Moataz Mukhaimer’s career is a testament to the power of evolution—both personal and professional. Starting from a foundation rooted in a family legacy of accounting, he has transformed that early exposure into a dynamic career spanning over two decades across the MENA region. Known for his sharp strategic mind and deep financial acumen, Mukhaimer has become a go-to advisor for organizations seeking clarity and direction in complex markets. Whether working with ambitious startups or established global brands, he brings a rare blend of regional insight and big-picture thinking, helping businesses unlock growth and navigate change with confidence.
In this candid interview, Mukhaimer reflects on the moments that sparked his passion, the values that guide his work, and the promising sectors reshaping the region’s future. His journey is not just one of professional growth—but of purpose, perspective, and a deep commitment to driving meaningful impact.
What inspired you to pursue a career in finance and business strategy?
To be honest, I didn’t initially choose accounting and finance, it just happened. My father and uncle studied accounting and went on to build a successful audit and consulting firm in Kuwait, so I naturally gravitated toward that path, wanting to follow in my father’s footsteps. However, it wasn’t until my MBA program at McGill University that I had a defining moment. I took a strategy class that gave us a case study to analyze, and that experience changed my perspective. The entire process of building an idea, challenging it, breaking it down, and finding solutions was fascinating. More importantly, I realized how closely intertwined strategy and finance were, which led me to decide that this was the direction I wanted to pursue, becoming a strategy and finance advisor.
What is one defining moment in your career that reinforced your passion for helping businesses grow?
There have been many memorable moments throughout my career, but one encounter in particular has stayed with me. A few years ago, I crossed paths with an entrepreneur I had previously mentored at an incubator in Jordan. We hadn’t spoken in a couple of years, but she approached me with something that truly resonated. She reminded me that I was the first person to candidly tell her team their original business model wouldn’t succeed but I also pointed out a small, overlooked element of their idea that, if refined, could evolve into a high-potential tech startup. That insight became the foundation of the company they eventually launched. Knowing that my advice helped shape their journey was deeply rewarding. Moments like these reaffirm why I’m so passionate about supporting entrepreneurs as they build and grow from the ground up.
You have worked across several countries in the MENA region, how has this experience influenced your perspective on business and finance?
The MENA region is incredibly unique and diverse, with each country having its own set of challenges and opportunities. One thing that stands out to me is how fast the region is evolving, with businesses constantly adapting to new economic realities. Working in the region has given me a deep understanding of the dynamics that drive local markets. For example, there are many external factors, like political changes or regulatory shifts, that can have a significant impact on businesses here. In addition to that, working across different countries has given me the opportunity to collaborate with a wide range of nationalities, both Arab and non-Arab, which has been invaluable in broadening my perspective. It’s not just about financial strategies; it’s about understanding the local context and how global trends intersect with the region’s economic landscape.
Being based in Amman but frequently traveling for work, how do you balance your professional and personal life?
This is always a tough one to answer! I don’t think balance is something that can be achieved perfectly every day. Some days I’m on top of it, and other days, I might drop the ball in one area. What I’ve learned is that balance is really about making conscious decisions every day. For me, both my work and personal life energize me. I absolutely love what I do, and at the same time, spending time with my family and friends is what keeps me grounded. I don’t view these aspects of my life as separate or in competition with each other; rather, I see them as complementary forces that work together to fuel my well-being. The key is finding harmony between the two.
What are some personal values or principles that guide your decision-making in business?
As I’ve grown in my career, I’ve come to realize how much my values shape the way I make decisions. The values that are most important to me are honesty, respect, empathy, and punctuality (This one is basically a pet peeve). I’ve learned that these principles define not only how I engage with others but also how I conduct business. When I see these values reflected in the people I work with, it creates a foundation of trust and collaboration that makes working together more meaningful. In my experience, when businesses and people operate from a place of integrity and mutual respect, success follows.
Who has been your biggest mentor or inspiration in your professional journey?
My father, who passed away years ago, was by far the most influential figure in my life. He wasn’t just a hardworking and successful professional; he was someone who lived with a strong sense of integrity and believed that nothing was impossible if you approached challenges with the right mindset. He used to always tell me, “For every challenge, there’s an opportunity if you look closely enough.” His unwavering optimism and work ethic continue to guide me in everything I do, both personally and professionally.
What are the most common financial and strategic challenges SMEs in the MENA region face?
One of the biggest challenges I see with SMEs in the region is the lack of a deep understanding of financial analysis and decision making. Many SMEs tend to view financial management as simply keeping track of their books and using accounting software, which is important but not enough for growth. To successfully scale, leaders need to understand the story behind the numbers—the implications of decisions and how they affect profitability, cash flow, and long-term sustainability. On the strategy front, many SMEs confuse operational goals or marketing plans with real strategy. Strategy is about long-term vision, competitive positioning, and risk management, yet many businesses overlook this. Additionally, external factors such as changing regulations, local market demands, and geopolitical issues are not always properly analyzed, which can lead to missed opportunities or unforeseen risks.
How do you customize financial and strategic solutions to fit the needs of different businesses, from SMEs to international brands?
The biggest difference between SMEs and larger international brands is resources—whether talent or capital. For SMEs, solutions need to be practical, customized to their specific challenges, and delivered quickly. They don’t have the time or budget for theoretical, high-level consulting reports; they need actionable steps they can implement immediately. The other aspect is the advisor-client relationship. With SMEs, the impact of an advisor is much more direct and relevant. I believe that if I’m not in a position to help them make a tangible difference, I should be honest and not take on the project. It’s about ensuring that the advice I give is tailored to their unique needs and circumstances.
With over 20 years of experience, what are the biggest changes you’ve witnessed in the MENA business landscape?
The MENA region has seen a rapid transformation, and one of the most significant shifts has been the role of technology. The rise of tech startups across sectors, from fintech to edtech, has completely reshaped the business landscape. In addition, we’re seeing an influx of venture capital and private equity firms entering the market, and government funds, especially in KSA, are playing an increasingly important role in driving innovation. One of the most striking changes, however, is the demographic shift. The region has one of the youngest populations in the world, which is driving demand for new jobs, businesses, and opportunities. The GCC, in particular, is positioning itself as a growth hub on the global stage, and businesses need to keep up with the rapid pace of change.
Having worked extensively in Kuwait and Bahrain, what unique challenges and opportunities do businesses in the GCC region face compared to other MENA markets?
The GCC region, characterized by high income levels and strong access to capital, offers a wealth of unique business opportunities. As the region moves away from its historical reliance on oil, there is a growing emphasis on emerging sectors such as technology, healthcare, and infrastructure, especially in dynamic markets like the UAE and Saudi Arabia. While this shift signals tremendous growth potential, it also brings challenges, particularly in addressing the shortage of skilled talent needed to sustain this rapid development. As a result, initiatives aimed at upskilling the local workforce and attracting international expertise are becoming increasingly vital. Looking ahead, the coming decade holds significant promise for the GCC, but capitalizing on these opportunities will require a thoughtful and strategic approach from businesses operating in the region.
How has your experience in the GCC shaped your approach to strategic and financial advisory for SMEs and international brands?
My experience in the GCC has been incredibly insightful and transformative. Over the last five years, I’ve noticed a significant shift in how businesses approach strategy and financial advisory. There’s been a clear demand from CEOs for more practical, localized solutions that are tailored to the unique challenges of the region. Many companies are moving away from one-size-fits-all, global solutions and are looking for more specific advice that takes into account the local market dynamics, cultural factors, and regulatory environment. This is exciting to see because it signals a more mature approach to strategic planning in the region. It’s all about understanding the context; what works in the GCC, what doesn’t, and how to help businesses navigate that landscape with agility.
With the GCC’s ongoing economic diversification efforts, what sectors do you see as the most promising for investment and business growth in the coming years?
While fintech continues to be a major player globally and in the GCC, I believe the sectors with the highest potential for growth in the coming years are edtech, healthtech, and proptech. These areas align with the region’s demographic shifts, particularly the growing youth population and the increasing demand for innovation in education, healthcare, and real estate. Additionally, infrastructure and logistics will see strong growth due to the region’s investments in urban development and regional connectivity. The future of business growth in the GCC will likely be built around these sectors, and there will be numerous opportunities for SMEs and startups to thrive in these spaces.
What are your future goals and aspirations as a strategic and financial advisor?
Looking ahead, one of my main goals is to leverage technology to scale my impact. I believe in the power of technology to extend the reach of my consulting services and to make my expertise more accessible to businesses in the region. In particular, I’m working on productizing my knowledge and offering it through digital platforms to help more SMEs and entrepreneurs. I’m also deeply committed to continuing to share knowledge through my podcast, “7aki Business,” where I discuss key business topics such as valuation, pricing, and digital transformation.
