Heba Sayed, Regional Director, Marketing & Communications, IMETA at Exabeam, shares insights on leadership, AI shaping the future of tech, inclusion, and on driving innovation wherever you are.
As part of Techitup Middle East’s International Women’s Day 2026 Leadership Series, we spotlight women leaders shaping the future of technology across the region. In this feature, Heba Sayed shares her professional journey, leadership insights, and advice for women in tech.
We are entering a defining AI-driven era. How is AI changing leadership expectations for women in tech?
Heba Sayed: AI is fundamentally reshaping what effective leadership looks like in technology organizations. In the past, leaders could rely primarily on their own experience, judgment, and accumulated knowledge. Today, there is an expectation that executives—regardless of function—understand both the impact and operational realities of AI in order to expand their personal capacity and their teams’ capabilities beyond what was previously possible.
For women leaders in particular, this is an opportunity to step confidently into conversations that shape the future of organizations and economies. Leaders must understand how emerging technologies can improve productivity, automate repetitive work, and enable teams to work smarter. More importantly, they must know how to scale AI in ways that deliver real value—whether through cost optimization, operational efficiency, or new customer outcomes.
But with opportunity comes responsibility. AI adoption must be approached with integrity and discipline. Leaders must ensure that data governance, security, and ethical considerations are embedded into every initiative. In industries such as cybersecurity and enterprise technology, the risks around data exposure, bias, or misuse of AI are real. Responsible leadership means asking the right questions: Where is the data coming from? What risks are we introducing? How do we measure outcomes?
The most effective leaders today approach AI not as a trend but through use-case thinking—identifying where AI can genuinely improve decision-making, accelerate innovation, and generate measurable return on investment. Ultimately, AI leadership is about balancing innovation with accountability.
What is one structural barrier that still needs to change for women to scale into more C-level and board positions in tech?
Heba Sayed: One of the most persistent structural barriers is the limited exposure women often have to revenue-driving and strategic roles throughout their careers.
Across the technology sector globally—and in the Middle East as well—many women enter the industry through support functions such as marketing, communications, HR, etc. These are critical functions, but historically they have not always been the traditional pathways to board-level positions.
For women to scale into C-level roles at greater rates, organizations need to be far more intentional in how they design leadership pipelines. This includes:
- Rotating high-potential women into commercial leadership roles
- Providing executive sponsorship, not just mentorship
- Ensuring women are present in strategic decision-making forums, not only operational ones
In the GCC, governments have made strong commitments to gender inclusion and digital transformation. The next step is ensuring that women are not only participating in the workforce but are also progressing into the roles where strategic direction is set.
Was there a defining moment in your career that changed your trajectory?
Heba Sayed: Yes, and it came when I stepped outside the discipline I had spent years mastering.
At some point in my 14 years’ career at IBM, I had successfully led multiple marketing functions across different business units. Marketing was where I had built my expertise and credibility. At one point, however, I was challenged to move beyond that comfort zone and take on a strategy leadership role for IBM’s AI and Hybrid Cloud business across the Middle East and Africa.
At the time, both AI and cloud were still emerging technologies in the region. The role required me to engage deeply with market economics, partner ecosystems, competitive positioning, and long-term growth planning. It moved me closer to customers and to the core commercial drivers of the business.
Shortly after, I also stepped into a strategic sales role. I did not initially see myself as a natural salesperson, but the experience taught me invaluable lessons about resilience, structured thinking, and the importance of truly understanding customer challenges.
Those transitions fundamentally expanded my perspective. They strengthened my business acumen and helped me evolve from a marketing leader into a more well-rounded technology executive.
What leadership trait has helped you the most in navigating the tech industry?
Heba Sayed: Advocacy.
Over the years, one of the most important leadership skills I have developed is the ability to advocate—for my team, for my region, and for the strategic priorities of the business I represent.
Large technology companies often operate in highly matrixed environments, where decisions are influenced by multiple stakeholders across geographies and functions. In that context, leadership requires more than strong ideas. It requires the ability to mobilize support, align different perspectives, and ensure that the work happening on the ground is visible at the highest levels of the organization.
Advocating effectively means helping executives understand local market realities, championing the contributions of your team, and ensuring that regional priorities are represented in global conversations. It also means bringing people together around a shared vision so that teams across functions can move in the same direction.
Lastly, what practical advice would you give young women entering the AI and digital economy today?
Heba Sayed: First and foremost, invest in skills. The AI and digital economy rewards expertise and continuous learning. Whether your focus is cybersecurity, data, cloud, or digital strategy, staying current with technology trends and certifications will always strengthen your professional credibility.
Second, remain open to non-linear career paths. Some of the most important opportunities in my own career came from roles that were outside my original plan. Growth often happens when you step into unfamiliar territory and develop new capabilities.
Third, seek opportunities proactively. Do not hold back because you feel you are not fully ready. Experience builds confidence, not the other way around.
Finally, build strong networks of mentors and sponsors who can support your development and provide perspective along the way.
We are entering one of the most exciting periods in the history of technology. The AI revolution is creating new industries, new roles, and new leadership opportunities. For women entering the field today, the possibilities are vast.
The key is to remain curious, adaptable, and courageous enough to step forward when opportunity appears.
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.
