Noura Sakkijha and Majed Masad first crossed paths in 2009 when introduced by mutual friends, an encounter that would soon prove transformative for both their personal and professional lives. From the outset, they recognized in each other a shared spark — an instinctive attraction not merely based on personality, but on an unmistakable entrepreneurial drive and creative ambition. Their conversations quickly revealed parallel aspirations, each motivated by an eagerness to challenge convention and bring fresh ideas to life. Two years later, having deepened their connection through both shared values and vision, the pair married, solidifying a partnership destined to extend beyond their personal lives. By 2013, they channeled their complementary talents and ambitions into founding Mejuri, a modern jewelry company designed to democratize luxury and redefine the traditional relationship between brand and consumer. In building the enterprise, their roles took distinct yet harmonious forms: Sakkijha assumed the position of Chief Executive Officer, steering the company’s strategic and creative course, while Masad, as cofounder and president, took charge of an expansive portfolio including marketing, data analytics, retail innovation, merchandising strategy, and real estate expansion.
While sharing both a marriage and a business often sounds romantic in theory, the reality introduces a range of challenges unique to such partnerships. As Masad candidly admitted, there have been countless moments where they have paused to ask themselves whether merging their professional and personal worlds was the right decision. Yet, as both founders later reflected in their discussion with Business Insider, the same dynamic that sometimes produces friction also fuels their greatest strength. Their relationship, with all its depth and trust, has become a cornerstone of the company’s growth and resilience — a dynamic they often describe with one simple phrase: “crazy trust.”
That extraordinary trust forms the bedrock of their collaboration. Sakkijha has described her confidence in Masad’s abilities as so profound that she considers it almost instinctive — a “blind, crazy, crazy trust.” She knows that whatever he is focusing on, he is pursuing it with skill and integrity, and in turn, he possesses the same unwavering faith in her leadership. For both, their shared motto could be summarized as being “in it to win it,” a reflection of their unified commitment to both the business and one another. Masad explains that one of the advantages of working with his spouse is the unfiltered openness they maintain. Their ability to communicate directly, free of ego or excessive caution, enables the business to move swiftly and effectively. Because they can speak honestly about challenges without damaging their relationship, decisions are made more efficiently, and corrections occur in real time.
The couple also emphasizes how their collaboration brings out their individual strengths. Masad identifies himself as highly detail-oriented and data-driven, with an analytical mind well suited for addressing complex problems and shaping long-term strategy. Sakkijha, conversely, thrives in areas that rely on emotional intelligence, intuitive communication, and decisive leadership. This complementary division of labor allows them to employ a “divide and conquer” approach — a method that not only propels the business forward but also enables them to maintain balance in their personal lives, particularly as parents of twins. Their professional partnership mirrors their domestic one: each compensates for the other’s weaknesses while amplifying their strengths. As Masad eloquently put it, “We balance each other out, even in the boardroom.” At times, one partner may begin heading down an unproductive path, and the other steps in to realign their direction, ensuring that equilibrium is consistently restored.
However, balance does not always mean simplicity. The same divergent strengths that make their teamwork so effective can also create tension during decision-making. Masad tends to evaluate business choices from a commercial or financial perspective, always considering profitability and scalability. Sakkijha, on the other hand, gravitates toward design principles and product vision, emphasizing the creative and aesthetic dimensions of the brand. According to Sakkijha, these perspectives align roughly ninety-five percent of the time, a remarkably high level of agreement for any leadership duo. But when that remaining five percent surfaces — moments of creative disagreement or strategic divergence — the couple relies on a rule they have refined over the years: defer to the person who is closest to the issue. In practice, this means each respects the other’s expertise enough to hand over authority when appropriate.
Masad likens this philosophy to the management approach popularized by Amazon’s founder Jeff Bezos, particularly the concept of “disagree and commit,” a principle Bezos wrote about in his 2016 letter to shareholders. The idea, as Masad interprets it, is that consensus is not always necessary for progress; what matters is conviction. If one partner believes strongly in a decision, even when the other remains unconvinced, both must be prepared to commit to that choice fully — to “gamble” together on a shared outcome. Masad also finds Bezos’s distinction between “two-way doors” and “one-way doors” useful in navigating business decisions. The former represent reversible choices that can be easily revisited if outcomes prove undesirable, while the latter involve irreversible, high-stakes commitments that demand thorough deliberation. In facing these more consequential decisions, Masad emphasizes, trust becomes paramount: one must believe not only in the partner’s judgment but in their process of reaching that judgment. Still, he admits that even with trust and communication, disagreements can be emotionally taxing. “I’m not gonna say it’s always pretty and it’s always easy,” he noted honestly. “There are situations where we’re like, ‘come on, that’s not the right call,’ yet we push through because of mutual respect.”
The couple’s journey has not been without periods of strain. Masad recalls that the early stages of launching Mejuri were particularly challenging. They were learning simultaneously how to be newlyweds and how to build a company from the ground up — an endeavor filled with uncertainty, risk, and constant negotiation. Then, as if entrepreneurship’s inherent pressures were not enough, life introduced additional complexities: the arrival of their twins and the global disruptions brought on by the pandemic. The pair had to adapt, refining not only their business strategies but also their capacity to separate professional responsibilities from personal life. Even after years of experience, Masad acknowledges that this separation remains a continuous effort, one that requires active awareness and discipline. “Noura’s problems are my problems; my problems are Noura’s problems,” he observed, capturing both the unity and complexity of their shared existence.
To preserve harmony, the couple developed specific strategies to prevent work from overwhelming their relationship. They have learned to articulate boundaries clearly — to tell each other, without hesitation, when it’s not the right moment to discuss business matters. To safeguard their family time and maintain a sense of normalcy, they purposely keep business talk away from the dinner table. Instead, they schedule one-on-one meetings dedicated exclusively to company discussions, ensuring workplace debates stay within their professional framework rather than spilling into their personal lives. Through this kind of structure, they’ve been able to strengthen both their marriage and their company simultaneously, transforming what could have been a source of conflict into a model of what mutual trust, respect, and disciplined communication can achieve.
Sourse: https://www.businessinsider.com/couple-behind-mejuri-jeff-bezos-disagree-and-commit-making-decisions-2025-11
