Unit economics before growth
GMV, contribution margin, CAC/LTV and the EBITDA path need to work together.
Executive profile
An operator shaped by launches, turnarounds and the Gulf.
The through-line is practical: take an ambiguous commercial problem, build the operating model around it and stay close enough to the numbers to know what is working.
Perspective
The operating path
The work began on the commercial side of enterprise technology in Oman as the region's digital economy was taking shape. It moved into e-commerce while the category was still being defined in the Gulf.
Since then, the roles have ranged from founder and country launcher to turnaround CEO, venture builder and angel investor. The settings changed; the core question did not: how do you move from a blank sheet to a category-leading business, then preserve the economics as it scales?
Today, Haris is based in Doha and focused on strategic digital-commerce initiatives at Vodafone Qatar. He continues to build, operate, invest and share practical lessons from commerce transformation across the GCC.
Principles from the work
Four ideas that consistently survive contact with the market.
Localisation is operational
A GCC expansion is won in assortment, fulfilment, payments, talent and trading cadence—not in a translated deck.
Governance enables speed
Clear decision rights and an honest operating rhythm help teams move faster with less noise.
AI should change the model
The value is in leaner catalog, seller, care and reporting operations—not in adding another presentation layer.
Where the experience is most useful
Next conversation
Operator-grade judgement for complex decisions.
Review the advisory focus and the operating experience behind it.