Built. Public demo available.
Talent Passport
A digital onboarding and learning product: customised, interactive journeys for employees, customers and partners.
No client results are reported. The people in the demo are fictional.
Proof of Work
What we built. Where the work stands.
Two kinds of evidence, kept apart: what CultureCatalyst has built, and the experience the founder brings from previous roles. Each example distinguishes completed work, current status and intended outcomes.
CultureCatalyst projects
What CultureCatalyst has built as a company.
Ecosystem partnerships
Programmes CultureCatalyst has supported as a partner, as published on the Events page.
- Ecosystem Partner
Safira × CODE Center of Digital Entrepreneurship
Founder Growth Series, Episode Two
6 October 2026
CultureCatalyst supported the episode as an Ecosystem Partner, contributing its expertise in people, culture and organisational execution.
View on LinkedIn (opens in a new tab) - Community Partner
FemiTech Saudi, powered by Career180
The Future of Work Is Female: How Saudi Arabia Is Creating Opportunities for Women in Tech
12 September 2026
CultureCatalyst supported FemiTech Saudi as a Community Partner.
View on LinkedIn (opens in a new tab)
Founder’s previous experience
The experience behind CultureCatalyst
CultureCatalyst is shaped by Roaa Fawzi’s experience connecting business strategy, brand identity, people and operations.
- Retail leadership in New Zealand
- Brand direction into practice in Saudi Arabia
- Commercial, operations and human capital
Where it comes from
Her career spans retail leadership in New Zealand and work translating international business and brand direction into practical execution in Saudi Arabia. Working with commercial teams and reporting to regional leadership, she connected business priorities with the teams, capabilities and operating practices needed to deliver them. The bridge she built between commercial and operations teams and human capital put her inside the business strategy and planning for store openings.
What the work covered
Her work has included recruitment, bringing Saudi women into the workplace, onboarding, coaching and training, brand events and brand-led training, store visits and store openings. She also designed and executed learning programmes, created training content and resources, and adapted global material to the Saudi context, with responsibility across office, commercial and field teams throughout KSA.
Founder’s previous experienceSephora · Saudi Arabia · 2016 to 2020 · The role
Building teams and capability across Saudi Arabia, to a global brand’s standards
Roaa’s work included building recruitment, bringing the first Saudi women into Sephora’s stores, and leading onboarding, coaching and training. Her responsibility extended across Saudi Arabia, covering office, commercial and field teams.
Role
Senior Training Manager, Sephora Saudi Arabia, and the first female training manager in the Kingdom for the brand.
Employed by Chalhoub Group. Sephora is part of LVMH, the group that also owns Louis Vuitton.
Business context
Sephora was growing its Saudi store network as women were joining the retail workforce for the first time. The work was to bring a global brand’s standards to teams in Saudi Arabia, and to make sure the people were recruited, prepared and developed to deliver them.
Sephora · Saudi Arabia · 2016 to 2020, page 1 of 6: The role
These examples reflect work delivered by Roaa Fawzi in previous roles. The organisations named are not presented as CultureCatalyst clients or endorsers.
Earlier programme and in-house work
Work delivered by Roaa Fawzi in an in-house role and on a programme design, with its status stated as it stands.
Past work
People and operational foundations for a growing organisation
Building the people and operational foundations that enable a growing organisation to scale with clarity and confidence.
Role
Work delivered by Roaa Fawzi during an in-house People & Culture role.
Current status
Past work
What was delivered
- HR infrastructure, policies and procedures implemented
- A knowledge hub built as the organisation’s own Culturepedia environment
- Recruitment system and performance architecture installed
- Onboarding, employee journey and capability development infrastructure in place
Intended outcomes
- Scalable people processes as the organisation grows
- Better employee experience over time
- Growth that depends less on individual people
Measured results are not reported for this example. The evidence is the delivered work listed above.
What was built
- HR infrastructure
- Policies and procedures
- Knowledge hub
- Recruitment system
- Performance architecture
- Onboarding and employee journey
- Capability and development
- Operating rhythms
How the work ran
- 1Diagnose
Understood how the organisation was actually operating, where people decisions were being made and where growth was creating strain.
- 2Design
Designed the people architecture: role clarity, governance, policies and the shape of the knowledge environment.
- 3Build
Wrote and implemented policies and procedures, built the knowledge hub and installed the recruitment and performance systems.
- 4Embed
Embedded onboarding, the employee journey, capability development and operating rhythms across teams.
Programme design completed. Delivery pending.
Taawoni — Elite Graduate Initiative
Design of a graduate development programme combining a five-day bootcamp with a proposed three-month workplace placement and supporting development activities.
Role
Programme design and project management.
Current status
Programme design completed. Delivery pending.
Completed design
- Bootcamp curriculum and placement structure.
- Bootcamp: five days, 40 hours.
- Placement structure: a proposed three-month workplace placement with bi-weekly coaching, monthly development sessions, individual coaching, supervisor check-ins and a mid-programme review.
Planned delivery
- Graduate participation, employer placements, coaching and programme delivery, subject to the arrangements required to proceed.
Outcomes
- Graduate readiness and employment outcomes have not yet been measured.
No outcomes are reported for this programme yet.
What was built
- Graduate selection
- Five-day bootcamp (40 hours)
- Workplace placement structure
- Coaching and development
- Performance and progression
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