Duke Corporate Education
Raed S. Haddad has a diverse and extensive work experience spanning several companies and roles. In 1995, they joined The George Washington University as a Professorial Lecturer, teaching graduate level courses in Engineering Management and Systems Engineering. Raed S. continued in this role until 2011. From 2002 to 2011, Haddad worked at ESI International as the Senior Vice President of Global Delivery Services. In 2012, they transitioned to Strategy Execution, where they served as the Managing Director for the Asia-Pacific region until January 2020. Afterward, Haddad joined Global Next Practices as a Managing Director from August to November 2020. More recently, they became part of the Duke Corporate Education team, taking on roles as Regional Director from November 2020 to June 2021 and currently serving as the Managing Director. Haddad's focus throughout their career has been on making a difference for their colleagues and clients, and they have a passion for project and program management.
Raed S. Haddad's education history includes a Bachelor of Science (BSc.) and Master of Science (MS) in Civil and Environmental Engineering from the University of Rhode Island. Raed S. pursued further education at The George Washington University, where they obtained a Master of Science (MS) in Engineering Management from 1986 to 1988. Subsequently, they continued their studies at The George Washington University, focusing on Operations Research and Engineering Management, and was a Doctor of Philosophy (Ph.D.) candidate from 1989 to 2008.
This person is not in any offices
Duke Corporate Education
6 followers
Leaders are the greatest levers for winning in an unpredictable world. They create the conditions for success with customers, employees, stakeholders and society. Duke CE's purpose is to help these leaders get ready for what’s next in the midst of uncertainty. We primarily do this through our custom leadership programs, consistently ranked at the top by the Financial Times and Business Week. Previous experiences, right answers and new content are insufficient in addressing today’s challenges. In some instances, these may actually be counter-productive. Leaders need to have the capacity to understand context and how things work systematically. To do this effectively requires more than simply closing knowledge gaps. It requires a more fundamental reorientation and re-wiring to be successful.