The Middle East and North Africa are not just a region; they’re a living, breathing challenge. Dynamic, layered, full of contradictions and untapped possibilities. Leading DHL Express across 18 countries and over5,800 people, Abdulaziz Busbate embodies a rare mix of bold vision and grounded humanity. In this candid conversation, he reveals what it truly means to lead in times of seismic change: to embrace complexity as opportunity, to put people at the heart of technology, and to empower a generation ready to take the reins. This is not a story of logistics as usual, it’s a story of transformation, resilience, and purpose. You’ve stepped into the CEO role just as logistics is being redefined. What’s the biggest shift you believe the industry and the region is about to see? We are seeing three major shifts. First, technological advancements like Al and automation are streamlining warehousing, routing, and customer experience in ways we couldn’t imagine a few years ago.
Second, sustainability is becoming non-negotiable. Clients now expect green solutions from their suppliers, and governments are introducing regulations to enforce carbon efficiency and waste reduction.
We are also seeing a shift in the region’s economic portfolio, with countries like Morocco and the UAE emerging as stronger logistics and trade hubs as they diversify their economies. Leading such a diverse region must come with its own challenges. How do you manage 18 countries and over 5,800 people under one brand? You lead it by staying close to your people. Leadership at scale is all about trust, alignment, and empowering teams to act with purpose. We may span 18 countries, but our teams are deeply rooted in their local markets. That local intelligence is our strength.
My job is to set the tone with clear direction, strong values, and a shared belief in why we do what we do. That’s how you maintain consistency without being rigid. DHL has an incredible culture of performance and pride, and I work closely with my team to protect and amplify this culture.
Looking back at your career, from managing Bahrain to leading Saudi Arabia and now the entire MENA region, what were the key moments or decisions that prepared you for this role? Taking on the role of Country Manager in Bahrain in 2015 was a turningpoint. It gave me exposure beyond a single market as I gained a deeper understanding of our regional network, our infrastructure, and how the business operates across borders. I later applied that perspective in Saudi Arabia, where we restructured our office in Riyadh and expanded our footprint to better serve both local and international demand. That decision was a key step in preparing for broader regional responsibilities.
Looking back at your career, from managing Bahrain to leading Saudi Arabia and now the entire MENA region, what were the key moments or decisions that prepared you for
this role? Taking on the role of Country Manager in Bahrain in 2015 was a turning point. It gave me exposure beyond a single market as I gained a deeper understanding of our regional network, our infrastructure, and how the business operates across borders. I later applied that perspective in Saudi Arabia, where we restructured our office in Riyadh and expanded our footprint to better serve both local and international demand. That decision was a key step in preparing for broader regional responsibilities.
A notable example is what we experienced during the COVID pandemic. We saw a sharp shift from B2B to B2C as consumer behaviour changed. This required us to quickly expand our last-mile capacity, reconfigure delivery routes, and adjust our staffing models to meet the rising demand for residential services. Now, with B2B growing again, we are recalibrating by investing in speed and reliability for business shipments.
We make it a point to continuously assess our network setup, realign it with customer expectations, and adjust it based on what the market requires. When people talk about MENA, they often talk about complexity. What do you see instead? untapped potential, or underestimated markets? MENA is undoubtedly complex geopolitically, economically, and operationally. However, we view complexity as a source of opportunity. This is a region where adaptability is a requirement, and that is where our teams excel. More importantly, many markets across MENA remain underestimated. We are witnessing growth in intra-regional trade, mrene wed investment flows, and an increasing demand for faster and more reliable logistics. These are signals of untapped potential. With the right setup and strong local teams, we are well-positioned not just to manage complexity but to grow through it.
You’ve touched on sustainability as a major shift, but beyond strategy decks, what does meaningful, measurable progress actually look like across your operations? Sustainability is one of our core global pillars, and we are aligning our operations and infrastructure in the region to reflect that. We have already made progress on several fronts. We are using Sustainable Aviation Fuel (SAF) as part of our air operations. A portion of our forklifts has shifted to electric models. We have also installed solar panels across key facilities to reduce our energy consumption.
At the same time, automation and Al are transforming logistics at high speed. How do you ensure innovation supports your workforce rather than sidelining it?
We see technology as an enabler, not a substitute for our people. While we keep pace with the latest advancements in Al, automation and digitalisation, we approach every innovation with the emphasis that it should enhance our workforce, not displace it.
Where we are integrating technology is in areas that benefit from greater efficiency, such as automating manual or repetitive processes in our operations. In doing so, we are freeing up our teams to focus on higher-impact tasks, while creating a more efficient and scalable network.
With so much change happening across geopolitics, trade routes, and customer demands, what’s the pressure point that keeps you up at night? And what’s the spark that keeps you moving forward? What motivates me is our people. I am proud to work with such a strong and capable team across the region. I trust them fully, especially those on the ground, who carry the responsibility of keeping our operations running day in and day out.
What keeps me up at night are security- related concerns, especially cyber threats and situations that might put our people at risk. In a region like ours, things can shift quickly.