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Techitup Middle East
Women in Tech

IWD 2026 Leadership Series: Ghada Elkeissi | AWS

We are entering a defining AI-driven era. How is AI changing leadership expectations for women in tech?

Ghada Elkeissi: We are entering a defining AI-driven era, and leadership expectations for women in tech are evolving just as rapidly as the technology itself. Today, AI fluency is no longer optional. Women leaders are expected not only to understand emerging technologies, but to articulate how AI drives business strategy, innovation, and long-term value. The conversation has moved beyond implementation to impact — how AI reshapes operating models, customer experiences, and competitive advantage.

At the same time, the rise of AI has opened new opportunities for ethical stewardship — and women in tech are increasingly at the forefront of shaping how these technologies are built and deployed responsibly. Women’s focus on fairness, transparency, and accountability helps ensure that AI systems are designed with broader societal impact in mind. 

Leadership itself is also being redefined. AI thrives in collaborative, cross-functional environments, requiring leaders who can bridge technical depth with human-centred decision-making. The ability to translate complexity into clarity — and to guide organizations through rapid change — is critical.

Ultimately, this AI-driven era presents both higher expectations and a historic opportunity. Women leaders are not only adapting to the shift; they are uniquely positioned to shape how AI is governed, adopted, and trusted at scale.

What is one structural barrier that still needs to change for women to scale into more C-level and board positions in tech?

Ghada Elkeissi: While mentorship for women in tech has improved significantly, mentorship alone is not what moves executives into C-level and board roles. Sponsorship, where senior leaders actively advocate for, nominate, and stake their reputation on a candidate is what truly unlocks those opportunities.

This isn’t a pipeline problem, women are leading major business units, AI initiatives, and global transformations. The gap lies in who gets positioned for enterprise-wide P&L ownership, who gets exposure to boards, and who is recommended when succession conversations happen.

To truly scale women into more C-level and board roles, organizations must formalize sponsorship, broaden succession planning, and hold leadership accountable for outcomes. Structural change in access and advocacy is what will move the needle.

Having that said, the Middle East presents a unique paradox. In countries like United Arab Emirates and Saudi Arabia, government agendas have strongly accelerated women’s participation in leadership. Policy support and national transformation programs have created momentum faster than in many global markets. Hence, the region has a real opportunity and could leapfrog other markets in advancing women into top leadership roles.

Was there a defining moment in your career that changed your trajectory?

Ghada Elkeissi: From the beginning of my career, I was intentional about becoming a technology leader. My professional journey progressed from programmer to technical leader and ultimately to Chief Architect. Over time, I realized that technology is far more than a technical discipline—it is a powerful business enabler. True impact requires not only technical excellence but also strong business acumen and strategic perspective.

A pivotal moment in my development came when I was nominated by my previous employer to spend a year at the company’s U.S. headquarters as part of the Technology and Advisory Board. In this role, I contributed to shaping corporate strategy and gained exposure to leadership at the highest levels. I worked closely with executive vice presidents, corporate distinguished engineers, and fellows, and participated in monthly engagements with the chairman and CEO.

This experience marked a significant shift from tactical execution to strategic thinking. It broadened my understanding of how technology decisions influence long-term business outcomes and organizational direction. It also challenged me personally — relocating to a new country, building new networks, and adapting to a different cultural and corporate environment.

Stepping outside my comfort zone was both demanding and transformative. That year reshaped how I approach leadership, reinforcing my belief that the most effective technology leaders operate at the intersection of innovation, strategy, and business value. It was an opportunity that opened so many doors for me including working at Amazon Web Services (AWS) and executing multiple, impactful leadership roles growing cloud and AI adoption in the market.

What leadership trait has helped you the most in navigating the tech industry?

Ghada Elkeissi: Navigating the tech industry has required a unique blend of traits. Curiosity and passion for learning have been central to my journey — principles that aligns closely with AWS’s leadership philosophy. Staying attentive to emerging technologies and market trends, investigating them deeply, and applying new knowledge ensure you remain relevant and ahead in a rapidly evolving landscape.

Equally important is persistence. I’ve learned that true success often demands calculated risks, short-term sacrifices for long-term gains, and the unwavering determination to see them through — an approach essential for sustainable growth.

Lastly, what practical advice would you give young women entering the AI and digital economy today?

Ghada Elkeissi: Stay curious, take bold risks, and never stop learning. Believe in yourself, say yes to opportunities that come your way, and seek mentors who inspire growth. Your perspective is needed to shape the future of AI and the digital economy—own it and lead with confidence.


This interview is part of the Techitup Middle East IWD 2026 Leadership Series, for women leaders who continue to accelerate innovation, champion diversity, and redefine the technology ecosystem across the Middle East and beyond.

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