Hani Mebar

Supply Chain / Operations Director / COO or Head roles at industrial and mass production manufacturers — Eg Tesla, Metso, Valmet, Wärtsilä, NCC, Neste, Nestle, Apple, Samsung etc. and also Project Management and Business Transformation /Strategy Lead and AI Transformation Lead roles which is where I have been mostly focused on int he last 3 years. I've spent 24 years in operations and supply chain leadership across Nokia, HMD Global, Nestlé, and Novartis, working out of Finland, the UAE, and South Africa. My modus operandi is I take a process that's reactive, undocumented, or running on someone's memory, and turn it into something structured, measured, and owned. I’ve been a founder as well. I ran Shawarminator, a food business in Cape Town, with direct P&L ownership: waste held under 3 percent, time to serve cut from 6 minutes to 2.5, and it sold at break even after averaging 30 percent net margins. I’m an MBA graduate in Leading Business Transformation at Haaga Helia afterward, with a thesis on building an ESG services portfolio against the UN SDGs and CSRD, which is where my interest in sustainability and responsible business got formal grounding rather than staying a vague instinct. Since 2022 I've run an independent consultancy, Äctvli Responsible Consulting. The client work is transformation and PMO governance: I built a PMO from scratch at Alma Career that now governs 12 concurrent post merger integration projects across six countries, a EUR 2M portfolio, and I advise the sponsoring SVP directly on integration sequencing. The part that's newer, and the part I actually spend my evenings on because I want to, is that I build software. Thirteen production applications since 2022, ten of them live. I have a suite of AI agents that handle real client work end to end, each with a defined scope and a defined point where it hands off to a human rather than guessing, and a retrieval augmented knowledge system for compliance work so answers are grounded in actual source documents instead of a model's memory. I did this because I wanted to understand AI capability by building with it, not by reading about it, and it's changed how I evaluate transformation work generally: I can tell the difference between where an AI system removes real friction and where it just adds a governance problem nobody asked for. What I'm looking for is a role where those two things compound rather than compete: real operational or transformation ownership, somewhere the AI-building is executed and not just spoken about. On outside interests specifically: I can’t sit still, and need to be active so I enjoy various physical activities and always make time for those whether it’s jogging, kayaking, paddle board, crossfit, fishing. and I am always coming up with business ideas or solutions to every problem out there.