During your time leading organisations in different countries, was there a particular project or challenge that shaped the way you lead teams today?

I wouldn’t point to a single project, as it’s the accumulation of experiences across countries that has shaped how I lead today.

My early years in consulting gave me a strong foundation on how to structure thinking, how to challenge, how to approach complexity. But what truly transformed my leadership was working internationally.

My first experience abroad, in Lebanon, was a defining moment. It made me realise that beyond frameworks, leadership is deeply contextual. I learned how to navigate complexity in a very human way, how we are all similar in some respects, but also fundamentally shaped by our environments. That experience taught me to pay attention to cultural nuances, to listen more, and to adapt my leadership style without losing clarity of direction.

Since then, every role, every country, every organisation has added another layer of understanding. This has shaped my leadership around three anchors: understanding the local culture, aligning the organisation internally, and building a shared vision that transcends geography.

In international health, this is particularly relevant. Our clients live between countries, cultures, and systems. Leading in this space requires the same mindset: the ability to operate globally, while remaining deeply attuned to local realities.

From consulting at PwC to leading Global Health, what personal qualities or experiences have helped you navigate the biggest transitions in your professional journey?

Three qualities have been essential. First, adaptability. Moving from advising to leading and doing so across different countries requires constant recalibration. Each transition, whether geographical or professional, forces you to rethink how you operate.

Second, curiosity. I’ve always been drawn to understanding how things work, whether it’s a business model, a technology stack, or a healthcare ecosystem. That curiosity has helped me bridge worlds (business, technology, and health), connect dots
and regions to bring new perspectives into each role.

Third, resilience and self-awareness. International careers come with complexity, cultural shifts, ambiguity, and sometimes isolation. Over time, I’ve learned that leadership is not just about navigating external challenges, but also about understanding yourself, your strengths,
your limits, and how you show up for others in different contexts.

In your view, what are the most significant pressures currently facing the international health insurance industry, and how should companies adapt to them?

The international health insurance industry is operating in a far more volatile environment than even a few years ago.

Geopolitical tensions, armed conflicts, and increasing regional instability are no longer exceptional events. They are becoming part of the operating reality.
For internationally mobile populations, this translates into sudden changes in access to care, regulatory uncertainty, and heightened anxiety. For insurers, it means managing risk across fragmented jurisdictions, unstable healthcare systems, and rapidly changing regulatory frameworks, often simultaneously.

At the same time, structural pressures continue to intensify. Medical inflation is rising globally. Managing cost sustainability across a global portfolio has become increasingly complex. In parallel, client expectations are evolving fast. International individuals and corporates now expect seamless, digital, and personalised experiences, comparable to what they receive in other industries, while still requiring local relevance and human support when it matters most.

Taken together, these pressures are challenging the traditional role of the insurer. Simply insuring risk and reimbursing claims is no longer sufficient.

To adapt, international health insurers must evolve into true global health partners. The companies that will succeed are those that can combine financial discipline with  genuine client-centricity, technological capability, and a deep understanding of what it means to live and work across borders in an increasingly complex world.

With digital innovation reshaping how care is accessed and delivered, which technologies do you believe will have the most meaningful impact on health outcomes for globally mobile individuals?

For globally mobile individuals, the most meaningful technologies are those that improve access, continuity, and navigation of care across borders.

Telemedicine has already had a major impact by removing geography as a barrier to medical advice and early intervention.
It is now a foundational capability for mobile populations.

Beyond access, data and artificial intelligence (AI) will be the real differentiators. As soon as we can have the ability to use analytics and AI to guide individuals to the right care at the right time, it will significantly improve outcomes while reducing unnecessary complexity, time waste, and costs.

Ultimately, the greatest impact will come from integration. Connecting insurers, providers, and patients into coherent
digital health ecosystems, rather than isolated tools, will make healthcare feel seamless for globally mobile individuals, wherever they are. I do believe this will be the real game-changer for globally mobile individuals.

Now that you’re guiding Global Health through its next phase, what specific strategies are you prioritising to strengthen the company’s global positioning?

Our objective is clear: to be globally present, coherent in our execution, and genuinely impactful for the people
we serve. This starts with refining our global client proposition under our new Global Health brand [formerly Foyer Global Health].
We want it to be simpler, more relevant, and consistent across regions, while remaining adaptable to local needs.
Globally mobile individuals and organisations expect clarity, reliability, and a seamless experience wherever they are.

We are also reinforcing our operational backbone. In a global business, scale only works if service quality and execution are consistent. By working with globally deployed partners and standardised processes, we are strengthening reliability across markets.

In parallel, we are accelerating our technology transformation to better connect clients, partners, and providers,and to enable a more seamless international experience.

Finally, we are investing in our organisation and culture. A strong global positioning depends not just on strategy, but on aligned teams, shared standards, and a common sense of purpose across geographies.

How does Global Health balance the need for personalised, high‑quality service with the operational demands of scaling internationally?

Balancing personalisation with scale is one of the core challenges of international health insurance.

Our approach is to standardise what can be global, and personalise what truly matters. We industrialise core processes to ensure efficiency, consistency, and reliability across countries. At the same time, we invest where healthcare is inherently personal: care navigation, complex case management, and human support during critical or sensitive moments. 

Globally mobile clients expect a consistent experience across borders, but also guidance that reflects the local healthcare environment they are navigating. We must recognise that behind every policy is a person, often far from home, who needs both efficiency and empathy.

Looking ahead to the next decade, what trends do you think will redefine how international health insurance supports individuals and organisations around the world?

The most fundamental shift will be a move from reactive to proactive health management. Insurers will increasingly play a role in prevention, wellness, and early intervention, moving from insurance as financial protection to insurance as health partnership.

Personalised, data‑enabled guidance will become the true differentiator. The future isn’t just about giving members access to care; it’s about using intelligent data insights to steer them through the system with clarity and confidence. When people receive tailored recommendations based on their behaviour, medical history, and environment, they make better decisions and engage earlier. Data becomes a companion, anticipating needs, simplifying choices, and removing friction from the global health journey.

As Global Health continues to invest in tech‑enabled solutions, how might advances in AI, telemedicine, or data analytics influence the future of care for expatriates?

For expatriates, navigating healthcare in a foreign country, in a language that may not be your own, is one of the most disorienting experiences our members face.

AI and data analytics can make a profound difference, reducing uncertainty, improving access, and ultimately delivering better care. The future is about connected, intelligent systems that support individuals throughout their health journey.

Telemedicine is step one of what will continue to expand, becoming a standard entry point into the healthcare system for many expatriates.

At Global Health, our focus is to leverage these technologies in a way that remains practical, secure, and centred on the client.