You are the founder of Potentia Path. Tell us more about what your company does
Potentia Path empowers organizations to unlock their full potential in hybrid and remote work environments. We specialize in transforming struggling distributed teams into high-performing, connected cultures using brain science principles that work with human nature, not against it.
What makes us different is that we don’t just create strategies—we implement them alongside our clients. We focus on four critical areas: building strong company culture in distributed teams, managing performance when you can’t see your people, creating communication systems that actually work, and optimizing workflows for maximum efficiency. Our approach is grounded in understanding how the human brain responds to remote work, which allows us to design solutions that create lasting change rather than temporary fixes.
What inspired you to found Potentia Path?
I founded Potentia Path because I witnessed too many organizations making the same fundamental mistake: trying to force people to work and interact remotely the exact same way they did in the office—and wondering why it never works.
Organizations across the globe were struggling with this transition, especially after the pandemic accelerated remote work adoption. After 15+ years of working with distributed teams, I understood that the solution isn’t better execution of office-based strategies; it’s designing entirely new approaches based on how people think, learn and interact in distributed environments. Remote/hybrid environments require a full repatterning of how we work and interact together. When we understand that our brains process virtual interactions differently than in-person ones, we can create systems that enhance rather than hinder human potential.
What is your mission?
Our mission is to prove that distributed teams can outperform traditional office-based teams when you design work environments that honor how humans naturally connect, communicate, and collaborate. We believe that the future belongs to organizations that master hybrid and remote work through brain science, and we’re committed to making that transformation accessible to companies throughout the Middle East and beyond.
We’re not just helping organizations survive the shift to distributed work—we’re helping them thrive in it by unlocking human potential that was previously constrained by traditional office limitations.
How is your approach unique?
Our approach is built on two fundamental differentiators.
First, we don’t just advise—we implement alongside our clients every step of the way. This reflects the UAE’s collaborative business approach, where partnerships are built on mutual commitment and shared success. While most consultants deliver recommendations and leave, we stay engaged throughout the entire transformation journey, working hand-in-hand with your teams until changes become embedded in your culture. This partnership approach ensures that your investment in transformation delivers the measurable results that UAE organizations demand.
Second, we bring the science of neuroplasticity—how the brain adapts and forms new patterns—into organizational transformation. This means we understand exactly how to help people’s brains adapt to new ways of working, making change feel natural rather than forced. In the UAE’s dynamic, globally-connected business environment, this brain-based approach gives organizations a significant competitive advantage because changes stick and people embrace them rather than resist them.
Many organizations struggle with the implementation gap—great strategies that never get executed. How do you ensure your transformation frameworks actually stick and create lasting change?
This is exactly why we focus on brain science and human connection. The implementation gap exists because most strategies fight against how humans naturally form habits and fail to create personal connection to change.
We use “habit stacking”—connecting new behaviors to existing routines so they become automatic. For example, linking a quick reflection on team wins to when managers close their laptop each evening builds consistent recognition habits.
But we also ensure people feel personally connected to the transformation. We help individuals understand how changes align with their own goals and values, and how they’re part of something bigger than themselves. When people see personal meaning in change, their brains naturally embrace it rather than resist it.
We implement changes in small, manageable steps over 21-day cycles, with regular check-ins that celebrate progress and reinforce each person’s contribution to the larger purpose. We don’t just hand over a strategy document—we partner with your teams to practice new behaviors while ensuring everyone feels genuinely connected to the transformation’s purpose and impact.
Why is neuroscience so important in creating sustainable behavior change? And how do you incorporate neuroscience into your transformation framework?
Neuroscience is crucial because it explains why 70% of organizational transformations fail—they trigger the brain’s threat response instead of its learning response. When people feel uncertain or pressured during change, their brains literally shut down higher-level thinking and default to survival mode.
But here’s the exciting part: neuroplasticity research shows us that adult brains can actually rewire themselves throughout our lives. This means people can genuinely adapt to new ways of working when we design change processes that support brain function rather than fight against it.
We incorporate this by designing transformation that activates the brain’s reward and learning systems. For example, in virtual environments, we know that mirror neurons—which help us connect with others—are less active than in person. So we create specific activities that trigger these connection pathways, like video storytelling sessions or collaborative problem-solving rituals.
Our approach gives organizations a significant competitive advantage because changes don’t just stick—they actually improve team performance and how people function over time.
What do you see as the future of work?
I believe the future of work is fundamentally about unleashing human potential by creating a powerful partnership between technology and our uniquely human gifts. As AI takes on routine tasks and data processing, it frees people to step into what we do best—creativity, empathy, complex problem-solving, and innovation.
The future workplace will be designed around meaningful work where people are genuinely passionate about their contributions and have the space to create, innovate, and make real impact. When people work in their areas of strength and passion, their brains literally perform better, leading to higher engagement and superior results.
We’re also moving toward true work-life flow rather than the outdated concept of work-life balance. Instead of compartmentalizing work and life, the future is about creating seamless integration where work enhances life and life enriches work, resulting in greater happiness and fulfillment.
This vision is particularly exciting for regions like the UAE, where there’s already strong emphasis on innovation and human development. Organizations that master this human-AI partnership while creating environments where people can bring their full selves to meaningful work will have an enormous competitive advantage.
What makes a great company culture?
A great company culture is built on psychological safety—where people feel safe to be authentic, take risks, and contribute their best thinking without fear of judgment or punishment. This is especially critical in hybrid and remote environments where it’s easier for people to feel disconnected or invisible.
Great culture also requires what I call “intentional connection.” In traditional offices, culture happened naturally through casual conversations and shared experiences. In distributed teams, you have to be much more deliberate about creating moments for people to connect as humans, not just colleagues.
The third element is a shared purpose that goes beyond profit. When people understand how their individual contributions matter to something meaningful, their brains naturally engage more deeply.
Finally, great culture requires consistent recognition and growth opportunities. The brain thrives on progress and acknowledgment, so cultures that celebrate wins—both big and small—and invest in people’s development create environments where people don’t just work for you—they’re genuinely excited to contribute to something bigger than themselves.
With the changes in external environments happening at much faster rates, how can organizations harness innovation into their framework/company culture?
Innovation thrives when you create the right conditions for creativity and risk-taking. The key is understanding that the brain’s innovation centers shut down when people feel threatened or overwhelmed by constant change.
First, build “innovation safety”—environments where people feel safe to experiment and fail. When the brain perceives psychological safety, it activates the prefrontal cortex where creative thinking happens.
Second, create structured time for exploration. The brain needs unstructured thinking time to make the unexpected connections that lead to breakthrough ideas. We help organizations design “innovation rituals”—regular time blocks where teams can explore new possibilities without pressure for immediate results.
Third, leverage diverse perspectives while developing strong local leadership. The UAE’s commitment to developing Emirati talent creates incredible opportunities for innovation. When you combine the fresh thinking of emerging local leaders with the diverse perspectives of your international team, you create powerful innovation dynamics. Different backgrounds and experiences literally create different neural pathways for problem-solving.
Finally, build rapid experimentation into your workflows. Instead of lengthy planning cycles, create small tests that provide quick learning, keeping pace with external changes while building an innovation muscle that gets stronger over time.
What are your top tips for creating core values that truly drive your company culture?
First, co-create them with your team. The brain has “ownership bias”—we’re more committed to ideas we help create, so involving employees generates genuine ownership rather than compliance.
Second, make them behavioral, not abstract. Instead of “excellence,” define specific actions: “We celebrate intelligent failures and learn quickly.” People need concrete behaviors to follow.
Third, connect values to personal meaning. When people see how values support their own goals, people’s motivation systems naturally engage, making them feel authentic rather than forced.
Fourth, embed them in daily decisions and recognition. Values become real when they guide actual choices and are consistently reinforced through positive recognition.
Finally, adapt them for distributed teams. In hybrid environments, values need explicit reinforcement through specific rituals and practices since you can’t rely on natural office interactions to transmit culture.
What common differentiator do all high-performing teams have?
Trust is the universal differentiator, and it’s built on a foundation of vulnerability. Google’s Project Aristotle found that psychological safety—essentially trust in action—was the number one predictor of team performance, more important than talent, resources, or strategy.
When people feel safe to be vulnerable—to admit mistakes, ask questions, or share concerns—their brains stay in learning mode rather than defensive mode. The brain’s threat detection system relaxes, allowing the prefrontal cortex to engage in creative problem-solving and innovation.
Vulnerability is the catalyst that creates this trust. When leaders and team members are willing to say “I don’t know,” “I made a mistake,” or “I need help,” it signals safety to others, creating a positive cycle where people feel safe to contribute their best thinking.
In distributed teams, this becomes even more critical because you can’t rely on physical presence to build trust. You have to be more intentional about creating moments for vulnerability and demonstrating that it’s safe to be human, imperfect, and authentic—even in virtual environments.
What is next for you?
I’m incredibly excited about what’s ahead. I’m officially launching Potentia Path and actively seeking partnerships with forward-thinking organizations, particularly in the Middle East, who want to be pioneers in mastering hybrid and remote work through neuroscience-based approaches.
My immediate focus is working with organizations that are ready to move beyond traditional approaches and embrace a transformation that actually works with human nature. These are organizations that understand the competitive advantage of getting distributed work right and are willing to invest in their people’s potential.
I’m also expanding my thought leadership around the intersection of neuroscience and organizational transformation through speaking engagements, publications, and collaborative partnerships with other experts in the field.
Longer-term, I envision building a global network of organizations that have mastered the art and science of distributed work—companies that serve as examples of what’s possible when you combine cutting-edge brain science with intentional culture design. The UAE, with its innovation focus and diverse workforce, represents an incredible opportunity to lead this transformation globally.
I’m always open to conversations with leaders who share this vision and want to explore how we might work together.
Where can readers find out more?
