Connektions MEA exists because most companies enter this region on advice from people who have never had to deliver a number in it.
Fifteen years at Prysm Systems Inc., a US technology company — Vice President Middle East from 2010, Vice President EMEA from 2018 — building the business from nothing.
Before Prysm, eight years in divisional and country leadership at the Al Futtaim Group — one of the Gulf's largest diversified groups — running systems integration and distribution across AV, ELV and ICT, and launching the group's Bahrain operation from scratch. Earlier, management consulting at Accenture.
MBA, XLRI Jamshedpur · Engineering, Birla Institute of Technology · Oxford Saïd, AI & Business Analytics · Certified Independent Director · Based in Dubai.
Most advisers stop at the recommendation. We build the plan as operators — and can stay accountable for delivering it.
Twenty-three unbroken years in the Gulf, on both sides of the table: fifteen as the vendor appointing channel partners, eight as the channel partner being appointed.
That is also why we can say what most advisers cannot: sometimes the answer is not to come. A Market Scan that concludes you should stay out has done its job.
Clear boundaries on where we add value — and where we do not.
Market expansion succeeds in MEA when relevance is earned before visibility, and when trust is engineered before scale. Companies do not grow here because they arrive — they grow because the market accepts them.
Advice informs and introductions connect, but neither establishes the operating environment in which opportunity takes shape. Orchestration is the missing infrastructure — the curated architecture of trust that gives a company the right to participate, not simply the ability to approach.
We work both sides of this market. We never work both sides of the same deal.
Advising vendors, regional partners and investors gives Connektions a view of the market that a single-sided adviser does not have. That perspective is protected by clear conflict boundaries: potential conflicts are reviewed before every engagement, we do not represent opposing parties in the same transaction or active mandate, and existing client commitments take priority if a conflict emerges.
Our role is to reach the right commercial conclusion, not to justify a predetermined decision. We will recommend proceeding, adapting, delaying or withdrawing based on the evidence. We would rather lose a follow-on engagement than encourage investment in a market the client is unlikely to win.
Fees reflect geographic coverage, product complexity, research depth and committed senior time. Scope, deliverables and fees are agreed in writing before work begins. Where budgets are constrained, we adjust scope rather than compromise the quality of the work.
Execution engagements may combine a fixed retainer with milestone or success-based fees. The retainer protects the independence of our advice; the variable component aligns part of our compensation with agreed commercial outcomes. We do not accept commission-only mandates.
Client strategy, commercial information, pipeline and partner relationships remain confidential. For execution engagements, Connektions accepts one active vendor mandate within the agreed product category and territory.
Full engagement conditions are set out in our services document and in the engagement letter.