Our Projects
Revolutionizing an International NGO
CRDF Global is a prominent international NGO that advances peace, security, and scientific collaboration through global programming. With a growing operational footprint and evolving strategic mandate, the organization needed to rethink how it innovates—from inside out.
As CRDF Global expanded into new regions and domains, it encountered a familiar tension: a growing need to innovate rapidly, yet an internal structure and culture not fully equipped to support that pace. Innovation efforts were often siloed, reactive, or dependent on a few individuals rather than embedded in the organization’s DNA.
The leadership recognized that scaling impact meant scaling innovation—but to do that, they needed more than a process.
They needed a culture shift, a shared language, and a practical framework that empowered every team, across every region, to contribute ideas, test solutions, and take ownership of transformation. hea Global partnered with CRDF Global to design and implement a bespoke Innovation Roadmap—a strategic, structured, and human-centered approach to catalyzing change from within.
At the heart of this roadmap was a Challenge-Driven Innovation Acceleration Program, which we custom-built to engage cross-functional teams in solving real, mission-aligned challenges. We trained over 200 employees and senior leaders across departments, equipping them with innovation toolkits, systems thinking frameworks, and collaborative labs that encouraged experimentation, reflection, and rapid iteration. We didn’t just run workshops. We redesigned internal incentive structures, integrated appreciative inquiry into team rituals, and coached leadership on how to model innovation behaviors consistently. Our goal was to create ongoing motion, not a one-time sprint.
The impact was deeply felt across the organization. The program unlocked a stream of bold, practical solutions—ranging from operational efficiencies to new service prototypes—that aligned with CRDF Global’s mission and regional priorities. More importantly, it seeded a new culture of innovation. Staff who once felt removed from strategy became active contributors. Leaders developed new reflexes for navigating uncertainty. The organization shifted from executing programs to actively shaping what’s next.
Today, innovation is no longer a buzzword at CRDF Global—it’s a mindset and a methodology embedded across teams, projects, and partnerships. And the organization is better positioned than ever to respond to global complexity with agility and purpose.
Unlocking the Film Industry’s Economic Potential
The Royal Film Commission (RFC) is Jordan’s leading institution for film sector development, tasked with nurturing local talent and making the country a competitive destination for global productions. While the creative output was strong, the economic impact remained under-leveraged—and the potential was massive.
Despite international interest and a strong domestic storytelling tradition, Jordan’s film industry lacked a clear economic growth strategy.
Fragmented infrastructure, outdated incentive structures, and a limited policy framework were slowing down progress. RFC needed more than a promotional push—it required a strategic transformation that could turn filmmaking into a national economic engine. The challenge was to build a model that could attract international productions, scale local capabilities, and demonstrate measurable returns for the sector and the country.
hea Global was brought in to deliver a comprehensive, data-informed strategy to drive sustainable film sector growth. We began with deep-dive economic impact assessments, combined with industry ecosystem mapping and econometric modeling, to surface the real barriers and opportunities across the value chain. From there, we co-designed an innovation-led roadmap to modernize policy levers, optimize financial incentives, and create structural pull for investors and creatives alike. The strategy was rooted in cross-sector alignment—connecting film to tourism, culture, entrepreneurship, and national branding. We also worked with RFC to design interventions that supported both local production capacity and the attraction of international productions, while building a long-term model of growth that could unlock ROI across multiple dimensions.
The shift was game-changing. RFC transitioned from cultural promoter to strategic economic actor, equipped with data-backed insights and bold levers for change. Policy recommendations led to revamped incentive structures and targeted initiatives that positioned Jordan as a top-tier destination for international filmmakers. Local production surged. Sector investment increased. And new dialogues emerged between government, creatives, investors, and global studios. A once-underestimated sector was now a recognized pillar of national economic development, with long-term strategies in place for workforce development, foreign direct investment, and IP creation.
In a region where creative industries are often undervalued, RFC’s transformation set a precedent: when cultural vision meets economic strategy, growth follows. The film sector became more than storytelling—it became a catalyst for job creation, international visibility, and resilient economic diversification.
Empowering Tech Disruptors
Tech disruption is in our DNA at hea Global. When a tech accelerator sought to up its game and attract serious VC attention, we knew exactly how to make it happen. This wasn’t just about running programs—it was about engineering an ecosystem where innovation could thrive and investment would naturally follow.
We designed and launched an all-encompassing Investment Readiness Program tailored specifically for deep-tech founders. This was more than mentorship and workshops—it was an environment built to nourish breakthrough ideas and turn them into fundable ventures. Startups from across the region and beyond converged, drawn by the promise of targeted support, access to investors, and a founder-first experience.
The results were electric. Venture capital firms took notice, deal flow increased, and the accelerator became a vibrant nexus for tech pioneers. The program didn’t just prepare startups—it positioned them for long-term success. Investors found a pipeline of credible, high-potential opportunities, and the entire ecosystem shifted. What emerged was more than momentum—it was a self-sustaining hub of innovation, investment, and possibility.
Forging Tomorrow's Boardroom Innovators
The landscape of leadership is changing—and the boardroom can’t afford to stand still. A forward-thinking organization understood that traditional governance models, while important, were no longer enough to navigate disruption, complexity, and continuous change. Their goal was to empower board members across industries to become more than stewards of oversight—they needed to become architects of innovation.
We designed and delivered a customized program that brought together directors from banking, insurance, financial services, and healthcare to explore what it means to lead in times of transformation. These weren’t generic leadership sessions. Each experience was curated to spark deep reflection, sector-specific insight, and practical strategy, giving board members the tools and mental models to challenge assumptions and lead with foresight.
The shift was profound. Board members who once focused solely on compliance and risk began championing bold moves, experimentation, and long-term strategic vision. They left the program not only more prepared—but more inspired—to shape the future of their organizations. Innovation became part of their language, their lens, and their legacy. What emerged was a new kind of boardroom: one that leads from the front, not the sidelines.
Building a Multi-Million Innovation Award
Sparking real innovation in the entrepreneurial sector requires more than good intentions—it takes bold design, strategic investment, and powerful storytelling. The Abdul Hameed Shoman Foundation set out to do just that, aiming to create an award that would go beyond recognition and become a true catalyst for impact. The vision was ambitious: launch a $1.5 million Innovation Award that would accelerate startups, attract investors, and reshape the conversation around innovation in the region.
hea Global partnered with the Foundation to bring this vision to life—designing, executing, and amplifying a full-scale award program that activated the entire ecosystem. From positioning strategy to operational playbooks and engagement frameworks, every detail was crafted to ensure the award had both reach and depth.
Startups were given access to expert guidance, visibility, and strategic support, while investors found a new pipeline of high-potential ventures worth backing. Thought leadership forums, ecosystem activations, and cross-sector collaboration turned the award into something far greater than a ceremony—it became a movement.
The results spoke for themselves. The initiative attracted top-tier startups and investors, ignited ecosystem-wide engagement, and elevated the Abdul Hameed Shoman Foundation’s role as an innovation leader in the region.
Its success led to two more award cycles—and a lasting outcome: the co-creation of an internal innovation function to sustain and scale the Foundation’s impact. What started as a bold idea became a permanent engine for entrepreneurial growth, regional collaboration, and systems-level change.
Scaling Market Capacity for Water-Saving Technologies
Adopting sustainable water solutions at scale isn’t just a technological challenge—it’s a market challenge. In regions facing growing climate pressure, the success of water-saving technologies depends not only on product innovation, but on the ability of retailers and suppliers to drive adoption on the ground. Recognizing this, Tetra Tech partnered with hea Global to design a program that could shift the market from fragmented efforts to a coordinated, scalable ecosystem.
Together, we launched an initiative aimed at equipping these market actors with the insights, tools, and strategies they needed to grow.
Retailers and suppliers were supported through hands-on capacity building, go-to-market innovation, and tailored business development designed specifically for the agricultural and municipal sectors. Rather than push technology from the top down, we enabled those closest to the customer to pull adoption forward—embedding business logic into sustainability.
The outcome was a ripple effect across the ecosystem. Water-saving technologies saw increased uptake, customer reach expanded, and business performance improved. The market grew not just in size but in quality—deal readiness increased, supply chains matured, and a more collaborative, investable ecosystem began to emerge. With Tetra Tech’s leadership and hea Global’s systemic approach, sustainable water solutions moved from innovation to integration, driving both environmental and economic impact where it mattered most.
Business Clinics That Drive Entrepreneurial Growth
Supporting home-based businesses and micro-enterprises isn’t just an economic development goal—it’s a strategic investment in the backbone of local resilience and inclusive growth. When Iqlaa set out to launch Business Clinics to empower Jordan’s HBBs and MSEs, they turned to hea Global to bring structure, strategy, and ambition to the vision.
We began by conducting a rigorous feasibility study and market validation process to assess demand, viability, and business model potential for the clinics.
Through nationwide data collection, in-depth focus groups, and stakeholder interviews, we surfaced insights that shaped a bold, scalable clinic model rooted in the lived realities of small business owners—particularly those navigating challenges of access, gender barriers, and resource limitations.
With these insights in hand, we engineered a dynamic blueprint for Business Clinics that blended strategic planning with localized delivery. We crafted a customized operating model, financial feasibility structure, and a growth-focused business plan. To ensure real-world traction, we led a private sector engagement campaign and developed a competitive RFA process to activate capable delivery partners. These clinics weren’t designed to give generic advice—they were built to unlock business transformation. Today, they serve as trusted growth engines for entrepreneurs across Jordan, turning local ambition into structured opportunity and positioning Iqlaa as a national leader in MSME innovation.
Pioneering FMCG Innovation
In the world of fast-moving consumer goods (FMCG), evolution is survival. When a global FMCG giant looked to consolidate its innovation strategies, hea stepped in. Our solution was built on collaboration and cohesion. Through intensive workshops with the C-suite, we ignited collective thinking and planning.
The result? A harmonized innovation strategy that unified disparate clusters under a singular vision. The impacts reverberated throughout the organization – a strategic realignment that led to focused initiatives, propelling growth, expanding markets, and securing a competitive edge in the industry.