Latest news with #Choucair
Yahoo
30-05-2025
- Business
- Yahoo
Why Trintech's CFO still values his CPA license after 30 years
This story was originally published on To receive daily news and insights, subscribe to our free daily newsletter. Trintech CFO Omar Choucair has spent his career navigating the full spectrum of CFO challenges. Areas like public markets, private equity, M&A, ERP overhauls and everything in between have made up the bulk of his career in corporate finance. Now, he brings a perspective rooted in collaboration, clear communication and a long-standing commitment to staying active as a CPA. In a recent interview, Choucair discusses the biggest lessons learned in his career, what makes ERP transitions succeed or fail, how to survive private equity oversight, why being frugal when hiring for the finance team may backfire, the declining number of CPAs among CFOs and more. CFO, Trintech First CFO Position: 1999 Notable previous employers: Multiview DG FastChannel Chancellor Media KPMG Audit This interview took place at Gartner's CFO and Finance Executive Conference in National Harbor, Maryland, on May 20. It has been edited for brevity and clarity. OMAR CHOUCAIR: I've kept it up for 30 years. One of the few CFOs who do. It's really important to me personally. The issue of young, smart people not getting into accounting isn't going to be solved by changing to four years. It's about the money. There has to be more money in public accounting. I firmly believe my success is tied to my 10 years at KPMG. The experience, deadlines, challenges, communication skills, stress — you can't get that anywhere else. That's the best starting ground for a CFO. I have two daughters. They did 150 hours and got their CPAs. Early on, their friends were making 30, 40, 50% more than they were. That's a downer. And millennials, the kids today, want to get paid for what they've done. "The answer, or at least a big part of it, is that young people have to get paid more money in public accounting." Omar Choucair CFO, Trintech The Big Four have increased salaries somewhat, maybe 20–30% in the last two years, so maybe there will be some alleviation there in the future. But from an education perspective, I got my CPA after 120 hours and turned out fine. I don't think that's the answer. The answer, or at least a big part of it, is that young people have to get paid more money in public accounting. Yes, absolutely. Now it's changed. A lot of people come through finance or operations. But for me, I'd rather have the base of how things work in a company and then get the operational experience. I love operations, but I think it's very hard to come from ops and then understand how the program works. COVID changed it for me because when it happened, people were really distraught. And the only thing they knew to do was go, 'Hey, we need to go check with the CFO,' because there were capital issues, there were debt issues, you had employee issues, culture issues, IT issues — every issue could come up. That March [2020], people were doing hundreds of different types of forecasts. I think that was like the watershed. Communication across the C-level. I think many companies worked in silos. Even though they didn't want to, I think many organizations did, just because that's the way the CEO set it up. But once COVID hit, everything had to be on the table, and the CFO was the go-to person in many companies. Everybody had to talk to each other. There had to be somebody taking notes, setting up execution items — who was going to do what by tomorrow? Who was going to do what by next week? And in many cases, it just fell on the CFO. So I'm just saying, to me, that's it — everything accelerated because the world got more complicated. It taught me the value of streamlined communication and cross-collaboration. I spent a little over 15 years in public companies and then did my first period with private equity for five years. You have to be incredibly organized around both organization and communication. Those are the two keys. "As a public company CFO, you can't miss more than two metrics. If you miss revenue growth, EPS or another metric, your stock's gonna collapse 20-30%." Omar Choucair CFO, Trintech You have to be able to see around corners. And the only way to see around corners is to make sure you're organized and can communicate. And that's what I would tell people trying to take their first step. As long as you're aligned with the CEO and you're aligned with the private equity team, even if there's misalignment between CEO and PE, the train will go off the rails if the CFO communication isn't there with both parties. It's not less demanding, it's different. This is what I tell everyone: As a public company CFO, you can't miss more than two metrics. If you miss revenue growth, EPS or another metric, your stock's gonna collapse 20-30%. In private equity, you have 20 metrics. And it's OK if you miss a metric or two here and there, as long as you have a very well-filed, executed recovery plan for those metrics. It's just so much different. This is another major difference between working for a public company and one owned by private equity. It's hard in private equity. In public companies, it's more important. When people leave private equity, you often promote internally or restructure. My view has always been: get the absolute best people — people smarter than me. And when that happens, there's an opportunity. We just did that recently with a departure. From what I've seen in private equity, formal documents that have outlined succession plans for executives don't usually exist. The board may have an idea. If something happened to me where I had to suddenly leave, I think my fellow executives and finance team could keep things going for six months to a year. And if someone internal can step up, great. If not, they'd go external. It's a timely question, because we're looking at that right now. Nothing can prepare a company or a CFO more than complete, massive documentation — flowcharts and documentation narratives. I spent 10 years in public accounting, and I learned quickly that finance needs a narrative that can take people across the organization through the accounts payable cycle. For companies to be successful, you need all those narratives and flowcharts completely cooked, baked and ready to go. "I spent 10 years in public accounting, and I learned quickly that finance needs a narrative that can take people across the organization through the accounts payable cycle." Omar Choucair CFO, Trintech In the last 10 years, we've done order-to-cash implementations, ERP implementations, HR implementations — they're all incredibly difficult. Make sure you have all your narratives and your flowcharts done, and you have to hire and onboard really good people before any implementations. Typically, you don't have those people on staff, so you have to hire consultants. If you do this proactively, and you're not cheap on hiring people, it will help make the process much smoother later on. I never blame salespeople. It's procurement, it's legal, it's me. You can't contract with an ERP company and then six months later say, 'Well, that's different than what they said.' It's always going to be different. It's up to the company. People who have been around discount a lot of what salespeople tell them. And that's what we do — so you have to assume what people are telling you is not 100%. As an organization, we automate front-end solutions and reconcile third-party data systems into ERPs, but we don't replace the ERP. We make it stronger and more effective. So luckily, we can use our own tools. However, over the last four years, we've aggressively tried to upgrade every piece of the stack. That includes the FP&A tools, all the data tools and now our ERP. Recommended Reading Cin7 CFO Erik Rothschild on scaling finance under private equity Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Campaign ME
20-02-2025
- Business
- Campaign ME
Omnicom consultancy Sparks & Honey expands to the Middle East with Dubai office
Omnicom's cultural intelligence and foresight consultancy Sparks & Honey has expanded into the Middle East with the opening of an office in Dubai. Until recently, it was part of the Hall & Partners network. By integrating the expanding Sparks & Honey network, Omnicom Media Group's research capabilities will now include a broader range of services and technologies, especially in the field of cultural intelligence and foresight. These purpose-built solutions are designed to help brands identify the cultural trends shaping the future and their impact on brands. Elda Choucair, CEO of Omnicom Media Group MENA., said, 'We've always been driven by operating at the cutting-edge of our industry to keep our clients at the forefront of theirs. Bringing our research unit into the growing Sparks & Honey network allows us to not only bring something new in market research in terms of practice and technology but also differentiating and impactful.' 'In today's rapidly changing context, brands need to connect the dots between cultural intelligence and understanding cultural change as this drives their success. In order future-proof organisations, we leverage both human and artificial intelligence to quantify culture and ignite transformation for brands and their consumers,' Choucair added. In addition to uncovering emerging trends and market segments with Sparks & Honey's Q Cultural Intelligence, the Culture Engine in Omnicom's marketing orchestration platform Omni, the consultancy is also offering comprehensive quantitative, qualitative market research and analytics solutions. Its Brand Intelligence Tool, a locally developed system being implemented globally, is a powerful always-on brand tracking system. Chady Debs, General Manager of Sparks & Honey MENA, said, 'For years, we've provided market research services that help our clients grow their brand equity, elevate their products and services, and improve their customer experience. As sparks & honey, we can be innovative while staying true to our core values, mission, and commitment to serving our partners,' Debs concluded, 'As we embrace new technologies to help them respond to growing challenges, our new approach is a timely expression of our own transformation and the expansion of our service offering. This evolution goes beyond the cosmetics. It reflects a deeper alignment with our mission and sets the stage for a dynamic future.'
The Guardian
12-02-2025
- Entertainment
- The Guardian
Fashion's ongoing obsession with football jerseys: ‘I would absolutely die for that shirt'
Instagrammer Mariame Choucair has built a steady following from her love of football and obsession with football jerseys. The Sydney pharmacist is a lifelong fan of the game, but it's her 'fit checks – photos of her, red lipped with a chic brunette bob, sporting a retro football kit – that have positioned her as a style influencer. The Guardian's journalism is independent. We will earn a commission if you buy something through an affiliate link. Learn more. 'I love wearing my football shirts – and not just to matches,' she says. 'I love incorporating them into everyday looks. I like to dress it up in a feminine way; I'll wear [a jersey] with an A-line skirt, short or long.' Choucair posts photos to her followers of her styling the retro football shirts she collects – think a long-sleeved, cherry-red Bayern Munich top with a black-and-white tweed miniskirt. It's a look she's rocked for years, but Choucair says it has been 'really cool' to see the rise of 'blokecore' on TikTok over the last two years, a term used to describe men and women styling vintage football shirts with baggy or straight-cut jeans, knee-length shorts, skirts and trainers – especially Adidas Sambas and Gazelles. Sign up for the fun stuff with our rundown of must-reads, pop culture and tips for the weekend, every Saturday morning In the last year, Hailey Bieber, Sabrina Carpenter and Dua Lipa have posted photographs of themselves wearing football shirts, both team jerseys and custom designs, and fashion brands Balenciaga, Stella McCartney and Armani have embraced football culture in their collections. The trend has surfaced globally over the last five years, with Australian stores noticing the impact more recently. When vintage football shirt store PFC Vintage opened in Melbourne in 2019, its director Paul Blake recalls most customers were straight-up football fans. Nowadays, he says, 'festival culture and the 'blokecore' movement' has transformed jerseys into 'socially acceptable' casualwear. This article includes content provided by Instagram. We ask for your permission before anything is loaded, as they may be using cookies and other technologies. To view this content, click 'Allow and continue'. Ed Podlubny, the owner of clothing store Vintage Sole, also in Melbourne, agrees. 'There's been a noticeable shift in the demand for football shirts, driven by a more diverse and fashion-savvy crowd,' he says. 'Football kits have transformed into a cultural phenomenon, merging sport, fashion and personal identity. It's a huge departure from the classic game-day look.' Dr Harriette Richards, a senior lecturer at RMIT's school of fashion and textiles, has noticed more football jerseys on her students too. 'It's not a particularly gendered trend,' she says. 'I think it's wrapped up in the broader 90s fashion trend, a throwback to 90s football culture that's different from contemporary football culture. 'The graphic designs of the 90s shirts are cool, and the sponsorships of the clubs are different now. They're not accountancy brands or betting brands. Back then it was Mars bar and Sega.' Football jerseys have never been cheap, but now that retro kits are sought-after fashion items, retailers are capitalising. Ultra Football in Sydney sells current kits of the world's biggest teams for about $120, but a limited-edition 1974 Lazio shirt goes for $220. And if you're seeking match-worn shirts, PFC Vintage sells them for over $1,000. Brisbane-based Mystery Kits Australia, a company that sells gift boxes containing a 'mystery shirt' from any club in the world, says sales have 'skyrocketed' among gen Z customers. 'Once seen as dorky or childish, pairing a football jersey with shorts and a nice pair of shoes has become commonplace,' says co-founder Harry Johnson. 'Part of the appeal is wearing a rare kit from 20 or 30 years ago that no one else has.' Sign up to Saved for Later Catch up on the fun stuff with Guardian Australia's culture and lifestyle rundown of pop culture, trends and tips after newsletter promotion Most teams with an international following have a 'retro' section on their website where you can buy replicas of discontinued kits. And teams are leaning on celebrity football fans to launch new versions of vintage styles. When Manchester United revealed its 2024-25 kit, it did so with a campaign featuring the Irish actor Barry Keoghan wearing a club tracksuit, soundtracked to 90s dance music. Then there are teams generating more buzz for their fashion than their football. Venezia FC, a middling Italian football team, was dubbed 'the world's most fashionable football club' by GQ, and the team routinely launches new shirts with elegant shoots that would be more at home in fashion magazines than on the training ground. FC Versailles, the third-tier semi-professional French outfit co-owned by Formula One driver Pierre Gasly, is also cashing in on its kit with a streetwear collaboration with Kappa. 'You have to credit Venezia and Versailles for marketing their shirts as fashion items,' says Podlubny. 'They're tapping into a wider audience beyond traditional football fans. These clubs recognise the crossover between sport and fashion.' But clubs that prioritise aesthetics and high-end collaborations 'risk alienating dedicated football fans who value the shirts as symbols of team pride rather than fashion statements', he says. Choucair, who collects both jerseys and football boots, welcomes fashion's interest in football. 'If I am wearing something original and vintage, people will ask about the era of the kit,' she says. 'I love connecting with people who love the game.' She owns about 60 Sydney FC shirts, 40 Germany shirts ('the oldest I have is from 1994') and countless others from Bayern Munich, Germany, England, the Socceroos and Matildas. 'I'm always on the lookout for vintage Sydney FC kits that were never for sale commercially,' she says. But her 'grail jersey', she says, is a France 98 home kit with Zidane on it: 'I would absolutely die for that shirt.'
MTV Lebanon
29-01-2025
- Business
- MTV Lebanon
Gemayel meets with Economic Bodies delegation
Lebanese Kataeb Party Leader MP Samy Gemayel has called for urgent reforms to revive the country's economy, emphasizing the resilience of the private sector in the face of Lebanon's ongoing financial, economic, and political challenges. Speaking during a meeting with a delegation from the Lebanese economic bodies at the Kataeb Party's headquarters in Saifi, Gemayel underscored the opportunity Lebanon faces for historical change. 'We are at a moment of opportunity to implement the necessary reforms that will help lift Lebanon and its private sector,' Gemayel said. 'The private sector is the backbone of Lebanon's economy, creating jobs and improving the purchasing power of citizens. Reforms in this sector are a priority for the Lebanese people." Gemayel's remarks were part of a broader discussion on strategies to develop Lebanon's economy and restore growth. The leader of the Kataeb Party outlined his vision to revitalize various productive sectors, including tourism, industry, and agriculture. He stressed the need for clear and actionable plans for these industries to overcome their current challenges. Furthermore, Gemayel emphasized the importance of strengthening Lebanon's ties with Arab countries to open new markets for Lebanese exports, which he argued is essential for boosting Lebanon's economy. He also highlighted the Kataeb Party's electoral platform, the 'Lebanese Project,' a comprehensive vision for economic, financial, industrial, agricultural, and tourism reforms. The project was shared with the meeting's attendees, marking an essential step toward policy reform. The Lebanese Economic Bodies delegation, led by former Minister Mohammad Choucair, also expressed support for Gemayel's call for reform. Choucair praised the Kataeb Party for its critical stance against Lebanon's flawed financial policies. 'The Kataeb Party has played a vital role in challenging the government's fictitious budgets and oppressive tax laws that burden the legitimate private sector,' he said, lauding the Kataeb's commitment to implementing a reformist agenda. The meeting, which included prominent figures from various sectors, also included discussions on the key challenges facing Lebanon's tourism, industry, agriculture, trade, and construction sectors. The Lebanese Economic Bodies laid out their own plans for reform, including proposed legislation on investment incentives, tax modernization, social security, customs, and laws governing technology and automation. The Economic Bodies are preparing to present their proposals to President Joseph Aoun and the designated Prime Minister, aiming to secure the legislative changes necessary to ensure Lebanon's economic revival. Choucair also stressed that the reform plan includes key actions to address pressing issues, such as tax evasion by illicit institutions, which he described as a significant impediment to Lebanon's economic recovery. The meeting concluded with a strong commitment to continued coordination between the Kataeb Party and the economic bodies, with both sides agreeing to work together on the proposed reforms to ensure that Lebanon's economic policies align with the needs and priorities of the Lebanese people. The hosted delegation included Former Minister and Head of the Lebanese Economic Bodies Mohammad Choucair, Secretary-General of the Economic Bodies and President of the Beirut Traders Association Nicolas Chammas, Treasurer of the Economic Bodies and Vice President of the Beirut and Mount Lebanon Chamber of Commerce, Industry, and Agriculture Nabih Fahed, Vice President of the Lebanese Industrialists Association Ziad Bakdash, President of the Federation of Tourism Syndicates Pierre Ashkar, President of the Contractors and Public Works Syndicate Maroun Helou, President of the Oil Importers Association Maroun Chammas, President of the Lebanese Franchise Association Yihya Qasaa, President of the Lebanese Businessmen Association Nicolas Bou Khater, Vice President of the Beirut and Mount Lebanon Chamber of Commerce, Industry, and Agriculture Gaby Tamer, President of the Lebanese-Gulf Economic Relations Development Authority Elie Rizk, Secretary of the Economic Bodies Alphonse Dib, Tax Consultant to the Economic Bodies Hisham Al-Makmel. In addition to the Party's leader, members present from the Kataeb included MPs Salim Sayegh, Elias Hankach, and Nadim Gemayel, members of the party's Political Bureau, former Minister Alain Hakim and Naji Sfeir, Head of the Economic and Social Affairs Department Jean Tawile, Head of the Legislation and Public Policies Department Lara Saadeh, Head of the Emigrants Department Michel Hrawi, Head of the Labor Council Ziad Kaadi, Head of the Public Relations Department Maurice Gemayel, as well as George Jomhoure, and Khalil Dagher.
