You’ve worked across multiple industries: healthcare, FMCG, and now commercial finance. How do you adapt your financial strategies when switching sectors?

The role of finance is consistent across industries. We manage cash flow, drive revenue growth, and support profitability. What changes is how those goals are achieved.

In pharma, finance focuses on lifecycle management, patents, compliance, and regulations. In FMCG, it's more commercially driven, with a focus on margins, retail negotiations, and gross-to-net profitability. So while the core remains, the approach shifts based on the industry.

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How has your view of financial strategy evolved over time, especially as you’ve moved into senior leadership?

Finance used to be about compliance, protecting assets, preparing financials, and working with banks and auditors. It was more of a cost center.

Today, finance is expected to be a strategic partner. We are copilots to the CEO. We support digital transformation, contribute to commercial growth, help optimize operations, and play a major role in strategy. It's not just about control anymore. It is about enabling growth while staying responsible.

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What skills have been most important for you as a finance leader?

Mindset comes first. You need to shift from process orientation to business partnership. From complexity to simplicity. From rules and reports to relationships and real outcomes.Then come the skills: strategic thinking, analysis, business acumen, communication, and curiosity. On the technical side, finance professionals need to understand technology. Not as developers, but enough to use it effectively to solve problems.

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Let’s talk about the idea of finance being a “gatekeeper.” Do you agree with that perception?

In some companies, yes. Finance is seen as the function that always says no. No budget. Not compliant. But if we want to be real business partners, we have to help teams get to yes. If marketing asks for a campaign with no budget, instead of just rejecting it, we can work together to build a case. If the ROI is there, it may be worth the spend. We still ensure compliance and ethics. But we also enable smart decision-making.

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You’ve been building an audience through your “Dr. FP&A” series on LinkedIn. What inspired that?

I’ve always believed finance doesn't have to be boring. A global CFO once told me, "This is the first time I’ve seen a finance presentation delivered like a marketing guy." That stuck with me.

In leadership meetings, marketing teams bring stories and videos. Finance teams bring spreadsheets. I started a training program on data storytelling to fix that. How to make finance presentations clear, visual, and engaging. “Dr. FP&A” is my way of sharing those ideas.

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What’s your perspective on AI and automation in finance?

Technology is essential. It helps us free up time and focus on what matters. I implemented RPA in a previous company and automated 70 percent of the month-end closing. The bot handled data pulls, reports, and emails. AI helps with forecasting, scenario planning, even building presentations. It is embedded in many EPM tools now. Automation and AI allow us to shift from data gathering to delivering insights.

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Between startups and large corporations, who has the edge in adopting technologies like AI?

Startups are fast. Less hierarchy, faster decisions. But large companies have the resources and scale to invest in big tools. The real edge comes from mindset. I know a CEO in Saudi running a complex operation, from farm to table, entirely on AI. Not because of budget, but because he believes in technology. Leadership mindset makes the difference.

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How do you evaluate and choose the right tools to implement in your organization?

Start with the business problem, don’t follow trends just for the sake of it, then think about scalability. Can this solution grow across markets and teams? Third is ROI. But that’s not just about cost savings. A more motivated, efficient team is also ROI. Happy users, better workflows, and reduced manual work all contribute.

And finally, make sure the tool aligns with your business strategy and internal capabilities.

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When hiring for your team, what do you prioritize: experience, education, or something else?

Mindset is the top priority. Everything else can be taught. I look for curiosity, adaptability, and the ability to simplify. Someone who can build relationships, communicate insights, and understand the business. Education and certifications help, but the way someone thinks and collaborates matters more.

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What’s your approach to expense management and staying within budget?

It begins with planning. Resources must align with strategy and expected ROI.

Then comes real-time tracking. I ask my team to deduct expenses at the request or PO level, not after the spend happens. This gives better visibility and control from the start.

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Do you have real-time visibility into expenses today?

Yes, through our ERP system. If the budget and cost centers are set up correctly, and POs are raised with the right data, we can track in real time. If that setup is missing, it becomes manual and inefficient.

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As a CFO, what are the key metrics you track to measure success?

- Revenue growth, year over year or across multi-year trends.

- Profitability, especially gross margin by product or business unit.

- Bottom-line performance.

- And free cash flow. Cash is essential for sustaining and investing in the future.

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Bio

Dr. Mohamed ELRouby is a global finance and strategy leader with over 22 years of experience across top multinational corporations including Johnson & Johnson, Novartis, Allergan, Takeda, and Energizer. Throughout his career, he has held senior finance roles across multiple regions, driving strategic transformation and financial excellence on a global scale.

He is a recognized international finance speaker and author, known for his thought leadership in financial planning and corporate strategy. Dr. ELRouby has been featured among the Global Top 200 Power Leaders and was named Best FP&A Leader in the Middle East. He also received the “10 Best CFOs in Asia” award and is an active member of the MEA FP&A Council, appointed by the Association for Financial Professionals (AFP).

He holds several distinguished certifications: CGMA (Chartered Global Management Accountant) from CIMA UK, FPAC (Certified Corporate FP&A Professional) from AFP USA, CSCA (Certified in Strategy and Competitive Analysis) from IMA USA, and OKRP (Certified OKR Practitioner) from the OKR Institute.

Dr. ELRouby also holds an MBA in Finance & Investment from the Arab Academy for Science and Technology, and a Doctorate in Management, with a research focus on Generative AI and the future of finance.

In your experience, what steps in the digital transformation roadmap are most important for CFOs to prioritise early on?

I once attended a round table where I heard people killing digital transformation projects because they didn't know what to do. This issue highlights the importance of addressing foundational problems before pursuing transformation.

It's essential to start from the ground up; equipping analysts is vital before diving into data visualisation for senior management. There is still a misunderstanding that digital transformation only involves creating appealing dashboards for the C-suite without first ensuring that analysts have the right tools and data. The foundational database that analysts use must also be the base for the dashboards provided to leadership. Without this comprehensive view, efforts will fail.

I can assure you my team doesn’t spend 10 to 12 hours during closing weeks. We maintain reasonable working hours, and last New Year's, several of my team members enjoyed a barbecue in the desert instead of working. We don't endure the usual chaos during month-end closings. This success is primarily due to six months of hard work refining our processes, which has made closing smoother.

I’m also implementing a self-serve audit model, allowing auditors to access the necessary information directly rather than asking team members. This way, they can get whatever data they need faster without having to ask for it. 

You mentioned in your article that finance teams sometimes resist using KPIs from non-financial systems. Could you explain that? What do you think is needed to overcome this resistance?

I could write a lot about the resistance finance teams sometimes have to use KPIs from non-financial systems. It all starts with creating a positive environment for discussion and understanding that different departments, like operations and HR, have their perspectives. We need to be creative enough to recognise these differences and bridge any gaps.

For example, operational teams might focus on order dates, while finance looks at payment dates. If we don’t address these differences, it can lead to confusion. We must be flexible and build a data system that meets everyone’s needs. When team members feel a sense of ownership over the data, they’re more likely to work together. If they think finance only cares about its own reports, they won’t want to cooperate.

A good sign of success is when other teams actively seek our data or ask for access to our databases. This means we’ve created a system that benefits everyone. 

Your article* discusses the importance of digital transformation. How do you ensure that your finance team uses technology without feeling overwhelmed?

I believe certain roles are often filled based on experience and seniority rather than actual qualifications. The challenge I faced when I joined emaratech was that my team was worried about the workload and how to manage relationships during transitions. I told them not to worry about those aspects that are outside their realm. It's about leadership, which requires a softer touch. When I came in, I had one principle: I’m responsible for my team’s success and for managing any changes. I communicated to them that they need to give their best effort, and in return, my job is to help them manage the change so they don’t get overwhelmed.

When there are doubts or worries about change, it’s important to lead by example and create a space where they feel comfortable and supported. They need to understand that challenges will arise, but we will adapt and find solutions together. If we can keep the lines of communication open and ensure everyone is involved in the process, they won’t feel overwhelmed by the technology or the transitions we’re implementing.

[*Link to Tamer’s article: https://fpa-trends.com/article/digital-finance-transformation-skills-now]

What do you think is going to be the future of finance in the Middle East?

The only aspect in which the Middle East is different from the rest of the world is the need for tax advisors/consultants and accountants, given that the GCC region is joining the rest of the world in implementing a tax system.

For the rest of the aspects, the pressure is the same given how dynamic the business world is, and the world now is 100% connected. The challenge is high for finance professionals as the demand for a typical "finance controller" will continue to decline. At the same time, there is a need for a financial analyst with the right set of soft skills and data analytics /science & IT knowledge. This should respond to the organisational needs of meaningful reporting, financial KPIs that effectively communicate business results, and financial reports that conform to current standards and regulations.

The future will favour professionals who can integrate IT and operations to connect financial and operational datasets, creating new datasets capable of simulating business scenarios instantly by adjusting key operational elements. Young professionals must prepare for a future that demands these skills and capabilities.

How do you see AI and digital transformation impacting the future of the finance industry?

AI is a step that follows digital transformation. AI will not work unless you have the financial data ready in a way that AI can deal with it as data points. 

• In the next five years, AI/ML will eliminate the need for base accounting functions.
• AI will reduce the headcount required for FP&A and other functions.
• AI will add invaluable elements to a treasury function.

All of this begins with leveraging digital transformation technologies, whether they are free or paid. I recommend upskilling the team with the necessary knowledge, as investing in expensive solutions often leads to short-term benefits that may be discarded with changes in senior management. Finance teams should build their capacity to use available free technologies to adapt to the business and internal customer needs.

I'm proud of two use cases. In the first one, I turned 80 hours of manual work into 30 minutes of data model updates and generated $80 million in savings. In the second, I transformed all base reports, making detailed reports, management reports, and ad-hoc analyses easy and usually just a click away. This even enabled a self-service audit relationship.

Bio

Tamer Abomosalam is the Group CFO at emaratech. He is a seasoned global finance professional with over 20 years of experience in financial leadership roles, specialising in transformation, treasury, controlling, and the development of world-class finance functions. He has successfully driven highly visible commercial realignment projects in multinational enterprises, focusing on accelerating growth, reducing costs, and positioning companies to achieve above-trend commercial outcomes.

Tamer is adept at building and leading strong teams, creating a thriving collaborative environment, and simplifying complex situations to deliver consistent, innovative, and effective solutions. In recent roles, he has been pivotal in designing best-practice operating and service delivery models and optimising financial performance by architecting digital and business transformation solutions in multinational and large enterprises.

Where do you see the future of finance headed in the Middle East in the next 5 years?

In the next five years, finance in the Middle East is likely to see a lot more automation and use of sophisticated ERP modules. There is a big push toward making our processes more digital, especially after how we had to adapt to COVID. The goal is to manage things effectively, even if we're not all in the office. This shift means we're getting ready for a future where being physically present isn't as crucial as it used to be.

‍Ever since AI has been introduced to the finance function, how do you think it has impacted finance professionals? 

AI has really changed things for the better. Before, we spent a lot of time on Excel and PowerPoint, making things look right and crunching numbers. Now, with AI and automation, we can get things done faster and present them better. It lets us focus more on the important stuff, like making decisions and planning strategies, rather than just dealing with numbers all day.

‍With AI and digital transformation in the picture, what challenges are likely to emerge in the finance function in the Middle East?

The biggest challenge with AI and digital transformation is adapting to the change. Moving from the old ways of doing things to more automated systems is a big shift for everyone. It's not just about new skills—it's about changing our mindset. If we don't adapt, we will fall behind because everything around us is moving forward fast. Companies that don't keep up with these changes might not make it in the next ten years.

‍Bio:‍

Vinay is a seasoned Finance and Treasury professional with 12 years of experience in the UAE and India. He currently serves as the Group Treasurer at Hira Industries. 

His expertise covers various financial operations, including fundraising, debt restructuring, financial modelling, and cash flow management. Vinay has led significant digital transformations, implementing systems like Oracle Fusion and Kyriba Treasury Management, and has a working knowledge of SAP. He has successfully managed teams of financial analysts, directed cost reduction initiatives in banking services, and maintained robust banking relationships, consistently delivering positive impacts on profitability and strategic financial planning.

ما رأيك في مستقبل التمويل في الشرق الأوسط في السنوات الخمس المقبلة؟

يتجه مستقبل التمويل في الشرق الأوسط نحو تحول رقمي كبير. سنشهد اعتمادًا متزايدًا على الذكاء الاصطناعي والأتمتة والتكنولوجيا السحابية. يجب أن يتطور المتخصصون في مجال التمويل، ويطورون فطنة تجارية ومهارات استراتيجية أوسع، مع تغير دور المحاسبة التقليدية.

كيف تعتقد أن الذكاء الاصطناعي يمكن أن يساعد المتخصصين في المحاسبة والتمويل؟

يمكن للذكاء الاصطناعي أن يعزز بشكل كبير تحليل بيانات الأرباح والخسائر (P&L). من خلال التشغيل الآلي لجمع البيانات وتحليلها، يمكن للذكاء الاصطناعي تقديم رؤى أعمق وتوقعات أكثر دقة. يتيح ذلك لمحترفي التمويل تحديد الاتجاهات واتخاذ قرارات مستنيرة وتحسين الأداء المالي، وبالتالي تحقيق نتائج أعمال أفضل.

ما هي النصيحة التي تقدمها لطلاب التمويل في السنة النهائية على وشك دخول سوق العمل؟

يجب أن يكون المتخصصون في الشؤون المالية واثقين من قدرتهم على التقدم إلى أدوار المدير المالي. سيصبح البقاء في مناصب محاسبية بحتة أمرًا صعبًا بشكل متزايد حيث ستتم أتمتة المهام المحاسبية الروتينية ذات المستوى المنخفض.

نصيحتي هي تطوير منظور ريادي شامل للشركة، يمتد إلى ما وراء التمويل. وهذا يشمل فهم الجوانب القانونية والعقود ومراقبة الائتمان وإدارة المشاريع. إن اعتماد هذه الرؤية بزاوية 360 درجة سيساعدهم في الحفاظ على مكانة عالية المستوى وضمان بقاء مهاراتهم ذات قيمة في السوق.

حي

جيوفاني فونيس نوفا هو المدير المالي في مجموعة بحري ومزروي في الإمارات العربية المتحدة، مع حوالي 30 عامًا من الخبرة المالية. في الأصل من إيطاليا، شغل مناصب مهمة في القطاع المصرفي والشركات متعددة الجنسيات مثل Permasteelisa Group.

إلى جانب الإشراف على الشؤون المالية، يتمتع جيوفاني بخبرة واسعة في الإدارة العامة وسمعة طيبة في القيادة القوية. وهو معروف بتسهيل توسيع الأعمال، وتوجيه عمليات الاندماج والاستحواذ، ودفع تحسين الأداء الرئيسي وتقديم تخفيضات كبيرة في التكاليف.

What excites you the most about being a CFO?

As a CFO, one of the paramount things that gets me excited every day is the opportunity to pass on knowledge and mentor the next generation of accountants and finance professionals. I see it as a key responsibility to ensure high-quality services are delivered to the business.

Additionally, I am motivated by the pivotal role I play in business strategy, partnering with the CEO and senior executives to drive the organization's goals and performance. The ability to influence and enable both the development of future professionals and the achievement of business milestones truly excites me.‍

A lot of people fear that AI will replace humans and take jobs. What is your take on it?‍

Absolutely not! AI is an amplifier for improving the quality of deliverables in finance. While technologies like OCR have existed for years, they've only managed to handle a portion of transactional volumes. AI can significantly enhance efficiency but can't replace the need for human understanding of business context and objectives. 

What innovations or transformations have you implemented in the finance department?

I have always been a transformation ambassador, passionate about leveraging technology to achieve efficiencies. Throughout my career, I've influenced management to invest in transformational projects supporting future growth without increasing headcount.

For example, I've successfully implemented cloud-based solutions to streamline working capital processes and financial reporting, reducing manual effort and enhancing decision-making. The key is identifying where technology can provide scalability and foresight to meet the business's needs, ensuring our approach is proactive rather than reactive.

Among the various innovations you've implemented, is there one that stands out as the most successful?

One of the most successful technology implementations I've been involved in was managing the working capital process for a UK-listed organization.

The process initially involved around 25 to 30 people across different countries, and consolidating cash flow data took two to three days. We automated this process by using a cloud-based solution integrated with SAP and SharePoint, reducing it to just a few hours. This allowed us to quickly make informed decisions on inter-group lending and borrowing, streamlining our operations significantly. Another success was implementing a comprehensive FP&A project to consolidate and report business unit and group performance, greatly improving efficiency.

إلى أين ترى مستقبل التمويل في الشرق الأوسط في السنوات الخمس المقبلة؟‍

في السنوات القادمة، سيشهد مستقبل التمويل في الشرق الأوسط تقدمًا ملحوظًا، خاصة في مجال التكنولوجيا المالية. على سبيل المثال، في الصين، يستخدم الأشخاص تطبيقًا واحدًا لجميع المدفوعات تقريبًا وبالكاد يحملون النقود. أرى اتجاهًا مشابهًا يظهر هنا. من المحتمل أيضًا أن نرى اعتمادًا أكثر شمولاً للتقنيات التي تبسط العمليات وتحسن المعاملات المالية، على الرغم من أننا سنحتاج إلى مراقبة كيفية تطور السياسات واللوائح بعناية لدعم هذه التغييرات.

منذ أن تم إدخال الذكاء الاصطناعي إلى وظيفة التمويل، كيف تعتقد أنه أثر على المتخصصين الماليين؟‍

لقد كان إدخال الذكاء الاصطناعي في التمويل رائعًا ولكنه أيضًا يمثل تحديًا كبيرًا. أجبر الذكاء الاصطناعي المتخصصين في التمويل على التكيف مع الأدوات الجديدة التي تعمل على أتمتة وتحسين المهام التي كانت في السابق يدوية وتستغرق وقتًا طويلاً. وقد سمح لهم ذلك بالتركيز أكثر على صنع القرار الاستراتيجي بدلاً من المهام الروتينية. ومع ذلك، فإنه يتطلب أيضًا عقلية التعلم المستمر لمواكبة هذه التطورات، والتي يمكن أن تكون تحولًا كبيرًا للكثيرين في هذا المجال.

‍ما الذي يثير حماسك أكثر في دورك كمدير مالي؟‍

لا يقتصر دور المدير المالي على التمويل فقط، على الرغم من أن معظم الناس يفهمونه على هذا النحو. إنها تنطوي على صورة أوسع بكثير. التمويل والمحاسبة ضروريان لتقييم أداء الشركة، ولكن الأرقام يجب أن تدفعنا إلى التفكير في الاستراتيجيات المستقبلية. ما يجعلني متحمسًا هو التفكير فيما نقوم به لمستقبل شركتنا، وليس فقط الترتيبات المالية الحالية.

‍كيف تبدو العضوة الوحيدة في الفريق المالي في Allsopp & Allsopp؟‍

إنه امتياز كبير. على سبيل المثال، في يوم المرأة، فاجأني فريقي، المكون من جميع الذكور، بباقة من الزهور، وهو ما يفوق تمامًا ما كنت تتوقعه. غالبًا ما يعتقد الناس أن المحاسبين يهتمون بالأرقام فقط وليسوا عاطفيين جدًا، لكن هذه الإيماءة أظهرت الكثير من التقدير. العمل في فريق يهيمن عليه الذكور جيد جدًا لأنك غالبًا ما تعرف الجزء المفقود في ثقافة الفريق. يمتد دوري إلى ما وراء التمويل؛ أحاول أيضًا تدريب الفريق لجعلنا أقوى وأكثر تماسكًا.

‍حي

يشغل فالين منصب المدير المالي في Allsopp and Allsopp Group، ويتمتع بعشر سنوات من الخبرة في مجال التمويل في جميع أنحاء الشرق الأوسط. وهي حاصلة على شهادة ACCA وCFA، وبدأت حياتها المهنية في دبي من خلال برنامج Dubai Business Associates المرموق. تشمل خلفيتها المتنوعة البنوك متعددة الجنسيات وشركات Fortune 500 وصناعة الطيران. تشتهر فالين بفطنتها التحليلية ومهارات الاتصال القوية، وتتفوق في البيئات ذات الضغط العالي وهي شغوفة باستخدام التكنولوجيا لدفع نمو الأعمال.