Author: theciotimes

The information technology landscape has never stood still. From the early shift from analog to digital, to the rise of wireless communication, mobile computing, and AI-assisted systems, each wave of change has reshaped industries and demanded new ways of thinking.

At the center of this evolving landscape is Bob Johnson, Senior Vice President of Technology & Enterprise Data at Kidder Mathews. With a career spanning pivotal transitions in technology, Johnson has guided award-winning teams, earned recognition as an industry leader, and helped organizations harness enterprise data to drive innovation, scalability, and long-term business value.

In the following conversation, Johnson shares his journey, the lessons learned from leading complex initiatives, and his perspective on how technology can serve as both a catalyst for growth and a foundation for the future of real estate.

What first inspired your career in technology, and how did you grow into a leadership role in enterprise data?

My career began during a pivotal era marked by the transition from analog to digital technology, where I witnessed—and actively contributed to—transformative shifts such as the move from wired to wireless communication, the evolution from desktop to mobile computing, and the emergence of AI-assisted systems. Each of these transitions not only reshaped industries but also demanded new ways of thinking, innovating, and leading. Navigating this constant wave of change has strengthened my adaptability and reinforced my belief that technology is not just a tool, but a catalyst for organizational growth and human potential.

My curiosity and drive to continuously learn have fueled my progression from practitioner to leader, enabling me to guide teams and enterprises through complex data and technology landscapes while fostering innovation, scalability, and long-term business value.

How has your role at Kidder Mathews evolved over the years, and what areas of responsibility do you find most rewarding?

In the past, I witnessed several technology decisions being made in isolation—or sometimes hastily—without fully considering the needs of the business, the end users, or even the long-term support mechanisms required to sustain those solutions. These misaligned approaches often resulted in inefficiencies, rework, or missed opportunities for true business impact. Those experiences have been instrumental in shaping my perspective and guiding me toward what I now find to be the most rewarding aspect of my role: building genuine collaboration and partnerships across departments.

Because technology touches every dimension of our business, I see my primary responsibility as ensuring it is not implemented for its own sake, but strategically leveraged to address real enterprise and departmental challenges. By working closely with teams to deeply understand their goals and pain points, I can design and deliver solutions that not only reduce friction and solve problems but also enhance productivity, drive innovation, and create measurable value. For me, the most meaningful success comes from this integrative, problem-solving approach—where technology becomes a true enabler of growth and efficiency across the organization.

You have been recognized multiple times as a top technology professional and for leading award-winning teams. What do you consider the foundation of that sustained success?

I hold a deep belief in people and in the principle of continuous improvement—striving to ensure that each project, initiative, or interaction is better than the one before. For me, success is rarely the result of chance; rather, it comes from the deliberate convergence of preparation, opportunity, and perseverance. When this is paired with consistent effort, adaptability in the face of change, and a commitment to learning, the results are not only impactful in the short term but also sustainable over time. I emphasize this philosophy in both my leadership and collaboration with others, reinforcing that progress is achieved through incremental improvements, resilience, and shared accountability. This mindset has been fundamental in helping teams I’ve worked with embrace innovation, overcome challenges, and deliver lasting value.

Real estate is in the midst of significant transformation. From your perspective, how is enterprise data helping organizations stay agile and competitive in this sector?

Enterprise data is not just an important asset in our industry—it is the foundation for informed decision-making and strategic growth. As certain industries expand, others contract, and as entirely new sectors emerge, the demand for space to house these businesses is in constant flux. By harnessing and analyzing enterprise data at scale, we gain the ability to identify macro- and micro-trends, anticipate shifts in demand, and provide clients with solutions that align with both their immediate needs and long-term aspirations. Data delivers insight into the why behind market dynamics, enabling us to guide clients in determining how specific types of space will support their business models, workforce strategies, and operational goals. More importantly, it informs where that space should be located to maximize efficiency, accessibility, and growth potential. In this way, data is not simply a reporting mechanism—it is a strategic tool that transforms uncertainty into clarity and empowers clients to make decisions with confidence.

From your experience, what obstacles most often derail large-scale technology initiatives—and how do you overcome them?

Over the course of my career leading enterprise technology and data initiatives, I’ve observed a recurring truth: most large-scale technology projects don’t fail because of the technology itself. They fail because of the human, organizational, and strategic factors that surround it. Technology, at its core, is an enabler. But without clarity, alignment, and strong leadership, even the most advanced solutions can fall short of their promise.

By embedding strong governance, aligning stakeholders, investing in change management, and ensuring every initiative maps back to measurable business outcomes, leaders can dramatically increase their chances of success. When these elements come together, technology ceases to be a source of frustration and becomes what it is meant to be: a catalyst for innovation, growth, and long-term enterprise value.

Mergers and acquisitions often bring enormous complexity. What’s your approach to uniting systems, teams, and data strategies during integration?

A successful integration is not simply about merging systems or reducing costs—it’s about creating a stronger, more capable enterprise. By grounding every decision in business drivers, balancing speed with stability, prioritizing people and culture, and building a scalable technology foundation, leaders can turn the complexity of integration into a catalyst for growth. They present a unique opportunity to create value, but also one of the greatest risks if not managed carefully. Technology systems, people, and strategies are at the heart of any successful integration. To achieve sustainable success, leaders must go beyond tactical execution and adopt a thoughtful, balanced, and targeted approach.

Every integration should begin with clarity around why the deal happened. Is the goal to expand into new markets, gain operational efficiencies, acquire talent, or accelerate innovation? By understanding the primary business drivers, technology leaders can align integration priorities to what truly matters—ensuring that every decision supports long-term strategic outcomes, not just short-term technical fixes.

One of the most complex aspects of M&A is deciding what to keep, merge, or retire. A thoughtful technology integration assesses redundancies and risks across systems, aligns system choices to business priorities, and ensures scalability and future-readiness rather than clinging to legacy approaches. The focus should be on building a unified, agile ecosystem that supports the combined organization’s strategic goals.

Without strong governance, integrations can stall or drift. Establishing clear accountability, escalation paths, and decision rights ensures alignment and prevents bottlenecks. Governance also enforces discipline in execution, keeping the integration targeted and value-driven.

Finally, integrations must be measured against the outcomes promised in the deal rationale. Defining success metrics—such as cost savings, market expansion, or innovation speed—provides clarity and allows leaders to communicate progress transparently, building trust with both internal and external stakeholders.

Culture plays a vital role in technology adoption. How do you create and maintain a “white glove” service-oriented culture within your teams?

I make it a priority to participate in as many projects and deployments as possible, not only to stay connected to the work but to set a visible standard for how we interact with our customers and deliver outcomes. My goal is to demonstrate what exceptional service looks like in practice—what we call our “orange glove” service, going above and beyond in every interaction. This means that every project, no matter the size, is delivered with care, attention to detail, and a focus on exceeding expectations. I also visit each of the offices where our team members are based, so I can engage with them directly in their environment. These visits are about more than presence; they allow me to better listen, respond, and serve our internal customers in real time. By being intentional and transparent in my interactions, I help reinforce that customer service is not a department—it’s a culture.

At the heart of our approach is a people-first model. We believe that every internal customer and every team member deserves respect, empathy, and a thoughtful focus on their needs. Whether it’s resolving an issue, supporting a deployment, or providing guidance, we aim to meet each situation with professionalism and genuine care. This philosophy not only strengthens trust and relationships but also creates a foundation for sustainable excellence in both service and delivery.

Looking back at your career, what milestones or achievements stand out as turning points that shaped your leadership journey?

Several key milestones have shaped my leadership journey. Shortly after the start of my career, I was asked to lead the Tri-State area helpdesk. It was in that role that I began applying two principles that still use today: do it once and do it right—and treat others the way I would want to be treated. Those early lessons in accountability and empathy became the foundation of my leadership style.

As my career progressed, I had the opportunity to lead projects across international borders. Delivering solutions in other countries was both eye-opening and energizing—it broadened my perspective, showing me that the world is much larger than my immediate environment and that effective leadership requires cultural awareness, adaptability, and humility.

Another formative milestone was developing custom and priority technology solutions for the real estate industry. These projects gave me a front-row seat to how technology, when tailored thoughtfully, can solve industry-specific challenges and create tangible business value.

Finally, joining Kidder Mathews has been the defining chapter. Here, I’ve been able to bring together all my prior experiences to build and lead an outstanding—and award-winning—technology team. It has been one of the most rewarding milestones of my journey, allowing me to not only deliver enterprise value but also mentor, grow, and empower others to reach their full potential.

From your experience, what differentiates organizations that truly embed data-driven decision-making into their DNA from those that only adopt it at a surface level?

Many organizations today talk about being “data-driven,” but in practice, there’s a wide gap between those who truly embed it into their DNA and those who only adopt it at a surface level. The distinction lies less in the tools they use and more in the culture, mindset, and operating models they build around data. For example, leaders at every level must genuinely trust data as a foundation for decision-making, and they need to encourage curiosity, questioning, and fact-based discussions over gut instincts or hierarchy. Additionally, data must be baked into the design of processes, strategies, and customer experiences from the start. It’s proactive, not reactive.

Organizations that truly embed data-driven decision-making don’t just use data as a resource—they live it as a principle. They see data not as an output, but as an input to strategy, culture, and growth. In these companies, data isn’t a supporting actor; it’s part of the organizational DNA that guides how people think, collaborate, and act every day.

The role of a technology leader extends beyond technical expertise. How do you balance operational excellence with innovation, especially in a business as capital-intensive as real estate?

Excellent question! Technology leaders often walk a tightrope between keeping the lights on and pushing the boundaries of innovation. In capital-intensive industries, where margins for error are slim and investments are substantial, this balance is especially critical. Innovation can’t be innovation for its own sake—it must directly support strategic business objectives. By tying innovation to revenue growth, cost efficiency, or customer experience improvements, leaders can justify investments while keeping operations stable. Operational excellence is non-negotiable. Core systems and processes must remain reliable, secure, and cost-effective. Leaders can free up capacity for innovation by driving efficiencies—automating routine tasks, modernizing infrastructure, and eliminating waste—then reinvesting those savings into experimentation and growth initiatives. Balancing operational excellence with innovation in a capital-intensive environment isn’t about choosing one over the other—it’s about creating a sustainable model where operational efficiency funds and enables innovation. This balance not only protects the enterprise but also positions it to adapt, grow, and thrive in the face of constant change.

What emerging technologies or trends in proptech, data analytics, or enterprise systems do you believe will have the biggest impact on real estate in the next five years?

When I look at the next several years, I believe four areas of developing technology will have the biggest impact on real estate: enterprise data, AI, smaller and more powerful computers, and predictive analytics. Trends in these verticals are converging to reshape how decisions are made, how deals are won, and how clients are served.

At Kidder Mathews, we’ve been intentional about preparing for this future. We’ve built the foundation of our advanced technology playbook through a unified platform we call KM Logic™. This platform positions us to integrate enterprise data with AI and predictive analytics in a way that delivers real-time insights and competitive advantage. In a market where timing and accuracy are everything, the ability to harness accurate data, serve it through AI, and apply predictive models will directly determine who wins deals and creates lasting value.

Finally, is there a guiding principle, quote, or personal philosophy that you live by and that influences your leadership style?

“Luck favors the prepared.” – My grandfather

I believe that what many people call “luck” is often the result of preparation meeting opportunity. In leadership and technology, preparation means doing the hard work up front: anticipating challenges, building strong teams, investing in skills, and developing a clear strategy. When opportunities arise—whether it’s a new market shift, an emerging technology, or a sudden client need—those who are prepared are positioned to respond quickly and effectively. This mindset shapes how I approach projects and leadership: success isn’t about waiting for the right moment, it’s about being ready when that moment comes.

“Don’t make hard even harder.” – Kidder Mathews Chairman & CEO, Bill Frame, SIOR, CCIM

Technology projects are inherently complex, and change can be challenging for organizations. I’ve learned that technology leaders have a responsibility not to add unnecessary layers of complication. Whether through over-engineered solutions, unclear communication, or misaligned priorities, it’s easy to make a difficult task even more difficult. My approach is to simplify where possible—clarifying objectives, streamlining processes, and focusing on the essentials that drive value. By doing so, teams can direct their energy toward solving the real challenges, not untangling avoidable complexity.

A revolutionary vision in entrepreneurs is rare. It takes fine skill, expertise, and sufficient experience in the business realm to open doors for disruptive innovation. Today, we would like to introduce Jason Hari, Founder/CEO, Magnum Equities, Magnum Global (CSP) LLC. Early in his career after university, one of the most effective ways for Jason to assess different businesses and their industries was by working as a business analyst, evaluating financials, determining value, meeting directly with owners, and gaining their 360-degree view of operations in order to convey both strengths and challenges to prospective buyers.

This role provided Jason with an invaluable opportunity to dive deep into a cross-section of diverse businesses, exploring supply chains, operational efficiencies or inefficiencies, sales, marketing, pricing models, and customer/investor relations. Global platforms such as the World Economic Forum and the World Brand Congress have recognized Jason’s thought leadership.

A few years later, his journey included involvement as a seed investor in an oil and gas company that was subsequently taken onto the AIM market and later the LSE (London Stock Exchange). Jason’s continued focus has revolved around three principal domains: large-scale commercial, residential, industrial, agricultural, and office real estate asset classes; agricultural commodities; and oil and gas. In the early 2000s, his scope expanded into scalable digital ventures, and more recently, into FinTech, PropTech, WealthTech, tokenization, and blockchain solutions designed to serve global partners and investors. Through Magnum’s global portfolio, Jason has aimed to generate strong ROI while embedding mass social impact for both developed and underserved democratized population groups historically excluded from high-growth opportunities, thereby empowering them to change their lives and set their families on a path toward generational wealth.

Jason’s story is inspiring and highlight-worthy. He is a visionary entrepreneur blending global business expertise with purposeful impact. With over 35 years in commercial real estate, business equities, and high-growth ventures, he has built Magnum Equities, an innovative platform combining FinTech, PropTech, WealthTech, and tokenized fractional profit-sharing to empower investors and communities worldwide. Known for resilience, ethical leadership, and cultural sensitivity, Jason aligns high financial returns with societal benefit, supporting SMEs, infrastructure, and generational wealth creation. Recognized by the World Economic Forum and World Brand Congress, he exemplifies forward-thinking, conscious leadership, making him an ideal figure to inspire readers with insights on profit, innovation, and lasting impact.

Scaling of Legacy

About Jason’s guiding principles, he refers to what he calls his “rear-view mirror,” a perspective he revisits regularly. For him, it serves as a reminder to stay aligned with the legacy, the vision, sacrifice, and intentions of forefathers and foremothers whose values of mentoring, empowering, and uplifting others remain central to his journey. Seeking ways to scale these values on a global level, Jason found the answer in leveraging the potential of FinTech, PropTech, WealthTech, and fractional tokenized profit share for partners worldwide, an enduring model designed for long-term impact.

This vision materialized as the Magnum Equities platform and ecosystem, purposefully engineered to lower barriers of entry for investing in high-growth real-world assets. The model empowers individuals and organizations through innovative programs like the Capital Agent initiative, while also aligning Magnum with the priorities of Sovereign Wealth Funds and Investment Authorities. In doing so, Jason ensures that resilient growth investments generate not only strong returns but also meaningful societal benefits, supporting both global communities and the legacies of national wealth funds.

Conscientious Capital

Jason observes that speculative foreign investment and capital flows into major urban centers across North America and other global cities have consistently driven property values and rental rates upward, often leading to migration toward more affordable regions until markets stabilize. While measures such as foreign buyers’ taxes and shifts in capital mobility, particularly from China, have influenced volumes, strong flows continue into established first-world regions, albeit with modest ROI. Having assessed high-growth markets, Jason sees greater opportunities in rapidly expanding regions such as the GCC, MENA, Saudi Arabia, Africa, and other emerging hubs where Magnum focuses its efforts. He notes a tangible global shift toward innovation and values-aligned partnerships that prioritize impact alongside profit. Sovereign Wealth Funds and Investment Authorities, guided by Vision 2030 and 2050 agendas, are increasingly channeling resources into resilient industries such as real estate, equities, FinTech, and AI. In parallel, family offices and multi-family offices now seek more than financial returns, favoring “conscientious capital” strategies that deliver both growth and meaningful social impact.

Major Global Developers As Co-Branding & Profit Share Partners – Across All Assets

He also shared that a Super App is designed to include separate asset classes for each developer, aligning seamlessly with the company’s overarching vision. Structuring the platform in this way leverages synergy with the REIT framework and Magnum’s fractional profit-share model for global partners and investors. By linking Magnum tokens directly to developers’ properties, the company creates a strong connection between global partners and leading developers such as Emaar, Nakheel, Sobha, and other major players. This approach enhances token adoption, strengthens co-branding, supports property sales, and builds immediate trust and visibility alongside some of the most respected names in real estate. Fully customized within the REIT and fractional profit-share structures, this model serves as a powerful tool to attract strategic partners and investors, positioning Magnum for exponential growth, credibility, and global connectivity.

Cultural Intelligence Matters

Jason emphasizes that cultural appreciation, sensitivity, and understanding of human behavior are essential for building lasting relationships with business associates and investors. A successful business relies on trust, integrity, and character. He believes that preconceived notions of universal “Western” practices must be set aside, requiring maturity, humility, and a willingness to listen, observe, and adapt to local norms and culturally appropriate ways of conducting business.

Fractional Growth Strategy

Jason notes that while the fundamentals of conventional assessment, operational optimization, and value creation remain unchanged, the true disruption lies in enabling previously excluded investors to participate through lower-barrier fractional ownership or perpetual profit-sharing in Magnum’s global portfolio. This approach mitigates the risks of single-asset fluctuations while providing recurring, escalating returns across a diversified, high-growth portfolio. Magnum’s investors seek exposure to a growing array of assets, akin to a FinTech version of the early Berkshire Hathaway model, where patient capital delivered exponential long-term returns. Magnum deploys capital into proven assets within high-velocity growth regions and supports pre-seed to late-stage companies, facilitating expansion, mergers, and exits over time. When asked what common leadership traits have enabled him to navigate such diverse industries successfully, Jason highlights resilience, patience, a lifelong commitment to learning, and the ability to execute a clear vision.

Cultural Governance

Jason emphasizes that each industry has unique nuances in operations, sales, business development, investor relations, and corporate governance. Having specialized talent ensures delegation with confidence, while entrepreneurs must often be generalists, understanding how different domains intersect to operate seamlessly. Effective leadership requires wearing multiple hats and mastering each function to provide strong governance. Sales remain the lifeblood of any business, whether in product distribution, enterprise solutions, or asset management, and leaders must deeply understand their audience, including legacy interests and intangible relational factors. Cultural sensitivities, respect, and proper gestures are critical in building equitable and lasting relationships. Jason notes that missteps, such as overlooking local norms in regions like Saudi Arabia, highlight the importance of values alignment and maintaining a cultural lens in all negotiations and advisory work.

Purposeful Capital

Jason believes that corporate profits and capitalism must be balanced with social conscience, embedding an impact mentality into business models to benefit many, or even just a few. Large-scale impact investors, family offices, and sovereign wealth funds often operate with this “conscious capital” mindset. Scalable technology provides unique opportunities for mass impact, but it requires founders or leaders to intentionally integrate this into the company’s DNA. Jason notes that forward-thinking regions, such as the UAE and GCC countries, create investment landscapes that value citizen welfare and align with investor and expat interests. Magnum, as a UAE-founded FinTech company, reflects this values-driven approach, designing its platform to deliver mass impact at scale while creating win-win outcomes for all stakeholders. For Jason, mechanizing high-impact solutions is never an afterthought; it is central to building a purposeful and enduring business, ensuring technology serves not only complexity and service delivery but also broad societal benefit.

Patient Impact Investing

Jason emphasizes that patient returns align closely with conventional real-world asset growth, offering stable appreciation over a longer time horizon, precisely what most partners and investors seek. Well-selected long-standing assets and leading capital market companies provide limited volatility compared to high-risk, short-term placements, even when factoring in currency spreads in international markets. Magnum Equities represents the culmination of Jason’s 35+ years of experience in commercial real estate and business equities, designed to integrate global partners seamlessly into high-ROI, growth-oriented regions and asset classes. The platform combines innovative FinTech, PropTech, WealthTech, and tokenized fractional profit-sharing with a built-in model for mass social impact, lowering barriers for wealth creation and empowerment. Jason ensured that Magnum aligns with Sovereign Wealth Funds and Investment Authorities, supporting citizenry, SMEs, infrastructure, and generational wealth creation. Programs like the Capital Agent initiative enable individuals, fund managers, and institutions to generate meaningful returns while contributing to broader societal and legacy objectives.

Legacy Design

By designing solutions that address key challenges within domains where one has deep expertise and integrating meaningful impact at a scale the business can sustain, leaders can create a legacy that extends beyond mere profits is what he believes. Jason’s approach emphasizes building models that serve multiple stakeholders and generations, ensuring that the business delivers enduring value, societal benefit, and long-term relevance well beyond the founder’s tenure.

Impact Investing

Jason envisions a “win-win-win” model that simultaneously delivers high-growth returns for partners and investors, supports thousands of micro, seed, and early- to late-stage companies in raising capital, and strategically builds Magnum’s equity portfolio across a vast global spectrum of businesses. This approach not only drives portfolio growth but also empowers individuals and organizations across first, second, and third-world regions, generating sustainable revenue streams that uplift communities, create opportunities, and enhance quality of life. Beyond financial returns, Jason’s focus is on embedding purpose and impact into every investment, ensuring that growth creates meaningful social, economic, and generational benefits. He aims to maintain and elevate a standard of leadership and innovation that he experienced early in his career, a benchmark for future generations to reflect upon through their own “rear-view mirror,” guiding their potential and shaping their legacy. For Jason, this philosophy reinforces the belief that scalable ventures, when executed with foresight and values alignment, can simultaneously drive capital efficiency, societal empowerment, and enduring influence, creating a holistic blueprint for responsible, high-impact entrepreneurship on a global scale.

To learn more about Magnum Equities’ investment philosophy or to explore opportunities for purposeful growth, visit www.magnumequities.com or contact directly at:

• General info: info@magnumequities.com
• Capital Partners/Investors: capitalpartners@magnumequities.com
• Capital Agents: capitalagents@magnumequities.com

Revenue figures are the cornerstone of any business for attaining consistency and growth. It fuels the day-to-day operations while accelerating the organization’s image, transforming it into a pioneer of the respective industry. To achieve comprehensive output, organizations hire revenue officers who align all revenue-generating functions seamlessly. We are elated to introduce Amber Brooner, Chief Revenue Officer at XTEL. Starting as an intern at a software company to rising to the position of the Chief Revenue Officer, Amber has demonstrated that strong leadership and a relentless focus on results define a path to success.

About XTEL

XTEL stands as a global leader in AI-driven revenue management, trusted by more than 400 of the world’s largest consumer goods and retail brands such as Nestlé, Danone, and Kraft Heinz. Its cloud-native, AI-first revenue platform oversees more than $100 billion in annual trade spend within a consumer market exceeding $7 trillion, influencing over half of all shopper and consumer decisions worldwide.

Headquartered in Luxembourg, with operations across North America, EMEA, and APAC, and supported by its AI Technology & Engineering Center in Italy, XTEL combines deep industry expertise with advanced technology. By uniting strategy, data, and execution, the company enables clients to seamlessly align commercial strategy with ERP and supply chain operations.

XTEL continues to set the tone for trailblazing revenue management, earning fourteen best-in-class distinctions from the Promotion Optimization Insitute (POI) in the 2025 Consumer Goods Vendor Panorama. XTEL’s AI platform received distinctions in the following categories: Data Management, Global Deployment, RGM UX, RGM Suite, TPx UX, Headquarter Planning, and TPx Analytics, Dashboarding & Reporting. Connected Enterprise, Data and Analytics Visualization, Desktop UX, Analytical Insights, Guided Selling), Artificial Intelligence (AI)/Machine Learning and Generative AI/Chatbot Assistant/Agentic AI.
At its core, XTEL is built to help clients stay ahead of the curve, delivering measurable impact, scalable growth, and a competitive edge in one of the world’s most dynamic markets.

An Illustrious Journey

Amber began her career as an intern at software company Seagate (Crystal Decisions), a role that soon transitioned into inside sales. Over time, her path expanded into leadership positions at global enterprise software companies such as SAP, Salesforce, and Informatica, where she built and scaled revenue organizations across the Americas, EMEA, and APAC. With a passion for developing high-performing teams and driving growth through technology and data, she has consistently led with both vision and impact.

Today, as Chief Revenue Officer at XTEL, Amber helps companies unlock value at scale by deeply understanding client needs and aligning holistic enterprise software solutions with their long-term business imperatives. She believes success comes from listening to stakeholders, empowering teams, and relentlessly focusing on outcomes. Her leadership philosophy is simple yet powerful: keep customers at the center, people at the heart, and balance local execution with global vision.
Equally, she believes success comes from investing in people and culture, leading with empathy, and creating environments where individuals feel valued, heard, and supported. When teams are empowered in this way, they rise to challenges and achieve extraordinary results.

Visible Results

As a Chief Revenue Officer, Amber believes transformational growth means changing the way businesses operate at scale. It includes integrating artificial intelligence (AI) into decision-making, enabling customers to achieve measurable ROI faster, and building organizations that scale globally without losing local intimacy. Today, revenue management is about unifying data, automating workflows, and enabling predictive and prescriptive decision-making at every level of the business.

At XTEL, transformational growth happens when clients’ key stakeholders are empowered to lead with insight. For CFOs, CIOs, and CROs, that means shifting from reactive management to proactive, data-driven leadership and decision-making. Success is measured by the tangible ROI XTEL delivers— accelerated growth, optimized spend, and improved margins—all sustained through continuous innovation.

Amber shares, “True transformation is when growth becomes the outcome of innovation, not just activity.”

Streamlined Execution

Amber leads her team by instilling a vision that success depends on the team’s ability to “fly in formation.” Just like the formation of an aircraft, every team member’s function has its role and position while being in synchronization. When sales, marketing, pre-sales, and customer success move in unison, the organization can optimize the impact for the customer and achieve a surge in the business.

Alignment necessitates shared goals and accountability with a feedback loop. The organization achieves this through:

A common set of metrics (pipeline velocity, retention, expansion).

Integrated planning, joint account planning, and campaign execution.

Customer journey mapping, ensuring a seamless handoff from demand gen through sales to success.

Revenue operating cadence, weekly and quarterly reviews that keep all functions accountable to the same outcomes.

Amber states, “True go-to-market success happens when every function, sales, marketing, customer success, and pre-sales, flies in formation. Progress only comes when we’re fully synchronized; that’s when we create unstoppable momentum.”

Crafting Competitive Advantage

Amber shares that XTEL’s competitive advantage lies in its holistic, AI-driven approach. It is a mission-critical, cloud-native platform that unifies data, analytics, and execution across the entire revenue management cycle. By leveraging proprietary AI models tailored to the complexities of consumer packaged goods, it delivers predictive and prescriptive insights that drive smarter decisions for every stakeholder.

Her go-to-market framework for diverse markets has a three-tier structure. She also ensures brand consistency and agility in that. The framework is as follows:

Global Strategy: Core value propositions and brand promise remain consistent.

Regional Customization: Messaging, pricing, and partnerships align to local regulations, maturity, and buyer behavior.

Field Execution Agility: Teams adapt to real-time feedback from customers and markets while staying within the global guardrails.

She asserts, “The art of global go to market (GTM) is holding brand consistency in one hand and local agility in the other.”

AI’s Role

AI is the engine that powers modern go-to-market optimization. At XTEL, the platform leverages it to:

Predict demand and optimize pricing

Promotion

Assortment

Expediting proactive and data-driven decisions

It also enhances personalized engagement. The AI models bifurcate customers and give tailored offers for them, which brings in higher engagement and conversion. It also automates routine tasks. These AI-driven assistants suggest the ideal next steps and automate workflows. It liberates teams to focus on strategic initiatives.

The AI models provide clear, role-specific ROI insights, helping stakeholders witness the value of every action and investment.

Amber highlights AI, saying, “AI doesn’t replace human connection. It makes every connection smarter and frees people to focus on strategy and relationships.”

Embracing the Trends

Amber believes that the future of GTM belongs to those who think ecosystem-first and AI-native. Key trends for her are AI-native operations, ecosystem-driven selling, customer success as revenue, and hybrid engagement. The organization is integrating AI across GTM while extending partnerships and focusing on lifetime customer value.

Some crucial trends in GTM include:

Omnichannel commerce: The rise of digital and hybrid channels demands seamless planning and execution across all touchpoints.

Personalization: Customers expect tailored experiences, requiring granular segmentation and dynamic offers.

ROI transparency: Every investment is scrutinized for its financial impact.

XTEL is at the forefront of these trends, investing in AI, user experience, and integration capabilities. Its platform empowers clients to deliver seamless, personalized experiences, adapt rapidly to market changes, and measure the financial impact of every initiative.

Leadership Teachings

As a seasoned executive, leader and mentor, Amber shared some insightful leadership lessons for emerging executives.

Clarity over complexity: simplify strategies and communicate them well.

People first: invest in coaching and mentorship.

Resilience and adaptability: markets shift, leaders must pivot.

Global mindset: think beyond borders, build for scale.

Authenticity: lead with transparency and purpose.

She adds, “The best leaders balance accountability with empathy, pushing people to grow while making them feel valued and supported.”

Future CX

In the next five years, Amber expects that AI will significantly reshape how companies achieve growth. It will be the operating system for revenue teams, enabling hyper-personalized customer journeys. It also includes proactive churn prevention, dynamic pricing, and AI-integrated leadership.

From XTEL’s perspective, AI is the engine that bridges commercial strategy and flawless execution. Today, its platform is already helping the world’s leading brands align trade, pricing, and portfolio strategies with ERP and supply chain operations. Looking ahead, this capability will enable AI-enabled companies to adapt in real time, optimize every dollar of trade spend, and stay firmly ahead of the curve.

As Amber emphasizes, AI will not just guide revenue leaders, it will amplify them. It will become the connective tissue linking strategy to execution, reshaping not only revenue management but also leadership and customer experience. The true winners of the future will be the companies that embed AI seamlessly, build ecosystems fearlessly, and keep customers at the center of their strategy.

Leading Boldly

Amber believes in claiming one’s voice early, without waiting for permission to lead. For her, stepping into spaces with conviction sets the tone for authentic leadership. She emphasizes the importance of building networks, seeking mentors, sponsors, and allies who will champion growth, while also paying it forward by doing the same for others.

Her philosophy centers on results, reminding leaders that measurable outcomes are the strongest proof points. Titles may hold weight, but results speak louder. At the same time, she encourages balancing confidence with curiosity. Confidence builds credibility, while curiosity fuels learning and innovation, both of which are essential for long-term leadership.

Authenticity is central to Amber’s approach: saying what you mean, doing what you promise, and delivering with excellence are, in her view, the foundations of trust and lasting influence. Equally, she champions lifting others while climbing, noting that when women see other women leading, it reshapes what is possible and creates a multiplying effect across industries. In her work leading women in technology, data, and revenue management, Amber sees daily how visibility fuels confidence, accelerates careers and normalizes women in leadership roles, planting the roots for lasting change.
Her advice to emerging leaders is simple: lead with courage, deliver with excellence, and never forget that presence is not just personal, it opens doors for others who follow.

Lastly, Amber encourages leaders to remain purposeful and clear, knowing what matters most to their organizations and stakeholders, and communicating it relentlessly. She underscores the value of embracing diversity and agility, recognizing that true success comes from adapting quickly and learning from different perspectives. Finally, she stresses the importance of measurement, tying leadership directly to meaningful, measurable outcomes, particularly in terms of ROI and stakeholder impact.

Influential Legacy

Amber aspires to be remembered for empowering both organizations and individuals to exceed their own expectations. Her vision of legacy is rooted in fostering a culture of innovation, inclusion, and ethical leadership where technology amplifies human potential and success is measured not only by business outcomes but also by the positive impact on people and communities.

At the heart of Amber’s philosophy is authenticity and leading with genuine intent. She believes leadership is about inspiring individuals to become the best version of themselves and creating conditions that allow them to thrive. At the same time, she is committed to driving excellence and performance, ensuring that progress is shared and that others rise alongside her.

For her, true change happens when authenticity becomes the standard. In that world, women and leaders of every kind are seen thriving powerfully and unapologetically in every space.

A STRATEGIC HORIZON AHEAD

“The best way to predict the future is to create it.” – Peter Drucker
Guided by this philosophy, Amber envisions a future where AI is seamlessly integrated into every commercial decision. Her mission is clear: to ensure the world’s leading brands remain at the forefront of innovation and competitiveness.

For XTEL, the company’s five-year vision is both ambitious and focused:

Global expansion by strengthening leadership across North America, EMEA, and APAC.

Revenue growth, to double performance through consistent delivery of measurable customer ROI.

Category leadership in revenue growth management and trade optimization, driven by an AI-native cloud platform.

Industry impact by co-innovating with the largest CPGs and retailers worldwide.

At its core, this vision reflects a commitment to embedding AI in every commercial decision, scaling globally, doubling growth, and shaping the future of trade optimization.

About AI, Amber adds,” The winners of tomorrow will be those who embed AI into every decision today.”

A QUOTE TO KEEP AT IT

Amber often draws inspiration from Maya Angelou’s timeless words:

“I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

For her, this captures the essence of leadership, leading with heart, delivering with discipline, and building a future where ambition and authenticity thrive together. Whether in personal or professional settings, she believes kindness must always be at the core of leadership.

Another guiding principle she embraces is a mantra from her father-in-law, a decorated veteran, and the lessons he carried during his time of service:

Prior preparation and planning prevents piss poor performance.

To her, this serves as a constant reminder that execution is just as important as vision. As Amber puts it, “Dreams without execution are just wishes. Execution without vision is just activity. True leadership is turning vision into measurable outcomes, dreams into goals and goals into successful results.”

To know more about Amber Brooner and Her company XTEL.

The advent of artificial intelligence (AI) has taken the globe by storm. Each sector is levelling up, leveraging the technology efficiently. Deploying it into the human resource realm has only helped organizations hire the right talent. Moustafa El Hadidi, Founder at Qaws, is an epitome of the same. Reflecting on how his professional journey evolved from his early beginnings in network engineering to founding two successful HR technology ventures, he describes a path shaped by curiosity, purpose, and a passion for human potential.

He began his career with eight years in IT Security, where he cultivated a disciplined, analytical mindset and a deep appreciation for systematic problem-solving. During this period, he also authored his first book, an experience that reinforced his belief in knowledge-sharing as a key driver of growth and innovation. Over time, however, Moustafa realized that while technology could solve complex technical challenges, its true power emerged when used to empower people to achieve their best.

His move into Human Resources was therefore a conscious and strategic decision, not a coincidence. He viewed HR as the true meeting point between personal ambition and organizational success. Observing that traditional HR approaches often failed to unlock human potential or design meaningful career journeys, he saw an opportunity to reshape the way talent and opportunity connect.

What ultimately motivated Moustafa to enter the HR innovation space was witnessing a persistent disconnect: highly capable professionals struggled to showcase their abilities, while organizations faced difficulty identifying the right talent. He believed that technology, especially AI, could bridge this gap through transparent, fair, and intelligent systems that serve both individuals and employers. This conviction became his mission: to transform recruitment from a transactional process into a transformative experience that creates livelihoods, not just jobs.

Empowering Potential

About his core mission, Moustafa highlights that as a serial entrepreneur bridging technology and human potential, having founded both SAmAS Gamify and QAWS, he describes it as a journey of purpose and empowerment.
At the heart of his mission is a simple belief: opportunity should be accessible to everyone. He sees technology as a bridge that can uncover and nurture the unique potential within every individual. Too often, traditional systems overlook talent or fail to provide the right environment for growth, and that realization has guided much of his entrepreneurial path.
Through his ventures, he has come to view himself as an architect of opportunity. With SAmAS Gamify, he discovered how interactive, gamified learning could make personal and professional development more engaging and meaningful. That experience laid the groundwork for QAWS, where he’s leveraging AI to create personalized and transparent systems for talent assessment and career development.

For Moustafa, technology is not about replacing human judgment; it’s about enhancing human potential. His goal is to build platforms that help people showcase their real abilities while giving organizations deeper insights into the talent they engage with. In his view, true innovation happens when technology uplifts people, creating progress that is both human-centered and future-ready.

Cross-Industry Innovation

Moustafa’s cross-industry experience spanning technology, chemicals, pharmaceuticals, and education has played a key role in shaping his approach to business innovation. This diverse background has given him a well-rounded perspective on how various sectors cultivate talent, foster innovation, and sustain growth.
Each industry, he notes, has offered distinct lessons that now guide his leadership in building global HR platforms. From the technology sector, he learned the value of scalability and the principles of intuitive user experience that remain central to his product design philosophy. His time in the pharmaceutical industry emphasized the importance of regulatory compliance and quality assurance, lessons that now influence QAWS’s rigorous focus on data security and ethical AI. The chemicals sector reinforced the necessity of safety and precision, concepts he has embedded into the company’s assessment methodologies. Meanwhile, the education field underscored the need for continuous, personalized learning as the foundation for sustainable talent growth.

Moustafa’s cross-industry background enables him to appreciate the distinct challenges each sector faces in identifying, developing, and retaining talent. This understanding shapes how QAWS designs its frameworks, integrating sector-specific needs while upholding consistency, quality, and reliability across industries. Ultimately, this multifaceted experience allows him to approach business innovation not just from a technological standpoint but through a deep understanding of people, purpose, and performance.

Transforming Talent Discovery

When asked what inspired the creation of QAWS and how it is redefining AI-powered recruitment in Saudi Arabia and beyond, Moustafa explains that the idea emerged from a clear observation that the traditional recruitment process had become increasingly inefficient and opaque, leaving both candidates and employers dissatisfied. He often saw talented professionals struggle to prove their capabilities through conventional methods, while organizations made hiring decisions based on incomplete or inconsistent information.

The turning point came when Saudi Arabia’s Vision 2030 highlighted a national opportunity to transform recruitment infrastructure in alignment with the Kingdom’s economic diversification goals. With the growing demand for skilled talent across emerging industries and a young, ambitious workforce ready to contribute, Moustafa recognized the potential for AI-driven innovation to reshape how talent is discovered and developed.

QAWS is redefining recruitment by shifting the focus from academic credentials to demonstrated capabilities. The platform leverages AI to deliver holistic assessments that measure not only technical expertise but also soft skills, cultural alignment, and growth potential. Candidates receive personalized feedback and development pathways, turning what was once a rejection into an opportunity for growth and redirection.

What truly distinguishes QAWS is its alignment with national standards. It is the only platform in Saudi Arabia that integrates skills assessments with the Ministry of Human Resources’ guidelines, ensuring that evaluations are both rigorous and relevant to local market needs, bridging technology, policy, and human potential in a way that supports the Kingdom’s long-term vision.

Empowering Talent Futures

Moustafa shares that QAWS distinguishes itself through a unique blend of national standards alignment, full AI integration, and a commitment to creating value for both candidates and employers. It is the only platform in Saudi Arabia that fully aligns with the Ministry of Human Resources’ guidelines, ensuring that its assessments are not only innovative but also practical, compliant, and tailored to the local market.

Unlike many platforms that use AI in a limited way, QAWS applies it across the entire recruitment journey from psychometric testing and skills evaluation to interview simulations and personalized development planning. This comprehensive approach ensures that candidates are assessed holistically, rather than superficially.

What truly sets QAWS apart, Moustafa emphasizes, is its focus on empowering candidates. While most recruitment solutions prioritize employers, QAWS equally values the candidate experience. Individuals receive detailed feedback, actionable skill development recommendations, and guidance for career growth, transforming hiring from a simple evaluation into a meaningful journey of development.

Aligned with Vision 2030, QAWS also supports key national priorities by building the digital infrastructure needed for economic diversification and bridging the education-to-employment gap. Through this approach, the platform not only connects talent with opportunity but also contributes to the Kingdom’s broader vision of sustainable growth, human capital development, and innovation.

Balanced Hiring Process

Moustafa explains that the key to effective AI-driven recruitment lies in finding the right balance between automation and human judgment, leveraging the strengths of each while ensuring that final decisions remain in human hands. AI excels at processing large volumes of data, uncovering patterns, and reducing unconscious bias, whereas humans bring contextual understanding, emotional intelligence, and strategic insight to the hiring process.

At QAWS, AI handles the analytical heavy lifting, including skills assessment, credential verification, and initial candidate screening. This approach allows human recruiters to focus on higher-value activities such as evaluating cultural fit, planning strategic roles, and nurturing candidate relationships. Simply put, AI provides the data, while humans provide the wisdom.

He emphasizes that automation should enhance rather than replace human judgment. QAWS generates detailed candidate profiles enriched with AI-driven insights, yet the ultimate hiring decision remains with human managers. These managers can weigh factors such as team dynamics, company culture, and long-term strategic objectives, elements that AI, despite its analytical power, cannot fully capture.

This philosophy, Moustafa notes, ensures that recruitment is both efficient and human-centered, blending technology and judgment to create a process that is fair, insightful, and aligned with organizational goals.

Courageous Transition

Moustafa reflects that one of the most challenging decisions in his career was transitioning from a successful IT Security role to enter the HR space with his first startup. This move was not merely a career change; it required leaving behind established expertise, professional networks, and financial stability to pursue an uncertain vision in a new and unfamiliar industry.

He explains that this experience highlighted a key principle of effective leadership: making decisions that may feel uncomfortable in the short term but are aligned with long-term vision and core values. It reinforced his belief that creating meaningful impact often involves stepping away from safe, proven paths to explore uncharted territory.

The transition also taught him the importance of intellectual humility and the willingness to “unlearn” strategies that had been successful in other contexts. Today, these lessons shape how Moustafa approaches new challenges and guide his leadership style, encouraging his team to view uncertainty not as a risk, but as an opportunity for learning, growth, and innovation.

Seamless Integration

Moustafa explains that many organizations struggle to integrate new HR technologies because traditional platforms often demand a complete overhaul of existing processes. QAWS approaches this challenge differently, prioritizing compatibility and gradual adoption rather than forcing wholesale replacement.

The platform seamlessly integrates with existing HR systems using standard APIs and data formats, enabling organizations to incorporate its assessments into their current workflows with minimal disruption. It offers flexible implementation options, ranging from standalone assessments to fully integrated talent management solutions, ensuring a smooth and adaptable transformation process.

To maintain data accuracy, it employs multiple verification layers, including blockchain-inspired credential validation and AI-powered fraud detection. Decision quality is strengthened through a comprehensive reporting system that translates complex assessment data into actionable insights, allowing organizations to make informed, strategic talent decisions without compromising efficiency or reliability.

Empowered Leadership Approach

Moustafa describes his leadership philosophy as one rooted in strategic empowerment rather than micromanagement. He believes that the most effective teams are those that understand their purpose and have the autonomy to pursue it creatively. His role is to provide a clear vision, remove obstacles, and ensure that team members have the resources and support necessary to excel.

Communication plays a central role in this approach. He emphasizes transparency and context-sharing, making sure that team members understand not only what they are doing but also why it matters. Moustafa notes that transitioning from corporate to startup environments required him to “unlearn” many traditional management practices to better suit agile and innovative teams.

While he remains closely involved in strategic decisions, he maintains open channels for guidance, focusing on being available without being intrusive. His approach is to offer support without fostering dependency, allowing his teams to take ownership while ensuring they have the direction and resources needed to succeed.

Strategic Scaling Insights

Moustafa shares that his experience with SAmAS Gamify provided several critical lessons that directly inform QAWS’s strategic approach. First and foremost, he learned the value of user engagement over feature complexity. Lasting adoption, he explains, comes from creating genuinely meaningful user experiences rather than relying solely on advanced technical capabilities.

This insight shaped QAWS’s emphasis on candidate empowerment. Instead of developing a platform that only serves employers, the team ensures that candidates gain immediate value through personalized feedback and development guidance, making the experience beneficial for all stakeholders.

Additionally, scaling SAmAS Gamify internationally underscored the importance of strong partnerships and local expertise. For QAWS, this translates into strategic collaborations with universities and alignment with national standards. By building from within the local ecosystem rather than imposing external solutions, the platform is designed to deliver both relevance and sustainable impact in the Saudi market and beyond.

Talent Transformation

Moustafa shares a representative example while maintaining strict confidentiality regarding specific client details. A mid-sized technology company was facing high turnover in technical roles, trapped in a cycle of hiring, training, and losing employees within 18 months.

To address this, QAWS implemented a comprehensive assessment strategy that evaluated not only technical skills but also learning agility, cultural alignment, and long-term career aspirations. The AI-driven platform identified candidates who might not have had perfect resumes but demonstrated strong potential for growth and retention.

Within six months, the company experienced a 60% reduction in early-stage turnover, along with notable improvements in team performance metrics. The success stemmed from shifting the focus from hiring for immediate needs to hiring for long-term potential, effectively transforming recruitment from a cost center into a strategic advantage for the organization.

Humanized Analytics

Moustafa observes that the convergence of AI, predictive analytics, and gamification is opening unprecedented opportunities to personalize and elevate every aspect of the employee experience. He envisions a future where HR becomes predictive and proactive, rather than merely reactive.

According to him, AI will enable hyper-personalized career development by analyzing individual learning patterns, performance data, and career aspirations to create tailored growth pathways. Predictive analytics will allow organizations to anticipate talent needs, identify high-potential employees, and address potential turnover before it occurs.
Gamification, he notes, will reshape skill development and performance management by creating continuous, engaging experiences that make professional growth feel like personal achievement.

Moustafa emphasizes that the critical factor is ensuring these technologies enhance rather than replace human connection. In his view, the future of HR will be both more data-driven and more human-centered, combining technological insight with genuine care for employee growth and engagement.

Smart Human Engagement

Moustafa notes that the convergence of AI, predictive analytics, and gamification is creating unprecedented opportunities to personalize and elevate every aspect of the employee experience. He envisions a future in which HR becomes truly predictive and proactive, rather than reactive.

He explains that AI will enable hyper-personalized career development by analyzing individual learning patterns, performance data, and career aspirations to design tailored growth pathways. Predictive analytics, he adds, will allow organizations to anticipate talent needs, identify high-potential employees, and address potential turnover before it occurs.

Gamification, according to Moustafa, will redefine approaches to skill development and performance management by creating continuous, engaging experiences that make professional growth feel like personal achievement.
He emphasizes that the essential factor is ensuring these technologies enhance rather than replace human connection. In his view, the future of HR will be both more data-driven and more human-centered, combining technological insight with genuine attention to employee growth and engagement.

Future Envisioning

Moustafa envisions QAWS as the global standard for AI-powered talent assessment, enabling individuals to realize their potential while giving organizations the insights to build exceptional teams.

Over the next decade, he sees QAWS evolving into a full career development ecosystem, offering continuous learning, skill gap analysis, and optimized career pathways throughout professional journeys.

He anticipates a global shift toward skills-based economies, where capabilities matter more than traditional credentials, and QAWS will provide the infrastructure to identify, verify, and develop these skills at scale.

Committed to democratizing opportunity, Moustafa emphasizes making high-quality assessment and development tools accessible to all, regardless of location or background. His vision is a future where technology amplifies human potential, empowering every individual to contribute meaningfully to society.