The Gap Between Vision and Reality
Mario El Khoury, CEO of Logistiya, shares his journey in developing Saudi Arabia’s logistics sector and his ideas for bridging the gap between government ambitions and on-the-ground execution. With Richard Watts, Senior Consultant for Lean Six Search, asking the questions, Mario details the mindset, skills, and leadership needed to build world-class supply chain ecosystems in the Gulf.
Mario El Khoury is the CEO of Logistiya, the Industrial and Logistics Development subsidiary of Innovest. Mario has 17 years of international logistics experience across the Middle East, Europe, and Africa. Previously held multiple leadership roles in global organizations such as DHL and Milaha. He demonstrates expertise in Logistics, Supply chain management, and the development of large-scale logistics projects.
Richard Watts: What major regional challenges have you seen in building Saudi Arabia’s logistics sector?
Mario El Khoury: Bridging the gap between the government’s big ambitions and the current starting point. The real challenge is ecosystem building, connecting landlords, regulatory bodies, and the road network…and shifting mindsets from basic land sale to strategic development.
Vision 2030 sets a high bar, but often you get someone who wants to buy a Ferrari and then use it as an Uber, and other times you find people who want to have an Uber and operate it like a Ferrari. Bridging this mindset gap is tough—many still think logistics is just selling land, but now the focus is ecosystem building.
Richard Watts: Where do cracks show up in today’s logistics?
Mario El Khoury: Infrastructure, regulation, facilitation. The Logistics Performance Index shows Saudi Arabia lagging behind its potential. The key: build right the first time, balance speed for mega events with sustainable investment.
Richard Watts: You’ve led teams globally. What are your go-to leadership principles?
Mario El Khoury: Simplicity, keep things direct. Focus on people development and open communication. Make strategy and direction embedded in daily routines, not just announced from the top.
Richard: What’s one leadership trait that rising leaders need?
Mario El Khoury: Courage. Making quick, tough decisions and taking responsibility for people, communities, and money.
Richard Watts: What three skills should new leaders focus on?
Mario El Khoury: Systems thinking, tech literacy (especially AI), and the human touch- building honest relationships inside and outside the organization.
Richard Watts: How do you balance adopting tech with protecting the human side of business?
Mario El Khoury: Tech like AI will force us to reskill, not replace, people. Successful adoption depends on simplicity and supporting even those less comfortable with tech. It’s not just about age, but mindset.
Richard Watts: When things get messy, what keeps you going?
Mario El Khoury: The drive for positive impact. Build a strong North Star around meaningful change, and use that vision to align teams and push for results beyond the bottom line.
Richard Watts: Has that ambition for impact ever come at a personal cost?
Mario El Khoury: Absolutely! A constant cycle of decisions about work, family, and personal time. Continuous learning and asking for feedback help improve decision-making and keep leadership resilient and adaptive.
Richard Watts: The chat’s expanded from logistics to life—any final thoughts?
Mario El Khoury: Structure and prioritization matter. Whether for supply chains or personal growth, keep things simple and sustainable. That’s the foundation for lasting leadership.
