Latest news with #financialstrategy
Bloomberg
16 hours ago
- Business
- Bloomberg
Whose Money Should You Manage?
If you are good at investing, there are two classic ways to make money: The first approach has the advantage that you get 100% of the profits. The second approach only gives you 20% of the profits, but it has the advantages that (1) you can get 20% of the profits on a larger amount of money (if a lot of people give you their money) and (2) if you lose the money that's someone else's problem. Which should you choose?
New York Times
2 days ago
- Business
- New York Times
Aston Villa Transfer DealSheet: Summer window latest, key targets and likely exits
In crushing fashion, Aston Villa's summer strategy became clear. Missing out on Champions League qualification on goal difference (due, in part, to a controversial refereeing decision on the final day) meant that Villa's decision-makers could firm up the plan for the type of budget and recruitment for the transfer window. Advertisement Villa will lose out on a minimum of £30million ($40.7m) — potentially a maximum of £100m — but, regardless, Villa knew player sales would have to compensate for the deficit in the finances, having suffered more than £200m in losses in the previous two yearly accounts. While they will not suffer the repercussions on their top five failure until the next set of accounts (those due in June 2026), who they sell has to be taken into account. The Athletic has spoken to multiple sources on the condition of anonymity as they are not authorised to talk, to explain the landscape. Manager Unai Emery has the final say but his close circle — including Monchi, president of football operations, president of football operations, Damian Vidagany, Adam Henshall, head of emerging talent and loans and head of recruitment Bryn Davies — present a list of targets and positions being sought. They are assisted by Villa's data team. Villa need to noticeably reduce the wage bill to comply with UEFA's financial limits, which restrict spending on 'player and coach wages and transfers and agent fees to 70 per cent of the club's revenue' from the 2025-26 season onwards. They are expected to incur a substantial fine from UEFA following last season's breaches. This year, Villa have to fall below 80 per cent, but were above the 90 per cent limit in 2023-24. Only Arsenal's wage growth was higher than Villa's last season, so there is an acceptance that squad costs have to reduce, which further affects the budget. There is an expectation that before the June 30 PSR deadline, which marks the end of the financial year, will not be as turbulent as 12 months ago. In some respects, UEFA's Squad Cost Rules (SCR) — with Villa participating in the Europa League next season — is more alarming. Complying with PSR forces Villa to acknowledge that sales are a necessity as costs are higher than revenues. Only Chelsea (£431.3m) have lost more on a day-to-day basis in the previous two years, discounting player sales. Recruitment figures accept market conditions, influenced by PSR, means they will need to pivot between targets. Villa's scouting team have planned for a multitude of scenarios — this includes shortlisting what players replace certain departures. Villa are likely to be shopping for a lower tier of player, in a transfer fee and salary sense. This does not suggest players are second, third and maybe fourth options — it means the recruitment team will have to be cannier in spotting high-potential, lower-cost players. Advertisement Potential suitors are aware of Villa's PSR deadline and, similarly to last season, will attempt to take advantage through lowball offers. Villa intend to strengthen at right-sided centre-back and right-back — though the £5m January signing of Andres Garcia from Levante has provided a source of pride among sources inside the club. Goalkeeping options in the event Emiliano Martinez departs are being explored. They need to replace his deputy, Robin Olsen, who will leave at the end of his contract in July. Emery is short in wide areas and a striker to replace or provide high-end competition to Ollie Watkins would be preferable, though much is dependent on outgoings. If Lucas Digne leaves, Villa will assess left-backs. The same is true in central midfield and No 10 positions. Feyenoord forward Zepiqueno Redmond is scheduled to join Villa at the start of July. The 18-year-old is out of contract at the Dutch side and visited Birmingham with his representatives less than a fortnight ago. Villa had aimed to recruit a young forward following Jhon Duran's departure in January. Redmond has only played four Eredivisie games and is expected to begin with the under-21s. Like most other Premier League sides, Villa have watched Southampton's Tyler Dibling. Meanwhile, Lille's Lucas Chevalier is among those on the radar to replace Martinez. Another player who has Premier League interest is Hellas Verona's Diego Coppola. At 21 and a right-sided central defender, he would fit the profile of player Villa want. The Athletic reported in April that Villa were frontrunners to land highly-rated Sverre Nypan from Rosenborg. Recruitment staff made trips to Norway to monitor Nypan, with lots of work going into convincing the player — who counts Arsenal and Girona as admirers — of Villa's project. Advertisement Presentations have been shown to him and the family, outlining plans to integrate him into Emery's set-up. Despite protracted conversations, no agreement has been reached. Villa retain the option to make Marco Asensio's loan from Paris Saint-Germain permanent. The 29-year-old, who would become one of the highest earners, wants to continue working with Emery. Villa have a lot of saleable assets and most players have seen their values appreciate. Martinez's exit could solve the most headaches, with the Argentina No 1 fetching a sizeable fee. He is the highest earner of any permanent player and would alleviate PSR and UEFA SCR concerns. If Martinez was to move to a European club — having received interest from Saudi Arabia in 2024 — it would require chain-like transfer activity, with the goalkeeper replacing another from a big European side and so on. Villa have yet to formally receive interest. To solve UEFA's SCR, Digne is an option. Villa would not receive a huge fee for the left-back, but he is on £120,000 a week and has 12 months left on his contract. Ideally, Villa would continue with Digne challenging Ian Maatsen, but PSR means Villa cannot carry multiple top-level players for one spot. Villa accepted they had to sell Duran or Watkins in January and although the former ended up leaving, they were not opposed to the latter departing. This is pertinent this summer, with Watkins expecting clarity on his future. Arsenal are monitoring his situation. Digne knows regular football is paramount if he is to be selected in France's squad for next year's World Cup. Villa had delayed discussions over his future and a possible contract until they learned what European competition they would be. Talks over a new contract for Tyrone Mings will take place. Leon Bailey has long-standing interest from Saudi dating back to when Villa sold Moussa Diaby to Al Ittihad last summer. Manchester United and others held preliminary talks in January, having known Villa were keen to sell. His representatives have been in contact with clubs in the Middle East. Advertisement A long-term contract is on the table for Boubacar Kamara. Other clubs have contacted the players' representatives, asking to be kept informed but Kamara wants to stay in the Premier League and while talks have progressed, there was an expectation he would wait until he knew if Villa would be in the Champions League. Kamara is a huge admirer of Emery and is widely regarded by multiple sources as Villa's best player. Morgan Rogers is the most valuable asset. The 22-year-old attacking midfielder has had a stellar 18 months since signing from Middlesbrough and has multiple admirers. He would command a vast fee having signed a new deal this season. Jacob Ramsey has long-standing interest from elsewhere in the Premier League and, as an academy graduate, would represent pure bookable profit. Crucially, though, Ramsey's salary is manageable and Villa need to fulfil the 'homegrown' or 'club-trained' quota when registering their squad for the Europa League. This will be taken into consideration with Lamare Bogarde, who provides useful squad depth and is club-trained, but a sale would help with PSR. Villa will try, again, to cancel Philippe Coutinho's contract. He has been on loan at Vasco da Gama but still has 12 more months left on his deal. Other players attempting to be moved on include Leander Dendoncker. He has been on loan at Anderlecht but the Belgian club have decided against exercising the clause to sign him. He has interest from clubs in the Gulf. Bayer Leverkusen are not taking up the option to sign Emiliano Buendia, who spent the second half of the campaign in Germany. Kaine Kesler-Hayden, who won Preston North End's player of the year following an excellent loan, is expected to join a Championship side or lower-end Premier League team. Left-back Alex Moreno fell down the pecking order on loan at Nottingham Forest, with Villa open to offers. Villa signed Enzo Barrenechea from Juventus last summer but he spent the campaign on loan at Valencia, where he has impressed and the 23-year-old would provide a profit on the €11m paid last year. Advertisement Samuel Iling-Junior will hold talks in the coming weeks with game time a priority for all parties. After signing last summer he spent the season with Bologna and then Middlesbrough. This season's under-18s group will have interest after becoming the second youth team in history to complete the treble behind Chelsea. Villa won the FA Youth Cup and the Under-18 Premier League South title before ending the season with national final success against Manchester City. Who leaves on loan depends on the coaching staff's sense of each player's needs; whether they are better served experiencing first-team football or continuing to develop internally. Further loans are on the cards for Sil Swinkels, Lewis Dobbin, James Wright, Josh Feeney and Kadan Young. (Top image: Martinez and Watkins could both leave this summer; Getty Images)
Yahoo
4 days ago
- Business
- Yahoo
The Evolution of the CFO: From Financial Steward to Strategic Visionary
Change is afoot, but that's a good thing Gone are the days when CFOs merely managed balance sheets and ensured fiscal discipline. Today's CFO is a dynamic strategist at the heart of shaping business direction and fueling growth. Beyond budget oversight they are architects of financial resilience: securing resources for talent acquisition, technological advancements, supply chain stability and innovation. To thrive in this new reality, CFOs are obliged to seamlessly balance ongoing financial health with long-term value creation. Their mission includes inspiring confidence among shareholders, proving to them that their investments will flourish, while simultaneously demonstrating the ability to uphold commitments to financial institutions. Achieving these objectives demands real-time financial intelligence and a well-integrated ecosystem of technology, collaborative teams and agile processes. These pursuits also mean that Finance can no longer operate in isolation. Growth depends on collaboration, integration and agility to respond to complexity. Companies are only as strong as their weakest link, and the CFO must ensure that the entire value chain — not just individual components — drives competitive advantage. Strategic planning, a focus on digital transformation, ESG initiatives and prudent M&A activities are now all within their remit. The CFO's mission is clear: Stay adaptive, break down silos and secure the financial foundation for sustainable success. The Office of the CFO: A symphony of strategic functions Since a CFO does not operate in isolation, the Office of the CFO is more than a designation — it is an interconnected framework of specialised teams and functions that collectively support financial leadership. While fundamental finance operations such as Procurement, Accounts Payable and Accounts Receivable remain vital, the CFO's broadened responsibilities now demand deeper alignment with IT, Legal, Supply Chain, Customer Service departments and beyond. Especially when it comes to the tech strategy of a company, 84% of CFOs surveyed say that they are going to become more involved in these kinds of decisions.1 These aren't fragmented departments; they are critical components of an integrated effort to enhance efficiency, optimise profitability and build a sustainable and competitive advantage. Financial leadership today transcends numbers. It's an intricate dance of collaboration, foresight and execution that shapes a company's future. Elevating insights & impacts with the right tech stack This Office of the CFO requires unparalleled visibility into the organisation's financial and operational landscape. Advanced technology is the backbone of this transformation, and enables real-time decision-making, meticulous forecasting, accurate predictive analytics and all-encompassing risk management. While hesitation toward emerging fintech remains, not least due to very real risks, comprehensive suite-based platforms can provide a secure and streamlined alternative by resolving concerns of system complexity and vulnerability, all while enhancing strategic agility. And as with all realms of technology, AI is making its way into fintech as well. It redefines what financial leadership means by providing CFOs with the ability to make smarter, faster and more data-driven decisions. By leveraging predictive analytics, AI identifies patterns within vast datasets and uncovers actionable insights that propel growth and mitigate risk. AI revolutionises forecasting by enhancing accuracy through the synthesis of financial and non-financial data. In working capital management, it empowers teams to optimise cashflow, which can ensure liquidity with unparalleled precision. Merger and acquisition activities are supported by AI capabilities that accelerate due diligence by efficiently interpreting complex financial documents and thereby enabling streamlined decision-making. Another example is contract management, where AI can detect critical clauses or risks, which in turn results in simplified negotiations and reduces legal exposure. Yet, AI is not a substitute for human expertise. Its true strength lies in augmenting Finance teams by automating routine processes and improving data integrity. It provides humans with mental and temporal space to focus on strategic innovation, resulting in a formidable force that drives efficiency, agility and transformative growth. By embracing this synergy, the Office of the CFO can unlock new opportunities and reshape, future-proof the entire business. 1. 'The CFO's Changing Role: 5 Data Points from the 2023 CFO Outlook Survey', CFO Magazine, Feb. 3, 2023
Yahoo
4 days ago
- Business
- Yahoo
I'm a Financial Advisor: 5 Worst Things You Can Do for Your Finances This Year
The best time to revisit your financial plan is right now. Knowing the best money moves to make and avoid can set you up on the path for a financially successful rest of the year. Good To Know: For You: GOBankingRates spoke with Eric Franklin, CFP, managing principal and co-founder of Prospero Wealth, to find out some of the money behaviors you should ditch in 2025. Although we have a new president still early in his term, Franklin doesn't see this as a reason to upend your current financial strategy. 'How much ink has been spilled about repositioning assets to take advantage of the new U.S. presidential regime? There's so much excitement and dismay, and journalists are highly aware that they can fan these flames and drive panicked urgency,' he said. 'While that's good for selling advertising, the people who will win are the ones who plug their ears, save through thick and thin, and use low-cost, tax-efficient, diversified strategies with consistency.' Trending Now: It's always important to have a plan for the worst-case scenario. 'You will face setbacks,' Franklin said. 'We all do. If you have people who depend on you, carrying term life insurance and having some disability coverage — 1 in 4 people will rely on that disability coverage — are table stakes. Employer benefits are a good place to start.' He also recommends keeping expenses low and avoiding temptations to overspend. Going along with planning for the worst, Franklin said it's essential to prioritize building and maintaining an emergency fund. 'Our daily lives are full of surprises,' he said. 'In the absence of perfect planning, emergency reserves are the shield protecting you from financial folly. Most advisors will recommend three to six months of cash reserves put aside in an account separate from your checking account so you do not see it every day. 'Behaviorally speaking, it's best if these assets are at a completely separate institution,' Franklin continued. 'You want these funds out of sight and out of mind, accessible within a couple of days for any emergency, and replenished as a top priority once withdrawn.' Some people need a helping hand to keep their finances on track. If you're one of those people, be sure to reach out to a financial professional who can provide guidance and support. 'Most people are smart enough to figure out how to manage their finances, yet they fail ignominiously to do so,' Franklin said. 'Reasonable intelligence and good intentions combined with a lack of action leave many people with guilt and a lack of confidence in their financial futures. 'If you're never going to light up at the thought of financial planning, rebalancing or learning how to invest more tax efficiently — and you're likely to keep neglecting it — you should seek help.' Money has long been seen as a taboo topic, but not talking about it can cause more harm than good. 'More people should be speaking about their financial issues and learning from each other,' Franklin said. 'If you're looking for improved financial outcomes, the most important thing you can do is find yourself accountability partners. Look for people you already trust or for mentors who can help effectively structure your next best steps.' More From GOBankingRates 4 Housing Markets That Have Plummeted in Value Over the Past 5 Years The New Retirement Problem Boomers Are Facing This article originally appeared on I'm a Financial Advisor: 5 Worst Things You Can Do for Your Finances This Year Sign in to access your portfolio
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:
