Assembling Your Dream Team: Alaa Pasha Of Maptician On How CEOs & Business Leaders Can Build & Lead High-Performing Executive Teams

Thank you so much for your time! I know that you are a very busy person. Our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?

I began my career as a software engineer in Cairo, Egypt, where I was fortunate to build a strong technical foundation and gained invaluable experience working directly with customers from day one which helped me develop a deep understanding of real-world needs and challenges.

After moving to the United States, I joined Compris (later acquired by NCR), where I quickly transitioned from an engineer into to leadership role, becoming the Director of Product Management. At Compris, I had the opportunity to work with some of the world’s largest restaurant chains, including McDonald’s, Burger King, KFC, and In-N-Out Burger. These experiences were pivotal in shaping my leadership journey, as I gained a deep understanding of the unique and often complex business challenges faced by large-scale operations. I learned that effective solutions must be tailored not only to the industry but also to the specific needs of each business, and this realization became central to my approach to leadership.

Working with executives from various departments — engineering, sales, operations, and marketing — was invaluable in helping me develop a 360-degree understanding of how a business operates. It wasn’t just about building products; it was about understanding how those products would impact the larger organization and its goals. I was exposed to the full spectrum of business functions, which deepened my appreciation for how technical decisions intersect with financial, operational, and customer service aspects of a company. This broad view of the business environment helped me become a more effective leader, as I could see challenges from multiple angles and make decisions that considered not just technical feasibility but also strategic business goals.

This role highlighted the importance of cultivating strong, lasting relationships with both internal teams and external clients — an asset that became invaluable when I transitioned into sales and marketing. Moving into these areas, I was able to apply my technical knowledge and product expertise while also cultivating strong connections with key stakeholders and understanding the drivers behind revenue, growth, and customer satisfaction. This experience not only broadened my skill set but also helped me refine my leadership style. I learned that effective leadership is about more than just setting the direction — it’s about empowering teams, fostering collaboration, and building trust across departments.

None of us can achieve success without some help along the way. Is there a particular person that you are grateful for, who helped get you to where you are? Can you share a story?

One pivotal person who stands out as a mentor in my career is my friend, Paul who was the founder and CEO of Compris. Paul was instrumental in helping me recognize abilities in myself that I hadn’t fully appreciated, particularly my talent for sales and building relationships with people. At the time, I was focused on the technical side of things, but Paul saw something in me that I hadn’t quite realized — my natural ability to connect with people and communicate effectively with clients. He encouraged me to embrace these strengths, and his guidance helped me make the leap into sales and marketing within the company.

What made Paul’s mentorship truly special was that it didn’t end after I left the company. We stayed in touch over the years, and 25 years later, we’re now working together to build and grow Maptician to an industry leader in the Flexible Workplace.

Paul called me to ask if I would help his son, Nick, with a new startup he was founding called Maptician, a data-driven workspace optimization platform. It was a humbling moment for me, not only because of the professional growth I had achieved, but because I recognized the full circle of mentorship — Paul had helped guide me in my career, and now I was being asked to contribute as CEO to something meaningful that his family was building.

You are a successful leader. Which three-character traits do you think were most instrumental to your success? Can you please share a story or example for each?

As a leader, I believe that humility, positivity, and transparency are essential to fostering a strong and collaborative team culture. Humility creates an environment where everyone feels valued and comfortable sharing their ideas and feedback. At Maptician, we prioritize inclusivity, and we actively encourage our team to challenge any ideas. This always leads to a stronger solution, reinforcing the idea that a leader’s role is not just to direct, but also to listen and learn from others.

Positivity is another cornerstone of my leadership style. I firmly believe in focusing on lessons learned rather than assigning blame. For example, if we missed a key deadline on a key project, instead of dwelling on the setback, we guide the team in reflecting on what went wrong and how we could improve moving forward. This mindset helps us rally as a team, learn from our misses, and ultimately exceed the client’s expectations.

Finally, I value transparency as a key to building trust within the team. I make it a point to share both positive and challenging company updates with everyone, ensuring they understand the bigger picture. When we have to make a difficult budget decision, we’re always open about the facts and the rationale behind it. This openness help keep the team engaged and motivated, even during tough times, knowing that they were part of the process and had a clear understanding of the direction we were headed.

Ok, fantastic. Let’s now turn to the crux of our interview. What are the top three qualities or traits you look for when hiring for your executive team?

When hiring for my executive team, there are three key qualities I look for: humility, adaptability, and accountability.

First, humility is essential. I value leaders who see themselves as part of the team, not above it. Leaders who are willing to roll up their sleeves and work alongside their teams inspire a culture of mutual respect and collaboration. This is especially important in our startup environment, where every team member plays a vital role in our success.

Second, adaptability is crucial in today’s fast-changing business landscape. The ability to pivot quickly while staying focused on long-term goals is a trait I highly value. I look for leaders who can adapt to shifting circumstances, embrace new ideas, and find innovative solutions to emerging challenges. This is particularly important at our company. One of our office locations is located right next to the University of Nebraska-Lincoln, and we’ve had the opportunity to bring on incredibly talented students who bring fresh perspectives and new ideas. We need executives who can tap into that kind of energy and drive, while ensuring the organization remains agile and forward-thinking.

Lastly, accountability is key. A strong executive team member takes full responsibility for their decisions and actions. I appreciate leaders who own both their successes and setbacks, as this sets a powerful example for the entire organization. Accountability fosters trust within the team and ensures that we can learn and grow from every experience, no matter the outcome.

How do you foster collaboration among executives with different strengths and leadership styles?

To foster collaboration among executives with different strengths and leadership styles, I focus on a few key practices. First, I ensure that everyone is aligned to our shared vision and objectives. When all team members are working toward the same goal, it creates a strong foundation for collaboration. I also prioritize open communication, encouraging leaders to share their insights and challenges regularly. To facilitate this, we schedule cross-functional discussions where executives can exchange ideas and problem-solve together.

I’ve learned a lot through my work with clients at Maptician, where collaboration is not just encouraged but essential. Every team member — whether internally or externally — brings a unique perspective, and harnessing those different viewpoints leads to better solutions. This experience has reinforced my belief that collaboration is at the heart of a successful workplace culture. When executives work together, leveraging each other’s strengths, it creates a more cohesive team and an environment where innovation and mutual respect thrive.

What’s your approach when executives challenge your decisions or bring differing points of view? How do you create space for healthy disagreement?

When executives challenge my decisions or bring differing points of view, I view it as an opportunity for growth and improvement. I welcome differing viewpoints because I believe they lead to better, more informed decision-making. Healthy disagreement encourages us to look at problems from multiple angles, which ultimately leads to stronger strategies and more effective solutions. When this happens, I see it as a chance to refine our approach rather than an obstacle to overcome. I create a space for healthy debate by actively listening to all perspectives, making sure that everyone has the opportunity to voice their opinions, and ensuring that we discuss the pros and cons of each option thoughtfully and respectfully.

Throughout my career, I’ve had the privilege of working with mentors whom I admire and want to emulate, but I’ve also learned a great deal from observing leadership styles that I didn’t want to adopt. I’ve seen firsthand how a lack of openness to differing viewpoints or an unwillingness to listen can stifle innovation and create a toxic work environment. I’ve learned that a good leader doesn’t just make decisions in a vacuum — they invite input, challenge assumptions, and build a culture where all voices are valued. These experiences have been just as impactful in shaping my approach to running executive teams.

I believe that fostering a culture of trust and respect is essential for healthy disagreement. When team members feel comfortable challenging one another in a constructive way, it not only strengthens the decisions we make, but also reinforces our collective commitment to achieving the best possible outcomes. By embracing differing viewpoints and creating space for debate, we build stronger, more dynamic teams capable of tackling even the toughest challenges.

How do you encourage innovation and risk-taking among your leadership team?

I’ve always worked in competitive industries where innovation and risk-taking are not just encouraged but are essential to staying ahead. Throughout my career, particularly in multiple startup environments, I’ve seen firsthand how a willingness to innovate and take risks can differentiate a company and fuel its growth. At Maptician, for example, we are constantly pushing the boundaries of what’s possible in workspace optimization, which requires us to embrace new ideas, experiment with emerging technologies, and sometimes make decisions that carry a degree of uncertainty.

To encourage innovation within my leadership team, I foster a culture where taking calculated risks is valued, and failure is viewed not as a setback but as a learning opportunity. I make it clear that it’s okay to try something new, even if it doesn’t always work out as planned, as long as we learn from it and apply those lessons to future decisions. I’ve seen how this mindset has been crucial in the startup world, where resources can be limited and the pressure to succeed is high. The ability to take informed risks and pivot quickly can make or break a company, and I’ve found that when leaders feel empowered to innovate without fear of failure, they are more likely to come up with creative solutions that drive the business forward.

Working in multiple startups has deeply influenced this approach. In those fast-paced, often unpredictable environments, I had to learn to be comfortable with uncertainty. Startups are all about experimentation — whether it’s testing new product ideas, trying out new marketing strategies, or even restructuring the way teams work. Over time, I’ve learned that fostering an environment where innovation is celebrated, and failure is de-stigmatized leads to a more dynamic and resilient team. By embracing this mindset, we’ve been able to not only drive growth but also attract talent that thrives on creativity, problem-solving, and the freedom to take risks that could lead to big rewards.

What processes or systems do you have in place to ensure continuous learning for your executives?

We embrace the fast-paced, ever-changing, scrappy nature of our business, which provides a unique and invaluable learning experience for our entire team, especially our executives.

While we do attend industry events, webinars, and conferences to stay informed about trends and best practices, nothing can educate you better than learning on your feet in the real world. In a startup environment, executives are often tasked with wearing multiple hats and solving complex, evolving challenges, which accelerates learning and growth. We encourage hands-on experience and cross-functional collaboration, where executives are empowered to step outside their comfort zones, experiment, and take ownership of initiatives.

This “learning by doing” mindset is a cornerstone of our culture, allowing our leadership team to adapt quickly, make decisions with confidence, and continuously improve. At the same time, we ensure that there are regular opportunities for reflection, feedback, and knowledge-sharing, so executives can learn from both successes and setbacks and build on their experiences. This combination of formal learning and real-time problem-solving creates a dynamic, growth-oriented environment where continuous learning is embedded in everything we do.

How important is diversity within your executive team, and how do you ensure a variety of perspectives?

Diversity is essential for building a high-performing team, and I’ve seen firsthand how valuable different perspectives can be. Having the opportunity to work with teams and customers in 5 different continents, I’ve experienced the power of diverse backgrounds in driving innovation and strengthening decision-making.

At Maptician, we prioritize diversity not just in culture but also in skills and expertise. A mix of perspectives allows us to challenge assumptions, refine strategies, and develop more effective solutions. We also foster an inclusive environment where every voice is heard, recognizing that diversity enhances creativity and adaptability. In our startup, where innovation is crucial, having a team with varied experiences helps us tackle complex problems and stay ahead in a competitive landscape.