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<\/p>\nThe tools leaders rely on to shape their decisions continue to evolve as the volume of data grows and the pace of change accelerates. The challenge is no longer simply accessing information, but rather analyzing it, interpreting what it reveals, and translating it into choices that support an organization\u2019s direction and long-term objectives.<\/p><\/p>\n
From this perspective, Badriyah AlHasawi, General Manager at Tamdeen Group International Restaurants Company, views artificial intelligence as a tool that contributes to strategic development and broadens the perspective leaders draw upon when making decisions.\n<\/p><\/p>\n
his interest in knowledge-based decision-making is also reflected in AlHasawi\u2019s own professional journey. Rather than limiting herself to the experience gained at each stage of her career, she has continued to seek new opportunities for learning and growth.<\/p><\/p>\n
After earning her bachelor\u2019s degree in Accounting from Kuwait University, AlHasawi embarked on an entrepreneurial journey, founding Fleur Flower Shop and Fleur\u2019s Corner Bakery. She later moved into consulting before joining Tamdeen Group International Restaurants Company, where she currently oversees the strategic planning and execution of food and beverage operations across the Group\u2019s real estate portfolio. She has contributed to the development of several leading destinations, including Food Hall Threesixty and Food Hall Al Khiran.<\/p><\/p>\n
The transition from entrepreneurship to working within large-scale real estate development projects marked a turning point in AlHasawi\u2019s understanding of the importance of operating within a knowledge-driven strategic framework. She found herself working within an interconnected ecosystem of disciplines and responsibilities, ranging from construction and engineering systems to leasing, design, pricing, and operations.\n\u201cI applied my planning and project management skills to overseeing both on-site and operational responsibilities. That was when I began to understand the difference between creating a plan and building a strategy. Strategy requires seeing the bigger picture and understanding how each decision affects every other part of the business. This pushed me to continuously expand my knowledge and seek tools that would help me interpret information more deeply and make decisions based on more objective and informed indicators.\u201d<\/p><\/p>\n
Her pursuit of learning extended beyond practical experience. Through the Kuwait Foundation for the Advancement of Sciences (KFAS), AlHasawi participated in a number of executive education programs combining leadership, technology, and decision-making.<\/p><\/p>\n
<\/p>\n
In February 2025, she participated in The Digital Leadership program, delivered by HKUST Business School in Hong Kong. The program included a module on AI and Data-driven Decision Making for Executives, exploring applications of artificial intelligence and machine learning and how data can be used to support decision-making in a business environment.<\/p><\/p>\n
Reflecting on one of the achievements she is particularly proud of, AlHasawi says:\n\u201cDuring the design and development of Food Hall Threesixty, we did not view the spaces simply as units that needed to be leased. We approached them as part of an integrated experience. We studied what I like to call \u2018the art of the mix,\u2019 ensuring that every tenant added clear value to the destination while creating the right balance between quality and variety, with a strong presence of Kuwaiti brands.\u201d<\/p><\/p>\n
She continues: \u201cAs a team, it was important for us that the Food Hall reflected the unique character of Kuwaiti society, where going out and dining are an essential part of social life. This has contributed to creating a highly competitive market, where expectations for quality and variety have continued to rise. Over time, some local concepts have matured to the point where they are now expanding beyond Kuwait as complete experiences. At Tamdeen Group, we therefore wanted the tenant mix to reflect the identity of the Kuwaiti market and to give outstanding local brands a platform worthy of their quality.\u201d<\/p><\/p>\n
\u201cWe realized that the tenant mix alone would not create the experience; the design and allocation of the space were equally important. Prior to opening, we studied food hall models, customer behavior, and seating patterns to understand how the space could deliver a better customer experience while making more efficient use of the available seating. This research helped shape the communal seating concept, giving visitors greater flexibility and allowing people to sit and dine together even when ordering from different restaurants.\u201d<\/p><\/p>\n
\u201cWe wanted the space we created to welcome everyone and to encourage people to engage with it in ways that went beyond dining. This led us to launch 360 Camp for children, a summer camp that ran for several weeks and combined educational and hands-on experiences across art, cooking, and sports. We utilized Tamdeen Group\u2019s facilities and destinations to provide a diverse range of workshops and activities. Children played tennis at the Rafa Nadal Academy, went behind the scenes at Cinescape, they experienced the sales and customer service at the Food Hall restaurants, and explored their creativity through arts and crafts at Make Meaning. It was rewarding to see the space take on a role beyond its commercial function\u2014bringing children together and giving them opportunities to explore and learn.\u201d<\/p><\/p>\n
Throughout this journey, AlHasawi attributes an important part of her professional development to Tamdeen Group, which placed its trust in her and expanded the scope of her responsibilities. This enabled her to take on new experiences, opened broader horizons, and further strengthened her leadership capabilities.<\/p><\/p>\n
Speaking about the connection between team leadership and strategic development, AlHasawi says: \u201cAbsolutely. Leading a team begins with human values\u2014giving people the space to learn, develop, express themselves, and ask questions, while also understanding their individual capabilities and competencies. I therefore do not see the team as separate from strategic development. The capabilities we have today, and those we are working to develop, largely determine what the organization can aspire to achieve tomorrow.\u201d<\/p><\/p>\n
She continues: \u201ccoming from an entrepreneurial background, I was used to take on everything myself, but I\u2019ve learned that leadership also means knowing when to step back and give others the opportunity to take responsibility. When you trust your team, you give them room to grow, learn, and become more confident in making decisions.\nFor me, that is what leadership is ultimately about: growing with your team and building something that can continue to evolve beyond you.\u201d<\/p><\/p>","protected":false},"excerpt":{"rendered":"
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