Transforming Regional Challenges into Global Opportunities
Khurram Majeed
Executive Vice-President, Middle East, Caspian & Africa
Bureau Veritas Group
Khurram Majeed stands out as a leader by seamlessly blending global perspective with local relevance. Having lived and worked in six different countries, he combines cultural adaptability with strategic insight. This unique capability allows him to lead diverse teams effectively and develop strategies that cater to local market needs while aligning with global objectives. As Executive Vice President for CIF Middle East, Caspian, and Africa at Bureau Veritas Group, Khurram manages operations across 72 countries. To navigate this complex region, he emphasises an external focus, ensuring his strategies are informed by a thorough understanding of market dynamics, competitive landscapes, and customer needs. This outside-in perspective helps keep Bureau Veritas competitive and relevant in a rapidly evolving environment. Khurram’s career underscores his commitment to performance and accountability. In publicly listed companies, where trust is crucial, he maintains a high “say-do” ratio, consistently meeting his commitments. His growth mindset drives him to seek innovative solutions and surpass targets, reinforcing his reputation for reliability and excellence. Respect for people and humility are central to Khurram’s leadership philosophy. His diverse experiences have highlighted the importance of respecting individuals, fostering open dialogue, and encouraging collaboration. This approach not only enhances performance but also cultivates a culture of innovation and support. Khurram’s emphasis on tailored development plans ensures that team members feel valued and supported, contributing to sustainable growth. Speaking with TradeFlock, Khurram discloses more about his work and journey.
What are the biggest challenges in your current role, and how do you address them?
Managing operations across 72 countries in the Middle East, Caspian, and Africa presents challenges due to diverse economic, cultural, and geopolitical landscapes. Each country has unique market conditions and cultural nuances, requiring tailored strategies. To address these, I focus on detailed market research to understand local competitive landscapes and opportunities, adapting our approach to fit each market’s needs. Geopolitical complexities are significant, and while we can’t alter these dynamics, we manage them by staying informed and cultivating strong relationships with policymakers. This proactive, diplomatic approach helps navigate crises and ensures business continuity even in politically unstable regions.
Where do you see yourself in five years, especially in your current role?
In the next five years, I aim to achieve robust, sustainable growth across the Middle East, the Caspian, and Africa with strong double-digit increases in revenue and profitability. I’ll focus on expanding market share while maintaining healthy profit margins and investing in building a strong leadership pipeline through effective hiring and succession planning. As part of the executive committee, I will also contribute to global initiatives by enhancing sales strategies, refining talent development programs, and supporting mergers and acquisitions. My goal is to balance regional growth with impactful contributions to global success and innovation.
What are your long-term professional and personal goals?
My long-term professional goal is to fuel sustainable growth in my region and drive global success, with a focus on innovation and people development. Personally, I aspire to lead a fulfilling life, nurture a happy family, and make a meaningful difference in others’ lives. For me, success isn’t just about personal achievements but also about the positive impact I create and the legacy I build by helping others thrive and reach their potential.
What key strengths have helped you succeed in your leadership roles?
My leadership strengths are rooted in a strategic mindset, clear communication, and a relentless focus on execution. I approach challenges by understanding their underlying causes and broader context, which helps me develop strategies aligned with long-term goals and gain team buy-in. Effective communication is crucial. I keep lines open and ensure everyone is aligned with shared objectives, fostering unity and collective success. Additionally, I emphasise execution—turning plans into reality and delivering tangible results. This focus not only reinforces our strategy but also builds trust and credibility, ensuring that we move forward in the right direction with actionable outcomes.
What leadership gaps do you see in the industry, and how can they be addressed?
A common leadership gap is focussing too much on internal processes and daily operations, which can overshadow strategic vision and innovation. This inward focus may limit broader organisational goals. My advice is for leaders to maintain a clear sense of purpose and communicate the bigger picture. By keeping purpose at the forefront, leaders align efforts with organisational objectives, inspire their teams, and drive innovation. This approach strengthens leadership and enhances overall organisational performance.
What’s your advice for aspiring technology leaders?
To aspiring leaders in technology: stay curious and embrace continuous learning. Adapt to industry changes, build a strong network, and lead with empathy. Understand your team’s motivations, invest in their growth, and create a supportive environment. Leadership is about inspiring others and making a positive, memorable impact.
