Latest news with #KarimBennis
Economy ME
21-05-2025
- Business
- Economy ME
e&: Financial discipline key to group's continuing success
Group chief financial officer at e&, Karim Bennis, speaks to Economy Middle East about building a financially robust organization strategically positioned to empower operational agility and drive sustainable growth for years to come. e& has reported a record-breaking financial performance, with a consolidated net profit of AED10.8 billion and a 10.1 percent revenue increase in 2024. From a financial leadership perspective, what were the key factors that drove this growth, and how do you plan to sustain it in an evolving economic landscape? e&'s 5-year record-breaking financial results are a powerful testament to the bold vision and dynamic strategy driving our performance. At the heart of our achievements is a relentless focus on digital transformation, strategic diversification, and global expansion, all while reinforcing our leadership in our UAE home market. By embracing digitization and pioneering next-generation technologies, we're leveraging our telco roots to transform and become a global tech powerhouse. Our strategy to move beyond traditional connectivity and tap into high-growth sectors, both regionally and internationally, has unlocked new opportunities and created long-term value. This momentum is fueled by the passion and expertise of our people, whose commitment has been central to delivering our standout financial results. e& has reported a record-breaking financial performance, with a consolidated net profit of AED10.8 billion and a 10.1 percent revenue increase in 2024 Read: e& crowned world's fastest growing brand as valuation reaches $15.3 billion In 2024, we delivered exceptional results : AED 59.2 billion in revenue, AED 26.5 billion in EBITDA, and a record-breaking AED 10.8 billion in net profit. Operating cash flow reached AED 18.2 billion, representing 31 percent of total revenue. The real story goes beyond the financials, as this was a year of transformation and the result of a clear and bold vision and disciplined execution. Our telecom operations achieved a robust 49 percent EBITDA margin, solidifying our financial strength and earning us best-in-class investment-grade ratings of AA- by S&P Global and Aa3 by Moody's. Our strategy is about challenging the status quo, finding the right balance between investing for future growth and maintaining a disciplined financial approach: Fueling growth when it counts, sharpening operations with precision, and maximizing our ROI. And we carried that momentum into the first quarter of 2025 and carved out a story of clarity and audacity. Q1 results speak for themselves: Subscribers: 194.8 million, up 12.9 percent Revenue: AED 16.9 billion, up 18.7 percent YoY EBITDA: AED 7.4 billion, up 15.4 percent Net profit: AED 5.4 billion, up 129.9 percent Operating free cash flow cash flow: AED 5.7 billion, with a 34 percent margin (excluding spectrum) These figures aren't just performance metrics — they reflect our ability to turn one in every three dirhams of revenue into cash. Our decision to monetize our 40 percent stake in Khazna Data Centers was a calculated move to free up capital, strengthen our balance sheet, and maintain our focus on investing in our core telecom infrastructure and digital technologies. I see numbers as only the outcome , never the input. And this quarter's numbers are no exception. They come from our committed international teams who dare every day to chart blue oceans where bold ideas and execution create enduring value. The UAE continues to shine on the global stage, ranked among the fastest countries for mobile speeds Today, our reach spans nearly 195 million subscribers across the globe. A powerful, diversified portfolio led by our core telecom business. Through e& international, we provide high standard connectivity across 19 global markets while branching into new frontiers of growth and innovation. All while targeted investments in 5G, AI-powered network optimization, and cutting-edge infrastructure in our home market continue to give us a technological edge in a fast-moving industry. The UAE continues to shine on the global stage, ranked among the fastest countries for mobile speeds, boasting the world's fastest 5G network, the world's fastest mobile network, and the GCC's fastest fixed network. Beyond telecom, we are reshaping the digital landscape. e& money has become the UAE's fastest-growing digital wallet, reflecting our leadership in the shift toward a cashless economy. e& enterprise is making waves in cloud services, cybersecurity, IoT, and AI-powered automation, empowering businesses and governments to advance in a digital-first era. Strategic acquisitions have propelled us even further. Our majority acquisition of PPF Telecom 's assets expanded our presence into Central and Eastern Europe, connecting millions more to our ecosystem. Our strategic stake in Careem Everything App also unlocks new possibilities for collaboration and value creation. Throughout this journey, we have maintained unwavering financial discipline. Through data analytics, operational efficiency and a focus on cash generation, we've scaled smartly while optimizing costs keeping us agile and resilient in an ever-changing landscape. Looking ahead, we're just getting started. We are doubling down on AI and digital services, building stronger global partnerships, and anticipating the trends that will shape the future of connectivity. As we continue to raise the bar, we remain deeply committed to creating lasting value for our customers, shareholders, and the communities we serve. e&'s majority acquisition of PPF Telecom's assets expanded the group's presence into Central and Eastern Europe e& has been making significant investments in AI, including a collaboration with IBM on AI governance and launching AI-powered solutions for SMBs. As GCFO, how do you balance the capital allocation for these innovations while ensuring sustainable financial returns? At e& , financial success is more than just numbers; it's about making bold, forward-thinking decisions that unlock sustainable, long-term value. Our capital allocation strategy is built on a careful balance of innovation and financial foresight, ensuring we invest where the future is being shaped while preserving the strength of our balance sheet and profitability. When it comes to AI, we assess investments through a structured framework: Strategic fit, scalability, risk management, and financial return. The collaboration with IBM on AI governance, for example, is about building trust and competitive advantage in AI-driven services. We pair this innovation-driven mindset with disciplined cost management. Every dirham invested in AI must deliver measurable value whether through monetization, operational efficiency, or strengthening our core telecom and technology capabilities. Our commitment to AI isn't theoretical; it's already transforming experiences on the ground. In the UAE, we introduced the 'EASE' autonomous retail experience powered by AI, machine learning, facial recognition, robotics, and smart infrastructure. 'EASE' reimagines how customers interact with our products and services, offering a seamless, futuristic shopping journey. We also know that collaboration is key to staying ahead. As a founding member of the Global Telco AI Alliance, alongside SK Telecom, Deutsche Telekom, Singtel, and SoftBank, e& is leading the charge in developing a multilingual Telco-specific Large Language Model (Telco LLM). This joint venture is designed to redefine how telecoms leverage AI and tailor it for the unique demands of the industry. Our proactive approach to partnerships and tech adoption is underpinned by a disciplined focus on operational efficiency and smart capital deployment. We're becoming our own disruptors. Thanks to our strong financial position, we can confidently invest in high-growth, high-impact areas like AI without compromising resilience. e& are doubling down on AI and digital services, building stronger global partnerships, and anticipating the trends that will shape the future of connectivity With a progressive dividend policy and a focus on capital efficiency, how do you balance reinvestment in growth with delivering shareholder value? Creating lasting value for shareholders while fueling long-term growth demands more than ambition; it requires a precise balance of financial discipline and bold reinvestment. At e&, this strategic equilibrium is embedded in our DNA. Our strategy combines a progressive dividend policy with efficient capital management and forward-focused investments, all aimed at securing future cash flow and profitable growth. At the core of this approach is an unwavering commitment to delivering consistent, growing value to shareholders. Our planned dividend increase from AED 0.80 per share in 2023 to AED 0.89 per share by 2026 goes beyond just a number; it's a powerful signal of our confidence in generating sustainable returns while continuing to invest in the opportunities that will define the future. Every capital decision is guided by discipline and intent. Whether it's new technologies, enterprise-scale services, or international expansion, our investments are strategically aligned to generate long-term value and strengthen our global footprint. Reinvestment is the engine of our future. We continue to double down on high-growth domains like 5G, fiber, cloud computing, cybersecurity, and AI-driven digital solutions where our capabilities and market vision intersect to realize value. At the same time, strategic asset monetization, like the recent $2.2 billion Khazna transaction, enhances our financial flexibility, supporting both deleveraging and bold reinvestment maintaining an attractive net debt to EBITDA ratio which as of March 2025 is at 0.88x and confirming our robust credit rating. This balanced, forward-looking approach is further reinforced by strong governance. We ensure capital is deployed efficiently and risks are proactively managed, whether from currency volatility, inflationary headwinds, or regulatory shifts. Through smart cost optimization, financial hedging, and a diversified portfolio, we've built a resilient platform capable of weathering market fluctuations while delivering solid returns. Ultimately, shareholder value isn't just about direct returns; it's about building a financially robust, operationally agile, and strategically positioned company that can drive sustainable growth for years to come. e&'s decision to monetize its 40 percent stake in Khazna Data Centers was a calculated move e& has consistently maintained strong investor confidence. What are the key factors that drive market trust in the group's financial strategy? Investor confidence in e& is built on more than performance. It's driven by a proven track record, disciplined execution, and a consistent ability to deliver in dynamic, high-growth markets. At every level, we are focused on one clear goal: Maximizing long-term shareholder value. Our progressive dividend policy reflects this commitment, providing reliable and growing returns. At the same time, we're investing decisively in the technologies shaping tomorrow: 5G, cloud, cybersecurity, and fintech, laying the groundwork for continued expansion and future value creation. A key pillar of investor trust lies in our strategic diversification. With a significant share of revenue now generated from markets beyond the UAE and a growing presence in non-telecom sectors, e& has successfully broadened both its geographical reach and its portfolio. This diversification boosts resilience and shields us from volatility in any single market or industry, providing a level of immunity from macroeconomic headwinds while capturing new opportunities. Our strong financial foundation reinforces this confidence. With $12 billion cash balance in March 2025, we have the agility to capitalize on new opportunities while staying protected against external risks. Strategic moves such as the acquisition of a controlling stake in PPF Telecom and the $2.2 billion monetization of Khazna demonstrate our ability to realize value, enhance financial flexibility, and validate the group's strategic direction. We don't just meet expectations; we surpass them. e& has consistently outperformed its financial guidance, with regular upgrades that underscore our precision, agility, and commitment to delivering results. This track record of exceeding market expectations strengthens investor trust and highlights our ability to adapt and thrive in a challenging environment. Strong governance, transparency and rigorous risk management are embedded in everything we do. Our disciplined approach ensures that capital is allocated wisely, risks are anticipated and mitigated, and shareholder interests remain at the heart of our decision-making. e& continues to drive investments in 5G, AI-powered network optimization, and cutting-edge infrastructure Financial performance can be impacted by external risks and market shifts. What are the key financial risks to watch for in 2025, and how is e& preparing for them? As we navigate the remainder of 2025, e& remains sharply focused on managing external risks and market volatility with resilience, agility, and foresight. While the global landscape continues to evolve, our strategy is built to withstand disruption and seize opportunity. Inflation remains a key challenge, particularly in markets such as Egypt and Pakistan, where double-digit rates are placing pressure on both consumers and operations. We're tackling this head-on by actively monitoring market dynamics and adjusting pricing strategies to protect margins while maintaining value for our customers. Currency volatility is another area of vigilance. Devaluations in key markets like Egypt have had an impact, but our ongoing expansion into strong currencies (Euro), particularly in Central and Eastern Europe, is helping mitigate and dilute the weight of the volatile markets. Thanks to our solid balance sheet and broad geographic diversification, we maintain the flexibility to adapt operations and protect financial stability. Regulatory changes are a constant in the telecom and tech sectors. We stay ahead by working hand-in-hand with regulators to ensure compliance and business continuity. Our business model is designed to adapt quickly to changing regulatory landscapes minimizing disruption while ensuring long-term alignment. In today's interconnected world, geopolitical uncertainty poses real risks from disrupted supply chains to shifts in investment flows. While we can't control these dynamics, our global presence and strong strategic partnerships offer critical insulation against region-specific shocks. At the same time, technology and cybersecurity remain top investment priorities. As AI advances and cyber threats grow more sophisticated, we are proactively reinforcing our digital infrastructure to ensure operational resilience and business continuity across all markets. Our OpCos strategy is also driving impactful local transformation. In Morocco, for example, we recently reaffirmed our commitment to national digital advancement through a strategic partnership between Maroc Telecom and Inwi. This includes the creation of joint ventures related to future FiberCo and TowerCo, which will accelerate the rollout of fiber optics and 5G infrastructure solidifying Morocco's position as a regional digital leader. Looking ahead, we're not just bracing for uncertainty; we're preparing to thrive through it. By maintaining a strong liquidity position, managing debt with discipline, and staying nimble in our capital allocation, e& is fully equipped to navigate the challenges and opportunities of 2025. We are confident in our resilience, ability to deliver our objectives, and agility to maintain strong momentum. What advice would you give to companies navigating today's economic uncertainty while maintaining financial strength and investor confidence? In today's volatile world, performance, market conditions, and even competitive advantages can shift in an instant. The only true constant is the ability to generate cash flows. But even that, while essential, is just the starting point. The companies that thrive are the ones that are prepared to confront the upcoming challenges and act with precision, urgency, and discipline. First, financial strength is not enough. Having a strong balance sheet is critical, but it is only a foundation, not a guarantee of future success. Instead of taking their performance as granted, companies must treat it as something that needs constant care, adaptation, and dedication. Just as we safeguard valuable assets, we must actively preserve and strengthen our market position every day. Second, reset the clock daily. The biggest risk in uncertain times is complacency. Organizations like ours must operate with a mindset that assumes nothing is permanent. This means questioning strategies, revisiting assumptions, and staying hyper-aware of potential risks. Leaders should instil a culture 'where the only constant in life is change' and hence remain agile because that's what drives resilience and performance. I have been privileged to work closely with our group CEO, Hatem Dowidar , who has trusted me and provided autonomy and a laser-sharp vision with strategic clarity and impeccable execution. His leadership has been pivotal in driving the transformation of the group and continues to challenge the status quo. Finally, investor confidence comes from discipline, not just results. And hence we must live up to our role as the economic guardians of the company. Investors don't just look at numbers; they look at how a company proactively manages its challenges while still delivering its commitments. Are you proactive? Are you disciplined in capital allocation? Are you making bold but responsible moves? Are you maximizing the return on your assets? Confidence isn't built on past success; it's a living asset we must earn every day through consistency, forward-thinking execution and bold decisions. For more interviews, click here
Gulf Business
14-05-2025
- Business
- Gulf Business
Building on data: How e&'s Dr Karim Bennis is powering its financial success story
Image: e& When you sit across from Dr Karim Bennis, group chief financial officer (GCFO) of We're meeting at the e& Tower in Abu Dhabi, where sunlight spills through floor-to-ceiling windows and across a sleek, utilitarian office — the kind of room where billion-dirham decisions are regularly debated and signed. Bennis, a polyglot with an academic pedigree spanning MIT, HEC Paris, Sciences Po, INSEAD and Harvard, exudes the kind of intellectual fluency and cultural agility that defines a new era of financial leadership. This isn't your spreadsheet-bound CFO; Bennis is part strategist, part catalyst — an influential force behind e&'s evolution from regional telecom operator to Once a regional telecom giant, e&'s now a global technology brand with its reach extending into fintech, AI, enterprise solutions, media, entertainment, and digital services. And while headlines often celebrate the brand's meteoric rise, the narrative behind that success is as much about strategic financial orchestration as it is about opportune timing – and that's precisely where Bennis's influence shines. 'Our journey of growth has been powered by bold moves, smart strategy and an unwavering commitment to financial discipline,' Bennis says, his tone both assured and reflective. 'By staying true to our strong foundations and a crystal-clear vision for the future, we've redefined what's possible.' Beyond telecom: Embracing the techco mindset The true transformation, as Bennis articulates it, lies in e&'s strategic pivot from a traditional telco to a dynamic techco. This evolution demanded more than just a change in branding; it necessitated a fundamental rethinking of how value is generated and captured in the rapidly evolving digital age. 'Telcos bring something unmatched to the table: massive infrastructure, expansive networks, and access to millions of diverse customers,' Bennis explains, his hands gesturing to emphasise the scale. 'Meanwhile, techcos inject the innovation DNA — the agility, the rapid iteration, the bold thinking — that enables breakthrough products and hyper-personalised solutions.' For the GCFO, the convergence of these two worlds isn't merely an interesting business case – it's the blueprint for e&'s sustainable and future-proof growth. Under his astute financial leadership, e& has strategically scaled its digital verticals, including the burgeoning e& enterprise and the customer-centric e& life, effectively leveraging a vast base of more than 190 million subscribers to unlock entirely new and diverse revenue streams. Record results, resilient strategy The financial figures themselves narrate a compelling story. In a rapid evolving market, the relentless pursuit of improvement has led to five consecutive years of record performance. In the fiscal year (FY) 2024, e& delivered its highest-ever revenue, reaching an impressive Dhs59.2bn, with net profit reaching Dhs10.8bn. The group's operating free cash flow stood strong at Dhs18.2bn — representing a significant 31 per cent of total revenue — a testament to their operational efficiency and financial resilience, providing ample capacity to fund ambitious investments while still delivering a healthy and sustainable dividend yield. 'It all comes down to timing, vision, and fearless execution — making the right moves, at the right moment,' Bennis emphasises, his gaze direct, underscoring the strategic agility that defines e&'s approach. This long-term view is also embedded in the company's shareholder value strategy, including its commitment to robust dividend payouts. For FY24, e& proposed a total dividend of Dhs0.83 per share, maintaining a progressive and reliable return to shareholders that reflects confidence in the business' cash-generating ability in the future. 'We've always believed in creating tangible, consistent value for our shareholders,' Bennis says. 'That's why we've not only maintained but enhanced our dividend policy over time — backed by strong free cash flow, resilient performance, and an effective capital allocation framework.' He also credits the close alignment with e& group CEO Hatem Dowidar as a pivotal component of the company's success. 'Working with Hatem has been incredibly empowering,' says Bennis. 'He has instilled a culture of ambition and trust across the organisation. We operate with a shared vision, and his leadership has allowed finance to take on a far more strategic, front-facing role. There's clarity in our direction — and that accelerates execution.' Expansion at breakthrough speed, grounded in value For Bennis, the pursuit of growth is intrinsically linked to the strategic identification and decisive capture of opportunities — always executed with discipline and a value-centric mindset. e&'s international expansion into the Central and Eastern European markets serves as a strong case in point. The group's acquired assets in Hungary, Serbia, Bulgaria, and Slovakia are demonstrating robust year-on-year growth of 7 per cent, with EBITDA margins consistently generating around a healthy 43 per cent. 'Our ability to move fast and seize the right opportunities has paid off,' Bennis notes, a hint of satisfaction in his voice. 'But it's never growth for growth's sake — it's about fit, performance, cash generation and value.' This disciplined mindset is evident in e&'s major partnerships — from building the largest private 5G network in the energy and manufacturing sectors, to an over $1bn collaboration with Amazon Web Services (AWS) in the cloud space. 'At e&, we approach investment not just with capital — but with conviction, clarity, and purpose,' he elaborates. 'We don't just follow the trends. We look around corners.' Bennis is also keen to highlight the role of operational efficiency and innovation in value creation. 'Through it all, our rock-solid financial discipline, consistent performance, and transparent practices continue to earn the trust of our investors,' he says. 'What truly sets us apart is our unique ability to blend strong financial outcomes with long-term value creation. Our evolution into a global tech powerhouse has propelled e&'s brand and investment value to a historic high — a staggering $20bn.' And that trust has financial expression. e&'s best-in-class credit ratings of AA- from S&P Global and Aa3 from Moody's reflect its exceptional balance sheet strength, ensuring both stability and agility as the group explores bold frontiers. 'These ratings aren't just symbols — they represent our capacity to invest boldly while protecting value. They reduce our cost of capital and give us unmatched financial flexibility,' he emphasises. As e& continues its trajectory of expansion and growth, both regionally and on the global stage, Bennis identifies key opportunities and challenges. 'Our UAE core market remains a critical engine of cash flow and stability, underpinned by our market leadership and high customer loyalty. However, with high market penetration, long-term sustainable growth demands strategic diversification — both across geographies and business verticals. Expanding regionally and globally isn't just an ambition — it's a necessity. We're committed to accelerating our geographic diversification and digital transformation to tap into new revenue streams and reduce over-reliance on mature markets.' Navigating the complexities of diverse international markets requires both strategic foresight and operational agility. 'In markets such as Egypt and Pakistan, where currency volatility and inflation pose challenges, our proactive regulatory engagement and tailored pricing strategies proved effective. In 2024, we successfully implemented price increases in both countries — a testament to our operational agility and local insight. Our broad international footprint and strong balance sheet allow us to absorb shocks and continue delivering organic, profitable growth across a diverse set of markets.' The evolving global operating environment necessitates constant adaptation and vigilance. Bennis further explains: 'The global operating environment continues to shift, but our resilient regulatory relationships and vigilance in risk monitoring ensure business continuity. We're constantly adapting to evolving regulatory frameworks and geopolitical factors — a strategic capability that enables us to stay one step ahead of disruption. Our investments in AI, cybersecurity, and next-gen infrastructure are not just defensive plays — they are foundational to our future-readiness. Today, we have deployed more 1,100 AI use cases focused on efficiency gains, risk mitigation, and customer-centric innovation. 'Maintaining a strong liquidity position and conservative leverage is key to our flexibility in navigating uncertainty, enabling us to fund growth, manage volatility, and respond quickly to market shifts. Our focus on reinvestment is equally disciplined. We're doubling down on high-growth sectors like 5G, fibre, cloud, cybersecurity, and AI-powered services, which are reshaping the digital economy. At the same time, strategic monetisation plays — such as the $2.2bn Khazna sale — exemplify our ability to realise value and deleverage our balance sheet further.' Financial leadership in a volatile world Despite global headwinds, Bennis remains resolute in his belief that financial agility is the key to future-proofing the business. 'To stay ahead, finance must be its own disruptor,' he asserts. 'That means challenging the status quo, anticipating risks before they emerge, and spotting opportunities where others see uncertainty.' From strategic geographic diversification to robust hedging strategies and real-time data-driven planning, e& maintains stability in an unpredictable world. 'As GCFO, my mandate is clear: ensure our financial strategy accelerates growth while safeguarding resilience,' Bennis adds. 'That means channelling capital into high-impact areas like AI, fintech, cybersecurity and cross-border expansion, while securing the best terms for financing.' He sees his role as more than a financial gatekeeper — it's about enabling transformation. 'Change is never easy, especially at this scale. But with the right mindset, structure, and sense of priority, we can move at breakthrough speed — and deliver breakout value,' he says. Karim Bennis says: People first, always Despite the company's digital acceleration, Bennis highlights the enduring importance of people. 'At the end of the day, our numbers reflect our people's dedication — not the other way around,' he says. 'Their energy, expertise, and day-to-day commitment are the real assets that drive sustainable growth.' He speaks passionately about empowering teams and fostering a culture of speed and transparency, without compromising on discipline. 'True resilience means more than endurance — it's about foresight, preparation, and the ability to adapt in real time,' he reflects. The evolving CFO As industries shift, the CFO role evolves. For Bennis, it's about being a transformation partner. 'The CFO is no longer just the steward of financials but a key architect of business transformation,' he says. 'From data analytics to real-time forecasting, technology is reshaping financial decision-making, requiring CFOs to be fluent in digital tools.' He also highlights the growing relevance of ESG, DEI, and purposeful collaboration. 'Autonomy, flexibility, and independence are critical for CFOs to become unbiased and objective in their judgements,' he adds. Today's priorities, tomorrow's opportunities At e&, the future is already in motion. The company's financial strategy has always fused prudence with ambition, and 2025 will further amplify this blend. 'We are operating in a world that is volatile, complex and uncertain — so while we double down on cash flow generation and capital allocation discipline, we are also laser-focused on forward investments that support our telecom infrastructure and digital evolution,' says Bennis. 'We don't see these as opposing forces, but as complementary imperatives.' With strong cash flows, premium credit ratings, and a reputation for delivering shareholder returns, e& is poised for the next era of value creation. 'Our strategy is simple: scale innovation, sustain performance, and serve shareholders,' Bennis says. 'That's how we continue to lead — not just in our sector, but across markets.' What ties it all together is our adaptability and strategic foresight. In a world of constant change, we've stayed ahead — not by reacting, but by anticipating and acting. With bold planning, sharp execution, and an eye for opportunity, we've delivered outstanding results — and we're just getting started,' he concludes, with a confident smile. Bennis' beliefs Words of wisdom from Dr Karim Bennis 'I always tell my children: don't be the best, be unique.' 'The objective is not to be number one in profit or dividend. Many things are not in our control — what matters is focus, commitment, and engagement.' 'I never walk into a meeting unprepared. Even if it's just 20 minutes with my CEO or board — I anticipate every question and prepare my response in advance.' 'When you're motivated, you will go the extra mile beyond your limits.' 'Discretion is one of my values. It is critical to business success.' ——————————————————————————————————————————————————————————————————————————————————————– The CFO's playbook: 10 leadership insights Group CFO Dr Karim Bennis, shares 10 impactful leadership lessons gleaned from his experiences 01 Results speak louder than words Bennis prioritises tangible achievements over self-promotion. 'Our journey of growth has been powered by bold moves, smart strategy, and an unwavering commitment to financial discipline.' e&'s global expansion and brand valuation exemplify this results-driven approach. 02 Cash is paramount Financial discipline underpins sustainable growth. 'Only cash matters. If your business doesn't generate cash, you're off-track.' This principle guides e&'s strategic decisions. 03 Trust and empower True delegation involves granting real authority. 'Delegation is not about passing tasks. It's about transferring responsibility and authority.' This fosters ownership and agility within e&. 04 Focus on resilience Empowered leadership and internal control are key in uncertain times. 'By harnessing the power of data analytics and automation, we've driven operational efficiency and reallocated resources toward high-growth opportunities.' This focus fuels e&'s resilience. In a volatile world CFOs resilience starts with understanding macroeconomic forces. 05 Preparedness is key Navigating global expansion requires local insight and strategic foresight. 'In markets such as Egypt and Pakistan, where currency volatility and inflation pose challenges, our proactive regulatory engagement and tailored pricing strategies proved effective.' Preparedness turns pressure into performance. It is not a luxury, it's a responsibility. 06 Communicate effectively Modern CFOs are strategic communicators. 'The CFO is no longer just the steward of financials but a key architect of business transformation.' Clear narratives drive understanding and alignment. 07 Sustainable growth focus Balancing short-term goals with long-term investments is vital. 'Our financial strategy is centered on striking the right balance — delivering on our short-term commitments while continuing to invest in emerging technologies that will drive long-term growth.' 08 Calculated boldness Strategic risk-taking and proactive planning are crucial. 'To stay ahead, finance must be its own disruptor.' e&'s strategic financial planning anticipates and navigates global shifts. 09 Challenge the status quo A forward-thinking CFO questions comfort zones to unlock new value. It is not optional; it's a strategic imperative while at the same time maintaining a legacy approach can be a silent risk. Challenging the status quo and bold leadership are key drivers of sustained growth. 10 Master communication and embrace continuous growth Bennis emphasises the critical role of clear communication and a mindset of constant progress. 'At the heart of my leadership style is one core belief: communication is essential. The ability to distill complex financial data into a narrative that's engaging, relevant, and easy to understand is what sets great finance professionals apart. I've learned that numbers alone don't move people — but stories do.' He highlights the power of tailored communication: 'Every audience is different. Whether I'm presenting to the board, speaking at an investor conference, or engaging employees during a town hall, I tailor the message to suit the moment. In a world of shrinking attention spans and digital distractions, clear, concise, and compelling communication makes the difference.' He champions a philosophy of relentless improvement: 'That's why I lead with one simple mantra: reset the clock every single day. No matter how well we performed yesterday, we show up today with the mindset of earning it all over again. That philosophy keeps us sharp. It keeps us accountable. And most importantly, it keeps us hungry — not just for results, but for meaningful progress and lasting impact. I will leave you with the inspirational motto of Vacheron Constantin (the Swiss watchmaker): 'Do better if possible and that is always possible'.' Read:
