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.

What do you think is going to be the future of finance in the Middle East in the next 5 years?

The future of finance in the Middle East is heading towards significant digital transformation. We will see an increased reliance on AI, automation, and cloud technology. Finance professionals must evolve, developing broader business acumen and strategic skills, as the role of traditional accounting shifts.

How do you think AI can help accounting and finance professionals?

AI can significantly enhance the analysis of profit and loss (P&L) statements. By automating data collection and analysis, AI can provide deeper insights and more accurate forecasting. This allows finance professionals to identify trends, make informed decisions, and improve financial performance, thereby driving better business outcomes.

What advice would you give final-year finance students about to enter the job market?

Finance professionals must be confident in their ability to advance to finance manager roles. Remaining in purely accounting positions will become increasingly challenging as low-level and routine accounting tasks will be automated.

My advice is to develop a comprehensive, entrepreneurial perspective of the company, extending beyond finance. This includes understanding legal aspects, contracts, credit control, and project management. Adopting this 360-degree view will help them maintain a higher-level position and ensure their skills remain valuable in the market.

Bio

Giovanni Funes Nova is the CFO at Bahri & Mazroei Group in the UAE, with around 30 years of finance experience. Originally from Italy, he has held significant roles in the banking sector and multinational corporations like Permasteelisa Group.

Along with overseeing finance, Giovanni has an extensive general management exposure and a reputation for strong leadership. He is known for facilitating business expansion, directing M&A developments, driving major performance improvement and delivering substantial cost reductions.

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.

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

In the upcoming years, the future of finance in the Middle East is going to see notable progress, especially in fintech. For example, in China, people use one app for almost all payments and hardly carry cash. I see a similar trend emerging here. We're also likely to see more extensive adoption of technologies that streamline operations and improve financial transactions, although we'll need to carefully watch how policies and regulations develop to support these changes.

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

The introduction of AI in finance has been great but also quite challenging. AI has forced finance professionals to adapt to new tools that automate and optimize tasks which were previously manual and time-consuming. This has allowed them to focus more on strategic decision-making rather than routine tasks. However, it also requires a continuous learning mindset to keep up with these advancements, which can be a major shift for many in the field.

‍What excites you the most about your role as a CFO?‍

The CFO role is not only about finance, though most people understand it as such. It involves a much wider picture. Finance and accounting are essential for evaluating the company’s performance, but the numbers should drive us to think about future strategies. What makes me excited is thinking about what we are doing for the future of our company, not just the current financial arrangements.

‍What is it like being the only female member in the finance team at Allsopp & Allsopp?‍

It’s quite a privilege. For instance, on Women's Day, my team, which is all male, surprised me with a bouquet of flowers, which is totally beyond what you’d expect. People often think accountants are just about numbers and not very emotional, but that gesture showed a lot of appreciation. Working in a male-dominated team is quite good because you often know what's the missing part in the team culture. My role extends beyond finance; I also try to coach the team to make us stronger and more cohesive.

‍Bio

Faline is the Chief Financial Officer at Allsopp and Allsopp Group, with a decade of experience in finance across the Middle East. An ACCA and CFA holder, she began her career in Dubai through the prestigious Dubai Business Associates program. Her diverse background spans multinational banks, Fortune 500 companies, and the aviation industry. Known for her analytical acumen and strong communication skills, Faline excels in high-pressure environments and is passionate about using technology to drive business growth.