Author: CIO Times

Saleh AlHariri is a distinguished corporate services and business operations professional with over 18 years of diverse experience spanning sectors such as manufacturing, FMCG, healthcare, logistics, insurance, and IT. Known for his exceptional strategic design and implementation skills, Saleh has spearheaded numerous projects that have significantly contributed to corporate growth and operational excellence. A highlight of his career includes leading the establishment of a Strategy Office for Acquisition and Mergers, which accelerated business expansion and optimized efficiencies, setting new industry benchmarks.

Throughout his career, Saleh has demonstrated a profound ability to manage organizational resistance and drive superior outcomes using critical strategic tools and frameworks. His meticulous planning and execution have consistently surpassed strategic goals, fostering a culture of continuous improvement. Moreover, Saleh’s operational expertise in steering strategies through PMO and TMO frameworks ensures flawless implementation. He is deeply committed to leadership development, promoting competencies that inspire teams, enhance decision-making, and adeptly manage change, thereby securing the enduring success and adaptability of his organization.

Currently, Saleh serves as the Chief Executive Officer of KDL Logistics.

The Company

KDL Logistics is a premier provider of comprehensive logistics solutions in Saudi Arabia established in 1980 to deliver tailored services, including transportation, warehousing, and digital logistics. With over 350 employees and a well-established logistics network, KDL supports businesses across a wide range of industries.

Key Milestones and Achievements:

1.           Infrastructure and Capacity:

•  Managing over 90,000 square meters of storage space across strategic locations.
•  Operating through 6 seaports and 5 airports, ensuring seamless connectivity.
•  A fleet of over 250 trucks and equipment tailored for diverse transportation needs.

2.           Operational Excellence:

• Handling more than 30,000 shipments annually while maintaining high service standards.
• Serving over 10,000 satisfied customers with innovative logistics solutions.

3.           Innovation and Technology:

• Integrating advanced technologies such as real-time tracking to enhance operational efficiency.
• Implementing digital tools that streamline processes and improve client experiences.

4.           Sustainability and Vision 2030:

• Adopting eco-friendly transportation practices to reduce environmental impact.
• Contributing to Saudi Arabia’s Vision 2030 by enhancing logistics infrastructure and promoting economic diversification.

KDL’s journey reflects a strong commitment to innovation, sustainability, and operational excellence, positioning the company as a trusted partner in the logistics industry.

Addressing the Industry Challenges

The logistics industry in the region presents unique challenges, including technological gaps, fluctuating market demands, and the need for sustainable operations. KDL Logistics has effectively turned these challenges into opportunities through innovation and adaptability.

• Technological Gaps: The lack of digital infrastructure in the local market initially hindered efficiency and transparency. To overcome this, we invested in advanced technology, such as real-time tracking systems, providing end-to-end visibility and optimizing operations.
• Fluctuating Market Demands: During disruptions like the pandemic, we implemented an agile operational model, allowing us to scale services quickly and meet the evolving needs of our 10,000+ customers.
• Sustainability: We incorporated eco-friendly practices into our operations, aligning with Vision 2030 and meeting growing expectations for sustainable logistics solutions.
• Strong Partnerships: Collaborating with global leaders allowed us to introduce international best practices, reinforcing our position as a logistics pioneer in the region.

“By emphasizing innovation, flexibility, and collaboration, KDL has consistently exceeded expectations, delivering best-in-class logistics and supply chain solutions while acting as a trusted partner in the success of our clients,” says Saleh.

Empowering Clients

KDL Logistics empowers its clients with innovative solutions to navigate the digital landscape while leveraging social media to enhance their business.

• Digital Logistics Support:
  • Real-time tracking systems offer clients full visibility across 6 seaports and 5 airports, covering over 30,000 shipments annually.
  • Digital platforms facilitate seamless interaction between clients, suppliers, and customers, improving efficiency.
• Social Media Integration:
  • Real-Time Updates: KDL helps clients integrate logistics data, such as delivery timelines, into social media platforms, fostering trust and engagement.
  • Content Strategies: Its experts provide insights to enhance social media presence, aligning it with logistics and customer engagement goals.
  • Brand Advocacy: Through reliable service, it amplifies positive customer feedback, strengthening its brand reputation.

“By blending cutting-edge technology with tailored strategies, we enable clients to optimize their operations and build stronger connections in the digital age,” shares Saleh.

Effective Success Measurement 

KDL Logistics employs a holistic approach to measuring the success and impact of its campaigns and projects by combining qualitative and quantitative metrics with robust governance practices. This ensures that every initiative is executed with transparency, accountability, and a clear alignment to its strategic goals.

Key Metrics for Success:

• Operational Efficiency: KDL assesses improvements in delivery times, cost optimization, and overall supply chain performance to ensure that our solutions meet and exceed client expectations.
• Customer Satisfaction: Using tools like client surveys, feedback mechanisms, and Net Promoter Scores (NPS), it gauges client satisfaction and loyalty, enabling it to refine its services for continuous improvement.
• Technology Integration: KDL evaluates the adoption and effectiveness of digital tools such as real-time tracking systems and data analytics in enhancing visibility and optimizing operations.
• Sustainability Impact: KDL measures the success of its sustainable practices, ensuring alignment with environmental goals and evolving market demands.

Governance as a Cornerstone

Governance plays a critical role in how KDL Logistics manages and measures its campaigns and projects. Implementing structured governance frameworks ensures:

•  Accountability: Clear roles, responsibilities, and reporting mechanisms for every project.
• Transparency: Open communication with all stakeholders to track progress and address challenges proactively.
• Compliance: Adherence to industry standards, regulations, and ethical practices.
• Continuous Improvement: It conducts regular review sessions with both clients and internal teams to:
• Monitor progress against defined Key Performance Indicators (KPIs).
• Identify opportunities for innovation and enhancement.
• Foster a culture of learning and adaptability to achieve long-term success.

By integrating governance with data-driven metrics and a client-focused approach, KDL Logistics ensures that every project not only delivers measurable value but also aligns with the company’s vision for sustainable and impactful growth.

Creating a Creative Environment

At KDL Logistics, fostering a creative and collaborative environment is at the heart of the organizational culture. The company believes that innovation and teamwork drive success, and it implements several strategies to support this:

     1.  Empowering Employees: KDL encourages team members to take ownership of their ideas and projects, providing them with the tools and autonomy needed to innovate.

  2.   Open Communication: It maintains an open-door policy, ensuring that every team member feels heard and valued. Regular brainstorming sessions and cross-functional meetings help spark new ideas.

  3.   Continuous Learning: By offering training programs, workshops, and access to industry resources, KDL enables its team to stay ahead of trends and develop creative solutions.

4. Recognition and Rewards: The company celebrates successes and recognizes contributions, fostering motivation and a sense of accomplishment.

5. Technology and Collaboration Tools: Utilizing digital platforms to facilitate seamless collaboration, even for remote teams, ensuring everyone remains connected and productive.

This approach not only enhances creativity and collaboration but also ensures that the team is aligned with the company’s vision of delivering innovative logistics solutions.

Expanding the Reach

KDL Logistics is implementing a phased expansion strategy, starting with Saudi Arabia as the primary focus, followed by growth across the Gulf region. Guided by an Agile approach, it aims to achieve its goals efficiently and effectively through three core strategies:

              1. Strategic Hubs: Strengthening logistics hubs in key locations across Saudi Arabia, with plans to gradually expand. Advanced technologies will be integrated to enhance operational efficiency and adaptability to evolving market demands.

              2.Partnerships: Building strong alliances with regional businesses and government entities to deliver seamless, high-quality logistics solutions that meet international standards.

              3. Sustainability and Innovation: Embedding sustainable practices and adopting cutting-edge technologies aligned with Vision 2030, ensuring environmental efficiency and long-term competitiveness.

“By focusing on Saudi Arabia as the foundation for growth, we are committed to developing innovative solutions tailored to local market needs. This gradual expansion into the Gulf and the Middle East positions KDL Logistics as a key player in the region’s evolving logistics landscape. Our Agile methodology ensures that we remain adaptable and responsive to market changes while driving lasting impact,” shares Saleh.

Technology as an Enabler

Technology plays a pivotal role in KDL Logistics’ approach to marketing and communications, enabling it to reach, engage, and serve its clients more effectively. Here’s how it leverages technology in these areas:

              1. Data-Driven Insights: KDL uses advanced analytics tools to study market trends, customer preferences, and performance metrics. This helps it create targeted marketing campaigns and refine its messaging to meet client needs.

              2. Digital Platforms: Through social media, content marketing, and digital advertising, KDL maintains a strong online presence, ensuring its services reach the right audience. Real-time engagement tools allow it to interact directly with clients and address their queries promptly.

              3.Customer Relationship Management (CRM): By integrating CRM systems and creating unique accounts for its clients in its custom platform, KDL enhances the customer experience by enabling them to track their shipments and access all necessary services in one place. This personalized approach ensures transparency and convenience.

              4. Innovative Storytelling: The company utilizes digital media to showcase its expertise and success stories through videos, infographics, and case studies, reinforcing its brand as a leader in logistics innovation.

By embracing technology, KDL Logistics not only enhances its marketing and communication strategies but also builds stronger, long-lasting connections with its clients.

Exceeding Client Expectations

At KDL Logistics, exceeding client expectations is a cornerstone of the company’s mission. Saleh and the team achieve this through a combination of tailored solutions, advanced technology, and a client-centric approach. Here’s how they ensure exceptional service:

              1.Customized Solutions: They take the time to understand each client’s unique needs and challenges, crafting bespoke logistics strategies that align with their business goals.

              2.Technology Integration: By leveraging cutting-edge technologies such as real-time tracking and automated systems, team KDL provides seamless, transparent, and efficient operations.

              3.Proactive Communication: They maintain open and consistent communication with their clients, offering regular updates and real-time insights into logistics operations to ensure transparency and trust.

              4. Continuous Improvement: Through client feedback and performance reviews, they consistently refine their processes to deliver enhanced value and stay ahead of industry trends.

              5. Dedicated Support Teams: KDL’s expert teams are available to address any concerns, provide solutions, and ensure smooth operations at all times.

By prioritizing innovation, adaptability, and collaboration, they not only meet their clients’ expectations but often surpass them, building long-lasting partnerships based on trust and excellence.

New Year, New Goals

At KDL Logistics, Saleh and his team’s goal for the next five years is to solidify their position as a leading provider of integrated logistics solutions in Saudi Arabia and the Gulf, while gradually expanding into the broader Middle East and international markets. They aim to deliver innovative, efficient, and technology-driven services supported by robust governance practices, all in alignment with Vision 2030.

Steps to Achieve This Goal:

              1. Regional and International Expansion:

              •  Strengthening their presence in Saudi Arabia by developing strategic logistics hubs.

              2. Enhancing Governance for Transparency and Effectiveness:

              • Strengthening KDL’s governance framework to ensure transparency and accountability across all operations.

              • Conduct regular reviews of projects and operations to maintain full compliance with local and international standards, building trust with clients and partners.

              • Embedding governance principles in decision-making processes to ensure efficient and sustainable resource management.

              3.Investing in Advanced Technology:

              • Leveraging cutting-edge tools for predictive insights, blockchain for supply chain transparency, and IoT to improve connectivity and operational performance.

              •Enhancing customer experiences with real-time tracking and innovative digital solutions.

              4. Providing Comprehensive and Integrated Solutions:

              • Expanding their service offerings to cover all aspects of the supply chain, from transportation and warehousing to digital logistics solutions.

              • Delivering tailored, end-to-end solutions to improve efficiency, reduce costs, and drive customer satisfaction.

              5. Driving Efficiency and Sustainability:

              • Reducing KDL’s carbon footprint by adopting eco-friendly practices and sustainable technologies.

              •   Optimizing resource utilization to enhance operational efficiency and speed of delivery.

              6. Developing Talent and Expertise:

              • Investing in advanced training programs to ensure the workforce remains agile and equipped with the latest industry knowledge.

              • Encouraging innovation and strategic thinking within the teams to drive excellence in operations.

“By integrating innovation, technology, governance, and sustainability, we aim to be a key enabler of excellence in logistics, supporting local and regional businesses in achieving growth. Our vision is to deliver value-driven services built on transparency, efficiency, and customer-centricity, establishing KDL Logistics as a leader in the logistics industry and ensuring sustainable growth for years to come,” concludes Saleh.

Elias Chakhtoura is a seasoned hospitality leader with over two decades of experience in the industry. Currently serving as the Cluster General Manager of Fairmont Ajman and Fairmont Fujairah, Elias has a proven track record of driving operational excellence and enhancing guest experiences. His career spans Europe, the United States, Canada, and the UAE, with notable roles including Director of Operations for Sofitel Casablanca and General Manager of Pullman Dubai City Center Hotel and Residences. Known for his strategic vision and hands-on leadership, Elias has consistently delivered exceptional results, earning prestigious accolades such as the World Travel Awards. His commitment to guest satisfaction and financial performance makes him a valuable asset to any hospitality establishment.

The Journey So Far

With over two decades in hospitality, Elias has had the privilege of contributing to renowned establishments. His passion for the industry began with its dynamic nature, where each day brings new challenges and the chance to create memorable experiences. Starting in 1999, he has worked with exceptional teams in various roles. A key milestone was serving as Director of Operations for the opening of Sofitel Casablanca, where he shaped the hotel’s operational framework. Later, as General Manager of Fairmont Bab Al Bahr in Abu Dhabi, he honed his leadership and strategic management skills.

“Adaptability has been crucial in my career. As Cluster General Manager of Fairmont Ajman and Fairmont Fujairah, I continue to drive excellence in guest service and operational efficiency, focusing on collaboration and delivering extraordinary experiences. My journey has been one of continuous growth, learning, and teamwork,” shares Elias.

The Iconic Name in Hospitality

Fairmont Hotels & Resorts, established in 1907 with Fairmont San Francisco, has grown into a leading global luxury brand with properties in iconic destinations worldwide. Known for combining luxurious accommodations with rich local culture, Fairmont’s portfolio includes Fairmont Ajman and Fairmont Fujairah—two properties that capture the essence of the UAE’s beauty and heritage.

Fairmont Ajman offers stunning beachfront views and world-class amenities, ideal for both business and leisure travelers. Fairmont Fujairah, nestled between the Hajar Mountains and the Indian Ocean, provides a serene oasis with exceptional dining, wellness services, and luxurious facilities.

What sets Fairmont apart is its commitment to creating unforgettable moments. Beyond excellent service, it anticipates the unique needs of its guests, ensuring their experiences delight and resonate long after their stay. Both Fairmont Ajman and Fairmont Fujairah deliver tailored experiences that reflect the charm of their locations while embodying Fairmont’s global standards of elegance and excellence.

The Twin Delights

Fairmont Ajman is a luxurious beachfront 5-star hotel located in Ajman, just 30 minutes away from Dubai. The hotel offers a range of premium services and amenities designed to provide guests with an exceptional stay. With 252 elegantly appointed guest rooms and suites, Fairmont Ajman promises breathtaking views of the Arabian Gulf, plush furnishings, and state-of-the-art in-room technology. Guests can indulge in world-class dining at one of the seven restaurants and lounges, relax by the infinity pool, or enjoy a rejuvenating spa experience. The hotel also features a private beach, water sports, and a fitness center, ensuring a memorable and comfortable stay for all visitors.

Fairmont Fujairah Beach Resort is a luxurious 5-star beachfront hotel nestled among the hidden valleys of the majestic Al Hajar Mountains in Fujairah. The resort offers a range of premium services and amenities designed to provide guests with an exceptional stay. With 181 elegantly appointed guest rooms and suites, each featuring private balconies with serene views of the marina or the Arabian Gulf, guests can enjoy a comfortable and stylish environment. The resort boasts a variety of dining options, including five food and beverage outlets, offering a diverse culinary experience. Guests can also indulge in wellness activities at the The Willow Stream Spa, relax by the beautifully patterned Canvas swimming pool, or participate in activities such as sunrise yoga, aqua aerobics, and water sports.

Overcoming Challenges

Like any leadership position, being the Cluster General Manager of Fairmont Ajman and Fujairah comes with its share of challenges. One of the biggest hurdles for Elias has been adapting to the ever-evolving expectations of the guests, especially in an industry as dynamic as hospitality. Guests today seek more than just a comfortable stay—they are looking for personalized experiences, sustainability, and meaningful connections with the destinations they visit. Meeting these evolving demands while maintaining the high standards of service that Fairmont is known for has required constant innovation and adaptability.

Another challenge is managing a diverse and multicultural team. While this diversity is one of the strengths of the hospitality industry, ensuring that everyone works cohesively toward a shared vision can be complex. Overcoming this has involved fostering open communication, continuous training, and creating an environment where every team member feels valued and supported in their role.

Ensuring a Consistent and Exceptional Guest Experience 

Fairmont is committed to delivering exceptional service consistently across all its properties. This is achieved through strong brand values, dedicated teams, and a focus on personalization. Its ethos of excellence unites all its properties under a shared vision of luxury, hospitality, and local authenticity. 

To ensure consistency, Fairmont invests in rigorous training for every team member, from front-line staff to senior management. Leadership development is key, equipping the general managers and department heads with the tools to lead effectively. It also leverages technology to enhance the guest experience, while celebrating each property’s local identity through design, dining, and activities.

This blend of personalization and consistency is what makes Fairmont unique and ensures extraordinary guest experiences worldwide.

Green Initiatives

Sustainability is at the heart of Fairmont’s values, and both Fairmont Ajman and Fairmont Fujairah are committed to making a positive environmental impact. We focus on reducing our carbon footprint, conserving resources, and supporting local communities.

Fairmont Ajman has adopted energy-efficient technologies like LED lighting and advanced HVAC systems to reduce energy use. It prioritizes water conservation with low-flow fixtures and efficient irrigation, and its waste management focuses on recycling and reducing landfill waste. It also works with local suppliers to use sustainable materials.

Fairmont Fujairah emphasizes sustainable sourcing, using locally grown produce to minimize the carbon footprint of food transport. The property also incorporates green building practices, focusing on natural materials and energy-efficient designs. It educates guests on sustainability by offering refill stations and minimizing single-use plastics.

“Both properties are actively involved in community-based environmental initiatives and hold the prestigious Green Key certification, reflecting our commitment to high standards of environmental responsibility,” shares Elias.

Uplifting the Local Communities

Fairmont recognizes that a successful hotel is not just about the guest experience—it’s also about the lasting impact it has on the local community. It is deeply committed to engaging with and supporting the communities where its properties are located, whether that’s through sustainable initiatives, local partnerships, or giving back to charitable causes.

In both Fairmont Ajman and Fairmont Fujairah, the teams actively support local businesses by sourcing products, ingredients, and materials from nearby vendors, helping to boost the local economy. The culinary teams are passionate about showcasing the rich flavors and traditions of the region, and they work with local farmers and artisans to ensure that the guests have an authentic taste of the destination while also supporting local producers.

Beyond business partnerships, they are also involved in a variety of charitable initiatives. For example, they regularly participate in local food drives, environmental clean-up efforts, and educational programs that empower youth in the region. 

“At Fairmont Ajman, we have partnered with local organizations to support initiatives that address social issues, including providing support to those in need and promoting sustainable practices within the community. Similarly, in Fujairah, we focus on community outreach that includes supporting environmental education and conservation efforts,” shares Elias.

Promoting Tourism 

Fairmont plays a significant role in promoting tourism and supporting economic development in the regions where it operates, including Ajman and Fujairah. As part of a global hospitality brand, it attracts both leisure and business travelers, contributing to the local economy through tourism, employment, and partnerships with local suppliers and service providers.

Both Fairmont Ajman and Fairmont Fujairah not only offer world-class hospitality but also work to highlight the unique cultural, natural, and historical offerings of these regions. By offering guests tailored experiences that celebrate the local heritage, attractions, and landscapes, Fairmont helps promote these destinations as sought-after travel spots, encouraging longer stays and repeat visits. This directly supports the local tourism industry and helps elevate the profile of Ajman and Fujairah as key destinations in the UAE.

Staying Innovative 

“Maintaining Fairmont’s luxury standards while staying competitive and innovative is central to our strategy. We believe that luxury in hospitality goes beyond exceptional service and facilities—it’s about staying ahead of evolving guest expectations and industry trends,” asserts Elias.

Fairmont is known to blend tradition with innovation. It upholds personalized service and attention to detail while integrating new technologies and trends in sustainability, wellness, and digitalization. For example, at Fairmont Ajman, Elias has introduced seamless check-ins, contactless services, and personalized digital concierge options. The hotel also focuses on sustainability through eco-friendly products and sustainable culinary offerings.

To stay competitive, they offer unique, local experiences that reflect the culture and beauty of each destination, ensuring guests leave with unforgettable memories. By balancing heritage with innovation, Fairmont continues to lead the luxury hospitality industry, offering timeless elegance alongside cutting-edge experiences.

Staying with the Trends

The hospitality industry is evolving, with key trends shaping its future. Sustainability, shares Elias, is a top priority, as travelers seek eco-conscious experiences. Fairmont is leading this trend by reducing its carbon footprint, minimizing waste, and sourcing locally at properties like Fairmont Ajman and Fairmont Fujairah.

Personalized experiences, powered by technology, are also on the rise. Guests now expect customization and convenience, which is why Fairmont is investing in digital check-ins, personalized in-room services, and mobile apps that allow real-time customization of their stay.

Wellness is another growing trend, with guests seeking relaxation and well-being. Fairmont is enhancing its wellness offerings with retreats, healthy dining, and fitness programs to meet this demand.

Experiential travel is gaining popularity, with travelers seeking authentic, local experiences. Both Fairmont Ajman and Fairmont Fujairah focus on offering cultural tours and local culinary experiences, connecting guests with the destination.

“By staying ahead of these trends while maintaining our core values of luxury, service, and sustainability, Fairmont continues to provide guests with timeless elegance and forward-thinking hospitality,” he says.

Balancing Business Needs and Leisure 

The team at Fairmont understands the differing needs of business and leisure travelers, and they balance these to deliver exceptional experiences. Their properties, including Fairmont Ajman and Fairmont Fujairah, offer a blend of business amenities and leisure services to cater to both segments.

For business travelers, they provide state-of-the-art meeting facilities, high-speed internet, flexible workspaces, and dedicated support services, ensuring a productive stay. After meetings, guests can unwind with wellness facilities, lounges, and fine dining.

On the other hand, leisure guests can enjoy luxurious spas, world-class dining, and activities that take advantage of the local surroundings, whether beachfront at Fairmont Ajman or exploring the serene mountains at Fairmont Fujairah. They also offer cultural experiences to connect guests with the local community.

The hotel’s flexible spaces and services easily transition between business and leisure. Event spaces accommodate conferences, weddings, and social gatherings, while the recreational offerings help guests relax. Tailored packages for both business and leisure ensure that all guests enjoy the best of both worlds.

“Our goal is to provide personalized service and exceptional experiences that meet the unique needs of 

both business and leisure travelers,” says Elias.

Focus on the Future

Elias’s vision for Fairmont in the next five years is to continue growing as a global leader in luxury hospitality, offering exceptional experiences while staying true to its values of sustainability, innovation, and personalized service. To achieve this, they will focus on enhancing their guest experiences through new technologies, expanding their sustainability initiatives, and further strengthening their presence in key markets. 

“We’re also committed to fostering a culture of excellence, ensuring that every team member is equipped to deliver the best possible service, making every guest feel valued and cared for,” concludes Elias.

A Quote to Live By:

“The best way to predict the future is to create it.” – Peter Drucker.

“This quote resonates with me because it emphasizes the importance of proactive leadership and innovation. In hospitality, we can’t simply wait for change to happen; we must be the ones to drive it. Every day, we have the opportunity to shape the future of our industry and create memorable experiences for our guests,” says Elias.

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KPMG stands as a beacon in the world of finance, renowned for its unwavering commitment to guiding businesses through the labyrinth of financial transformation. As a Finance Transformation Partner, KPMG empowers organizations to navigate the tumultuous seas of disruption, particularly in the aftermath of events like the COVID-19 pandemic[EL2] . The firm adds value for its clients by elevating the finance function beyond traditional boundaries, transforming it into a strategic partner that not only manages historical data but also actively drives growth and strategic decision-making.

As a Partner at KPMG for 15 years David Fourie leads the KPMG Finance Transformation team focused on Financial Service companies as well as the team developing the KPMG Digital Finance managed services solution. With a suite of services that have been honed across various industries, KPMG’s[ST3]  finance transformation offerings are not just about enhancing the finance function; they’re about enriching the entire organization. The finance transformation teams focus on addressing the growing agenda and evolving responsibilities of Chief Finance Officers (CFOs) and Finance Directors, enabling sustainable growth and a future-ready finance function supported by innovative approaches, digital advancements, and deep knowledge.

A Long-Standing Partnership

As a kid growing up in South Africa, David was highly interested in technology and spent a great deal of time coding. However, opportunities that were more centered around technology were less available and the maturity of technology wasn’t anywhere close to today. He therefore decided to pursue a career as a Chartered Accountant and Auditor. This led him to KPMG where he started in South Africa before moving to the US in 2002. 

As his career progressed, David spent time within KPMG’s [ST4] Audit and Advisory practice and joined the KPMG Partnership as part of the Class of 2009. Shortly after he switched his focus to be solely on providing clients with consulting services. Although his work was initially more centered around how businesses improved what existed within their current processes, David migrated with increased interest to how technology can help clients. 

KPMG provided David with the opportunity to expand his skills and knowledge across the data, technology, and processes landscape. During the period where he focused on data, he looked critically at how technology, especially search-based technology, could transform how to solve data extraction and data integration challenges. For a while around 2016, he led a technology team at KPMG that explored these technology solutions.

As he moved from this area in 2017 to focus on supporting clients within a company’s Finance Functions (financial reporting, regulator reporting, financial planning, and analysis), David increased his focus on Cloud-based Finance applications. Financial Services companies were just reaching the point of looking at replacing their legacy technologies that in many cases were 20+ year-old ERPs. During this time, KPMG started expanding its service offerings to include an increase in managed services.

Focus on Finance

The exploration with his clients on what is possible and how to optimize the use of Finance technologies that enabled fundamental change in how they can deliver services to their internal customers and regulators led David to focus on leading a team of resources at KPMG that are helping develop KPMG Digital Finance. This journey started in 2020 when collaborating with several of KPMG’s  Alliances (primarily Aptitude Software and Microsoft Corporation),  they developed a pre-configured, fully managed Finance solution. This journey is ongoing as they  continue to expand the functionality and the rapidly evolving technology landscape that now is ever increasingly incorporating AI, with a focus on incorporating the proper processes and guidelines to use it responsibly. The solution KPMG launched officially in April 2024, represents an AI-enabled financial reporting solution with an extremely high degree of automation. Consistent with its objective, KPMG Digital Finance will continue to evolve and provide its clients with a modern finance architecture and advanced AI capabilities. This solution is provided on a subscription basis to clients where access to the fully managed solution is provided, inclusive of all technology costs and support. 

Technology Enabled Solutions

At KPMG, David and his team have worked on two advanced technology-enabled solutions. The initial solution that focused on data extraction and enablement was during the early days of KPMG starting to develop solution-oriented capabilities. More recently, David and his team have had the opportunity to work with KPMG’s  Alliance partners to develop a pre-configured and fully managed finance solution – KPMG Digital Finance. KPMG Digital Finance is a fundamental move away from tradition where companies license finance applications and go through lengthy and complex implementations. 

Technologies used in finance departments are continuously evolving and for most organizations is a highly complex project. Finance departments and teams have long-established processes and technology solutions and typically only go through transformations  once in several decades. Adopting new, Cloud-native, technologies and fundamentally changing the way organizations work is a significant challenge. Companies need to change how they have worked in the past and several cases, there is a default to “this is how we’ve done it in the past” and even a mentality of “if it is not broken, why fix it?”. However, the opportunities provided by modern finance technology mean that organizations cannot just fit the technology into current processes. Typically, if they do that, they’re more likely to implement a sub-optimal solution.

The solution David and his team have provided clients through KPMG Digital Finance is an advanced, trusted AI-enabled, finance function that will continue to evolve and enhance. They intentionally developed this as a modular solution which will enable them to add, upgrade, or replace the technology components included in the solution today with the latest and advanced technologies. This means that as they continue to expand the KPMG investment in responsible and ethical AI-enabled solutions, the client will have access to these advanced technologies through a subscription model, rather than licensing and building it themselves.

David and his team therefore encourage their clients to change their approach and think about a complete modernization of their finance function, not just a transformation. “You have to align the capabilities you need appropriately to the enabling technologies. Once you’ve got these aligned you move to a process that’s aligned with the new technology solution which in several cases is a very significant change. For example, for one of my clients, we’ve now moved to real-time integration with their operational systems. The data we’re moving into the finance architecture is at an event level and very granular. Finance processes are executed on a daily basis and, rather than having the finance team perform the tasks they have done in the past, we’re enabling them to monitor processes through published analytics,” he explains.

“This journey is ongoing as we move to a process where a dynamic close process becomes a reality. Through this project, we are fundamentally changing how finance works. This degree of change is hard and means that finance professionals need to be comfortable with the data and analytics created in the process when they are not creating these in Excel themselves,” adds David.

Enabling a Digital-first Finance Organization

David emphasizes that there is no single solution that can give finance everything they need. There are also significant nuances between a Financial Services organization and a manufacturer. Having said that, he shares that there is a core suite of applications that, when brought together in the right way can deliver a high degree of automation and efficiencies. Access to high-quality data is key to enabling the core Finance applications.

Financial Services and other similar industries have a unique challenge where the majority of their business activities originate outside the traditional ERP. Whereas a manufacturing company largely operates within an ERP. By focusing on what is needed for a Financial Services company, businesses typically expect the following core technologies within the Finance technology landscape:  

•       Accounting rules engine/finance hub to receive the business process data at a low level of granularity. This effectively becomes the sub-ledger for transactions not originating in the traditional ERP sub-ledgers.

•       Core ERP providing traditional ledger processes [ST13] and finance sub-ledgers (e.g. Accounts Payable, Accounts Receivable, Fixed Assets)

•       Reconciliation application to enable balancing and transaction matching processes. 

•       Consolidation application to support complex consolidation for financial reporting.

•       Financial reporting collaboration tools to prepare the financial statements and enable SEC reporting requirements.

•       Regulatory reporting software

•       Financial planning and analysis applications focused on budgeting, strategic planning, and forecasting.  

•       Management reporting solutions that provide analytic and dynamic reporting capabilities

“These core applications continue to be augmented by supplemental applications and, ever increasingly, AI-enabled solutions,” explains David.

Looking into the Future

David suggests that the advancement of technologies and the degree of continuous change that is needed will lead to an increase in managed Finance solutions. Advanced technologies will increasingly focus on solutions and not applications that need to be implemented. Having access to managed solutions will enable companies unparalleled  speed and access to new capabilities as the managed solution providers will deliver these new solutions as a service. 

“KPMG Digital Finance established this capability for KPMG as we continue to grow our managed services capabilities. By establishing our subscription-based finance solution, we’ve opened up a new world for companies where they can seamlessly  access finance capabilities and solutions without having to be concerned about maintaining the technologies or what they need to keep pace with the digital evolution,” he says.

KPMG’s focus is on growing its managed services and KPMG Digital Finance is one of the ways the firm is enabling its clients to fundamentally change their finance operating models. “We aim to continue to evolve and expand the capabilities we provide our clients so that they can access advancements easily through a managed service rather than having to “built it themselves”. Through this, we aim to empower our clients with the ability to focus on delivering value for their companies and taking away the concern and challenges of the enabling technology and processes,” shares David.

David encourages emerging tech enthusiasts to think big.

“Challenge how things are done today and don’t be constrained by the universal perceptions. The future is shaped by those that understand where we are or should be going and not by how we change what we do today.”

 KPMG LLP (KPMG) Should we be talking about compound volatility here? Rather than a single event?
 “KPMG’s” is an incorrect usage of the KPMG mark, which does not have an apostrophe, and is also grammatically incorrect when used in a trademark sense, because in any trademark the word KPMG is an adjective, not a noun. We shouldn’t be using possessives in the names of products or services. Where possible, please avoid use of KPMG in the possessive form (misuse of the KPMG trademark per OGC) – suggested alternative: our, our firm’s, the KPMG ___, KPMG LLP’s  “KPMG’s” is an incorrect usage of the KPMG mark, which does not have an apostrophe, and is also grammatically incorrect when used in a trademark sense, because in any trademark the word KPMG is an adjective, not a noun. We shouldn’t be using possessives in the names of products or services. Where possible, please avoid use of KPMG in the possessive form (misuse of the KPMG trademark per OGC) – suggested alternative: our, our firm’s, the KPMG ___, KPMG LLP’s  The KPMG LLP copyright appears once on printed materials, but on every page of digital communications for all KPMG U.S. internal and external content.  

© 2024 KPMG LLP, a Delaware limited liability partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved. 

“KPMG’s” is an incorrect usage of the KPMG mark, which does not have an apostrophe, and is also grammatically incorrect when used in a trademark sense, because in any trademark the word KPMG is an adjective, not a noun. We shouldn’t be using possessives in the names of products or services. Where possible, please avoid use of KPMG in the possessive form (misuse of the KPMG trademark per OGC) – suggested alternative: our, our firm’s, the KPMG, KPMG LLP’s  Either remove reference to alliance partners or give them a heads up  Who is they?

Please ensure that proper KPMG branded names have been through the firm’s naming review process. Legacy names used in market prior to 2016 can continue to be used unless there is a significant increase in scope, client base, or functionality and/or the current name is no longer relevant. Until the name has been approved, or if a proper name is not needed, please change to sentence case. See KPMG Approach to Naming guidance for additional guidance. See U.S. Naming Request Form to submit proposed names for review.  

This is an approved KPMG Branding and currently under Trademark filing “KPMG’s” is an incorrect usage of the KPMG mark, which does not have an apostrophe, and is also grammatically incorrect when used in a trademark sense, because in any trademark the word KPMG is an adjective, not a noun. We shouldn’t be using possessives in the names of products or services. Where possible, please avoid use of KPMG in the possessive form (misuse of the KPMG trademark per OGC) – suggested alternative: our, our firm’s, the KPMG ___, KPMG LLP’s  lowercase Should this read “where we traditionally process”?

Problematic term “UNPARALLELED”-  Such terms can only be used if the terms or phrases can be objectively and lndependently substantiated.  Suggested Alternatives: One of the leading, of the top performers, strive for top quality, among the largest   This term is difficult to substantiate. We do not want to over-promise results. Consider changing to one of the alternatives: efficiently, effectively, thoroughly, broadly, cohesively.

“KPMG’s” is an incorrect usage of the KPMG mark, which does not have an apostrophe, and is also grammatically incorrect when used in a trademark sense, because in any trademark the word KPMG is an adjective, not a noun. We shouldn’t be using possessives in the names of products or services. Where possible, please avoid use of KPMG in the possessive form (misuse of the KPMG trademark per OGC) – suggested alternative: our, our firm’s, the KPMG ___, KPMG LLP’s 

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Event Management is one of the fastest-growing and most dynamic sectors in the world today. Event Companies are essential in today’s world, as they offer a range of benefits and services to their clients and the society at large. As events become huge in magnitude sometimes covering huge physical distances, event companies help plan, organize, and execute various types of events, such as conferences, exhibitions, festivals, concerts, weddings, etc.

They help clients save time, money, and resources by taking care of all the details and logistics of the event, from venue selection, catering, entertainment, marketing, and security, to post-event evaluation. Their professional expertise and creativity help ensure that events are successful and memorable for the attendees, sponsors, and stakeholders. They use the latest technology and tools to enhance the event experience and ensure quality and safety standards. They also contribute to the social and economic development of the communities where the events take place.

Portugal-based Gr8 Events is one such event company known to create value and impact for clients and society by delivering events that align with the client’s goals and objectives, such as raising awareness, generating revenue, promoting a brand, or celebrating a milestone.

Giving it Their All

GR8 Events. Was established in March 2021. As the CEO Francisco Serzedello puts it, “A group of 14 experienced event managers, event designers, strategists, content creators, motion graphics, and nerds, in the middle of a pandemic with a large bag of courage, knowledge, and all our hearts.”

Starting a company, one which facilitated social interaction, in the midst of a global pandemic that demanded isolation, was indeed a bravado, but one that has already started paying off. Gr8 Events strives to create lifetime memories for every event it organizes. The team lives to breathe events into life and excitement. They make sure that it is a great one for everyone, for the team, the partners, and ultimately for the clients.

GR8 Events was built on top of 3 solid pillars – Creativity, Innovation, and Technical Expertise. “These 3 pillars need to work together in harmony with balance, through empathy and constant learning to create memories that last. We do it in corporate events, brand activations, and digital events,” says Francisco.

A Long Journey

In 1996 Francisco was going through Law school when he got a chance to start making small contributions to the events and soon realized that this was exactly what he wanted. “It’ s a blessing that so early in life I found what I love to do. I loved the contact with the clients, the chance to dream and to make these dreams come to life like unique experiences,” recalls Francisco.

Soon he started working in Action Plan, a motorsport events handling agency where he was introduced to corporate events. He grew with and in the company till he got to his partnership and the director role, while the company turned the focus from the motorsport to the corporate events. He then joined the Ativism Group in Desafio Global, the Portuguese reference in events in 2007, part of a seducing communication, brand, experiences, and events group on the rise to become the leading players in most of the areas they were in.

This transition opened the door to bigger and even more astonishing events, a bigger team, and the chance to be part of a Group that counted with most of the greater names and rising stars of the industry. Francisco went through the rise and fall of this big group and continued in Desafio Global even after the collapse of Ativism.

In September 2020 it was time to look for a new challenge. After 13 years in the industry, He wanted more. He believed that an agency needs to be more, for the clients, for the team, for the business partners, for the shareholders, and for everyone. That’s when he and Rui started with Gr8 Events.

As the CEO, Francisco is responsible for steering the ship in the right direction, predicting stormy waters and opportunities. He needs to be the lighthouse in the night and the sun everyone can energize from.

He needs to help others to rise to their best, grow, and enjoy the ride.

Of High and Challenging Moments

Francisco is very proud to have created and conducted together with the clients and partners the first big event in Portugal after the pandemic, Velocity Lisbon. It was a huge task to make this come through. COVID restrictions on travel and bringing people together, the lack of supplying goods and teams, and the fear of the participants proved to be a wordy challenge. But the best part was the chance to create an innovative way of communicating and networking.

They won 2 golds and 1 Silver in the EVENTEX international awards and even more rewarding the clients considered it the best Velocity ever made.

Speaking about choppy waters and incidents that threaten to derail the events, Francisco feels that there’s a thrill about not knowing what can happen, expecting the unexpected, and solving challenges that arise during the events. “It’s our biggest fear but also an adrenaline rush. We prepare and plan everything to the tiniest detail not to be surprised but yet… Experienced teams, planning, careful preparations, and a lot of TEAM help us solve these surprises,” he shares.

Making Events Bigger and Better

While designing an event, GR8 Events’ main priority is to surpass the client’s needs, demands, and expectations. The main challenge is to go beyond what everyone expects and create memories that last, experiences that get engraved in the senses, and do it again and again. They have started an innovation department that develops most of the event solutions and personalizes them to every event. They aim to have the best solutions for their events and are really proud of them. “Innovation it’s a part of what we are, how we want to be, how we need to be. In GR8, innovation is a need, and our event managers demand it from our nerds,” says Francisco.

GR8 has been growing very fast since its start. They started 14 and are now a team of 36 people. They are already considered the best Portuguese agency twice and they are only 2 years and a half old.

“We are always trying to do it GREAT. We are planning ourselves for the Future and I promise you we can expect even more. We are Aiming high. We proudly prepare ourselves for the next year, with strategic, and sector reflections so that we can look ahead and be proactive. We never stop learning. We grow together on top of every success

 and every challenge. We dare. We take risks, to do different, creatively and effectively. We keep on dreaming new dreams but always focused on the solution. In our industry and especially in Portugal we need to always be looking for new challenges, newer technologies; new opportunities,” concludes Francisco.

Quote: “Dream, think it over and do it.”

Quote: “If you are going to do it, do it GREAT.”

Interview Questionnaire for Natalia Mochales, Vice President and Head of Compliance at Ericsson Middle East and Africa

Through this questionnaire, we aim to highlight your achievements, professional milestones, notable contribution, the organization you run, and your contribution to society. We are looking for perspicacious and beneficial answers from your side.

1. Give a brief overview of your professional journey. What made you choose your current industry?

I’ve always had a strong sense of ethics and justice. I owe my core understanding of the difference between right and wrong, of the need for personal and commercial integrity, ethical behaviour and justice to my father, a first-class lawyer, who, through consistency of example, brought up his children to understand the rewards of integrity and compliance and the consequences of choosing not to comply. He showed me that there is always the possibility to make the right decision, even though that choice is most likely not the easiest one.

It would seem Law was in my DNA and consequently, a natural career path. After obtaining a law degree, I decided to specialize in European and international law and I moved to Brussels where in addition to complementing my studies, I joined the Brussels branch of the Spanish law firm. I worked very closely with the European Institution and thoroughly enjoyed this opportunity. Looking back at my time in Brussels, I can firmly say that those 5 years shaped me, both professionally and personally. Some of my best friends are related to that period and still form part of my life today. We were all young, full of curiosity and eager to learn. However, I wanted more, I was interested in multinational corporations, so I left Brussels and enrolled for an Executive MBA degree at IE University on completion of which, AT&T offered the post of Retail Commercial Lawyer EMEA with a focus on contracts and negotiations. This was my first foray into the ICT sector. I found responsibility for global customer contract negotiations across the whole of Southern Europe, a most interesting challenge, and a great learning opportunity in an exciting industry. That I was multilingual and consequently able to negotiate in different languages was a distinct advantage and I learned much and gained significant international and ICT industry experience during the 5 years I spent in their employment. It was at this moment that I met the woman who became my mentor and friend; she was the General Counsel for EMEA, and an excellent lawyer now retired with whom I remain in contact.  

Later, I became Vice-President for EMEA Contract Compliance at McCann Worldgroup, subsequently moving up to the post of EMEA Contract Compliance Director at its parent company, Interpublic Group (IPG).  It was in this role that my work necessitated frequent visits to the Middle East. A new challenge took me to Holcim Group, which was then known as LafargeHolcim. Here, I first worked as Head of Compliance for Western Europe, North and West Africa and then as MEA Regional Compliance Officer. During this period, I travelled intensively in Africa and the Middle East, almost weekly on a plane travelling to a new destination. Cement plants and offices were neither smart nor located in well-ordered cities but situated in remote places within the various countries. It’s said once you experience working with Africa/ Middle East it’s difficult to stop. Was not necessarily easy, we had many challenges but some of my best memories and learnings are related to that period.

It was at this time I was offered the position of Senior Compliance Officer with Ericsson which enabled me to reduce the time I had previously travelled, and I was subsequently promoted to Head of Compliance for MEA. I was excited about returning to the ICT industry and especially to MEA, as it offers great potential for blazing new trails in terms of gender equality, diversity, and inclusion. My main responsibilities involve designing and implementing global compliance programs and improving existing processes and procedures and advising the business in conducting business responsibly across a large market area covering more than 70 countries.

• What, according to you, is the biggest obstacle en-route to self-healing?

This is quite a challenging question that would be best answered by a psychologist. Often, it’s a combination of factors that prevent us from self-healing – from repressed feelings to difficult interpersonal relationships. For me, the hardest bit is always to acknowledge the inconvenient truth and being honest to oneself. As human beings, we are excellent at justifying why things need to be the way they are – even though our instincts tell us otherwise.

Holding on to things that have, over time, become neither relevant nor beneficial is a definite hindrance. It is very important to be open and ready to embrace changes which for sure will allow us to keep growing as an individual. 

• What strategies have you employed to foster a culture of compliance and ethical behavior within Ericsson

At the end of 2019, I joined Ericsson at a unique moment in time, just before signing a Deferred Prosecution Agreement (DPA) with the US Department of Justice and having been under independent monitorship since June 2020. This gave rise to a significant point of change for the company in accepting responsibility for past misconduct and adopting a determination to engender a core value of organization-wide integrity going forward.

At Ericsson, we take pride in being a responsible, relevant driver of positive change within the communities where we operate. Our Code of Business Ethics (CoBE) serves as our compass in this regard. It provides us with the resources and information we need to conduct our business responsibly, make ethical decisions and maintain trust among our customers, partners and shareholders.

Our proactive efforts extend beyond legal compliance and focus on improving and strengthening our responsible business practices while reinforcing a culture of trust, transparency, and integrity across the whole organization.

We have today a comprehensive Ethics and Compliance Program in place that is centered around a few core elements. The program enables us to raise awareness and prevent mistakes and breaches of our CoBE, detect those instances when they do happen, and respond and remediate them quickly. It also sets out a robust and transparent reporting and disclosure framework on a par with global best practices.

In recent years, we have made significant investments to strengthen the program with policies, processes, and tools for preventing, detecting, reporting, and remediating non-compliance behaviors. Our efforts focused on four areas where it was needed the most – leadership and culture, third-party engagements, compliance and investigation capabilities and internal controls. Our Ethics and Compliance program represents today a business competitive advantage.

However, this could not be accomplished without first establishing a highly skilled and experienced team of professional compliance officers supported by the top and middle management. When I look back, it seems to me that I have spent an entire lifetime in Ericsson, it has been a few years of intense work, not always easy, which has required great energy for me to get to where we are today. However, it is very gratifying to see how the company has evolved for the better in these years and it is even more so when the colleagues who have been working almost all their lives here recognize it.

• How feasible is leading a holistic life considering today’s fast-paced lifestyle and societal construct?

It is feasible but not without first fully understanding the interconnection between mind, body, spirit, and emotions, realising the benefits to one’s life that would be felt from developing positive habits/ shedding negative ones. It is next to impossible to excel at everything but possible to excel at certain things and do reasonably well at others. The key is to focus on what you have proven to be personally beneficial as your life evolves and not on what the world at large would have you believe would be beneficial. In this context, I make sure that I dedicate my free time to what I like, and I have also learned over time to say “no” and not surround myself with people who do not give me light and energy. I no longer go to events or dinners because “you have to do it”, I have little free time and that is why I choose very well how and with whom I spend it. My family and friends, meditation, outdoor activities, music, and always trying new things make me feel in control.

• In the dynamic business world where things can change in a snap, how does one keep a steady head and focus on the goals?

It’s about establishing priorities, the ability to tune out the noise, but also about agility and having an adaptive mindset. If hiking up a hill when a landslide puts a large rock in your way, reaching your destination remains wholly possible. It’s simply a matter of changing the route, there’s no point banging your head against the rock – you must go around it.

Life has taught me to be flexible; I have developed the ability to adapt to the reality of any given situation and after all these years in the corporate world and living in different cities and continents, still look forward to new challenges and opportunities to learn new things and meet new people. In reflecting on past roles, where I have been and what I have done, I certainly cannot say that it has always been easy. I can firmly say though, that I have learned a lot both from both good and bad experiences, and I am grateful for all of them. I still feel a great deal of the same curiosity and eagerness to grow that I had in the early days of my career, and I am looking forward to whatever the future holds for me.

• How do you, if at all, encourage diversity and inclusion at the workplace?

Diversity and inclusion are among the focal points of our strategy at Ericsson. We are committed to creating a diverse and inclusive organization, as this increases our ability to attract the best global talent, foster innovation and deliver increased value to our customers. We proactively work to achieve greater gender balance, alongside increasing representation of currently underrepresented groups.

As part of our strategy to attract more diverse candidates, we are working with our recruitment partners to strike a 50:50 gender balance for early career and graduate hires. We are also making progress on gender balance through our ALTitude career accelerator program for women, with a third of the program graduates progressing to more senior positions within a year. By the end of 2022, women employed in line management positions had increased to 22% and 35% of the executive leadership comprised of women.

I firmly believe in equal opportunities and in the obligation to develop local talent. When I arrived at Ericsson to face the challenges that awaited us, I had to create my team almost from scratch. MEA is a market where experienced professional compliance officers are scarce, but I have managed to create a team of local talent with a variety of backgrounds, races, religions, ages and genders. I am proud my team can exceed expectations through having a perfect balance in terms of diversity and inclusion and we certainly benefit from having animated discussions on the path to reaching decisions.  

• What leadership qualities do you consider essential for driving innovation and leading a successful team?

It is important to stay away from the “Doing the things the way they have always been done“ type of approach. Essential leadership qualities for driving innovation and cultivating a thriving team lie in a strategic blend of adaptability, education, diversity, and collaboration, and trust. I believe these are common qualities for any leader. In my area of responsibility, navigating the intricacies of compliance demands while propelling innovation hinges on a visionary leader who embraces change and encourages cross-functional teamwork. A successful leader in this role must exhibit adaptability, swiftly responding to the dynamic regulatory and risk landscape and industry shifts. This entails fostering a learning culture that empowers team members to stay informed and creatively adapt to new challenges. As a leader, it is on me to support and encourage my team to find the time to pursue new skills and knowledge and provide them with the opportunities that they need to learn and to grow whether by enrolling in specific courses or dedicating time to team discussions where we learn from each other. Diversity, collaboration, and open discussion emerges as a backbone for innovation. By valuing diverse perspectives and backgrounds, a leader stimulates creative problem-solving and ideation, making sure that everybody feels included encouraging the team to share their opinions, experiences, perspectives and feel listened to while guiding the team towards compliant yet innovative solutions. In all this, integrity and compliance remain non-negotiable, with a leader exemplifying unwavering commitment to ethical standards, fostering a culture of transparency, and inspiring ethical behavior.

• What advice would you offer to young women aspiring to excel in the business world, especially in leadership roles.

Do not ever think you are not good enough. You are where you are because you have worked hard for it and because you deserve it. As females, we often tend to strive for perfectionism, and we are overly critical of ourselves. I certainly experienced such feelings in the past, so it is important to remember gender has no connection to an individual’s abilities and determination to progress in a chosen career. Also, never forget to stop and appreciate those who have helped you along the way and, once in a position to do so, contribute to the progress of other promising talents. In that sense I am a mentor and sponsor in internal programs at Ericsson and outside Ericsson I am a co-founder of “The Club of the Spanish Executives in UAE“. We are currently taking the last steps of its’ constitution and look forward to it becoming a reality very soon. On arriving in UAE, I thought it is important to create this Club as a means of primarily providing support/giving visibility to talented Spanish women in management positions and further to generally encourage/support young talented women in their chosen careers. We believe it to be a very worthwhile initiative and are both pleased and proud to have enlisted the support of the Spanish Ambassador and Spanish – British Counsel.

1. Where do you see yourself and your organization in the years to come?

I see Ericsson as a role model of compliance sharing the lessons learned with other corporations and industries and a pioneer in diversity and inclusion in the ICT industry. I see us as a leader in breaking the energy curve in the sector through our advanced network energy consumption models and cutting-edge energy-saving technologies. I see us improving the energy performance of our portfolio and taking resolute climate action in our activities and across our supply chain by reaching our Net Zero target. I believe the widespread deployment of 5G, which is by design the most energy-efficient cellular generation to date, will be a key driver of our success. I see us building more productive partnerships with telcos around the world that will help us achieve our shared sustainability goals so that together, we can drive the global transition to a low-carbon and circular economy.

I also see us as a force for good by improving the lives of people by bringing connectivity to previously underserved communities, levelling the playing field and enabling excellence. I see us contributing to women in tech, bridging the gender gap in STEM education where we ensure girls have access to ICT skills both in and outside of school. Moreover, I see us transforming sectors across society where we remain committed to researching and developing products and services that support and reach for the accessibility and affordability of communication infrastructure in our quest for digital inclusion. And finally, I see us continuing to mark many global firsts and set new benchmarks for the deployment and use of technology in the most responsible way.

As for myself, I will keep on strengthening and adapting our Ethics and Compliance Program to meet the ever-evolving needs of a connected and sustainable world and as a trusted advisor for my colleagues running the business in MEA. At the same time, I believe is also time to jointly work with other companies on collective actions to address corruption challenges and raise standards of integrity and fair competition in business. Moreover, I see my wide-ranging, extensive international experience in a variety of industries enabling/ qualifying me to make a valuable contribution by acting as an advisor to other companies on conducting responsible business globally. I have had the opportunity during my extended international career to be exposed to many situations and gained a tremendous and valuable experience that can serve other organizations.

• How do you maintain a work-life balance while being a trailblazing businesswoman?

It would be a lie to say I have the perfect work-life balance, but the flexible business model has certainly allowed me to manage my time more efficiently. I also strongly feel that today’s always-on work culture neither benefits the employer nor the employee in the long run, as the resulting stress on the employee saps the ability to consistently excel in the workplace, or worse, results in burnout. I am very aware of this, and I have had many discussions with my team on the matter. Taking the time out to recharge my batteries is extremely important for my performance and that’s why introducing dedicated personal time in the evening and on weekends, during which I neither answer work calls nor respond to emails, unless it is an emergency, has worked wonders for me. I am not the best at setting boundaries, but I am improving. The benefit of ‘disconnecting’ will obviously differ from person to person but for me, time spent with family and friends, when work is never discussed, is particularly important.

• What is that one quote you absolutely live by or find helpful?

A favorite is from Malcolm Forbes: “Education’s purpose is to replace an empty mind with an open one.” I firmly believe in the power of education to expand horizons and uncover new opportunities. Education is advantageous throughout life and something no one can take away from you. I believe simply being alive constitutes an ongoing learning opportunity of which I have and will continue to take every advantage and that’s one of the reasons why I feel so very much “at home” at Ericsson in MEA We live by the motto ‘The future belongs to learners’ and are passionate about creating learning and skills development opportunities for all our people and for the communities we serve.