Latest news with #BusinessLeadersintheMiddleEast
Gulf Insider
17 hours ago
- Business
- Gulf Insider
Staying Ahead: Bank of Bahrain & Kuwait's Yaser Alsharifi
Yaser Alsharifi, Group Chief Executive of Bank of Bahrain and Kuwait, is leading it into the next phase with a strategy rooted in trust and technology. In this interview, he highlights how BBK is expanding its reach, embracing digital change, and positioning itself as a future-ready force in Bahrain's financial sector. Now in its third edition, Business Leaders in the Middle East brings together sharp insights from across the region. These aren't mere interviews; they're windows into how leadership is evolving in a world shaped by rapid digital transformation. Technology touches nearly every industry now, and these leaders show us how to navigate change with purpose. People are my top priority – our employees and our customers. BBK is a strong, successful institution, and change can be challenging when things are going well. I focused on understanding what drives our employees, identifying their pain points, and creating a workplace they can truly be proud of. That internal alignment lays the foundation for exceptional customer experiences and, ultimately, enduring value for our stakeholders. BBK has traditionally promoted leaders from within, so joining as an external hire meant I had to earn trust quickly. I made it a priority to invest in relationships, formally and informally. Thankfully, the team was welcoming, and we hit the ground running. Their professionalism ensured the bank never missed a beat. That consistency gave us a solid foundation to evolve and innovate without disrupting what already works well. This was a strategic fit. BBK has long had deep roots in Bahrain, serving individuals, SMEs, large corporations, and government-related entities. But Bahrain isn't just home to citizens, it's a vibrant, diverse expat community as well. HSBC's portfolio allowed us to strengthen our presence across both segments. We saw it as a natural extension of our mission: to serve the entire community with reliable, high-quality banking services. We are working to make the transition as smooth as possible. We are not just inheriting customers; we are welcoming new relationships. Many of HSBC's retail staff will join BBK, so familiar faces will stay. We have prioritised seamless system integration and service continuity. We are also developing solutions that reflect global transaction needs, especially for customers who value HSBC's international reach. BBK already offers comparable products, and we are committed to enhancing them in ways that feel natural and genuinely useful. BBK is deeply rooted in the local community, and this bond influences how we operate, both digitally and in our physical branches. We take pride in offering services that are friendly, reliable, and tailored. As a smaller institution, we are agile. We adapt quickly, respond to change, and work hard to earn and retain customer loyalty. Our core values – trust, discretion, and professionalism – are non-negotiable. These are not abstract ideals; they are evident in every interaction, especially as we welcome new clients transitioning from HSBC. We are transforming our decision-making by using data and analytics to guide every move because, without measurement, there is no progress. Technology drives this evolution. Our goal is to become Bahrain's most responsive bank across all touchpoints. That includes embedded finance, smarter digital channels, and AI that personalises services without compromising security. We are building a bank that understands your needs before you even ask. We focus on three core areas. First, we are exploring digital assets, an emerging space where we are working closely with regulators and partners to learn how to serve our customers safely. Second, we are expanding embedded finance. This involves teaming up with fintech, telecom and retail companies to deliver seamless, intuitive services wherever customers are. To support this, we are investing in digital tools like API ready systems that make these partnerships effective. Third, we see tremendous potential in AI. From enhancing customer support and boosting productivity to detecting fraud, AI enables us to serve more intelligently. Our goal is to support customers throughout their financial journey, whether they are starting a savings account, buying a home or launching a business. We are also committed to helping SMEs thrive. They power the economy, and by equipping them with smarter tools for payroll, reconciliation and growth, we help turn their big ideas into lasting success. More Insights
Gulf Insider
17 hours ago
- Business
- Gulf Insider
Action Labs CEO Shaikha AlSeddiqi: Helping Businesses Thrive
At Action Labs, Co-Founder and CEO, Shaikha AlSeddiqi, and her team are all about setting the trend rather than following it. The Bahrain-based Growth Consultancy is leading the charge with AI, insight, and agility to transform business across key industries. Shaikha tells us more. Now in its third edition, Business Leaders in the Middle East brings together sharp insights from across the region. These aren't mere interviews; they're windows into how leadership is evolving in a world shaped by rapid digital transformation. Technology touches nearly every industry now, and these leaders show us how to navigate change with purpose. Before 2021, we were running a creative agency. But when the COVID-19 pandemic hit, we noticed a clear shift. More CEOs and board members started approaching us not for running campaigns, but for strategic and technical guidance. We had prior experience running a tech company so, we were able to blend that technical know-how with our creative capabilities. It became clear that there was a real need for a partner who could speak both languages, creative and technical, with a genuine interest in helping businesses grow. That's when the transition to a consultancy started to make sense. Over the past two years, we've reached several significant milestones. We've won multiple global awards, but what matters more is the impact we've had on our clients. We've helped transform several FinTech brands into market leaders, achieving million-dollar growth in less than a year; that, to us, is our biggest accomplishment.T oday, we work with some of the largest financial institutions in Bahrain and across the region. We've also launched our own FinTech podcast, Swalef Tech, which is now gearing up for its second season with a major global sponsor on board. On the tech front, we're making serious investments in AI. Our teamis incredibly passionate about it. Infact, our co-founder recently launched a regional think tank dedicated to exploring how AI can address social and economic challenges in the Gulf. It's something we're very proud of, and it reflects our long-term vision to stay ahead and create meaningful, lasting impact. One of the toughest challenges we faced was scaling. While it all looked exciting from the outside, success came with a lot of pressure behind the scenes. We found ourselves working non-stop, often competing with global firms. There were times it felt like we were living at the office. What helped us get through it was our core team. We've been together for years and have built a strong foundation of trust and support. That kind of camaraderie makes a huge difference when you're facing tough times. It helped us maintain our culture and keep going. The biggest takeaway for us was simple but powerful: if you're not evolving and innovating from within, someone else will. That mindset fuels everything we do. We constantly ask ourselves: how do we improve? How do we create more impact? How do we stay relevant and efficient? Staying agile has always helped us stay ahead. Resistance to change is human nature. People naturally cling to what they're familiar with. That said, most of our clients today are surprisingly open to innovation especially given how quickly technology is evolving. We work closely with them every step of the way, helping them adopt to new tools, platforms, and shifting mindsets. We see ourselves as one team with our clients, growing together. Our approach to data and growth and it creates a faster, more responsive feedback loop, and that's rare. AI and digital transformation are nolonger buzzwords. They're redefining how value is created, delivered, and measured. We always say that software is just software; it's all about how you use it. Many companies today are underestimating just how fast AI is moving. Some global organisations already complete 50 percent of their operations using AI, replacing human roles in the process. We're very hands-on with the latest public and beta-stage technology – both software and hardware. For us, AI isn't just a trend; it's a tool we're actively integrating into our work. We're making sure both our business model and our team are future-ready. It's a top priority for us and for our clients. We were early adopters of platforms like TikTok and have worked directly with their team for years. What surprised us was how slow some regional brands were to adapt. Many waited too long; even when the data was right there. There's still a gap in understanding how consumer behaviour has evolved. Take second-screen behaviour; it's often seen as a challenge, especially for long-form content. But it actually reveals what today's consumers are looking for: speed, ease, and personalisation. Attention spans have collapsed. If you thought you had ten seconds, now you've got two. That impacts everything: your messaging, creative execution, and platform strategy. Hyper-personalisation is no longer optional. It's expected. So we've made it a priority for all our clients, helping them turn that shift into a powerful growth opportunity. More Insights
Gulf Insider
17 hours ago
- Business
- Gulf Insider
Bader Sater, FinTech Bay: Dives into MENA Innovation Academy
Bader Sater, CEO of Bahrain FinTech Bay, is convinced that talent is the key to unlocking the region's next wave of digital growth. In this interview, Sater talks to us about the MENA Innovation Academy, an initiative that, along with a host of other strategies, is cultivating future-ready leaders equipped to shape the fintech landscape from the ground up. Now in its third edition, Business Leaders in the Middle East brings together sharp insights from across the region. These aren't mere interviews; they're windows into how leadership is evolving in a world shaped by rapid digital transformation. Technology touches nearly every industry now, and these leaders show us how to navigate change with purpose. The MENA Innovation Academy was born out of a need we could not ignore. As the region accelerates its digital transformation, we saw a clear gap in access to world-class, practical fintech and innovation education tailored to our context. Governments are investing heavily in digital infrastructure, regulators are adapting at pace, and private sector players are on the run to stay competitive. But there has been a missing link: the talent that bridges vision with execution. That's where the MENA Innovation Academy comes into play. The academy is an initiative powered by Bahrain FinTech Bay in partnership with Reboot01. Our goal is to cultivate the next wave of fintech talent, up skill our region's professionals not just with theory, but with global-calibre, hands-on learning that is aligned with the MENA region's economic goals. We partner with world-renowned universities such as Georgetown University, UC Berkeley, etc, to provide participants with quality education that can help them lead transformation within their sectors, and equip the ecosystem to scale in a way that is sustainable and regionally grounded. The MENA Innovation Academy's courses target decision-makers, rising leaders, and technical professionals who are actively navigating change and need to stay ahead of it. These are people who are already making an impact, but want to deepen their expertise and align with international standards. The structure of our programs is modular, high-level, and in partnership with some of the leading global organisations and universities to ensure high-quality quality effective training and education. We are not offering generic certificates or passive learning.T he Academy is outcome-driven; every course is developed through a unique collaboration between top-tier institutions and industry stakeholders here in the region. That means our learners gain insights that are academically sound but also grounded in real-world challenges, particularly in fintech, AI, cybersecurity, and innovation strategy. What sets us apart is that we understand the cultural and regulatory context of the MENA region, and we have built a learning model that keeps that in consideration. BFB has always operated with a broader vision in mind; we are here as an ecosystem builder. Bringing the full spectrum of market participants together. With initiatives like the MENA Innovation Academy, which is an initiative between Bahrain FintechBay and Reboot Coding Institute, this allows us to address a long-standing gap in high-level up skilling and position Bahrain as a regional anchor for fintech and tech-forward learning. By partnering with organisations, universities, and private sector players, we are creating a pipeline of future-ready leaders who understand both global dynamics and regional intricacies. From the very beginning, we anchored BFB in three main roles: agility, collaboration, and were interested in building deep partnerships with our regulator, the Central Bank of Bahrain, working closely with the Economic Development Board(EDB), and supporting other financial institutions in Bahrain. This approach allowed us to align with government priorities and created open channels for global and local fintechs to co-exist and attract foreign direct investment in Bahrain. We focused on building trust and delivering impact through partnerships and acceleration programs, education and training, research, and comprehensive ecosystem support. That long game is what positioned BFB as a leading fintech hub in the region. The pace of change in fintech and innovation is continuous, so what we focus on is creating a culture that adapts quickly to these changes. I personally rely on three things: staying deeply connected to the ecosystem, seeking diverse perspectives, and always planning for the long term while being agile in the short term. I don't believe in reacting but rather being ready and proactive. This kind of mindset helps us absorb change and not be disrupted by it. Bahrain has already proven that geographical size does not limit ambition. In the next five years, I see Bahrain doubling down on its role in the fintech space, a place where we continue progressing in regulations, attracting foreign direct investments, and nurturing talent. I can also see more strategic cross-border partnerships come into place. We are uniquely positioned through our strategic location, which makes us a gateway to the GCC with a pro-business ecosystem and strong regulatory infrastructure. More Insights
Gulf Insider
17 hours ago
- Business
- Gulf Insider
General Assembly's Ahlam Oun on Powering Human Potential
Ahlam Oun, Director and Global Leader at General Assembly Middle East, tells us how the institute is reshaping education, championing local talent, and preparing the workforce for a rapidly evolving tech future. From co-creating curricula with leading companies to building confident hires, this interview dives into the heart of an upskilling revolution in Bahrain. Now in its third edition, Business Leaders in the Middle East brings together sharp insights from across the region. These aren't mere interviews; they're windows into how leadership is evolving in a world shaped by rapid digital transformation. Technology touches nearly every industry now, and these leaders show us how to navigate change with purpose. When we launched General Assembly Bahrain, the mission was never to replace traditional education – it was to complement it. We work alongside universities and institutions to build on strong academic foundations, bridging the gap between formal education and the rapidly evolving needs of today's job market. Our focus is twofold: elevating technical skills in high-demand fields like tech, data, and design, and evoking internal transformation through structured career coaching. Thriving in today's world isn't just about mastering tools- it's about building confidence, clarity, and the mindset to lead. That's why our commitment goes beyond the classroom. We extend outcomes and career support for up to nine months after graduation, understanding that navigating the job market and venturing into the future takes more than just skills – it takes mentorship, direction, and a community that walks with you. At the heart of it all is our belief in the power of Bahraini talent – to become the confident, capable, and preferred choice for employers both locally and across the region, all while advancing Bahrain's broader vision of a future-ready, diversified economy. 2025 marks our third year in Bahrain, and what a journey it's been. In just the past two years, we've trained and graduated over 1,500 learners through our full-time, part-time, and accelerator programmes in UX Design, Software Engineering, Data Analytics, and Career Development. Behind every number is a story of resilience, ambition, and transformation. We've built strong partnerships with universities, banks, institutions, and employers who share our belief in the power of up skilling. From launching employer-sponsored accelerators to hosting four major tech career fairs, we've actively connected our talent with real-world opportunities. Over 80% of our graduates have been enabled in roles across full-time jobs (70% of them), part-time positions, internships, and one-year training programmes. What we're especially proud of: 35% of them came from non-tech backgrounds and successfully shifted careers through our bootcamps, proving what's possible with the right support. Through workshops, speaker sessions, and industry collaborations, we continue to embed ourselves deeply in Bahrain's tech ecosystem. And this is still just the beginning. One of the most challenging yet defining moments for us has been navigating the space between talent and industry – catering to both, while elevating expectations on both sides. We've always operated as double agents, speaking two very different languages. One is the language of dreams: individuals, often from non-tech backgrounds, looking to break into a field they never thought other is the language of needs: organisations, local and global, seeking top-tier tech talent that delivers from day one. Speaking both languages, was never simple. Despite the challenge, it led to some of our proudest breakthroughs. We've seen companies take a chance on potential, not just pedigree. We've witnessed Bahrainis rise – some with completely different experiences than what they aspired to – proving that grit, determination, and the right training can bridge even the widest experience gap. What felt like a difficult balancing act at first has become our edge – and our purpose. Resistance is just another form of feedback – it's information. We don't push change for the sake of it; we take the time to explain why it's needed, and we make space to listen. Most of the time, resistance isn't about the change itself – it's about how it's introduced, or fears around what it might mean. That's why, when we set out to revamp our Java training and elevate tech talent in that space, we didn't do it in isolation. We went straight to the source – top-tier companies – and asked them exactly what they were looking for. Then we brought them in to co-create the curriculum with us, making sure it wasn't just aligned with market demand, but directly shaped by it. Change only works when people can see themselves in the outcome. More often than not, what starts as resistance turns into alignment because people don't resist progress, they resist not being part of it. At General Assembly Bahrain, we don't just build talent, we build belief and pipelines for the future. We understand where the market is heading, how economies are shifting, and what industries need, not just today, but tomorrow. That's why we've become a trusted pillar for governments, international institutions, and companies looking to future-proof their workforce with real, ready, and resilient tech talent. We see people beyond their CVs, beyond their current roles or past experiences. We see what they'recapable of becoming. That belief is embedded in everything we don't just train, we co-create with employers, we coach with intention, and we stay in it with our graduates long after they complete the programme. We've made outcomes- not enrolments – our measure of success. We've bridged the gap between ambition and industry and turned career shifters into confident hires. It's not transactional. It's not surface-level. It's deep, personal, and transforming the region's tech workforce – one life, one role, and one future at a time AI isn't on its way – it's already here and it's reshaping how we think, work, lead, and grow. That's why we built General Assembly's AI for All Academy- a first-of-its-kind offering in the region designed to close the AI skills gap and prepare every role, at every level, to thrive in an AI-powered world. We didn't build a one-size-fits-all programme; we built an entire ecosystem. One that speaks the language of leaders making strategic decisions, data teams building infrastructure, and business professionals driving daily operations. Our programmes are role-specific, expert-led, hands-on, and customisable, with real use cases tied to your industry and half-day sessions to deep-dive accelerators, we take teams from AI-enabled, to AI-augmented, to AI- superpowered and we do it in a way that delivers true Return on isn't about tech for tech's sake. It's about preparing your people, transforming your business, and staying competitive in a world that's moving fast. Governments and global companies have already trusted us to up skill their teams One of the most notable shifts we've seen is that learners are no longer just coming to us for skills – they're seeking clarity, direction, and a sense of reinvention. Today's talent is highly intentional. They want programmes that align with their pace, lifestyle, and aspirations – whether that's through flexible formats, micro-certifications, or hands-on, real-world projects. What's been most striking, though, is the growing importance of belonging. When learners feel genuinely seen, supported, and part of a community, the transformation goes far beyond technical skills – it becomes personal, lasting, and deeply impactful More Insights
Gulf Insider
3 days ago
- Business
- Gulf Insider
National Bank of Bahrain's Usman Ahmed: leadership outlook
Usman Ahmed, Group Chief Executive Officer of the National Bank of Bahrain, discusses the bank's role in supporting Bahrain's financial stability, its community focus, and how it's embracing digital innovation amid shifting scenarios in this exclusive interview. Now in its third edition, Business Leaders in the Middle East brings together sharp insights from across the region. These aren't mere interviews; they're windows into how leadership is evolving in a world shaped by rapid digital transformation. Technology touches nearly every industry now, and these leaders show us how to navigate change with purpose. The FinTech ecosystem in Bahrainhas flourished thanks to a progressiveregulatory framework. At NBB, We see great value in collaborating with FinTechs to enhance niche customer experiences and expand our offerings. We're exploring partnership models in the UAE and Saudi Arabia, using our commercial banking licences to offer banking as a service. Recently, we partnered with a FinTech to introduce digital ID verification on our retail app. FinTech involvement has broadened the industry's scope, and we remain committed to both partnerships and investing in best-in-class digital services for our customers. As Bahrain's largest domestic bank and a systemically important financial institution, NBB carries a responsibility that goes beyond serving customers, shareholders, and employees. Everything we do, whether it's product development, liquidity management, or resilience planning, supports not only our growth but also the soundness and stability of the broader financial sector. We view challenges as opportunities, always asking how we can better serve our customers and grow sustainably. Today's challenges are deeply tied to the broader environment, including geopolitical shifts. Being prepared for turbulence and adapting to rapidly changing scenarios is crucial. Another significant challenge is balancing innovation with legacy operations. We are rapidly investing in new technologies while still running a full-service bricks and mortar network. Unlike FinTechs, we have an extensive nationwide branch network in Bahrain and also have a presence in the UAE and Saudi Arabia. Whilst this multiplicity of channels offers our diverse customers in Bahrain the ability to choose from the best of both worlds, it comes with its associated challenges from an infrastructure perspective. However, we are proud of the role that the National Bank of Bahrain plays in the wider economy and optimise investments to serve all segments of society. This dual responsibility means we must serve all customer segments across both digital and traditional channels. It's a delicate balancing act but one that's central to our role in supporting a resilient, inclusive, and forward-thinking financial ecosystem in Bahrain and beyond. It all begins with a digital-first mindset. At NBB, we focus on serving customers efficiently and conveniently through mobile platforms. This requires not only technology but also internal capabilities, so we continuously up skill our teams, including AI training and internal innovation contests. We also partner with accelerators to support Bahrain's wider tech ecosystem. Our tech strategy revolves around three pillars: serving customers, running the bank, and protecting it. Across all, we prioritise agility, innovation, and staying ahead of the curve. The scale of personalisation enabled by technology has been surprising. What's fascinating is how its blurred sector boundaries; financial services are no longer delivered just by banks or fintechs. Today, you find them embedded in e-commerce platforms, delivery apps, and even telecom providers. Technology has expanded the landscape, allowing diverse industries to offer financial services through personalised, cross-sector value propositions. Watching this unfold has been remarkable, and the pace of change is accelerating. With AI, we can expect even greater hyper-personalisation in the years to come, reshaping how customers engage with services across the board. The key prediction is to expect the unexpected. Just 12 to 18 months ago, few would have anticipated AI's pivotal role in finance, and that unpredictability will persist. Another major trend is the acceleration of tokenisation. Fractional ownership and using tokens as alternative stores of value or mediums of exchange, whether for retail or corporate clients, will become increasingly significant. Quantum computing is also worth watching. While its real-world applications are still evolving, it holds vast potential to disrupt the sector. Tokenisation seems clearer in its scalability, but quantum computing could well be the next big surprise in financial innovation. Fortunately, since joining NBB, I haven't faced a crisis as massive as the COVID-19 pandemic. However, during the recent geopolitical tensions, we came close. The heightened uncertainty pushed us to activate elements of our crisis management playbook, evaluating business continuity, reassessing physical operations, and strengthening our balance sheet for liquidity and resilience. It was a valuable exercise in preparedness. While every day involves decision-making, it's the tough, unexpected moments that truly test leadership. Responding swiftly, and being ready to take on a crisis are qualities that leaders need to build long before facing a challenge. Engaging both the management team and wider organisation is vital; not just to reach the best decision, but to ensure execution buy-in. I focus on clearly explaining the 'why', listening carefully, and aligning decisions with our long-term vision and strategy. Day to day, prompt decision-making is essential. It's important not to become a bottleneck that slows down progress across the organisation. When we refreshed our organisational values, we identified four key traits. First, agility is essential in an unpredictable, fast-changing environment with new technologies and disruptors. Second, a mindset of innovation, both individually and collectively. Third, ownership – the ability to drive decisions and execution. The fourth trait, undeniably, is collaboration. These qualities underpin effective leadership. and go hand-in-hand with transparency and strong communication. The SME segment is vital for any economy, and at NBB, we are deeply committed to supporting it. We are upgrading our SME business model, designating specific branches across Bahrain as SME centres to provide dedicated services. We are also investing in technology, rolling out our revamped corporate online banking platform for SMEs. Additional relationship managers are being hired, and lending programmes are being revamped and expanded in partnership with Tamkeen, for both NBB and ourIslamic subsidiary, Bahrain Islamic Bank. We are also streamlining SME onboarding through digital platforms. Regionally, in the UAE, we have hired staff focused on SMEs, and in Saudi Arabia, we collaborate with financing companies that serve the sector, supporting them indirectly. Beyond business, NBB allocates up to 5% of net profits annually towards community initiatives, with key focus areas including social welfare, health, youth and education, and national initiatives. We partner with organisations like the Zakat Fund and INJAZ Bahrain, support talent development in the tech sector, and run innovation-focused activities such as hackathons. In health, we fund awareness campaigns, infrastructure, and supplies. We also align with Bahrain's Vision 2030, ensuring our people, capabilities, and sponsorships contribute meaningfully to national development. It's essential to explain changes in the context of the bank's long-term strategy and vision. Organisational structures evolve to enhance focus, launch new business lines or better serve customers. We make sure that every change offers growth, learning, and mobility opportunities. Clear communication and a sincere purpose help ensure changes benefit both the organisation and individuals, while improving customer service. More Insights
