Dr. Mohammad Maaytah

What are the factors that really shaped your career?

At the beginning, people may differ in what they see as milestones. Some may say education or getting a degree is the turning point. For me, the real change was an opportunity because I’m someone who likes to look beyond core business and learn from other departments. Unfortunately, not many companies accept this, but I advise everyone to seize such opportunities because they give you knowledge and skills, and from there you start to change. This is what happened to me. Others may have different answers, but I consider the opportunity to change is to put more effort and seek more knowledge.

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Why  did you move from Jordan to Saudi Arabia?

Saudi Arabia is a big market with a lot of opportunities and growth. I started in Jordan’s domestic market and then moved. Saudi Arabia offers more opportunities than others. It is promising, and thank God I am still here because it has a future.

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‍How would you describe your role during this transformation phase at AlMunif Pipes Company? What challenges did you face in convincing management, and how can finance professionals effectively deal with such challenges?

At this stage, my role was central in leading the transition from a family-owned business to a company under formal governance and transparency structures in preparation for entering the financial market. The biggest challenge wasn’t the procedures themselves but shifting the mindset, especially when it comes to sharing financial data and institutionalizing decision-making. While some may find this difficult, fortunately, our management was understanding and aware of the importance of this transformation. Convincing leadership isn’t always easy, especially when it involves making previously confidential information public. That’s why financial experts must be able to clearly communicate concepts and policies in a professional way that suits the audience’s background, particularly if they lack financial expertise. Today, transparency means involving partners and investors in the information, and clear communication is the key to achieving that.

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You have spent many years in the industry. What are the challenges for the people in finance?

The industrial sector is one of the most challenging for financial people because it relies heavily on cost accounting and administrative decisions, which are complicated. There are challenges related to the diversity of costs and decision-making in this sector.

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In your journey, if you had to talk about your experience, you were in the United States working on collective financial tasks. What was the most important lesson you learned?

Leaders in companies must know how to speak the same language because sometimes companies in a group operate in different countries. Being dynamic and unified in communication is essential. Independence in reports and communication makes things easier. I learned this and still apply it.

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What do you think about the management of financial flows? Is there any advice you'd like to give finance managers?

Cash flow management is simple in concept , it’s about timing cash in and out. Timing is very important. Forecasting cash flow with multiple scenarios is crucial. If cash flow is low, you need to reduce time and work on a smaller scale. Also, improving cash flow involves other factors like reducing average collection time.

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How do you see the role of finance in line with Vision 2030?‍

Finance today is more strategic. To achieve more, it must follow the rhythm of Saudi Arabia’s fast-growing economy. Financial decisions, startups, and strategies must be effective and aligned with Vision 2030, which is a long-term strategic plan. Financial administrations must prepare to be part of this change and build future plans, including predictions and expectations starting now.

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We see a great emphasis on the acquisition of technology. How do you deal with technology today?

Technology is part of business and must be integrated because it speeds decision-making. It is used in accounting, financial management, analysis, and production. Companies use technology in various ways; it would be strange not to use technology in industry today.

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‍From your experience in building a team, should the financial professional think from a business perspective or should he have technical skills?‍

There should be a balance, but I am business-oriented. As a finance leader, you make things easier while the business runs. Sometimes financial procedures can overpower business, and sometimes vice versa. I prefer business to come first.

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‍If you could automate one important financial task forever, what would you choose? 

I would choose to automate cash flow management through a system that accurately forecasts cash flow. I’ve already started working on it, and hopefully, it will be successful.

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‍What’s more exhausting: budget season or audit season? 

Budgeting season is more difficult because it requires more effort. Reviewing the numbers is clear, especially since I come from an auditing background, but preparing the budget takes more time, thought, and coordination.

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‍Do you use any tool with your team regularly other than Excel?

Not on a daily basis, but we often use SQL – Server Query Language. I sometimes work directly with the server, which makes it easier to extract some ready reports from the system without needing manual access. It’s one of the tools that has helped me a lot, especially since I have some basic knowledge of programming.

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Bio

With over a decade of extensive experience in accounting, auditing, and financial management Dr. Mohammad Maaytah, a PhD scholar and CMA (Certified Management Accountant) has built a proven track record of driving organizational growth and creating long-term sustainable value. Based in the Kingdom of Saudi Arabia, he currently serves as Chief Financial Officer (CFO) of AlMunif Pipes Company, where he has successfully aligned financial strategies with organizational objectives to strengthen liquidity, enhance operational efficiency and support the Kingdom’s economic transformation in line with Vision 2030.