We make the world’s compute radically more efficient.

Ahmed’s career has circled the same question from both sides. At Sony PlayStation he worked on getting fixed hardware to give up more than it was meant to, the discipline of a console generation where the silicon never changes and the only variable left is how well it is used. At Meta he worked at the opposite scale, on infrastructure measured in datacentres rather than devices.

The conclusion he drew was structural rather than technical. The industry has an efficiency problem and no single party owns it, because the people designing the hardware and the people writing the software that drives it do not work for the same company. He founded Think in the first quarter of 2025 to put them in one building, and still reviews the thermal and scheduling decisions himself.

Ammar spent his career on the other side of the same problem: selling, deploying and supporting enterprise infrastructure across the region, and watching organisations buy capacity they could never fully use. He has led regional businesses across networking, infrastructure and security, working with the enterprises and public-sector bodies that carry the largest compute estates in the Gulf.

He joined Think in October 2025 as Co-Founder and Chief Operating Officer, and owns the commercial engine, the operating rhythm of the company and the route from a working node to a deployed fleet. His argument for it is a commercial one. Efficiency is not an engineering vanity metric. It is the difference between an AI programme that survives its second budget cycle and one that does not.

Kamran spent eight years at Amazon Web Services, latterly as Head of Solutions Architecture for Saudi Arabia, and seventeen before that at Cisco across systems engineering and sales in Phoenix and Melbourne. Twenty-five years designing other people’s infrastructure, in four markets, before he started building it.

At Think he is on the receiving end of his own former job. He owns what happens after a node leaves Riyadh: installing it on site, bringing up the first real workload, and staying with it until the customer’s own engineers are running it without him. Most of what makes an installation difficult was decided months earlier, on the bench, which is why he is in those conversations too.

Twenty-two years in enterprise IT and security in Saudi Arabia, most recently as General Sales Manager and Country Manager at CyberKnight, and Country Manager at Vectra AI before that. Two decades carrying a number in the market this company was built for, against the same buyers it is built for.

Security is a useful place to have come from. It is the corner of enterprise IT where the buyer starts sceptical, reads the datasheet properly, and asks where the data goes. Those are the questions Think was built to answer. Mohammed carries the commercial relationship in the Kingdom from the first conversation to the machine being signed for, and the engineers who designed that machine are down the corridor when the answer needs to be exact.

Ahmed spent nine years at Careem, latterly as Associate Director for People Business Partnering across Central Operations and the new ventures, covering five hundred staff and several thousand more in the outsourced workforce. Before that he owned engagement and culture for its global care organisation across eight markets. He started at CI Capital Holding, building the reward and HR frameworks for a holding company and its subsidiaries.

Hiring for a hardware company in Riyadh is not a volume problem. Think needs firmware, thermal and low-level systems engineers willing to go a layer down, and there are not many of them in any market. Ahmed joined in July 2026 as Head of People & Culture. He owns how those people are found, what they are asked in the room, and what the company feels like once they have joined.