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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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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