This is a world of fast pace, of sales pitch, of constant movement. Here, those who make quick decisions, change course often and understand the value of Return On Investment are rewarded. Yet, amidst all the hustle and bustle, Treesa Mondal has established her career by doing exactly the opposite. In her position as Director of Major Accounts in Vingcard, she deals with one of the most challenging customer relationships within the entire IMEAT region.
Her work takes place between people who communicate their ideas in a silent way that might be incomprehensible for others, organizations whose decision-making process is quite unique and stakeholders whose needs first of all have to be heard. The approach that Treesa takes to achieve all that is driven by a conviction rather than by experience and education. What is truly remarkable about Treesa is not only what she accomplishes but rather the way she understands the significance of it. For her, a major account is not a source of revenues. It is rather a relationship which has to be earned and maintained.
The Shift That Changed Everything
Treesa did not always see herself as a leader. Early in her career, she focused on the same things most driven professionals focus on- targets, results, and delivery. She was good at it. She achieved her targets, solved problems efficiently, and showed up prepared.
But somewhere in the middle of a complex regional engagement, one that involved multiple stakeholders, layered organizational structures, and the kind of uncertainty that no briefing document fully captures, something shifted. Treesa noticed that people were not just looking to her for solutions. They were looking to her for steadiness, direction, and the confidence that things would work out even when the path was not entirely clear.
That realization hit differently than any closed deal had. It told Treesa that leadership was not something she had been handed; it was something she had been quietly building all along. And the moment she accepted that, her approach to her work changed completely. Treesa stopped thinking about success as something personal and started thinking about it as something shared. She moved, as she herself puts it, “from ‘I’ to ‘We.’” From that point forward, Treesa’s measure of a good year was not just what she had achieved; it was who had grown alongside her, and what kind of culture she had helped shape.
Relationships First, Numbers Second
People working in sales long enough believe that the numbers always come. What takes real work is building the relationships that make them sustainable. Treesa understood this early, and it became the core of how she leads her accounts.
Major Account Management across the IMEAT region is not a simple task. The region spans many cultures, languages, business sensitivities, and decision-making styles. What works in one market can fall flat in another. Treesa navigates this daily, and she does it by doing something harder than it sounds: she genuinely pays attention.
She invests real time in understanding her clients- not just their contracts or their needs on paper, but the dynamics inside their organizations, the pressures their teams are under, and the priorities they carry quietly. This kind of attention builds trust. And trust changes everything. It shortens the distance to honest conversations, holds partnerships together when things go wrong, and turns a vendor relationship into something closer to a genuine alliance.
What Women Bring to the Table and Why It Matters
The Arab world is changing. More women are stepping into senior executive roles, and the business landscape is better for it. Treesa is both part of that change and someone who thinks seriously about what it means.
In Major Account Management specifically, she believes women bring a way of working that the industry has long needed. A longer view. A genuine interest in the health of relationships, not just the size of transactions. A willingness to listen deeply, connect information across people and teams, and catch risks early before they turn into problems. These are qualities that produce the kind of account growth that lasts, not the kind that peaks dramatically and then quietly unravels.
Treesa is careful not to make sweeping generalizations. But she does believe that the qualities long undervalued in corporate environments, emotional intelligence, patience, and the ability to hold space for different perspectives, are precisely what modern business needs most. Leadership today asks for more than authority. It asks for adaptability, inclusion, and the ability to bring people along. Treesa has built her career on exactly these qualities. As more women like her move into positions of influence, the industry becomes sharper, more human, and more resilient.
Deciding When the Picture Is Never Quite Complete
No one managing a large, complex portfolio gets to wait for perfect information. The data is always incomplete. The situation is always moving. And the decision still needs to be made. This is one of the realities of Treesa’s role- one she has made peace with, not by ignoring uncertainty, but by learning to move confidently inside it.
When she faces a high-stakes decision without the full picture, she starts by going wide. She pulls in perspectives from the people closest to the situation- internal colleagues, external stakeholders, and people who see angles she might miss. Treesa pressure-tests her thinking. She asks herself not just what the immediate outcome might be, but what the decision looks like six months or a year down the line.
And then she decides fully, and with accountability. She does not hedge or delay in hopes that more certainty will arrive. Treesa knows from experience that waiting too long can be just as damaging as moving too fast. The skill is in reading the moment and choosing the risk worth taking. Treesa calls this calculated courage, and it is something she practices and teaches deliberately.
What She Tells Young Women Starting Out
Over the years, Treesa has guided many young professionals entering the B2B space. Her advice has always started from the same place: know your ground before you speak. Preparation earns credibility in rooms where credibility is hard to come by. Understanding the industry, the client, and the context before any conversation begins is what separates someone who gets taken seriously from someone who has to fight for it every time.
Treesa has watched this generation of young women arrive with a confidence and visibility that genuinely encourages her. They speak up earlier. They take ownership faster. They do not wait for permission the way previous generations sometimes did. Treesa respects this deeply, and she says so.
But she also adds what only experience can teach: the value of slowing down. The difference between reacting and responding. What it means to sit with a situation long enough to truly understand it before moving. Her message today is a deliberate balance: be bold, but be thoughtful; be ambitious, but stay curious; act with confidence, but never stop reflecting. Sustainable success in B2B comes from pairing confidence with maturity, and maturity only comes with time.
Protecting the People Who Deliver the Results
Global account management runs around the clock. Time zones do not care about personal schedules. Urgent things arrive on quiet mornings. Treesa lives in this world and knows it well. But she has learned that a team running motivation does not produce its best work, and a leader who celebrates exhaustion as commitment is building something fragile.
Treesa leads differently. She focuses her team on outcomes, not on hours. She trusts them to manage their own time and energy, and she does not mistake constant availability for commitment. She models the boundaries she asks others to respect- she unplugs when she needs to, and she expects her people to do the same without guilt.
Treesa’s belief is simple: when people feel genuinely supported, they show up better- in the quality of client conversations, the creativity they bring to problems, and the care they put into relationships. A team that feels well serves clients well. That is not a soft outcome. That is a business outcome. And Treesa builds for it deliberately.
The Future She Is Working Toward
When Treesa looks ahead to the next five years in hospitality technology, she does not start with market projections. She starts with people. The future she wants to help build is one where technology genuinely makes work easier for the operators using it, not more complicated, but simpler, clearer, and more human.
She wants to leave behind partnerships that outlast any single contract- relationships built on real trust, the kind that holds even when things go wrong. Teams and leaders who grew because Treesa took the time to invest in them. Solutions that are not just technically sound but genuinely usable, designed with the operator in mind. And she wants to see more women shaping decisions at the highest levels, not as a checkbox, but as a real shift in how the industry thinks and leads. If those things are true five years from now, she will feel that her work meant something. Not because she did it alone, but because she helped make space for others to do it too.
Leading With Depth, Not Volume
Treesa’s career is not built on spectacle. It is built on consistency- on showing up, again and again, with the same clarity of purpose and genuine care for the people around her. She does not lead by filling every silence, but leads by knowing which silence to sit with and which to break. Her measure of success is not only what she has closed; it is what she has opened: relationships, opportunities, and conversations that would not have happened without her.
In a region as layered and dynamic as IMEAT, that kind of leadership is rare. It takes patience, cultural fluency, and the willingness to play a long game in an industry that often rewards short ones. Treesa plays the long game, and she plays it well.
As the Arab world continues to embrace women in leadership, she stands as a clear and grounded example of what that looks like in practice- steady, purposeful, and deeply effective. She is not waiting for the future of hospitality technology to take shape. She is one of the people building it.
