Hossam Seifeldin, CEO of Capgemini Egypt: 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 Capgemini Egypt’s CEO Hossam Seifeldin (LinkedIn). Edited excerpts from our conversation:

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My name is Hossam Seifeldin. I can summarize myself in three words — Egypt, family, and technology. Professionally, I’ve been the CEO of Capgemini Egypt since 2022. Before that, I spent 27 years at IBM, where I served as vice president of sales, MEA, and general manager for the Gulf, Levant, and Pakistan region, starting in 2012. I’m an engineer by background, married, and have two children — Ali, 27, and Amina, 24.

I’m the CEO of Capgemini Egypt, and I was tasked with establishing the company’s first operations in Egypt. Capgemini is a global organization headquartered in Paris, with over 420k employees and around EUR 22.1 bn in annual revenue. It’s a leader in IT services and digital transformation.

My mission was to build an offshoring hub in Egypt to deliver services globally, leveraging local talent and positioning Egypt as a strong IT services destination. We launched in 2022, and my role has evolved over time. Initially, it was about setting up the organization and building a solid leadership team. Today, my focus is on growth, culture, and building sustainable capabilities. As CEO, my priorities shift depending on where we are as an organization, but culture has been a core focus since day one.

We’re an IT services company, so we connect technology to business problems and opportunities across industries. We operate in more than 50 countries and our clients come from financial services, banking, ins., retail, telecom, and manufacturing. We bring together technologies from Microsoft, AWS, Google, Oracle, IBM, SAP, and others to help clients in areas like supply chain, life sciences, automotive design, and AI integration.

Globally, Capgemini has been around since 1967, but it was relatively unknown in Egypt until a few years ago. Today, we have 1k professionals here, with engineers and specialists across multiple industries. Growing to that size in just three years is something I’m very proud of, both personally and as an Egyptian.

The most interesting trend in our industry right now is, without question, AI. Everyone wants to experiment with AI, but the real challenge is identifying meaningful use cases that solve actual business problems. That’s where Capgemini stands out. We understand both technology and industry needs. We help bridge that gap so clients can realize tangible benefits from AI and generative AI. I was recently in the US at a company event where even major tech players emphasized Capgemini’s strength in combining tech expertise with industry understanding to deliver real value.

I’m an early riser. I sleep at around 10pm and wake up between 5:30 and 6am. My day starts with coffee, checking messages, and spending some time with my labrador, Bruno. I’m very structured when it comes to time management. Every day, I plan what I want to achieve and stick to it.

I read EnterpriseAM daily, and there’s a story behind that. My son, who lives in Canada, was the one who introduced me to it about five years ago. He told me it was the best way to start my day and stay informed about what’s happening in Egypt’s business ecosystem. Since then, I’ve been a regular reader. I usually check it around 7am. It gives me great insights, solid data points, and well-articulated viewpoints that help me in my work — whether to shape arguments or support decisions.

Once I’m at work, my day is usually filled with meetings — leadership meetings on Mondays, one-on-ones, client meetings, and external engagements. I also dedicate time for learning. Sundays are my “learning days,” when I read and catch up on topics I want to explore further. One constant in my day is calling my mother. I speak to her two to three times a day, without fail.

Staying focused and organized comes down to priorities and planning. I have a management system that helps me know what information I need to see and when. Delegation is also key. I don’t micromanage, I prefer to set direction, make sure the team understands our goals, and then let them execute. When there’s alignment early on, the rest flows smoothly.

For me, personal and professional goals are closely linked. Professionally, we’re in a high-growth phase — we currently have around 1k employees and plan to reach 1.2k by year-end. Our business model of exporting IT services is vital for the economy. We bring in hard currency, create jobs, and invest in people. Our assets are human capital, which appreciates over time. I’m passionate about this industry because it allows me to give back to Egypt after years abroad.

I don’t believe in the concept of work-life balance. Not because I work nonstop, but I just think if you love what you do, work becomes part of life. You just need to give everything the right priority and time. Technology now makes it easier to work flexibly and stay connected. In the 1990s, when I started, you had to physically be in the office to get anything done, but it’s different today. I try to create a culture at Capgemini where people are happy to come to work, feel they belong, and see purpose in what they do. When that happens, work and life naturally blend.

I read when I want to unwind, mostly history books, especially Arab history or controversial topics. I also enjoy watching football and meeting friends. When I really want to switch off, it’s just me, an old-fashioned paper book, and a quiet corner.

The podcast I really enjoy is The Diary of a CEO by Steven Bartlett as it offers valuable perspectives on leadership. I believe it’s one of the best podcasts out there. I also enjoy the Business Bel Arabi and 2043 podcasts, especially since they often discuss technology, which is close to my heart. Two books that shaped my career early on are The Rules of Work by Richard Templar and Who Says Elephants Can’t Dance? by Lou Gerstner, which is about IBM’s transformation in the 1990s. They helped me understand how large organizations function, from decision-making to internal dynamics.

The best piece of advice I’ve received came from Bruno Di Leo, a senior VP in the tech industry. He told me “Treat your people the same way you want to be treated.” It’s not just about respect, it’s about everything. If you want a promotion, think about how your team can grow. If you want recognition or a raise, think about how your people are positioned. When leaders adopt that mindset, they build loyal, empowered teams, and those teams will follow them anywhere.

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