Q1. Could you start by giving us a brief overview of your professional background, particularly focusing on your expertise in the industry?

Results-oriented technology consultant with over 25 years of experience in strategic planning, market analysis, and operational improvement. Proven track record of helping organizations achieve significant growth and efficiency. Adept at proactively identifying business challenges and providing innovative solutions.
My career has been a journey of persistent learning and impactful engagements, always aiming to bridge the gap between potential and performance. I have collaborated with diverse sectors like Government, Defense, Manufacturing, Enterprise, Oil and Gas, and Banking across regions. Early in my career, I supported CIO/CTO organizations with solutions for large retail and banking companies. As a consultant for the past 15 years, I've led global transformation projects and process reengineering, gaining insights into large-scale change.

Q2. When you look at digital transformation in the Middle East and Africa, what figures or benchmarks best capture the overall scale of the market today?

There is a significant shift in DT initiatives in MEA. Saudi Arabia, the UAE, and Egypt top the list in terms of spending by 2030. Research predicts that the MEA DX market will grow from US $46.6 billion in 2024 to US $217.0 billion by 2030, reflecting a CAGR of ~30.2% during 2025–2030. 
Another forecast from Future Market Insights pegs the MENA (Middle East & North Africa) segment at US $55 billion in 2024, with projections soaring to US $418.5 billion by 2034, at a CAGR of ~22.5%
Key growth drivers include the adoption of cloud computing, AI, sustainability tech, smart devices, and cybersecurity concerns.

Q3. Across industries such as telecom, BFSI, energy, and government, how do you see the relative share of transformation initiatives distributed, and what numbers illustrate that distribution? 

The largest spender on digital transformation across all industries is BFSI, which leads in Africa, MENA, and worldwide. Government, telecom, energy, and utilities follow.

Q4. When you scan the regional landscape, which underexplored industries or functions strike you as the next big opportunity for transformation? 

A few of the territories that will drive the next significant investments are cities and Smart Infrastructure, which can serve as proving grounds for IoT and AI applications. Health and Education sectors bring societal uplift and scale, Sustainability, tech sovereignty, and economic integration.

Q5. When clients in MEA evaluate technology partners, which factors tend to carry more weight today—speed of execution, proven ROI, or long-term innovation capabilities? 

The most compelling technology partners in the MEA region have to excel across all three—offering fast execution, clear value, and ongoing innovation capacity.

Q6. Among regional players, which firms have been most successful in challenging the dominance of global majors? 

Among the regional players, dominance has been mainly specific to the industry vertical. Specialization is the key, and the firms that can demonstrate the value proposition have been successful. Saudi Telecom Company, Solutions by STC, with a deep alignment to Saudi Vision 2030, is one of the region’s most significant enablers of digital transformation, offering cloud, cybersecurity, IoT, managed services, and systems integration across the MENA region. It posted SAR 9.2 billion in revenue in 2023 and continues to grow at a rapid pace. Paysky, based in Egypt, is a fintech innovator providing digital payment infrastructure—such as national gateways, QR payments, and e-commerce services—across Egypt, Libya, UAE, Saudi Arabia, and several African countries.

Q7. If you were an investor looking at companies within the space, what critical question would you pose to their senior management?

Before investing, an investor needs to ask strategic question that reveals whether the company is working to address the immediate requirements or building a defensible engine for regional and global competitiveness. What is the organisation’s outlook towards creating long-term value propositions in the sector in which they are specialized?