FOUNDER & CEO / EXECUTIVE & CULTURAL PROFILE
International executive, senior advisor and cultural leader. A career connecting governance, operational transformation and institution-building with the conception and delivery of multidisciplinary cultural experiences.
These figures describe the founder’s career experience, not the operating history of Challita Advisory.
EXECUTIVE EXPERIENCE
2025–PRESENT
Governance, transformation, organisational effectiveness and leadership development. Project-based advisory and training connecting strategic priorities to operating models, enterprise risk, processes, accountability and implementation.
GLOBAL SYSTEMS ADVISOR / 2022–2025
Global ERP and operational transformation, connecting business processes, governance requirements, data, technology and cross-functional stakeholders. Work included process standardisation, control integration, business requirements, data quality and change adoption.
GLOBAL SENIOR MANAGER — SUPPLY CHAIN RISK & COMPLIANCE / 2017–2022
Directed and supported supply-chain governance, risk and compliance frameworks across more than 30 countries. Responsibilities included procurement risk, third-party due diligence, investigations, fraud-risk reviews, control assessments, policies, SOPs and remediation.
SENIOR RISK MANAGER / 2013–2016
Governance, risk, internal-control and transformation assignments for multinational organisations. Assessed operating models and control environments and advised management on remediation, process redesign and organisational improvement.
RISK MANAGER / 2011–2013
Governance, internal controls and risk transformation for international organisations. Contributed to the restructuring of the internal-control environment at Vale New Caledonia, working across operational departments, contractors and management stakeholders.
The work connected procurement and expenditure controls, responsibilities, segregation of duties, operational risk and practical process redesign within a complex industrial environment.
SENIOR AUDITOR / 2006–2010
Financial and operational audit, business-process assessment and internal-control effectiveness. Led assignments, coordinated fieldwork, supervised team members and communicated findings and recommendations to executive management.
ADVISORY CAPABILITIES
Engagement scope and any specialist requirements are agreed before work begins.
CULTURAL LEADERSHIP
FOUNDER & EXECUTIVE DIRECTOR / SINCE 2017
A multidisciplinary cultural production practice connecting Arabic, Andalusian and Mediterranean cultures through music, storytelling and visual arts. Bassam’s responsibilities span conception, artistic direction, executive production, budgeting, multicultural collaboration and stakeholder engagement.
MANAGING DIRECTOR — ENTERTAINMENT & PROGRAMMING / FROM 2025
Cultural programming, immersive experiences and international partnerships, contributing to the strategic development of a multidisciplinary entertainment platform.
MANAGING DIRECTOR / 2015–2016
International events, ceremonies and venue activations, with responsibility for marketing, partnerships and operations.
SELECTED CULTURAL WORK
A four-act production blending Arabic and Flamenco traditions through music, storytelling and dance. Presented at Casino du Liban in Lebanon, Murcia Tres Culturas in Spain and Jerash Festival in Jordan, bringing together international artists around a shared Mediterranean narrative.
An immersive production combining orchestra, dancers, singers and visual storytelling. Bassam received the Murex d’Or 2024 distinction for this work.
A production integrating classical, oriental and contemporary influences, presented at Casino du Liban in September 2025.
Piano in Harmony with Paintings · Vive el Tango · Back to the Roots · Harmony of the Silk Road · Le Salon de la Culture.
Listed as artistic concepts from the founder’s portfolio, not as separate completed consultancy mandates.
THE CULTURAL DEVELOPMENT PRACTICE
Challita Advisory brings these corporate and cultural disciplines together to support cultural strategies, institutional governance, programme design, partnerships, talent development and sustainable delivery.
For a cultural institution, that can mean defining its strategic pillars and audiences, shaping a coherent programme, designing responsibilities and budgets, and establishing a realistic implementation and evaluation framework. For a company or foundation, it can mean developing a cultural initiative with a clear purpose and a workable operating model.
Explore the six cultural development pillars ↗Work directly with Bassam to understand the challenge, define the right intervention and build a practical path to implementation.
Start a conversation ↗