Ahmed Shehab, Egypt country head and managing director at Deutsche Bank: 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 Deutsche Bank’s Egypt Country Head and Managing Director Ahmed Shehab (LinkedIn). Edited excerpts from our conversation:

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My name is Ahmed Shehab, and I am, most importantly, a dedicated family man. I have three children. I wouldn’t call them kids anymore — at least not two of them. My son Shehab is an architect, and my daughter Jana studied international politics at Florida State University and now works with the UNHCR in Egypt. Then, there’s a big gap before Tamara, who’s now in grade 9. My wife is also an architect, which is where Shehab got most of his DNA from.

On the professional side, I’ve been in banking for almost 30 years, 19 of which with Deutsche Bank. My roles at the bank have expanded over time, and, currently, I’m covering two roles. I co-head CEEMEA — that’s Central and Eastern Europe, the Middle East, and Africa — for institutional liquidity and trade. Basically, I’m responsible for trade finance and liquidity management business with banks, steering strategy, and driving growth across the region. My second role is being the country head of Egypt, overseeing all Deutsche Bank activities here. That means I’m the focal point for Deutsche Bank’s business pillars and stakeholders in the country, covering all Deutsche Bank activities — from corporate banking to investment banking.

My responsibilities are a bit broad. Within the institutional liquidity and trade business, I cover around 60 countries in CEEMEA — one of the most active regions globally for trade finance, given its emerging markets profile and growth potential. We handle both trade flows and accounts for major banks across the region. My teams are based in Dubai, Cairo, Istanbul, Lagos, Frankfurt, and Madrid. Because of the region’s size and complexity, we divide it into six subregions. This helps us stay close to developments, especially given the political and economic challenges that can arise daily.

Deutsche Bank has been present in Egypt since 1959, under a representative office license. This was one of the earlier examples of international banking in the country. I’ve been the country head for the office since 2007. The office was initially focused on transaction banking, but, over the past decade, our activities have expanded into debt capital markets, structured trade, export finance, and investment banking. We’ve been part of many of Egypt’s megaprojects, including the high-speed rail and the Siemens power plants, as well as the country’s Eurobond issuances and its maiden sovereign green bond. Even though the rep office is small, we work with dedicated hubs, including Dubai for the Middle East and Africa, in addition to other hubs in Frankfurt and London.

There are constant changes in the industry. On the payments side, which is half of my role, the industry is evolving rapidly. The focus is on speed, cost efficiency, and seamless customer experience. Advances in digital infrastructure and cross-border solutions are reducing transaction costs and enabling near-instant processing. We’re at the heart of that shift, and we need to keep up with it. On the trade side, technology is reshaping global commerce. Digitalization and blockchain are streamlining documentation and reducing bottlenecks. We also follow shifts in trade corridors. For example, trade flows between Asia and the Middle East and Africa are growing, and we’re stepping in to provide support.

I’ve spent my whole career in trade, and I still find it the most interesting product. Years ago, people said trade finance was dying, but it has proven to be one of the most resilient and dynamic businesses. Every day brings a new story. Take Egypt as an example, 12% of global trade passes through the Red Sea and the Suez Canal; that’s massive. When disruptions like those in Yemen occur, trade routes shift overnight, and innovative solutions are needed to keep supply chains running. That constant evolution is what makes trade so interesting.

My morning routine is very structured — German culture has rubbed off on me after so many years at Deutsche Bank. I wake up at 6:30am, work out at 7:15am, finish by 8:15am, and I’m in the office by 8:30am or 8:45am. On the way, I check EnterpriseAM in the car and flag what I need to read thoroughly when I arrive. Weekends are different. I start my day a bit later, around 8:00am or 8:30am, and I make sure to have some “me time.”

No day at work passes without client interactions. With coverage spanning almost 60 countries, something is always happening. I could be working on a new transaction, following up on a previous one, or having a relationship call. Internal meetings with my subregional teams are also a daily fixture.

There are three constants in my day. The first is reading the news in the morning, the second is a call with my wife at some point throughout the day, and finally wrapping up by preparing a to-do list for the next day.

Time management and a very structured agenda help me stay organized. My trips across the region are scheduled months in advance. I also do weekly recaps with my teams and stakeholders. It’s part of the culture at Deutsche Bank — very German, very planned — but it allows us to adapt quickly when things change.

Work-life balance is easier said than done, but I believe in making time for myself. Sooner or later, the professional journey ends. We dedicate 70-80% of our time to work. So, if you don’t prepare for when that ends, you’ll be left with a big gap. I try to balance as much as possible. I work out in the mornings, I ride motorbikes on weekends — which I try to do for at least an hour every Friday — and I scuba dive a few times a year. These activities help me reset and stay grounded.

Personally, I’m focused on supporting my children as they transition from education to their careers. I don’t give unsolicited advice, but I make sure I’m always there when they need me. I try to be close to them and guide them as much as I can. Professionally, I have recently expanded my coverage beyond the Middle East and Africa to include Central and Eastern Europe. We built a strong success story in MEA, and my goal is to replicate that across the wider CEEMEA region.

On weekends, my Friday bike ride is essential. During the week, in the evenings, I enjoy reading about the universe or watching documentaries on topics like ancient Egypt. If there’s a good series, I’ll watch it — the last one I loved was Breaking Bad.

I don’t read as much outside of work as I should. The last book I read was StarTalk by Neil deGrasse Tyson a while back. My fascination with the universe has been ongoing for a while.

The best advice I received was from one of my early managers. I used to take things too seriously and get emotional. He told me that there’s always a silver lining. Even in tough situations, don’t focus only on the downside. Look for the upside, however small — it keeps you positive and moving forward. I try to live by this advice and pass it on to my colleagues and children.

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