Maryam Daryabegi
Helps leaders in financial services, technology, and consulting strengthen judgment, communication, and execution, drawn from 25 years inside high-stakes corporate environments.
Maryam Daryabegi helps leaders and their client-facing teams decide well, communicate under pressure, and execute when old habits stop working. Two decades across four countries and three industries taught her that technical expertise alone does not determine how far a leader goes.
Her career runs across San Francisco, London, New York, and Mexico City, through global strategy and operations at Glencore, private banking at First Republic, and leadership advisory at IBM, where she worked with global financial institutions on transformation, performance, and organisational strategy. She is the founder of Innovation Bazar, where she works with leaders in financial services, technology, and consulting to strengthen how their people communicate, decide, and execute when the environment keeps changing.
Her instinct is diagnosis before design: understand where a team actually gets stuck before prescribing anything. That makes her a natural fit with a 100Facets read, which surfaces exactly that, in your people's own words, and gives her the evidence to work from rather than assumptions. She is a senior lecturer who teaches executive and graduate programmes, an invited member of the Forbes Coaches Council and the Harvard Business Review Advisory Council, and was named to the inaugural Forbes 50 Over 50 list for her impact in financial services, fintech, and organisational leadership.
What Maryam helps with
Maryam works with senior leaders and client-facing teams across financial services, technology, and consulting, from analyst to C-suite, often where US and Middle East markets meet. She strengthens the human capabilities that decide outcomes when AI speeds the work up: judgment under uncertainty, communication, and trust. Her starting point is always the real problem, what a team is actually trying to solve and whether it is being solved in the right context, so the strategy and the people executing it move together.