Hassib Jaber

Strategy · Digital · Innovation · Healthcare · Manufacturing


I bring 30 years of experience as both an operator and a strategist — starting in R&D and manufacturing at Honeywell, building and running a multi-country consulting practice at Deloitte, and most recently serving as a corporate Director of Strategy and Technology. That combination is rare: I have held P&L accountability, built teams from scratch, launched products, managed enterprise technology, and advised C-suites and boards across four continents. I do not just advise on transformation — I have lived it from the inside.

As an advisor or board member, I add the most value at the intersection of strategy, digital innovation, and operational execution — helping leadership teams make sharper decisions, challenge assumptions constructively, and bridge the gap between a compelling vision and a credible plan. I am a certified coach (iPEC), which means I know how to engage a room, ask the right questions, and unlock thinking in leadership teams rather than simply delivering opinions. I have also served on non-profit boards and advised organizations through complex change — so I understand governance responsibilities, not just advisory conversations.

COMPANIES THAT BENEFIT MOST FROM MY EXPERTISE

Growth-stage technology and SaaS companies looking to sharpen their go-to-market strategy, build B2B sales architecture, or navigate enterprise market entry — particularly in healthcare, industrial, or public sector verticals. I understand how technical products get sold to complex buyers and what it takes to scale beyond founder-led growth.

Mid-market industrial and manufacturing companies undergoing digital transformation, exploring AI adoption, or needing to modernize their operating model and supply chain. My engineering background and 30 years of hands-on industry experience means I engage credibly with both the boardroom and the plant floor.

Healthcare and life sciences organizations — including providers, med-tech companies, digital health platforms, and non-profit health systems — that need strategic clarity, technology direction, or market entry guidance. I have led healthcare strategy across 11 countries and understand the unique tension between mission, margin, and regulatory complexity.

Non-profit and mission-driven organizations navigating governance challenges, strategic pivots, or operational scale. I have developed governance frameworks, chaired programs, and served on boards for organizations in health, education, and child protection — and I bring the same rigor I apply in for-profit settings.

What ties all of these together: organizations at an inflection point — where the next phase of growth, transformation, or sustainability requires clearer strategy, stronger execution, and a trusted voice in the room with the experience to back it up.