Middle East's 10 Most Influential CIOs to Watch

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VOL: 04 ISSUE: 04 2024

10 Most Inuential to Watch

CIOs

Zohdi El-

Saadi

,, Wealth consists not in having great possessions, but in having few wants. - Epictetus

Editor’s Note C Securing Market Leadership Through Exemplary Experiences

onsidering how fast consumer behavior changes and how customer expectations are progressing every day, organizations need to ask themselves how long they can maintain their position in the market as providers of "good" customer experiences. Here, all eyes come to the CIO. The position is crucial since businesses are focusing more on using digital channels to make client interactions smarter, more captivating, and more transparent. Put simply, CIOs are in charge of the global digital economy. Nowadays, CIOs are responsible for promoting the digital economy and making certain their companies remain competitive. They have to ensure that the digital platforms used by their businesses are transparent, clever, and enticing, giving clients the knowledge they need to make wise choices. IT infrastructure management is no longer the sole responsibility of the CIO. Rather, they are now expected to lead the digital transformation, making sure that their companies are at the center of creativity and providing an outstanding customer experience. This calls for a thorough comprehension of the wants and needs of the consumer as well as the capacity to use technology and data to create

seamless, tailored experiences such as personalized product recommendations, intuitive user interfaces, and proactive customer service. With this in mind, The CIO World has brought forth the latest edition, ‘Middle East's 10 Most Inﬂuential CIOs to Watch,’ highlighting Chief Information Oﬃcers who are integrating the transforming digital marketplace with drive and inventiveness. These industry leaders are deliberately creating experiences that are not simply good but extraordinary, rather than passively responding to shifts in customer behavior. This issue explores the personal stories of imaginative CIOs who are propelling their companies through digital transformations to become leaders in growth and customer experience. Every story demonstrates the critical role these people played in negotiating the tricky nexus of business, technology, and customer expectations. Have a good read ahead!

Alaya Brown

08 36 18 28 When Good Intentions Go Wrong!

24 32

6 Ways CIOs Unintentionally Hinder IT Consultant Success

40 44 48 Protecting Your Tech Investments! IT Consultant Tricks CIOs should Never Fall for

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Zohdi El-Saadi Pioneering Innovation, Bridging Generations, and Transforming Businesses

David Vitrano Internationalization for SMEs Made Easy

Ali Katkhada Transforming Visions into Digital Realities

Khalid Alissa Driving Digital Transformation in Education

Manish Agarwal An Adept and Passionate CIO Revolutionizing the FMCG Sector

Mario Foster Transforming Industries Through Innovation and Insight

Mustafa Gul Laying Foundation for Long-term Organizational Success

Rany M. Sabry Elevating Business Creative Technologies

Editor-in-Chief Deputy Editor

Thanh Truong Sam Carter

Managing Editor

Alaya Brown

Assistant Editor

Maria Evans

Visualizer

Chris Carter

Art & Design Head

Millie Simon

Art & Design Assitant

Judy Smith

Business Development Manager

Phoebe Jacob

Business Development Executives

Aisha, Olivia

Technical Head

David Walker

Assitant Technical Head

Mia Rodricks

Digital Marketing Manager

Helena Smith

Research Analyst Circulation Manager

Eric Smith Richard Martinez

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Copyright © 2024 The CIO World, All rights reserved. The content and images used in this magazine should not be reproduced or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without prior permission from The CIO World. Reprint rights remain solely with The CIO World.

Featuring

Company Name

Descrip on

Ali Katkhada Chief Informa on Oﬃcer

Depa United Group www.depa.com

A computer engineer with a graduate diploma in telecommunica ons, a master's in engineering and technology management, and cer ﬁca ons in PMP, ITIL, AWS, GDPR, OCP, Deﬁ, and Blockchain.

Khalid Alissa Chief Informa on Oﬃcer

Imam Abdulrahman bin Faisal University (IAU)

A dis nguished CIO, cybersecurity consultant, and keynote speaker with a passion for IT. Awarded "Outstanding leadership in educa on" and ﬁrst place in digital transforma on in educa on sector in Saudi Arabia.

Dr. Lenish Kannan Chief Informa on Oﬃcer

Western Interna onal Group www.western interna onalllc.com

As CIO Dr. Lenish is a visionary IT execu ve, leveraging his extensive experience to modernize infrastructure, enhance security, and foster data-driven decision-making.

Manish Agarwal Chief Informa on Oﬃcer

M.H. Enterprises L.L.C www.mhdubai.com

With a rich background in IT leadership across diverse sectors, Manish is driven by a profound love for technology's power to revolu onize business. His exper se fuels organiza onal growth in the digital age.

Mario Foster Group CIO

Al Ghurair Group www.alghurair.com

Being a group CIO for 15 years in Middle Eastern family businesses, Mario drives innova on and opera onal excellence through digital and business transforma ons. Commi ed to people, culture, and enabling businesses to thrive in the digital era.

Mustafa Gul Chief Informa on Oﬃcer

Ascend Solu ons www.ascend.com.sa

With a background in innova on and product growth, Mustafa, as a CIO and Product Incuba on Leader, is driven by curiosity and a relentless pursuit of pushing boundaries to create meaningful impact.

Rany Sabry Chief Informa on Oﬃcer

Credit Guarantee Company www.ncgtc.in

With over 25 years in ICT, Rany is an experienced leader adept at shaping modern business strategies and leveraging technology for enhanced organiza onal performance.

Tahseen Alaktaa Chief Informa on Oﬃcer

Abdulrahman Saad AlRashid & Sons Co www.artar.com.sa

Senior IT execu ve with 15+ years of exper se in IT strategy, transforma on, and leadership. Proven track record of delivering business impact and thriving in mul cultural environments.

Younis Othman Chief Informa on Oﬃcer

DUBAI CUSTOMS www.dubaicustoms. gov.ae

Ini ally pursuing a diﬀerent path, Younis found his calling in the technology sector through a chance encounter. Recognizing his poten al for cri cal thinking and problemsolving.

Zohdi El-Saadi Chief Informa on Oﬃcer

IKK Group www.ikkgroup.com

Having witnessed and shaped digital landscapes since the dawn of personal compu ng, Zohdi's fascina on with coding, design, and informa on exchange led to a successful career in technology.

Zohdi El-

Saadi

Pioneering Innovation, Bridging Generations, and Transforming Businesses

The key to effective collaboration in any team is having the right person in the right place; this will facilitate promoting collaboration and team spirit and will enable supporting personal achievements.

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Zohdi El-Saadi Chief Informa on Oﬃcer IKK Group

Middle East's 10 Most Inﬂuen al CIOs to Watch Enthusiastically Captivated by Technology from its Nascent Stages! Ever heard the saying that we're living in the age of convenience? Well, guess what? We totally are!

D

o you remember when going to the bank used to be a dreaded task? The long lines, the never-ending forms, and the painful wait for our turn? And who can forget the trouble of searching through a big, dusty dictionary just to ﬁnd the meaning of one word? But hey, times have changed, haven't they? Since everything became digital, we've gotten access to all kinds of conveniences, some of which we hadn't even imagined before. Technology enthusiasts, with their passion and dedication to technology, made all of this possible, making our lives easier and less stressful. Zohdi El-Saadi, the Chief Information Oﬃcer at IKK Group, is one such visionary. With a career deﬁned by a boundless passion for technology, he has not only witnessed the evolution of digital landscapes but has been an active participant in shaping them. Zohdi's journey began in the early days of personal computing, when IBM PCs and Apple Macintosh devices were in their nascent stages. It was during this time that his fascination with technology was ignited. From the very outset, he was captivated by the world of application coding, design, databases, and the intricate exchange of information between various technologies. What started as a passion soon evolved into an academic pursuit and a thriving professional career. The allure of technology's constant evolution, the challenge of staying at the forefront of innovation, and the prospect of integrating these cutting-edge technologies into daily life and business practices all played pivotal roles in Zohdi's journey. For him, the dynamism of the tech world was not a deterrent but a magnetic force drawing him in. In his current role, Zohdi-El-Saadi is steering the corporate centralized IT department through a digital odyssey. IKK Group, with its diverse portfolio and international presence, requires a visionary and devoted CIO who can harness technology's transformative power. Below are the highlights of the interview:

The choice of capable and qualiﬁed partners and technology vendors is an important factor—those who can support achieving and maintaining the group's mission and vision and work in coordination with the team as one entity to help develop and improve IT services and deliver projects.

The IKK Group's History and Vision The Isam Khairi Kabbani Group, a prominent leader in the Saudi Business and Construction Sector for over ﬁve decades, building a remarkable success story and an enduring legacy. With a history spanning back to 1968, this distinguished conglomerate, comprising over 40 companies in the Kingdom of Saudi Arabia and the MENA region, has continually evolved and thrived. The founder, Sheikh Isam Alkabbani, embarked on this remarkable journey after a career in the Ministry of Foreign Aﬀairs and the OPEC organization. In 1969, he made the pivotal move to Jeddah, laying the foundation for the group's inaugural company in 1970. The Founder's Philosophy for the Next Generation espouses the principles of vision, transparency, and unwavering hard work as the cornerstones of success, transcending professional boundaries. This philosophy has shaped the group's rich history of innovation, consistently delivering top-tier products and solutions that adhere to both local and international quality standards, thereby enhancing the construction industry and beyond. Their reach extends to over 20 countries worldwide. Under the steadfast guidance of Chairman Mr. Hassan Al Kabbani, the driving force and primary advocate, the centralized IT department was established over 15 years ago. His visionary initiative and unwavering support have ushered in a new era of cutting-edge technology, epitomized by a state-of-the-art modern data center and the delivery of IT services that adhere to international standards, beneﬁting a workforce of more than 4500 employees and 14000 workers within the group. This signiﬁcant achievement was further bolstered by the resolute backing of Group CEO Mr. Amr Alkabbani. His continued support and sponsorship, coupled with a commitment to empowerment and the facilitation of automation and cybersecurity solutions, have further solidiﬁed the group's impressive success story. Challenges in Managing IT for Jeddah Municipality Zohdi encountered a formidable challenge in the realm of change management, with the added complexity of quelling resistance to change within the constraints of swift project delivery and stringent timeframes. This challenge was further ampliﬁed by the imperative to concurrently initiate numerous projects and deploy an array of new services. The intricacies were compounded by the necessity to collaborate seamlessly with external agencies and stakeholders while ensuring meticulous task synchronization.

To overcome these hurdles, a multifaceted array of techniques and solutions was adeptly employed. Foremost among these was the implementation of comprehensive training and awareness programs, engaging all pertinent stakeholders in each project. This approach aimed to foster a shared comprehension of project objectives and the associated advantages, with a particular focus on enhancing overall productivity through the automation of processes. The ultimate goal was to bring about a positive transformation in the organization's human capital, empowering existing staﬀ to elevate their knowledge and capabilities for optimal utilization of novel solutions. Strategies for Eﬀective Team Management Zohdi emphasized that eﬀective collaboration in any team relies on having the right individuals in the appropriate roles. This fosters collaboration and team spirit and supports personal achievements. Furthermore, selecting capable and qualiﬁed partners and technology vendors is crucial. They should be able to align with the team's mission and vision, working together as one entity to enhance IT services and successfully deliver projects. Implementing a professional organizational chart for the sub-IT units or departments within the centralized IT department helps segregate authorities and responsibilities. This ensures that the right resources are allocated to each project or task. However, it is essential to maintain highly eﬃcient and fully orchestrated communication and collaboration between these entities at all times. By integrating these subunits and departments, teamwork becomes a natural outcome rather than just a requirement when delivering a speciﬁc service or project. Driving Technology Initiatives As a CIO, Zohdi's primary responsibility is to actively seek and promote ideas and projects that contribute to business growth and facilitate daily operations. Additionally, he occasionally proposes new technologies that may open up new opportunities for existing business units. The organizational chart of their profession-based structure ensures that each unit or sub-department has the necessary resources and autonomy to propose and test new initiatives that address business needs or improve existing processes, in collaboration with business owners. Numerous examples of such initiatives include the implementation of consolidated data dashboards and reports, which provide comprehensive insights into various operational aspects such as sales, inventory, project status, leads, and collection.

Furthermore, integrated systems have been introduced to enhance existing processes, such as the ERP cash van sales and warehouse management system. All of these initiatives are carefully tailored to the speciﬁc requirements and demands of the business, taking into account both local and global economic factors as well as the latest technological trends. A major driving force behind these initiatives is the IKK Group's vision and mission, which are fully aligned with the ambitious Vision 2030 of the Kingdom of Saudi Arabia. This vision aims to lead the country towards a future of technological advancement, wherein all government processes and communications, whether with individuals or businesses, are fully automated. This necessitates continuous integration projects with the extensive backend infrastructure that governs the entire data and technology systems of the kingdom. Ensuring Quality IT Services & Cybersecurity Zohdi, while discussing the key factors that contribute to successful service delivery and customer service in the IT industry, emphasized the importance of managing, maintaining, and supporting services according to standards and best practices. As an IT services provider for a diverse group of companies, the centralized IT department has implemented the ITIL framework across all oﬀered IT services. This includes service planning, deployment, and support for all users within the group. Users can access a service catalog through an internal web address, and these services are closely monitored for availability and continuity. Periodic reports are generated to track the status of service level agreements (SLAs) for requests and incidents, as well as surveys and service status reports that help improve and maintain service quality. To further demonstrate their commitment to operational excellence, the department has achieved ISO 20000 accreditation. The IT services management unit conducts regular internal reviews and collaborates with third-party audit ﬁrms to ensure compliance controls are maintained and to perform the annual periodic audit process for renewal. In addition, the centralized IT department undergoes a bi-annual third-party cybersecurity audit, covering major information security controls aligned with international standards, and is accredited and certiﬁed by Saudi ARAMCO CCC (Cybersecurity Compliance Certiﬁcations).

Navigating Challenges in the IT Industry The IKK Group faces a signiﬁcant challenge daily, which involves the users' adaptation to new technologies and the corresponding measurements and risks associated with them. One of the key concerns is the increasing cybersecurity and information security risks that arise every second. The department is dedicated to promoting user awareness and implementing stricter measures for accessing and operating IT services while ensuring that these solutions do not overly complicate users' daily operations. The department places a strong emphasis on educating and informing all users about new technologies and the associated risks through targeted campaigns, workshops, and public events. To further this eﬀort, an important initiative took place in February 2023, where the department collaborated with local chapters/teams of Microsoft, VEAM, and Palo Alto Networks to organize a unique event in the kingdom. This event, known as CEAK 2023 (Cybersecurity Event for Awareness and Knowledge), brought together internal and external executive invitees to highlight the signiﬁcance of collaboration among entities in the ﬁelds of technology and cybersecurity awareness. Implementing Technology for Eﬃciency and Productivity Zohdi mentioned that the centralized IT department has undertaken numerous initiatives and projects, particularly focused on process automation.

I have always considered myself passionate about technology since the early days of IBM personal computers and Apple Macintosh devices, and the early stages of operating systems as well. I have always been keen on applications coding, designing, and working with databases and the exchange of information between different technologies. The ERP and applications consultants, as well as the support unit and development unit, conduct thorough analysis and design of both existing and new processes. This is done to align enterprise applications or create tailored solutions that enhance overall business operations. Moreover, the department implements system integrations for speciﬁc trading and manufacturing business lines within the organization, incorporating vertical and specialized solutions. Additionally, various services are introduced to enhance productivity through the utilization of cloud-based business tools, hosting services, and modern communication solutions. Facilitating Collaboration The centralized IT department within the IKK group of companies consists of collaborative sub-departments and units that work together to provide comprehensive IT services and solutions for all companies and departments within the group. The IT customer support department, known as the front-end department, is the main point of contact for all daily technical and IT-related needs across

the group. Users are assisted through an automated service desk that oﬀers full visibility into each support ticket. This service desk is closely monitored through automated SLA triggers and reports, along with a uniﬁed call center. The IT procurement unit is responsible for managing all IT systems, hardware, and software purchases. They work in close coordination with various ﬁnance departments within the group to eﬀectively manage the department's budget and ﬁnancial operations. Their ERP/Applications Consultants Unit provides functional and technical consultation, as well as implementation and support for core business systems and applications used by the group's companies in various business lines, such as trading, manufacturing, and specialized contracting. Additionally, their development unit handles all necessary customizations for these applications and develops customized reports and dashboards tailored to each company's needs, as well as consolidated reports for the entire group. The HR/MIS unit supports all internal information systems, including the main HR system, and ensures seamless integration with other internal information systems. The back-end infrastructure and cybersecurity department oversees the operations and management of the group's data center hardware and services. They work diligently to conﬁgure and secure the required platform for all operations, prioritizing the safety, continuity, and conﬁdentiality of their IT services. These specialized internal departments and units operate cohesively, much like a well-organized beehive, to ensure the safe and continuous delivery of all IT services with the utmost conﬁdentiality. Career Advice Zohdi suggests that a key piece of advice is to focus on selfdevelopment to stay up-to-date with beneﬁcial and business-oriented technological trends. By staying informed about new technological innovations, businesses can improve their operations and achieve their objectives more eﬃciently. As responsibilities and work scope increase, it becomes important to enhance conceptual and emotional skills alongside technical skills to have a broader understanding of the business and its components. Leadership should not be limited to technical team leadership but should also involve being a role model and inﬂuencer for the team, helping them discover their talents and utilize them to achieve desired business outcomes. Ultimately, IT serves as a major enabler for any type of business.

Middle East's 10 Most Inﬂuen al CIOs to Watch

Ali Katkhada Transforming Visions into Digital Reali es

Leveraging Technology to Drive Cultural Change and Business Transformation!

Consulting in the US, where he played a momentous role in providing cutting-edge IT consultancy services, including developing voting solutions for the federal US government. Transitioning to the Middle East, he assumed the role of Head of IT Department for a prominent global interior contracting group listed on various stock exchanges.

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nnovation is not about technology; it is about the people who make it happen through their inventiveness, teamwork, and persistent hunger for progress. While technology delivers the tools and framework, it is the imagination and determination of people that propel it forward.

Currently at Depa United Group, Ali coordinates the digital transformation initiatives across all business units. The group's portfolio spans diverse sectors, including hospitality, social infrastructure, economic infrastructure, yachts and marine projects, and aircraft projects across regions like the Middle East and North Africa, Europe, Asia, and North America. Notable projects under his purview include iconic landmarks like Burj Al Arab, Burj Khalifa, Atlantis, Fermont, Apple stores, Dubai Airport, Flame Towers in Baku, sun and sands in Singapore, and other prestigious hotels worldwide.

Consider the most inﬂuential innovators in history, from Thomas Edison to Steve Jobs. What diﬀerentiated them was their knowledge of technology and the ability to see possibilities where others saw limitations. They understood that innovation wasn't conﬁned to the realm of circuits and code; it was about understanding human needs, solving real-world problems, and enhancing the human experience. Meet Ali Katkhada, Group Chief Information Oﬃcer (CIO) of Depa United Group, who personiﬁes this principle. Bringing a wealth of experience and a stellar educational background to the table, Alis’s journey in the tech industry is nothing short of impressive. With a solid foundation as a Computer Engineer and a graduate diploma in Telecommunication Engineering, he further honed his skills by obtaining a Master's Degree in Engineering and Technology Management from Portland State University in Oregon, USA. Not stopping there, Ali holds a prestigious array of certiﬁcations, including PMP, ITIL, AWS, EU GDPR Practitioner, OCP, Deﬁ Master, and Blockchain Expert.

Web 3, blockchain, NFT, Deﬁ, Digital Twins, and Metaverse—I'm very fascinated with all these technologies and the disrup on they can do to all industries and human life.

His career path is marked by signiﬁcant milestones. Previously, Ali contributed his expertise at Saber

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Ali Katkhada Group CIO Depa United Group

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Our business units and investments are all centered around two operating hubs in the UAE and Saudi, in addition to the German Super Yacht business. allowing Depa Group to act as a single point of contact for the most complex interior projects. As a CIO, how would you approach aligning our technology strategies with our business objectives to drive growth and eﬃciency? The CIOs who chose to work in non-IT businesses where IT is not the revenue generator but rather a cost center. What the business focuses on is revenue and gross proﬁt. We have to understand that the role of IT has evolved beyond being just a business enabler; it has become a critical strategic partner integral to organizational success. In today's digital age, IT is not merely a support function but a driver of innovation, eﬃciency, and competitive advantage. It plays a pivotal role in shaping business strategies, enhancing customer experiences, protecting the business investments and enabling new revenue streams. In your opinion, what emerging technologies do you believe will have the most signiﬁcant impact on our industry, and how would you integrate them into our existing infrastructure? Below are the interview highlights: In my construction industry, there are several new emerging technologies from the fourth industrial revolution that I'm keeping an eye on and taking some initiative to try, like:

Could you please brief us about Depa United Group and its inception story? Depa Group is a leading interior contractor that comprises three key business units and investments, which span various sectors of the interior construction market. The Group delivers hospitality, commercial (oﬃces and retail), social infrastructure, economic infrastructure, yachts and marine, high-rise and low-rise residential, and aircraft projects in selected countries in the Middle East and North Africa, Europe, Asia, and North America. Depa has proudly set the standards of excellence in interior implementation, as evidenced by the delivery of the most iconic projects in the Middle East, Asia, and other regions. Listed on the Nasdaq Dubai and headquartered in the United Arab Emirates and Saudi, Depa Group provides a solid supporting structure and guidance to its Key Business Units (KBUs). With an expansive geographic network, the group can deliver complex and prestigious projects across the globe.

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4D/5D Building Information Modeling (BIM): BIM is already widely used in our industry and in most of our projects in KSA and Dubai, but 4D/5D BIM adds time and cost dimensions, enabling real-time scheduling, cost tracking, and clash detection. This can optimize resource allocation, prevent delays, and improve project budgeting.

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Artiﬁcial Intelligence (AI) and Machine Learning (ML): AI automates repetitive tasks like safety analysis, material procurement, and progress tracking. ML can optimize project planning, predict risks, and recommend solutions.

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Internet of Things (IoT) and Sensor Technology: we have done in Depa one initiative in one of our projects as we implemented IOT in the helmet of the labor to measure manpower productivity, so we collect realtime data on performance, safety, movement, and

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environmental conditions. So if a carpenter is required on the ﬁfth ﬂoor and he is on the ﬁrst ﬂoor, that means he was hanging out and not working. All the construction sites appear on a heat map for HR to monitor labor productivity. •

personal agendas with company goals. Implementing a robust change management strategy is essential to address users' fears of replacement and mitigate disruptions caused by new technologies. Providing ample training, comprehensive manuals, instructional videos, establishing centers of excellence, and fostering focus groups are crucial steps. Additionally, fostering an incentive-driven culture with recognition and awards further motivates and engages stakeholders in the project's success.

Web 3, blockchain, NFT, Deﬁ, Digital Twins, and Metaverse: I'm very fascinated with all these technologies and the disruption they can do to all industries and human life. Metaverse, for example, is poised to revolutionize construction by replacing expensive physical mockups. Clients can virtually experience diﬀerent designs, materials, and colors, saving time and resources. We took the initiative long ago using the Unity gaming engine and VR technology, but now what Metaverse and digital twins can do is phenomenal work. We had a project in the metaverse showing what our group is capable of doing by showing our previously completed project portfolio together in one city in the metaverse. Furthermore, we have done a project in NFT for employee identity management and given some utility for them to enjoy.

Collaboration and communication are crucial aspects of IT leadership. How do you plan to foster collaboration between IT and other departments within our company to enhance overall productivity and innovation? Fostering collaboration between IT and other departments is crucial, and it's part of the CIO's role to cultivate a familial atmosphere within the department where everyone is committed to the function's success. Additionally, the CIO serves as a bridge between IT terminology and simple business language. We established clear communication channels and encouraged collaborative projects. Furthermore, we promoted a culture of transparency and knowledge sharing to boost productivity and drive innovation throughout the organization. This involved creating centers of excellence for each business function and serving as communities where all stakeholders discuss changes. Focus groups, comprising superusers, review and approve proposed changes before implementation by IT. Moreover, all training materials and policies are centralized within these centers of excellence.

How do you plan to ensure data security and compliance with regulations in our organization, particularly in light of evolving cybersecurity threats? We set up a comprehensive cyber security strategy to ensure data security and regulatory compliance within our organization. This includes conducting regular risk assessments, deploying advanced security measures, setting up security awarness program including educating employees on cybersecurity best practices, quoarterly spam attack simulation, , staying updated on regulations as a publicly listed company, developing an incident response plan, continuously monitoring for threats, and fostering partnerships for insights and resources. Can you provide examples of successful IT projects you've led in the past and the strategies you employed to ensure they were completed on time and within budget?

Fostering an incen ve-driven culture with recogni on and awards further mo vates and engages stakeholders in the project's success.

• ERP implementations across eight diﬀerent jurisdictions • NFT for employee identity management. • Award-winning Metaverse for a corporate portfolio showcase and FFNE Catalogue • IOT for labor performance management. The primary strategy for ensuring the success of any IT project is to prioritize cultural change and empower individuals by understanding their concerns and aligning

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stakeholders due to concerns about disruptions and usability. To overcome this, my team and I initiated comprehensive stakeholder engagement, including detailed change management program addressed concerns through transparent communication, central of excelence and provided extensive training and support. Ultimately, these eﬀorts led to a successful implementation with minimal disruptions and improved overall eﬃciency. What metrics or KPIs do you believe are essential for measuring the eﬀectiveness of our IT initiatives, and how would you ensure that our IT investments deliver tangible results? The choice of KPIs depends on the speciﬁc role within IT. For technical team members, KPIs should primarily focus on technical aspects, such as system uptime, response times, user satisfaction, and project delivery within budget and timeline.

Given the rapid pace of technological change, how do you stay updated on the latest trends and advancements in the ﬁeld of information technology, and how would you leverage this knowledge for the beneﬁt of our company?

Conversely, for senior roles like the CIO, KPIs should align more closely with business objectives. These may include metrics related to revenue generation, backlog management, net proﬁt, and the alignment between IT initiatives and overarching business goals. Ensuring such alignment guarantees that our investments yield tangible results in terms of eﬃciency gains, cost savings, and competitive advantages.

Remaining abreast of technological trends is imperative for sustaining our company's competitive advantage, especially given the rapid evolution of technology every six months. I actively engage in prominent IT summits, conferences, and professional networks, including participation in the CIO Club.

Cultural ﬁt is essential for success in any leadership role. How would you describe your leadership style, and how do you envision it ﬁtting into the culture of our company?

Moreover, I maintain an active presence in a private CIO WhatsApp group, where we collaboratively share insights, provide assistance, and address queries. Leveraging this knowledge, I aim to identify opportunities for integrating emerging technologies that align closely with our strategic business objectives.

I embrace a leadership approach that is collaborative, adaptive, and results-oriented. My focus lies in cultivating robust relationships, fostering an innovative culture, and empowering team members to reach their full potential. I foresee my leadership style harmonizing seamlessly with the company culture, where teamwork, accountability, and continuous improvement are esteemed. I am dedicated to instigating positive transformations and actively contributing to the company's success through eﬀective IT leadership.

Can you describe a challenging situation you encountered in a previous role as a CIO and how you successfully navigated through it to achieve a positive outcome?

Could you please highlight any awards or recognitions you are honored with? CIO of the Year 2024, Catalyst CIO, Best Metaverse Project.

In a previous role, I faced a challenge when implementing a new enterprise resource planning (ERP) system. The project encountered signiﬁcant resistance from diﬀerent

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Dr. Khalid Alissa CIO IAU

I believe one of the most important aspects that keeps you up to date is good communica on and staying close with your employees.

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Middle East's 10 Most Inﬂuen al CIOs to Watch

Khalid Alissa

Driving Digital Transforma on in Educa on

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he educational environment is being drastically altered by digital transformation, which presents previously unheard-of chances to improve student outcomes, increase accessibility, and equip them for success in the digital era. Through the integration of digital technology, educational establishments may fully realize the promise of education, enabling students to prosper in a constantly changing global environment.

years working in networks and then decided to specialize in network security and cybersecurity. Can you please brief us about your company and its inception story? I work at Imam Abdulrahman bin Faisal University (IAU), a public university aiming to be at the top of national universities and among the top 50 worldwide.

Khalid Alissa, the CIO of Imam Abdulrahman bin Faisal University (IAU), has been at the forefront of integrating technology into education. He is a seasoned professor with a history of working in diﬀerent sectors. He is skilled in ITIL, Computer Forensics, Enterprise Architecture, Requirements Analysis, and Business Process. In our discussion with him, he highlighted his crucial role at IAU in helping the university become one of the topmost universities in the world.

As a CIO, how would you approach aligning our technology strategies with our business objectives to drive growth and eﬃciency? For any strategy to be eﬀective and beneﬁcial, it should be in line with a bigger strategy. IT strategy should be in line with the university strategy (business), which should be in line with the ministry strategy, which is in line with the Kingdom of Saudi Arabia strategy (Vision 2030). Business objectives and goals are part of the business strategy, so being in line with them helps in achieving the business objectives.

Below are the highlights from the interview! Could you please tell us about yourself and what motivated you to embark on this sector?

In your opinion, what emerging technologies do you believe will have the most signiﬁcant impact on our industry, and how would you integrate them into our existing infrastructure?

My name is Khalid Alissa, PhD in information security, CIO, cybersecurity consultant, certiﬁed change management professional, Keynote speaker, and trainer. Awardwinning “Outstanding leadership in education.” First place in digital transformation in the education sector in Saudi Arabia. Member of several advisory boards.

I believe that AI will have the biggest eﬀect in the future; the way we deal with IT and cybersecurity will change dramatically because of AI. Even the way we teach should change with the new AI wave. Back before the internet, an integral part of teaching was to make sure that students memorized the information because it was not easy to reach. After the introduction of the internet and search engines, it became very easy to ﬁnd any information you

IT is a sector that I have been in love with since high school. It was mesmerizing and amazing to us how things can be done in a very easy way. So, when it was time to go to college, I decided to go into IT. After getting my bachelor's degree, I fell in love with networks. I spent a few

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needed within seconds. So, the teaching style shifted to how to make use of this information. I know you can reach the information easily, but I need you to make use of it by writing a review and including your opinion, or by doing research. With the new era of AI, this can be done easily by AI without any eﬀort from the student, so there will be no learning curve. Therefore, we need to yet again update and enhance the teaching style.

of the new system, a clear statement thanking the person who suggested the idea was at the beginning of the announcement. We have noticed that this encourages other people to suggest new ideas and innovations because they want to see their names. Given the rapid pace of technological change, how do you stay updated on the latest trends and advancements in the ﬁeld of information technology, and how would you leverage this knowledge for the beneﬁt of our company?

How do you plan to ensure data security and compliance with regulations in our organization, particularly in light of evolving cybersecurity threats?

I believe one of the most important aspects that keeps you up-to-date is good communication and staying close with your employees. Keeping up with people who are working on the technical aspects helped a lot in staying up-to-date. Also, I love to stay connected to the ﬁeld by listening to podcasts and reading new articles. Probably being an academic also helps in staying up-to-date with the research in the ﬁeld.

In KSA, we have “Essential Cybersecurity Controls (ECC),” which are enforced by the NCA (National Cybersecurity Authority). Applying these controls helps us achieve the minimum security requirements. Also, we work hard with the support of higher management to have the latest technology in cybersecurity and provide training to your cybersecurity engineers. In the end, there is no such thing as 100% security, but you always have to try to get as close as possible.

Can you describe a challenging situation you encountered in a previous role as a CIO and how you successfully navigated through it to achieve a positive outcome?

Can you provide examples of successful IT projects you've led in the past and the strategies you employed to ensure they were completed on time and within budget?

When COVID-19 hit, we received orders that everyone should work remotely. As CIO, I received a call from the president asking me if it was true that we could do 76% of the work remotely. My answer was, “Give us 5 days, and you will be able to do more than 90% of the work remotely.” I was so thankful that we were ready; we just needed to tell people which system to use and how to use it. We started taking “training pills." Each training course is 10 to 20 minutes in length on a very speciﬁc topic. For example, we had a 15-minute session on how to sign documents using your laptop. One of the audiences asked how I do it using my mobile, and the answer was, “This will be another course that will be given 1 hour from now.” People were so active and excited about these courses, as they do not consume your time and help you with a very speciﬁc topic that you need. The “training pills” program was so successful and helpful in digital transformation that we still see how it changed users' behavior.

“Succession Plan” is a big project that aims to keep the university ready and always have people ready to be the next leaders. Starting from evaluation, understanding the weaknesses, and providing training on these weaknesses through a complete dashboard for higher management, to preparing the next leader. This whole project was automated through a complete online system that was developed inhouse. Collaboration and communication are crucial aspects of IT leadership. How do you plan to foster collaboration between IT and other departments within our company to enhance overall productivity and innovation? Attitude is everything. In this age, IT has become the nerve system for any organization. It is related to every single entity in the organization. If IT stops, the organization will be paralyzed. We have encouraged IT professionals to deal with the rest of the organization's employees as customers, and we saw a huge change in attitude once the mentality was changed by considering the customers. Also, we have encouraged suggestions and innovations from other departments in the organization. We received some good ideas and worked on them. At the time of the announcement

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What metrics or KPIs do you believe are essential for measuring the eﬀectiveness of our IT initiatives, and how would you ensure that our IT investments deliver tangible results? User satisfaction is the most important KPI for us. I remember when we received 1st place in digital transforma-

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We have encouraged IT professionals to deal with the rest of the organiza on's employees as customers, and we saw a huge change in a tude once the mentality was changed by considering the customers.

tion, I received so many calls from users within the university stating that they felt the change and thanking us by saying this was well deserved, we so the change and our lives became much easier. This kind of feedback is more important than any trophy.

be hard and require long hours. You have to be involved in everything, but if you do it right, you will reach a state where you just need to make the big decisions. The daily work should not be aﬀected by your absence. Could you please highlight any awards or recognitions you are honored with?

Cultural ﬁt is essential for success in any leadership role. How would you describe your leadership style, and how do you envision it ﬁtting into the culture of our company?

• • • •

Leading by example is the most important role for a leader. Once people see you working hard and doing what you are supposed to do, they will copy you. I have noticed that employees have a lot of leadership qualities.

1st place in digital transformation in the education sector Outstanding leadership award Cybersecurity educator of the year Cybersecurity leader of the year

For a new leader, it is important to understand the work, reorganize, and supervise. In the beginning, your work will

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When Good Inten ons Go Wrong!

Ways

CIOs

Uninttionay Hind

IT Consultant

Succe

I

T consultants are brought in to solve problems, optimize systems, and propel an organization forward. However, even the most skilled consultant can struggle to deliver results if the Chief Information Oﬃcer (CIO) unknowingly creates roadblocks. Surprisingly, many of these obstacles stem from actions or oversights on the part of Chief Information Oﬃcers (CIOs), the very leaders who engage these consultants. Here are six ways: Unclear Goals and Scope Creep A project without clear objectives is a recipe for disaster. When a CIO fails to deﬁne success metrics and a well-deﬁned scope for the consultant's work, it leads to confusion and frustration. Vague goals like "improve eﬃciency" leave the consultant guessing about priorities. The Fix: Clearly deﬁne the project's goals and desired outcomes. These should be measurable and time-bound. For example, "Reduce server downtime by 20% within Q3." Outline the project scope in detail, including speciﬁc deliverables and functionalities.

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Collaborate with the consultant to ensure alignment and address any potential ambiguities before work begins.

access, historical data sets, and documentation. If the CIO hinders access to these resources, it can signiﬁcantly slow down the project.

Lack of Internal Communication and Buy-In Successful IT projects require buy-in from all stakeholders, especially those directly impacted by the changes. If the CIO fails to communicate the project's purpose, beneﬁts, and potential disruptions to internal teams, resistance can arise. This can manifest as departmental roadblocks, data access limitations, or a general lack of cooperation. The Fix: Facilitate open communication across departments. Clearly explain the project's purpose and its potential impact. Encourage questions and address concerns proactively. Involve key personnel from aﬀected departments in the planning process. This fosters a sense of ownership and increases the likelihood of successful implementation. Micromanagement and Lack of Trust IT consultants are often hired for their expertise. Micromanaging their work stiﬂes creativity and hinders progress. Constant supervision sends a message of distrust and undermines the consultant's conﬁdence. The Fix: Establish clear communication channels but allow the consultant the autonomy to complete tasks within the agreed-upon scope. Set regular checkpoints for progress updates and feedback, but avoid micromanaging daily activities.

The Fix: Work with IT security teams to grant the consultant the necessary permissions and access levels within a secure framework. Provide all relevant documentation and historical data sets upfront. Maintain clear communication channels for the consultant to request additional information as needed. Poor Change Management Strategy Even the most meticulously planned IT project can disrupt existing workﬂows. A lack of a well-deﬁned change management strategy can lead to user resistance, productivity dips, and a negative perception of the project. The Fix: Develop a comprehensive change management strategy that addresses user concerns and facilitates a smooth transition. This may include training sessions, user guides, and a dedicated support channel for questions and troubleshooting. By avoiding these pitfalls, CIOs can create an environment where IT consultants can thrive. Clear communication, realistic expectations, and a collaborative approach are key to maximizing the return on investment from an IT consultant. A successful partnership between the CIO and the consultant can lead to innovative solutions, improved eﬃciency, and a more robust IT infrastructure. - Alaya Brown

Unrealistic Expectations and Timelines Underestimating the complexity of a project or setting unrealistic deadlines sets both the consultant and the organization up for failure. Rushing through processes can lead to sloppy implementation and unforeseen glitches down the line. The Fix: Be realistic about the project's complexity and the time required to achieve the desired results. Engage in open discussions with the consultant to establish a feasible timeline based on the scope of work. Inadequate Access to Resources and Data IT consultants need access to relevant data and resources to eﬀectively perform their jobs. This may include system

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Middle East's 10 Most Inﬂuen al CIOs to Watch

An Adept and Passionate CIO Revolutionizing the FMCG Sector

T

he great growling engine of change—Technology!’ How true is this thought, with the world witnessing emerging technologies impacting business processes? Key contributors to this expanding universe of technology are Chief Information Oﬃcers (CIOs), who disrupt the industry with their deep understanding of technology trends and their impacts on business. Moreover, the emergence of new technologies driving change has enhanced the importance of these brilliant leaders.

Information Oﬃcer, is a leading FMCG distribution company based in Dubai, United Arab Emirates. The company has a rich history of delivering high-quality products and services to its customers, and its inception story reﬂects a commitment to innovation and growth. Founded with a vision to revolutionize the FMCG distribution sector, our company has continually evolved and adapted to meet the changing needs of the market. As a CIO, how would you approach aligning our technology strategies with our business objectives to drive growth and eﬃciency?

Manish Agarwal is a highly accomplished and experienced CIO who has been leveraging emerging technologies to drive innovation. Being a CIO at M.H. Enterprises L.L.C., an FMCG distributing company, Manish undertakes the responsibility of strategic technology management, digital transformation, high-scale ERP implementations, etc., making the organization’s upliftment certain.

As a CIO, aligning technology strategies with business objectives is paramount to driving growth and eﬃciency. I approach this by closely collaborating with key stakeholders to understand organizational goals and challenges. By leveraging my expertise in strategic technology management and digital transformation, I ensure that our IT initiatives are directly linked to achieving business outcomes. This involves prioritizing projects that oﬀer the highest value, optimizing IT investments, and fostering a culture of innovation and continuous improvement.

In an exclusive interview with The CIO World magazine, Manish shared his passion for technology, his inspiring journey, his achievements, and his brilliant leadership. Here are the snippets: Could you please tell us about yourself and what motivated you to embark on this sector?

In your opinion, what emerging technologies do you believe will have the most signiﬁcant impact on our industry, and how would you integrate them into our existing infrastructure?

As an IT executive with over 20 years of experience spanning various industries, my motivation stems from a deep passion for technology and its transformative potential in driving business excellence. I’m driven by the challenge of leveraging technological advancements to address complex business problems and propel organizations forward in today’s dynamic digital landscape.

In today’s rapidly evolving landscape, emerging technologies such as cloud computing, Artiﬁcial Intelligence (AI), the Internet of Things (IoT), and Big Data Analytics are poised to have a signiﬁcant impact on our industry. Integrating these technologies into our existing infrastructure requires a strategic approach that focuses on scalability, security, and compatibility. By staying abreast of industry trends and leveraging my experience in implementing innovative solutions, I will ensure that our organization remains at the forefront of technological innovation.

Can you please brief us about your company and its inception story? M.H. Enterprises L.L.C., where I currently serve as Chief

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Manish Agarwal Chief Informa on Oﬃcer M.H. Enterprises L.L.C.

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curve, I ensure that our company remains agile and responsive to technological change.

How do you plan to ensure data security and compliance with regulations in our organization, particularly in light of evolving cybersecurity threats?

Can you describe a challenging situation you encountered in a previous role as a CIO and how you successfully navigated through it to achieve a positive outcome?

Ensuring data security and compliance with regulations is a top priority in light of evolving cybersecurity threats. I plan to implement robust cybersecurity measures, including encryption, access controls, and regular security audits, to safeguard our organization’s assets and sensitive information. Additionally, I will stay updated on regulatory requirements and industry best practices to ensure ongoing compliance and mitigate potential risks.

In a previous role as a CIO, I encountered a challenging situation when our organization faced a signiﬁcant cybersecurity breach. To address this, I led a crossfunctional team in implementing immediate remediation measures to contain the breach and mitigate further damage. Through eﬀective communication, collaboration, and decisive action, we were able to restore conﬁdence in our security measures and prevent future incidents.

Can you provide examples of successful IT projects you’ve led in the past and the strategies you employed to ensure they were completed on time and within budget?

What metrics or KPIs do you believe are essential for measuring the eﬀectiveness of our IT initiatives, and how would you ensure that our IT investments deliver tangible results?

Throughout my career, I have led numerous successful IT projects, including full-cycle ERP system upgrades, digital transformation initiatives, and infrastructure optimization projects. Key strategies employed to ensure timely completion and budget adherence include comprehensive project planning, eﬀective resource allocation, proactive risk management, and regular communication with stakeholders. By fostering a culture of accountability and continuous improvement, I ensure that projects are delivered with excellence.

Key metrics and KPIs for measuring the eﬀectiveness of IT initiatives include project delivery timelines, budget adherence, user satisfaction, and business impact. By establishing clear performance metrics and regularly monitoring progress, I ensure that our IT investments deliver tangible results aligned with organizational objectives.

Collaboration and communication are crucial aspects of IT leadership. How do you plan to foster collaboration between IT and other departments within our company to enhance overall productivity and innovation?

Cultural ﬁt is essential for success in any leadership role. How would you describe your leadership style, and how do you envision it ﬁtting into the culture of our company?

Collaboration and communication are fundamental to IT leadership. I plan to foster collaboration between IT and other departments by promoting open communication channels, encouraging cross-functional teamwork, and aligning IT initiatives with business objectives. By actively engaging stakeholders and soliciting feedback, I aim to enhance overall productivity and drive innovation across the organization.

My leadership style is characterized by transparency, empowerment, and a focus on results. I believe in fostering a culture of trust and accountability where team members are empowered to take ownership of their work and contribute to collective success. I envision my leadership style ﬁtting seamlessly into the culture of our company, where innovation, collaboration, and continuous improvement are valued and encouraged.

Given the rapid pace of technological change, how do you stay updated on the latest trends and advancements in the ﬁeld of information technology, and how would you leverage this knowledge for the beneﬁt of our company?

Could you please highlight any awards or recognitions you are honored with? I have been honored to receive prestigious awards such as CIO of the Year, DT 100 CIO Award, CIO Leadership Award, and X CIO Award. This recognition reﬂects my dedication and contributions to organizational success, receiving positive feedback from colleagues and stakeholders for my leadership, strategic vision, and commitment to excellence. I am committed to delivering outstanding results and exceeding expectations in all my endeavors.

To stay updated on the latest trends and advancements in information technology, I regularly participate in industry conferences, webinars, and networking events. Additionally, I leverage professional development opportunities, such as certiﬁcations and training programs, to deepen my expertise in emerging technologies. By staying ahead of the

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for

Made Easy

H

amburg, The exchange of goods and services across borders—in other words, foreign trade—is becoming increasingly important. All crises of recent years, from the COVID pandemic to the war in Ukraine, scarcity of some resources, or inﬂation, have shown that geographic sales diversiﬁcation can be a decisive resilience factor for companies. Especially now that China's economy is weakening, companies need replacement markets. Thanks to the opportunities brought about by increasing digitalization, new markets can be conquered more easily. Small and medium-sized companies can advertise and sell their products or services globally via online shops as well as platforms—and in a sustainable way.

Internationalizing Marketing Suitable marketing measures to support the internationalization of business activities are search engine optimization (SEO), search engine advertising (SEA), and social media. But above all, international online marketplaces are key players. Depending on the source, up to 1 professional purchaser out of 2 is using B2B marketplaces for his or her procurement needs. In Europe, platforms such as Europages and wlw are available. They bring suppliers and buyers together. For example: • •

Visable is a German-based company operating 2 platforms wlw (Wer Liefert Was) for German-speaking countries and Europages for SMEs in other European countries. Internationalization is perceived as a huge opportunity for German SMEs, especially in the B2B sector. B2C trade has long been global, but B2B companies are still lagging behind. Fueled by the developments of recent years, SME B2B business is now catching up in the area of internationalization and is expected to develop rapidly. The online B2B e-commerce market is estimated at 25 billion dollars by 2028, seven times more than the B2C ecommerce market. SMEs can tap this huge worldwide opportunity from their national location.

• •

•

Partner of European SMEs: wlw and Europages Help With Internationalization With helpful functions on its B2B platforms, wlw and Europages, Visable supports European SMEs in their steps onto the global market. A company search and a precise product search with many sorting and ﬁltering options are available for this purpose. Among other things, ﬁltering according to certain quality criteria is possible, such as ISO certiﬁcations, which are becoming increasingly relevant in order to prove compliance with

France, number 8 in total exports worldwide, or even Germany, number 3 in total exports worldwide, according to the Observatory of Economic Complexity (OEC), has by no means exhausted the gigantic potential of digital sales. European SMEs would beneﬁt from the reputation of the "Made in Europe," "Made in Germany," and "Made in France" quality seals and the high demand for their products abroad. The opportunities for international expansion for European SMEs are greater than the risks.

April, 2024

The inquiries on Europages come from a total of 193 countries, and on wlw, from 137 countries. On wlw, the most inquiries in 2022 came from Germany, Austria, Switzerland, the United States, and China. On Europages, the most requests came from France, Spain, the United States, Italy, and Germany. The 10 countries with the most requests on wlw are distributed across 3 continents: Europe, North America, and Asia. The 10 countries with the most inquiries on Europages are distributed over the 4 continents: Europe, North America, Asia, and Africa.

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prescribed standards with regard to supply chain protection laws. Via the Request for Quote/Connect service, buyers can also commission very speciﬁc inquiries, which are processed by the Visable research team and AI-supported.

You can ﬁnd further articles, information, press releases, and downloads at https://www.visable.com/de_de/ueberuns/presse •

Already, a large proportion of the messages on Europages are sent across national and language borders. Linguistic hurdles do not stand in the way of initiating business. This is because the platform speciﬁcally aims to make it easier for B2B buyers to search for the products or services they need in their own language. When they ﬁnd a relevant supplier, Europages helps them contact him in their own language. Several companies from diﬀerent countries with diﬀerent languages can also be contacted in one inquiry.

•

•

•

Internationalization Made Easy - With the Right Strategy and the Right Partners With a well-thought-out strategy, internationalization projects are a huge opportunity for growth for European SMEs - especially in the B2B sector. They ensure future viability, as there is strong cut-throat competition in the local market. Thanks to the possibilities of digitalization, it is easier than ever to compare and sell products and services worldwide. Visable supports industrial SMEs in making products and services internationally accessible to buyers. As a combination of its own B2B platforms and online marketing services, such as Google Ads and Retargeting, tailored speciﬁcally to business customers, the company oﬀers a broad digital portfolio for increasing reach on the Internet.

Key points: • •

• •

•

The platforms operated by Visable GmbH include wlw ("Wer liefert was"), today the leading B2B platform in the D-A-CH region, and the European B2B platform Europages, on which around three million companies are registered. Together, the platforms reach three million B2B buyers a month who are looking for detailed company and product information. With its online marketing services, Visable oﬀers companies additional opportunities to increase their reach on the Internet.

Global growth is expected to be lower than earlier projected, signaling a potential economic downturn. Developing countries face mounting debt and insuﬃcient international support, risking another lost decade. The banking crisis highlights long-neglected ﬁnancial fragilities and regulatory weaknesses. Declining energy costs lead to lower inﬂation, but elevated food prices maintain a high cost of living in many developing countries. Growing global asymmetries threaten developing countries' resilience, requiring stronger multilateral action and an urgent focus on sovereign debt architecture.

https://unctad.org/publication/trade-and-developmentreport-update-april-2023 Small and Medium-sized Enterprises (SMEs) are known for their scarcity of available resources, facing challenges beyond predictions, and looking for opportunities to survive and thrive in unpredictable international business environments. However, some SMEs are better equipped to develop opportunities and bring value to the ﬁrm than others.

Visable was created in response to the challenges of internationalization and digitalization in the B2B sector and today employs around 450 people at its locations in Hamburg, Berlin, Münster, and Paris. As a joint umbrella for the wlw and Europages brands, Visable is continuously expanding its B2B platforms and online marketing services.

April, 2024

Growth, resilience, and future viability: There is still a lot of potential in internationalization for German SMEs. Planning, consulting, and strategy: Important approaches for successful internationalization in the B2B sector Peter F. Schmid, CEO of B2B platform operator Visable, says, "We actively accompany German companies as they step onto the international stage." This Trade and Development Report Update warns that developing countries are facing years of diﬃculty as the global economy slows down amid heightened ﬁnancial turbulence.

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Middle East's 10 Most Inﬂuen al CIOs to Watch

Transforming Industries Through Innova on and Insight

M

ario Foster is a seasoned Chief Information Oﬃcer (CIO) with an impressive track record in the IT sector. With a career spanning nearly 3 decades, his journey began in the heart of Canada, where he laid the foundation of his expertise in Information Technology (IT).

Throughout my career, I have been at the forefront of leading organizations through signicant digital and business transformations, leveraging my extensive experience to craft and execute comprehensive strategic plans.

From his early days in IT hardware support, Mario’s career trajectory took him across borders, from the tech hubs of the US to the Middle East. It’s here, across the economies of Saudi Arabia and the UAE, that Mario truly thrived. Over the years, he honed his skills across various domains, from infrastructure management to cybersecurity, and eventually shifted to enterprise applications, pioneering the integration of cutting-edge technologies like Business Intelligence (BI) and Artiﬁcial Intelligence (AI).

Al Ghurair Group is a pivotal force in the UAE’s economic landscape. It was established in the 1960s by Saif Ahmed Al Ghurair. Born from the entrepreneurial spirit of a family rooted in pearl diving, it has evolved into a major conglomerate spanning diverse sectors, including banking, real estate, manufacturing, and retail.

For the past 15 years, Mario has held the prestigious position of Group CIO for four prominent family business conglomerates in the Middle East. In this role, he’s navigated through a myriad of industries, including Software, Banking, Real Estate, and Manufacturing, among others. Mario’s strategic foresight and technological prowess have been instrumental in spearheading numerous digital transformations, driving innovation, and fostering sustainable growth across diverse business verticals.

Notably, it founded Mashreq Bank in 1967, marking a signiﬁcant foray into ﬁnance. With a proud heritage stretching over six decades, Dubai-based Al Ghurair Group is a diversiﬁed family-owned conglomerate with interests in manufacturing, real estate and ﬁnancial investments and an expanding global presence.

Throughout his illustrious career, Mario has mirrored excellence, earning over 25 awards for his outstanding contributions to the ﬁelds of IT and cybersecurity. His accolades speak volumes about his dedication to driving impactful change and his commitment to advancing the digital agenda in the Middle East. Presently, Mario brings his wealth of experience and visionary leadership to Al Ghurair Group in the role of Group CIO, where he continues to redeﬁne the role of technology in driving business success.

Tracing its business roots back to the 1960s, Al Ghurair has played an important role in the transformation of the Dubai economy, with pioneering ventures in manufacturing, real estate and other sectors. One of the most respected and successful businesses groups in the United Arab Emirates, the Group today owns a diverse range of businesses including the manufacture of ﬂexible plastic ﬁlm, extruded aluminium and galvanized steel, along with other packaging products.

Let’s join in the interview conversation on how Mario is cementing his legacy as a transformative leader in the digital age!

Al Ghurair, which also operates shopping malls and manages a large real estate portfolio in Dubai, continues to pursue growth opportunities while adhering to its values of excellence, innovation and integrity.

Can you please brief us about your company and its inception story?

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Mario Foster Group CIO Al Ghurair Group

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•

•

•

Regular meetings ensure alignment and adaptation to evolving needs. Leverage Data and Analytics: Implement robust data management and analytics to gain insights into customer behavior and market trends. Use these insights to inform strategic decisions. Embrace Agile Development: Adopt agile methodologies to align projects closely with business needs. Iterate rapidly based on feedback to ensure continuous alignment. Measure and Communicate Value: Establish metrics to gauge the impact of technology initiatives on business objectives. Regularly report metrics to stakeholders to maintain alignment and support for IT strategies.

This approach ensures technology strategies are integrated with business objectives, driving growth and eﬃciency through collaboration, data-driven decisions, and agile practices. What are the latest emerging technologies, and how would you integrate them into the existing infrastructure? Emerging technologies like AI and ML, Blockchain, Internet of Things (IoT), and Edge Computing are poised to signiﬁcantly impact our industry by enhancing decisionmaking, security, connectivity, and data processing capabilities.

In the past decade the Group has expanded its activities overseas, building a network of operations in the Middle East and North Africa, Europe, North America and Australia. Al Ghurair remains deeply committed to the protection and enhancement of the communities in which it operates and accordingly has initiated or supports programs relating to environmental sustainability, health awareness and local employment, among others.

•

As a CIO, how would you approach aligning your technology strategies with your business objectives to drive growth and eﬃciency?

•

•

•

Aligning technology strategies with business objectives is paramount for driving growth and eﬃciency as a CIO. Here’s my approach: •

•

•

Integrating these technologies requires a strategic approach that focuses on scalability, security, and interoperability. Starting with pilot projects, upskilling teams, adopting a modular infrastructure, and prioritizing security will ensure successful integration and leverage these technologies to drive growth and innovation.

Understand Business Goals: Engage stakeholders to grasp current objectives and long-term visions. Identify how technology can support goals such as enhancing the customer experience or improving operational eﬃciency. Develop a Technology Roadmap: Prioritize projects aligned with business objectives. Create a ﬂexible roadmap, considering emerging technologies and detailing timelines, outcomes, and resources. Foster Collaboration: Establish cross-functional teams to drive projects with input from IT and business units.

April, 2024

AI and ML can automate and optimize operations, oﬀer personalized customer experiences, and improve data analytics for better decision-making. Blockchain enhances transparency and security, particularly in transactions and data management, making processes more eﬃcient and trustworthy. IoT connects devices to collect and exchange data, enabling smarter operations and improving customer experiences through enhanced data insights. Edge Computing processes data closer to its source, reducing latency and bandwidth use, which is crucial for real-time applications.

How do you plan to foster collaboration between IT and other departments within your company to enhance overall productivity and innovation? Fostering collaboration and communication between IT and

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other departments is crucial for unlocking productivity and innovation. Here’s how I plan to enhance these aspects:

•

•

•

•

• • • • •

Establish Cross-Functional Teams: Create teams with members from IT and other departments for projects, promoting diverse perspectives and aligning technology solutions with business needs. Regular Stakeholder Meetings: Conduct frequent meetings with department heads to discuss projects, address challenges, and explore technology opportunities, ensuring alignment with business objectives. Co-Development Initiatives: Encourage collaborative projects where IT and other departments develop tools together, fostering ownership and teamwork. Training and Knowledge Sharing: Organize training sessions on technology trends for all employees, promoting digital literacy and innovative thinking. Feedback Mechanisms: Implement structured feedback channels for departments to suggest IT improvements, enhance understanding, and make service adjustments. Visibility of IT Projects: Increase project visibility through updates and showcases, highlighting successful collaborations and project beneﬁts. Champion Collaborative Culture: Lead by example, foster open dialogue, and recognize collaborative eﬀorts across the organization.

•

By adopting these strategies, I plan to ensure that our IT strategy not only stays aligned with the latest technological advancements but also directly contributes to our company’s strategic goals and operational eﬃciency. This comprehensive approach allows for a proactive stance in leveraging technology for innovation, competitive advantage, and business growth. How would you describe your leadership style, and how do you envision it ﬁtting into the culture of the company? I would describe my leadership style as collaborative, results-oriented, and adaptive. I believe in fostering a culture of openness and innovation where team members feel valued and empowered to contribute their ideas and expertise. This approach encourages a sense of ownership and accountability, driving teams towards achieving collective goals while also supporting individual growth and development.

By implementing these strategies, IT will become a strategic partner, integrated with broader company goals, driving success through collaboration and communication. How do you stay updated on the latest trends and advancements in the ﬁeld of information technology, and how are you leveraging this knowledge for the beneﬁt of the company?

In terms of ﬁtting into the culture of your company, I envision my leadership style complementing an environment that values teamwork, innovation, and continuous improvement. By prioritizing collaboration, I aim to bridge gaps between IT and other departments, ensuring that technology initiatives are closely aligned with business objectives. My focus on results will drive eﬀorts to deliver projects on time and within budget, maximizing the value of IT investments.

To stay current with the rapidly evolving IT landscape and leverage this knowledge eﬀectively: •

• •

•

Continuous Learning: Commit to ongoing education through structured courses, certiﬁcations, and attending workshops focused on emerging IT trends and technologies. Professional Networking: Actively participate in industry forums, professional groups, and conferences to exchange insights with peers and experts in the ﬁeld. Industry Publications: Regularly read reputable IT and tech-related publications, journals, and online articles to keep abreast of the latest developments and innovations. Tech Communities and Forums: Engage with online tech communities and forums where professionals discuss new technologies, challenges, and solutions in real-time.

April, 2024

Vendor and Technology Workshops: Attend workshops and seminars hosted by tech vendors to gain ﬁrst-hand knowledge of new products and services. Experimentation and Pilot Projects: Foster an environment of experimentation within the IT department to test and evaluate new technologies before full-scale implementation. Feedback Loops from Business Units: Establish feedback mechanisms with other business units to understand their needs and challenges, which can guide the exploration of relevant technological solutions.

Adaptability is key in the fast-paced world of technology, and I am committed to staying ahead of industry trends and leveraging new opportunities to drive success. I actively seek feedback and engage with all levels of the organization to ensure that IT strategies remain responsive to the evolving needs of the business and its customers.

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IT Consultant

CIOs should Never Fall for Tricks

April, 2024

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The CMO's Impera ve! "

T

he greatest trick the devil ever pulled was convincing the world he didn't exist." - Verbal Kint, The Usual Suspects. This quote may have been referring to a ﬁctional criminal mastermind, but it is just as applicable to the world of IT consulting. The greatest trick an IT consultant can pull is convincing a Chief Information Oﬃcer (CIO) that they are indispensable, when in reality, they may be anything but. In addition to overseeing your company's technological infrastructure, your role as CIO includes making crucial decisions that could make all the diﬀerence in the success or failure of your business. You must be able to distinguish the wheat from the chaﬀ when it comes to IT consulting and stay away from the traps and tricks that certain consultants may set for you. Let us explore some of the most common IT consultant tricks: The One-Size-Fits-All Solution One of the most common tricks that IT consultants use is to oﬀer a one-size-ﬁts-all solution to your technology challenges. This approach may seem convenient and costeﬀective, but it can lead to signiﬁcant problems down the line. Every organization is unique, and your technology infrastructure should be tailored to meet your speciﬁc needs and goals. When evaluating IT consultants, look for those who take the time to understand your business, your technology landscape, and your goals. A consultant who oﬀers a cookie-cutter solution without considering your unique needs is not a consultant you want to work with. The Bait-and-Switch Another common trick that IT consultants use is the bait-andswitch. This is where they oﬀer you a low price upfront, but then hit you with hidden fees and charges as the project progresses. This can lead to signiﬁcant cost overruns and a strained relationship with the consultant. To avoid this trap, make sure that you get a detailed breakdown of all costs associated with the project upfront. Ask for a ﬁxed-price quote that includes all services and deliverables, and make sure that you have a clear understanding of any potential additional costs that may arise.

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their processes, their methodologies, or their pricing structures from you.

The Over-Promising and Under-Delivering IT consultants are notorious for over-promising and underdelivering. This can take many forms, from promising unrealistic timelines to overstating their capabilities or expertise. When a consultant over-promises, they set themselves up for failure, and they may leave you with a technology infrastructure that is incomplete or inadequate.

To avoid this trap, make sure that you establish a culture of transparency upfront. Ask for detailed documentation of the consultant's processes and methodologies, and make sure that you have a clear understanding of how they will approach the project.

To avoid this trap, make sure that you set clear expectations upfront. Ask for references and case studies that demonstrate the consultant's capabilities and experience. Be skeptical of any promises that seem too good to be true, and make sure that you have a clear understanding of what the consultant can and cannot deliver.

The Lack of Post-Project Support Finally, some IT consultants may oﬀer excellent service during the project, but then disappear once the project is complete. This can leave you with a technology infrastructure that is incomplete or inadequate, and with no support to help you maintain or improve it.

The Lack of Communication To avoid this trap, make sure that you establish clear expectations for post-project support upfront. Ask for a detailed plan for ongoing support, and make sure that you have a clear understanding of how the consultant will help you maintain and improve your technology infrastructure over time.

Communication is critical in any IT project, and a lack of communication can lead to misunderstandings, delays, and cost overruns. Some IT consultants may try to avoid communication or downplay the importance of regular updates and progress reports. To avoid this trap, make sure that you establish clear communication channels upfront. Set expectations for regular updates and progress reports, and make sure that you have a clear understanding of how the consultant will communicate with you and your team.

In conclusion, as a CIO, you are responsible for making critical decisions that can impact the success or failure of your organization. When it comes to IT consulting, you need to be able to separate the wheat from the chaﬀ, and avoid falling for the tricks and traps that some consultants may lay for you. By being aware of these common IT consultant tricks, you can make informed decisions and choose consultants who will help you achieve your business goals.

The Over-Reliance on Technology While technology is an essential part of any IT infrastructure, it is not a panacea. Some IT consultants may try to sell you on the latest and greatest technology solutions, without considering whether they are the right ﬁt for your organization.

Remember, the greatest trick an IT consultant can pull is convincing you that they are indispensable, when in reality, they may be anything but. By focusing on your business needs and goals, and by establishing clear expectations and communication channels, you can ensure that you choose consultants who will help you build a technology infrastructure that is tailored to your unique needs and goals.

To avoid this trap, make sure that you focus on your business needs and goals, rather than on the technology itself. Look for consultants who take a holistic approach to technology, and who consider factors such as cost, scalability, and compatibility with your existing infrastructure.

So, the next time an IT consultant oﬀers you a one-size-ﬁtsall solution, or promises you the moon, be sure to take a step back and ask yourself whether they are really the right ﬁt for your organization. By being a savvy CIO, you can avoid the tricks and traps of IT consulting and build a technology infrastructure that will help your organization thrive. - Alaya Brown

The Lack of Transparency Transparency is critical in any IT project, and a lack of transparency can lead to mistrust and a strained relationship with the consultant. Some IT consultants may try to hide

April, 2024

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Subscription CIO

Mustafa Gul Chief Innova on Oﬃcer Ascend Solu ons

April, 2024

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Middle East's 10 Most Inﬂuen al CIOs to Watch

Mustafa Gul

Laying Founda on for Long-term Organiza onal Success

I

At the heart of Mustafa's mission lies the steadfast belief in the power of innovation to shape the world for the better. He envisions a future where groundbreaking ideas pave the way for transformative change, revolutionizing industries and reshaping paradigms.

n increasingly crowded markets where competition is on the horizon, developing innovative products and technologies is essential for attaining competitive distinction. Organizations are constantly trying to identify areas for diﬀerentiation by developing innovative solutions and bringing new products to market that give them an essential competitive edge in the market.

In his role as Chief Innovation Oﬃcer, he personiﬁes the spirit of exploration and learning, encouraging people to see curiosity as a motivating factor for advancement. Aspiring innovators might ﬁnd optimism in his journey, which serves as a reminder that the quest for invention starts with the question "What if?"

Meet Mustafa Gul, the Chief Innovation Oﬃcer at Ascend Solutions, whose journey epitomizes the transformative power of curiosity and creativity. Fervently passionate about innovation, he set out on his professional journey with a ﬁrm commitment to solve complex problems. In his capacity as a CIO and Product Incubation Leader, he conducts a symphony of ideas, fusing vision and inventiveness to foster new ideas and products.

During our conversation with him, we had the opportunity to learn a few strategies to thrive in the constantly changing business landscape. Below are the highlights from our interview!

His story serves as a monument to the powerful eﬀects of persistent curiosity. A story of tenacity and an unrelenting quest to push the envelope of possibilities runs through it. He ignites the spark of creativity in every nook and cranny of the company by leading by example in a climate that supports innovation.

Can you please brief us about your company and its inception story? Ascend is an integrated solutions provider, an innovative and agile company with an ambitious vision reinforced by leading global and local partners. We work with our clients to solve their day-to-day challenges by delivering best-inclass solutions. We deliver complex solutions and commercial structures in the Saudi healthcare and nonhealthcare market, powered by a culture of entrepreneurship and creativity.

As a leader, I believe in fostering a collabora ve and inclusive environment where every individual feels valued, empowered, and mo vated to contribute their best.

April, 2024

Ÿ Resource Control Centers (RCC): The MOH National Healthcare Command Center (NHCC) was established in 2019 in Riyadh as a central hub for collating and visualizing data and insights. Ÿ The COVID-19 Vaccination PMO Program: It was developed during the COVID-19 pandemic to administer vaccines while avoiding waste and maintaining a high level of patient experience.

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Ÿ Seha Virtual Hospital (SVH): Implementation of a virtual care, operations, and change management program, and further development of Hospital at Home use case. Ÿ NPHIES Onboarding CM Program: The Council of Health Insurance (CHI) and the National Centre for Health Information (NHIC) under the auspices of the Ministry of Health (MOH), Ÿ National Health Command Center: The MOH National Healthcare Command Center (NHCC) was established in 2019 in Riyadh as a central hub for collating and visualizing data and insights utilizing

How do you plan to ensure data security and compliance with regulations in our organization, particularly in light of evolving cybersecurity threats? By taking a proactive and holistic approach to cybersecurity, including compliance with regulatory requirements, implementing best practices, and fostering a culture of security awareness, we can mitigate the risk of cyber threats and safeguard our organization's data and reputation in an increasingly digital world. Begin by thoroughly understanding the cybersecurity regulations and guidelines established by the NCA in Saudi Arabia. This involves studying relevant laws, directives, and standards to ensure alignment with our organization's practices.

As a CIO, how would you approach aligning our technology strategies with our business objectives to drive growth and eﬃciency?

It's important to ensure that sensitive data is protected and encrypted both in transit and at rest. Implement robust encryption protocols and mechanisms to safeguard data integrity and conﬁdentiality, in accordance with NCA regulations and industry best practices.

In today's fast-paced business environment, agility and adaptability are key. It's very important to ensure that technology strategies are ﬂexible enough to accommodate evolving business needs and market dynamics, allowing the organization to pivot quickly in response to changing circumstances. By taking a strategic, collaborative, and adaptive approach to aligning technology strategies with business objectives, I believe we can drive sustainable growth and eﬃciency while positioning the organization for long-term success in a rapidly evolving digital landscape.

Can you provide examples of successful IT projects you've led in the past and the strategies you employed to ensure they were completed on time and within budget? In my past experiences, I've successfully led numerous projects, ranging from corporate to national-level rollouts. These achievements were facilitated by the implementation of a structured approach known as CECOR - Calibrate, Explore, Create, Organize, and Realize. This methodology proved invaluable in ensuring the success of our projects by emphasizing careful planning, stakeholder engagement, risk management, vendor collaboration, and a commitment to monitoring and continuous improvement. By adhering to CECOR principles, we eﬀectively mitigated risks, addressed challenges, and delivered tangible beneﬁts to the organization, all while staying within allocated budgets and timelines.

In your opinion, what emerging technologies do you believe will have the most signiﬁcant impact on our industry, and how would you integrate them into our existing infrastructure? From my prospective AI and ML technologies have the potential to revolutionize various aspects of our industry, from improving patient care and diagnosis accuracy to optimizing operational eﬃciency and resource allocation. Integrating AI and ML into our existing infrastructure involves implementing smart algorithms and predictive analytics solutions to automate tasks, enhance decisionmaking processes, and extract valuable insights from large volumes of data.

Collaboration and communication are crucial aspects of IT leadership. How do you plan to foster collaboration between IT and other departments within our company to enhance overall productivity and innovation?

By strategically integrating these emerging technologies into our existing infrastructure, we can unlock new opportunities for innovation, improve patient outcomes, and drive operational eﬃciency in our industry. This requires a holistic approach that prioritizes collaboration, ﬂexibility, and continuous learning to adapt to the evolving digital landscape and leverage the full potential of emerging technologies.

April, 2024

Encouraging collaboration between IT and other departments and business verticals is crucial for boosting overall productivity and fostering innovation. Recognizing the signiﬁcance of creating an innovative culture, we've implemented several initiatives aimed at empowering

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employees across the organization to contribute their ideas and insights.

initiative, aligning them with the organization's strategic priorities.

Ÿ Recognition Programs Ÿ Spark Idea program Ÿ Training and Development

Ÿ In Ascend we primarily focus on cost savings that are achieved through IT initiatives, such as reducing operational expenses, optimizing resource utilization, or automating manual processes. Cost savings can directly impact on the organization's bottom line and demonstrate the value of IT investments. Ÿ Customer satisfaction metrics are crucial to measure the level of satisfaction among internal or external users of IT services. This can be assessed through surveys, feedback mechanisms, or Net Promoter Score (NPS). Positive customer satisfaction indicates that IT initiatives are meeting user needs and expectations. Ÿ Innovation and agility measure the ability of IT initiatives to drive innovation, adapt to changing market conditions, and enable business agility. This includes metrics such as the number of new products or services launched, the speed of innovation cycles, and the ability to pivot in response to market disruptions.

Given the rapid pace of technological change, how do you stay updated on the latest trends and advancements in the ﬁeld of information technology, and how would you leverage this knowledge for the beneﬁt of our company? Staying updated on the latest trends and advancements in the ﬁeld of information technology is essential for eﬀective IT leadership. I prioritize continuous learning and professional development by regularly attending conferences, seminars, webinars, and workshops related to information technology. Can you describe a challenging situation you encountered in a previous role as a CIO and how you successfully navigated through it to achieve a positive outcome?

Cultural ﬁt is essential for success in any leadership role. How would you describe your leadership style, and how do you envision it ﬁtting into the culture of our company?

In one of my previous roles as a Sr Director Digital innovation, I was tasked with overseeing the deployment of a new command center for our organization. The command center was intended to serve as a central hub for monitoring and managing various aspects of our operations, including IT systems, security, and emergency response. Integrating diverse systems and technologies into a uniﬁed command center platform posed a signiﬁcant technical challenge. This included integrating data from various sources such as sensors, surveillance cameras, communication systems, and enterprise software.

As a leader, I believe in fostering a collaborative and inclusive environment where every individual feels valued, empowered, and motivated to contribute their best. In Ascend we promote a Leadership style that can be described as a combination of servant leadership, transformational leadership, and situational leadership. Could you please highlight any awards or recognitions you are honored with?

Despite the initial challenges, the deployment of the command center was ultimately successful. The command center provided our organization with enhanced visibility, real-time monitoring capabilities, and improved decisionmaking processes. By fostering collaboration, providing comprehensive training, and prioritizing security, we were able to navigate through the challenges and achieve a positive outcome that beneﬁted the entire organization.

Throughout my professional journey, I've had the honor of receiving nominations for various prestigious awards, including achievement awards, CEO awards, and presidential awards. These nominations stand as a testament to the recognition of my contributions and accomplishments within the company. They not only underscore my personal performance but also underscore the positive inﬂuence I've had on the organization and its cultural fabric.

What metrics or KPIs do you believe are essential for measuring the eﬀectiveness of our IT initiatives, and how would you ensure that our IT investments deliver tangible results? To ensure that IT investments deliver tangible results, it's important to establish clear goals and objectives for each

April, 2024

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Middle East's 10 Most Inﬂuen al CIOs to Watch

Sabry

Eleva ng Businesses Crea ve Technologies

,,

Innovative Leadership in Technology and Business Transformation!

I prioritize and manage ICT projects by aligning with the organization’s strategic goals, using a project management framework and agile methodologies, tracking the progress and budget, com municating with stakeholders, resolving issues and risks, complying with stan dards, and learning from feedback.

I

n the contemporary corporate landscape, the integration of technology solutions has become imperative for attaining organizational objectives. These solutions not only enhance consumer experiences but also catalyze innovation, augment operational eﬃciency, and equip businesses with the agility to promptly adapt to dynamic market conditions. Enterprises adept at leveraging technology are strategically positioned for sustained growth and prosperity in the long run.

,,

In today’s ﬁercely competitive business environment, the signiﬁcance of Chief Information Oﬃcers (CIOs) has risen to paramount importance. CIOs play a pivotal role in formulating the organization’s technology strategy, adeptly managing IT infrastructure and resources, and fostering technological innovation to drive business objectives. In the prevailing digital age, where technology continues to be a cornerstone of organizational performance, the role of CIOs stands as a critical determinant of success.

Here are the key highlights from the interview: Could you please tell us about yourself and what motivated you to embark on this sector? I have over 25 years of experience as a dynamic ICT senior executive leader, helping organizations achieve their business goals with technology solutions that enhance eﬃciency, proﬁtability, and innovation. I have a proven track record of leading successful digital transformations, developing modern business models, and delivering technology-based products and services in complex environments. I am always driven by a passion for excellence and creativity.

Rany M. Sabry, CIO of Credit Guarantee Company, is a prominent leader in ICT with more than 25 years of expertise. Throughout his career, he has demonstrated a strong dedication to leveraging technology to improve organizational productivity, proﬁtability, and creativity. Rany is a dynamic leader with experience shaping contemporary business models, leading digital transformations, and delivering technology-based goods and services in challenging, quickly changing contexts. We had the opportunity to understand his impeccable approach to driving innovation at the CGC.

April, 2024

M.

I am passionate about providing creative technologies that can build a sustainable business. I believe that accessing information eﬃciently is key to improving business intelligence and creativity. I am always eager to learn new skills and technologies that can help me solve problems and create value for my clients.

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Rany M. Sabry Chief Informa on Oﬃcer (CIO) Credit Guarantee Company – CGC Egypt

April, 2024

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tions of business partners, customers, and regulations. To align ICT initiatives with the business objectives and goals, I use the following strategies: •

•

•

•

•

Collaborate closely with business leaders and stakeholders to understand their vision, challenges, and opportunities and to co-create solutions that deliver value and impact. Foster a culture of agility, experimentation, and learning within the ICT function, enabling rapid prototyping, testing, and scaling of new technologies and capabilities. Leverage data and analytics to generate insights, optimize processes, and enhance decision-making across the organization. Invest in developing the skills and capabilities of the ICT team, ensuring they have the technical expertise, business acumen, and customer orientation to deliver on the ICT agenda. Manage the ICT risks and governance, ensuring compliance with regulatory requirements, and security standards.

How do you prioritize and manage IT projects to ensure eﬃcient resource allocation and timely delivery? Could you please brief us about your company and its inception story?

I prioritize and manage ICT projects by aligning with the organization’s strategic goals, using a project management framework and agile methodologies, tracking the progress and budget, communicating with stakeholders, resolving issues and risks, complying with standards, and learning from feedback.

The credit guarantee company in Egypt (CGC Egypt) was established in 1989; the company was founded with the vision of boosting the Egyptian economy by empowering the private sector and providing ﬁnancial solutions with a special focus on Micro, Small, and Medium Enterprises (MSMEs). CGC Egypt oﬀers various guarantee products that help MSMEs access ﬁnance from diﬀerent ﬁnancial institutions (banks & non-banks) that cater to their needs.

The most important is to manage the expectations and satisfaction of the stakeholders and ensure that the ICT projects deliver value and meet their needs and requirements.

How do you see the role of the CIO evolving in today’s rapidly changing technological landscape, and what strategies do you employ to align IT initiatives with the overall business objectives and goals?

Can you provide an example of a successful IT project that you led and the impact it had on the organization? I led an ICT project to implement robotic process automation (RPA) for several repetitive and manual tasks in CGC. The project involved identifying suitable processes for automation.

The role of the CIO in ﬁnancial services is undergoing a signiﬁcant transformation as technology becomes a key driver of competitive advantage and strategic disruption. The CIO is no longer just responsible for managing and maintaining ICT systems but also for leading innovation and change across the organization. The CIO needs to be a shapeshifter, adapting to the evolving needs and expecta-

April, 2024

The project had a signiﬁcant impact on the organization in terms of eﬃciency, quality, and cost. The RPA bots were able to perform the tasks faster, more accurately, and more

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consistently than human workers, reducing errors and delays. The project also freed up the human workers from mundane tasks and allowed them to focus on more valueadded and creative activities. The project also reduced operational costs by saving time and resources.

•

• •

What emerging technologies do you believe will have a signiﬁcant impact on businesses in the near future, and how do you stay updated with the latest trends? Technologies like Artiﬁcial Intelligence (AI) and Robotic Process Automation (RPA) are expected to have a signiﬁcant impact. AI can enhance customer satisfaction through predictive analytics, and RPA streamlines repetitive tasks, which will impact productivity.

•

•

To stay updated with these trends, we engage in continuous research, attend industry conferences, collaborate with technology experts, and participate in workshops. Moreover, we maintain close relationships with technology vendors to understand advancements and potential applications in the ﬁnancial domain. This proactive approach enables us to adopt relevant technologies swiftly and eﬃciently.

Evaluating the total cost of ownership (TCO) of the technology solution, considering implementation, maintenance, and operational costs. Ensuring the technology can seamlessly integrate with existing systems and future expansions. Evaluating and comparing the proposals, tenders, and quotations from the shortlisted vendors and partners based on various criteria such as quality, cost, functionality, compatibility, security, scalability, previous experience, etc. Monitoring and managing the implementation, integration, testing, and deployment of the technology solution with the vendor or partner. Reviewing and assessing the performance and outcomes of the technology solution with the vendor or partner.

When selecting technology solutions for our organization, I consider criteria such as: • • •

How do you foster innovation within your IT department, and what steps do you take to encourage collaboration and creativity among your team members?

•

I foster innovation within the ICT team by creating a culture of curiosity, experimentation, and learning. I encourage the team members to explore new technologies, tools, and methods that can improve our processes, products, and services. I also provide them with the resources, time, and support they need to pursue their ideas and test their hypotheses.

•

Alignment with the vision, mission, values, and goals of CGC as a ﬁnancial institute. Compliance with the industry standards, regulations, and best practices in ICT. Suitability for the current and future needs and expectations of our customers (internal and external) and stakeholders. Availability of technical support, maintenance, and updates from the vendor or partner. Ease of use, accessibility, and user-friendliness of the technology solution.

Through these strategies, we ensure that our relationships with external vendors and the technologies we select are conducive to CGC’s mission and strategy.

How do you manage relationships with external vendors and partners, and what criteria do you consider when selecting technology solutions for your organization? I manage relationships with external vendors and partners by following a structured and collaborative process that involves the following: • •

Deﬁne the scope, objectives, and requirements of the ICT project or initiative. Conducting market surveys, research, and analysis to identify potential vendors and partners that can oﬀer the best technology solutions for our organization.

April, 2024

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Success is not the key to happiness. Happiness is the key to success. If you love what you are doing, you will be successful. - Albert Schweitzer

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Middle East's 10 Most Influential CIOs to Watch

VOL: 04 ISSUE: 04 2024 10 Most Inuential to Watch CIOs Zohdi El- Saadi ,, Wealth consists not in having great possessions, but in having few wa...

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Middle East's 10 Most Influential CIOs to Watch

Middle East's 10 Most Influential CIOs to Watch

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