what’s next—whether it’s AI-driven customer support, data analytics, or new communication channels. We don’t wait for industry trends to shape us; we aim to be the ones shaping the industry.

With Oman Vision 2040 emphasizing digital transformation and a knowledge-based economy, how is Infoline aligning its strategies and operations to support this national vision?

Oman Vision 2040 is an exciting roadmap for the country, and we see ourselves playing a key role in its execution. Digital transformation is at the heart of what we do, so we’re actively integrating AI, automation, and cloud-based solutions into our services. But beyond just technology, we’re also focused on developing local talent. We’re investing in training programs to ensure Omani professionals are equipped with the skills needed for a digital-first economy. At the same time, we’re working closely with businesses to help them transition smoothly into this new era. Our goal is to make sure companies in Oman aren’t just keeping up with global standards but setting them.

Given the rapid technological advancements, how do you foster a culture of agility and continuous innovation at Infoline to ensure the company stays relevant and future-ready?

Innovation has to be part of the company’s DNA—it’s not something you can force, and it’s definitely not something you do once and then forget about. At Infoline, we encourage our teams to experiment, take risks, and learn from failures. We create an environment where people feel comfortable challenging the status quo and proposing new ideas. Upskilling is another big focus for us. We make sure our teams have access to the latest knowledge and training, so they’re always ahead of the curve. More importantly, we stay close to our customers. The best innovations don’t come from boardrooms—they come from listening to real challenges businesses are facing and finding smart ways to solve them.

You have served on various boards, including Oman Telecommunications Company S.A.O.G and The Research Council. How has this exposure to governance and policy-making influenced your leadership decisions at Infoline?

Being part of these boards has given me a broader perspective on how businesses operate within a larger economic and regulatory framework. It’s easy to focus only on short-term business goals, but when you’re involved in governance and policy-making, you start thinking long-term. You see how industries evolve, how regulations shape innovation, and how businesses need to balance ambition with responsibility. At Infoline, this experience helps me ensure we’re not just growing fast but growing in a way that’s sustainable and aligned with national priorities. It’s also reinforced my belief that collaboration—between businesses, regulators, and policymakers—is key to driving real change.

What is your approach to building a strong leadership team at Infoline, and how do you ensure alignment with the company’s strategic vision?

For me, leadership is about trust, ownership, and shared vision. I don’t believe in micromanaging. I believe in hiring the right people, giving them the tools they need, and letting them take ownership of their roles. A strong leadership team isn’t just about individual talent—it’s about how well they work together toward a common goal. At Infoline, we make sure our leadership is always aligned through regular strategy discussions and open communication. Everyone on the leadership team understands that our mission goes beyond just delivering services—it’s about shaping the future of customer experience in the region. That shared purpose is what keeps us moving forward as one team.

How is Infoline preparing for the increasing role of AI and automation in business operations? Do you see AI as a threat or an opportunity for the outsourcing sector?

AI is a game-changer, and I see it as an opportunity rather than a threat—if used the right way. A lot of people assume automation means replacing human jobs, but in reality, AI is best when it works alongside humans, not instead of them. At Infoline, we’re integrating AI into our operations to handle repetitive tasks, improve response times, and analyze customer data in ways that were never possible before. But we also know that technology can’t replace human empathy, complex problem-solving, or the ability to build real relationships with customers. So, our strategy is to create a hybrid model where AI enhances efficiency while human agents focus on adding real value. This way, we stay ahead of the curve without losing what makes great customer service truly great.

Having witnessed significant shifts in Oman’s technology landscape over the past two decades, what advice would you give to young professionals aspiring to build a career in tech leadership?

The biggest lesson I’ve learned is that you have to stay curious. Technology changes fast, and the moment you stop learning, you start falling behind. My advice to young professionals is to always be open to new ideas and never settle for just what you learned in school or your first job. Get hands-on experience, stay updated on the latest trends, and surround yourself with people who challenge you to think bigger. Another important thing is to develop problem-solving skills. A great tech leader isn’t just someone who knows how to use the latest tools—it’s someone who can see a business challenge and figure out how technology can solve it. And lastly, don’t wait for opportunities to come to you. Take initiative, be proactive, and create your own opportunities. The future of tech leadership belongs to those who aren’t afraid to take risks and push boundaries