Shaima Alqassab
Regional Compliance Officer at MoneyGram International
As the current Regional Compliance Officer at MoneyGram International, my focus is on reinforcing compliance frameworks and fostering a culture of adherence within the financial sector....
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- Compliance Frameworks in Finance: Understanding regulatory compliance standards
- Effective Anti-Fraud Strategies: Best practices to mitigate fraud risks
- Startups and Market Strategies: Developing new market entry initiatives
- Sustainability and Social Impact: Integration of ESG principles in business
- Entrepreneurial Pitching Techniques: Master storytelling and audience engagement.
Meet the mentor
TALK SHOW VIDEOS
Tricky Workplace Situation Handled
- To check the real demand and need of the customer. To solve a pain a customer has.
- Customer Interviews Surveys
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- Sharing my own startup experience were I had to pivot to keep the startup alive. I would recommend them to read the lean startup by Eric Ries before starting their journey. I will share my experience on working on a project for a very long time without validation and it had no audience to serve
- Being Adaptive helps me think out of the box in challenging situations. Sometimes things don't go according to the plan and it is not comfortable. With Adaptive thinking you easily pivot to match your circumstances
- challenging questions from management, refusal of idea,
- Firing two team members because of unethical behavior towards the organization. Managed to get other teams from other departments to cover up for a project
- I would share the story of bankruptcy of an NGO I worked for and how I turned the situation to an opportunity to keep getting funds and keep the organization moving forward
- Entrepreneurs can always pivot to keep their business alive depending on the circumstances the business is going through. They need to be resilient in any situation the business has to go through and strategically take action.
- Listen Actively, Understand the core of a problem, Ask Mentors
- Steve Jobs - Simplifying complex ideas, Constant learning of new ideas, Resilience to keep going
- 10, I'm resilient because when no one is left at the end I stand alone fighting for what I believe I can achieve
- Will share my own experience of being resilient in managing an NGO with no funds to pay salary and run the organization. But I kept going and won a $350000 contract at the end to run the organization. I will take my student mountain climbing because they can only climb the mountain if they are resilient enough to do so
- Fear of failure Understanding customer need, Product Market fit process Finding product early birds Team Management Legalities not going through
- Have a clear plan to avoid stress, but at the same time remember to have plan B, C, D... Cause startups don't work from the first time. Have a mentor to guide you through the journey. Make time to shutdown everyday and exercise. Avoid toxic people, make sure you have the right people around you with the same mindset. Take one step in a day towards achieving your goal, never believe in the culture of go big at once in full speed.
- Inside: Employees not motivated to think outside the box, Employees seeking for power by letting others down Outside: Competition taking up a large share of the market and introducing products with market fit Personal: Friends and Family not supportive of long working hours
- Inside: Send employees for leadership life changing conferences to develop the entrepreneurial mindset Outside: Analysis what competition is working on and think how can we pivot to match the new market needs Make more time for family and friends
- Sharing my own experience of being burnt out and how it stopped me from achieving simple goals and how it affected my overall health. I would recommend them to read the essentialist by
- I would share my AIESEC experience of shutting down a product because after a long analysis and experience running the product, I and the team came to understand looking a the operations and financial side of the product it is not sustainable due to the high expense of running the product within the UAE specifically. There was also low interest from our customer side to buy the product.
- Why do we have 500M overdue revenue accumulated since 2010? How might we get the cash from our customers before the end of the fiscal year? Who are the stakeholders that could help us achieve our goal before the end of the fiscal year?
- What is the core reason that caused high the OPEX cost, it is coming from the project management, Sales, Bid Management department, Supply Chain? How do the financials look like? what are the expenses that we need to cut? Why do we need to cut these expenses and how would it affect the company's performance?
- I tend to be focused on a certain set of data or a belief ignoring the comprehensive view and I get questioned/challenged sometimes on the decision I have made that could have been wrong. So I always try to put myself out there and deeply understand the core of the issue to avoid any biases
