An eye for what matters.Organisational development and interim management
for healthcare transformation in the GCC.
Healthcare across the GCC is being rebuilt around national visions. I provide interim leadership and develop the organisations that turn these plans into daily practice, in pharma, biotech and healthcare.
From strategy to delivery.
The national visions, from Saudi Vision 2030 and We the UAE 2031 to Qatar National Vision 2030 and Oman Vision 2040, are reshaping healthcare across the GCC. In Saudi Arabia, the Health Sector Transformation Program is gradually moving the operation of public health clusters to the state-owned Health Holding Company. In the UAE, the Emirates Drug Establishment has taken over core regulatory services as the federal regulator for medicines and medical products. Both changes call for new structures, new roles and new decision paths, and that is where my work begins.
The strategies in the region are clear and ambitious. The real work lies in bringing them into the daily life of an organisation and anchoring them there. This is where I come in. I take responsibility as an interim manager or lead the development and transformation of a function.
My work covers the whole GCC, from Saudi Arabia and the UAE to Qatar, Kuwait, Bahrain and Oman. I know the region from my own leadership experience. In the MEA region I led local teams, worked closely with distributors and built structures together with the people who know the market best. My aim is to strengthen local organisations and develop national talent, so that capability stays in the country and continues to grow.
I work in the regulated world of pharma, biotech and healthcare. In every mandate, governance, quality and the requirements of authorities such as the SFDA and the EDE are built in from the start.
Interim leadership in a key function
When a key position at leadership level becomes vacant, I take on the responsibility, stabilise the team and keep current decisions moving until a permanent successor is found, ideally from within.
Organisational development and transformation
When growth, new regulation or the goals of the national visions push established structures to their limits, I realign the organisation, its roles and its operating model, and I lead the cultural change that comes with it.
Building and strengthening local teams
For me, the localisation programmes of the Gulf states, from Saudisation to Omanisation, are not a quota. They are an investment in the region's future. I build teams with national talent, develop them and prepare them to take on responsibility themselves. Today this includes AI. I prepare national talent to work with AI-supported processes and to oversee them responsibly.
AI Implementation and AI Governance
The region is investing heavily in digital health and artificial intelligence. Qatar, Saudi Arabia and the UAE already regulate the use of AI in healthcare, each in its own way. I lead the introduction of AI as a transformation, not as an IT project. I realign roles, processes and accountability and build the governance so that it meets these rules and passes an inspection. I work for private companies as well as for public authorities and state healthcare providers.
Public-private partnerships
With the national visions, state healthcare structures are opening up to private operators. When your company enters such a partnership, I develop the organisation behind it and put the structures in place.
A future-ready organisation
Structures, roles and decision paths that fit the reality of your market and stay stable under the pressure of growth.
Strong local teams
A team of national talent who take responsibility and take the new way of working forward with their own drive and motivation.
Strategy that reaches everyday work
The goals of the transformation are anchored in processes and everyday behaviour, not only in presentations.
Governance on solid ground
Quality, compliance and regulatory requirements are part of the structure from the start, not only before the next inspection.
Both are possible, and the difference lies in responsibility. As an interim manager I take on a function and stand by the result. In organisational development I lead the transformation of a function and stay with the teams until the new way of working is second nature. In both cases I implement rather than only recommend.
The national visions of the Gulf states, such as Saudi Vision 2030, We the UAE 2031 and Oman Vision 2040, place strong emphasis on national talent, anchored in programmes such as Saudisation, Emiratisation and Omanisation. For me this means building structures together with the people in the country, rather than imposing ready-made models from outside. I develop national talent until they take on responsibility themselves. A transformation only lasts when your own people drive it.
Yes. The Gulf states, above all Saudi Arabia and the UAE, are deliberately opening state healthcare structures to private investors and operators. I develop the organisation for such a partnership, clarify roles and decision paths and put governance in place that meets the legal requirements.
I combine personal presence in the decisive phases with close, reliable collaboration at a distance. Together we agree what this looks like in each mandate, depending on what the situation and the team need.
The UAE has its own requirements for AI in healthcare. These are the Policy on Use of Artificial Intelligence in the Healthcare Sector of the Department of Health Abu Dhabi and the Policy for Use of Artificial Intelligence in the Healthcare of the Dubai Health Authority. Both explicitly apply to pharmaceutical manufacturers. The Abu Dhabi policy requires clear governance for the use of AI, the Dubai policy supervision by professional users. I align the AI systems in your company with these requirements and lead the change management that comes with them. In Saudi Arabia, the SFDA guidance MDS-G010 applies to AI-enabled medical devices (as of October 2026). In the other Gulf states, I follow the requirements of the authorities there.
Every mandate begins with a confidential conversation.