INSEAD's reputation was certainly a factor, but what truly attracted me was the focus on leadership as a human journey.
Can you briefly share your professional background and a bit about your personal journey that led you here?
I currently serve as Vice President Legal at Madinet Masr for Housing and Development, where I lead the legal function and work closely with the executive team on strategy, governance, and transformation.
But my story did not begin in a boardroom.
I became a mother at the age of 21, at a time when many people are still trying to discover who they are. Life did not unfold according to plan, and I found myself navigating challenges that forced me to grow up faster than expected. Those experiences shaped my resilience, independence, and belief in myself, even when the path ahead was unclear. Throughout my career, I have stepped outside my comfort zone—from private equity to pharmaceuticals, manufacturing and real estate development, growing from legal advisor to strategic partner. Looking back, I realise that every meaningful opportunity began with the courage to embrace uncertainty.
For many years, I thought my greatest achievement was building a successful career. Today, I know it is something else entirely. It is the young woman who became a mother at 21 and refused to let her circumstances define her.
My daughter Sophia remains my greatest reminder that our challenges do not limit our potential, they often reveal it.
What is your current role like and what made you seek out an executive education programme at this stage of your career?
My role today extends far beyond legal advice. I lead a team while partnering closely with the business on growth, risk, and strategic initiatives. Today, organisations must move quickly, but sustainable change requires patience, influence, and the ability to bring people along.
I often find myself balancing the demand for speed with the reality that meaningful transformation takes time. In parallel, watching my team grow in confidence and capabilities is incredibly rewarding. Every day brings new challenges, which is one of the reasons I love what I do.
After years of focusing on professional growth and delivering results, I found myself asking a different question—not "What do I know?" but "Who am I becoming as a leader?"
As leaders, we spend so much time taking care of organisations, teams, and stakeholders that we rarely create space to reflect on ourselves. I wasn't looking for technical knowledge—I was looking for perspective. I wanted to better understand my leadership style, challenge assumptions, and learn from women who were navigating similar challenges globally.
What influenced your decision to choose the Women Leaders Programme at INSEAD?
I was drawn to the opportunity to learn alongside accomplished women from diverse backgrounds, while exploring themes such as identity, authenticity, influence, and purpose. I wanted a programme that would challenge me intellectually while encouraging deep self-reflection. The Women's Leadership Programme offered exactly that.
INSEAD's reputation was certainly a factor, but what truly attracted me was the focus on leadership as a human journey.
How would you describe the learning environment at INSEAD?
The learning environment was unlike anything I had experienced before. Professor Jennifer Petriglieri created a space where ambition and vulnerability could coexist, encouraging us to explore questions we rarely take the time to ask themselves.
What stayed with me most, however, were the women I met. Behind every title was a story—of courage, sacrifice, reinvention, success, and sometimes failure. The conversations were honest and deeply human, reminding me that leadership is not about perfection but resilience and self-awareness
One of the most unexpected highlight was the acting workshop. I did not expect it to become one of the most powerful lessons of the week. It showed me that leadership is not only communicated through words.
Presence, authenticity, energy, and vulnerability often speak much louder than anything we say.
The case study of Marinella Soldi also had a profound impact. Her story reflected many of the challenges I face and raised important questions in me: How do you remain authentic while meeting expectations? How do you lead through uncertainty? How do you balance driving performance with empathy?
What struck me most was the realisation that leadership is not about choosing between strength and vulnerability. The most effective leaders embrace both. Marinella's story challenged me to think less about authority and more about influence, and less about having all the answers and more about creating the conditions for others to contribute.
Were there any assumptions you had that were challenged?
Absolutely. I have always been known for moving fast—solving problems, driving results. For years, I saw speed as one of my greatest strengths. The programme helped me realise that while speed creates momentum, reflection creates wisdom. Slowing down is not the opposite of progress; often it enables more thoughtful and sustainable progress.
Perhaps the biggest lesson was realising that leadership is not measured by what we accomplish ourselves but by the impact we have on others.
Returning to your role, how has the programme influenced your leadership style?
I am more intentional as a leader. I listen differently, ask more questions, and spend more time understanding perspectives rather than immediately focusing on outcomes. I have also become more conscious of creating space for others to grow and contribute. Leadership is not about being the smartest person in the room but helping others become their best selves.
Most importantly, it reinforced the importance of empathy. Behind every title, every achievement, and every leadership position is a human being carrying challenges, hopes, and aspirations that are often invisible. That perspective has changed how I engage and lead, as well as how I approach difficult conversations.
What would you say to someone considering this programme?
If you are looking for a programme simply focused on management tools, this may not be the right fit. But if you are ready to challenge yourself, reflect deeply, and learn from extraordinary women, the INSEAD Women Leaders Programme can be transformational.
My advice is simple: Come with an open mind and an open heart. Be willing to share your story — not just your successes. Some of our most meaningful conversations had nothing to do with business and everything to do with life.
I arrived at INSEAD as a lawyer and an executive. I left reminded of something much more important: leadership is not about becoming someone else. It is about trusting that you belong there and becoming more fully yourself.
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