Zohdi El-Saadi, the Chief Information Officer at IKK Group, is one such visionary. With a career defined by a boundless passion for technology, he has not only witnessed the evolution of digital landscapes but has been an active participant in shaping them.
4. Securing Market
Leadership
Through
Exemplary
Experiences
onsidering how fast consumer behavior changes
Cand how customer expectations are progressing
every day, organizations need to ask themselves
how long they can maintain their position in the market as
providers of "good" customer experiences. Here, all eyes
come to the CIO. The position is crucial since businesses
are focusing more on using digital channels to make client
interactions smarter, more captivating, and more
transparent. Put simply, CIOs are in charge of the global
digital economy.
Nowadays, CIOs are responsible for promoting the digital
economy and making certain their companies remain
competitive. They have to ensure that the digital platforms
used by their businesses are transparent, clever, and
enticing, giving clients the knowledge they need to make
wise choices.
IT infrastructure management is no longer the sole
responsibility of the CIO. Rather, they are now expected to
lead the digital transformation, making sure that their
companies are at the center of creativity and providing an
outstanding customer experience. This calls for a thorough
comprehension of the wants and needs of the consumer as
well as the capacity to use technology and data to create
Editor’s
Note
5. seamless, tailored experiences such as personalized product
recommendations, intuitive user interfaces, and proactive
customer service.
With this in mind, The CIO World has brought forth the
latest edition, ‘Middle East's 10 Most Influential CIOs to
Watch,’ highlighting Chief Information Officers who are
integrating the transforming digital marketplace with drive
and inventiveness. These industry leaders are deliberately
creating experiences that are not simply good but
extraordinary, rather than passively responding to shifts in
customer behavior.
This issue explores the personal stories of imaginative CIOs
who are propelling their companies through digital
transformations to become leaders in growth and customer
experience. Every story demonstrates the critical role these
people played in negotiating the tricky nexus of business,
technology, and customer expectations.
Have a good read ahead!
Alaya Brown
6.
7. 08
Zohdi El-Saadi
Pioneering Innovation, Bridging
Generations, and Transforming Businesses
36
David Vitrano
Internationalization for
SMEs Made Easy
18
Ali Katkhada
Transforming Visions into
Digital Realities
24
Khalid Alissa
Driving Digital Transformation
in Education
32
Manish Agarwal
An Adept and Passionate CIO
Revolutionizing the FMCG Sector
40
Mario Foster
Transforming Industries Through
Innovation and Insight
48
Mustafa Gul
Laying Foundation for Long-term
Organizational Success
52
Rany M. Sabry
Elevating Business
Creative Technologies
When Good Intentions
Go Wrong!
6 Ways CIOs Unintentionally
Hinder IT Consultant Success
Protecting Your
Tech Investments!
IT Consultant Tricks CIOs
should Never Fall for
28
44
9. Descrip on
Featuring
Imam Abdulrahman
bin Faisal
University (IAU)
Western
Interna onal Group
www.western
interna onalllc.com
M.H. Enterprises L.L.C
www.mhdubai.com
Al Ghurair Group
www.alghurair.com
Ascend Solu ons
www.ascend.com.sa
Credit Guarantee
Company
www.ncgtc.in
Abdulrahman Saad
AlRashid & Sons Co
www.artar.com.sa
DUBAI CUSTOMS
www.dubaicustoms.
gov.ae
IKK Group
www.ikkgroup.com
Ali Katkhada
Chief Informa on Officer
Khalid Alissa
Chief Informa on Officer
Dr. Lenish Kannan
Chief Informa on Officer
Manish Agarwal
Chief Informa on Officer
Mario Foster
Group CIO
Mustafa Gul
Chief Informa on Officer
Rany Sabry
Chief Informa on Officer
Tahseen Alaktaa
Chief Informa on Officer
Younis Othman
Chief Informa on Officer
Zohdi El-Saadi
Chief Informa on Officer
A computer engineer with a graduate diploma in
telecommunica ons, a master's in engineering and technology
management, and cer fica ons in PMP, ITIL, AWS, GDPR, OCP,
Defi, and Blockchain.
A dis nguished CIO, cybersecurity consultant, and keynote
speaker with a passion for IT. Awarded "Outstanding
leadership in educa on" and first place in digital
transforma on in educa on sector in Saudi Arabia.
As CIO Dr. Lenish is a visionary IT execu ve, leveraging his
extensive experience to modernize infrastructure, enhance
security, and foster data-driven decision-making.
With a rich background in IT leadership across diverse sectors,
Manish is driven by a profound love for technology's power to
revolu onize business. His exper se fuels organiza onal
growth in the digital age.
Being a group CIO for 15 years in Middle Eastern family
businesses, Mario drives innova on and opera onal excellence
through digital and business transforma ons. Commi ed to
people, culture, and enabling businesses to thrive in the digital
era.
With a background in innova on and product growth, Mustafa,
as a CIO and Product Incuba on Leader, is driven by curiosity
and a relentless pursuit of pushing boundaries to create
meaningful impact.
With over 25 years in ICT, Rany is an experienced leader adept
at shaping modern business strategies and leveraging
technology for enhanced organiza onal performance.
Senior IT execu ve with 15+ years of exper se in IT strategy,
transforma on, and leadership. Proven track record of
delivering business impact and thriving in mul cultural
environments.
Ini ally pursuing a different path, Younis found his calling in
the technology sector through a chance encounter.
Recognizing his poten al for cri cal thinking and problem-
solving.
Having witnessed and shaped digital landscapes since the
dawn of personal compu ng, Zohdi's fascina on with coding,
design, and informa on exchange led to a successful career in
technology.
Depa United Group
www.depa.com
Company Name
10. Pioneering Innovation, Bridging Generations,
and Transforming Businesses
Zohdi
El-
Saadi
The key to effective collaboration in
any team is having the right person
in the right place; this will facilitate
promoting collaboration and team
spirit and will enable supporting
personal achievements.
C O V E R S T O R Y
12. Enthusiastically Captivated by Technology from its Nascent
Stages!
Ever heard the saying that we're living in the age of
convenience? Well, guess what? We totally are!
Do you remember when going to the bank used to be
a dreaded task? The long lines, the never-ending
forms, and the painful wait for our turn? And who
can forget the trouble of searching through a big, dusty
dictionary just to find the meaning of one word? But hey,
times have changed, haven't they? Since everything became
digital, we've gotten access to all kinds of conveniences,
some of which we hadn't even imagined before. Technology
enthusiasts, with their passion and dedication to technology,
made all of this possible, making our lives easier and less
stressful.
Zohdi El-Saadi, the Chief Information Officer at IKK
Group, is one such visionary. With a career defined by a
boundless passion for technology, he has not only witnessed
the evolution of digital landscapes but has been an active
participant in shaping them.
Zohdi's journey began in the early days of personal
computing, when IBM PCs and Apple Macintosh devices
were in their nascent stages. It was during this time that his
fascination with technology was ignited. From the very
outset, he was captivated by the world of application
coding, design, databases, and the intricate exchange of
information between various technologies. What started as
a passion soon evolved into an academic pursuit and a
thriving professional career.
The allure of technology's constant evolution, the challenge
of staying at the forefront of innovation, and the prospect of
integrating these cutting-edge technologies into daily life
and business practices all played pivotal roles in Zohdi's
journey. For him, the dynamism of the tech world was not a
deterrent but a magnetic force drawing him in.
In his current role, Zohdi-El-Saadi is steering the corporate
centralized IT department through a digital odyssey. IKK
Group, with its diverse portfolio and international presence,
requires a visionary and devoted CIO who can harness
technology's transformative power.
Below are the highlights of the interview:
The choice of
capable and
qualified partners
and technology
vendors is an
important
factor—those who
can support
achieving and
maintaining the
group's mission and
vision and work in
coordination with
the team as one
entity to help
develop and improve
IT services and
deliver projects.
Middle East's 10 Most Influen al CIOs to Watch
13.
14. To overcome these hurdles, a multifaceted array of
techniques and solutions was adeptly employed. Foremost
among these was the implementation of comprehensive
training and awareness programs, engaging all pertinent
stakeholders in each project. This approach aimed to foster
a shared comprehension of project objectives and the
associated advantages, with a particular focus on enhancing
overall productivity through the automation of processes.
The ultimate goal was to bring about a positive
transformation in the organization's human capital,
empowering existing staff to elevate their knowledge and
capabilities for optimal utilization of novel solutions.
Strategies for Effective Team Management
Zohdi emphasized that effective collaboration in any team
relies on having the right individuals in the appropriate
roles. This fosters collaboration and team spirit and
supports personal achievements. Furthermore, selecting
capable and qualified partners and technology vendors is
crucial. They should be able to align with the team's
mission and vision, working together as one entity to
enhance IT services and successfully deliver projects.
Implementing a professional organizational chart for the
sub-IT units or departments within the centralized IT
department helps segregate authorities and responsibilities.
This ensures that the right resources are allocated to each
project or task. However, it is essential to maintain highly
efficient and fully orchestrated communication and
collaboration between these entities at all times. By
integrating these subunits and departments, teamwork
becomes a natural outcome rather than just a requirement
when delivering a specific service or project.
Driving Technology Initiatives
As a CIO, Zohdi's primary responsibility is to actively seek
and promote ideas and projects that contribute to business
growth and facilitate daily operations. Additionally, he
occasionally proposes new technologies that may open up
new opportunities for existing business units. The
organizational chart of their profession-based structure
ensures that each unit or sub-department has the necessary
resources and autonomy to propose and test new initiatives
that address business needs or improve existing processes,
in collaboration with business owners. Numerous examples
of such initiatives include the implementation of
consolidated data dashboards and reports, which provide
comprehensive insights into various operational aspects
such as sales, inventory, project status, leads, and
collection.
The IKK Group's History and Vision
The Isam Khairi Kabbani Group, a prominent leader in the
Saudi Business and Construction Sector for over five
decades, building a remarkable success story and an
enduring legacy. With a history spanning back to 1968, this
distinguished conglomerate, comprising over 40 companies
in the Kingdom of Saudi Arabia and the MENA region, has
continually evolved and thrived. The founder, Sheikh Isam
Alkabbani, embarked on this remarkable journey after a
career in the Ministry of Foreign Affairs and the OPEC
organization. In 1969, he made the pivotal move to Jeddah,
laying the foundation for the group's inaugural company in
1970.
The Founder's Philosophy for the Next Generation espouses
the principles of vision, transparency, and unwavering hard
work as the cornerstones of success, transcending
professional boundaries. This philosophy has shaped the
group's rich history of innovation, consistently delivering
top-tier products and solutions that adhere to both local and
international quality standards, thereby enhancing the
construction industry and beyond. Their reach extends to
over 20 countries worldwide.
Under the steadfast guidance of Chairman Mr. Hassan Al
Kabbani, the driving force and primary advocate, the
centralized IT department was established over 15 years
ago. His visionary initiative and unwavering support have
ushered in a new era of cutting-edge technology,
epitomized by a state-of-the-art modern data center and the
delivery of IT services that adhere to international
standards, benefiting a workforce of more than 4500
employees and 14000 workers within the group. This
significant achievement was further bolstered by the
resolute backing of Group CEO Mr. Amr Alkabbani. His
continued support and sponsorship, coupled with a
commitment to empowerment and the facilitation of
automation and cybersecurity solutions, have further
solidified the group's impressive success story.
Challenges in Managing IT for Jeddah Municipality
Zohdi encountered a formidable challenge in the realm of
change management, with the added complexity of quelling
resistance to change within the constraints of swift project
delivery and stringent timeframes. This challenge was
further amplified by the imperative to concurrently initiate
numerous projects and deploy an array of new services. The
intricacies were compounded by the necessity to collaborate
seamlessly with external agencies and stakeholders while
ensuring meticulous task synchronization.
15.
16. Furthermore, integrated systems have been introduced to
enhance existing processes, such as the ERP cash van sales
and warehouse management system. All of these initiatives
are carefully tailored to the specific requirements and
demands of the business, taking into account both local and
global economic factors as well as the latest technological
trends.
A major driving force behind these initiatives is the IKK
Group's vision and mission, which are fully aligned with
the ambitious Vision 2030 of the Kingdom of Saudi Arabia.
This vision aims to lead the country towards a future of
technological advancement, wherein all government
processes and communications, whether with individuals or
businesses, are fully automated. This necessitates
continuous integration projects with the extensive backend
infrastructure that governs the entire data and technology
systems of the kingdom.
Ensuring Quality IT Services & Cybersecurity
Zohdi, while discussing the key factors that contribute to
successful service delivery and customer service in the IT
industry, emphasized the importance of managing,
maintaining, and supporting services according to standards
and best practices. As an IT services provider for a diverse
group of companies, the centralized IT department has
implemented the ITIL framework across all offered IT
services. This includes service planning, deployment, and
support for all users within the group. Users can access a
service catalog through an internal web address, and these
services are closely monitored for availability and
continuity.
Periodic reports are generated to track the status of service
level agreements (SLAs) for requests and incidents, as well
as surveys and service status reports that help improve and
maintain service quality. To further demonstrate their
commitment to operational excellence, the department has
achieved ISO 20000 accreditation. The IT services
management unit conducts regular internal reviews and
collaborates with third-party audit firms to ensure
compliance controls are maintained and to perform the
annual periodic audit process for renewal. In addition, the
centralized IT department undergoes a bi-annual third-party
cybersecurity audit, covering major information security
controls aligned with international standards, and is
accredited and certified by Saudi ARAMCO CCC
(Cybersecurity Compliance Certifications).
Navigating Challenges in the IT Industry
The IKK Group faces a significant challenge daily, which
involves the users' adaptation to new technologies and the
corresponding measurements and risks associated with
them. One of the key concerns is the increasing
cybersecurity and information security risks that arise every
second. The department is dedicated to promoting user
awareness and implementing stricter measures for accessing
and operating IT services while ensuring that these
solutions do not overly complicate users' daily operations.
The department places a strong emphasis on educating and
informing all users about new technologies and the
associated risks through targeted campaigns, workshops,
and public events. To further this effort, an important
initiative took place in February 2023, where the
department collaborated with local chapters/teams of
Microsoft, VEAM, and Palo Alto Networks to organize a
unique event in the kingdom. This event, known as CEAK
2023 (Cybersecurity Event for Awareness and Knowledge),
brought together internal and external executive invitees to
highlight the significance of collaboration among entities in
the fields of technology and cybersecurity awareness.
Implementing Technology for Efficiency and
Productivity
Zohdi mentioned that the centralized IT department has
undertaken numerous initiatives and projects, particularly
focused on process automation.
17.
18. The ERP and applications consultants, as well as the
support unit and development unit, conduct thorough
analysis and design of both existing and new processes.
This is done to align enterprise applications or create
tailored solutions that enhance overall business operations.
Moreover, the department implements system integrations
for specific trading and manufacturing business lines within
the organization, incorporating vertical and specialized
solutions. Additionally, various services are introduced to
enhance productivity through the utilization of cloud-based
business tools, hosting services, and modern
communication solutions.
Facilitating Collaboration
The centralized IT department within the IKK group of
companies consists of collaborative sub-departments and
units that work together to provide comprehensive IT
services and solutions for all companies and departments
within the group. The IT customer support department,
known as the front-end department, is the main point of
contact for all daily technical and IT-related needs across
the group. Users are assisted through an automated service
desk that offers full visibility into each support ticket. This
service desk is closely monitored through automated SLA
triggers and reports, along with a unified call center. The IT
procurement unit is responsible for managing all IT
systems, hardware, and software purchases. They work in
close coordination with various finance departments within
the group to effectively manage the department's budget and
financial operations. Their ERP/Applications Consultants
Unit provides functional and technical consultation, as well
as implementation and support for core business systems
and applications used by the group's companies in various
business lines, such as trading, manufacturing, and
specialized contracting. Additionally, their development
unit handles all necessary customizations for these
applications and develops customized reports and
dashboards tailored to each company's needs, as well as
consolidated reports for the entire group.
The HR/MIS unit supports all internal information systems,
including the main HR system, and ensures seamless
integration with other internal information systems. The
back-end infrastructure and cybersecurity department
oversees the operations and management of the group's data
center hardware and services. They work diligently to
configure and secure the required platform for all
operations, prioritizing the safety, continuity, and
confidentiality of their IT services.
These specialized internal departments and units operate
cohesively, much like a well-organized beehive, to ensure
the safe and continuous delivery of all IT services with the
utmost confidentiality.
Career Advice
Zohdi suggests that a key piece of advice is to focus on self-
development to stay up-to-date with beneficial and
business-oriented technological trends. By staying informed
about new technological innovations, businesses can
improve their operations and achieve their objectives more
efficiently. As responsibilities and work scope increase, it
becomes important to enhance conceptual and emotional
skills alongside technical skills to have a broader
understanding of the business and its components.
Leadership should not be limited to technical team
leadership but should also involve being a role model and
influencer for the team, helping them discover their talents
and utilize them to achieve desired business outcomes.
Ultimately, IT serves as a major enabler for any type of
business.
I have always considered
myself passionate about
technology since the
early days of IBM
personal computers and
Apple Macintosh devices,
and the early stages of
operating systems as
well. I have always been
keen on applications
coding, designing, and
working with databases
and the exchange of
information between
different technologies.
19.
20. Leveraging Technology to Drive Cultural Change and
Business Transformation!
nnovation is not about technology; it is about the
Ipeople who make it happen through their
inventiveness, teamwork, and persistent hunger for
progress. While technology delivers the tools and
framework, it is the imagination and determination of
people that propel it forward.
Consider the most influential innovators in history, from
Thomas Edison to Steve Jobs. What differentiated them was
their knowledge of technology and the ability to see
possibilities where others saw limitations. They understood
that innovation wasn't confined to the realm of circuits and
code; it was about understanding human needs, solving
real-world problems, and enhancing the human experience.
Meet Ali Katkhada, Group Chief Information Officer
(CIO) of Depa United Group, who personifies this
principle. Bringing a wealth of experience and a stellar
educational background to the table, Alis’s journey in the
tech industry is nothing short of impressive. With a solid
foundation as a Computer Engineer and a graduate diploma
in Telecommunication Engineering, he further honed his
skills by obtaining a Master's Degree in Engineering and
Technology Management from Portland State University in
Oregon, USA. Not stopping there, Ali holds a prestigious
array of certifications, including PMP, ITIL, AWS, EU
GDPR Practitioner, OCP, Defi Master, and Blockchain
Expert.
His career path is marked by significant milestones.
Previously, Ali contributed his expertise at Saber
Consulting in the US, where he played a momentous role in
providing cutting-edge IT consultancy services, including
developing voting solutions for the federal US government.
Transitioning to the Middle East, he assumed the role of
Head of IT Department for a prominent global interior
contracting group listed on various stock exchanges.
Currently at Depa United Group, Ali coordinates the digital
transformation initiatives across all business units. The
group's portfolio spans diverse sectors, including
hospitality, social infrastructure, economic infrastructure,
yachts and marine projects, and aircraft projects across
regions like the Middle East and North Africa, Europe,
Asia, and North America. Notable projects under his
purview include iconic landmarks like Burj Al Arab, Burj
Khalifa, Atlantis, Fermont, Apple stores, Dubai Airport,
Flame Towers in Baku, sun and sands in Singapore, and
other prestigious hotels worldwide.
Katkhada
Transforming Visions into Digital Reali es
Web 3, blockchain, NFT, Defi,
Digital Twins, and
Metaverse—I'm very fascinated
with all these technologies and
the disrup on they can do to all
industries and human life.
Ali
April, 2024 www.thecioworld.com
18
Middle East's 10 Most Influen al CIOs to Watch
22. Below are the interview highlights:
Could you please brief us about Depa United Group and
its inception story?
Depa Group is a leading interior contractor that comprises
three key business units and investments, which span
various sectors of the interior construction market.
The Group delivers hospitality, commercial (offices and
retail), social infrastructure, economic infrastructure, yachts
and marine, high-rise and low-rise residential, and aircraft
projects in selected countries in the Middle East and North
Africa, Europe, Asia, and North America.
Depa has proudly set the standards of excellence in interior
implementation, as evidenced by the delivery of the most
iconic projects in the Middle East, Asia, and other regions.
Listed on the Nasdaq Dubai and headquartered in the
United Arab Emirates and Saudi, Depa Group provides a
solid supporting structure and guidance to its Key Business
Units (KBUs). With an expansive geographic network, the
group can deliver complex and prestigious projects across
the globe.
Our business units and investments are all centered around
two operating hubs in the UAE and Saudi, in addition to the
German Super Yacht business. allowing Depa Group to act
as a single point of contact for the most complex interior
projects.
As a CIO, how would you approach aligning our
technology strategies with our business objectives to
drive growth and efficiency?
The CIOs who chose to work in non-IT businesses where
IT is not the revenue generator but rather a cost center.
What the business focuses on is revenue and gross profit.
We have to understand that the role of IT has evolved
beyond being just a business enabler; it has become a
critical strategic partner integral to organizational success.
In today's digital age, IT is not merely a support function
but a driver of innovation, efficiency, and competitive
advantage. It plays a pivotal role in shaping business
strategies, enhancing customer experiences, protecting the
business investments and enabling new revenue streams.
In your opinion, what emerging technologies do you
believe will have the most significant impact on our
industry, and how would you integrate them into our
existing infrastructure?
In my construction industry, there are several new emerging
technologies from the fourth industrial revolution that I'm
keeping an eye on and taking some initiative to try, like:
• 4D/5D Building Information Modeling (BIM): BIM is
already widely used in our industry and in most of our
projects in KSA and Dubai, but 4D/5D BIM adds time
and cost dimensions, enabling real-time scheduling,
cost tracking, and clash detection. This can optimize
resource allocation, prevent delays, and improve
project budgeting.
• Artificial Intelligence (AI) and Machine Learning
(ML): AI automates repetitive tasks like safety
analysis, material procurement, and progress tracking.
ML can optimize project planning, predict risks, and
recommend solutions.
• Internet of Things (IoT) and Sensor Technology: we
have done in Depa one initiative in one of our projects
as we implemented IOT in the helmet of the labor to
measure manpower productivity, so we collect real-
time data on performance, safety, movement, and
April, 2024 www.thecioworld.com
20
23. environmental conditions. So if a carpenter is required
on the fifth floor and he is on the first floor, that means
he was hanging out and not working. All the
construction sites appear on a heat map for HR to
monitor labor productivity.
• Web 3, blockchain, NFT, Defi, Digital Twins, and
Metaverse: I'm very fascinated with all these
technologies and the disruption they can do to all
industries and human life. Metaverse, for example, is
poised to revolutionize construction by replacing
expensive physical mockups. Clients can virtually
experience different designs, materials, and colors,
saving time and resources. We took the initiative long
ago using the Unity gaming engine and VR technology,
but now what Metaverse and digital twins can do is
phenomenal work. We had a project in the metaverse
showing what our group is capable of doing by
showing our previously completed project portfolio
together in one city in the metaverse. Furthermore, we
have done a project in NFT for employee identity
management and given some utility for them to enjoy.
How do you plan to ensure data security and
compliance with regulations in our organization,
particularly in light of evolving cybersecurity threats?
We set up a comprehensive cyber security strategy to ensure
data security and regulatory compliance within our
organization. This includes conducting regular risk
assessments, deploying advanced security measures, setting
up security awarness program including educating
employees on cybersecurity best practices, quoarterly spam
attack simulation, , staying updated on regulations as a
publicly listed company, developing an incident response
plan, continuously monitoring for threats, and fostering
partnerships for insights and resources.
Can you provide examples of successful IT projects
you've led in the past and the strategies you employed to
ensure they were completed on time and within budget?
• ERP implementations across eight different jurisdictions
• NFT for employee identity management.
• Award-winning Metaverse for a corporate portfolio
showcase and FFNE Catalogue
• IOT for labor performance management.
The primary strategy for ensuring the success of any IT
project is to prioritize cultural change and empower
individuals by understanding their concerns and aligning
personal agendas with company goals. Implementing a
robust change management strategy is essential to address
users' fears of replacement and mitigate disruptions caused
by new technologies. Providing ample training,
comprehensive manuals, instructional videos, establishing
centers of excellence, and fostering focus groups are crucial
steps. Additionally, fostering an incentive-driven culture
with recognition and awards further motivates and engages
stakeholders in the project's success.
Collaboration and communication are crucial aspects of
IT leadership. How do you plan to foster collaboration
between IT and other departments within our company
to enhance overall productivity and innovation?
Fostering collaboration between IT and other departments is
crucial, and it's part of the CIO's role to cultivate a familial
atmosphere within the department where everyone is
committed to the function's success. Additionally, the CIO
serves as a bridge between IT terminology and simple
business language. We established clear communication
channels and encouraged collaborative projects.
Furthermore, we promoted a culture of transparency and
knowledge sharing to boost productivity and drive
innovation throughout the organization. This involved
creating centers of excellence for each business function
and serving as communities where all stakeholders discuss
changes. Focus groups, comprising superusers, review and
approve proposed changes before implementation by IT.
Moreover, all training materials and policies are centralized
within these centers of excellence.
Fostering an incen ve-driven
culture with recogni on and
awards further mo vates and
engages stakeholders in the
project's success.
April, 2024 www.thecioworld.com
21
24. Given the rapid pace of technological change, how do
you stay updated on the latest trends and advancements
in the field of information technology, and how would
you leverage this knowledge for the benefit of our
company?
Remaining abreast of technological trends is imperative for
sustaining our company's competitive advantage, especially
given the rapid evolution of technology every six months. I
actively engage in prominent IT summits, conferences, and
professional networks, including participation in the CIO
Club.
Moreover, I maintain an active presence in a private CIO
WhatsApp group, where we collaboratively share insights,
provide assistance, and address queries. Leveraging this
knowledge, I aim to identify opportunities for integrating
emerging technologies that align closely with our strategic
business objectives.
Can you describe a challenging situation you
encountered in a previous role as a CIO and how you
successfully navigated through it to achieve a positive
outcome?
In a previous role, I faced a challenge when implementing a
new enterprise resource planning (ERP) system. The project
encountered significant resistance from different
stakeholders due to concerns about disruptions and usability.
To overcome this, my team and I initiated comprehensive
stakeholder engagement, including detailed change
management program addressed concerns through
transparent communication, central of excelence and
provided extensive training and support.
Ultimately, these efforts led to a successful implementation
with minimal disruptions and improved overall efficiency.
What metrics or KPIs do you believe are essential for
measuring the effectiveness of our IT initiatives, and how
would you ensure that our IT investments deliver
tangible results?
The choice of KPIs depends on the specific role within IT.
For technical team members, KPIs should primarily focus on
technical aspects, such as system uptime, response times,
user satisfaction, and project delivery within budget and
timeline.
Conversely, for senior roles like the CIO, KPIs should align
more closely with business objectives. These may include
metrics related to revenue generation, backlog management,
net profit, and the alignment between IT initiatives and
overarching business goals. Ensuring such alignment
guarantees that our investments yield tangible results in
terms of efficiency gains, cost savings, and competitive
advantages.
Cultural fit is essential for success in any leadership role.
How would you describe your leadership style, and how
do you envision it fitting into the culture of our company?
I embrace a leadership approach that is collaborative,
adaptive, and results-oriented. My focus lies in cultivating
robust relationships, fostering an innovative culture, and
empowering team members to reach their full potential. I
foresee my leadership style harmonizing seamlessly with the
company culture, where teamwork, accountability, and
continuous improvement are esteemed. I am dedicated to
instigating positive transformations and actively contributing
to the company's success through effective IT leadership.
Could you please highlight any awards or recognitions
you are honored with?
CIO of the Year 2024, Catalyst CIO, Best Metaverse Project.
April, 2024 www.thecioworld.com
22
25.
26. I believe one of the most
important aspects that keeps
you up to date is good
communica on and staying
close with your employees.
Dr. Khalid Alissa
CIO
IAU
April, 2024 www.thecioworld.com
24
27. he educational environment is being drastically
Taltered by digital transformation, which presents
previously unheard-of chances to improve student
outcomes, increase accessibility, and equip them for success
in the digital era. Through the integration of digital
technology, educational establishments may fully realize
the promise of education, enabling students to prosper in a
constantly changing global environment.
Khalid Alissa, the CIO of Imam Abdulrahman bin
Faisal University (IAU), has been at the forefront of
integrating technology into education. He is a seasoned
professor with a history of working in different sectors. He
is skilled in ITIL, Computer Forensics, Enterprise Architec-
ture, Requirements Analysis, and Business Process.
In our discussion with him, he highlighted his crucial role at
IAU in helping the university become one of the topmost
universities in the world.
Below are the highlights from the interview!
Could you please tell us about yourself and what
motivated you to embark on this sector?
My name is Khalid Alissa, PhD in information security,
CIO, cybersecurity consultant, certified change manage-
ment professional, Keynote speaker, and trainer. Award-
winning “Outstanding leadership in education.” First place
in digital transformation in the education sector in Saudi
Arabia. Member of several advisory boards.
IT is a sector that I have been in love with since high
school. It was mesmerizing and amazing to us how things
can be done in a very easy way. So, when it was time to go
to college, I decided to go into IT. After getting my
bachelor's degree, I fell in love with networks. I spent a few
years working in networks and then decided to specialize in
network security and cybersecurity.
Can you please brief us about your company and its
inception story?
I work at Imam Abdulrahman bin Faisal University (IAU),
a public university aiming to be at the top of national
universities and among the top 50 worldwide.
As a CIO, how would you approach aligning our
technology strategies with our business objectives to
drive growth and efficiency?
For any strategy to be effective and beneficial, it should be
in line with a bigger strategy. IT strategy should be in line
with the university strategy (business), which should be in
line with the ministry strategy, which is in line with the
Kingdom of Saudi Arabia strategy (Vision 2030). Business
objectives and goals are part of the business strategy, so
being in line with them helps in achieving the business
objectives.
In your opinion, what emerging technologies do you
believe will have the most significant impact on our
industry, and how would you integrate them into our
existing infrastructure?
I believe that AI will have the biggest effect in the future;
the way we deal with IT and cybersecurity will change
dramatically because of AI. Even the way we teach should
change with the new AI wave. Back before the internet, an
integral part of teaching was to make sure that students
memorized the information because it was not easy to
reach. After the introduction of the internet and search
engines, it became very easy to find any information you
Khalid
AlissaDriving Digital
Transforma on
in Educa on
April, 2024 www.thecioworld.com
25
Middle East's 10 Most Influen al CIOs to Watch
28. needed within seconds. So, the teaching style shifted to how
to make use of this information. I know you can reach the
information easily, but I need you to make use of it by
writing a review and including your opinion, or by doing
research. With the new era of AI, this can be done easily by
AI without any effort from the student, so there will be no
learning curve. Therefore, we need to yet again update and
enhance the teaching style.
How do you plan to ensure data security and compli-
ance with regulations in our organization, particularly
in light of evolving cybersecurity threats?
In KSA, we have “Essential Cybersecurity Controls
(ECC),” which are enforced by the NCA (National
Cybersecurity Authority). Applying these controls helps us
achieve the minimum security requirements. Also, we work
hard with the support of higher management to have the
latest technology in cybersecurity and provide training to
your cybersecurity engineers. In the end, there is no such
thing as 100% security, but you always have to try to get as
close as possible.
Can you provide examples of successful IT projects
you've led in the past and the strategies you employed to
ensure they were completed on time and within budget?
“Succession Plan” is a big project that aims to keep the
university ready and always have people ready to be the
next leaders. Starting from evaluation, understanding the
weaknesses, and providing training on these weaknesses
through a complete dashboard for higher management, to
preparing the next leader. This whole project was automated
through a complete online system that was developed in-
house.
Collaboration and communication are crucial aspects of
IT leadership. How do you plan to foster collaboration
between IT and other departments within our company
to enhance overall productivity and innovation?
Attitude is everything. In this age, IT has become the nerve
system for any organization. It is related to every single
entity in the organization. If IT stops, the organization will
be paralyzed. We have encouraged IT professionals to deal
with the rest of the organization's employees as customers,
and we saw a huge change in attitude once the mentality
was changed by considering the customers. Also, we have
encouraged suggestions and innovations from other
departments in the organization. We received some good
ideas and worked on them. At the time of the announcement
of the new system, a clear statement thanking the person
who suggested the idea was at the beginning of the
announcement. We have noticed that this encourages other
people to suggest new ideas and innovations because they
want to see their names.
Given the rapid pace of technological change, how do
you stay updated on the latest trends and advancements
in the field of information technology, and how would
you leverage this knowledge for the benefit of our
company?
I believe one of the most important aspects that keeps you
up-to-date is good communication and staying close with
your employees. Keeping up with people who are working
on the technical aspects helped a lot in staying up-to-date.
Also, I love to stay connected to the field by listening to
podcasts and reading new articles. Probably being an
academic also helps in staying up-to-date with the research
in the field.
Can you describe a challenging situation you encoun-
tered in a previous role as a CIO and how you success-
fully navigated through it to achieve a positive outcome?
When COVID-19 hit, we received orders that everyone
should work remotely. As CIO, I received a call from the
president asking me if it was true that we could do 76% of
the work remotely. My answer was, “Give us 5 days, and
you will be able to do more than 90% of the work
remotely.” I was so thankful that we were ready; we just
needed to tell people which system to use and how to use it.
We started taking “training pills." Each training course is 10
to 20 minutes in length on a very specific topic. For
example, we had a 15-minute session on how to sign
documents using your laptop. One of the audiences asked
how I do it using my mobile, and the answer was, “This
will be another course that will be given 1 hour from now.”
People were so active and excited about these courses, as
they do not consume your time and help you with a very
specific topic that you need. The “training pills” program
was so successful and helpful in digital transformation that
we still see how it changed users' behavior.
What metrics or KPIs do you believe are essential for
measuring the effectiveness of our IT initiatives, and
how would you ensure that our IT investments deliver
tangible results?
User satisfaction is the most important KPI for us. I
remember when we received 1st place in digital transforma-
April, 2024 www.thecioworld.com
26
29. tion, I received so many calls from users within the
university stating that they felt the change and thanking us
by saying this was well deserved, we so the change and our
lives became much easier. This kind of feedback is more
important than any trophy.
Cultural fit is essential for success in any leadership
role. How would you describe your leadership style, and
how do you envision it fitting into the culture of our
company?
Leading by example is the most important role for a leader.
Once people see you working hard and doing what you are
supposed to do, they will copy you. I have noticed that
employees have a lot of leadership qualities.
For a new leader, it is important to understand the work,
reorganize, and supervise. In the beginning, your work will
be hard and require long hours. You have to be involved in
everything, but if you do it right, you will reach a state
where you just need to make the big decisions. The daily
work should not be affected by your absence.
Could you please highlight any awards or recognitions
you are honored with?
• 1st place in digital transformation in the education
sector
• Outstanding leadership award
• Cybersecurity educator of the year
• Cybersecurity leader of the year
We have encouraged IT
professionals to deal
with the rest of the
organiza on's
employees as customers,
and we saw a huge
change in a tude once
the mentality was
changed by considering
the customers.
April, 2024 www.thecioworld.com
27
30. T consultants are brought in to solve problems, optimize
Isystems, and propel an organization forward. However,
even the most skilled consultant can struggle to deliver
results if the Chief Information Officer (CIO) unknowingly
creates roadblocks.
Surprisingly, many of these obstacles stem from actions or
oversights on the part of Chief Information Officers (CIOs), the
very leaders who engage these consultants.
Here are six ways:
Unclear Goals and Scope Creep
A project without clear objectives is a recipe for disaster. When
a CIO fails to define success metrics and a well-defined scope
for the consultant's work, it leads to confusion and frustration.
Vague goals like "improve efficiency" leave the consultant
guessing about priorities.
The Fix: Clearly define the project's goals and desired
outcomes. These should be measurable and time-bound. For
example, "Reduce server downtime by 20% within Q3." Outline
the project scope in detail, including specific deliverables and
functionalities.
When Good Inten ons Go Wrong!
April, 2024 www.thecioworld.com
28
Ways
Uninttionay Hind
IT Consultant
Succe
CIOs
32. - Alaya Brown
Collaborate with the consultant to ensure alignment and
address any potential ambiguities before work begins.
Lack of Internal Communication and Buy-In
Successful IT projects require buy-in from all stakeholders,
especially those directly impacted by the changes. If the
CIO fails to communicate the project's purpose, benefits,
and potential disruptions to internal teams, resistance can
arise. This can manifest as departmental roadblocks, data
access limitations, or a general lack of cooperation.
The Fix: Facilitate open communication across
departments. Clearly explain the project's purpose and its
potential impact. Encourage questions and address concerns
proactively. Involve key personnel from affected
departments in the planning process. This fosters a sense of
ownership and increases the likelihood of successful
implementation.
Micromanagement and Lack of Trust
IT consultants are often hired for their expertise.
Micromanaging their work stifles creativity and hinders
progress. Constant supervision sends a message of distrust
and undermines the consultant's confidence.
The Fix: Establish clear communication channels but allow
the consultant the autonomy to complete tasks within the
agreed-upon scope. Set regular checkpoints for progress
updates and feedback, but avoid micromanaging daily
activities.
Unrealistic Expectations and Timelines
Underestimating the complexity of a project or setting
unrealistic deadlines sets both the consultant and the
organization up for failure. Rushing through processes can
lead to sloppy implementation and unforeseen glitches
down the line.
The Fix: Be realistic about the project's complexity and the
time required to achieve the desired results. Engage in
open discussions with the consultant to establish a feasible
timeline based on the scope of work.
Inadequate Access to Resources and Data
IT consultants need access to relevant data and resources to
effectively perform their jobs. This may include system
access, historical data sets, and documentation. If the CIO
hinders access to these resources, it can significantly slow
down the project.
The Fix: Work with IT security teams to grant the consultant
the necessary permissions and access levels within a secure
framework. Provide all relevant documentation and historical
data sets upfront. Maintain clear communication channels for
the consultant to request additional information as needed.
Poor Change Management Strategy
Even the most meticulously planned IT project can disrupt
existing workflows. A lack of a well-defined change
management strategy can lead to user resistance, productivity
dips, and a negative perception of the project.
The Fix: Develop a comprehensive change management
strategy that addresses user concerns and facilitates a smooth
transition. This may include training sessions, user guides,
and a dedicated support channel for questions and
troubleshooting.
By avoiding these pitfalls, CIOs can create an environment
where IT consultants can thrive. Clear communication,
realistic expectations, and a collaborative approach are key to
maximizing the return on investment from an IT consultant.
A successful partnership between the CIO and the consultant
can lead to innovative solutions, improved efficiency, and a
more robust IT infrastructure.
April, 2024 www.thecioworld.com
30
33.
34. An Adept and Passionate CIO Revolutionizing the FMCG Sector
The great growling engine of change—Technology!’
How true is this thought, with the world witnessing
emerging technologies impacting business pro-
cesses? Key contributors to this expanding universe of
technology are Chief Information Officers (CIOs), who
disrupt the industry with their deep understanding of
technology trends and their impacts on business. Moreover,
the emergence of new technologies driving change has
enhanced the importance of these brilliant leaders.
Manish Agarwal is a highly accomplished and experienced
CIO who has been leveraging emerging technologies to
drive innovation. Being a CIO at M.H. Enterprises
L.L.C., an FMCG distributing company, Manish under-
takes the responsibility of strategic technology manage-
ment, digital transformation, high-scale ERP implementa-
tions, etc., making the organization’s upliftment certain.
In an exclusive interview with The CIO World magazine,
Manish shared his passion for technology, his inspiring
journey, his achievements, and his brilliant leadership.
Here are the snippets:
Could you please tell us about yourself and what
motivated you to embark on this sector?
As an IT executive with over 20 years of experience
spanning various industries, my motivation stems from a
deep passion for technology and its transformative potential
in driving business excellence. I’m driven by the challenge
of leveraging technological advancements to address
complex business problems and propel organizations
forward in today’s dynamic digital landscape.
Can you please brief us about your company and its
inception story?
M.H. Enterprises L.L.C., where I currently serve as Chief
Information Officer, is a leading FMCG distribution
company based in Dubai, United Arab Emirates. The
company has a rich history of delivering high-quality
products and services to its customers, and its inception
story reflects a commitment to innovation and growth.
Founded with a vision to revolutionize the FMCG distribu-
tion sector, our company has continually evolved and
adapted to meet the changing needs of the market.
As a CIO, how would you approach aligning our
technology strategies with our business objectives to
drive growth and efficiency?
As a CIO, aligning technology strategies with business
objectives is paramount to driving growth and efficiency. I
approach this by closely collaborating with key stake-
holders to understand organizational goals and challenges.
By leveraging my expertise in strategic technology
management and digital transformation, I ensure that our IT
initiatives are directly linked to achieving business
outcomes. This involves prioritizing projects that offer the
highest value, optimizing IT investments, and fostering a
culture of innovation and continuous improvement.
In your opinion, what emerging technologies do you
believe will have the most significant impact on our
industry, and how would you integrate them into our
existing infrastructure?
In today’s rapidly evolving landscape, emerging technolo-
gies such as cloud computing, Artificial Intelligence (AI),
the Internet of Things (IoT), and Big Data Analytics are
poised to have a significant impact on our industry.
Integrating these technologies into our existing infrastruc-
ture requires a strategic approach that focuses on scalability,
security, and compatibility. By staying abreast of industry
trends and leveraging my experience in implementing
innovative solutions, I will ensure that our organization
remains at the forefront of technological innovation.
April, 2024 www.thecioworld.com
32
Middle East's 10 Most Influen al CIOs to Watch
36. How do you plan to ensure data security and compli-
ance with regulations in our organization, particularly
in light of evolving cybersecurity threats?
Ensuring data security and compliance with regulations is a
top priority in light of evolving cybersecurity threats. I plan
to implement robust cybersecurity measures, including
encryption, access controls, and regular security audits, to
safeguard our organization’s assets and sensitive informa-
tion. Additionally, I will stay updated on regulatory
requirements and industry best practices to ensure ongoing
compliance and mitigate potential risks.
Can you provide examples of successful IT projects
you’ve led in the past and the strategies you employed to
ensure they were completed on time and within budget?
Throughout my career, I have led numerous successful IT
projects, including full-cycle ERP system upgrades, digital
transformation initiatives, and infrastructure optimization
projects. Key strategies employed to ensure timely comple-
tion and budget adherence include comprehensive project
planning, effective resource allocation, proactive risk
management, and regular communication with stake-
holders. By fostering a culture of accountability and
continuous improvement, I ensure that projects are
delivered with excellence.
Collaboration and communication are crucial aspects of
IT leadership. How do you plan to foster collaboration
between IT and other departments within our company
to enhance overall productivity and innovation?
Collaboration and communication are fundamental to IT
leadership. I plan to foster collaboration between IT and
other departments by promoting open communication
channels, encouraging cross-functional teamwork, and
aligning IT initiatives with business objectives. By actively
engaging stakeholders and soliciting feedback, I aim to
enhance overall productivity and drive innovation across
the organization.
Given the rapid pace of technological change, how do
you stay updated on the latest trends and advancements
in the field of information technology, and how would
you leverage this knowledge for the benefit of our
company?
To stay updated on the latest trends and advancements in
information technology, I regularly participate in industry
conferences, webinars, and networking events. Addition-
ally, I leverage professional development opportunities,
such as certifications and training programs, to deepen my
expertise in emerging technologies. By staying ahead of the
curve, I ensure that our company remains agile and
responsive to technological change.
Can you describe a challenging situation you encoun-
tered in a previous role as a CIO and how you success-
fully navigated through it to achieve a positive outcome?
In a previous role as a CIO, I encountered a challenging
situation when our organization faced a significant
cybersecurity breach. To address this, I led a cross-
functional team in implementing immediate remediation
measures to contain the breach and mitigate further
damage. Through effective communication, collaboration,
and decisive action, we were able to restore confidence in
our security measures and prevent future incidents.
What metrics or KPIs do you believe are essential for
measuring the effectiveness of our IT initiatives, and
how would you ensure that our IT investments deliver
tangible results?
Key metrics and KPIs for measuring the effectiveness of IT
initiatives include project delivery timelines, budget
adherence, user satisfaction, and business impact. By
establishing clear performance metrics and regularly
monitoring progress, I ensure that our IT investments
deliver tangible results aligned with organizational
objectives.
Cultural fit is essential for success in any leadership
role. How would you describe your leadership style, and
how do you envision it fitting into the culture of our
company?
My leadership style is characterized by transparency,
empowerment, and a focus on results. I believe in fostering
a culture of trust and accountability where team members
are empowered to take ownership of their work and
contribute to collective success. I envision my leadership
style fitting seamlessly into the culture of our company,
where innovation, collaboration, and continuous improve-
ment are valued and encouraged.
Could you please highlight any awards or recognitions
you are honored with?
I have been honored to receive prestigious awards such as
CIO of the Year, DT 100 CIO Award, CIO Leadership
Award, and X CIO Award. This recognition reflects my
dedication and contributions to organizational success,
receiving positive feedback from colleagues and stake-
holders for my leadership, strategic vision, and commitment
to excellence. I am committed to delivering outstanding
results and exceeding expectations in all my endeavors.
April, 2024 www.thecioworld.com
34
37.
38. Hamburg, The exchange of goods and services
across borders—in other words, foreign trade—is
becoming increasingly important. All crises of
recent years, from the COVID pandemic to the war in
Ukraine, scarcity of some resources, or inflation, have
shown that geographic sales diversification can be a
decisive resilience factor for companies. Especially now
that China's economy is weakening, companies need
replacement markets. Thanks to the opportunities brought
about by increasing digitalization, new markets can be
conquered more easily. Small and medium-sized companies
can advertise and sell their products or services globally via
online shops as well as platforms—and in a sustainable
way.
Visable is a German-based company operating 2 platforms
wlw (Wer Liefert Was) for German-speaking countries and
Europages for SMEs in other European countries.
Internationalization is perceived as a huge opportunity for
German SMEs, especially in the B2B sector. B2C trade has
long been global, but B2B companies are still lagging
behind. Fueled by the developments of recent years, SME
B2B business is now catching up in the area of
internationalization and is expected to develop rapidly. The
online B2B e-commerce market is estimated at 25 billion
dollars by 2028, seven times more than the B2C e-
commerce market. SMEs can tap this huge worldwide
opportunity from their national location.
France, number 8 in total exports worldwide, or even
Germany, number 3 in total exports worldwide, according
to the Observatory of Economic Complexity (OEC), has by
no means exhausted the gigantic potential of digital sales.
European SMEs would benefit from the reputation of the
"Made in Europe," "Made in Germany," and "Made in
France" quality seals and the high demand for their
products abroad. The opportunities for international
expansion for European SMEs are greater than the risks.
for Made Easy
Internationalizing Marketing
Suitable marketing measures to support the
internationalization of business activities are search engine
optimization (SEO), search engine advertising (SEA), and
social media. But above all, international online
marketplaces are key players. Depending on the source, up
to 1 professional purchaser out of 2 is using B2B
marketplaces for his or her procurement needs. In Europe,
platforms such as Europages and wlw are available. They
bring suppliers and buyers together. For example:
• The inquiries on Europages come from a total of 193
countries, and on wlw, from 137 countries.
• On wlw, the most inquiries in 2022 came from
Germany, Austria, Switzerland, the United States, and
China.
• On Europages, the most requests came from France,
Spain, the United States, Italy, and Germany.
• The 10 countries with the most requests on wlw are
distributed across 3 continents: Europe, North America,
and Asia.
• The 10 countries with the most inquiries on Europages
are distributed over the 4 continents: Europe, North
America, Asia, and Africa.
Partner of European SMEs: wlw and Europages Help
With Internationalization
With helpful functions on its B2B platforms, wlw and
Europages, Visable supports European SMEs in their
steps onto the global market. A company search and
a precise product search with many sorting and
filtering options are available for this purpose.
Among other things, filtering according to certain
quality criteria is possible, such as ISO
certifications, which are becoming increasingly
relevant in order to prove compliance with
April, 2024 www.thecioworld.com
36
40. prescribed standards with regard to supply chain protection
laws. Via the Request for Quote/Connect service, buyers
can also commission very specific inquiries, which are
processed by the Visable research team and AI-supported.
Already, a large proportion of the messages on Europages
are sent across national and language borders. Linguistic
hurdles do not stand in the way of initiating business. This
is because the platform specifically aims to make it easier
for B2B buyers to search for the products or services they
need in their own language. When they find a relevant
supplier, Europages helps them contact him in their own
language. Several companies from different countries with
different languages can also be contacted in one inquiry.
Internationalization Made Easy - With the Right
Strategy and the Right Partners
With a well-thought-out strategy, internationalization
projects are a huge opportunity for growth for European
SMEs - especially in the B2B sector. They ensure future
viability, as there is strong cut-throat competition in the
local market. Thanks to the possibilities of digitalization, it
is easier than ever to compare and sell products and services
worldwide.
Visable supports industrial SMEs in making products and
services internationally accessible to buyers. As a
combination of its own B2B platforms and online
marketing services, such as Google Ads and Retargeting,
tailored specifically to business customers, the company
offers a broad digital portfolio for increasing reach on the
Internet.
The platforms operated by Visable GmbH include wlw
("Wer liefert was"), today the leading B2B platform in the
D-A-CH region, and the European B2B platform
Europages, on which around three million companies are
registered. Together, the platforms reach three million B2B
buyers a month who are looking for detailed company and
product information. With its online marketing services,
Visable offers companies additional opportunities to
increase their reach on the Internet.
Visable was created in response to the challenges of
internationalization and digitalization in the B2B sector and
today employs around 450 people at its locations in
Hamburg, Berlin, Münster, and Paris. As a joint umbrella
for the wlw and Europages brands, Visable is continuously
expanding its B2B platforms and online marketing services.
You can find further articles, information, press releases,
and downloads at https://www.visable.com/de_de/ueber-
uns/presse
• Growth, resilience, and future viability: There is still a
lot of potential in internationalization for German
SMEs.
• Planning, consulting, and strategy: Important
approaches for successful internationalization in the
B2B sector
• Peter F. Schmid, CEO of B2B platform operator
Visable, says, "We actively accompany German
companies as they step onto the international stage."
• This Trade and Development Report Update warns that
developing countries are facing years of difficulty as
the global economy slows down amid heightened
financial turbulence.
Key points:
• Global growth is expected to be lower than earlier
projected, signaling a potential economic downturn.
• Developing countries face mounting debt and
insufficient international support, risking another lost
decade.
• The banking crisis highlights long-neglected financial
fragilities and regulatory weaknesses.
• Declining energy costs lead to lower inflation, but
elevated food prices maintain a high cost of living in
many developing countries.
• Growing global asymmetries threaten developing
countries' resilience, requiring stronger multilateral
action and an urgent focus on sovereign debt
architecture.
https://unctad.org/publication/trade-and-development-
report-update-april-2023
Small and Medium-sized Enterprises (SMEs) are known for
their scarcity of available resources, facing challenges
beyond predictions, and looking for opportunities to survive
and thrive in unpredictable international business
environments. However, some SMEs are better equipped to
develop opportunities and bring value to the firm than
others.
April, 2024 www.thecioworld.com
38
41.
42. Transforming Industries Through Innova on and Insight
Mario Foster is a seasoned Chief Information
Officer (CIO) with an impressive track record in
the IT sector. With a career spanning nearly 3
decades, his journey began in the heart of Canada, where he
laid the foundation of his expertise in Information
Technology (IT).
From his early days in IT hardware support, Mario’s career
trajectory took him across borders, from the tech hubs of
the US to the Middle East. It’s here, across the economies
of Saudi Arabia and the UAE, that Mario truly thrived.
Over the years, he honed his skills across various domains,
from infrastructure management to cybersecurity, and
eventually shifted to enterprise applications, pioneering the
integration of cutting-edge technologies like Business
Intelligence (BI) and Artificial Intelligence (AI).
For the past 15 years, Mario has held the prestigious
position of Group CIO for four prominent family business
conglomerates in the Middle East. In this role, he’s
navigated through a myriad of industries, including
Software, Banking, Real Estate, and Manufacturing, among
others. Mario’s strategic foresight and technological
prowess have been instrumental in spearheading numerous
digital transformations, driving innovation, and fostering
sustainable growth across diverse business verticals.
Throughout his illustrious career, Mario has mirrored
excellence, earning over 25 awards for his outstanding
contributions to the fields of IT and cybersecurity. His
accolades speak volumes about his dedication to driving
impactful change and his commitment to advancing the
digital agenda in the Middle East. Presently, Mario brings
his wealth of experience and visionary leadership to Al
Ghurair Group in the role of Group CIO, where he
continues to redefine the role of technology in driving
business success.
Let’s join in the interview conversation on how Mario is
cementing his legacy as a transformative leader in the
digital age!
Can you please brief us about your company and its
inception story?
Al Ghurair Group is a pivotal force in the UAE’s economic
landscape. It was established in the 1960s by Saif Ahmed
Al Ghurair. Born from the entrepreneurial spirit of a family
rooted in pearl diving, it has evolved into a major
conglomerate spanning diverse sectors, including banking,
real estate, manufacturing, and retail.
Notably, it founded Mashreq Bank in 1967, marking a
significant foray into finance. With a proud heritage
stretching over six decades, Dubai-based Al Ghurair Group
is a diversified family-owned conglomerate with interests in
manufacturing, real estate and financial investments and an
expanding global presence.
Tracing its business roots back to the 1960s, Al Ghurair has
played an important role in the transformation of the Dubai
economy, with pioneering ventures in manufacturing, real
estate and other sectors.
One of the most respected and successful businesses groups
in the United Arab Emirates, the Group today owns a
diverse range of businesses including the manufacture of
flexible plastic film, extruded aluminium and galvanized
steel, along with other packaging products.
Al Ghurair, which also operates shopping malls and
manages a large real estate portfolio in Dubai, continues to
pursue growth opportunities while adhering to its values of
excellence, innovation and integrity.
Throughout my career, I have been at
the forefront of leading organizations
through signicant digital and business
transformations, leveraging my
extensive experience to craft and
execute comprehensive strategic plans.
Middle East's 10 Most Influen al CIOs to Watch
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40
44. In the past decade the Group has expanded its activities
overseas, building a network of operations in the Middle
East and North Africa, Europe, North America and
Australia.
Al Ghurair remains deeply committed to the protection and
enhancement of the communities in which it operates and
accordingly has initiated or supports programs relating to
environmental sustainability, health awareness and local
employment, among others.
As a CIO, how would you approach aligning your
technology strategies with your business objectives to
drive growth and efficiency?
Aligning technology strategies with business objectives is
paramount for driving growth and efficiency as a CIO.
Here’s my approach:
• Understand Business Goals: Engage stakeholders to
grasp current objectives and long-term visions. Identify
how technology can support goals such as enhancing
the customer experience or improving operational
efficiency.
• Develop a Technology Roadmap: Prioritize projects
aligned with business objectives. Create a flexible
roadmap, considering emerging technologies and
detailing timelines, outcomes, and resources.
• Foster Collaboration: Establish cross-functional teams
to drive projects with input from IT and business units.
Regular meetings ensure alignment and adaptation to
evolving needs.
• Leverage Data and Analytics: Implement robust data
management and analytics to gain insights into
customer behavior and market trends. Use these
insights to inform strategic decisions.
• Embrace Agile Development: Adopt agile
methodologies to align projects closely with business
needs. Iterate rapidly based on feedback to ensure
continuous alignment.
• Measure and Communicate Value: Establish metrics to
gauge the impact of technology initiatives on business
objectives. Regularly report metrics to stakeholders to
maintain alignment and support for IT strategies.
This approach ensures technology strategies are integrated
with business objectives, driving growth and efficiency
through collaboration, data-driven decisions, and agile
practices.
What are the latest emerging technologies, and how
would you integrate them into the existing
infrastructure?
Emerging technologies like AI and ML, Blockchain,
Internet of Things (IoT), and Edge Computing are poised to
significantly impact our industry by enhancing decision-
making, security, connectivity, and data processing
capabilities.
• AI and ML can automate and optimize operations, offer
personalized customer experiences, and improve data
analytics for better decision-making.
• Blockchain enhances transparency and security,
particularly in transactions and data management,
making processes more efficient and trustworthy.
• IoT connects devices to collect and exchange data,
enabling smarter operations and improving customer
experiences through enhanced data insights.
• Edge Computing processes data closer to its source,
reducing latency and bandwidth use, which is crucial
for real-time applications.
Integrating these technologies requires a strategic approach
that focuses on scalability, security, and interoperability.
Starting with pilot projects, upskilling teams, adopting a
modular infrastructure, and prioritizing security will ensure
successful integration and leverage these technologies to
drive growth and innovation.
How do you plan to foster collaboration between IT and
other departments within your company to enhance
overall productivity and innovation?
Fostering collaboration and communication between IT and
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42
45. other departments is crucial for unlocking productivity and
innovation. Here’s how I plan to enhance these aspects:
• Establish Cross-Functional Teams: Create teams with
members from IT and other departments for projects,
promoting diverse perspectives and aligning
technology solutions with business needs.
• Regular Stakeholder Meetings: Conduct frequent
meetings with department heads to discuss projects,
address challenges, and explore technology
opportunities, ensuring alignment with business
objectives.
• Co-Development Initiatives: Encourage collaborative
projects where IT and other departments develop tools
together, fostering ownership and teamwork.
• Training and Knowledge Sharing: Organize training
sessions on technology trends for all employees,
promoting digital literacy and innovative thinking.
• Feedback Mechanisms: Implement structured feedback
channels for departments to suggest IT improvements,
enhance understanding, and make service adjustments.
• Visibility of IT Projects: Increase project visibility
through updates and showcases, highlighting
successful collaborations and project benefits.
• Champion Collaborative Culture: Lead by example,
foster open dialogue, and recognize collaborative
efforts across the organization.
By implementing these strategies, IT will become a
strategic partner, integrated with broader company goals,
driving success through collaboration and communication.
How do you stay updated on the latest trends and
advancements in the field of information technology,
and how are you leveraging this knowledge for the
benefit of the company?
To stay current with the rapidly evolving IT landscape and
leverage this knowledge effectively:
• Continuous Learning: Commit to ongoing education
through structured courses, certifications, and attending
workshops focused on emerging IT trends and
technologies.
• Professional Networking: Actively participate in
industry forums, professional groups, and conferences
to exchange insights with peers and experts in the field.
• Industry Publications: Regularly read reputable IT and
tech-related publications, journals, and online articles
to keep abreast of the latest developments and
innovations.
• Tech Communities and Forums: Engage with online
tech communities and forums where professionals
discuss new technologies, challenges, and solutions in
real-time.
• Vendor and Technology Workshops: Attend workshops
and seminars hosted by tech vendors to gain first-hand
knowledge of new products and services.
• Experimentation and Pilot Projects: Foster an
environment of experimentation within the IT
department to test and evaluate new technologies
before full-scale implementation.
• Feedback Loops from Business Units: Establish
feedback mechanisms with other business units to
understand their needs and challenges, which can guide
the exploration of relevant technological solutions.
By adopting these strategies, I plan to ensure that our IT
strategy not only stays aligned with the latest technological
advancements but also directly contributes to our
company’s strategic goals and operational efficiency. This
comprehensive approach allows for a proactive stance in
leveraging technology for innovation, competitive
advantage, and business growth.
How would you describe your leadership style, and how
do you envision it fitting into the culture of the
company?
I would describe my leadership style as collaborative,
results-oriented, and adaptive. I believe in fostering a
culture of openness and innovation where team members
feel valued and empowered to contribute their ideas and
expertise. This approach encourages a sense of ownership
and accountability, driving teams towards achieving
collective goals while also supporting individual growth
and development.
In terms of fitting into the culture of your company, I
envision my leadership style complementing an
environment that values teamwork, innovation, and
continuous improvement. By prioritizing collaboration, I
aim to bridge gaps between IT and other departments,
ensuring that technology initiatives are closely aligned with
business objectives. My focus on results will drive efforts to
deliver projects on time and within budget, maximizing the
value of IT investments.
Adaptability is key in the fast-paced world of technology,
and I am committed to staying ahead of industry trends and
leveraging new opportunities to drive success. I actively
seek feedback and engage with all levels of the organization
to ensure that IT strategies remain responsive to the
evolving needs of the business and its customers.
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43
47. he greatest trick the devil ever pulled was convincing
Tthe world he didn't exist." - Verbal Kint, The Usual
Suspects. This quote may have been referring to a
fictional criminal mastermind, but it is just as applicable to
the world of IT consulting. The greatest trick an IT consultant
can pull is convincing a Chief Information Officer (CIO) that
they are indispensable, when in reality, they may be anything
but.
In addition to overseeing your company's technological
infrastructure, your role as CIO includes making crucial
decisions that could make all the difference in the success or
failure of your business. You must be able to distinguish the
wheat from the chaff when it comes to IT consulting and stay
away from the traps and tricks that certain consultants may
set for you.
Let us explore some of the most common IT consultant tricks:
The One-Size-Fits-All Solution
One of the most common tricks that IT consultants use is to
offer a one-size-fits-all solution to your technology
challenges. This approach may seem convenient and cost-
effective, but it can lead to significant problems down the
line. Every organization is unique, and your technology
infrastructure should be tailored to meet your specific needs
and goals.
When evaluating IT consultants, look for those who take the
time to understand your business, your technology landscape,
and your goals. A consultant who offers a cookie-cutter
solution without considering your unique needs is not a
consultant you want to work with.
The Bait-and-Switch
Another common trick that IT consultants use is the bait-and-
switch. This is where they offer you a low price upfront, but
then hit you with hidden fees and charges as the project
progresses. This can lead to significant cost overruns and a
strained relationship with the consultant.
To avoid this trap, make sure that you get a detailed
breakdown of all costs associated with the project upfront.
Ask for a fixed-price quote that includes all services and
deliverables, and make sure that you have a clear
understanding of any potential additional costs that may
arise.
The CMO's Impera ve!
"
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45
48. - Alaya Brown
The Over-Promising and Under-Delivering
IT consultants are notorious for over-promising and under-
delivering. This can take many forms, from promising
unrealistic timelines to overstating their capabilities or
expertise. When a consultant over-promises, they set
themselves up for failure, and they may leave you with a
technology infrastructure that is incomplete or inadequate.
To avoid this trap, make sure that you set clear expectations
upfront. Ask for references and case studies that
demonstrate the consultant's capabilities and experience. Be
skeptical of any promises that seem too good to be true, and
make sure that you have a clear understanding of what the
consultant can and cannot deliver.
The Lack of Communication
Communication is critical in any IT project, and a lack of
communication can lead to misunderstandings, delays, and
cost overruns. Some IT consultants may try to avoid
communication or downplay the importance of regular
updates and progress reports.
To avoid this trap, make sure that you establish clear
communication channels upfront. Set expectations for
regular updates and progress reports, and make sure that
you have a clear understanding of how the consultant will
communicate with you and your team.
The Over-Reliance on Technology
While technology is an essential part of any IT
infrastructure, it is not a panacea. Some IT consultants may
try to sell you on the latest and greatest technology
solutions, without considering whether they are the right fit
for your organization.
To avoid this trap, make sure that you focus on your
business needs and goals, rather than on the technology
itself. Look for consultants who take a holistic approach to
technology, and who consider factors such as cost,
scalability, and compatibility with your existing
infrastructure.
The Lack of Transparency
Transparency is critical in any IT project, and a lack of
transparency can lead to mistrust and a strained relationship
with the consultant. Some IT consultants may try to hide
their processes, their methodologies, or their pricing
structures from you.
To avoid this trap, make sure that you establish a culture of
transparency upfront. Ask for detailed documentation of the
consultant's processes and methodologies, and make sure
that you have a clear understanding of how they will
approach the project.
The Lack of Post-Project Support
Finally, some IT consultants may offer excellent service
during the project, but then disappear once the project is
complete. This can leave you with a technology
infrastructure that is incomplete or inadequate, and with no
support to help you maintain or improve it.
To avoid this trap, make sure that you establish clear
expectations for post-project support upfront. Ask for a
detailed plan for ongoing support, and make sure that you
have a clear understanding of how the consultant will help
you maintain and improve your technology infrastructure
over time.
In conclusion, as a CIO, you are responsible for making
critical decisions that can impact the success or failure of
your organization. When it comes to IT consulting, you
need to be able to separate the wheat from the chaff, and
avoid falling for the tricks and traps that some consultants
may lay for you. By being aware of these common IT
consultant tricks, you can make informed decisions and
choose consultants who will help you achieve your business
goals.
Remember, the greatest trick an IT consultant can pull is
convincing you that they are indispensable, when in reality,
they may be anything but. By focusing on your business
needs and goals, and by establishing clear expectations and
communication channels, you can ensure that you choose
consultants who will help you build a technology
infrastructure that is tailored to your unique needs and
goals.
So, the next time an IT consultant offers you a one-size-fits-
all solution, or promises you the moon, be sure to take a
step back and ask yourself whether they are really the right
fit for your organization. By being a savvy CIO, you can
avoid the tricks and traps of IT consulting and build a
technology infrastructure that will help your organization
thrive.
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46
51. In increasingly crowded markets where competition is
on the horizon, developing innovative products and
technologies is essential for attaining competitive
distinction. Organizations are constantly trying to identify
areas for differentiation by developing innovative solutions
and bringing new products to market that give them an
essential competitive edge in the market.
Meet Mustafa Gul, the Chief Innovation Officer at
Ascend Solutions, whose journey epitomizes the
transformative power of curiosity and creativity.
Fervently passionate about innovation, he set out on his
professional journey with a firm commitment to solve
complex problems. In his capacity as a CIO and Product
Incubation Leader, he conducts a symphony of ideas, fusing
vision and inventiveness to foster new ideas and products.
His story serves as a monument to the powerful effects of
persistent curiosity. A story of tenacity and an unrelenting
quest to push the envelope of possibilities runs through it.
He ignites the spark of creativity in every nook and cranny
of the company by leading by example in a climate that
supports innovation.
At the heart of Mustafa's mission lies the steadfast belief in
the power of innovation to shape the world for the better.
He envisions a future where groundbreaking ideas pave the
way for transformative change, revolutionizing industries
and reshaping paradigms.
In his role as Chief Innovation Officer, he personifies the
spirit of exploration and learning, encouraging people to see
curiosity as a motivating factor for advancement. Aspiring
innovators might find optimism in his journey, which serves
as a reminder that the quest for invention starts with the
question "What if?"
During our conversation with him, we had the opportunity
to learn a few strategies to thrive in the constantly changing
business landscape.
Below are the highlights from our interview!
Can you please brief us about your company and its
inception story?
Ascend is an integrated solutions provider, an innovative
and agile company with an ambitious vision reinforced by
leading global and local partners. We work with our clients
to solve their day-to-day challenges by delivering best-in-
class solutions. We deliver complex solutions and
commercial structures in the Saudi healthcare and non-
healthcare market, powered by a culture of entrepreneurship
and creativity.
Ÿ Resource Control Centers (RCC): The MOH National
Healthcare Command Center (NHCC) was established
in 2019 in Riyadh as a central hub for collating and
visualizing data and insights.
Ÿ The COVID-19 Vaccination PMO Program: It was
developed during the COVID-19 pandemic to
administer vaccines while avoiding waste and
maintaining a high level of patient experience.
Mustafa
GulLaying Founda on for
Long-term Organiza onal Success
As a leader, I believe in
fostering a collabora ve and
inclusive environment where
every individual feels valued,
empowered, and mo vated to
contribute their best.
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49
Middle East's 10 Most Influen al CIOs to Watch
52. Ÿ Seha Virtual Hospital (SVH): Implementation of a
virtual care, operations, and change management
program, and further development of Hospital at Home
use case.
Ÿ NPHIES Onboarding CM Program: The Council of
Health Insurance (CHI) and the National Centre for
Health Information (NHIC) under the auspices of the
Ministry of Health (MOH),
Ÿ National Health Command Center: The MOH
National Healthcare Command Center (NHCC) was
established in 2019 in Riyadh as a central hub for
collating and visualizing data and insights utilizing
As a CIO, how would you approach aligning our
technology strategies with our business objectives to
drive growth and efficiency?
In today's fast-paced business environment, agility and
adaptability are key. It's very important to ensure that
technology strategies are flexible enough to accommodate
evolving business needs and market dynamics, allowing the
organization to pivot quickly in response to changing
circumstances. By taking a strategic, collaborative, and
adaptive approach to aligning technology strategies with
business objectives, I believe we can drive sustainable
growth and efficiency while positioning the organization for
long-term success in a rapidly evolving digital landscape.
In your opinion, what emerging technologies do you
believe will have the most significant impact on our
industry, and how would you integrate them into our
existing infrastructure?
From my prospective AI and ML technologies have the
potential to revolutionize various aspects of our industry,
from improving patient care and diagnosis accuracy to
optimizing operational efficiency and resource allocation.
Integrating AI and ML into our existing infrastructure
involves implementing smart algorithms and predictive
analytics solutions to automate tasks, enhance decision-
making processes, and extract valuable insights from large
volumes of data.
By strategically integrating these emerging technologies
into our existing infrastructure, we can unlock new
opportunities for innovation, improve patient outcomes, and
drive operational efficiency in our industry. This requires a
holistic approach that prioritizes collaboration, flexibility,
and continuous learning to adapt to the evolving digital
landscape and leverage the full potential of emerging
technologies.
How do you plan to ensure data security and
compliance with regulations in our organization,
particularly in light of evolving cybersecurity threats?
By taking a proactive and holistic approach to
cybersecurity, including compliance with regulatory
requirements, implementing best practices, and fostering a
culture of security awareness, we can mitigate the risk of
cyber threats and safeguard our organization's data and
reputation in an increasingly digital world.
Begin by thoroughly understanding the cybersecurity
regulations and guidelines established by the NCA in Saudi
Arabia. This involves studying relevant laws, directives,
and standards to ensure alignment with our organization's
practices.
It's important to ensure that sensitive data is protected and
encrypted both in transit and at rest. Implement robust
encryption protocols and mechanisms to safeguard data
integrity and confidentiality, in accordance with NCA
regulations and industry best practices.
Can you provide examples of successful IT projects
you've led in the past and the strategies you employed to
ensure they were completed on time and within budget?
In my past experiences, I've successfully led numerous
projects, ranging from corporate to national-level rollouts.
These achievements were facilitated by the implementation
of a structured approach known as CECOR - Calibrate,
Explore, Create, Organize, and Realize. This methodology
proved invaluable in ensuring the success of our projects by
emphasizing careful planning, stakeholder engagement, risk
management, vendor collaboration, and a commitment to
monitoring and continuous improvement. By adhering to
CECOR principles, we effectively mitigated risks,
addressed challenges, and delivered tangible benefits to the
organization, all while staying within allocated budgets and
timelines.
Collaboration and communication are crucial aspects of
IT leadership. How do you plan to foster collaboration
between IT and other departments within our company
to enhance overall productivity and innovation?
Encouraging collaboration between IT and other
departments and business verticals is crucial for boosting
overall productivity and fostering innovation. Recognizing
the significance of creating an innovative culture, we've
implemented several initiatives aimed at empowering
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50
53. employees across the organization to contribute their ideas
and insights.
Ÿ Recognition Programs
Ÿ Spark Idea program
Ÿ Training and Development
Given the rapid pace of technological change, how do
you stay updated on the latest trends and advancements
in the field of information technology, and how would
you leverage this knowledge for the benefit of our
company?
Staying updated on the latest trends and advancements in
the field of information technology is essential for effective
IT leadership. I prioritize continuous learning and
professional development by regularly attending
conferences, seminars, webinars, and workshops related to
information technology.
Can you describe a challenging situation you
encountered in a previous role as a CIO and how you
successfully navigated through it to achieve a positive
outcome?
In one of my previous roles as a Sr Director Digital
innovation, I was tasked with overseeing the deployment of
a new command center for our organization. The command
center was intended to serve as a central hub for monitoring
and managing various aspects of our operations, including
IT systems, security, and emergency response. Integrating
diverse systems and technologies into a unified command
center platform posed a significant technical challenge. This
included integrating data from various sources such as
sensors, surveillance cameras, communication systems, and
enterprise software.
Despite the initial challenges, the deployment of the
command center was ultimately successful. The command
center provided our organization with enhanced visibility,
real-time monitoring capabilities, and improved decision-
making processes. By fostering collaboration, providing
comprehensive training, and prioritizing security, we were
able to navigate through the challenges and achieve a
positive outcome that benefited the entire organization.
What metrics or KPIs do you believe are essential for
measuring the effectiveness of our IT initiatives, and
how would you ensure that our IT investments deliver
tangible results?
To ensure that IT investments deliver tangible results, it's
important to establish clear goals and objectives for each
initiative, aligning them with the organization's strategic
priorities.
Ÿ In Ascend we primarily focus on cost savings that are
achieved through IT initiatives, such as reducing
operational expenses, optimizing resource utilization, or
automating manual processes. Cost savings can directly
impact on the organization's bottom line and
demonstrate the value of IT investments.
Ÿ Customer satisfaction metrics are crucial to measure the
level of satisfaction among internal or external users of
IT services. This can be assessed through surveys,
feedback mechanisms, or Net Promoter Score (NPS).
Positive customer satisfaction indicates that IT
initiatives are meeting user needs and expectations.
Ÿ Innovation and agility measure the ability of IT
initiatives to drive innovation, adapt to changing market
conditions, and enable business agility. This includes
metrics such as the number of new products or services
launched, the speed of innovation cycles, and the ability
to pivot in response to market disruptions.
Cultural fit is essential for success in any leadership
role. How would you describe your leadership style, and
how do you envision it fitting into the culture of our
company?
As a leader, I believe in fostering a collaborative and
inclusive environment where every individual feels valued,
empowered, and motivated to contribute their best. In
Ascend we promote a Leadership style that can be
described as a combination of servant leadership,
transformational leadership, and situational leadership.
Could you please highlight any awards or recognitions
you are honored with?
Throughout my professional journey, I've had the honor of
receiving nominations for various prestigious awards,
including achievement awards, CEO awards, and
presidential awards. These nominations stand as a testament
to the recognition of my contributions and accomplishments
within the company. They not only underscore my personal
performance but also underscore the positive influence I've
had on the organization and its cultural fabric.
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51
54. Innovative Leadership in Technology and Business
Transformation!
n the contemporary corporate landscape, the integra-
Ition of technology solutions has become imperative for
attaining organizational objectives. These solutions not
only enhance consumer experiences but also catalyze
innovation, augment operational efficiency, and equip
businesses with the agility to promptly adapt to dynamic
market conditions. Enterprises adept at leveraging technol-
ogy are strategically positioned for sustained growth and
prosperity in the long run.
In today’s fiercely competitive business environment, the
significance of Chief Information Officers (CIOs) has risen
to paramount importance. CIOs play a pivotal role in
formulating the organization’s technology strategy, adeptly
managing IT infrastructure and resources, and fostering
technological innovation to drive business objectives. In the
prevailing digital age, where technology continues to be a
cornerstone of organizational performance, the role of CIOs
stands as a critical determinant of success.
Rany M. Sabry, CIO of Credit Guarantee Company, is a
prominent leader in ICT with more than 25 years of
expertise. Throughout his career, he has demonstrated a
strong dedication to leveraging technology to improve
organizational productivity, profitability, and creativity.
Rany is a dynamic leader with experience shaping contem-
porary business models, leading digital transformations, and
delivering technology-based goods and services in chal-
lenging, quickly changing contexts. We had the opportunity
to understand his impeccable approach to driving innova-
tion at the CGC.
M.
SabryEleva ng Businesses
Crea ve Technologies
Here are the key highlights from the interview:
Could you please tell us about yourself and what
motivated you to embark on this sector?
I have over 25 years of experience as a dynamic ICT senior
executive leader, helping organizations achieve their
business goals with technology solutions that enhance
efficiency, profitability, and innovation. I have a proven
track record of leading successful digital transformations,
developing modern business models, and delivering
technology-based products and services in complex
environments. I am always driven by a passion for excel-
lence and creativity.
I am passionate about providing creative technologies that
can build a sustainable business. I believe that accessing
information efficiently is key to improving business
intelligence and creativity. I am always eager to learn new
skills and technologies that can help me solve problems and
create value for my clients.
I prioritize and manage ICT projects by
aligning with the organization’s strategic
goals, using a project management
framework and agile methodologies,
tracking the progress and budget, com
municating with stakeholders, resolving
issues and risks, complying with stan
dards, and learning from feedback.
,,
,
,
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52
Middle East's 10 Most Influen al CIOs to Watch
55. Rany M. Sabry
Chief Informa on Officer (CIO)
Credit Guarantee
Company – CGC Egypt
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53
