Mohamed

About Me

I'm an operations and strategy executive with over 25 years leading transformation across financial services, technology, and consulting — most recently as Division COO and Risk, Strategy & Execution Director at Freddie Mac, where I've overseen budgets exceeding $50 million and coordinated large, cross-functional teams through complex regulatory and organizational change.

My core strength is turning ambiguity into execution: translating regulatory complexity, new technology, and shifting business priorities into operating models that teams can actually run on. That includes standing up governance for federal regulatory programs, building data and analytics functions from the ground up, and more recently, helping organizations think clearly about where and how AI fits into their operations — not as a buzzword, but as a practical lever for efficiency and decision-making.

I work across two modes: as a full-time executive leading operations and strategy inside an organization, and as a fractional COO through Strimlin, my advisory practice, for founders and leadership teams who need senior operational judgment without a full-time hire yet.

What I bring

• Operational leadership at scale Running large, cross-functional organizations — budget ownership, performance metrics, and the operating rhythm that turns strategy into delivery.
• Regulatory & risk-to-execution translation Converting complex regulatory requirements (federal climate risk guidance, SEC disclosure rules, credit risk frameworks) into governance structures and processes teams can actually follow.
• AI-enabled operating models Identifying where AI tools and workflows genuinely improve decision speed and operational efficiency, and building the change management to adopt them responsibly.
• Organizational scaling & transitions Building functions from scratch and scaling them through growth, restructuring, or leadership transitions — for both established enterprises and early-stage companies.
• Strategic execution & chief-of-staff-style problem solving Operating as a force multiplier for executive leadership — prioritization, cross-functional alignment, and getting initiatives from idea to implementation.

I've learned that execution discipline and a people-centric approach aren't in tension — when people and mission align, the operational problems get a lot easier to solve and nothing is impossible.