Behind the scenes: A day in the life of an Executive Director

In the fast-paced world of executive recruitment across the Middle East, leadership demands more than just experience—it requires agility, insight, and relentless drive. As Executive Director at Carter Murray, Oumama Syassi offers a candid look into the realities of her role, where strategic planning, operational oversight, and client engagement converge daily. From managing regional expansion to mentoring teams and driving revenue, her day is a masterclass in balancing commercial ambition with people-first leadership. This article takes you inside that journey, revealing what it truly means to lead with purpose in one of the world’s most dynamic markets.

Every day as an Executive Director begins with a clear sense of purpose. My role is multifaceted, demanding both strategic foresight and operational precision. From the moment I step into the office, I’m thinking about how to align our business goals with the evolving needs of our clients and candidates. The recruitment landscape is dynamic, and staying ahead means constantly evaluating our positioning, our services, and our people.

One of the first things I do is connect with my team. These conversations are critical; they set the tone for the day and ensure that everyone is aligned on priorities. For each ongoing project, I might be liaising with our bid team, client services, finance for debt collection, marketing, talent acquisition, and the wider global Carter Murray network. My job is to ensure that the entire ecosystem functions cohesively, with clear objectives and a shared agenda. I review performance dashboards, track KPIs, and address any operational bottlenecks that could impact delivery.

A significant portion of my day is devoted to strategic planning. The strategic direction is ever-changing, and to tailor our approach, I need to constantly assess market trends, client feedback, and internal capabilities. Whether we’re exploring new service offerings or expanding into new regions, I’m deeply involved in shaping the direction of the business.

As a recruitment agency, we operate with clear billing objectives: monthly, quarterly, and annually. Meeting these targets is essential to our commercial success, and I’m directly responsible for managing the P&L to ensure profitability and long-term growth. Unlike in many other agencies where leadership roles are purely operational, every member of our company is a fee earner. That includes me. In addition to overseeing the team’s targets, I also carry individual business development and billing goals. I’ve proudly been Carter Murray’s global top biller for the past seven years. This means I not only manage processes, but I also close deals. My to-do list is heavily billing-focused, and the closer a task is to revenue, the higher it ranks in priority. My day is a constant balance between billing, operations, and team development.

People Management

People management is at the heart of what I do. I lead initiatives that foster a strong, inclusive culture, one where people feel valued, supported, and empowered to grow. I spend time mentoring consultants, reviewing engagement strategies, and working with HR and the L&D team on talent development. I believe that how we treat our people internally reflects directly in the quality of service we deliver externally.

Client Management

Client engagement is another core area of focus. I regularly meet with key clients to understand their workforce challenges and help them navigate complex hiring landscapes. These conversations often go beyond recruitment as they touch on organizational design, talent strategy, and long-term planning. I also represent the agency in industry forums and executive roundtables, where I share insights and learn from leaders across various sectors.

Managing Communication

One of the most challenging aspects of the role is managing the sheer volume of communication. Senior recruiters often have vast networks, and as an Executive Director, I’m frequently contacted directly by candidates, clients, and partners across multiple platforms: LinkedIn, WhatsApp, email, and phone. It’s humanly impossible to respond to every message when they number in the hundreds daily, and while I strive to be accessible, prioritization becomes essential. Adding to this complexity is the expectation of being available around the clock. Clients and candidates often require information or decisions at any hour, and with the UAE’s weekend differing from other GCC countries, particularly Saudi Arabia and Qatar, we find ourselves operating across overlapping workweeks. This means that even on what should be a day off, the work continues, because responsiveness and reliability are part of what defines our service.

Staying Current to Lead Effectively

To lead effectively in this region, it’s also essential to stay constantly informed. I make it a priority to keep up with economic, political, and legal developments across the GCC, as these shifts often signal changes in hiring trends and business priorities. Understanding what’s coming allows us to anticipate the types of roles and skills that will be in demand. I also stay close to the latest skills required in candidates per sector and sector-specific innovations, ensuring we’re advising clients and candidates with up-to-date insights.

Networking

Attending conferences and industry events in our target markets is not optional: it’s a necessity. It helps us stay relevant, connected, and credible. In a region where turnover is significantly higher than in many other parts of the world, it’s also vital to keep track of who is where and who the key decision-makers are. Relationships evolve quickly, and staying plugged into the ecosystem is part of the job.

Building the future: Carter Murray’s Saudi expansion

As the business grows, so do my responsibilities. I’m currently leading the expansion into Saudi Arabia, and establishing a physical presence in the Kingdom. This involves everything from legal setup and market entry strategy to future planning, as we intend to have a team that in time would need hiring, onboarding, and training. It’s a major milestone for the agency and a reflection of our commitment to being closer to our clients and candidates in one of the region’s most dynamic markets.

From daily decisions to long-term direction

Throughout the day, I’m constantly making decisions, some operational, some strategic, and many that require balancing short-term needs with long-term vision. I manage risks, ensure compliance, and look for opportunities to innovate. My team and I are always looking for ways to improve how we work and what we offer.

By the end of the day, I take time to reflect. I review what went well, what needs attention, and what I can do better tomorrow. Being an Executive Director is not just about leading, it’s about listening, adapting, and staying deeply connected to both the business and the people who make it thrive.

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