Mohamed El Taher, CEO of Saudi Egyptian Developers: 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 Saudi Egyptian Developers CEO Mohamed El Taher (LinkedIn). Edited excerpts from our conversation:

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My name is Mohamed El Taher, and I’m the CEO of Saudi Egyptian Developers. I’ve been with the company since 2019. Before that, I was the CEO of Al Ismaelia for Real Estate Investment. I've spent about 24 years in the real estate industry, though I originally studied electrical engineering. Numbers have always been a passion of mine, which led me to pursue an MBA in finance and investment.

As CEO, I’m responsible for everything — but not directly. My job is to make sure problems are solved, people are aligned, and the business is moving in the right direction. I like hiring people who understand the business and bring solutions to the table. Strategy is important, but what matters most to me is creating cohesion. I believe in democracy of discussion, dictatorship of decision — everyone has the right to voice an opinion, but at the end of the day, one person has to decide.

Real estate dynamics are becoming more challenging. We used to have a steady state strategy or business plan that would last the whole year, and sometimes for several years, but now there are many variables, such as new lands being offered, new projects, interest and exchange rate fluctuations, market demand, lack of resources, and many new players joining the market. We need to make sure we’re watching out for everything happening around us.

My main role, besides maximizing returns, is to make people I work with feel safe. My employees should feel safe and comfortable talking to me and take advice or guidance from me, and the shareholders should feel safe that the company is in good hands with me.

Saudi Egyptian Developers was founded in 1975. While it operates as a private sector company, its capital is public — owned equally by the Saudi Finance Ministry and Egypt’s Housing Ministry. We’ve developed more than 60 projects across Egypt, including in Cairo, the North Coast, Alexandria, Mansoura, Damietta, and Assiut, as well as new cities like the new capital, New Alamein, and New Fayoum.

Our portfolio is diverse, spanning residential, commercial, and hospitality developments. In January 2025, we opened a 256-room Hilton on the Nile Corniche in Maadi. Some of our Nile-facing units can fetch up to EGP 100 mn, while others, like those in Assiut, are priced at around EGP 1.5 mn. Each project has its own identity, and we currently have seven underway, including Nile Towers, Arabesque, Central, Jayd, and Marina 8.

We’re also planning to expand. We’ve acquired two 100-feddan land plots — one in the Sixth Settlement and another in West Cairo. In addition, we’ve launched Marina 8 By The Lake, which features a natural lagoon directly connected to the sea, with more launches planned in the coming months.

Real estate is one of the most dynamic sectors in Egypt. We’re always seeing constant shifts in sales, projects, and regulations, which makes it harder to navigate, but demand remains resilient. Property is increasingly seen as a hedge — a store of value in uncertain times — so even during downturns, sales hold up. Our goal is to provide the best possible living standards, not just generate revenue. The challenge is to avoid being priced out of reach. At the end of the day, we’ve provided homes to more than 30k families, and that’s what matters most. Enhancing the customer experience is central to our model; it’s not only about selling units, but building communities with strong design, amenities, and security.

My day starts the night before as I plan meetings for the day, check my calendar, and review priorities. I usually wake up between 8-9am, after having six hours of sleep and never more than that; otherwise, I won’t be able to sleep at night the next day. Mornings begin with coffee, some time for myself, and some with my wife. I always read EnterpriseAM in the morning; I’ve been reading it for about ten years now — both the AM and PM editions. I also don’t exercise in the morning, because I feel like I have more energy later in the day, so I will usually do my workouts after work. I also enjoy picking my clothes in the morning, as I think of it as a small mental exercise to begin the day.

A typical workday includes meetings and walking the floor to check in with the team, making sure projects are on track and resolving any conflicts. I take a short midday break to catch up with my wife or friends, as it gives me energy to power through the rest of the day. I usually finish work at around 7pm, head to the gym, then spend the evening with my family, have dinner, watch a movie, or read a book.

The one constant in my day is my kids. Sitting down and talking with my two daughters and son is a priority, and I make sure to check with them every day, give them advice, and offer guidance. Most importantly, I make sure to listen to them and understand them.

Staying focused isn’t easy. I’ve learned to work with, not against, who I am. I multitask a lot, and I’ve trained myself to pull back when I drift and refocus on what I’m doing. My most productive hours are between 4-6pm, so that’s when I handle the tasks that need my full attention. At the end of the day, I relax by playing simple games on my phone. I’ve stepped away from social media because it’s too overwhelming.

Work-life balance is one of the hardest things to achieve. I’ve never seen anyone excel equally in both. You have to prioritize either. Sometimes I sacrifice sleep to spend time with family and friends, because those moments matter more — sleep can be made up for, memories cannot. If you love what you’re doing, whether work or family, you won’t feel fatigued. I hate routine. If I’m not excited about something, I stop.

Right now, my focus is on making life easier for the people around me. I don’t have a single defined goal, but I want to eventually dedicate more time to helping people — through education or a charity, for example. Right now, I only contribute remotely, but hopefully one day I can be more hands-on. For now, my priority is what’s already on my plate, which is my family and work.

Some of my top book recommendations are The Seven Habits of Highly Effective People by Stephen R. Covey and Jim Collins, The 48 Laws of Power by Robert Greene, and Who Moved My Cheese by Spencer Johnson — a short, powerful book about adapting to change. I’m also a fan of Malcolm Gladwell’s Outliers, Blink, and The Tipping Point. Right now, I’m reading Salt, a history of the salt industry, which I found surprisingly fascinating.

The best advice I’ve received came from my mentor and former manager, who said, “don’t lose the forest for the trees.” It’s easy to get caught up in details and lose sight of the big picture. Every now and then, I step back and ask whether we’re still moving in the right direction overall. Another piece of advice I live by is to focus on what’s within your circle of control — your family, your work, your contribution to society — and not to waste energy on what you can’t change.

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