Shamel Aboul Fadl, executive chairman of Bonyan: Each week, My Morning Routine looks at how a successful member of the community starts their day — and then throws in a couple of random business questions just for fun. Speaking to us this week is Shamel Aboul Fadl (LinkedIn), the executive chairman of Bonyan as well as the founder and chairman of Compass Capital.

(Tap or click the headline above to read this story with all of the links to our background as well as external sources.)

I’m an engineer by education — I earned my undergraduate degree in engineering in 1992 and went on to complete my MBA at Wharton in 1999. Since then, I’ve worked in financial services both in Egypt and internationally. Currently, I serve as the executive chairman of Bonyan.

As Bonyan’s executive chairman, my role revolves around setting the company’s strategy and ensuring all work streams align with that vision. I bounce between the big picture and the nitty-gritty, developing strategic direction while also engaging in hands-on problem-solving and diving into the details when needed.

My focus is largely on solving challenges, particularly those that haven’t been resolved earlier in the process. By the time issues reach me, they often require input from multiple stakeholders, and my job is to navigate those complexities to find the right solutions.

As a serial entrepreneur, I’ve always been drawn to setting up and investing in companies with strong potential. The idea behind Bonyan started with the acquisition of an asset I had long admired, an underperforming furniture mall with potential. When we acquired it in 2018, I took on an executive role with a vision to transform it from a non-operational asset into a thriving commercial destination.

But the strategy wasn’t just about acquiring a single asset — it was about building a platform that would offer institutional-grade real estate investment opportunities. We followed a buy-and-build approach, acquiring nine more assets. The goal was to move beyond traditional, fragmented real estate investment and introduce a structured model aligned with international standards.

International real estate investors don’t typically buy physical properties outright. Instead, they invest through funds, real estate investment trusts, and managed accounts. We saw a huge opportunity to bring this approach to our market, allowing investors to access real estate returns through professionally managed vehicles aligned with global best practices.

Institutional investment represents the biggest opportunity in Egypt’s commercial real estate sector. The space is underdeveloped and lacks specialized investors, largely because owning and operating commercial assets requires expertise and proper infrastructure. While many developers offer commercial properties, they typically sell individual units, making it difficult for investors to capture long-term value. This fragmented ownership structure often deters major tenants, who prefer working with professional landlords capable of delivering consistent property management and service quality.

There’s a significant gap in the market for investors who can acquire, manage, and lease commercial properties to multinationals and prominent local businesses. As Cairo expands rapidly eastward and westward, demand for A-grade office spaces continues to grow. Businesses are transitioning from conventional office setups to modern, world-class office environments — a trend that is set to continue. The real opportunity lies in owning and operating these assets at scale, providing businesses with professional, high-quality office spaces that aren’t readily available in fragmented ownership models.

When we invest, we focus on businesses with strong tailwinds — sectors that align with economic trends rather than struggle with them. In an inflationary environment, we avoid businesses where rising costs shrink margins, like real estate development with forward funding and variable construction costs. Instead, we invest in existing assets that appreciate as replacement costs rise, benefiting from inflation rather than being hurt by it. The key is to position investments where macroeconomic shifts work in our favor.

I start my day early. I wake up around 6am, check my emails, then walk my dog from 7-8am. After that, I hit the gym until 9am before heading to the office by 9:30am. That’s my routine until the day winds down.

I don’t watch the news — it’s usually negative, beyond my control, and does more harm than good. When consuming information, I focus on what matters to my work. I have subscriptions to legal updates and read every new law that comes out. I also read EnterpriseAM because it aggregates key news in one place and, most importantly, explains its implications for the business community — a practical, insightful read without the usual negativity.

On a personal level, I’m looking to go back to school — not for a degree, but to engage with academic institutions and stay up to speed on the latest trends. I’m planning to start a three-module executive education program at Harvard Business School this May to deepen my knowledge and apply it to my work. Recently, I worked with MIT exploring AI’s impact on our industry, and I’m keen to continue learning how global shifts can help us improve what we do.

Professionally, we’re just scratching the surface of what’s possible. There’s significant room to expand Bonyan through M&As in the commercial real estate sphere, and I see huge opportunities ahead.

Challenges are the one constant in my day. To stay focused, I jot down my thoughts; my office walls are all blackboards covered in notes and ideas. When it comes to work-life balance, I try to keep my workload out of the house and disconnect when I’m home. I unwind by walking my dog, playing sports, spending time with family, and watching shows that have nothing to do with reality — definitely no news.

The best advice I’ve ever received? “Love what you do, and you’ll never work a day in your life.”

Tags: