Dialogue with an Expert: Driving Success in MENA’s Fast-Moving Markets

What drew me in was the diversity of challenges and the rapidity of change in these regions. You find  tremendous energy and development potential there, but also an environment that demands great  adaptability, strategic vision, and the ability to ‘think outside the box.’ The need to navigate ambiguity, solve  complex problems, and build strong relationships with stakeholders, including governments, is amplified in  these markets. That’s precisely what makes these experiences so enriching and stimulating. I’ve always  been drawn to environments where I could genuinely make a difference and contribute to sustainable,  profitable growth, which is particularly rewarding in these evolving markets. 

2. You went on to get an Executive MBA degree from TRIUM (an alliance of HEC-Paris, LSE-London,  and NYU Stern, and now you mentor students in HEC’s Executive programs, including the TRIUM  EMBA. How did TRIUM contribute to your business success? Who were the key mentors or figures  in your journey that helped steer you toward your goals, and how did their guidance shape the way  you approach business in various regions?  

The TRIUM Executive MBA was a truly transformative experience for my business success, and it continues  to be. The alliance of HEC-Paris, LSE-London, and NYU Stern provides a unique global perspective that is  incredibly valuable in today’s interconnected world. It wasn’t just about gaining theoretical knowledge, but  about immersing myself in diverse business environments and challenging my own assumptions  complementary to my international business experience. The modular structure across different global  locations, from the foundational modules in London, New York, and Paris to the advanced topics in dynamic  cities like Shanghai, Sao Paulo, and Dubai, provided an unparalleled understanding of global business  contexts. This comprehensive exposure, combined with the rigorous curriculum covering everything from  global political economy to finance, strategy, and leadership, equipped me with a holistic perspective and  strategic height in thought that has been crucial in navigating complex, VUCA environments. 

While the program itself provided an incredible framework, the real strength lay in the peer-to-peer learning  and the caliber of the faculty. Rather than specific individual “mentors” in the traditional sense during the  program, the entire TRIUM Executive MBA experience fostered a strong network of highly experienced,  diverse professionals from around the world. The constant exchange of ideas and perspectives with this  global cohort was, in itself, a powerful form of mentorship. We challenged each other, shared real-world  experiences, and collaboratively sought solutions to complex problems, which significantly broadened my  approach to business. 

This collective intelligence, combined with the guidance of world-class professors who brought both  academic rigor and practical insights, fundamentally shaped how I approach business in various regions. It  reinforced the importance of cultural nuance, adaptability, and the ability to build trust and cooperation across  different stakeholders, including government bodies, which is particularly vital in markets like Africa and the  Middle East. The program instilled a deeper understanding of the economic and political landscapes that  influence business, and how to create long-term, sustainable, profitable solutions with patience and process  adherence, regardless of the geographical context. The enduring network and the mindset cultivated at  TRIUM Executive MBA continue to be invaluable resources in my career, particularly in my current roles in  Algeria, where local insights are paramount.

3. Reflecting on your experience, you have worked in industries as diverse as cosmetics, food and  beverages, and veterinary pharmaceuticals, often in high-pressure environments. What has been the  most unexpected challenge you have faced through these experiences, and how has it influenced  the way you lead Henkel and FEM International Consulting today? 

That’s a very insightful question, as indeed, the diversity of industries I’ve had the privilege to work in has  brought its own unique set of pressures. While each sector presents specific operational and market  challenges, the most unexpected challenge I’ve consistently faced, regardless of the industry or geography,  has been navigating and transforming ingrained organizational cultures that resist change, particularly when  implementing strategic turnarounds or integrating new acquisitions. 

You’d think after dealing with market shifts, supply chain disruptions, or intense competitive pressures, and  cultural resistance would be a known quantity. However, the depth of this resistance, the subtle ways it  manifests, and its potential to derail even the most well-thought-out strategies, has always been the most  surprisingly difficult hurdle. It’s not just about overcoming a fear of the unknown; it’s often about challenging  long-held assumptions, power structures, and ways of working that people are deeply comfortable with, even  if they are no longer effective. 

For instance, in a vet pharmaceutical company, where processes are traditionally very rigid due to regulatory  requirements, introducing agile methodologies can be met with significant skepticism. In a FMCG  environment focused on rapid market response, shifting towards a more long-term, sustainable ESG integrated approach might feel slow and unconventional to some. Each industry has its own cultural ‘DNA’  that, while often a source of strength, can also become an unexpected impediment to necessary evolution. 

This experience has profoundly influenced how I led Henkel, Seaboard Corporation and lead FEM  International Consulting today. My approach is now even more centered on Change Management and asset  optimization through lean six sigma methodology as a core pillar of any strategic initiative, directly aligned  with my interest in that area. 

1. Prioritizing Communication and Vision: I now dedicate significant effort to articulating the ‘why’  behind any change. It’s not enough to present a new strategy; you must connect it to the broader  purpose and individual benefits, creating a compelling narrative. 
2. Building Trust and Delegation: Recognizing that resistance often stems from a lack of trust or a  feeling of disempowerment, I emphasize delegation and empowering teams. As a delegating and  trusting leader, I ensure that employees are not just informed, but actively involved in the process,  fostering a sense of ownership. 
3. Patience and Persistence (Patience to Stick to Processes): Cultural transformation is a marathon,  not a sprint. I’ve learned the critical importance of patience and consistency in applying new  processes and values. It requires reinforcing desired behaviors, celebrating small wins, and  addressing setbacks with resilience. 
4. Internal Focus on Leadership and Development: My dual focus on external customer orientation and  internal leadership development stems directly from this. You can’t transform a company without first  empowering and developing its internal leaders to champion the change. Streamlining internal  processes is also key to reducing friction and demonstrating commitment to efficiency. 

In essence, while I remain focused on market opportunities and financial performance, my leadership is now  more acutely aware that people and culture are the ultimate enablers or inhibitors of success. At FEM  International Consulting, we are building cultures that are not only performance-driven but also adaptable,  resilient, and inherently open to continuous improvement and innovation. 

4. Let’s dive into your work in Africa and the Middle East, where markets can be full of opportunity but  also unpredictability due to regional challenges. With your experience in these areas, what strategies  have you found work best for businesses to succeed, especially in industries like consumer goods  and sustainable energy? 

Navigating the markets in Africa and the Middle East is indeed a fascinating challenge—they are regions of  immense potential, but that potential often comes hand-in-hand with a certain degree of unpredictability,  whether it’s geopolitical shifts, regulatory changes, or economic fluctuations. My experience across various  industries, from fast-moving consumer goods (FMCG) to vet pharmaceutical products, has really hammered  home a few core strategies for success.

First and foremost, it’s about deep localization and cultural immersion. This isn’t just about translating  marketing materials; it’s about understanding the nuances of consumer behavior, local preferences, and  even religious or social customs that influence purchasing decisions in consumer goods. For instance,  payment methods, distribution channels, and even preferred shopping formats can vary significantly from  one country to another, or even within a country between urban and rural areas. In FMCG, this means  adapting product portfolios, packaging, and pricing strategies to local income levels and tastes. At FEM  International Consulting, this is paramount – we constantly engage with local teams and consumers to  ensure our offerings truly resonate. 

Secondly, building robust and agile local partnerships is critical. You cannot go it alone. Whether it’s finding  reliable distributors, co-investing with local entities, or engaging with government bodies, strong relationships  built on trust and mutual understanding are indispensable. These partners provide invaluable insights into  the local landscape, help navigate regulatory complexities, and often possess the established networks  necessary for market penetration. My proficiency in multiple languages, including Arabic, has been a  significant asset here, allowing for more authentic connections and direct communication. 

Thirdly, particularly in unpredictable environments, resilience and a long-term perspective are essential.  There will be setbacks and unexpected challenges. The key is to have the patience to stick to processes, to  learn from failures, and to remain committed to your long-term goals. This ties back to my interest in change  management and lean six sigma – it’s about having the systemic tools and the mindset to adapt and optimize  continuously. You must be prepared for a marathon, not a sprint, and build internal capabilities that can  withstand shocks. 

Now, specifically for consumer goods and sustainable energy: 

• Consumer Goods (FMCG): Beyond localization, success hinges on effective, fragmented distribution  models. Modern trade (supermarkets) is growing, but traditional markets and informal channels still  dominate in many areas. You need a multi-channel approach, often involving a strong network of  local agents and wholesalers. Digitalization and e-commerce are rapidly gaining traction, especially  in urban centers, so investing in mobile-first strategies and localized online platforms is increasingly  important. Lastly, affordability and value for money are crucial, requiring smart pricing strategies and  sometimes smaller pack sizes to meet diverse consumer budgets. 
• Sustainable Energy: This sector requires a deep understanding of public-private partnerships and  the ability to engage strategically with government bodies. Governments in the region are  increasingly prioritizing sustainable energy for energy security and economic diversification. Success  depends on navigating complex regulatory frameworks, securing land rights, and often accessing  development financing or green funds. Decentralized solutions (mini-grids, off-grid solar) hold  immense promise for rural electrification. It also requires understanding the local energy landscape –  some countries are rich in solar potential, others in wind, or even geothermal. Strategic height in  thought allows for identifying the best-fit solutions, and then the patience to stick to processes is  crucial for large-scale infrastructure projects. Integrating ESG principles from the outset not only  aligns with global trends but also enhances social license to operate and attracts green investment. 

In both sectors, driving to make a difference is not just a personal interest but a business imperative. It  means creating value that is genuinely sustainable and contributes to the local economy and society, which  in turn fosters trust and long-term sustainable profitable growth, even in the most dynamic and sometimes  unpredictable markets 

5. In Algeria and Morocco you’ve been passionate about helping local companies reach a global stage  through your leadership at your companies. North Africa is often seen as a growing hub—what  opportunities do you see for businesses here to expand internationally, and how are you using your  knowledge of Lean Six Sigma and sustainability to support that growth? 

Algeria, Morocco, indeed North Africa as a whole including Tunisia, are truly emerging as dynamic hubs, and  I’m incredibly passionate about helping both local and foreign companies realize their full international  potential from here. The region offers a very unique convergence of factors that present significant  opportunities for international expansion. 

Firstly, there’s the strategic geographical location. North Africa acts as a bridge between Europe, the Middle  East, and Sub-Saharan Africa. This proximity allows for easier access to diverse markets, reducing logistics  costs and transit times, which is a significant advantage for businesses looking to penetrate these large 

consumer bases. However each of this three country has its own particularity, its owns working methodology  and approach to geopolitical situation.  

Secondly, there’s a young (50% is under 25 years old) and growing population (approximatively 100 millions)  with increasing purchasing power. This fuels demand for a wide range of goods and services, making it an  attractive market in itself, but also a strong launchpad for regional and even global expansion. 

Thirdly, North African governments, are actively pursuing economic diversification away from reliance on  hydrocarbons. This is leading to significant investments in infrastructure, industrial zones, and a more  favorable business environment, with incentives for foreign direct investment and export-oriented industries.  Sectors like agriculture, food processing, manufacturing (especially automotive and electronics), and digital  economy are seeing strong government support. 

At FEM International Consulting, our mission is precisely to leverage these opportunities. We act as a  conduit, connecting local capabilities with international best practices and vice versa. 

My knowledge of Lean Six Sigma is absolutely fundamental to supporting this growth and international  expansion. When you’re aiming for global competitiveness, efficiency, quality, and waste reduction are  paramount. 

• Optimizing Operations: Lean Six Sigma helps us streamline internal processes, from supply chain  management to production and distribution. This ensures that our customers can produce goods and  services at competitive costs and with consistent quality, which is vital for export markets. It’s about  identifying bottlenecks, eliminating non-value-added activities, and reducing variability in our  processes to meet stringent international standards. 
• Enhancing Quality and Customer Satisfaction: By focusing on defect reduction and process  improvement, we ensure that products meet or exceed international quality benchmarks. This builds  trust with global partners and consumers, which is critical for sustainable market entry and growth. 
• Driving Innovation: Lean Six Sigma fosters a culture of continuous improvement, encouraging teams  to constantly seek better ways of doing things, which is essential for adapting to evolving global  market demands and competitive pressures. 

Simultaneously, the integration of ESG principles (Environmental, Social, and Governance) into our business  practices is not just a moral imperative, but a strategic advantage for international expansion. 

• Meeting Global Standards and Investor Expectations: International markets and investors are  increasingly scrutinizing companies’ ESG performance. By embedding sustainability into our  operations – whether it’s optimizing energy use, reducing waste, ensuring fair labor practices, or  promoting ethical governance – we enhance our attractiveness to global partners, investors, and  environmentally conscious consumers. 
• Building Brand Reputation and Trust: A strong commitment to sustainability differentiates our  companies in the global marketplace. It resonates with consumers who prioritize responsible  sourcing and ethical production, and it builds trust with governments and communities in target  markets, especially in regions where environmental and social impact are growing concerns. 
• Long-Term Resilience: Integrating ESG principles helps build more resilient business models. For  example, focusing on sustainable energy in our operations not only reduces our environmental  footprint but also mitigates exposure to volatile fossil fuel prices, making our cost structure more  predictable and stable for international competitiveness. 

In essence, by applying Lean Six Sigma, we ensure operational excellence and competitiveness, and by  integrating ESG principles, we build a foundation of resilience, ethical conduct, and global appeal. This dual  approach allows companies in the region to not only compete but also to truly thrive on the global stage,  contributing to a long term sustainable, profitable and prosperous future for the region. 

6. On a more personal note, you have worked across diverse regions, such as North Africa, Southeast  Asia, and the Caribbean, each with its own unique cultural nuances. What cultural challenges have  you faced while doing business in Africa and the Middle East, and how have you overcome those  barriers to build strong relationships and drive success?

That’s a very important and personal question, as emotional and cultural intelligence is perhaps as crucial as  business acumen, especially in regions as rich and diverse as Africa and the Middle East. While each  country within these regions has its own distinct identity, its own approach considering the current volatile  geopolitical environment, the alliances, there are indeed some overarching cultural dynamics that present  unique challenges and opportunities. 

One of the primary challenges I’ve consistently encountered is the pace of decision-making and the  emphasis on relationships over transactions or legal frame sudden changes. In many Western business  cultures, there’s a strong drive for immediate results and a very direct, transactional approach. In parts of  Africa and the Middle East, the emphasis is often on building rapport, trust, confidence, and personal  connections before any significant business can be conducted. This means that processes can appear  slower, and decisions might take more time as relationships are carefully nurtured. My early experiences  taught me that pushing too hard or trying to rush things can be counterproductive and even damage nascent  relationships. 

Another challenge can be navigating communication styles and indirectness. While I am fluent in Arabic,  understanding the nuances of communication, where direct ‘no’ might be rare, or where consensus-building  is preferred over direct confrontation, has been a learning curve. Misinterpretations can easily arise if one  isn’t attuned to these subtle cues. 

Furthermore, hierarchy and respect for seniority are often more pronounced. Understanding the channels of  influence, who the key decision-makers are, and showing appropriate deference is crucial. This extends to  understanding how government bodies and high-ranking administrative officers operate – building trust and  cooperation with them requires a strategic approach that respects established protocols and cultural norms. 

So, how have I overcome these barriers to build strong relationships and drive success? 

1. Patience, diplomatic skills and Presence: This goes back to my core philosophy of ‘patience to stick  to processes.’ I learned to embrace the longer timeline for relationship building. This means investing  time in face-to-face meetings, engaging in social interactions, and being genuinely present. It’s about  demonstrating long-term commitment, not just a fleeting interest in a market. 
2. Active Listening and Cultural Empathy: I make a concerted effort to truly listen and understand the  perspectives, values, and concerns of my local counterparts. This isn’t just about hearing words it is  also about keeping words; it’s about discerning underlying motivations and cultural context. It’s about  demonstrating empathy and respect for their ways of doing business. 
3. Leveraging Local Expertise and Partnerships: My approach has always been to work with local  talent, not just in a local market. This involves empowering local teams, trusting their insights, and  integrating their knowledge into our strategies. Our focus on public-private partnerships and deep  local alliances is a direct outcome of this understanding. They are the true bridge-builders. 
4. Flexibility and Adaptability: While having clear goals, I maintain flexibility in how we achieve them.  This means being open to adjusting timelines, adapting negotiation styles, and embracing local  solutions that might differ from what’s traditionally done in other regions. My experience dealing with  ambiguity has been invaluable here. 
5. Language Proficiency: My ability to communicate in Arabic, along with French or English, has been  an immense asset. It breaks down initial barriers, demonstrates respect for the local culture, and  allows for deeper, more nuanced conversations that build trust and understanding. 

Ultimately, it comes down to genuine respect, humility, and a willingness to learn and adapt. It’s about  understanding that business success in these regions isn’t just about the numbers; it’s deeply interwoven  with the fabric of relationships and cultural understanding. When you build those foundations correctly,  success naturally follows, and it is far more sustainable. 

7. The Middle East and Africa are undergoing a digital transformation, with AI and technology becoming  increasingly integral to business operations. As someone who’s navigated shifts like this, how do you  see AI impacting industries like consumer goods and hospitality in these regions—is it more of a  helpful tool or something that might shake up traditional business models? 

The digital transformation sweeping across the Middle East and Africa, with AI and related technologies at its  forefront, is absolutely one of the most exciting and impactful shifts I’ve witnessed in my career. From my 

perspective, AI in these regions is unequivocally more of a helpful tool with immense potential to shake up  and optimize traditional business models, rather than simply disrupting them. It’s about evolution through  enhancement. 

Here’s how I see AI impacting industries like consumer goods and hospitality in MEA: In Consumer Goods (FMCG): 

• Helpful Tool – Optimization and Efficiency: 

◦ Supply Chain Optimization: AI is a game-changer here. It can analyze vast amounts of data —historical sales, weather patterns, local events, even social media sentiment—to provide  highly accurate demand forecasting. This leads to reduced waste, optimized inventory  levels, more efficient warehousing, and improved delivery times. In regions with complex  logistics and varied infrastructure, this is invaluable for cost reduction and market  

responsiveness. My Lean Six Sigma background makes me a strong proponent of this  optimization. 

◦ Personalized Marketing & Sales: AI allows for hyper-personalization at scale. By analyzing  consumer data (purchase history, browse behavior, demographics), AI can tailor product  recommendations, promotional offers, and marketing messages to individual consumers,  dramatically increasing engagement and conversion rates. This is crucial in diverse markets  where ‘one-size-fits-all’ rarely works. 

◦ Customer Service: AI-powered chatbots and virtual assistants can handle routine customer  inquiries 24/7, freeing up human agents for more complex issues. This improves customer  satisfaction and reduces operational costs. 

◦ Product Innovation: AI can analyze market trends and consumer feedback to identify unmet  needs and even assist in developing new product formulations, accelerating the innovation  cycle. 

• Shaking Up Traditional Models – Democratization and New Entrants: 

◦ Direct-to-Consumer (D2C) Models: AI-driven insights empower smaller, agile brands to  identify niche markets and reach consumers directly through e-commerce, bypassing  traditional distribution channels. This levels the playing field against large incumbents. 

◦ Dynamic Pricing: AI enables real-time price adjustments based on demand, competition, and  inventory, optimizing revenue more effectively than static pricing models. 

◦ Hyper-local Relevance: AI can help brands adapt their offerings even faster to micro-trends  within specific cities or neighborhoods, making them incredibly agile and responsive. 

In Hospitality: 

• Helpful Tool – Enhanced Guest Experience and Operational Efficiency: 

◦ Personalized Guest Experiences: AI analyzes guest preferences (past stays, dietary needs,  activity interests) to offer highly tailored recommendations, from room amenities to dining  suggestions and local excursions. This elevates the guest experience and fosters loyalty. 

◦ Automated Operations: From AI-powered chatbots for booking and inquiries to automated  check-in/check-out processes (including facial recognition for seamless access), AI  streamlines operations, reduces wait times, and frees up staff to focus on more high-value,  human-centric interactions. 

◦ Revenue Management: AI-driven dynamic pricing tools optimize room rates in real-time  based on demand, competitor pricing, and market events, maximizing occupancy and  revenue. 

◦ Predictive Maintenance: AI can monitor hotel equipment (HVAC, elevators) to predict  potential failures, allowing for proactive maintenance and minimizing downtime and  disruption for guests. 

◦ Energy Management: AI can optimize energy consumption in rooms and common areas  based on occupancy and weather, aligning with sustainability goals and reducing operational  costs. 

• Shaking Up Traditional Models – Redefining Service and Value:

◦ ‘Smart Hotels’: The integration of AI with IoT (Internet of Things) creates ‘smart rooms’ where  guests control lighting, temperature, and entertainment via voice commands, changing the  very definition of a comfortable stay. 

◦ Hyper-Targeted Marketing: AI allows hotels to target specific guest segments with highly  relevant promotions and packages, moving beyond broad campaigns. 

◦ Staff Augmentation: AI is shifting the role of hotel staff from purely transactional to more  concierge-like and experiential, focusing on human connection for complex or personalized  requests. This changes workforce planning and training. 

Challenges and Nuances for MEA: 

While the benefits are clear, adoption isn’t without its challenges in MEA: 

• Infrastructure: While some Gulf states have cutting-edge digital infrastructure, disparities exist across  the wider region. Reliable high-speed internet and robust data centers are crucial for widespread AI  adoption. 
• Data Quality and Availability: AI thrives on data. Ensuring clean, relevant, and sufficiently large  datasets can be a hurdle, especially for smaller businesses or in markets where digital data  collection is less mature. 
• Talent Gap: There’s a growing need for skilled AI specialists, data scientists, and technicians who  can implement and manage these solutions. Investing in local talent development is key. 
• Cultural Acceptance: While generally eager for technological advancement, some consumers in the  MEA still value human interaction significantly. The challenge is finding the right balance –  integrating AI as an enhancementto human service, rather than a replacement, to maintain the  personal touch highly valued in the region. 
• Data Privacy & Regulations: As AI relies on data, developing robust data privacy frameworks and  ensuring compliance with local regulations is paramount to building trust. 

In conclusion, AI isn’t just a shiny new toy; it’s a fundamental shift in how businesses can operate, and  drastically allows to raise service quality level as well as « on job training ». In the dynamic markets of the  Middle East and Africa, it acts as a powerful enabler for driving efficiency, enhancing customer experiences,  and fostering sustainable, profitable growth. My role, is to support my customers leverage these tools  strategically to optimize operations, personalize offerings, and ultimately allow our businesses to compete  effectively on a global stage, while always being mindful of the local context and the human element. 

8. Looking ahead, what’s next for you and your companies? Are there any exciting projects or  expansions on the horizon for FEM International Consulting, especially when it comes to entering  new markets or focusing on sustainability? 

Looking ahead, the horizon for me and for FEM International Consulting (FEMIC), is incredibly dynamic and  full of exciting possibilities. My focus remains firmly on driving sustainable profitable growth, leveraging our  unique blend of expertise, and expanding our impact. 

For FEMIC, we are actively solidifying our position as a strategic partner for foreign companies,  governments, local authorities, and investment funds in navigating VUCA environments. Our primary areas  of growth and focus include: 

1. Strategic Market Entry and Expansion: We are actively supporting both established international  players looking to enter or deepen their presence in North Africa (Algeria, Morocco, and Tunisia) and  local North African companies aspiring to expand globally, particularly across French speaking  African countries. This involves comprehensive market analysis, feasibility studies, identifying  strategic partners, and guiding through the M&A and integration processes. Our offices in Algiers and  Casablanca are key hubs for this. 
2. Turnaround Management and Asset Maximization: Given my strong background in strategic  business turnaround and maximizing asset utilization, we are seeing increasing demand for these  services. Companies facing performance challenges or looking to unlock hidden value in their 

existing assets are coming to us for expertise in restructuring, operational efficiency, and financial  optimization. 

3. Deepening ESG Integration: This is not just a trend for us; it’s a core principle. We are actively  working with clients to embed ESG principles into their core business practices, strategies, and long term growth plans. This includes advising on green industrial policies, sustainable supply chain  development, and attracting green investment. We believe that integrating ESG is not only ethically  responsible but also a powerful driver of long-term value and competitive advantage. 
4. Innovation and Digital Transformation: We are actively advising on the adoption of emerging  technologies like AI and data analytics, particularly in how they can optimize operations, enhance  customer experience, and create new business models within traditional sectors. We help  companies understand how to leverage these tools for lean practices and sustainable growth. 
5. Human Capital Development and Change Management: Recognizing that people are the most  important asset, we are expanding our services in leadership coaching, change management, and  building resilient organizational cultures. This is critical for any successful transformation or  expansion. 

For FEMIC, the focus is on consolidating our leading positions in their respective markets while pursuing  strategic growth avenues: 

• Regional Expansion: We are exploring opportunities to expand our reach within the Maghreb and  potentially into Sub-Saharan Africa, leveraging our established operational excellence and  understanding of local consumer needs. This might involve strategic partnerships, new distribution  models, or even direct investment. 
• Product Portfolio Diversification: Within consumer goods, we are constantly analyzing market trends  to identify new product categories or segments where we can apply our expertise and strong local  market knowledge. This includes exploring opportunities within health, wellness, and sustainably  sourced products. 
• Strengthening Supply Chains and Local Production: A key objective is to further localize our supply  chains and enhance local production capabilities wherever feasible. This not only builds resilience  but also contributes to the local economy and aligns with national strategic goals for industrial  development. 
• Leveraging Digital Channels: We are continuing to invest heavily in e-commerce capabilities and  digital marketing strategies to reach a broader consumer base and enhance customer engagement  in a rapidly digitizing market. 

Overall, what’s next for me and my companies is a continued commitment to creating long-term, sustainable  value, profitable growth by combining global best practices with deep local understanding. We are driven by  the belief that robust, ethical, and efficient businesses are the cornerstone of economic development,  particularly in dynamic regions like North Africa. We are always on the lookout for innovative projects and  partners who share our vision for growth and positive impact. 

9. For aspiring entrepreneurs reading this who want to make their mark in markets like Africa and the  Middle East, what’s the best advice you can share from your years of experience? How can they  build resilience and create sustainable businesses in these fast-moving regions? 

This is a question I deeply connect with, as mentoring aspiring leaders, particularly through programs like  HEC’s Executive EMBA, is a passion of mine.  

Particularly for entrepreneurs looking to make their mark in markets like Africa and the Middle East, my  advice would be distilled into several key pillars, directly drawn from my own experiences in these fast moving and rewarding regions: 

1. Cultivate Deep Local Understanding (Humility & Immersion):

◦ Don’t parachute in with preconceived notions. These markets are incredibly diverse. Spend  time on the ground, talk to people, to consumers, interact with small business owners, try to  speak their own langage, understand the informal economy, and immerse yourself in the 

culture. What works in Dubai won’t necessarily work in Cairo or Marrakech and what  succeeds in Lagos might fail in Nairobi. 

◦ Build relationships first, transactions second. Business in these regions is often built on trust  and personal relationship. Invest time in building confidence, understanding local customs,  and showing genuine respect. This might mean slower initial progress, but it builds a far  more resilient and sustainable strong foundation. 

◦ Embrace local talent. Hire, empower, develop and trust local teams. They are your eyes and  ears, your cultural compass, and your bridge to success. Their insights are invaluable, and  their leadership is essential. 

2. Be Agile and Adaptable (Embrace Ambiguity):

◦ Expect the unexpected. Regulatory changes, geopolitical shifts, currency fluctuations, and  unforeseen logistical challenges are part of the landscape. Your business model needs to be  flexible enough to pivot rapidly. My ability to ‘deal with ambiguity’ has been critical here. Be  proactive, always evaluate different scenarii.  

◦ Start lean, iterate fast. Don’t over-invest heavily in rigid structures from the outset. Test your  hypotheses, learn from failures quickly, and be prepared to refine your approach based on  real-time feedback. This is where a Lean Six Sigma mindset is invaluable – continuous  improvement is a survival skill. Plan, do, check what succeeded, and act again after having  taken all necessary corrective measures to reach your target,  

3. Prioritize Resilience (Patience & Persistence):

◦ It’s a marathon, not a sprint. Sustainable success in these markets takes time. There will be  setbacks, frustrations, and moments of doubt. The patience to stick to processes and the  sheer resilience to push through are non-negotiable. Before leaving don’t forget to explain it  to your hierarchy.  

◦ Master problem-solving. Be prepared, every day can present a new challenge. Develop  strong analytical skills and a proactive approach to identifying and solving problems, rather  than waiting for external solutions. 

4. Focus on Value Creation and Local Impact (Beyond Profit):

◦ Solve a real problem. Identify genuine local needs or market gaps that your product or  service can address. Value creation that resonates locally builds a stronger foundation than  simply transplanting your home market, or western model. 

◦ Integrate ESG principles from Day One. Sustainability, social impact, and good governance  are not just buzzwords; they are increasingly vital for long-term viability, attracting capital,  and building a positive reputation. Consumers, partners, and governments are paying  attention. Demonstrating a commitment to the community and environment fosters trust and  a ‘social license to operate.’ This aligns with my own focus on ‘integration of ESG principles  into business practices.’ 

◦ Think in terms of Public-Private Partnerships. Many opportunities, especially in  infrastructure, energy, or large-scale projects, involve collaboration with government bodies.  Understanding how to build trust and cooperation with high-ranking administrative officers or  government bodies is a strategic asset. Build trust.  

5. Leverage Technology Strategically:

◦ Digital is an enabler. Embrace mobile-first strategies, e-commerce, and data analytics. AI  and technology are powerful tools for helping you optimizing operations, understanding  customers, and creating new distribution channels, even in traditionally underserved areas.  They can democratize access to markets and services, but not only,  

◦ Don’t forget the human touch. While technology is crucial, it should enhance relationships  and customer experience, not replace them entirely. The personal connection remains vital. 

Ultimately, aspiring entrepreneurs in these regions need to combine entrepreneurial drive with a profound  respect for local context, diplomatic skills, a high degree of adaptability, and unwavering resilience and  « droit de reserve ». It’s about building genuine partnerships, solving real problems, and committing to a 

long-term vision that delivers sustainable value for both your business (shareholders) and the communities  you serve (customers, consumers, …) 

10. Anything else you’d like to add? 

Yes, there’s one final point I’d like to emphasize, which underpins much of what we’ve discussed today: the  critical importance of continuous learning and fostering a global mindset. 

The world is changing at an unprecedented pace, particularly in the dynamic markets of Africa and the  Middle East.  

What worked yesterday may not work tomorrow.  

The ability to learn, unlearn, and relearn is paramount. All is about adaptability, common sense and common  understanding. 

This isn’t just about formal education, though my ongoing engagement with institutions like HEC and LSE as  a mentor reflects its value. It’s about being perpetually curious, open to new ideas, and willing to challenge  your own assumptions. 

A truly global mindset means understanding that the best practices often emerge from unexpected places.  It’s about recognizing that innovation isn’t solely confined to Silicon Valley or Western capitals, but is  flourishing in Accra, Riyadh, Casablanca, Cairo Dubai, and Algiers. It means appreciating that diversity,  whether of thought, culture, or background, is a powerful engine for creativity and resilience. 

For any business, and especially for leaders, staying relevant requires a commitment to this lifelong learning  journey. It enables us to anticipate shifts, identify new opportunities, and navigate challenges with greater  agility. It also helps in building truly inclusive and adaptable teams, which are essential for long-term  sustainable growth in any fast-moving environment. 

So, for entrepreneurs and established leaders alike, my concluding thought is this:  

never stop learning, learn from others, remain open to new perspectives, new ideas, new ways of doing  things, and consistently cultivate a truly global and adaptable mindset. Don’t just improve your business,  improve yourself. That’s the ultimate key to not just making a mark, but sustaining it, and driving meaningful  impact across diverse regions.