Navigating The Unknown: Supperclub Middle East Co-Founder Muna Mustafa’s Guide To Leading Through Disruption

Uncertainty doesn’t wait for perfect moments, and neither do decisions. When experiencing periods of disruption, founders face immense pressure to act quickly and thoughtfully. The challenge lies not in choosing one over the other, but in knowing how to balance both. Those who navigate difficult times most effectively aren’t always the ones with the most information— they’re the ones who know when and how to move forward despite limited information.

Consider the example of Muna Mustafa, co-founder of SupperClub Middle East, a premium dining and lifestyle membership platform connecting quality-driven members with the most sought-after hospitality experiences. When geopolitical tensions cast uncertainty over the UAE and the wider region, SupperClub responded by introducing complimentary 12-month memberships and waiving all commission fees to help partners retain revenue while also sustaining customer activity. Inc. Arabia reached out to Mustafa to understand how she went about thinking clearly and acting fast in times of uncertainty—here are the lessons she shared:

1. Start With The Ground Truth (And Don’t Wait For Perfection)

“Reacting immediately is a common instinct when market conditions shift, but speed without proper context rarely leads to good decisions. The crucial first step should always be understanding what is really happening on the ground. That means speaking directly to stakeholders, both internal and external, and looking at real behavior rather than just sentiment. In our case, that includes having conversations with hospitality partners and reviewing live booking data across our platform.

At the same time, if you wait for full visibility, you will almost always move too late. Data should inform decisions, but it can’t replace your gut instinct. Many founders fall into the trap of over-analysis, where they’re trying to validate every assumption and ensure perfection before taking action. My partner and I have made this mistake before and learned that when something is not straightforward, we take calculated risks and adapt as we go. We’ve definitely jumped off the cliff and assembled the airplane on the way down, and this was possible because we followed our gut. The ability to trust your intuition, especially when information is incomplete, is often what allows you to act with conviction.”

2. Move Fast Where You Can, And Avoid Overcomplicating Things

“Not every action deserves the same level of scrutiny. A common mistake during uncertain periods is assuming every decision is complex. Some really are simple and reversible, and they can be executed without delay, so that you don’t miss out on potential opportunities. Others carry broader implications, including legal, reputational, or operational, and these require more deliberate thinking. One of the most important skills founders can develop is the ability to distinguish between the two. Moving fast is not about rushing everything; it’s about knowing what doesn’t need to wait.

For us, this approach came to life through our recent UNITY initiative. As restaurant demand shifted, we acted swiftly to introduce complimentary Diamond memberships for UAE residents and to remove commission fees for partners, allowing venues to retain 100 percent of booking revenue. It wasn’t over-engineered, and it certainly wasn’t perfect. It was a simple, speedy response to what the market was telling us. We focused on actions with tangible impact for our hospitality partners and ourselves, rather than delaying for a smoother solution.”

Mehreen Omar and Muna Mustafa, co-founders, SupperClub Middle East.

3. Lead With Perspective, And Protect Your Mental Health

“Uncertainty naturally creates extra pressure, and there is risk in allowing that pressure to drive fear-based, short-sighted decisions. one of the best methods to counter this is to lead with perspective. For me, that’s looking to my co-founder, Mehreen Omar, to challenge assumptions, and reset the conversation— and I do the same for her. It is vital to have business partners that you trust and help ground you, so that you can make choices with clarity.

Perspective also helps protect mental health. Often, we focus on business protection and neglect ourselves, especially during difficult times. As decision volume increases, it’s easy to spiral, overwork, overthink, and spread yourself too thin. Maintaining mental capacity is a leadership responsibility, not just self-care. Simple steps like separating work from personal time, getting enough rest, and switching off when possible help you return stronger than before.”

4. Balance Immediate Action With Long-Term Direction

“There is no way to guarantee that short-term decisions won’t impact the long term; they will to some extent. The focus should be on managing that impact. In uncertain periods, some of the right decisions will not make immediate business sense. We recently introduced a new proposition to our portfolio that, quite frankly, doesn’t fit what we do. In addition, it is operationally complex and requires additional investment from our side.

Now, this may seem counterintuitive, but simply put, it’s meaningful to our partners right now. We know other business leaders would tell us it’s not the most efficient decision in the short term, but it’s the right one in the context of what’s going on. Losing some short-term commercial gain is a strategic choice to support the broader ecosystem, so that when the situation normalizes, we haven’t lost the trust and reputation of our business.”

5. Look For Opportunity, Not Just Risk

“During challenging periods, it’s so easy to narrow your focus to finding solutions, overcoming obstacles, and anticipating what might happen next. But these moments also create openings, whether that’s new behaviors, new needs, or new ways of operating. Instead of focusing only on what’s going wrong, it’s useful to ask what opportunities this opens for you. Carve out time to sit quietly without your phone, write down questions, and let your mind wander. Answer them, and see how they can fit within your business model. And even if it doesn’t, ask how you can make it fit within your business model, even if only in the short term.

That’s a really important shift from reacting to issues to identifying opportunities, which can fundamentally change how a business navigates uncertainty. At the end of the day, there is no fixed playbook for difficult times. Founders who move through them effectively tend to follow a consistent pattern: they seek clarity before acting, move without waiting for perfection, communicate openly, and remain grounded in both people and purpose."

Pictured in the lead image is SupperClub Middle East co-founder Muna Mustafa. All images courtesy SupperClub Middle East.