When alumnus Hussein Freijeh (BS ’03) decided on his major, he chose computer science because it seemed “cool” and he wanted to stand out from his peers who flocked to the business school. Years later, while jobless in Dubai, he realized that his true strength lies in connecting with people. That change in perspective, coupled with a revised resumé, landed him a role that launched his career to the top of a tech powerhouse. 

Currently the vice president and general manager of Snap Inc. MENA, Freijeh was recently ranked on the Forbes’ Global Meets Local list for 2024. In this interview, he offers a wealth of lessons, having witnessed firsthand some of the industry’s most pivotal moments, such as the rise of the internet, the birth of social media and the build-up of online communities.

Tell us about your early professional beginnings.

I majored in computer science because in those days there was not much sophistication surrounding one’s decision for a major, and throughout my university years, I had been an average student with a CGPA of 2.04. When I graduated, I applied for jobs in Dubai, where my dad was working. I had no luck and was unemployed for about six months; the tech ecosystem back then was saturated with talent from the US, India and East Europe and was limited to software engineering and development.

It was around that time that I met one of my dad’s friends hoping that he would offer me a job. What he gave me instead was the most valuable advice I have ever received. He said: “As you learn more about yourself, you will discover what you are good at.” He then asked me whether computer programming was really my strength. It wasn’t. What I was good at was connecting with people. I left that meeting and went straight home to revise my CV. Soon after, I was hired for an advertising solutions role at Maktoub, the second employee to join the Dubai office.

The year was 2004 when the likes of Yahoo and MSN were the giants of the internet. Maktoub was launched as the world’s first Arabic email service. For the first time, Arabic-speaking expats were able to use its Arabic keyboard to send emails to friends and family in their own language. People loved it, so we started building communities across the platform, and my role was focused on monetizing this advertising ecosystem.

This is where LAU played a role in my initial success, as many of my clients who worked at advertising agencies and multinational companies were former university classmates. They gave me a chance to sell them our product, which helped to build up my profile at Maktoub.

How did your role at Maktoub change when the company was bought by Yahoo?

Three macro dynamics largely influenced our work at Maktoub. The first was the rise of the internet, which meant that data, technology and computers operated faster. Smartphones started to gain momentum and the internet became central to our lives. The second was Dubai’s rapidly materializing futuristic vision. As a direct result of the first two dynamics, more venture capitalists started investing in the internet scene.

We began to consider Maktoub as part of the commercial sphere. Many used our tools and we started to have meaningful revenue. Thanks to our first investor, Abraj Capital, we were able to expand the company further, opening offices in KSA, Kuwait, Egypt and Morocco.

Soon enough, more global companies became interested in the region. For Yahoo executives, Maktoub combined email, a content platform and a community, and saved them the effort of building from scratch. The acquisition happened in November 2009, marking the first and biggest tech acquisition in the region.

At the time, I was the head of commercial operations, and I took on the same role within Yahoo to grow the teams. In retrospect, I came to realize that working in a big local company involves a set of operational models that is very different from working at a global company aimed at expanding locally. That shift—the change of mindset, really—largely impacted my career. It meant switching gears from a company where one could make fast decisions to a setting where one has to align with a large global network. In 2013, I took on the role of managing director, which was difficult but character-shaping.

How did you end up as Snap’s first hire in the region?

I stayed with Yahoo up until the global company decided to sell to Verizon in 2016, dissolving its operations in our region and many others globally. When I started looking for new roles, I had two goals in mind: To use my experience and to make an impact, and I was hoping to join a company that was not yet established in the region. Top of that list was Snap, which was already booming in the GCC, especially in Saudi Arabia.

I proactively engaged with Snap during the Cannes Festival of Creativity in June 2016, and by July, I had a job offer to establish their operations as their first employee in the region. 

Eight years on, we have grown into a leading company with more than 120 employees and a high market share, and with the MENA region ranking among the top three regions for Snap globally.

What were the key ingredients that contributed to Snap’s success?

Communicating freely through fun, visual communication instead of text was what set it apart. People in the region valued the privacy and creative options, such as the use of Augmented Reality (AR) filters.

In the early days, the only revenue came from advertisers. Through creativity, continuity of innovation and a focus on talent culture, we leveraged our community of users to benefit brands and partners.

We focused a lot on the role of culture and values in building our product. For traditional business models, culture was a “nice-to-have.” Today, I strongly believe that culture and values are integral to a product’s success, and without it, a business will face grave risks.

What are the prospects for the industry and the rise in content creators?

We are focused on adding value to the immense transformation happening in our region, particularly in the GCC countries, which have diverse opportunities for creative and cultural exchange. The new generation entering the workforce now and in the years to come will have access to many more opportunities than my generation.

The content-creator community in the Arab world is one of the most creative, engaged, flourishing and vibrant in the world. Specifically in the GCC, their influence on content and people is outsized. There is a lot more to be done to organize this industry and make it more structured, but the quality, economic impact and sheer size of content creation cannot be dismissed.

What advice would you offer to fresh graduates and current students hoping to kickstart their careers in tech?

First, understand and accept the big difference between “what I am passionate about” and “what I am good at.” Ideally, these two should merge but they seldom do.

Learning really starts when you graduate. When you choose your first job, go with options that allow you to learn the most and focus on self-discovery. Those should precede the salary and how “cool” the job is on your priority list.

Third, stay open. I meet a lot of graduates who have already boxed themselves into expectations. Entering the job market in a box eliminates a lot of opportunities. For instance, landing a job should not stop you from learning how to code. Even if you end up in a job that you do not like, you can keep learning to be ready for the next big opportunity.

Last but not least, ask for help and advice. Being shameless in asking for advice is something I never and will never stop doing because if you do not put yourself forward, people will never approach you to give you advice. If you complete three to four years of university without accumulating at least three to four faculty mentors, then you will find it difficult to gain mentors when you enter the work environment.

In what ways has LAU prepared you for your career?

LAU played a big role. When I joined LAU, my family had financial challenges, so I worked in the Guidance Office as part of the financial aid work-study program for four years and frequently negotiated with the Business Office to defer my payments. I was also one of the first students to sign an employment contract, so I was paid for hours on top of the work-study program.

I was active in campus life and, at one point, ran for a seat on the student council but lost in elections. The experience broke me at the time but shaped me. In fact, one classmate who was elected became a Snap employee and we have joked about this so many times.

In retrospect, I am grateful for the valuable skills I gained while navigating financial challenges, as well as the relationships that turned into strong business partnerships. These experiences allowed me to come into the job market steps ahead, and for that, I have a very soft spot for LAU.