Middle East’s 10 Most Influential CIOs to Watch April2024

Zohdi ElSaadi

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Wealth consists not in having great possessions, but in having few wants.

- Epictetus

Editor’s Note

Securing Market Leadership Through Exemplary Experiences

Consideringhowfastconsumerbehaviorchanges

andhowcustomerexpectationsareprogressing everyday,organizationsneedtoaskthemselves howlongtheycanmaintaintheirpositioninthemarketas providersof"good"customerexperiences.Here,alleyes cometotheCIO.Thepositioniscrucialsincebusinesses arefocusingmoreonusingdigitalchannelstomakeclient interactionssmarter,morecaptivating,andmore transparent.Putsimply,CIOsareinchargeoftheglobal digitaleconomy.

Nowadays,CIOsareresponsibleforpromotingthedigital economyandmakingcertaintheircompaniesremain competitive.Theyhavetoensurethatthedigitalplatforms usedbytheirbusinessesaretransparent,clever,and enticing,givingclientstheknowledgetheyneedtomake wisechoices.

ITinfrastructuremanagementisnolongerthesole responsibilityoftheCIO.Rather,theyarenowexpectedto leadthedigitaltransformation,makingsurethattheir companiesareatthecenterofcreativityandprovidingan outstandingcustomerexperience.Thiscallsforathorough comprehensionofthewantsandneedsoftheconsumeras wellasthecapacitytousetechnologyanddatatocreate

seamless,tailoredexperiencessuchaspersonalizedproduct recommendations,intuitiveuserinterfaces,andproactive customerservice.

Withthisinmind,TheCIOWorldhasbroughtforththe latestedition, ‘Middle East's 10 Most Influential CIOs to Watch,’ highlightingChiefInformationOfficerswhoare integratingthetransformingdigitalmarketplacewithdrive andinventiveness.Theseindustryleadersaredeliberately creatingexperiencesthatarenotsimplygoodbut extraordinary,ratherthanpassivelyrespondingtoshiftsin customerbehavior

ThisissueexploresthepersonalstoriesofimaginativeCIOs whoarepropellingtheircompaniesthroughdigital transformationstobecomeleadersingrowthandcustomer experience.Everystorydemonstratesthecriticalrolethese peopleplayedinnegotiatingthetrickynexusofbusiness, technology,andcustomerexpectations.

Haveagoodreadahead!

AlayaBrown

Editor-in-Chief

Deputy Editor

Managing Editor

Assistant Editor

Visualizer

Art & Design Head

Art & Design Assitant

Business Development Manager

Business Development Executives

Technical Head

Assitant Technical Head

Digital Marketing Manager

Research Analyst

Circulation Manager

Eric

Richard

Ali Katkhada

Chief Informaon Officer

Khalid Alissa

Chief Informaon Officer

Dr. Lenish Kannan

Chief Informaon Officer

Manish Agarwal

Chief Informaon Officer

Mario Foster Group CIO

Mustafa Gul

Chief Informaon Officer

Rany Sabry

Chief Informaon Officer

Tahseen Alaktaa

Chief Informaon Officer

Company Name

Depa United Group www.depa.com

Imam Abdulrahman bin Faisal University (IAU) Western Internaonal Group www western internaonalllc.com

M.H. Enterprises L.L.C www.mhdubai.com

Al Ghurair Group www.alghurair.com

A computer engineer with a graduate diploma in telecommunicaons, a master's in engineering and technology management, and cerficaons in PMP, ITIL, AWS, GDPR, OCP, Defi, and Blockchain.

A disnguished CIO, cybersecurity consultant, and keynote speaker with a passion for IT. Awarded "Outstanding leadership in educaon" and first place in digital transformaon in educaon sector in Saudi Arabia.

As CIO Dr. Lenish is a visionary IT execuve, 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 revoluonize business. His experse fuels organizaonal growth in the digital age.

Being a group CIO for 15 years in Middle Eastern family businesses, Mario drives innovaon and operaonal excellence through digital and business transformaons. Commied to people, culture, and enabling businesses to thrive in the digital era.

Younis Othman

Chief Informaon Officer

Zohdi El-Saadi

Chief Informaon Officer

Ascend Soluons 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

With a background in innovaon and product growth, Mustafa, as a CIO and Product Incubaon 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 organizaonal performance.

Senior IT execuve with 15+ years of experse in IT strategy, transformaon, and leadership. Proven track record of delivering business impact and thriving in mulcultural environments.

Inially pursuing a different path, Younis found his calling in the technology sector through a chance encounter. Recognizing his potenal for crical thinking and problemsolving.

Having witnessed and shaped digital landscapes since the dawn of personal compung, Zohdi's fascinaon with coding, design, and informaon exchange led to a successful career in technology.

Zohdi ElSaadi

Pioneering Innovation, Bridging Generations, and Transforming Businesses

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.

Zohdi El-Saadi

Chief Informaon Officer

IKK Group

Middle East's 10 Most Influenal CIOs to Watch

Enthusiastically Captivated by Technology from its Nascent Stages!

Everheardthesayingthatwe'relivingintheageof convenience?Well,guesswhat?Wetotallyare!

Doyourememberwhengoingtothebankusedtobe adreadedtask?Thelonglines,thenever-ending forms,andthepainfulwaitforourturn?Andwho canforgetthetroubleofsearchingthroughabig,dusty dictionaryjusttofindthemeaningofoneword?Buthey, timeshavechanged,haven'tthey?Sinceeverythingbecame digital,we'vegottenaccesstoallkindsofconveniences, someofwhichwehadn'tevenimaginedbefore.Technology enthusiasts,withtheirpassionanddedicationtotechnology, madeallofthispossible,makingourliveseasierandless stressful.

ZohdiEl-Saadi,theChiefInformationOfficeratIKK Group,isonesuchvisionary Withacareerdefinedbya boundlesspassionfortechnology,hehasnotonlywitnessed theevolutionofdigitallandscapesbuthasbeenanactive participantinshapingthem.

Zohdi'sjourneybeganintheearlydaysofpersonal computing,whenIBMPCsandAppleMacintoshdevices wereintheirnascentstages.Itwasduringthistimethathis fascinationwithtechnologywasignited.Fromthevery outset,hewascaptivatedbytheworldofapplication coding,design,databases,andtheintricateexchangeof informationbetweenvarioustechnologies.Whatstartedas apassionsoonevolvedintoanacademicpursuitanda thrivingprofessionalcareer.

Theallureoftechnology'sconstantevolution,thechallenge ofstayingattheforefrontofinnovation,andtheprospectof integratingthesecutting-edgetechnologiesintodailylife andbusinesspracticesallplayedpivotalrolesinZohdi's journey.Forhim,thedynamismofthetechworldwasnota deterrentbutamagneticforcedrawinghimin.

Inhiscurrentrole,Zohdi-El-Saadiissteeringthecorporate centralizedITdepartmentthroughadigitalodyssey.IKK Group,withitsdiverseportfolioandinternationalpresence, requiresavisionaryanddevotedCIOwhocanharness technology'stransformativepower

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.

TheIKKGroup'sHistoryandVision

TheIsamKhairiKabbaniGroup,aprominentleaderinthe SaudiBusinessandConstructionSectorforoverfive decades,buildingaremarkablesuccessstoryandan enduringlegacy Withahistoryspanningbackto1968,this distinguishedconglomerate,comprisingover40companies intheKingdomofSaudiArabiaandtheMENAregion,has continuallyevolvedandthrived.Thefounder,SheikhIsam Alkabbani,embarkedonthisremarkablejourneyaftera careerintheMinistryofForeignAffairsandtheOPEC organization.In1969,hemadethepivotalmovetoJeddah, layingthefoundationforthegroup'sinauguralcompanyin 1970.

TheFounder'sPhilosophyfortheNextGenerationespouses theprinciplesofvision,transparency,andunwaveringhard workasthecornerstonesofsuccess,transcending professionalboundaries.Thisphilosophyhasshapedthe group'srichhistoryofinnovation,consistentlydelivering top-tierproductsandsolutionsthatadheretobothlocaland internationalqualitystandards,therebyenhancingthe constructionindustryandbeyond.Theirreachextendsto over20countriesworldwide.

UnderthesteadfastguidanceofChairmanMr.HassanAl Kabbani,thedrivingforceandprimaryadvocate,the centralizedITdepartmentwasestablishedover15years ago.Hisvisionaryinitiativeandunwaveringsupporthave usheredinaneweraofcutting-edgetechnology, epitomizedbyastate-of-the-artmoderndatacenterandthe deliveryofITservicesthatadheretointernational standards,benefitingaworkforceofmorethan4500 employeesand14000workerswithinthegroup.This significantachievementwasfurtherbolsteredbythe resolutebackingofGroupCEOMr AmrAlkabbani.His continuedsupportandsponsorship,coupledwitha commitmenttoempowermentandthefacilitationof automationandcybersecuritysolutions,havefurther solidifiedthegroup'simpressivesuccessstory.

ChallengesinManagingITforJeddahMunicipality

Zohdiencounteredaformidablechallengeintherealmof changemanagement,withtheaddedcomplexityofquelling resistancetochangewithintheconstraintsofswiftproject deliveryandstringenttimeframes.Thischallengewas furtheramplifiedbytheimperativetoconcurrentlyinitiate numerousprojectsanddeployanarrayofnewservices.The intricacieswerecompoundedbythenecessitytocollaborate seamlesslywithexternalagenciesandstakeholderswhile ensuringmeticuloustasksynchronization.

Toovercomethesehurdles,amultifacetedarrayof techniquesandsolutionswasadeptlyemployed.Foremost amongthesewastheimplementationofcomprehensive trainingandawarenessprograms,engagingallpertinent stakeholdersineachproject.Thisapproachaimedtofoster asharedcomprehensionofprojectobjectivesandthe associatedadvantages,withaparticularfocusonenhancing overallproductivitythroughtheautomationofprocesses. Theultimategoalwastobringaboutapositive transformationintheorganization'shumancapital, empoweringexistingstafftoelevatetheirknowledgeand capabilitiesforoptimalutilizationofnovelsolutions.

StrategiesforEffectiveTeamManagement

Zohdiemphasizedthateffectivecollaborationinanyteam reliesonhavingtherightindividualsintheappropriate roles.Thisfosterscollaborationandteamspiritand supportspersonalachievements.Furthermore,selecting capableandqualifiedpartnersandtechnologyvendorsis crucial.Theyshouldbeabletoalignwiththeteam's missionandvision,workingtogetherasoneentityto enhanceITservicesandsuccessfullydeliverprojects. Implementingaprofessionalorganizationalchartforthe sub-ITunitsordepartmentswithinthecentralizedIT departmenthelpssegregateauthoritiesandresponsibilities. Thisensuresthattherightresourcesareallocatedtoeach projectortask.However,itisessentialtomaintainhighly efficientandfullyorchestratedcommunicationand collaborationbetweentheseentitiesatalltimes.By integratingthesesubunitsanddepartments,teamwork becomesanaturaloutcomeratherthanjustarequirement whendeliveringaspecificserviceorproject.

DrivingTechnologyInitiatives

AsaCIO,Zohdi'sprimaryresponsibilityistoactivelyseek andpromoteideasandprojectsthatcontributetobusiness growthandfacilitatedailyoperations.Additionally,he occasionallyproposesnewtechnologiesthatmayopenup newopportunitiesforexistingbusinessunits.The organizationalchartoftheirprofession-basedstructure ensuresthateachunitorsub-departmenthasthenecessary resourcesandautonomytoproposeandtestnewinitiatives thataddressbusinessneedsorimproveexistingprocesses, incollaborationwithbusinessowners.Numerousexamples ofsuchinitiativesincludetheimplementationof consolidateddatadashboardsandreports,whichprovide comprehensiveinsightsintovariousoperationalaspects suchassales,inventory,projectstatus,leads,and collection.

Furthermore,integratedsystemshavebeenintroducedto enhanceexistingprocesses,suchastheERPcashvansales andwarehousemanagementsystem.Alloftheseinitiatives arecarefullytailoredtothespecificrequirementsand demandsofthebusiness,takingintoaccountbothlocaland globaleconomicfactorsaswellasthelatesttechnological trends.

AmajordrivingforcebehindtheseinitiativesistheIKK Group'svisionandmission,whicharefullyalignedwith theambitiousVision2030oftheKingdomofSaudiArabia. Thisvisionaimstoleadthecountrytowardsafutureof technologicaladvancement,whereinallgovernment processesandcommunications,whetherwithindividualsor businesses,arefullyautomated.Thisnecessitates continuousintegrationprojectswiththeextensivebackend infrastructurethatgovernstheentiredataandtechnology systemsofthekingdom.

EnsuringQualityITServices&Cybersecurity

Zohdi,whilediscussingthekeyfactorsthatcontributeto successfulservicedeliveryandcustomerserviceintheIT industry,emphasizedtheimportanceofmanaging, maintaining,andsupportingservicesaccordingtostandards andbestpractices.AsanITservicesproviderforadiverse groupofcompanies,thecentralizedITdepartmenthas implementedtheITILframeworkacrossallofferedIT services.Thisincludesserviceplanning,deployment,and supportforalluserswithinthegroup.Userscanaccessa servicecatalogthroughaninternalwebaddress,andthese servicesarecloselymonitoredforavailabilityand continuity.

Periodicreportsaregeneratedtotrackthestatusofservice levelagreements(SLAs)forrequestsandincidents,aswell assurveysandservicestatusreportsthathelpimproveand maintainservicequality Tofurtherdemonstratetheir commitmenttooperationalexcellence,thedepartmenthas achievedISO20000accreditation.TheITservices managementunitconductsregularinternalreviewsand collaborateswiththird-partyauditfirmstoensure compliancecontrolsaremaintainedandtoperformthe annualperiodicauditprocessforrenewal.Inaddition,the centralizedITdepartmentundergoesabi-annualthird-party cybersecurityaudit,coveringmajorinformationsecurity controlsalignedwithinternationalstandards,andis accreditedandcertifiedbySaudiARAMCOCCC (CybersecurityComplianceCertifications).

NavigatingChallengesintheITIndustry

TheIKKGroupfacesasignificantchallengedaily,which involvestheusers'adaptationtonewtechnologiesandthe correspondingmeasurementsandrisksassociatedwith them.Oneofthekeyconcernsistheincreasing cybersecurityandinformationsecurityrisksthatariseevery second.Thedepartmentisdedicatedtopromotinguser awarenessandimplementingstrictermeasuresforaccessing andoperatingITserviceswhileensuringthatthese solutionsdonotoverlycomplicateusers'dailyoperations. Thedepartmentplacesastrongemphasisoneducatingand informingallusersaboutnewtechnologiesandthe associatedrisksthroughtargetedcampaigns,workshops, andpublicevents.Tofurtherthiseffort,animportant initiativetookplaceinFebruary2023,wherethe departmentcollaboratedwithlocalchapters/teamsof Microsoft,VEAM,andPaloAltoNetworkstoorganizea uniqueeventinthekingdom.Thisevent,knownasCEAK 2023(CybersecurityEventforAwarenessandKnowledge), broughttogetherinternalandexternalexecutiveinviteesto highlightthesignificanceofcollaborationamongentitiesin thefieldsoftechnologyandcybersecurityawareness.

ImplementingTechnologyforEfficiencyand Productivity

ZohdimentionedthatthecentralizedITdepartmenthas undertakennumerousinitiativesandprojects,particularly focusedonprocessautomation.

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.

TheERPandapplicationsconsultants,aswellasthe supportunitanddevelopmentunit,conductthorough analysisanddesignofbothexistingandnewprocesses. Thisisdonetoalignenterpriseapplicationsorcreate tailoredsolutionsthatenhanceoverallbusinessoperations. Moreover,thedepartmentimplementssystemintegrations forspecifictradingandmanufacturingbusinesslineswithin theorganization,incorporatingverticalandspecialized solutions.Additionally,variousservicesareintroducedto enhanceproductivitythroughtheutilizationofcloud-based businesstools,hostingservices,andmodern communicationsolutions.

FacilitatingCollaboration

ThecentralizedITdepartmentwithintheIKKgroupof companiesconsistsofcollaborativesub-departmentsand unitsthatworktogethertoprovidecomprehensiveIT servicesandsolutionsforallcompaniesanddepartments withinthegroup.TheITcustomersupportdepartment, knownasthefront-enddepartment,isthemainpointof contactforalldailytechnicalandIT-relatedneedsacross

thegroup.Usersareassistedthroughanautomatedservice deskthatoffersfullvisibilityintoeachsupportticket.This servicedeskiscloselymonitoredthroughautomatedSLA triggersandreports,alongwithaunifiedcallcenter TheIT procurementunitisresponsibleformanagingallIT systems,hardware,andsoftwarepurchases.Theyworkin closecoordinationwithvariousfinancedepartmentswithin thegrouptoeffectivelymanagethedepartment'sbudgetand financialoperations.TheirERP/ApplicationsConsultants Unitprovidesfunctionalandtechnicalconsultation,aswell asimplementationandsupportforcorebusinesssystems andapplicationsusedbythegroup'scompaniesinvarious businesslines,suchastrading,manufacturing,and specializedcontracting.Additionally,theirdevelopment unithandlesallnecessarycustomizationsforthese applicationsanddevelopscustomizedreportsand dashboardstailoredtoeachcompany'sneeds,aswellas consolidatedreportsfortheentiregroup.

TheHR/MISunitsupportsallinternalinformationsystems, includingthemainHRsystem,andensuresseamless integrationwithotherinternalinformationsystems.The back-endinfrastructureandcybersecuritydepartment overseestheoperationsandmanagementofthegroup'sdata centerhardwareandservices.Theyworkdiligentlyto configureandsecuretherequiredplatformforall operations,prioritizingthesafety,continuity,and confidentialityoftheirITservices.

Thesespecializedinternaldepartmentsandunitsoperate cohesively,muchlikeawell-organizedbeehive,toensure thesafeandcontinuousdeliveryofallITserviceswiththe utmostconfidentiality.

CareerAdvice

Zohdisuggeststhatakeypieceofadviceistofocusonselfdevelopmenttostayup-to-datewithbeneficialand business-orientedtechnologicaltrends.Bystayinginformed aboutnewtechnologicalinnovations,businessescan improvetheiroperationsandachievetheirobjectivesmore efficiently.Asresponsibilitiesandworkscopeincrease,it becomesimportanttoenhanceconceptualandemotional skillsalongsidetechnicalskillstohaveabroader understandingofthebusinessanditscomponents. Leadershipshouldnotbelimitedtotechnicalteam leadershipbutshouldalsoinvolvebeingarolemodeland influencerfortheteam,helpingthemdiscovertheirtalents andutilizethemtoachievedesiredbusinessoutcomes. Ultimately,ITservesasamajorenablerforanytypeof business.

Katkhada

Transforming Visions into Digital Realies

Leveraging Technology to Drive Cultural Change and Business Transformation!

Innovationisnotabouttechnology;itisaboutthe

peoplewhomakeithappenthroughtheir inventiveness,teamwork,andpersistenthungerfor progress.Whiletechnologydeliversthetoolsand framework,itistheimaginationanddeterminationof peoplethatpropelitforward.

Considerthemostinfluentialinnovatorsinhistory,from ThomasEdisontoSteveJobs.Whatdifferentiatedthemwas theirknowledgeoftechnologyandtheabilitytosee possibilitieswhereotherssawlimitations.Theyunderstood thatinnovationwasn'tconfinedtotherealmofcircuitsand code;itwasaboutunderstandinghumanneeds,solving real-worldproblems,andenhancingthehumanexperience.

MeetAliKatkhada,GroupChiefInformationOfficer (CIO)ofDepaUnitedGroup,whopersonifiesthis principle.Bringingawealthofexperienceandastellar educationalbackgroundtothetable,Alis’sjourneyinthe techindustryisnothingshortofimpressive.Withasolid foundationasaComputerEngineerandagraduatediploma inTelecommunicationEngineering,hefurtherhonedhis skillsbyobtainingaMaster'sDegreeinEngineeringand TechnologyManagementfromPortlandStateUniversityin Oregon,USA.Notstoppingthere,Aliholdsaprestigious arrayofcertifications,includingPMP,ITIL,AWS,EU GDPRPractitioner,OCP,DefiMaster,andBlockchain Expert.

Hiscareerpathismarkedbysignificantmilestones. Previously,AlicontributedhisexpertiseatSaber

ConsultingintheUS,whereheplayedamomentousrolein providingcutting-edgeITconsultancyservices,including developingvotingsolutionsforthefederalUSgovernment. TransitioningtotheMiddleEast,heassumedtheroleof HeadofITDepartmentforaprominentglobalinterior contractinggrouplistedonvariousstockexchanges.

CurrentlyatDepaUnitedGroup,Alicoordinatesthedigital transformationinitiativesacrossallbusinessunits.The group'sportfoliospansdiversesectors,including hospitality,socialinfrastructure,economicinfrastructure, yachtsandmarineprojects,andaircraftprojectsacross regionsliketheMiddleEastandNorthAfrica,Europe, Asia,andNorthAmerica.Notableprojectsunderhis purviewincludeiconiclandmarkslikeBurjAlArab,Burj Khalifa,Atlantis,Fermont,Applestores,DubaiAirport, FlameTowersinBaku,sunandsandsinSingapore,and otherprestigioushotelsworldwide.

Web 3, blockchain, NFT, Defi, Digital Twins, and Metaverse—I'm very fascinated with all these technologies and the disrupon they can do to all industries and human life.

Below are the interview highlights:

CouldyoupleasebriefusaboutDepaUnitedGroupand itsinceptionstory?

DepaGroupisaleadinginteriorcontractorthatcomprises threekeybusinessunitsandinvestments,whichspan varioussectorsoftheinteriorconstructionmarket.

TheGroupdelivershospitality,commercial(officesand retail),socialinfrastructure,economicinfrastructure,yachts andmarine,high-riseandlow-riseresidential,andaircraft projectsinselectedcountriesintheMiddleEastandNorth Africa,Europe,Asia,andNorthAmerica.

Depahasproudlysetthestandardsofexcellenceininterior implementation,asevidencedbythedeliveryofthemost iconicprojectsintheMiddleEast,Asia,andotherregions.

ListedontheNasdaqDubaiandheadquarteredinthe UnitedArabEmiratesandSaudi,DepaGroupprovidesa solidsupportingstructureandguidancetoitsKeyBusiness Units(KBUs).Withanexpansivegeographicnetwork,the groupcandelivercomplexandprestigiousprojectsacross theglobe.

Ourbusinessunitsandinvestmentsareallcenteredaround twooperatinghubsintheUAEandSaudi,inadditiontothe GermanSuperYachtbusiness.allowingDepaGrouptoact asasinglepointofcontactforthemostcomplexinterior projects.

AsaCIO,howwouldyouapproachaligningour technologystrategieswithourbusinessobjectivesto drivegrowthandefficiency?

TheCIOswhochosetoworkinnon-ITbusinesseswhere ITisnottherevenuegeneratorbutratheracostcenter Whatthebusinessfocusesonisrevenueandgrossprofit. WehavetounderstandthattheroleofIThasevolved beyondbeingjustabusinessenabler;ithasbecomea criticalstrategicpartnerintegraltoorganizationalsuccess. Intoday'sdigitalage,ITisnotmerelyasupportfunction butadriverofinnovation,efficiency,andcompetitive advantage.Itplaysapivotalroleinshapingbusiness strategies,enhancingcustomerexperiences,protectingthe businessinvestmentsandenablingnewrevenuestreams.

Inyouropinion,whatemergingtechnologiesdoyou believewillhavethemostsignificantimpactonour industry,andhowwouldyouintegratethemintoour existinginfrastructure?

Inmyconstructionindustry,thereareseveralnewemerging technologiesfromthefourthindustrialrevolutionthatI'm keepinganeyeonandtakingsomeinitiativetotry,like:

• 4D/5DBuildingInformationModeling(BIM):BIMis alreadywidelyusedinourindustryandinmostofour projectsinKSAandDubai,but4D/5DBIMaddstime andcostdimensions,enablingreal-timescheduling, costtracking,andclashdetection.Thiscanoptimize resourceallocation,preventdelays,andimprove projectbudgeting.

• ArtificialIntelligence(AI)andMachineLearning (ML):AIautomatesrepetitivetaskslikesafety analysis,materialprocurement,andprogresstracking. MLcanoptimizeprojectplanning,predictrisks,and recommendsolutions.

• InternetofThings(IoT)andSensorTechnology:we havedoneinDepaoneinitiativeinoneofourprojects asweimplementedIOTinthehelmetofthelaborto measuremanpowerproductivity,sowecollectrealtimedataonperformance,safety,movement,and

environmentalconditions.Soifacarpenterisrequired onthefifthfloorandheisonthefirstfloor,thatmeans hewashangingoutandnotworking.Allthe constructionsitesappearonaheatmapforHRto monitorlaborproductivity

• Web3,blockchain,NFT,Defi,DigitalTwins,and Metaverse:I'mveryfascinatedwithallthese technologiesandthedisruptiontheycandotoall industriesandhumanlife.Metaverse,forexample,is poisedtorevolutionizeconstructionbyreplacing expensivephysicalmockups.Clientscanvirtually experiencedifferentdesigns,materials,andcolors, savingtimeandresources.Wetooktheinitiativelong agousingtheUnitygamingengineandVRtechnology, butnowwhatMetaverseanddigitaltwinscandois phenomenalwork.Wehadaprojectinthemetaverse showingwhatourgroupiscapableofdoingby showingourpreviouslycompletedprojectportfolio togetherinonecityinthemetaverse.Furthermore,we havedoneaprojectinNFTforemployeeidentity managementandgivensomeutilityforthemtoenjoy

Howdoyouplantoensuredatasecurityand compliancewithregulationsinourorganization, particularlyinlightofevolvingcybersecuritythreats?

Wesetupacomprehensivecybersecuritystrategytoensure datasecurityandregulatorycompliancewithinour organization.Thisincludesconductingregularrisk assessments,deployingadvancedsecuritymeasures,setting upsecurityawarnessprogramincludingeducating employeesoncybersecuritybestpractices,quoarterlyspam attacksimulation,,stayingupdatedonregulationsasa publiclylistedcompany,developinganincidentresponse plan,continuouslymonitoringforthreats,andfostering partnershipsforinsightsandresources.

CanyouprovideexamplesofsuccessfulITprojects you'veledinthepastandthestrategiesyouemployedto ensuretheywerecompletedontimeandwithinbudget?

•ERPimplementationsacrosseightdifferentjurisdictions

•NFTforemployeeidentitymanagement.

•Award-winningMetaverseforacorporateportfolio showcaseandFFNECatalogue

•IOTforlaborperformancemanagement.

TheprimarystrategyforensuringthesuccessofanyIT projectistoprioritizeculturalchangeandempower individualsbyunderstandingtheirconcernsandaligning

personalagendaswithcompanygoals.Implementinga robustchangemanagementstrategyisessentialtoaddress users'fearsofreplacementandmitigatedisruptionscaused bynewtechnologies.Providingampletraining, comprehensivemanuals,instructionalvideos,establishing centersofexcellence,andfosteringfocusgroupsarecrucial steps.Additionally,fosteringanincentive-drivenculture withrecognitionandawardsfurthermotivatesandengages stakeholdersintheproject'ssuccess.

Collaborationandcommunicationarecrucialaspectsof ITleadership.Howdoyouplantofostercollaboration betweenITandotherdepartmentswithinourcompany toenhanceoverallproductivityandinnovation?

FosteringcollaborationbetweenITandotherdepartmentsis crucial,andit'spartoftheCIO'sroletocultivateafamilial atmospherewithinthedepartmentwhereeveryoneis committedtothefunction'ssuccess.Additionally,theCIO servesasabridgebetweenITterminologyandsimple businesslanguage.Weestablishedclearcommunication channelsandencouragedcollaborativeprojects. Furthermore,wepromotedacultureoftransparencyand knowledgesharingtoboostproductivityanddrive innovationthroughouttheorganization.Thisinvolved creatingcentersofexcellenceforeachbusinessfunction andservingascommunitieswhereallstakeholdersdiscuss changes.Focusgroups,comprisingsuperusers,reviewand approveproposedchangesbeforeimplementationbyIT Moreover,alltrainingmaterialsandpoliciesarecentralized withinthesecentersofexcellence.

Fostering an incenve-driven culture with recognion and awards further movates and engages stakeholders in the project's success.

Giventherapidpaceoftechnologicalchange,howdo youstayupdatedonthelatesttrendsandadvancements inthefieldofinformationtechnology,andhowwould youleveragethisknowledgeforthebenefitofour company?

Remainingabreastoftechnologicaltrendsisimperativefor sustainingourcompany'scompetitiveadvantage,especially giventherapidevolutionoftechnologyeverysixmonths.I activelyengageinprominentITsummits,conferences,and professionalnetworks,includingparticipationintheCIO Club.

Moreover,ImaintainanactivepresenceinaprivateCIO WhatsAppgroup,wherewecollaborativelyshareinsights, provideassistance,andaddressqueries.Leveragingthis knowledge,Iaimtoidentifyopportunitiesforintegrating emergingtechnologiesthataligncloselywithourstrategic businessobjectives.

Canyoudescribeachallengingsituationyou encounteredinapreviousroleasaCIOandhowyou successfullynavigatedthroughittoachieveapositive outcome?

Inapreviousrole,Ifacedachallengewhenimplementinga newenterpriseresourceplanning(ERP)system.Theproject encounteredsignificantresistancefromdifferent

stakeholdersduetoconcernsaboutdisruptionsandusability. Toovercomethis,myteamandIinitiatedcomprehensive stakeholderengagement,includingdetailedchange managementprogramaddressedconcernsthrough transparentcommunication,centralofexcelenceand providedextensivetrainingandsupport.

Ultimately,theseeffortsledtoasuccessfulimplementation withminimaldisruptionsandimprovedoverallefficiency.

WhatmetricsorKPIsdoyoubelieveareessentialfor measuringtheeffectivenessofourITinitiatives,andhow wouldyouensurethatourITinvestmentsdeliver tangibleresults?

ThechoiceofKPIsdependsonthespecificrolewithinIT. Fortechnicalteammembers,KPIsshouldprimarilyfocuson technicalaspects,suchassystemuptime,responsetimes, usersatisfaction,andprojectdeliverywithinbudgetand timeline.

Conversely,forseniorrolesliketheCIO,KPIsshouldalign morecloselywithbusinessobjectives.Thesemayinclude metricsrelatedtorevenuegeneration,backlogmanagement, netprofit,andthealignmentbetweenITinitiativesand overarchingbusinessgoals.Ensuringsuchalignment guaranteesthatourinvestmentsyieldtangibleresultsin termsofefficiencygains,costsavings,andcompetitive advantages.

Culturalfitisessentialforsuccessinanyleadershiprole. Howwouldyoudescribeyourleadershipstyle,andhow doyouenvisionitfittingintothecultureofourcompany?

Iembracealeadershipapproachthatiscollaborative, adaptive,andresults-oriented.Myfocusliesincultivating robustrelationships,fosteringaninnovativeculture,and empoweringteammemberstoreachtheirfullpotential.I foreseemyleadershipstyleharmonizingseamlesslywiththe companyculture,whereteamwork,accountability,and continuousimprovementareesteemed.Iamdedicatedto instigatingpositivetransformationsandactivelycontributing tothecompany'ssuccessthrougheffectiveITleadership.

Couldyoupleasehighlightanyawardsorrecognitions youarehonoredwith?

CIOoftheYear2024,CatalystCIO,BestMetaverseProject.

I believe one of the most important aspects that keeps you up to date is good communicaon and staying close with your employees.

Dr. Khalid Alissa CIO IAU

Middle East's 10 Most Influenal CIOs to Watch

KhalidAlissa

Driving Digital Transformaon in Educaon

Theeducationalenvironmentisbeingdrastically

alteredbydigitaltransformation,whichpresents previouslyunheard-ofchancestoimprovestudent outcomes,increaseaccessibility,andequipthemforsuccess inthedigitalera.Throughtheintegrationofdigital technology,educationalestablishmentsmayfullyrealize thepromiseofeducation,enablingstudentstoprosperina constantlychangingglobalenvironment.

KhalidAlissa,theCIOofImamAbdulrahmanbin FaisalUniversity(IAU),hasbeenattheforefrontof integratingtechnologyintoeducation.Heisaseasoned professorwithahistoryofworkingindifferentsectors.He isskilledinITIL,ComputerForensics,EnterpriseArchitecture,RequirementsAnalysis,andBusinessProcess. Inourdiscussionwithhim,hehighlightedhiscrucialroleat IAUinhelpingtheuniversitybecomeoneofthetopmost universitiesintheworld.

Below are the highlights from the interview!

Couldyoupleasetellusaboutyourselfandwhat motivatedyoutoembarkonthissector?

MynameisKhalidAlissa,PhDininformationsecurity, CIO,cybersecurityconsultant,certifiedchangemanagementprofessional,Keynotespeaker,andtrainer.Awardwinning“Outstandingleadershipineducation.”Firstplace indigitaltransformationintheeducationsectorinSaudi Arabia.Memberofseveraladvisoryboards.

ITisasectorthatIhavebeeninlovewithsincehigh school.Itwasmesmerizingandamazingtoushowthings canbedoneinaveryeasyway.So,whenitwastimetogo tocollege,IdecidedtogointoIT.Aftergettingmy bachelor'sdegree,Ifellinlovewithnetworks.Ispentafew

yearsworkinginnetworksandthendecidedtospecializein networksecurityandcybersecurity

Canyoupleasebriefusaboutyourcompanyandits inceptionstory?

IworkatImamAbdulrahmanbinFaisalUniversity(IAU), apublicuniversityaimingtobeatthetopofnational universitiesandamongthetop50worldwide.

AsaCIO,howwouldyouapproachaligningour technologystrategieswithourbusinessobjectivesto drivegrowthandefficiency?

Foranystrategytobeeffectiveandbeneficial,itshouldbe inlinewithabiggerstrategy.ITstrategyshouldbeinline withtheuniversitystrategy(business),whichshouldbein linewiththeministrystrategy,whichisinlinewiththe KingdomofSaudiArabiastrategy(Vision2030).Business objectivesandgoalsarepartofthebusinessstrategy,so beinginlinewiththemhelpsinachievingthebusiness objectives.

Inyouropinion,whatemergingtechnologiesdoyou believewillhavethemostsignificantimpactonour industry,andhowwouldyouintegratethemintoour existinginfrastructure?

IbelievethatAIwillhavethebiggesteffectinthefuture; thewaywedealwithITandcybersecuritywillchange dramaticallybecauseofAI.Eventhewayweteachshould changewiththenewAIwave.Backbeforetheinternet,an integralpartofteachingwastomakesurethatstudents memorizedtheinformationbecauseitwasnoteasyto reach.Aftertheintroductionoftheinternetandsearch engines,itbecameveryeasytofindanyinformationyou

neededwithinseconds.So,theteachingstyleshiftedtohow tomakeuseofthisinformation.Iknowyoucanreachthe informationeasily,butIneedyoutomakeuseofitby writingareviewandincludingyouropinion,orbydoing research.WiththeneweraofAI,thiscanbedoneeasilyby AIwithoutanyeffortfromthestudent,sotherewillbeno learningcurve.Therefore,weneedtoyetagainupdateand enhancetheteachingstyle.

Howdoyouplantoensuredatasecurityandcompliancewithregulationsinourorganization,particularly inlightofevolvingcybersecuritythreats?

InKSA,wehave“EssentialCybersecurityControls (ECC),”whichareenforcedbytheNCA(National CybersecurityAuthority).Applyingthesecontrolshelpsus achievetheminimumsecurityrequirements.Also,wework hardwiththesupportofhighermanagementtohavethe latesttechnologyincybersecurityandprovidetrainingto yourcybersecurityengineers.Intheend,thereisnosuch thingas100%security,butyoualwayshavetotrytogetas closeaspossible.

CanyouprovideexamplesofsuccessfulITprojects you'veledinthepastandthestrategiesyouemployedto ensuretheywerecompletedontimeandwithinbudget?

“SuccessionPlan”isabigprojectthataimstokeepthe universityreadyandalwayshavepeoplereadytobethe nextleaders.Startingfromevaluation,understandingthe weaknesses,andprovidingtrainingontheseweaknesses throughacompletedashboardforhighermanagement,to preparingthenextleader.Thiswholeprojectwasautomated throughacompleteonlinesystemthatwasdevelopedinhouse.

Collaborationandcommunicationarecrucialaspectsof ITleadership.Howdoyouplantofostercollaboration betweenITandotherdepartmentswithinourcompany toenhanceoverallproductivityandinnovation?

Attitudeiseverything.Inthisage,IThasbecomethenerve systemforanyorganization.Itisrelatedtoeverysingle entityintheorganization.IfITstops,theorganizationwill beparalyzed.WehaveencouragedITprofessionalstodeal withtherestoftheorganization'semployeesascustomers, andwesawahugechangeinattitudeoncethementality waschangedbyconsideringthecustomers.Also,wehave encouragedsuggestionsandinnovationsfromother departmentsintheorganization.Wereceivedsomegood ideasandworkedonthem.Atthetimeoftheannouncement

ofthenewsystem,aclearstatementthankingtheperson whosuggestedtheideawasatthebeginningofthe announcement.Wehavenoticedthatthisencouragesother peopletosuggestnewideasandinnovationsbecausethey wanttoseetheirnames.

Giventherapidpaceoftechnologicalchange,howdo youstayupdatedonthelatesttrendsandadvancements inthefieldofinformationtechnology,andhowwould youleveragethisknowledgeforthebenefitofour company?

Ibelieveoneofthemostimportantaspectsthatkeepsyou up-to-dateisgoodcommunicationandstayingclosewith youremployees.Keepingupwithpeoplewhoareworking onthetechnicalaspectshelpedalotinstayingup-to-date. Also,Ilovetostayconnectedtothefieldbylisteningto podcastsandreadingnewarticles.Probablybeingan academicalsohelpsinstayingup-to-datewiththeresearch inthefield.

CanyoudescribeachallengingsituationyouencounteredinapreviousroleasaCIOandhowyousuccessfullynavigatedthroughittoachieveapositiveoutcome?

WhenCOVID-19hit,wereceivedordersthateveryone shouldworkremotely AsCIO,Ireceivedacallfromthe presidentaskingmeifitwastruethatwecoulddo76%of theworkremotely.Myanswerwas,“Giveus5days,and youwillbeabletodomorethan90%ofthework remotely.”Iwassothankfulthatwewereready;wejust neededtotellpeoplewhichsystemtouseandhowtouseit. Westartedtaking“trainingpills."Eachtrainingcourseis10 to20minutesinlengthonaveryspecifictopic.For example,wehada15-minutesessiononhowtosign documentsusingyourlaptop.Oneoftheaudiencesasked howIdoitusingmymobile,andtheanswerwas,“This willbeanothercoursethatwillbegiven1hourfromnow.” Peopleweresoactiveandexcitedaboutthesecourses,as theydonotconsumeyourtimeandhelpyouwithavery specifictopicthatyouneed.The“trainingpills”program wassosuccessfulandhelpfulindigitaltransformationthat westillseehowitchangedusers'behavior

WhatmetricsorKPIsdoyoubelieveareessentialfor measuringtheeffectivenessofourITinitiatives,and howwouldyouensurethatourITinvestmentsdeliver tangibleresults?

UsersatisfactionisthemostimportantKPIforus.I rememberwhenwereceived1stplaceindigitaltransforma-

We have encouraged IT professionals to deal with the rest of the organizaon's employees as customers, and we saw a huge change in atude once the mentality was changed by considering the customers.

tion,Ireceivedsomanycallsfromuserswithinthe universitystatingthattheyfeltthechangeandthankingus bysayingthiswaswelldeserved,wesothechangeandour livesbecamemucheasier Thiskindoffeedbackismore importantthananytrophy.

Culturalfitisessentialforsuccessinanyleadership role.Howwouldyoudescribeyourleadershipstyle,and howdoyouenvisionitfittingintothecultureofour company?

Leadingbyexampleisthemostimportantroleforaleader. Oncepeopleseeyouworkinghardanddoingwhatyouare supposedtodo,theywillcopyyou.Ihavenoticedthat employeeshavealotofleadershipqualities.

Foranewleader,itisimportanttounderstandthework, reorganize,andsupervise.Inthebeginning,yourworkwill

behardandrequirelonghours.Youhavetobeinvolvedin everything,butifyoudoitright,youwillreachastate whereyoujustneedtomakethebigdecisions.Thedaily workshouldnotbeaffectedbyyourabsence.

Couldyoupleasehighlightanyawardsorrecognitions youarehonoredwith?

• 1stplaceindigitaltransformationintheeducation sector

• Outstandingleadershipaward

• Cybersecurityeducatoroftheyear

• Cybersecurityleaderoftheyear

When Good Intenons Go Wrong!

IT Consultant Succe CIOs

ITconsultantsarebroughtintosolveproblems,optimize

systems,andpropelanorganizationforward.However, eventhemostskilledconsultantcanstruggletodeliver resultsiftheChiefInformationOfficer(CIO)unknowingly createsroadblocks.

Surprisingly,manyoftheseobstaclesstemfromactionsor oversightsonthepartofChiefInformationOfficers(CIOs),the veryleaderswhoengagetheseconsultants.

Here are six ways:

UnclearGoalsandScopeCreep

Aprojectwithoutclearobjectivesisarecipefordisaster When aCIOfailstodefinesuccessmetricsandawell-definedscope fortheconsultant'swork,itleadstoconfusionandfrustration. Vaguegoalslike"improveefficiency"leavetheconsultant guessingaboutpriorities.

TheFix:Clearlydefinetheproject'sgoalsanddesired outcomes.Theseshouldbemeasurableandtime-bound. For example,"Reduceserverdowntimeby20%withinQ3."Outline theprojectscopeindetail,includingspecificdeliverablesand functionalities.

Collaboratewiththeconsultanttoensurealignmentand addressanypotentialambiguitiesbeforeworkbegins.

LackofInternalCommunicationandBuy-In

SuccessfulITprojectsrequirebuy-infromallstakeholders, especiallythosedirectlyimpactedbythechanges.Ifthe CIOfailstocommunicatetheproject'spurpose,benefits, andpotentialdisruptionstointernalteams,resistancecan arise.Thiscanmanifestasdepartmentalroadblocks,data accesslimitations,oragenerallackofcooperation.

TheFix:Facilitateopencommunicationacross departments.Clearlyexplaintheproject'spurposeandits potentialimpact.Encouragequestionsandaddressconcerns proactively.Involvekeypersonnelfromaffected departmentsintheplanningprocess.Thisfostersasenseof ownershipandincreasesthelikelihoodofsuccessful implementation.

MicromanagementandLackofTrust

ITconsultantsareoftenhiredfortheirexpertise. Micromanagingtheirworkstiflescreativityandhinders progress.Constantsupervisionsendsamessageofdistrust andunderminestheconsultant'sconfidence.

TheFix:Establishclearcommunicationchannelsbutallow theconsultanttheautonomytocompletetaskswithinthe agreed-uponscope.Setregularcheckpointsforprogress updatesandfeedback,butavoidmicromanagingdaily activities.

UnrealisticExpectationsandTimelines

Underestimatingthecomplexityofaprojectorsetting unrealisticdeadlinessetsboththeconsultantandthe organizationupforfailure.Rushingthroughprocessescan leadtosloppyimplementationandunforeseenglitches downtheline.

TheFix:Berealisticabouttheproject'scomplexityandthe timerequiredtoachievethedesiredresults. Engagein opendiscussionswiththeconsultanttoestablishafeasible timelinebasedonthescopeofwork.

InadequateAccesstoResourcesandData

ITconsultantsneedaccesstorelevantdataandresourcesto effectivelyperformtheirjobs.Thismayincludesystem

access,historicaldatasets,anddocumentation.IftheCIO hindersaccesstotheseresources,itcansignificantlyslow downtheproject.

TheFix:WorkwithITsecurityteamstogranttheconsultant thenecessarypermissionsandaccesslevelswithinasecure framework.Provideallrelevantdocumentationandhistorical datasetsupfront.Maintainclearcommunicationchannelsfor theconsultanttorequestadditionalinformationasneeded.

PoorChangeManagementStrategy

EventhemostmeticulouslyplannedITprojectcandisrupt existingworkflows.Alackofawell-definedchange managementstrategycanleadtouserresistance,productivity dips,andanegativeperceptionoftheproject.

TheFix: Developacomprehensivechangemanagement strategythataddressesuserconcernsandfacilitatesasmooth transition.Thismayincludetrainingsessions,userguides, andadedicatedsupportchannelforquestionsand troubleshooting.

Byavoidingthesepitfalls,CIOscancreateanenvironment whereITconsultantscanthrive.Clearcommunication, realisticexpectations,andacollaborativeapproacharekeyto maximizingthereturnoninvestmentfromanITconsultant. AsuccessfulpartnershipbetweentheCIOandtheconsultant canleadtoinnovativesolutions,improvedefficiency,anda morerobustITinfrastructure.

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Alaya Brown

An Adept and Passionate CIO Revolutionizing the FMCG Sector

Thegreatgrowlingengineofchange—Technology!’ Howtrueisthisthought,withtheworldwitnessing emergingtechnologiesimpactingbusinessprocesses?Keycontributorstothisexpandinguniverseof technologyareChiefInformationOfficers(CIOs),who disrupttheindustrywiththeirdeepunderstandingof technologytrendsandtheirimpactsonbusiness.Moreover, theemergenceofnewtechnologiesdrivingchangehas enhancedtheimportanceofthesebrilliantleaders.

ManishAgarwalisahighlyaccomplishedandexperienced CIOwhohasbeenleveragingemergingtechnologiesto driveinnovation.BeingaCIOatM.H.Enterprises L.L.C.,anFMCGdistributingcompany,Manishundertakestheresponsibilityofstrategictechnologymanagement,digitaltransformation,high-scaleERPimplementations,etc.,makingtheorganization’supliftmentcertain.

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:

Couldyoupleasetellusaboutyourselfandwhat motivatedyoutoembarkonthissector?

AsanITexecutivewithover20yearsofexperience spanningvariousindustries,mymotivationstemsfroma deeppassionfortechnologyanditstransformativepotential indrivingbusinessexcellence.I’mdrivenbythechallenge ofleveragingtechnologicaladvancementstoaddress complexbusinessproblemsandpropelorganizations forwardintoday’sdynamicdigitallandscape.

Canyoupleasebriefusaboutyourcompanyandits inceptionstory?

M.H.EnterprisesL.L.C.,whereIcurrentlyserveasChief

InformationOfficer,isaleadingFMCGdistribution companybasedinDubai,UnitedArabEmirates.The companyhasarichhistoryofdeliveringhigh-quality productsandservicestoitscustomers,anditsinception storyreflectsacommitmenttoinnovationandgrowth. FoundedwithavisiontorevolutionizetheFMCGdistributionsector,ourcompanyhascontinuallyevolvedand adaptedtomeetthechangingneedsofthemarket.

AsaCIO,howwouldyouapproachaligningour technologystrategieswithourbusinessobjectivesto drivegrowthandefficiency?

AsaCIO,aligningtechnologystrategieswithbusiness objectivesisparamounttodrivinggrowthandefficiency.I approachthisbycloselycollaboratingwithkeystakeholderstounderstandorganizationalgoalsandchallenges. Byleveragingmyexpertiseinstrategictechnology managementanddigitaltransformation,IensurethatourIT initiativesaredirectlylinkedtoachievingbusiness outcomes.Thisinvolvesprioritizingprojectsthatofferthe highestvalue,optimizingITinvestments,andfosteringa cultureofinnovationandcontinuousimprovement.

Inyouropinion,whatemergingtechnologiesdoyou believewillhavethemostsignificantimpactonour industry,andhowwouldyouintegratethemintoour existinginfrastructure?

Intoday’srapidlyevolvinglandscape,emergingtechnologiessuchascloudcomputing,ArtificialIntelligence(AI), theInternetofThings(IoT),andBigDataAnalyticsare poisedtohaveasignificantimpactonourindustry. Integratingthesetechnologiesintoourexistinginfrastructurerequiresastrategicapproachthatfocusesonscalability, security,andcompatibility.Bystayingabreastofindustry trendsandleveragingmyexperienceinimplementing innovativesolutions,Iwillensurethatourorganization remainsattheforefrontoftechnologicalinnovation.

Howdoyouplantoensuredatasecurityandcompliancewithregulationsinourorganization,particularly inlightofevolvingcybersecuritythreats?

Ensuringdatasecurityandcompliancewithregulationsisa toppriorityinlightofevolvingcybersecuritythreats.Iplan toimplementrobustcybersecuritymeasures,including encryption,accesscontrols,andregularsecurityaudits,to safeguardourorganization’sassetsandsensitiveinformation.Additionally,Iwillstayupdatedonregulatory requirementsandindustrybestpracticestoensureongoing complianceandmitigatepotentialrisks.

CanyouprovideexamplesofsuccessfulITprojects you’veledinthepastandthestrategiesyouemployedto ensuretheywerecompletedontimeandwithinbudget?

Throughoutmycareer,IhavelednumeroussuccessfulIT projects,includingfull-cycleERPsystemupgrades,digital transformationinitiatives,andinfrastructureoptimization projects.Keystrategiesemployedtoensuretimelycompletionandbudgetadherenceincludecomprehensiveproject planning,effectiveresourceallocation,proactiverisk management,andregularcommunicationwithstakeholders.Byfosteringacultureofaccountabilityand continuousimprovement,Iensurethatprojectsare deliveredwithexcellence.

Collaborationandcommunicationarecrucialaspectsof ITleadership.Howdoyouplantofostercollaboration betweenITandotherdepartmentswithinourcompany toenhanceoverallproductivityandinnovation?

CollaborationandcommunicationarefundamentaltoIT leadership.IplantofostercollaborationbetweenITand otherdepartmentsbypromotingopencommunication channels,encouragingcross-functionalteamwork,and aligningITinitiativeswithbusinessobjectives.Byactively engagingstakeholdersandsolicitingfeedback,Iaimto enhanceoverallproductivityanddriveinnovationacross theorganization.

Giventherapidpaceoftechnologicalchange,howdo youstayupdatedonthelatesttrendsandadvancements inthefieldofinformationtechnology,andhowwould youleveragethisknowledgeforthebenefitofour company?

Tostayupdatedonthelatesttrendsandadvancementsin informationtechnology,Iregularlyparticipateinindustry conferences,webinars,andnetworkingevents.Additionally,Ileverageprofessionaldevelopmentopportunities, suchascertificationsandtrainingprograms,todeepenmy expertiseinemergingtechnologies.Bystayingaheadofthe

curve,Iensurethatourcompanyremainsagileand responsivetotechnologicalchange.

CanyoudescribeachallengingsituationyouencounteredinapreviousroleasaCIOandhowyousuccessfullynavigatedthroughittoachieveapositiveoutcome?

InapreviousroleasaCIO,Iencounteredachallenging situationwhenourorganizationfacedasignificant cybersecuritybreach.Toaddressthis,Iledacrossfunctionalteaminimplementingimmediateremediation measurestocontainthebreachandmitigatefurther damage.Througheffectivecommunication,collaboration, anddecisiveaction,wewereabletorestoreconfidencein oursecuritymeasuresandpreventfutureincidents.

WhatmetricsorKPIsdoyoubelieveareessentialfor measuringtheeffectivenessofourITinitiatives,and howwouldyouensurethatourITinvestmentsdeliver tangibleresults?

KeymetricsandKPIsformeasuringtheeffectivenessofIT initiativesincludeprojectdeliverytimelines,budget adherence,usersatisfaction,andbusinessimpact.By establishingclearperformancemetricsandregularly monitoringprogress,IensurethatourITinvestments delivertangibleresultsalignedwithorganizational objectives.

Culturalfitisessentialforsuccessinanyleadership role.Howwouldyoudescribeyourleadershipstyle,and howdoyouenvisionitfittingintothecultureofour company?

Myleadershipstyleischaracterizedbytransparency, empowerment,andafocusonresults.Ibelieveinfostering acultureoftrustandaccountabilitywhereteammembers areempoweredtotakeownershipoftheirworkand contributetocollectivesuccess.Ienvisionmyleadership stylefittingseamlesslyintothecultureofourcompany, whereinnovation,collaboration,andcontinuousimprovementarevaluedandencouraged.

Couldyoupleasehighlightanyawardsorrecognitions youarehonoredwith?

Ihavebeenhonoredtoreceiveprestigiousawardssuchas CIOoftheYear,DT100CIOAward,CIOLeadership Award,andXCIOAward.Thisrecognitionreflectsmy dedicationandcontributionstoorganizationalsuccess, receivingpositivefeedbackfromcolleaguesandstakeholdersformyleadership,strategicvision,andcommitment toexcellence.Iamcommittedtodeliveringoutstanding resultsandexceedingexpectationsinallmyendeavors.

for Made Easy

Hamburg,Theexchangeofgoodsandservices acrossborders—inotherwords,foreigntrade—is becomingincreasinglyimportant.Allcrisesof recentyears,fromtheCOVIDpandemictothewarin Ukraine,scarcityofsomeresources,orinflation,have shownthatgeographicsalesdiversificationcanbea decisiveresiliencefactorforcompanies.Especiallynow thatChina'seconomyisweakening,companiesneed replacementmarkets.Thankstotheopportunitiesbrought aboutbyincreasingdigitalization,newmarketscanbe conqueredmoreeasily.Smallandmedium-sizedcompanies canadvertiseandselltheirproductsorservicesgloballyvia onlineshopsaswellasplatforms—andinasustainable way

VisableisaGerman-basedcompanyoperating2platforms wlw(WerLiefertWas)forGerman-speakingcountriesand EuropagesforSMEsinotherEuropeancountries. Internationalizationisperceivedasahugeopportunityfor GermanSMEs,especiallyintheB2Bsector.B2Ctradehas longbeenglobal,butB2Bcompaniesarestilllagging behind.Fueledbythedevelopmentsofrecentyears,SME B2Bbusinessisnowcatchingupintheareaof internationalizationandisexpectedtodeveloprapidly.The onlineB2Be-commercemarketisestimatedat25billion dollarsby2028,seventimesmorethantheB2Cecommercemarket.SMEscantapthishugeworldwide opportunityfromtheirnationallocation.

France,number8intotalexportsworldwide,oreven Germany,number3intotalexportsworldwide,according tothe Observatory of Economic Complexity (OEC), has by nomeansexhaustedthegiganticpotentialofdigitalsales. EuropeanSMEswouldbenefitfromthereputationofthe "MadeinEurope," "MadeinGermany," and"Madein France"qualitysealsandthehighdemandfortheir productsabroad.Theopportunitiesforinternational expansionforEuropeanSMEsaregreaterthantherisks.

InternationalizingMarketing

Suitablemarketingmeasurestosupportthe internationalizationofbusinessactivitiesaresearchengine optimization(SEO),searchengineadvertising(SEA),and socialmedia.Butaboveall,internationalonline marketplacesarekeyplayers.Dependingonthesource,up to1professionalpurchaseroutof2isusingB2B marketplacesforhisorherprocurementneeds.InEurope, platformssuchasEuropagesandwlwareavailable.They bringsuppliersandbuyerstogether.Forexample:

• TheinquiriesonEuropagescomefromatotalof193 countries,andonwlw,from137countries.

• Onwlw,themostinquiriesin2022camefrom Germany,Austria,Switzerland,theUnitedStates,and China.

• OnEuropages,themostrequestscamefromFrance, Spain,theUnitedStates,Italy,andGermany

• The10countrieswiththemostrequestsonwlware distributedacross3continents:Europe,NorthAmerica, andAsia.

• The10countrieswiththemostinquiriesonEuropages aredistributedoverthe4continents:Europe,North America,Asia,andAfrica.

PartnerofEuropeanSMEs:wlwandEuropagesHelp WithInternationalization

WithhelpfulfunctionsonitsB2Bplatforms,wlwand Europages,VisablesupportsEuropeanSMEsintheir stepsontotheglobalmarket.Acompanysearchand apreciseproductsearchwithmanysortingand filteringoptionsareavailableforthispurpose. Amongotherthings,filteringaccordingtocertain qualitycriteriaispossible,suchasISO certifications,whicharebecomingincreasingly relevantinordertoprovecompliancewith

prescribedstandardswithregardtosupplychainprotection laws.Viathe Request for Quote/Connect service,buyers canalsocommissionveryspecificinquiries,whichare processedbytheVisableresearchteamandAI-supported.

Already,alargeproportionofthemessagesonEuropages aresentacrossnationalandlanguageborders.Linguistic hurdlesdonotstandinthewayofinitiatingbusiness.This isbecausetheplatformspecificallyaimstomakeiteasier forB2Bbuyerstosearchfortheproductsorservicesthey needintheirownlanguage.Whentheyfindarelevant supplier,Europageshelpsthemcontacthimintheirown language.Severalcompaniesfromdifferentcountrieswith differentlanguagescanalsobecontactedinoneinquiry

InternationalizationMadeEasy-WiththeRight StrategyandtheRightPartners

Withawell-thought-outstrategy,internationalization projectsareahugeopportunityforgrowthforEuropean SMEs-especiallyintheB2Bsector Theyensurefuture viability,asthereisstrongcut-throatcompetitioninthe localmarket.Thankstothepossibilitiesofdigitalization,it iseasierthanevertocompareandsellproductsandservices worldwide.

VisablesupportsindustrialSMEsinmakingproductsand servicesinternationallyaccessibletobuyers.Asa combinationofitsownB2Bplatformsandonline marketingservices,suchasGoogleAdsandRetargeting, tailoredspecificallytobusinesscustomers,thecompany offersabroaddigitalportfolioforincreasingreachonthe Internet.

TheplatformsoperatedbyVisableGmbHincludewlw ("Werliefertwas"),todaytheleadingB2Bplatforminthe D-A-CHregion,andtheEuropeanB2Bplatform Europages,onwhicharoundthreemillioncompaniesare registered.Together,theplatformsreachthreemillionB2B buyersamonthwhoarelookingfordetailedcompanyand productinformation.Withitsonlinemarketingservices, Visableofferscompaniesadditionalopportunitiesto increasetheirreachontheInternet.

Visablewascreatedinresponsetothechallengesof internationalizationanddigitalizationintheB2Bsectorand todayemploysaround450peopleatitslocationsin Hamburg,Berlin,Münster,andParis.Asajointumbrella forthewlwandEuropagesbrands,Visableiscontinuously expandingitsB2Bplatformsandonlinemarketingservices.

Youcanfindfurtherarticles,information,pressreleases, anddownloadsathttps://www.visable.com/de_de/ueberuns/presse

• Growth,resilience,andfutureviability:Thereisstilla lotofpotentialininternationalizationforGerman SMEs.

• Planning,consulting,andstrategy:Important approachesforsuccessfulinternationalizationinthe B2Bsector

• PeterF.Schmid,CEOofB2Bplatformoperator Visable,says, "We actively accompany German companies as they step onto the international stage."

• This Trade and Development Report Update warnsthat developingcountriesarefacingyearsofdifficultyas theglobaleconomyslowsdownamidheightened financialturbulence.

Keypoints:

• Globalgrowthisexpectedtobelowerthanearlier projected,signalingapotentialeconomicdownturn.

• Developingcountriesfacemountingdebtand insufficientinternationalsupport,riskinganotherlost decade.

• Thebankingcrisishighlightslong-neglectedfinancial fragilitiesandregulatoryweaknesses.

• Decliningenergycostsleadtolowerinflation,but elevatedfoodpricesmaintainahighcostoflivingin manydevelopingcountries.

• Growingglobalasymmetriesthreatendeveloping countries'resilience,requiringstrongermultilateral actionandanurgentfocusonsovereigndebt architecture.

https://unctad.org/publication/trade-and-developmentreport-update-april-2023

SmallandMedium-sizedEnterprises(SMEs)areknownfor theirscarcityofavailableresources,facingchallenges beyondpredictions,andlookingforopportunitiestosurvive andthriveinunpredictableinternationalbusiness environments.However,someSMEsarebetterequippedto developopportunitiesandbringvaluetothefirmthan others.

Middle East's 10 Most Influenal CIOs to

Transforming Industries Through Innovaon and Insight

MarioFosterisaseasonedChiefInformation Officer(CIO)withanimpressivetrackrecordin theITsector.Withacareerspanningnearly3 decades,hisjourneybeganintheheartofCanada,wherehe laidthefoundationofhisexpertiseinInformation Technology(IT).

FromhisearlydaysinIThardwaresupport,Mario’scareer trajectorytookhimacrossborders,fromthetechhubsof theUStotheMiddleEast.It’shere,acrosstheeconomies ofSaudiArabiaandtheUAE,thatMariotrulythrived. Overtheyears,hehonedhisskillsacrossvariousdomains, frominfrastructuremanagementtocybersecurity,and eventuallyshiftedtoenterpriseapplications,pioneeringthe integrationofcutting-edgetechnologieslikeBusiness Intelligence(BI)andArtificialIntelligence(AI).

Forthepast15years,Mariohasheldtheprestigious positionofGroupCIOforfourprominentfamilybusiness conglomeratesintheMiddleEast.Inthisrole,he’s navigatedthroughamyriadofindustries,including Software,Banking,RealEstate,andManufacturing,among others.Mario’sstrategicforesightandtechnological prowesshavebeeninstrumentalinspearheadingnumerous digitaltransformations,drivinginnovation,andfostering sustainablegrowthacrossdiversebusinessverticals.

Throughouthisillustriouscareer,Mariohasmirrored excellence,earningover25awardsforhisoutstanding contributionstothefieldsofITandcybersecurity.His accoladesspeakvolumesabouthisdedicationtodriving impactfulchangeandhiscommitmenttoadvancingthe digitalagendaintheMiddleEast.Presently,Mariobrings hiswealthofexperienceandvisionaryleadershiptoAl GhurairGroupintheroleofGroupCIO,wherehe continuestoredefinetheroleoftechnologyindriving businesssuccess.

Let’s join in the interview conversation on how Mario is cementing his legacy as a transformative leader in the digital age!

Canyoupleasebriefusaboutyourcompanyandits inceptionstory?

Throughout my career, I have been at the forefront of leading organizations through signicant digital and business transformations, leveraging my extensive experience to craft and execute comprehensive strategic plans.

AlGhurairGroupisapivotalforceintheUAE’seconomic landscape.Itwasestablishedinthe1960sbySaifAhmed AlGhurair.Bornfromtheentrepreneurialspiritofafamily rootedinpearldiving,ithasevolvedintoamajor conglomeratespanningdiversesectors,includingbanking, realestate,manufacturing,andretail.

Notably,itfoundedMashreqBankin1967,markinga significantforayintofinance.Withaproudheritage stretchingoversixdecades,Dubai-basedAlGhurairGroup isadiversifiedfamily-ownedconglomeratewithinterestsin manufacturing,realestateandfinancialinvestmentsandan expandingglobalpresence.

Tracingitsbusinessrootsbacktothe1960s,AlGhurairhas playedanimportantroleinthetransformationoftheDubai economy,withpioneeringventuresinmanufacturing,real estateandothersectors.

Oneofthemostrespectedandsuccessfulbusinessesgroups intheUnitedArabEmirates,theGrouptodayownsa diverserangeofbusinessesincludingthemanufactureof flexibleplasticfilm,extrudedaluminiumandgalvanized steel,alongwithotherpackagingproducts.

AlGhurair,whichalsooperatesshoppingmallsand managesalargerealestateportfolioinDubai,continuesto pursuegrowthopportunitieswhileadheringtoitsvaluesof excellence,innovationandintegrity.

Mario Foster Group CIO

Al Ghurair Group

InthepastdecadetheGrouphasexpandeditsactivities overseas,buildinganetworkofoperationsintheMiddle EastandNorthAfrica,Europe,NorthAmericaand Australia.

AlGhurairremainsdeeplycommittedtotheprotectionand enhancementofthecommunitiesinwhichitoperatesand accordinglyhasinitiatedorsupportsprogramsrelatingto environmentalsustainability,healthawarenessandlocal employment,amongothers.

AsaCIO,howwouldyouapproachaligningyour technologystrategieswithyourbusinessobjectivesto drivegrowthandefficiency?

Aligningtechnologystrategieswithbusinessobjectivesis paramountfordrivinggrowthandefficiencyasaCIO. Here’smyapproach:

• UnderstandBusinessGoals:Engagestakeholdersto graspcurrentobjectivesandlong-termvisions.Identify howtechnologycansupportgoalssuchasenhancing thecustomerexperienceorimprovingoperational efficiency

• DevelopaTechnologyRoadmap:Prioritizeprojects alignedwithbusinessobjectives.Createaflexible roadmap,consideringemergingtechnologiesand detailingtimelines,outcomes,andresources.

• FosterCollaboration:Establishcross-functionalteams todriveprojectswithinputfromITandbusinessunits.

Regularmeetingsensurealignmentandadaptationto evolvingneeds.

• LeverageDataandAnalytics:Implementrobustdata managementandanalyticstogaininsightsinto customerbehaviorandmarkettrends.Usethese insightstoinformstrategicdecisions.

• EmbraceAgileDevelopment:Adoptagile methodologiestoalignprojectscloselywithbusiness needs.Iteraterapidlybasedonfeedbacktoensure continuousalignment.

• MeasureandCommunicateValue:Establishmetricsto gaugetheimpactoftechnologyinitiativesonbusiness objectives.Regularlyreportmetricstostakeholdersto maintainalignmentandsupportforITstrategies.

Thisapproachensurestechnologystrategiesareintegrated withbusinessobjectives,drivinggrowthandefficiency throughcollaboration,data-drivendecisions,andagile practices.

Whatarethelatestemergingtechnologies,andhow wouldyouintegratethemintotheexisting infrastructure?

EmergingtechnologieslikeAIandML,Blockchain, InternetofThings(IoT),andEdgeComputingarepoisedto significantlyimpactourindustrybyenhancingdecisionmaking,security,connectivity,anddataprocessing capabilities.

• AIandMLcanautomateandoptimizeoperations,offer personalizedcustomerexperiences,andimprovedata analyticsforbetterdecision-making.

• Blockchainenhancestransparencyandsecurity, particularlyintransactionsanddatamanagement, makingprocessesmoreefficientandtrustworthy

• IoTconnectsdevicestocollectandexchangedata, enablingsmarteroperationsandimprovingcustomer experiencesthroughenhanceddatainsights.

• EdgeComputingprocessesdataclosertoitssource, reducinglatencyandbandwidthuse,whichiscrucial forreal-timeapplications.

Integratingthesetechnologiesrequiresastrategicapproach thatfocusesonscalability,security,andinteroperability Startingwithpilotprojects,upskillingteams,adoptinga modularinfrastructure,andprioritizingsecuritywillensure successfulintegrationandleveragethesetechnologiesto drivegrowthandinnovation.

HowdoyouplantofostercollaborationbetweenITand otherdepartmentswithinyourcompanytoenhance overallproductivityandinnovation?

FosteringcollaborationandcommunicationbetweenITand

otherdepartmentsiscrucialforunlockingproductivityand innovation.Here’showIplantoenhancetheseaspects:

• EstablishCross-FunctionalTeams:Createteamswith membersfromITandotherdepartmentsforprojects, promotingdiverseperspectivesandaligning technologysolutionswithbusinessneeds.

• RegularStakeholderMeetings:Conductfrequent meetingswithdepartmentheadstodiscussprojects, addresschallenges,andexploretechnology opportunities,ensuringalignmentwithbusiness objectives.

• Co-DevelopmentInitiatives:Encouragecollaborative projectswhereITandotherdepartmentsdeveloptools together,fosteringownershipandteamwork.

• TrainingandKnowledgeSharing:Organizetraining sessionsontechnologytrendsforallemployees, promotingdigitalliteracyandinnovativethinking.

• FeedbackMechanisms:Implementstructuredfeedback channelsfordepartmentstosuggestITimprovements, enhanceunderstanding,andmakeserviceadjustments.

• VisibilityofITProjects:Increaseprojectvisibility throughupdatesandshowcases,highlighting successfulcollaborationsandprojectbenefits.

• ChampionCollaborativeCulture:Leadbyexample, fosteropendialogue,andrecognizecollaborative effortsacrosstheorganization.

Byimplementingthesestrategies,ITwillbecomea strategicpartner,integratedwithbroadercompanygoals, drivingsuccessthroughcollaborationandcommunication.

Howdoyoustayupdatedonthelatesttrendsand advancementsinthefieldofinformationtechnology, andhowareyouleveragingthisknowledgeforthe benefitofthecompany?

TostaycurrentwiththerapidlyevolvingITlandscapeand leveragethisknowledgeeffectively:

• ContinuousLearning:Committoongoingeducation throughstructuredcourses,certifications,andattending workshopsfocusedonemergingITtrendsand technologies.

• ProfessionalNetworking:Activelyparticipatein industryforums,professionalgroups,andconferences toexchangeinsightswithpeersandexpertsinthefield.

• IndustryPublications:RegularlyreadreputableITand tech-relatedpublications,journals,andonlinearticles tokeepabreastofthelatestdevelopmentsand innovations.

• TechCommunitiesandForums:Engagewithonline techcommunitiesandforumswhereprofessionals discussnewtechnologies,challenges,andsolutionsin real-time.

• VendorandTechnologyWorkshops:Attendworkshops andseminarshostedbytechvendorstogainfirst-hand knowledgeofnewproductsandservices.

• ExperimentationandPilotProjects:Fosteran environmentofexperimentationwithintheIT departmenttotestandevaluatenewtechnologies beforefull-scaleimplementation.

• FeedbackLoopsfromBusinessUnits:Establish feedbackmechanismswithotherbusinessunitsto understandtheirneedsandchallenges,whichcanguide theexplorationofrelevanttechnologicalsolutions.

Byadoptingthesestrategies,IplantoensurethatourIT strategynotonlystaysalignedwiththelatesttechnological advancementsbutalsodirectlycontributestoour company’sstrategicgoalsandoperationalefficiency This comprehensiveapproachallowsforaproactivestancein leveragingtechnologyforinnovation,competitive advantage,andbusinessgrowth.

Howwouldyoudescribeyourleadershipstyle,andhow doyouenvisionitfittingintothecultureofthe company?

Iwoulddescribemyleadershipstyleascollaborative, results-oriented,andadaptive.Ibelieveinfosteringa cultureofopennessandinnovationwhereteammembers feelvaluedandempoweredtocontributetheirideasand expertise.Thisapproachencouragesasenseofownership andaccountability,drivingteamstowardsachieving collectivegoalswhilealsosupportingindividualgrowth anddevelopment.

Intermsoffittingintothecultureofyourcompany,I envisionmyleadershipstylecomplementingan environmentthatvaluesteamwork,innovation,and continuousimprovement.Byprioritizingcollaboration,I aimtobridgegapsbetweenITandotherdepartments, ensuringthattechnologyinitiativesarecloselyalignedwith businessobjectives.Myfocusonresultswilldriveeffortsto deliverprojectsontimeandwithinbudget,maximizingthe valueofITinvestments.

Adaptabilityiskeyinthefast-pacedworldoftechnology, andIamcommittedtostayingaheadofindustrytrendsand leveragingnewopportunitiestodrivesuccess.Iactively seekfeedbackandengagewithalllevelsoftheorganization toensurethatITstrategiesremainresponsivetothe evolvingneedsofthebusinessanditscustomers.

Thegreatesttrickthedevileverpulledwasconvincing

theworldhedidn'texist."-VerbalKint,TheUsual Suspects.Thisquotemayhavebeenreferringtoa fictionalcriminalmastermind,butitisjustasapplicableto theworldofITconsulting.ThegreatesttrickanITconsultant canpullisconvincingaChiefInformationOfficer(CIO)that theyareindispensable,wheninreality,theymaybeanything but.

Inadditiontooverseeingyourcompany'stechnological infrastructure,yourroleasCIOincludesmakingcrucial decisionsthatcouldmakeallthedifferenceinthesuccessor failureofyourbusiness.Youmustbeabletodistinguishthe wheatfromthechaffwhenitcomestoITconsultingandstay awayfromthetrapsandtricksthatcertainconsultantsmay setforyou.

Let us explore some of the most common IT consultant tricks:

TheOne-Size-Fits-AllSolution

OneofthemostcommontricksthatITconsultantsuseisto offeraone-size-fits-allsolutiontoyourtechnology challenges.Thisapproachmayseemconvenientandcosteffective,butitcanleadtosignificantproblemsdownthe line.Everyorganizationisunique,andyourtechnology infrastructureshouldbetailoredtomeetyourspecificneeds andgoals.

WhenevaluatingITconsultants,lookforthosewhotakethe timetounderstandyourbusiness,yourtechnologylandscape, andyourgoals.Aconsultantwhooffersacookie-cutter solutionwithoutconsideringyouruniqueneedsisnota consultantyouwanttoworkwith.

TheBait-and-Switch

AnothercommontrickthatITconsultantsuseisthebait-andswitch.Thisiswheretheyofferyoualowpriceupfront,but thenhityouwithhiddenfeesandchargesastheproject progresses.Thiscanleadtosignificantcostoverrunsanda strainedrelationshipwiththeconsultant.

Toavoidthistrap,makesurethatyougetadetailed breakdownofallcostsassociatedwiththeprojectupfront. Askforafixed-pricequotethatincludesallservicesand deliverables,andmakesurethatyouhaveaclear understandingofanypotentialadditionalcoststhatmay arise.

TheOver-PromisingandUnder-Delivering

ITconsultantsarenotoriousforover-promisingandunderdelivering.Thiscantakemanyforms,frompromising unrealistictimelinestooverstatingtheircapabilitiesor expertise.Whenaconsultantover-promises,theyset themselvesupforfailure,andtheymayleaveyouwitha technologyinfrastructurethatisincompleteorinadequate.

Toavoidthistrap,makesurethatyousetclearexpectations upfront.Askforreferencesandcasestudiesthat demonstratetheconsultant'scapabilitiesandexperience.Be skepticalofanypromisesthatseemtoogoodtobetrue,and makesurethatyouhaveaclearunderstandingofwhatthe consultantcanandcannotdeliver

TheLackofCommunication

CommunicationiscriticalinanyITproject,andalackof communicationcanleadtomisunderstandings,delays,and costoverruns.SomeITconsultantsmaytrytoavoid communicationordownplaytheimportanceofregular updatesandprogressreports.

Toavoidthistrap,makesurethatyouestablishclear communicationchannelsupfront.Setexpectationsfor regularupdatesandprogressreports,andmakesurethat youhaveaclearunderstandingofhowtheconsultantwill communicatewithyouandyourteam.

TheOver-RelianceonTechnology

WhiletechnologyisanessentialpartofanyIT infrastructure,itisnotapanacea.SomeITconsultantsmay trytosellyouonthelatestandgreatesttechnology solutions,withoutconsideringwhethertheyaretherightfit foryourorganization.

Toavoidthistrap,makesurethatyoufocusonyour businessneedsandgoals,ratherthanonthetechnology itself.Lookforconsultantswhotakeaholisticapproachto technology,andwhoconsiderfactorssuchascost, scalability,andcompatibilitywithyourexisting infrastructure.

TheLackofTransparency

TransparencyiscriticalinanyITproject,andalackof transparencycanleadtomistrustandastrainedrelationship withtheconsultant.SomeITconsultantsmaytrytohide

theirprocesses,theirmethodologies,ortheirpricing structuresfromyou.

Toavoidthistrap,makesurethatyouestablishacultureof transparencyupfront.Askfordetaileddocumentationofthe consultant'sprocessesandmethodologies,andmakesure thatyouhaveaclearunderstandingofhowtheywill approachtheproject.

TheLackofPost-ProjectSupport

Finally,someITconsultantsmayofferexcellentservice duringtheproject,butthendisappearoncetheprojectis complete.Thiscanleaveyouwithatechnology infrastructurethatisincompleteorinadequate,andwithno supporttohelpyoumaintainorimproveit.

Toavoidthistrap,makesurethatyouestablishclear expectationsforpost-projectsupportupfront.Askfora detailedplanforongoingsupport,andmakesurethatyou haveaclearunderstandingofhowtheconsultantwillhelp youmaintainandimproveyourtechnologyinfrastructure overtime.

Inconclusion,asaCIO,youareresponsibleformaking criticaldecisionsthatcanimpactthesuccessorfailureof yourorganization.WhenitcomestoITconsulting,you needtobeabletoseparatethewheatfromthechaff,and avoidfallingforthetricksandtrapsthatsomeconsultants maylayforyou.BybeingawareofthesecommonIT consultanttricks,youcanmakeinformeddecisionsand chooseconsultantswhowillhelpyouachieveyourbusiness goals.

Remember,thegreatesttrickanITconsultantcanpullis convincingyouthattheyareindispensable,wheninreality, theymaybeanythingbut.Byfocusingonyourbusiness needsandgoals,andbyestablishingclearexpectationsand communicationchannels,youcanensurethatyouchoose consultantswhowillhelpyoubuildatechnology infrastructurethatistailoredtoyouruniqueneedsand goals.

So,thenexttimeanITconsultantoffersyouaone-size-fitsallsolution,orpromisesyouthemoon,besuretotakea stepbackandaskyourselfwhethertheyarereallytheright fitforyourorganization.BybeingasavvyCIO,youcan avoidthetricksandtrapsofITconsultingandbuilda technologyinfrastructurethatwillhelpyourorganization thrive.

- Alaya Brown

Subscription CIO

Mustafa Gul Chief Innovaon Officer Ascend Soluons

Middle East's 10 Most Influenal CIOs to

Mustafa Gul

Laying Foundaon for Long-term Organizaonal Success

Inincreasinglycrowdedmarketswherecompetitionis onthehorizon,developinginnovativeproductsand technologiesisessentialforattainingcompetitive distinction.Organizationsareconstantlytryingtoidentify areasfordifferentiationbydevelopinginnovativesolutions andbringingnewproductstomarketthatgivetheman essentialcompetitiveedgeinthemarket.

MeetMustafaGul,theChiefInnovationOfficerat AscendSolutions,whosejourneyepitomizesthe transformativepowerofcuriosityandcreativity.

Ferventlypassionateaboutinnovation,hesetoutonhis professionaljourneywithafirmcommitmenttosolve complexproblems.InhiscapacityasaCIOandProduct IncubationLeader,heconductsasymphonyofideas,fusing visionandinventivenesstofosternewideasandproducts.

Hisstoryservesasamonumenttothepowerfuleffectsof persistentcuriosity.Astoryoftenacityandanunrelenting questtopushtheenvelopeofpossibilitiesrunsthroughit. Heignitesthesparkofcreativityineverynookandcranny ofthecompanybyleadingbyexampleinaclimatethat supportsinnovation.

As a leader, I believe in fostering a collaborave and inclusive environment where every individual feels valued, empowered, and movated to contribute their best.

AttheheartofMustafa'smissionliesthesteadfastbeliefin thepowerofinnovationtoshapetheworldforthebetter Heenvisionsafuturewheregroundbreakingideaspavethe wayfortransformativechange,revolutionizingindustries andreshapingparadigms.

InhisroleasChiefInnovationOfficer,hepersonifiesthe spiritofexplorationandlearning,encouragingpeopletosee curiosityasamotivatingfactorforadvancement.Aspiring innovatorsmightfindoptimisminhisjourney,whichserves asareminderthatthequestforinventionstartswiththe question"Whatif?"

Duringourconversationwithhim,wehadtheopportunity tolearnafewstrategiestothriveintheconstantlychanging businesslandscape.

Below are the highlights from our interview!

Canyoupleasebriefusaboutyourcompanyandits inceptionstory?

Ascendisanintegratedsolutionsprovider,aninnovative andagilecompanywithanambitiousvisionreinforcedby leadingglobalandlocalpartners.Weworkwithourclients tosolvetheirday-to-daychallengesbydeliveringbest-inclasssolutions.Wedelivercomplexsolutionsand commercialstructuresintheSaudihealthcareandnonhealthcaremarket,poweredbyacultureofentrepreneurship andcreativity.

Ÿ ResourceControlCenters(RCC):TheMOHNational HealthcareCommandCenter(NHCC)wasestablished in2019inRiyadhasacentralhubforcollatingand visualizingdataandinsights.

Ÿ TheCOVID-19VaccinationPMOProgram:Itwas developedduringtheCOVID-19pandemicto administervaccineswhileavoidingwasteand maintainingahighlevelofpatientexperience.

Ÿ SehaVirtualHospital(SVH):Implementationofa virtualcare,operations,andchangemanagement program,andfurtherdevelopmentofHospitalatHome usecase.

Ÿ NPHIESOnboardingCMProgram:TheCouncilof HealthInsurance(CHI)andtheNationalCentrefor HealthInformation(NHIC)undertheauspicesofthe MinistryofHealth(MOH),

Ÿ NationalHealthCommandCenter:TheMOH NationalHealthcareCommandCenter(NHCC)was establishedin2019inRiyadhasacentralhubfor collatingandvisualizingdataandinsightsutilizing

AsaCIO,howwouldyouapproachaligningour technologystrategieswithourbusinessobjectivesto drivegrowthandefficiency?

Intoday'sfast-pacedbusinessenvironment,agilityand adaptabilityarekey.It'sveryimportanttoensurethat technologystrategiesareflexibleenoughtoaccommodate evolvingbusinessneedsandmarketdynamics,allowingthe organizationtopivotquicklyinresponsetochanging circumstances.Bytakingastrategic,collaborative,and adaptiveapproachtoaligningtechnologystrategieswith businessobjectives,Ibelievewecandrivesustainable growthandefficiencywhilepositioningtheorganizationfor long-termsuccessinarapidlyevolvingdigitallandscape.

Inyouropinion,whatemergingtechnologiesdoyou believewillhavethemostsignificantimpactonour industry,andhowwouldyouintegratethemintoour existinginfrastructure?

FrommyprospectiveAIandMLtechnologieshavethe potentialtorevolutionizevariousaspectsofourindustry, fromimprovingpatientcareanddiagnosisaccuracyto optimizingoperationalefficiencyandresourceallocation. IntegratingAIandMLintoourexistinginfrastructure involvesimplementingsmartalgorithmsandpredictive analyticssolutionstoautomatetasks,enhancedecisionmakingprocesses,andextractvaluableinsightsfromlarge volumesofdata.

Bystrategicallyintegratingtheseemergingtechnologies intoourexistinginfrastructure,wecanunlocknew opportunitiesforinnovation,improvepatientoutcomes,and driveoperationalefficiencyinourindustry Thisrequiresa holisticapproachthatprioritizescollaboration,flexibility, andcontinuouslearningtoadapttotheevolvingdigital landscapeandleveragethefullpotentialofemerging technologies.

Howdoyouplantoensuredatasecurityand compliancewithregulationsinourorganization, particularlyinlightofevolvingcybersecuritythreats?

Bytakingaproactiveandholisticapproachto cybersecurity,includingcompliancewithregulatory requirements,implementingbestpractices,andfosteringa cultureofsecurityawareness,wecanmitigatetheriskof cyberthreatsandsafeguardourorganization'sdataand reputationinanincreasinglydigitalworld.

Beginbythoroughlyunderstandingthecybersecurity regulationsandguidelinesestablishedbytheNCAinSaudi Arabia.Thisinvolvesstudyingrelevantlaws,directives, andstandardstoensurealignmentwithourorganization's practices.

It'simportanttoensurethatsensitivedataisprotectedand encryptedbothintransitandatrest.Implementrobust encryptionprotocolsandmechanismstosafeguarddata integrityandconfidentiality,inaccordancewithNCA regulationsandindustrybestpractices.

CanyouprovideexamplesofsuccessfulITprojects you'veledinthepastandthestrategiesyouemployedto ensuretheywerecompletedontimeandwithinbudget?

Inmypastexperiences,I'vesuccessfullylednumerous projects,rangingfromcorporatetonational-levelrollouts. Theseachievementswerefacilitatedbytheimplementation ofastructuredapproachknownasCECOR-Calibrate, Explore,Create,Organize,andRealize.Thismethodology provedinvaluableinensuringthesuccessofourprojectsby emphasizingcarefulplanning,stakeholderengagement,risk management,vendorcollaboration,andacommitmentto monitoringandcontinuousimprovement.Byadheringto CECORprinciples,weeffectivelymitigatedrisks, addressedchallenges,anddeliveredtangiblebenefitstothe organization,allwhilestayingwithinallocatedbudgetsand timelines.

Collaborationandcommunicationarecrucialaspectsof ITleadership.Howdoyouplantofostercollaboration betweenITandotherdepartmentswithinourcompany toenhanceoverallproductivityandinnovation?

EncouragingcollaborationbetweenITandother departmentsandbusinessverticalsiscrucialforboosting overallproductivityandfosteringinnovation.Recognizing thesignificanceofcreatinganinnovativeculture,we've implementedseveralinitiativesaimedatempowering

employeesacrosstheorganizationtocontributetheirideas andinsights.

Ÿ RecognitionPrograms

Ÿ SparkIdeaprogram

Ÿ TrainingandDevelopment

Giventherapidpaceoftechnologicalchange,howdo youstayupdatedonthelatesttrendsandadvancements inthefieldofinformationtechnology,andhowwould youleveragethisknowledgeforthebenefitofour company?

Stayingupdatedonthelatesttrendsandadvancementsin thefieldofinformationtechnologyisessentialforeffective ITleadership.Iprioritizecontinuouslearningand professionaldevelopmentbyregularlyattending conferences,seminars,webinars,andworkshopsrelatedto informationtechnology.

Canyoudescribeachallengingsituationyou encounteredinapreviousroleasaCIOandhowyou successfullynavigatedthroughittoachieveapositive outcome?

InoneofmypreviousrolesasaSrDirectorDigital innovation,Iwastaskedwithoverseeingthedeploymentof anewcommandcenterforourorganization.Thecommand centerwasintendedtoserveasacentralhubformonitoring andmanagingvariousaspectsofouroperations,including ITsystems,security,andemergencyresponse.Integrating diversesystemsandtechnologiesintoaunifiedcommand centerplatformposedasignificanttechnicalchallenge.This includedintegratingdatafromvarioussourcessuchas sensors,surveillancecameras,communicationsystems,and enterprisesoftware.

Despitetheinitialchallenges,thedeploymentofthe commandcenterwasultimatelysuccessful.Thecommand centerprovidedourorganizationwithenhancedvisibility, real-timemonitoringcapabilities,andimproveddecisionmakingprocesses.Byfosteringcollaboration,providing comprehensivetraining,andprioritizingsecurity,wewere abletonavigatethroughthechallengesandachievea positiveoutcomethatbenefitedtheentireorganization.

WhatmetricsorKPIsdoyoubelieveareessentialfor measuringtheeffectivenessofourITinitiatives,and howwouldyouensurethatourITinvestmentsdeliver tangibleresults?

ToensurethatITinvestmentsdelivertangibleresults,it's importanttoestablishcleargoalsandobjectivesforeach

initiative,aligningthemwiththeorganization'sstrategic priorities.

Ÿ InAscendweprimarilyfocusoncostsavingsthatare achievedthroughITinitiatives,suchasreducing operationalexpenses,optimizingresourceutilization,or automatingmanualprocesses.Costsavingscandirectly impactontheorganization'sbottomlineand demonstratethevalueofITinvestments.

Ÿ Customersatisfactionmetricsarecrucialtomeasurethe levelofsatisfactionamonginternalorexternalusersof ITservices.Thiscanbeassessedthroughsurveys, feedbackmechanisms,orNetPromoterScore(NPS). PositivecustomersatisfactionindicatesthatIT initiativesaremeetinguserneedsandexpectations.

Ÿ InnovationandagilitymeasuretheabilityofIT initiativestodriveinnovation,adapttochangingmarket conditions,andenablebusinessagility Thisincludes metricssuchasthenumberofnewproductsorservices launched,thespeedofinnovationcycles,andtheability topivotinresponsetomarketdisruptions.

Culturalfitisessentialforsuccessinanyleadership role.Howwouldyoudescribeyourleadershipstyle,and howdoyouenvisionitfittingintothecultureofour company?

Asaleader,Ibelieveinfosteringacollaborativeand inclusiveenvironmentwhereeveryindividualfeelsvalued, empowered,andmotivatedtocontributetheirbest.In AscendwepromoteaLeadershipstylethatcanbe describedasacombinationofservantleadership, transformationalleadership,andsituationalleadership

Couldyoupleasehighlightanyawardsorrecognitions youarehonoredwith?

Throughoutmyprofessionaljourney,I'vehadthehonorof receivingnominationsforvariousprestigiousawards, includingachievementawards,CEOawards,and presidentialawards.Thesenominationsstandasatestament totherecognitionofmycontributionsandaccomplishments withinthecompany Theynotonlyunderscoremypersonal performancebutalsounderscorethepositiveinfluenceI've hadontheorganizationanditsculturalfabric.

M. Sabry

Elevang Businesses

Creave Technologies

Innovative Leadership in Technology and Business Transformation!

Inthecontemporarycorporatelandscape,theintegra-

tionoftechnologysolutionshasbecomeimperativefor attainingorganizationalobjectives.Thesesolutionsnot onlyenhanceconsumerexperiencesbutalsocatalyze innovation,augmentoperationalefficiency,andequip businesseswiththeagilitytopromptlyadapttodynamic marketconditions.Enterprisesadeptatleveragingtechnologyarestrategicallypositionedforsustainedgrowthand prosperityinthelongrun.

Intoday’sfiercelycompetitivebusinessenvironment,the significanceofChiefInformationOfficers(CIOs)hasrisen toparamountimportance.CIOsplayapivotalrolein formulatingtheorganization’stechnologystrategy,adeptly managingITinfrastructureandresources,andfostering technologicalinnovationtodrivebusinessobjectives.Inthe prevailingdigitalage,wheretechnologycontinuestobea cornerstoneoforganizationalperformance,theroleofCIOs standsasacriticaldeterminantofsuccess.

RanyM.Sabry,CIOofCreditGuaranteeCompany,isa prominentleaderinICTwithmorethan25yearsof expertise.Throughouthiscareer,hehasdemonstrateda strongdedicationtoleveragingtechnologytoimprove organizationalproductivity,profitability,andcreativity. Ranyisadynamicleaderwithexperienceshapingcontemporarybusinessmodels,leadingdigitaltransformations,and deliveringtechnology-basedgoodsandservicesinchallenging,quicklychangingcontexts.Wehadtheopportunity tounderstandhisimpeccableapproachtodrivinginnovationattheCGC.

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.

Here are the key highlights from the interview:

Couldyoupleasetellusaboutyourselfandwhat motivatedyoutoembarkonthissector?

Ihaveover25yearsofexperienceasadynamicICTsenior executiveleader,helpingorganizationsachievetheir businessgoalswithtechnologysolutionsthatenhance efficiency,profitability,andinnovation.Ihaveaproven trackrecordofleadingsuccessfuldigitaltransformations, developingmodernbusinessmodels,anddelivering technology-basedproductsandservicesincomplex environments.Iamalwaysdrivenbyapassionforexcellenceandcreativity

Iampassionateaboutprovidingcreativetechnologiesthat canbuildasustainablebusiness.Ibelievethataccessing informationefficientlyiskeytoimprovingbusiness intelligenceandcreativity.Iamalwayseagertolearnnew skillsandtechnologiesthatcanhelpmesolveproblemsand createvalueformyclients.

Rany M. Sabry Chief Informaon Officer (CIO) Credit Guarantee Company – CGC Egypt

Couldyoupleasebriefusaboutyourcompanyandits inceptionstory?

ThecreditguaranteecompanyinEgypt(CGCEgypt)was establishedin1989;thecompanywasfoundedwiththe visionofboostingtheEgyptianeconomybyempowering theprivatesectorandprovidingfinancialsolutionswitha specialfocusonMicro,Small,andMediumEnterprises (MSMEs).CGCEgyptoffersvariousguaranteeproducts thathelpMSMEsaccessfinancefromdifferentfinancial institutions(banks&non-banks)thatcatertotheirneeds.

HowdoyouseetheroleoftheCIOevolvingintoday’s rapidlychangingtechnologicallandscape,andwhat strategiesdoyouemploytoalignITinitiativeswiththe overallbusinessobjectivesandgoals?

TheroleoftheCIOinfinancialservicesisundergoinga significanttransformationastechnologybecomesakey driverofcompetitiveadvantageandstrategicdisruption. TheCIOisnolongerjustresponsibleformanagingand maintainingICTsystemsbutalsoforleadinginnovation andchangeacrosstheorganization.TheCIOneedstobea shapeshifter,adaptingtotheevolvingneedsandexpecta-

tionsofbusinesspartners,customers,andregulations.

ToalignICTinitiativeswiththebusinessobjectivesand goals,Iusethefollowingstrategies:

• Collaboratecloselywithbusinessleadersandstakeholderstounderstandtheirvision,challenges,and opportunitiesandtoco-createsolutionsthatdeliver valueandimpact.

• Fosteracultureofagility,experimentation,and learningwithintheICTfunction,enablingrapid prototyping,testing,andscalingofnewtechnologies andcapabilities.

• Leveragedataandanalyticstogenerateinsights, optimizeprocesses,andenhancedecision-making acrosstheorganization.

• Investindevelopingtheskillsandcapabilitiesofthe ICTteam,ensuringtheyhavethetechnicalexpertise, businessacumen,andcustomerorientationtodeliver ontheICTagenda.

• ManagetheICTrisksandgovernance,ensuring compliancewithregulatoryrequirements,andsecurity standards.

HowdoyouprioritizeandmanageITprojectstoensure efficientresourceallocationandtimelydelivery?

IprioritizeandmanageICTprojectsbyaligningwiththe organization’sstrategicgoals,usingaprojectmanagement frameworkandagilemethodologies,trackingtheprogress andbudget,communicatingwithstakeholders,resolving issuesandrisks,complyingwithstandards,andlearning fromfeedback.

Themostimportantistomanagetheexpectationsand satisfactionofthestakeholdersandensurethattheICT projectsdelivervalueandmeettheirneedsandrequirements.

CanyouprovideanexampleofasuccessfulITproject thatyouledandtheimpactithadontheorganization?

IledanICTprojecttoimplementroboticprocessautomation(RPA)forseveralrepetitiveandmanualtasksinCGC. Theprojectinvolvedidentifyingsuitableprocessesfor automation.

Theprojecthadasignificantimpactontheorganizationin termsofefficiency,quality,andcost.TheRPAbotswere abletoperformthetasksfaster,moreaccurately,andmore

consistentlythanhumanworkers,reducingerrorsand delays.Theprojectalsofreedupthehumanworkersfrom mundanetasksandallowedthemtofocusonmorevalueaddedandcreativeactivities.Theprojectalsoreduced operationalcostsbysavingtimeandresources.

Whatemergingtechnologiesdoyoubelievewillhavea significantimpactonbusinessesinthenearfuture,and howdoyoustayupdatedwiththelatesttrends?

TechnologieslikeArtificialIntelligence(AI)andRobotic ProcessAutomation(RPA)areexpectedtohaveasignificantimpact.AIcanenhancecustomersatisfactionthrough predictiveanalytics,andRPAstreamlinesrepetitivetasks, whichwillimpactproductivity

Tostayupdatedwiththesetrends,weengageincontinuous research,attendindustryconferences,collaboratewith technologyexperts,andparticipateinworkshops.Moreover,wemaintaincloserelationshipswithtechnology vendorstounderstandadvancementsandpotentialapplicationsinthefinancialdomain.Thisproactiveapproach enablesustoadoptrelevanttechnologiesswiftlyand efficiently.

HowdoyoufosterinnovationwithinyourITdepartment,andwhatstepsdoyoutaketoencouragecollaborationandcreativityamongyourteammembers?

IfosterinnovationwithintheICTteambycreatinga cultureofcuriosity,experimentation,andlearning.I encouragetheteammemberstoexplorenewtechnologies, tools,andmethodsthatcanimproveourprocesses, products,andservices.Ialsoprovidethemwiththe resources,time,andsupporttheyneedtopursuetheirideas andtesttheirhypotheses.

Howdoyoumanagerelationshipswithexternalvendors andpartners,andwhatcriteriadoyouconsiderwhen selectingtechnologysolutionsforyourorganization?

Imanagerelationshipswithexternalvendorsandpartners byfollowingastructuredandcollaborativeprocessthat involvesthefollowing:

• Definethescope,objectives,andrequirementsofthe ICTprojectorinitiative.

• Conductingmarketsurveys,research,andanalysisto identifypotentialvendorsandpartnersthatcanoffer thebesttechnologysolutionsforourorganization.

• Evaluatingthetotalcostofownership(TCO)ofthe technologysolution,consideringimplementation, maintenance,andoperationalcosts.

• Ensuringthetechnologycanseamlesslyintegratewith existingsystemsandfutureexpansions.

• Evaluatingandcomparingtheproposals,tenders,and quotationsfromtheshortlistedvendorsandpartners basedonvariouscriteriasuchasquality,cost,functionality,compatibility,security,scalability,previous experience,etc.

• Monitoringandmanagingtheimplementation, integration,testing,anddeploymentofthetechnology solutionwiththevendororpartner

• Reviewingandassessingtheperformanceandoutcomesofthetechnologysolutionwiththevendoror partner.

Whenselectingtechnologysolutionsforourorganization,I considercriteriasuchas:

• Alignmentwiththevision,mission,values,andgoals ofCGCasafinancialinstitute.

• Compliancewiththeindustrystandards,regulations, andbestpracticesinICT.

• Suitabilityforthecurrentandfutureneedsand expectationsofourcustomers(internalandexternal) andstakeholders.

• Availabilityoftechnicalsupport,maintenance,and updatesfromthevendororpartner

• Easeofuse,accessibility,anduser-friendlinessofthe technologysolution.

Throughthesestrategies,weensurethatourrelationships withexternalvendorsandthetechnologiesweselectare conducivetoCGC’smissionandstrategy

Success is not the key to happiness. Happiness is the key to success. If you love what you are doing, you will be successful.

- Albert Schweitzer

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