Making It

After more than five years at Mashreq’s helm, Group CEO Ahmed Abdelaal is a well-known face in the regional banking industry and beyond. Ahmed has led the bank through an ambitious expansion strategy that has seen it recently open Mashreq Oman, in addition to Mashreq Neo in Egypt, as well as its digital banking platform for corporate clients in Bahrain, Kuwait, and Qatar. 

We recently sat down in Dubai with Ahmed to speak at length about how he and his team see the road ahead. Resilience and adaptability, he thinks, will be key in a year that’s filled with uncertainty about everything from interest rates to what the new US administration means for trade, finance, and the world order. We get into whether Arab business leaders pay enough attention to India, banking as a service, innovation in financial services, and a lot more.

As with every episode of Making It, this isn’t just a show for industry nerds: It’s part of our masterclass on leadership. We go deep into why Ahmed invites the entire bank to “scru my strategy,” how he gets his leadership team on the same page (while avoiding groupthink), as well as how he makes decisions, decides what to work on himself, and structures his org chart. 

What does the year ahead look like? In a nutshell, Ahmed tells us that 2025 is “the year where we will be delivering on some of Mashreq’s key strategic objectives.” That includes “continuous innovation, regional expansion, and building state-of-the-art client experiences.” Already a major player in the corridors linking MENA to Asia, the United States, and Europe, Ahmed aims to make the bank the dominant digital player in our region, talking openly about “banking as a service” as concepts including open finance and embedded finance move toward center stage in the so-called platform economy. 

However it plays out, you can be sure that client experience is at the heart of everything Mashreq has planned. “Focusing on driving client experience — and client excellence — is key,” Ahmed told us. And that goal requires Mashreq to ensure that it has the right kind of people running the show, which means that the bank’s org chart was “built for collaboration, speed of decision making, and — most importantly — innovation and efficiency.” 

Being a nimble organization that’s able to execute on its key objectives also makes Mashreq well-positioned to jump on opportunities, including those that have long been underplayed, such as India. Today, the UAE has freetrade agreements with India, while “the influx of capital in and out has tremendously increased over the past few years,” Ahmed says. India is one of the many trade corridors that Mashreq is heavily interested in, and has created a “state-of-the-art solution with the biggest seven banks in India” to allow Mashreq clients to digitally open bank accounts in India, eliminating the need for physical presence in India. 

Closer to home, Ahmed sees plenty of potential in sustainability and ESG, whether you’re looking at the UAE, Saudi Arabia, or Egypt. Across these three key geographies — which Ahmed maintains will continue to work together, rather than compete, for economic strength — sustainable agriculture, ESG investments, and renewable energy continue to be areas of interest. “The amount of commitments and spend, whether it's here in UAE, Saudi and Egypt, is tremendous,” Ahmed says.

In this episode of Making It, we dug into all these topics and more, including where Mashreq wants to be in 10 years’ time and other major corridors where Ahmed sees opportunity.

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