What do you get when you combine structured AI, human-centered design, and Middle Eastern ambition? A new blueprint for transformation—one that doesn’t start with technology, but with trust, collaboration, and better questions.

Over the last two years, I’ve led AI capability-building programs and strategy workshops with large organizations in aviation, retail, and energy—spanning over 190,000 employees and billions in combined revenue. What we’ve learned at Boxology is simple: AI isn’t the hard part. Thinking with AI is.

That’s where we come in.

Boxology helps organizations move from curiosity to capability—by using AI not as a tool for automation, but as a co-pilot for transformation.

Let me share what this looks like in practice.

Q: Tell us a little about your background and how Boxology fits into the AI transformation landscape.

I’ve lived and worked across the Middle East for the past two decades, partnering with public and private sector leaders on organizational design, strategy execution, and transformation.

Boxology was born out of a desire to move beyond consulting slide decks. We focus on co-creation—building with our clients, not just for them. And when generative AI hit the mainstream, we knew the opportunity was bigger than automation. It was about rethinking how people solve problems together.

We built CHAD—our structured GPT assistant—to guide teams through transformation design in real time. Think of it as a coach, synthesizer, and co-designer all in one. It’s allowed us to support strategy sprints, operating model redesigns, and innovation workshops in ways that are faster, smarter, and more collaborative.

Q: You’ve delivered projects across major sectors. What did AI adoption actually look like in these different contexts?

It was different each time—but the common thread was intention.

In the aviation sector, we partnered with a national carrier headquartered in the Gulf region. They weren’t just looking for AI implementation—they wanted to build internal confidence around AI. Over three days, we guided multiple cohorts across seven business functions through capstone innovation sprints. Each team used CHAD to co-design and pitch AI-powered initiatives targeting workforce optimization, procurement, service operations, and digital experience.

They didn’t leave with just ideas—they left with credible, presentation-ready proposals they could bring straight into planning meetings. That’s what makes a difference: velocity with direction.

In the retail and automotive space, we worked with a regional conglomerate employing over 30,000 people. The challenge was alignment. Five different functions—Finance, HR, Procurement, Audit, and IT—needed to redesign their operating models under one transformation umbrella. We used a mix of facilitation and CHAD to help each team co-create functional models and process maps. The fact that they walked out with frameworks they could immediately use internally was powerful. It built belief.

And in the energy sector, we facilitated a sprint with a global player headquartered in the UAE, focused on service operations. Their teams needed a scalable, AI-integrated service model. We helped them prototype one in two days. What normally takes weeks of work was co-created in 48 hours—with CHAD guiding structure, logic, and validation along the way. More importantly, it unlocked a mindset shift: AI wasn’t a future idea. It was now part of their operating model.

Q: What lessons have you learned from working across these different industries?

First—AI adoption has less to do with tools, and everything to do with trust.

In every engagement, we didn’t start with tech. We started by surfacing pain points, unpacking logic gaps, and reconnecting teams to purpose. That’s where AI makes sense—as a way to unlock better questions and move faster toward clarity.

Second—design trumps delivery. You can’t automate chaos. AI only adds value if it’s embedded in a workflow that already makes sense. So we always build from the inside out—whether it's a service model, a talent pipeline, or a decision-making framework.

And finally—co-creation builds capability. We don’t deliver finished frameworks. We co-build them with the client in the room. That’s what makes the work stick. That’s what gives people the confidence to continue using AI after we leave.

Q: What advice do you have for HR leaders navigating AI right now?

Start small, but start right.

Don’t fall into the trap of delegating AI to a data team or tech vendor. The most meaningful AI work happens in the HRBP’s conversations, the recruiter’s decision trees, the L&D designer’s workflow. That’s where the nuance lives. And that’s where AI can truly augment human value.

Also, be intentional about capability. Most teams don’t need more tools. They need more structure around how to think with AI. Prompting isn’t about magic—it’s about logic, clarity, and strategic framing.

And finally, remember: AI is fast. But transformation still takes leadership.

Use the speed AI gives you to slow down and make better decisions.

Q: What’s next for Boxology in the region?

We’re building on our momentum by scaling CHAD into more domains—training design, innovation labs, and strategic planning. We’re also building out an AI Academy in partnership with regional stakeholders to help organizations not just use AI, but build AI-ready thinking environments.

And we’re expanding our work with mid-sized enterprises who are often overlooked in the AI conversation. These companies don’t have an AI lab—but they do have ambition. And we want to help them turn that ambition into action.

For me personally, the mission remains the same: make strategy more human, even in an AI world.

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  If you’d like to connect with me, feel free to comment, reach out, or visit my website at www.boxolog.com