The person behind the practice
Firooz Firoozmand
Over 17 years across academia, banking and civil society, I kept seeing the same pattern: capable leaders making reactive calls under pressure, not from a lack of judgment, but because no one had given them a way to stop and see more clearly. I saw it building and running a complaints team in banking, where policy met real people every day. I saw it again working with civil society leaders trying to agree what they stood for at senior level. Community development, running through all of it, taught me the most - leading without the authority to simply direct people. That gap is what MQNA was built to close.
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