1. Tell us about yourself, your experience, and your time in the Middle East.

Sara Yahia is a rare blend of strategist, cultural critic, and quiet disruptor that modern HR rarely produces. With over a decade of HR experience, she has built a reputation for dismantling outdated norms with empathy, precision, and an introspective sharpness.

Her Middle East chapter was a masterclass in navigating contradiction. After managing large-scale operations in New York, she moved to Qatar, a familiar and foreign world. As she pinpoints, “Culture is not what’s printed on the wall; it’s what leaders silently allow.”

The experience was not one-sided; she also encountered genuine warmth, professionalism, and hospitality from many colleagues, especially local nationals and those with little power in these dynamics. These contrasts sharpened her leadership lens. She didn’t bend to flawed systems; she used them to rise, designing fairer, more accountable practices. As she told Forbes, “What happens outside the office inevitably shapes workplace behavior… Bias and exclusion can ripple through teams, but the right culture and accountability turn these challenges into learning opportunities.”

2.    How has the work culture in the Middle East impacted your work and career?

The Middle East taught Sara that two realities can coexist: government workplaces with clear structure and strong employee protections, and private-sector environments powered by hierarchy, relationships, and unwritten rules. As she often puts it, it’s “a global behavior wrapped in regional nuance.”

She saw many organizations speak the language of transformation while still relying on exclusive networks and a culture of proximity, where being “known” mattered more than being capable. As she wrote, “The right environment won’t ask you to dim your light; it’ll hand you the switch and say, ‘SHINE!’”

Her push has always been to shift from “cultural fit” to “cultural contribution,” where people add value because of who they are, not because they mirror the dominant group. And her observation captures the challenge with precision: “Systems protect themselves, not the people inside them.”

Yet what shaped her most was the contrast. The same dynamics that fuel bias can also ignite progress when leaders choose accountability over comfort. She worked alongside professionals, especially national talents, whose integrity and warmth reflected the region at its best.

Her takeaway is simple and firm: “Align culture with values… not with egos.”

A philosophy she carries into every global role that follows.

3.    How easy is it for you to get direct access to decision-makers?

It’s rarely about the title; it’s about trust. As an insider-outsider, Sara often watched decisions unfold offstage, shaped by informal networks before meetings even began. Yet results changed the room. As she reminds peers, “I wish credibility and performance would be the only passport that works in every culture.” The reality? “Visibility often outweighs performance.” Without top management embracing ideas, no top-to-bottom approach, critical for embedding values, dismantling toxic behaviors, and shaping performance and retention, can succeed. When her strategies were recognized and backed, doors didn’t just open; they stayed open.

4.    What are your biggest challenges in the next 5 years?

The challenge is no longer technical capability but whether companies can unlearn outdated mindsets fast enough. Gender equity, leadership diversity, and cultural intelligence aren’t “initiatives” anymore; they’re survival tools.

In her contributing work, she reminds us that organizations don’t fail from lack of talent; they fail from lack of listening. This is the battle ahead.

5.    What skills and competencies must be developed to meet the region’s talent needs?

She emphasizes emotional intelligence, cultural awareness, and inclusive leadership. Leaders need a global perspective while staying grounded in local realities. Real impact comes from meaningful mentorship, inclusive pipelines, and training that lifts underrepresented voices. As she says, “You can’t coach tomorrow’s leaders with yesterday’s rules.”

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