Always curious.
Still becoming.

Before the dashboards, there was the production floor.

At Al Naseem Food Industries, I worked part-time in production operations, helping with quality checks, materials and handovers. A one-year Toyota Production System placement in Misurata followed. Flow, waste, standard work and going to see a problem for yourself became practical habits.

I also began studying medicine in Tripoli. My direction changed, and activities were interrupted in 2011, but that early period remains part of my story. It taught me to pay attention to what is happening in front of me, before trying to explain it from a distance.

Malaysia gave me two lives in one day.

Malaysia gave me a new environment in which to grow. A six-month operations internship at Nestlé developed into part-time continuous-improvement work while I studied business. I learned through lectures, daily management, Kaizen, process mapping and conversations with people doing the job.

My academic path included a visiting period at the University of Malaya and a Bachelor of Business Management in Financial Management at SEGi University, completed in 2017, with Dean’s List recognition.

Living in Malaysia was one of the most amazing experiences of my life. The time difference with Libya, Türkiye and the Middle East made me feel as though I could live two lives in one day. My mornings and daytime hours were for university and part-time work. Then, after 5 p.m. in Malaysia, another part of my day began: contributing to projects in places where the working day was still unfolding.

That rhythm made me very happy. I could study, work and contribute to projects across different countries, learning so much along the way. I loved having that much life in a day. It is still one of the things I treasure most about my years in Malaysia.

During those years, I also travelled between Malaysia and Libya and took part in election-related and political initiatives in Libya. Study, work and civic involvement sometimes overlapped. Coordinating with people, preparing material and following through on commitments were early lessons in working with very different priorities.

Learning to read the business through its operations.

At F&N Ice Cream Manufacturing, I worked as Finance & Operations Continuous Improvement Lead. Purchasing, production costs, customer orders, stock, closing and reporting became parts of one connected picture.

I worked with Finance, Procurement, Production, Quality, Warehousing and Distribution, using Lean and Kaizen to improve SAP-supported routines. Yield, waste, service, capacity and working capital gave the work a shared language. This is where my interest in operations and financial performance became especially closely connected.

Making strategy real for the people delivering it.

As Strategy & Operations Manager at Yıldız Holding–Ülker, I translated organisational priorities into business cases, workstreams and implementation plans. That meant working with finance leaders and process owners on responsibilities, decision rights and KPI ownership.

Structured data, reporting pipelines and Power BI helped me examine priorities and follow the impact of change. Workshops and conversations supplied the context behind the numbers. I learned to keep both in view.

A new country. A more focused direction.

At Europastry Central Europe, my work connects ERP, finance and operations improvement. Since May 2024, I have contributed to ongoing and completed transformation projects across three Dutch plants, working with the source data as well as the processes it describes.

Living and working in the Netherlands is also a daily learning experience. I use Dutch in systems, emails and reporting, and study every day. My spoken Dutch is at A2 and developing toward B1. I’m building my understanding of the language at the same time as I deepen my work in data platforms and AI.