< PreviousFEATURE 30 Edge/ October 2024 The campaign began with a few hundred messages per day but escalated sharply on 17th August, reaching nearly 6,000 In August 2024, Proofpoint researchers uncovered an unusual campaign that employed a new attack sequence to deliver bespoke malware. The attackers named the malware “Voldemort” based on internal fi lenames and strings used within the malicious software. This attack chain integrates various contemporary techniques from the threat landscape alongside less common command and control (C2) methods, such as utilising Google Sheets. The campaign is characterised by its diverse tactics, techniques, and procedures (TTPs), themes that impersonate government agencies from several countries, and peculiar fi le names and passwords like “test.” Initially, researchers speculated this could be a red team operation. As Kevin Reed, the CISO at Acronis, points out – “The recent ‘Voldemort’ espionage malware campaign might seem alarming, but the techniques used are not new. It employs familiar tools and methods, combining established tactics to increase success in compromising systems.” For example, while using malicious PowerShell scripts and Google Sheets for command and control is unusual, it is not unprecedented. Attackers have previously used various online platforms, including social media comments, for similar purposes. The key takeaway is the need for advanced cybersecurity tools to detect and counter such threats. However, the sheer volume of messages and the malware analysis results swiftly indicated a threat actor’s involvement. Proofpoint assesses with moderate confidence that this is an advanced persistent threat (APT) actor focusing on intelligence gathering. Despite this, there is insuffi cient data to attribute the activity to a specifi c known threat actor with high confi dence. While the campaign’s broad targeting and some features align more closely with cybercriminal activities, the campaign’s nature and the malware’s capabilities emphasise espionage rather than fi nancial gain. “Voldemort” is a custom-built backdoor coded in C, designed for data collection and deploying additional malicious payloads. Proofpoint identifi ed Cobalt Strike being DIGITAL HORCRUXES ‘Voldemort’ Malware Campaign Wreaks Havoc Globally Words by Sindhu V Kashyap SECURITY Edge_Oct2024_30-31_Security Feature_13382679.indd 3030/09/2024 15:51FEATURE Edge/ October 2024 31 20,000 That targeted over 70 organisations worldwide hosted on the attacker’s infrastructure, likely as one of the potential payloads. Starting on 5th August 2024, this malicious activity involved over 20,000 messages targeting more than 70 organisations worldwide. The campaign began with a few hundred messages per day but escalated sharply on 17th August, reaching nearly 6,000. These messages claimed to be from various tax authorities, informing recipients of updates to their tax fi lings. The attacker impersonated tax agencies from the United States (Internal Revenue Service), the United Kingdom (HM Revenue & Customs), France (Direction Générale des Finances Publiques), Germany (Bundeszentralamt für Steuern), Italy (Agenzia delle Entrate), and, starting 19th August, also from India (Income Tax Department) and Japan (National Tax Agency). Proofpoint analysts matched the language of these emails with publicly available information about a select group of targets. The analysis revealed that the threat actor aimed at victims based on their country of residence, not the location of the targeted organisation or the country/language. For example, some individuals in a multinational European company received emails impersonating the IRS because publicly accessible information associated them with the US. In some instances, the attackers seemed to have confused the country of residence for specifi c victims, likely due to a shared, uncommon name with a more prominent public fi gure. The emails were sent from domains believed to be compromised, and the actor used the genuine domain of the agency in the email addresses. The attacker targeted 18 distinct sectors, with almost a quarter of the organisations being insurance companies. Entities in aerospace, transportation, and academia made up the remainder of the top half of targeted organisations. Proofpoint has not attributed this campaign to any specifi c tracked threat actor. Based on the malware’s functionality and data gleaned from examining the Google Sheets, intelligence gathering was one of the campaign’s goals. Although many characteristics of the campaign are consistent with cybercriminal activities, there is a strong indication this was an espionage operation, likely conducted to achieve as- yet-unknown objectives. This campaign stands out due to its combination of sophisticated and rudimentary techniques, which makes it challenging to gauge the attackers’ overall capability and determine their ultimate goals with high confi dence. It’s possible that the large volume of emails was intended to obscure a smaller group of valid targets. It is also possible that several threat actors with diff erent experience levels collaborated on this operation. These actors use these methods as part of ongoing experimentation within the initial access ecosystem. Many of the techniques in this campaign are more frequently observed in the cybercriminal domain, indicating that actors engaging in espionage often employ the same TTPs as those driven by fi nancial motives. While the current activities align more closely with espionage, future developments associated with this threat cluster could alter this assessment. This shift would suggest that cybercriminal actors, despite demonstrating some typical characteristics of e-crime delivery, employed bespoke malware with unique features currently accessible and not widely exploited in other campaigns, alongside concrete targeting strategies not commonly associated with fi nancially motivated operations. Defensive measures include restricting access to external fi le-sharing services to only known, safe-listed servers, blocking network connections to TryCloudfl are if not essential for business operations, and monitoring and issuing alerts on the use of search-ms in scripts and any suspicious follow-up activities such as LNK and PowerShell execution. Edge_Oct2024_30-31_Security Feature_13382679.indd 3130/09/2024 15:51FEATURE 32 Edge/ October 2024 Saudi Arabia, a nation traditionally known for its vast oil reserves, is rapidly emerging as a global technology powerhouse. Underpinned by the ambitious Saudi Vision 2030 initiative, the Kingdom is undergoing a sweeping digital transformation. The change, however, has been in the works for some time now. The Public Investment Fund (PIF) has been touted as the highest-spending state-owned investor in the fi rst half of 2024. According to a Global SWF report, the PIF has pumped a whopping $10.2 billion from January to June 2024. The sovereign wealth fund has been a major investor globally and was reportedly the top spender in 2023, deploying $31.6 billion in the year. Hasan Metla, CEO of Ghobash Group’s Operating Companies, believes Vision 2030 is a critical turning point for Saudi Arabia. Speaking on behalf of Gulf Business Solutions (GBS), Melta says, “It’s not just about diversifying the economy— it’s about embracing technology to create a more sustainable and innovative future for the Kingdom,” he explains. According to Metla, the Vision lays the foundation for the nation to evolve into a global technology leader, with heavy investments in digital infrastructure, AI, and next-generation services. De v e loping t h e Kingdom ’ s infrastructure, particularly in telecoms and cloud technology, is at the heart of this digital transformation. Tariq Al Harbi, VP of Cloud and Network Services at Nokia, highlights the company’s role in building the networks that will power Saudi Arabia’s future. “Our partnership with stc Group is crucial in laying the foundations for the Kingdom’s digital economy. The networks we are building will support AI-driven industries, smart cities, and a wide range of digital services,” he says. Al Harbi sees Saudi Arabia’s ambitions as a game - changer, positioning the nation not just as a consumer of global technology but as a leader in its deployment. One of the most visible aspects of Saudi Arabia’s tech-driven future is the rise of smart cities. Roshn, a PIF-backed real estate developer, is at the forefront of building these technologically advanced, sustainable urban environments. Yazeed AlGhamdi, Emerging Technologies Director at Roshn, explains that these projects are more than just real estate developments. “We’re not just building homes; we’re SAUDI ARABIA’S TECH TAKEOVER Why Global Giants Are Racing to Invest Words by Sindhu V Kashyap AI Edge_Oct2024_32-33_Saudi Tech Hub_13400451.indd 3230/09/2024 15:52FEATURE Edge/ October 2024 33 $10.2 BILLION PIF has invested from Jan – June 2024, globally We’re not just building homes; we’re creating integrated smart communities that align with Vision 2030. Our cities will leverage AI, IoT, and sustainable energy solutions to improve residents’ quality of life and create innovation hubs creating integrated smart communities that align with Vision 2030,” he says. “Our cities will leverage AI, IoT, and sustainable energy solutions to improve residents’ quality of life and create innovation hubs.” These smart cities are designed to be highly connected, using the latest in AI and digital technologies to enhance effi ciency and sustainability. The telecom sector, meanwhile, continues to play a critical role in building the infrastructure to support Saudi Arabia’s ambitions. stc Group, the largest telecom operator in the Kingdom, is leading eff orts to develop AI-driven services and cloud infrastructure. “We are shaping Saudi Arabia’s digital future by investing heavily in AI, cloud services, and 5G technology,” says Abdullah A. Alkanhl, Group Chief Strategy Offi cer at stc Group. Beyond established players, Saudi Arabia’s tech ecosystem also fosters a thriving startup scene. WakeCap, a Saudi startup that uses IoT and wearable technology to improve construction site safety, is an example of innovation. “Saudi Arabia is providing an incredible platform for tech startups to grow,” says Dr. Hassan Albalawi, CEO and Founder of WakeCap. “The government’s support for innovation and the private sector’s willingness to embrace new technologies are creating fertile ground for companies like ours to thrive.” Albalawi highlight s the unique opportunities for startups in Saudi Arabia. “There is a strong appetite for innovation, and the market is incredibly receptive to new ideas. Saudi Arabia’s push towards a knowledge-based economy is opening doors for tech entrepreneurs in ways we haven’t seen before,” he adds. In the financial sector, fintech is emerging as a critical part of Saudi Arabia’s digital economy. Dutch fintech firm Backbase is helping local banks transition into the digital age. “We’re working with banks to create seamless, personalised digital banking experiences,” explains Ali Nanji, Regional Director – Partner Business at Backbase. “Saudi Arabia is not just embracing digital banking; it’s leading the charge in the region.” Nanji sees Saudi Arabia as an emerging leader in fi ntech. “The demand for digital banking is proliferating, and Saudi banks are eager to innovate. The Kingdom’s fi nancial sector is set to play a key role in its broader tech transformation,” he adds. In conclusion, Saudi Arabia’s digital transformation is gathering unstoppable momentum. As Hasan Metla notes, “The transformation we are seeing in Saudi Arabia is just the beginning.” With Vision 2030 driving the agenda, the Kingdom is on a fast track to becoming a global technology hub, powered by investments in digital infrastructure, AI, smart cities, and fi ntech. Saudi Arabia’s commitment to innovation is attracting international attention, positioning the Kingdom as a leader on the global tech stage.” /Beyind established players, Saudi Arabia also has a thriving startup scene Edge_Oct2024_32-33_Saudi Tech Hub_13400451.indd 3330/09/2024 15:52FEATURE 34 Edge/ October 2024 As ar tif icial intelligence (AI) continues to revolutionise industries globally, the Middle East is emerging as a critical player in this transformation. Governments and corporations are embracing AI’s potential, particularly generative AI (GenAI), which can produce new content, designs, and processes, promising enhanced effi ciency and reduced costs. Despite its potential, GenAI’s full- scale adoption has encountered several challenges. A Gartner report forecasts that close to 30 percent of GenAI projects will be abandoned by 2025 due to inadequate risk controls, unclear business value, poor data quality, and escalating costs. Across boardrooms in the Middle East, enthusiasm FROM HYPE TO REALITY The Challenges of Scaling Generative AI in the Middle East AI Words by Sindhu V Kashyap for GenAI is tempered by concerns such as data privacy, regulator y compliance, talent shortages, and high cost s. “Leadership iner tia is one of the biggest obstacles,” says Prakhar Jain, Head of Data Science and Business Intelligence at CARS24 Arabia. “Executives are hesitant due to concerns about data privacy, job displacement, and how GenAI might disrupt established workfl ows.” As Jain highlights, the challenge is more than just technological. Many organisations are keen to explore GenAI but struggle to defi ne practical, profi t- driving use cases. “While there’s a lot of excitement around AI, many fi rms still fi nd it hard to see how it directly impacts profi t and loss,” Jain adds. The banking sector illustrates this reluctance. Traditionally early adopters of digital technology, banks remain cautious about GenAI. Chris Sayyan, Head of AI at Backbase, said, “There’s always hesitation with new technology. But now it’s about managing risks, not avoiding them. If you wait too long, competitors will pull ahead.” Regulatory compliance adds another layer of complexity. Middle Eastern countries, such as the UAE and Saudi Arabia, have implemented stringent data protection laws, including the UAE’s Federal Data Protection Law (FDPL) and Saudi Arabia’s Personal Data Protection Law (PDPL). These laws, mirroring frameworks like the EU’s GDPR, require businesses to ensure 34 Edge/ October 2024 FEATURE Edge_Oct2024_34-35_GenAI Prototype to Product_13390111.indd 3430/09/2024 15:53FEATURE Edge/ October 2024 35 GenAI models handle data securely. Dalia Nabil, MEA Head of Applications Pre-Sales at Nokia, explains, “Regulatory and legal compliance create signifi cant challenges, especially in sectors like telecom, where data privacy is critical.” Aisha Harib, Chairwoman of the Dubai Police Innovation Council, adds, “GenAI systems, which rely on large data sets, must comply with regulations like GDPR to ensure that personal data is securely stored and anonymised.” Complying with these regulations is not only a legal requirement but crucial for maintaining customer trust for companies handling sensitive data in sectors such as f inance or healthcare. “Compliance challenges create opportunities for companies to build trust by demonstrating they meet ethical standards,” says Samer Diya, VP of Forcepoint META. Beyond regulatory hurdles, the biggest obstacle for many co m p a n i e s i s operat ional. Tr a n s i t i o n i n g from prototype to production is co s t l y, r e quiring signif icant investment in talent and infrastructure. Joe from Endava notes, “The cost of implementing GenAI is considerable. For large organisations, service fees can range from $30 to $70 per person monthly, and the necessary hardware—GPUs, cloud infrastructure—comes at a high price.” A shortage of AI talent exacerbates these challenges. “There’s a talent GenAI systems, which rely on large data sets, must comply with regulations like GDPR to ensure that personal data is securely stored and anonymised gap, plain and simple,” says Ranjith Kaippada, Managing Director of Cloud Box Technologies. “Without the right people, adopting and managing AI technologies eff ectively is diffi cult. This shortage not only drives up costs but also delays progress.” However, only some people are concerned about the talent gap. Hassan Alnoon, CTO of BOTIM and CEO of Multiverse Innovation Consultancy, believes the issue is twofold - “It’s not just about experienced professionals. There’s also hesitation in trusting younger workers, who are often more immersed in AI technologies. We need to change how we evaluate expertise and trust younger professionals to drive AI forward.” Governments in the region are working to address these challenges. Saudi Arabia’s Vision 2030 places digital transformation at the core of its economic strategy, while the UAE has established the Mohamed bin Zayed University of Artifi cial Intelligence (MBZUAI), the world’s fi rst graduate-level AI research university. Success stories are already emerging, providing a blueprint for others. Dubai Electricity and Water Authority (DEWA) has integrated AI into its operations to optimise energy distribution through an intelligent grid system. Their platform analyses real-time data to predict energy demand, reduce waste and ensure effi cient energy management. “DEWA is a clear example of how AI, when implemented thoughtfully, can deliver real business results,” says Samer Diya. Managing GenAI costs is also a key concern, particularly for SMEs. Solutions like Dataiku’s LLM Mesh off er fl exibility, enabling companies to calculate the costs of running large language models while avoiding vendor lock-in. As Siddhartha Bhatia, AVP and GM at Dataiku, explains, “By off ering f lexibilit y and cost transparency, we help businesses manage their budgets more eff ectively.” Incremental, pilot-based approaches are also proving eff ective. “Pilot projects are crucial,” says Jessica Constantinidis, Field Innovation Offi cer, ServiceNow. “They allow companies to test GenAI at a smaller scale before committing to full-scale implementation, reducing both risk and cost.” The Middle East’s AI journey is still in its early stages, but those who start early and build the right frameworks will likely be at the forefront of this transformation. Edge/ October 2024 35 FEATURE Edge_Oct2024_34-35_GenAI Prototype to Product_13390111.indd 3530/09/2024 15:53FEATURE 36 Edge/ October 2024 In today’s fast-paced digital world, businesses constantly look for ways to innovate and enhance customer experiences. However, a growing and often overlooked issue is tech debt. While companies roll out new solutions, many still rely on outdated hardware, software, and operating systems, exposing themselves to security risks and ineffi ciencies. Tech debt refers to the accumulation of outdated technology that is no longer supported by its manufacturer. This could be end-of-life hardware, obsolete software, or unpatched operating systems. Over time, these systems become more vulnerable to cyber-attacks and costly to maintain. WHAT IS TECH DEBT? Tech debt can be compared with driving an old car. Eventually, the manufacturer stops making parts, and repairs become nearly impossible. Similarly, businesses relying on outdated technology face risks as these systems are prime targets for cybercriminals. “Think of tech debt like an outdated vehicle – eventually, no one makes the parts, and no mechanic can fi x it,” explains Kunal Modasiya, Vice President of Product Management at Qualys. Outdated systems expose companies to vulnerabilities and lead to productivity losses and potential business disruptions. IS TECH DEBT PUTTING YOUR BUSINESS AT RISK? Why Upgrading Systems Is Vital for Your Business Words by Sindhu V Kashyap INFRASTRUCTURE Edge_Oct2024_36-37_Tech Debt_13400460.indd 3630/09/2024 15:54FEATURE Edge/ October 2024 37 1 IN 5 Crucial systems are at risk Think of tech debt like an outdated vehicle – eventually, no one makes the parts, and no mechanic can fi x it THE RISKS OF TECH DEBT According to Modasiya, there are three signifi cant risks: revenue loss, productivity decline, and business disruption. A critical system failure can bring down customer- facing services, resulting in lost revenue. Employees working with outdated tools also need more productivity, and obsolete systems are easy targets for cybercriminals. The Log4j vulnerability is a prime example, as it caused global disruptions due to systems running on outdated software. Cyberattacks aren’t the only concern. Regulatory bodies like PCI, GDPR, and HIPAA are now mandating that organisations replace outdated technology to comply with cyber risk management standards. THE QUALYS REPORT ON TECH DEBT To help businesses address this growing challenge, Qualys released a report that inventory assets such as laptops, servers, and IoT devices, identifying those approaching end-of-life or end- of-service. The report also provides a roadmap for the next 12 months, allowing companies to manage their technology lifecycle proactively. “This report bridges the gap between IT and cybersecurity teams,” says Modasiya. “It provides insights into which systems are nearing end-of-life and highlights vulnerabilities, allowing companies to prioritise upgrades based on risk.” The report is unique in that it lists outdated systems and ties them to potential vulnerabilities, helping businesses identify which systems need immediate attention. Systems hosting critical business applications, such as fi nancial services or customer data, are fl agged as priorities for upgrades or replacements. THE SCALE OF THE PROBLEM According to data from over 15,000 Qualys customers and over 52 million assets, 20 per cent of critical assets are running end- of-life software. This means 1 in 5 crucial systems—like those supporting banking applications—are at risk. Furthermore, the U.S. Cybersecurity and Infrastructure Security Agency (CISA) found that 48 per cent of vulnerabilities fl agged are in outdated systems. Collaboration between IT and cybersecurity teams is crucial. Both must have visibility into systems nearing end- of-life and work together to prioritise which systems need to be upgraded or replaced. The Qualys report off ers the insights necessary to stay ahead of these challenges and avoid costly disruptions. A CALL TO ACTION Managing tech debt should be a top priority as businesses continue to innovate. Outdated systems are not just an inconvenience but a signifi cant business risk. The consequences of ignoring tech debt range from cyber- attacks to operational disruptions. With tools like the Qualys report, businesses can reduce tech debt and ensure they remain secure in a complex technological landscape. In conclusion, Modasiya stresses: “Tech debt is like a ticking time bomb. Addressing it now helps businesses avoid signifi cant risks in the future. It’s not just about upgrading systems; it’s about protecting the future of your business.” /Revenue Loss, Productivity Decline, and Business Disruption are risks of Tech Debt /Tech Debt can be avoided with IT and cybersecurity collaboration /Obsolete Systems run the risk of cyber threats as well Edge_Oct2024_36-37_Tech Debt_13400460.indd 3730/09/2024 15:54INTERVIEW 38 Edge/ October 2024 Apioneering researcher who has made signifi cant strides in electromagnetic and directed energy systems, Mae AlMansoori, Director - Directed Energy Research Centre Technology Innovation Institute (TII) has not only contributed to advanced research in high-power electromagnetic sources and additive manufacturing but also actively advocates for the next generation of engineers and scientists. Her groundbreaking work, recognised by prestigious awards such as the IEEE Mojgan Daneshmand Grant, has paved the way for innovations in electromagnetic research and has inspired young women across the globe to pursue careers in science and technology. Join us as we explore her journey, the challenges she has overcome, and her vision for the future of directed energy research. Your doctorate focused on high-power electromagnetic sources and systems. What challenges did you face in applying mechanical engineering techniques to this fi eld? My doctorate explored various aspects of a typical radiated electromagnetic (EM) environment, including the source, antenna, wave propagation, and target impact. Defi ning optimum performance across diverse components and systems from diff erent research perspectives was a signifi cant challenge. My aim was to develop a modern toolbox to address these challenges, integrating solutions to redefi ne performance in a multidisciplinary context. With my background in materials science, structural engineering, and Multiphysics analysis, I directly encountered the complexities of these challenges. my work includes studying the feasibility of origami-based composite antennas in HPEM systems. How has receiving the IEEE Mojgan Daneshmand Grant impacted your work and opened up opportunities for collaboration? Recei v ing t he I E E E M ojgan Daneshmand Grant was a pivotal moment in my career. It provided international recognition, opening door s to various local and international opportunities. The grant highlighted the signifi cance of women’s contributions in fi elds like electromagnetic research, promoting more inclusive research environments. It also motivated me to mentor young women in STEM, ensuring this recognition translates into long-term community impacts and encourages the next generation of researchers. What strategies do you find most eff ective in encouraging young people, especially women, to pursue careers in engineering and technology? One eff ective strategy combines early exposure to STEM fi elds with hands-on learning experiences. Involving young students in real-world projects sparks curiosity and shows STEM’s relevance in everyday life. For young women, showcasing role models and mentors who have successfully navigated these fi elds is crucial. Supportive environments, mentorship, and targeted outreach are key to inspiring and sustaining interest in STEM careers. FROM HIGH-POWER ELECTROMAGNETICS TO STEM ADVOCACY Mae AlMansoori, Director - Directed Energy Research Centre Technology Innovation Institute - A Scientist’s Inspiring Path Words by Sindhu V Kashyap / Mae AlMansoori Director-Directed Energy Research Centre TII How do you see aerospace and directed energy systems integrating, particularly in structural design and antenna development? Integrating aerospace and directed energy is vital for advancing complex systems. Combining principles from various fi elds— such as materials science, mechanical engineering, and electromagnetics—allows for more effi cient, compact, and high- performance solutions. This interdisciplinary approach drives innovation in design, solving challenges like miniaturisation, power effi ciency, and system reliability, which are essential for advancing directed energy technologies. An example from Edge_Oct2024_38-39_Interview 1_13391173.indd 3830/09/2024 15:54INTERVIEW Edge/ October 2024 39 Believing in your abilities is crucial. Surround yourself with mentors and peers who encourage and inspire confi dence. Don’t hesitate to take bold steps, ask questions, and push boundaries. The fi eld needs diverse voices and ideas like yours to innovate and progress What are your main goals for the UNESCO Youth Forum, and how do you plan to advocate for STEM education internationally? At the UNESCO Youth Forum, my main goal was to emphasise the vital role of STEM education in tackling global challenges, from climate change to digital transformation. I aim to advocate for policies promoting inclusive and equitable access to STEM education worldwide. Additionally, I prioritised sharing best practices from the UAE’s successful youth engagement and innovation initiatives, stressing the need for collaborative eff orts to build future-ready education systems globally. What promising research areas do you see in directed energy, and how might your work contribute? In directed energy, I see significant potential in ultra-compact and highly effi cient HPEM sources. My doctoral research contributes to these areas by developing optimally performing systems with enhanced manufacturability. Additionally, integrating AI - driven optimisation techniques into these systems can further enhance adaptability and precision, creating new possibilities for various applications. What inspired you to pursue a career in electrical engineering and directed energy, and how has your journey shaped your current research focus? The interdisciplinary nature of directed energy—merging physics, materials science, and engineering—challenged me to think creatively and push traditional engineering boundaries. My journey from mechanical engineering to directed energy has been driven by a desire to innovate and contribute to cutting- edge technologies. This has shaped my focus on integrating new materials and manufacturing techniques into directed energy systems, ensuring they remain at the forefront of technological advancement. How do you balance innovation and academic rigour in your work at the Directed Energy Research Centre? Balancing innovation and academic rigour is crucial at the Directed Energy Research Centre. We see them as complementary; innovative ideas are encouraged but always grounded in robust scientifi c principles. Our focus on applied research ensures each project produces tangible proof- of-concept results, which we rigorously validate and share through international publications and conferences. Collaborating with universities and involving students brings fresh perspectives while maintaining high academic standards, allowing us to be pioneers in our fi eld and contribute to the broader scientifi c community’s growth. Can you share a pivotal moment in your career that signifi cantly infl uenced your path to becoming a director at the Technology Innovation Institute? A pivotal moment in my career was the opportunity to pursue a doctorate in directed energy, a highly specialised and complex fi eld. However, what truly shaped my path was working on interdisciplinary projects and gaining experience across diff erent fi elds. Collaborating with experts from various disciplines allowed me to view problems from diverse perspectives and apply innovative solutions. This broad exposure deepened my technical skills and gave me the confi dence to lead complex research initiatives. The combination of interdisciplinary experiences and specialised knowledge ultimately guided me toward my current leadership role at the Technology Innovation Institute. What advice would you give to young researchers, especially women, aspiring to excel in electromagnetic research? My advice is to embrace challenges as opportunities for learning and growth. Specialising in a niche field like electromagnetic research requires continuous curiosity and seeking mentors who can guide you. Believing in your abilities is crucial. Surround yourself with mentors and peers who encourage and inspire confi dence. Don’t hesitate to take bold steps, ask questions, and push boundaries. The fi eld needs diverse voices and ideas like yours to innovate and progress. /At the UNESCO Youth Forum AlMansoori’s mail goal was to emphasise the role of STEM education Edge_Oct2024_38-39_Interview 1_13391173.indd 3930/09/2024 15:54Next >