Lean Technologies

I planned beyond the next event

I brought the three event formats into one plan, so each event sat within a year-round approach.

Attending · Hosting · Exhibiting

I made the approach repeatable

I created playbooks and templates for each format. I gave the team a shared approach without treating a hosted event like an exhibition booth.

My route from story to experience

01 / PLAN

I started with the story

I worked from a walk-through-time concept that ended at the live demo. The moodboard, floorplan and materials gave that journey a physical form.

I show the original exhibition concept and specifications here, separate from the delivered work.

I used these mock-ups as planning direction. I keep them separate from the delivered photographs below.

I brought the pieces together in the production brief: five narrative boards, product demo stations, stage and screen, AV and content capture. I connected the story with the details needed to build the room.

02 / SETUP

I brought the room together

I brought the plan into the room. My behind-the-scenes videos show the exhibition taking shape, roundtable places being prepared and stage content on screen.

I selected these stills from my setup videos. They show preparation, not attendance or a guest demo.

03 / ACTIVATE

I brought The Museum of Payments to life

I used a physical walkthrough and exhibits to bring the story of money into the room. These photographs show the delivered activation.

04 / EXPERIENCE

I ended with a product people could try

I connected the walkthrough with a hands-on checkout activation. Roundtables, speakers and a panel gave the launch its wider context.

I made checkout tangible

I brought the checkout experience to life with the team through a merchandise demo station. Guests chose a sticker pack, wash bag, Lean cap or Pay by Bank tote, tried the checkout flow and took their item home.

I describe the checkout activation from firsthand experience. This image shows the merchandise, not a guest transaction.

I show the delivered panel, roundtable, speaker and guest badges here. My videos do not show a checkout transaction; I describe that flow from my own experience.

I built the guest operation behind the room - and it ran like a mini-ABM programme

Everything flowed from the accounts. We selected the target accounts first - by revenue, strategic fit and pipeline - and only then mapped the audience to the event type. A product launch like Pay by Bank called for payments, product and commercial leaders at our target banks and fintechs; an executive dinner would have called for a different table entirely. From the account list, I managed invites, RSVPs and VIP handling with our executive leadership, and I worked with the team on shared trackers and playbooks, so every review, response and next step had a place - tracked against the account, not the inbox.

Accounts selected by revenue & fit → audience mapped per event type → invites, RSVPs & VIPs tracked per account → CRM follow-up

I kept the invitation journey in one view

I connected leadership review, invites, RSVPs and arrival details in one tracker.

I connected priority guests with owners

I used the VIP tracker to connect guest priority with RSVPs, attendance fields and follow-up owners. The master tracker added backup, executive and product ownership.

I checked the gaps before the event

I used a separate QA view to compare direct and link responses, invite delivery and clean RSVP status, with a next action for each gap.

I planned the VIP handoff

I used the arrival-alert playbook to define the handoff: check-in notifies the assigned owner, who can greet and engage the guest.

I show original guest details, values and blanks from the working trackers. I preserve the source styling, with wrapped rows expanded where needed. These are operating records, not evidence of attendance or commercial results.

I connected the event with the commercial team

I covered the attendee journey and lead-tracker / HubSpot flow in the commercial training. I worked alongside PMM, Product and RevOps to help Sales and CS connect demos with conversations and follow-up.

Relevant demo → Commercial conversation → Notes captured → Owner & next step → CRM follow-up

I kept team roles clear

I worked from a guide that set out roles across Sales, CS, RevOps, Marketing, Product and Leadership.

I connected the demo with the conversation

I show the sales brief's practical handoff: identify the account, check whether they had tried the app and guide them to a demo.

I connected capture with follow-up

I covered the lead-tracker / HubSpot capture flow. The guide separates conversation notes in HubSpot, account next steps in the tracker and RevOps influence reporting in Salesforce.

I trained for what happens on the day

I took the attendee journey and lead-tracker / HubSpot sections of the 60-minute training. PMM covered demos; RevOps covered campaign influence.

I show excerpts from the training guide (pages 3, 12 and 18) and sales brief (page 4). I keep the team's ownership visible. I do not claim sole authorship of the wider product GTM or use these plans as evidence of pipeline or revenue.

What I brought together

I brought the payments story, demos, production and guest operations together. My role connected the creative idea with the work needed to run it live.

I link Lean's public recap in the source notes. It confirms the launch of Deposits, Collections, Checkout and Payment Links at "Pay by Bank: The Default Way to Pay".

My route from brief to live floor

01 / CONCEPT

I started with the visitor journey

I worked from Image Works' concept: a suspended branded structure, a welcome point, demos and meeting spaces. The visitor journey gave the build its purpose.

I worked with Image Works, who created these concept renders. I led delivery; I do not claim architectural authorship.

02 / SPECIFICATION

I turned the concept into a build brief

I used the booth specification to connect demos, meeting rooms and hospitality with the practical build.

I show the original specification, not a redesigned summary.

03 / BUILD

I managed the build

I coordinated the vendors and the build, then brought the booth onto the event floor.

04 / LIVE

I ran the live experience

I handled RSVPs and on-site delivery while the finished space supported demos, conversations and private meetings.

I connected the signings with the story

I led the partnership signing programme and event content. I connected the on-site moments with announcements and coverage across Qarar, Moyasar, Alinma, Bank Albilad, Safqah Capital, Kafaa Capital, D360 Bank, Ejari, Musaned, Wataniya Finance and BSF.

I led signing delivery and content, not deal origination or signatory duties. These images come from Lean and partner announcements; some are low resolution. I label Bank Albilad as an MoU.

I carried the story from the pre-event product showcase through live demos, industry conversations, signing announcements and the wrap.

I owned the brochure, too

I owned the brochure concept, copy and vendor management. I turned Lean's financial infrastructure story into bilingual material people could take away.

I show original brochure panels. I do not claim the company or customer results inside them as my personal outcomes.

I started with the atmosphere

I combined deep green and charcoal with warm white, light oak, stone and integrated lighting. I shaped the space around an X entrance, storytelling panels, specimen tables and demos.

I gave the story three anchors

I proposed the X Portal, Friction Gallery and Flow Lab: an arrival moment, a payments story and hands-on engagement.

I use the interactive table to tell the legacy payments story, not to represent LeanX's current product flow.

I grounded the concept in the product

I grounded the concept in Lean's product description: cross-border payments infrastructure for banks, exchanges, money transfer operators and payroll platforms, with around-the-clock settlement and local-currency payouts under the client's brand.

I use Connect → Fund → Settle → Payout as the product story. I keep that flow separate from the legacy-payment exhibits and proposed activations.

I checked the product description on 12 October 2026. I created these concepts; the event remains in development. I do not present these renders as delivered work or a confirmed venue.