The Most Influential General Managers in the Middle East Sajeed Abdul Lathief

TM May I 2025 The Most Influential G E N E R A L MANAGERS in the MIDDLE EAST Turning Vision into Value How to Lead as a Strategic Business Head? From Market Mapping to Meaningful Connec?ons How to Iden?fy Key Decision-Makers in Your Industry? Mr. Sajeed Abdul Lathief Precision Group General Manager SAJEED ABDUL L at h i e f Shaping the Future of Manufacturing with Vision and Strategy www.ciolook.com

The Visionaries Behind Middle East’s Business Momentum I n the ever-evolving landscape of global business, the Middle East has emerged as a dynamic hub of transformation, innovation, and resilience. This latest CIOLook edition of The Most Influential General Managers in the Middle East is a celebration of the individuals at the helm visionary leaders who are not only managing but reimagining what leadership means in today’s demanding world. What binds them is their unwavering commitment to excellence, their bold approach to decision-making, and their focus on people both customers and employees. Their stories reflect a blend of local wisdom and global perspective, making them standout leaders in their fields. As you turn the pages of this special edition, you’ll discover the strategies, values, and experiences that define these influential GMs. We hope their journeys ignite fresh thinking and inspire the next generation of leaders who are ready to make their mark. General Managers today are more than just operational overseers; they are the architects of strategy, culture, and impact. The leaders featured in this edition have demonstrated not only exceptional business acumen but also the ability to inspire teams, adapt to shifting economic conditions, and drive sustainable growth in a highly competitive region. From hospitality and retail to technology and logistics, these professionals represent the diverse industries shaping the future of the Middle East. To those featured: congratulations on your achievements and your influence. The region’s progress is powered by leaders like you. Happy Reading! Michael Wayne Editor's Note

C O N T E N T S 08 C O V E R S T O R Y SAJEED ABDUL L at h i e f Shaping the Future of Manufacturing with Vision and Strategy A R T I C L E S 18 Turning Vision into Value How to Lead as a Strategic Business Head? From Market Mapping to Meaningful Connec?ons How to Iden?fy Key Decision-Makers in Your Industry? 22

TM The Most Influential G E N E R A L MANAGERS Pooja M Bansal Editor-in-Chief CONTENT in the FOLLOW US ON Deputy Editor Anish Miller MIDDLE EAST www.facebook.com/ciolook/ www.x.com/ciolookmagazine Managing Editor Prince Bolton WE ARE ALSO AVAILABLE ON DESIGN Visualizer Dave Bates Art & Design Director Davis Mar?n Featured Person Company Name Brief Associate Designer Jameson Carl CONTACT US ON Product management professional with 13+ years’ experience in SaaS, SAP HR, and analytics. Expert in talent transformation, business strategy, and agile business transformation. Rotana Hotel Management Corporation rotana.com Email info@ciolook.com For Subscrip?on www.ciolook.com Ameya Sapre General Manager SALES Senior Sales Manager Wilson T., Hunter D. Dynamic executive with a reputation for effective leadership, cross-cultural communication, and delivering results in complex, fast-paced markets. Committed to organizational success and team development. Customer Success Manager Nelson M. Crowne Plaza Bahrain ihg.com Charbel Hanna General Manager Copyright © 2025 CIOLOOK, All rights reserved. The content and images used in this magazine should not be reproduced or transmi?ed in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without prior permission from CIOLOOK. Reprint rights remain solely with CIOLOOK. Sales Execu?vesTim, Smith TECHNICAL Tech entrepreneur and product director with 8+ years in gaming, founder of successful platforms, skilled in digital innovation, and passionate about user-centric product development. Technical Head Peter Hayden Nader Halim General Manager Hilton hilton.com Technical Consultant Victor Collins SME-SMO Hospitality expert specializing in luxury guest experiences, wellness concepts, and event management. Renowned for guest satisfaction, team motivation, and innovative service delivery. Research Analyst Eric Smith Nader Halim General Manager Marriott International marriott.com SEO Execu?veAlen Spencer Experienced leader known for strategic vision, operational excellence, and fostering high-performing teams across diverse business environments. Recognized for driving growth and innovation. Precision Group pdtmc.com Sajeed Lathief General Manager sales@ciolook.com May, 2025

COVER STORY SAJEED ABDUL L at h i e f Shaping the Future of Manufacturing with Vision and Strategy Mr. Sajeed Abdul Lathief Precision Group General Manager organization.““ My leadership approach is driven by a vision for continuous improvement, operational excellence, and a commitment to fostering talent within the

The Most Influen?al General Managers in the Middle East T he greatest general managers in business tend to have certain critical common traits that make them great leaders and propel their companies towards success. These excellent general managers possess the capability to project the future direction of their company and industry and see opportunities and prospective threats in advance. They do not solely aim for short-term profits but look at the long-term course of the firm, planning their steps accordingly. Good general managers make difficult choices promptly and without doubt. They consider alternatives and know the possibilities of risks and benefits, but once a decision is reached, they implement it without delay. These seasoned veterans are at ease making decisions amidst uncertainty, using their intuition where required. They articulate their vision, strategy, and goals clearly to all organizational levels. They don't merely speak; they listen actively to employees, customers, and partners to make sure they hear various viewpoints and challenges. Their communication is not only informative; it's influential, inspiring and motivating others to emulate them. In rapidly changing environments, effective GMs show resilience by adjusting to new situations, technologies, and markets. They recognize that change is a given and are adept at guiding their people through times of change, whether organizational redesign, new market introduction, or crisis management. Great GMs recognize the value of building relationships and fostering an inclusive culture in which all individuals feel valued. They excel at spotting and developing talent, investing in the growth of their teams, and providing a culture where employees can grow and perform at their best. They build trust not just with their teams but also with stakeholders, customers, and investors. Trust is a fundamental aspect of their leadership style. One such celebrated personality making a transformational impact in the business domain is Mr. Sajeed Abdul Lathief, a highly respected professional who serves as the General Manager at Precision Group, an industry leader in packaging and engineering solutions. With a proven track record in expanding markets and fostering strategic partnerships, Mr. Sajeed brings a unique and highly valuable combination of expertise in both engineering and the packaging industry, a rare blend that continues to fuel Precision Group’s growth and drive innovation within the sector. Under his visionary

leadership, Precision Group has expanded its market reach, fortified strategic partnerships, enhanced operational excellence, and reinforced its commitment to corporate social responsibility (CSR). His approach is rooted in strategic foresight, innovation, and meaningful community engagement, making him a pivotal force behind the company’s sustained success. engagement, reinforcing Precision Group’s reputation as a trusted and progressive leader in the industry. Driving Operational Excellence and Sustainability In his position as General Manager, Mr. Lathief has undertaken strategic programs that have improved the company's performance across different segments. He believes in keeping Precision Group ahead of the manufacturing curve through maximizing production efficiencies, cutting costs, and improving overall product quality. Through his leadership in streamlining business flows, he not only increased operating efficiency but created a culture of innovation and constant improvement throughout the organization. A Seasoned Veteran With over 30 years of experience at leading global companies, including Aptar Group, Mr. Lathief brings a wealth of expertise to his current role as General Manager. He joined Precision Group as Head of Operations, where his leadership played a pivotal role in driving operational success. By streamlining processes and optimizing workflows, Mr. Lathief ensured greater production efficiency and smooth day-to-day operations. His strategic approach to system optimization has been fundamental in expanding the company and maximizing profitability. One of the key projects spearheaded by Mr. Lathief in his early years with the group is the Dairy Packaging Division Plant Upgradation Project, a testament to Precision Group’s pioneering leadership in the dairy packaging sector. Under his strategic leadership, fully automated production facility has been introduced, where the entire process; from raw material to finished product; operates seamlessly without any human contact. This state-of-the-art transformation has significantly enhanced product quality, improved overall productivity, and reduced operational costs. By integrating the latest technology and global best practices, Mr. Lathief has ensured that the plant meets the highest standards of hygiene, efficiency, and innovation—setting a new benchmark for the industry. quality.““ A Visionary Leader with a clear Vision and Focus on Innovation Mr. Lathief’s leadership is defined by a clear strategic vision, unwavering dedication to operational excellence, and a strong commitment to ethical and sustainable business practices. As a forward-thinking leader, he has been instrumental in expanding Precision Group’s market presence, optimizing operations, and nurturing a culture of continuous improvement. His keen ability to identify growth opportunities, build impactful strategic partnerships, and implement efficient systems has significantly strengthened the company’s performance across all sectors. I am passionate about advancing Precision Group's technological capabilities, ensuring we remain at the forefront of innovation while delivering unmatched At Gulfood 2024, Mr. Lathief unveiled several key strategic partnerships and new initiatives, further solidifying Precision Group’s position as a leader in the regional packaging industry. He also drove a transformative shift within the Precision Engineering segment, transitioning the company from a provider of dies and tools to a comprehensive turnkey solutions provider. This strategic pivot now covers everything from concept design to plant setup, quality control systems, and final product delivery, marking a significant leap in both innovation and growth for the company. Under his leadership, Precision Engineering achieved an impressive 25% year-on-year revenue growth in 2024. In addition to his operational focus, Mr. Lathief champions innovation and quality while fostering strong community

Mr. Lathief's vision for the future has been instrumental in propelling Precision Group's expansion, especially in the manufacturing and industrial solutions business. He has a strong focus on research and development, pushing his team to embrace the newest technological innovations in a bid to remain competitive. Through technology and innovation, Mr. Lathief has positioned Precision Group to address the changing demands of the market, leading to sustainable growth in a competitive market. A Responsible Leader Beyond operational excellence, Mr. Lathief has demonstrated a profound commitment to social responsibility. Under his leadership, Precision Group has undertaken various CSR initiatives, underscoring the company’s dedication to enriching the community and promoting environmental sustainability. As a testament to his people-centric leadership, Mr. Lathief has fostered a culture of collaboration and empowerment at Precision Group. During the change management process, he ensured that every team member was supported, retained, and provided with ongoing coaching to thrive through transitions. His vision and foresight have broken down silos, creating an environment where open communication and cross-functional teamwork flourish. By offering his team freedom and ample learning opportunities, Mr. Lathief has cultivated a dynamic workforce that continues to grow and contribute to the company's success. Demonstrating his dedication to nurturing the next generation of leaders, Mr. Lathief has actively facilitated numerous field visits for MBA students from top institutions across the UAE, including the Indian Institute of Management Technology (IMT) and Middlesex University. These immersive experiences gave students invaluable exposure to real-time manufacturing operations and a deeper understanding of industry practices. This initiative reflects Mr. Lathief’s belief in bridging academic learning with practical experience, empowering young minds with the insights and confidence needed to lead in today’s dynamic business landscape. Under the leadership of Mr. Lathief, Precision Group continues to champion meaningful corporate social responsibility (CSR) initiatives that reflect both environmental awareness and social compassion. Each year, the company proudly participates in the Al Noor Family Funfair by setting up a stall featuring flowerpots crafted from recycled plastic waste, an initiative that not only

Looking Forward promotes sustainability but also contributes all proceeds to the Al Noor Training Centre, supporting individuals with disabilities. Complementing this, during the holy month of Ramadan, Mr. Lathief and his dedicated CSR team, in collaboration with Dubai Police, organised the distribution of approximately 60,000 Iftar meals to those in need. These initiatives exemplify Precision Group’s deep-rooted values of inclusivity, generosity, and environmental responsibility, while strengthening its connection with the wider community. to world-class standards, local capability enhancement, and technical training. extends beyond packaging and is integrated throughout the entire manufacturing process. Mr. Sajeed Abdul Lathief's career progression from Head of Operations at Precision Plastic Products to General Manager at Precision Group demonstrates a dedication to excellence in all areas of his professional life. His leadership has been crucial to the success of the company, combining operational effectiveness with a firm emphasis on community engagement and sustainability. With his vision, Mr. Lathief has not only driven Precision Group to new heights in the manufacturing sector but has also instilled a culture of innovation and accountability that will propel the company's future ventures. Mr. Lathief’s vision for Precision Group is to drive the company’s mission of delivering innovative solutions to its customers, while maintaining a strong commitment to sustainability across all business operations. A prime example of this innovation is the new Dairy Gallon bottle, which is the lightest in its category, representing a significant achievement in both innovation and sustainability for the region. Under his leadership, Precision Group has made substantial strides in these two critical areas. innovation and sustainability, setting the foundation for the company’s continued success in the future. In addition, Mr. Lathief is interested in venturing Precision Group's business into new geographical locations and building near-customer production facilities. Not only does this enhance the efficiency of the company's supply chain but also make sure that its environmental footprint is kept at a minimum. Expanding to new territories opens the door for Precision Group to leverage growing markets, fostering long-term growth while continuing to focus on sustainability. Such CSR activities illustrate Mr. Lathief's capacity for striking a balance between operational achievement and social responsibility, whereby Precision Group contributes meaningfully to society and yet has a healthy business presence. In the engineering sector, Mr. Lathief has also advocated for diversification to high-tech manufacturing industries. Diversification from the original core line of business of die and mold production has helped the company grow enormously in the emerging markets, with some areas having registered 25% growth year-on-year. Such expansion is preparing Precision Group for sustainable, long-term prosperity in a rapidly changing marketplace. Looking to the future, Mr. Lathief is set on growing the company's presence, embracing technology, and keeping Precision Group at the industry forefront of both the engineering and packaging industries. His commitment to leadership, service to the community, and environmentally friendly practices will keep Precision Group going strong as a leading industry player, making positive impacts to its employees and the greater community. Looking ahead, Mr. Lathief’s strategic vision is to further diversify the Precision Group’s offerings, both in terms of product range and regional presence across the Middle East. This forward-looking approach aims to enhance the company’s contribution to regional manufacturing capabilities while actively supporting the UAE’s long-term industrial development goals. The Vision for Precision Group Mr. Lathief’s vision for Precision Group is closely aligned with the UAE’s Operation 300bn initative, the national industrial strategy aimed at transforming the country into a global hub for future industries. As an active member of the Chamber of Commerce for Packaging, he has been a strong advocate for enhancing local manufacturing capabilities to support this bold national vision. One of the core pillars of Operation 300bn is the advancement of UAEs manufacturing capability in the aerospace sector, and under Mr. Lathief’s leadership, Precision Group has taken major strides in this space by developing the capacity to manufacture high-precision aircraft components. The company’s recent achievement of the AS 9100 certification for aerospace quality management reflects his commitment Team Building and Leadership Philosophy The organisation places strong emphasis on reducing its carbon footprint by prioritising sustainability within its packaging division. Through initiatives like right- weighting, minimising material usage without compromising on quality, Precision Group has achieved significant reductions in both waste and energy consumption. Under Mr. Lathief’s leadership, solar panels have been installed across all manufacturing facility rooftops, reinforcing a broader commitment to environmental responsibility. This focus on sustainability ““ One of Mr. Lathief's fundamental leadership philosophies is that effective organizations are established on a solid foundation of motivated and empowered employees. He aims to establish a culture where team members are valued, respected, and motivated to realize their full potential. Through emphasis on professional growth, teamwork, and transparent communication, he creates a work culture that integrates individual aspirations with the company's vision. As a leader, Mr. Lathief puts great emphasis on coaching and mentoring. He believes that ongoing learning is important for personal and professional development, both for himself and his team. He empowers employees to take responsibility for their jobs and develops them through regular performance appraisals, feedback, and career advancement opportunities. My goal is to guide Precision Group through a strategic growth phase, expanding into high-precision sectors like aerospace and sustainable packaging, in alignment with the UAE’s Operation 300bn industrial strategy. Mr. Lathief's leadership style also prioritizes work-life balance. Through proper time management and the delegation of tasks where necessary, he ensures his team and he himself can have a healthy balance between their work and personal commitments. This balance, he is convinced, is crucial to maintaining productivity, participation, and job satisfaction over the long term.

Turning Vision into Value How to Lead as a Strategic Business Head? I n today’s volatile, complex, and interconnected business environment, leadership must evolve from reactive management to proactive strategy. The role of a strategic business head is not simply to oversee operations but to transform vision into tangible value. This requires foresight, influence, and the ability to integrate long-term thinking with real-time action. Strategic leaders must be able to guide their organizations through uncertainty while maintaining focus on sustainable growth and innovation. This article highlights the key capabilities and mindset needed to succeed as a strategic business head and how leaders can bridge the gap between aspiration and execution to create lasting value. Vision Crafting and Communication A strategic business leader will have to start with an acuteness of and proactive vision. The vision sets the direction of the organization and aligns stakeholders in one direction for a shared goal. The process of creating this type of vision requires cautious study of market trends, competition, organizational strength, and long-term goals. It must be inspirational, but realistic, fact-based but inspirational teams to go higher. The vision then becomes the North Star guiding decision-making and priorities. But vision alone is not enough—there needs to be quality communication down through the levels of an organization. Quality communication is necessary for all strategic leaders. It aligns, it involves employees, and it creates trust. Clear, consistent communication enables teams not only to see the "what" but the "why" of strategies. Clearly defined vision can energize strategy to become a firm's shared purpose and launch an ownership and commitment culture. 18 19 www.ciolook.com | May 2025 | www.ciolook.com | May 2025 |

Cross-Functional Coordination Driving innovation is another essential aspect of competitiveness. Innovation is not products or services—it's business models, customer engagement strategy, and process operation. Strategic leaders will need to drive innovation through R&D investment, cross-functional ideation, and contribution recognition that create meaningful change. Creating a culture where measured risk-taking can elevate an organization's competitive advantage. Strategic leadership is based on cooperation. An organization leader has to toil cooperatively with various departments finance, operations, marketing, technology, and HR—to facilitate complete strategy execution. This requires not only organizational ability but also emotional intelligence and constructive interpersonal skills. Consensus between varied functions makes program implementation simpler along with collective responsibility for results. Measuring Success and Refining Strategy Team collaboration also enhances innovation and diverse ideas. Through cross-functional team collaboration, diverse experiences and views of understanding are consolidated that hold the potential to consolidate more innovative and efficient solutions. Strategic leaders must ensure it's choreographed as an environment where collaboration is facilitated and encouraged with open communication, shared goals, and respect for each other. The choreographed process breaks the silos and makes the company more agile. Strategic leadership is an ongoing evaluation process. A business leader must establish precise measures to monitor strategy effectiveness and adjust them when needed. Strategic Performance Indicators (KPIs) in favor of strategic goals facilitate measurement toward progress and areas for improvement. The measures must be communicated across the organization so everyone is on the same line and held accountable at all levels. Talent Development and Empowerment But measurement will be worth it only if it results in refinement. Strategy is a journey and not a destination, so it needs to be revised from time to time based on market forces, internal dynamics, and stakeholder feedback. The strategic leader needs to embed a learning culture, and review and continuous improvement post-implementation must be fostered. This makes the company agile and able to deliver sustained long-term growth. Development of leadership at all levels is arguably the most core function of a strategic business leader. Talent development is not a chore dictated by the human resource function; it is critically strategic. Mentoring, training programs, and feedback performance programs for employee development make the organization a strong performer. An empowered leader fosters an environment of accountability and high performance. Conclusion Empowerment and trust walk together. Autonomy and delegated authority enable teams to innovate and deliver. Strategic leaders have learned that micromanaging entombs growth, while empowerment unleashes potential. Leaders give space for innovation and decision-making, allowing employees to develop into future leaders, fostering long- term organizational strength and succession readiness. Leading as a strategic business head is a multifaceted responsibility that demands clarity of purpose, cross- functional synergy, and an enduring commitment to continuous improvement. Vision, while foundational, must be actively translated into aligned actions across departments, people, and processes. By fostering collaboration, nurturing talent, and maintaining a keen awareness of external change, strategic leaders become catalysts for transformation and growth. Those who lead with intention, empower with trust, and innovate with courage will not only position their organizations for competitive advantage but will also shape a future defined by resilience and relevance. Adapting to Change and Driving Innovation Business is constantly evolving, and the strategic leaders have to be resilient if they want to succeed. Adaptability is not just responding to change, but being a proactive measure too. A strategic leader has to create an environment that is capable of responding to change rapidly, fostering flexibility and experimentation. Visionary behavior and the capacity to re-prioritize without sacrificing on the vision is essential. 20 www.ciolook.com | May 2025 |

From Market Mapping to Meaningful Connections How to Identify Key Decision-Makers inYour Industry? I shift. These Key Decision-Makers define whether your proposal gathers dust or gathers momentum. Yet in many organizations, influence is diffused across titles, teams, and informal networks, so finding the right individual is rarely straightforward. n business, the shortest line between a bold idea and a signed deal is often a person—someone who can authorize a budget, approve a partnership, or green-light a strategic Below is a practical, experience-tested roadmap to help you locate, understand, and engage the people who matter most—without drowning your reader in bullet points. Redefine What a Key Decision-Maker Means Many professionals scan an org chart and assume the highest title equals ultimate power. Reality is messier. A chief executive might rely on a trusted lieutenant for evaluations; a regional director could defer to a long-serving technical lead whose institutional memory carries enormous weight. Think of Key Decision-Makers as those who can credibly say yes, rather than those who merely look senior. This mindset shift guards you against pitching the wrong person and losing valuable time. Map the Organization—But Think Like a Detective Begin by sketching the company’s structure using publicly available sources: LinkedIn profiles, press releases, and industry articles. As you work, look for subtle clues. Has the same operations manager been quoted whenever the firm announces a sustainability initiative? Does a product director frequently appear on conference panels about digital transformation? These recurring names are seldom random. They point to internal champions who set agendas and influence budget allocation—traits that define Key Decision- Makers. 22 23 www.ciolook.com | May 2025 | www.ciolook.com | May 2025 |

Instead of relying on a checklist of questions, narrate a story in your notes: “Marisa Turner, Head of Customer Success, speaks at every quarterly earnings call about churn reduction. Her fingerprints are all over the new client-retention program; she likely controls the software spend I’m targeting.” Such detective-style reasoning forces you to connect dots rather than tick boxes. in “AI ethics” suggest forthcoming investment, and the hiring manager listed there is probably shaping the purchasing roadmap. Respect the Psychology of Decision-Making Corporate decisions seldom rest on one pair of shoulders. Typically, an initiator identifies a problem, influencers shape the shortlist of solutions, and an approver delivers the final “yes.” Instead of racing directly to the top, recognize that convincing a respected influencer can accelerate acceptance by the ultimate Key Decision-Maker. A thoughtful sequence—educate the initiator, win over the influencer, present to the approver—often succeeds where brute-force outreach fails. Activate the Network You Already Have People often overlook their own circles when hunting for Key Decision-Makers, yet a warm introduction can cut through layers of corporate frost in seconds. Before drafting a single email, scan LinkedIn’s “Mutual Connections” tab or call a colleague who once worked with your target company. Even a distant acquaintance who offers, “Tell them I vouch for you,” changes the dynamic: the decision- maker receives your pitch in the context of trust, not anonymity. Craft Outreach That Feels Human Once you have pinpointed your Key Decision-Makers, treat their time as precious and their challenges as personal. Replace the generic pitch deck with a concise message addressing their specific pain point: “Your expansion into Southeast Asia will double last-mile logistics costs; here’s a two-minute video showing how our routing algorithm cut expenses by 17 percent for a peer.” Demonstrating homework and empathy distinguishes you from the flood of templated emails. Informal networks are equally valuable. The casual chat at a trade-show coffee stand—or a question you pose in a niche Slack community—may reveal who really drives decisions behind the scenes. When someone says, “Talk to Priya; nothing moves without her sign-off,” you’ve struck gold. Show Up Where Decision-Makers Gather Industry events remain fertile ground for meeting Key Decision-Makers face-to-face. Conferences, summits, webinars, and even local chamber lunches attract leaders who are actively seeking new ideas. Being physically—or virtually—in the same space creates shared context. A brief conversation about a panel discussion can evolve into a substantive dialogue about collaboration. Politeness matters as much as precision. Acknowledge their achievements, express genuine curiosity, and invite dialogue rather than demanding it. Over time, this respectful approach turns cold contacts into warm relationships—and those relationships evolve into partnerships. The Human Equation Online engagement offers parallel benefits. Comment thoughtfully on a decision-maker’s LinkedIn post or contribute meaningfully to a forum they frequent. Consistent, value-adding visibility positions you as a peer rather than a stranger with an agenda. Locating Key Decision-Makers ultimately requires equal parts research, intuition, and emotional intelligence. It’s detective work informed by empathy: noticing patterns, listening for subtext, and understanding that behind every corporate logo is a person balancing risks, rewards, and reputational stakes. When you identify that person—and reach them with relevance and respect—you unlock opportunities that no marketing automation tool can replicate. Study Their Public Voice A company’s outward communication is a mirror of its internal priorities. Read the CEO’s blog, listen to podcast interviews with department heads, or analyze the themes of recent press releases. If every article highlights data privacy and a single VP repeatedly elaborates on that topic, you can infer that she is a Key Decision-Maker for cybersecurity spending. Job postings add an extra clue: multiple openings In short, the quest to find Key Decision-Makers is less about spreadsheets and more about stories: theirs, yours, and the shared narrative you will write together once trust is built. Focus on that human story, and the signatures you seek will follow. 24 www.ciolook.com | May 2025 |

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The Most Influential General Managers in the Middle East Sajeed Abdul Lathief

The Most Influential General Managers in the Middle East Sajeed Abdul Lathief

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The Middle East

The Middle East

The Middle East

The Middle East

The Middle East

The middle east

The Middle East

The Middle East

The Middle East

The Middle East

The Middle East

The Middle East

The Middle East

The Middle East

The Most Influential People

The Middle East

The Middle East

The Middle East

The Middle East

The Middle East

The most awarded company of the middle-east

The Middle East