About Khalid
Once upon a time, there was a little boy named Khalid, the Grumpy Grandpa. He was born in Kabul in 1980, in the midst of the Russian invasion.
Khalid’s young mother of 16 dreamed of raising her son in a beautiful and peaceful place called Canada.
One quiet night, she made her bold move. 🐪 Over the course of many weeks, mom and one-year-old Khalid travelled on donkeys over dangerous mountain terrains and by camel over desolate deserts, escaping the bombing of their mother country. 💣
As a third culture child, Khalid often philosophied about life, asking questions like, “Who am I? What is the purpose of life? Will somebody ever make a Ninja Turtles movie?”
Khalid was an artist, a designer, a builder, and a hopeless romantic. 😍
His dream was to make art, be married, and become a rad dad.
On the other side of the world, in the beautiful city of Hanoi, there was a rambunctious and feisty little girl named Lan the LFantastic! She loved her wise grandpa who taught her many skills like penmanship, good manners, and how to appreciate good Scotch. 🥃
Lan was a natural-born troublemaker and adventurer. One day, her uncle introduced Lan to her very first computer – which was connected to the world wide web! In no time at all, young Lan started an importing and exporting company, selling fine silk to North American buyers and selling North American candy to young hipster Viet kids. 🍬
Young Lan learned from her parents that through hard work and sacrifice anyone can become a rags-to-riches story. She dreamed of running her own business, and one day becoming a philanthropist. 🌟
Lan did not want to ever get married or have kids. 💔 She was sure of it!
Back in Canada, there was a young man – half gentleman, half hooligan – by the name of Trevor the Terrible! Actually, Trevor was an angel, but Terrible sounds cooler.
Trevor loved his parents, playing sports, and playing the guitar. 🎸 His Scottish parents instilled a work-hard-play-hard sensibility in young Trev.
As a young lad, Trevor did well in Judo, as well as captained Canada’s Junior Soccer team. ⚽ He was a rising star, travelling around the world, and experiencing different cultures, always learning the lessons of hard work and sacrifice.
One day Trevor bumped his knee and no longer could play soccer. 😢
He turned his misfortune into a fiery passion for art and design. His mom was a successful artist who supported Trevor in his new path. 🎨
Many years later, these three kids will meet and lead a crazy wild company named Pixel Dreams…
By 2011, Khalid and Lannie are married with a new little son named Philo Sayf Tai. Together, with the help of their trusted monkey Pierre, they lay down the foundations of Pixel Dreams. 🐵
It’s around this time that Trevor the Terrible Terrific gets his foot in the door as a designer to a mega-big world-wide global hot shot ad agency. Kick-starting his career, he asks himself some very important questions about life, career, culture, and finding a workplace he can carve out and call home. 🏰
In his quest for home, Trevor discovers a wacky crazy boutique agency called Pixel Dreams. The work looks good, the culture seems cool, and the blog is filled with uncensored off-side raw content. 😜 Trevor is intrigued. He decides to take a pay cut from the big agency world and try his luck with the young start-up, Pixel Dreams.
Trev’s journey:
Interview → Designer → Art Director → Partner & Co-founder!
Today, the three Partners work with a wacky and weird
team of superheroes, crushing strategic business and marketing initiatives for the best clients in the world.
Also, Khal & Lan have one more baby named Sophie.
Their two kids: Philo-Sophie!
To be continued…
Working with Khalid 🔥
Working with our CEO & Founder?
The following two article aims to fill you in on what you need to know when working with Khalid.
Personality Insights 🎭
Kolbe A™ Index
The Kolbe A assessment is a 36-question, scientifically validated test that measures a person’s conative strengths—the instinctive way they act, solve problems, and get things done. It produces a 4-number result known as a Method of Operation (MO) and measures behavior across four categories: Fact Finder, Follow Thru, Quick Start, and Implementor.
8 7 3 2
- Natural Method of Operation
Click to learn more.Summary
This profile points to someone who naturally gathers specifics, creates order, works from proven methods, and prefers to picture possibilities before building them. In Kolbe terms, Khalid most naturally Specifies, Systematizes, Stabilizes, and Envisions.
8 Fact Finder7 Follow Thru3 Quick Start2 Implementor
Khalid is likely at his best when there is room to dive into the facts, define the details, and create a structured path forward. He appears less driven by rapid experimentation or hands-on construction, and more energized by making sense of complexity before action begins.
- Strong detail orientation: gets as many specifics as possible.
- Order-minded: designs systems that organize everything.
- Measured with change: prefers to check things out before trying them.
- Conceptual before physical: pictures how things could work more than building first.
Best-fit environment
A strong fit would include clear goals, access to information, time to think through options, and processes that can be improved or organized. This profile may be especially effective in roles that reward analysis, planning, documentation, process design, quality control, and structured problem-solving.
Fact Finder 8: Specify
Khalid’s report places him in the “You Specify” range, meaning he naturally seeks precision and wants the facts before moving forward.- Gets the overview, then essential facts, then as many specifics as possible.
- Likely asks clarifying questions and prefers well-defined expectations.
- Works best when decisions are backed by substance rather than guesswork.
Follow Thru 7: Systematize
In the “You Systematize” range, Khalid naturally brings order to work and creates repeatable methods that keep things on track.- Designs systems that organize everything.
- Detects discrepancies and adjusts procedures.
- Can build reliable workflows, checklists, and operational structure.
Quick Start 3: Stabilize
This score sits in the “You Stabilize” range, suggesting a preference for tested approaches over impulsive
experimentation.- Sticks with what already works well.
- Checks things out before trying them.
- Usually values thoughtful change management over fast pivots.
Implementor 2: Envision
Khalid falls in the “You Envision” range, which points to imagining how things could work without needing to
prototype everything physically.- Pictures how things could work.
- Keeps things working the way they should.
- Tends to solve conceptually before moving into hands-on construction.
DISC
A DiSC assessment is a personal behavioral profiling tool used to improve work productivity, teamwork, and communication by understanding individual personality styles. It categorizes behavior into four primary traits—Dominance, Influence, Steadiness, and Conscientiousness—based on a model developed by William Moulton Marston.
D63% | I19% | S09% | C09%
- Natural Behavioural Traits
Click to learn more.Summary
DISC reflects behavioral tendencies—how someone approaches problems, pace, people, and rules—not intelligence or capability.
63%
Primarily Dominance-driven19%
Secondary Influence09%
Low Steadiness09%
Low Conscientiousness
This is a highly directional profile, not balanced.- Pushes reality forward
- Does not wait for consensus
- Has low tolerance for maintenance, routine, or excessive structure
Natural State
Khalid is built to lead, scale, and drive change under pressure. At times, this can appear blunt, forceful, or overly direct
Dominance: 63%
Core Operating Mode
Dominance reflects decisiveness, control, and results orientation.
At baseline:- Moves quickly and expects others to keep up
- Makes decisions with incomplete data
- Sees friction as something to remove, not manage
- Is comfortable with conflict if it drives progress
- Prioritizes outcomes over harmony or process
Most likely:- Becomes impatient with slow execution
- Steps in and overrides when needed
- Trusts instinct more than consensus
Influence: 19%
Strategic LeverInfluence reflects persuasion, communication, and social energy.
Khalid has enough Influence to:
- Sell vision when needed
- Energize key moments (clients, hiring, leadership)
- Build momentum in rooms that matter
However, it is not constant.- Uses charisma intentionally, not habitually
- Is not driven by being liked, but by winning
- Can inspire—but does not rely on it
This creates a strong combination:
Dominance that can persuade when necessarySteadiness: 09%
Low Tolerance for StabilitySteadiness reflects patience, consistency, and reliability.
Naturally:
- Does not enjoy repetition or slow cycles
- Loses energy maintaining systems
- Prefers change over stability
- Becomes irritated with slow-moving or risk-averse people
Most likely:- Changes direction quickly
- Outpaces team members emotionally and operationally
- Avoids long-term maintenance roles
Key risk:
Teams often need more consistency and reassurance than Khalid naturally provides.Conscientiousness: 09%
Minimal Interest in Detail
Conscientiousness reflects precision, structure, and analytical rigor.
Naturally:- Does not gravitate toward detailed processes or systems
- Prioritizes speed over perfection
- Focuses on direction rather than exactness
- Delegates detail—or bypasses it
- Operates comfortably without full structure
Risks:- Execution gaps without strong support
- Scaling challenges if systems are not built around this trait
Khalid’s Archetype
Founder-Operator Archetype
- D // High force and direction
- I // Selective persuasion
- S // Low patience for maintenance
- C // Low interest in precision systems
This profile is:
- Extremely effective in early-stage and growth environments
- Requires intentional compensation at scale
Strengths
- Creates momentum quickly
- Makes decisions others avoid
- Pushes through resistance
- Does not rely on permission or consensus
Vulnerabilities
Structurally weaker in:
- Consistency (S)
- Systems and rigor (C)
At scale, this can lead to:- Cultural instability
- Hiring and retention friction
- Execution inconsistency
- Increased personal load