One of the most fascinating aspects of working with AWS was observing how the company operates almost like thousands of startups functioning under one massive umbrella. This decentralized and highly autonomous structure was eye-opening, especially in the context of our project. Our topic, AI adoption and strategy in the UAE, was inherently broad and filled with uncertainty. Interestingly, that mirrored how AWS itself works: each person owns a unique slice of the problem space and must navigate it with a high tolerance for ambiguity.
AWS’s ability to foster innovation through its lean and self-directed model stood out to me. There’s no hand-holding; each team member is trusted to act like an owner. That mindset permeated our engagement. We weren’t given detailed instructions or guardrails; instead, we were encouraged to find the white space and make it ours. This pushed us to become more resourceful, iterative, and strategic in how we approached the work. Especially with the fast-moving AI scene in the UAE and the broader Gulf region, AWS's culture of independent ownership felt incredibly relevant. The work being done now is pivotal and potentially groundbreaking; not just for AWS, but for how governments and tech companies collaborate globally. Every detail mattered, and every assumption needed to be challenged.
What stood out most in our AWS interactions was the intentionality behind every initiative. Nothing felt ad hoc. Even in a region known for rapid development, there was a sense of discipline in execution and clarity of long-term purpose. This blend of agility and vision is something I want to carry into my own work moving forward.
Having previously worked and lived in the UAE, I entered this project with a strong understanding of the country’s infrastructure, innovation appetite, and culture. However, what was especially rewarding was seeing my classmates, many of whom were unfamiliar with the region, begin to grasp the complexity and ambition of the UAE. There’s a unique kind of energy in the UAE: a drive for excellence, an openness to global talent, and a deep-rooted respect for tradition. CAP helped me see these dynamics from a more external perspective, as my classmates asked questions and challenged assumptions I had previously internalized. It reminded me how important it is to approach every context with humility, curiosity, and a willingness to reframe our worldview.
Our team experience evolved significantly over the course of the semester. In the early phases, I found myself carrying the brunt of the work. This imbalance was frustrating and, at times, unsustainable. However, it also taught me a lot about team dynamics and the importance of setting boundaries and enabling others to step up. After the midpoint check-in, I made a conscious shift in how I worked with the group. Rather than trying to manage every detail, I focused on shaping the overall narrative to ensure our final presentation and report told a compelling, coherent story.
CAP pushed me in meaningful ways, both personally and professionally. On a personal level, I’ve become more comfortable with discomfort, particularly the discomfort of ambiguity, team conflict, and letting go of control. I learned to trust the process and lean into uncertainty without losing sight of the end goal. Professionally, I honed my skills in stakeholder management, strategic storytelling, and cross-cultural collaboration. Leading the team while navigating complex inputs from AWS, faculty, and government partners required me to constantly adjust and zoom in on details while never losing the broader arc of our message. Most importantly, I gained clarity on how I want to show up as a leader: someone who sets the vision, builds the structure, and brings others along; not by doing everything, but by creating space for others to thrive. CAP reminded me that real leadership is measured not by what you control, but by what you enable.
