Welcome to 2026 EnterpriseAM Forum Playback

1

INTRO

EnterpriseAM Forum Playback

Good morning, friends, and welcome to our inaugural issue for this year’s Forum Playback where we bring you highlights from our 2026 EnterpriseAM Egypt Forum: The AI edition, held last week in Cairo. It was a pleasure seeing so many of you in person but in case you missed it or weren’t able to attend all the panels, each week our Forum Playback series will bring you the highlights, one panel at a time, in both audio and written format.

This year’s forum was our largest gathering to date with more than 650 attendees: 78% of the room was director level or above, and 30% were CEOs, chairs, MDs, managing partners, founders or country GMs. Our nine panel discussions covered what AI means for your company, your people, your job and our economy.

In today’s issue, we recap our opening panel: Where does AI fit on the list of topics keeping CEOs awake at night? Three of Egypt’s most prominent CEOs representing the real estate, financial services and telecom sectors, shared their insights on how they are currently using AI, how it's changing their assumptions about growth, the potential of AI to reshape their industries and more. We’re also featuring an interview with Orange Egypt Chief Business Officer Mohamed Shebl (LinkedIn) that was conducted on the sidelines of the forum.

ARE YOU MORE OF A LISTENER? Forum Playback is available on Apple Podcasts, Spotify and Anghami. Listen to the full panel straight in your feed by following EnterpriseAM Egypt wherever you get your podcasts.

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PANEL DISCUSSION

Where does AI fit on the list of topics keeping CEOs awake at night?

At this year’s EnterpriseAM Egypt Forum: The AI edition we asked three business leaders how they are approaching a year shaped by technological change, regional uncertainty and inflationary pressures. EFG Holding Group CEO Karim Awad, Marakez Executive Vice Chairman Dasha Badrawi, and Orange Egypt CEO Hesham Mahran discussed where AI fits into their businesses and Egypt’s investment prospects.

AI is already part of the working day. Awad uses it to streamline corporate tasks and prepare board documents; Badrawi asks it to challenge his optimism about Egypt; and Mahran uses it to prepare for senior-level meetings. Beyond their own desks, the technology is used throughout their organizations for everything from informing investment decisions to developing customer offers, and guiding employee training.

But does it make the top two priorities for 2027? For Mahran, the answer is yes. Orange is using AI across its network, commercial operations, and HR, and has hired a chief AI officer. “AI is not an option,” he told our audience. Directing network investment more effectively is already delivering results in traffic, revenues, and customer satisfaction, while personalized offers create opportunities to grow the top line.

The applications extend to public services. Mahran pointed to Ask Mariam, an AI travel assistant at Cairo International Airport, and an interface for public prosecution services, both of which offer examples of how Orange is working with the government, and developing use cases for consumers and businesses.

For Marakez, the priorities remain land and people. “We're a real estate company, so improving our land bank is our top priority,” Badrawi said. “Followed by improving the team through recruitment, retention, and development but is AI replacing the lifestyle malls that we're building, the homes that we're creating, or the spaces that we've developed to bring people together? The answer is no but it’s a tool, and we have to use that tool to improve our businesses.”

Awad takes a similar view: “AI is not a top-two priority for 2027 but technology as a whole is playing a more important role in our business on a daily basis,” Awad told us. Departments identify their own training needs, supported by dedicated AI professionals. Badrawi also expects younger employees to drive adoption: “I think it's going to be a bottom-up, more than a top-down-led, approach.”

Could regional instability create an opening for Egypt? Badrawi believes the country could emerge as a net beneficiary as perceptions of the Gulf as a safe haven come under pressure. He sees money returning through investment and remittances, with opportunities extending beyond real estate. Higher oil prices and currency pressures remain challenges, but Egypt’s market size and relative stability could strengthen its appeal.

Orange is putting money behind that opportunity. Of the group’s EUR 50 mn allocation for investment in African startups, half is directed to Egypt, Mahran said. It also plans to train 200k people over the coming years. “Investing in talents is really key, and using Egypt as a hub is another important point,” he added.

Data centers could be part of that story. Egypt’s renewable energy potential, available land, submarine cable connections, and talent are drawing greater attention from hyperscalers, Mahran said. He expects further developments as investors reconsider Egypt as a location for AI infrastructure.

For Awad, policy consistency is the strongest signal to investors. The central bank’s commitment to a flexible exchange rate through the war has helped build confidence, he argued. “The message that it sent to the global investor base was super important.” He also pointed to investment in greenfield and brownfield projects, including activity in the Suez Canal Economic Zone.

And the IPO pipeline is building. EFG Holding has three further IPOs in its pipeline, hopefully before year-end, following offerings including Gourmet and MNT-Halan, Awad said. He didn’t provide further details other than to say that one of the IPOs could be among the largest Egyptian listings in USD terms in 15-20 years. A week later Banque du Caire (BdC) released its intention-to-float notice for 30% of its shares. The stake is worth approximately EGP 24 bn (c. USD 460 mn), according to our calculations. That’s around triple the USD 150 mn on offer in MNT’s IPO, making it the EGX’s largest debut in USD terms since eFinance in 2021.

What about the consumer? Spending at Mall of Arabia rose around 30% y-o-y on a like-for-like basis, Badrawi said. District 5 recorded roughly 50% growth, although an expanded offering means that comparison is not like-for-like. Higher traffic appears to be driving much of the increase. A sustained recovery in discretionary income would make a stronger case for growth.

That could mean more room for physical retail. After several years focused on protecting and preserving value, Badrawi sees a case for expanding Marakez’s consumer-facing business. For property buyers, his advice was be selective: “Decide where you think the quality providers are and buy there.”

Consumer finance is also on Orange’s agenda. The company is considering partnerships, acquisitions, or building its own business, Mahran said. Awad, acknowledging EFG’s exposure to the sector but sees no bubble and pointed to low default rates. He also called for greater support for microfinance to help underserved small businesses grow.

Orange’s next ambition: exporting IT services. The business has grown from a small operation in 2021 to around half or more of enterprise revenues, Mahran said. “We're better value — we're not cheap — but we're better value.”

Planning still comes down to currencies and salaries. When asked where they think the EGP will be by year-end 2027, Awad cited economists’ end-2027 forecasts of EGP 52-54 per USD if the war continues, or EGP 49-51 if it ends. Badrawi suggested EGP 55-60; Mahran is budgeting around EGP 53-54. On raises, Mahran considers 20% fair, Badrawi expects increases more inline with inflation, and Awad said EFG’s lowest-paid employees would receive the largest percentage increases, while its highest-paid employees would get none.

Tap or click here to read the panel’s full transcript.


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A MESSAGE FROM PFI

Even AI has to survive due diligence

At Post for Investment (PFI), every investment starts with a simple question: where can we create sustainable value? This question guides our approach from screening and capital deployment through portfolio management and exit. It also shapes how we evaluate AI’s role in our investment process. We are currently working with an AI consultancy to assess practical uses in research, investment screening, due diligence, and portfolio monitoring, alongside the governance and safeguards needed to use it responsibly.

Deciding where to commit more capital is familiar territory for us. In 2025, PFI participated in e& Egypt’s capital increase to support continued investment in 5G spectrum and telecommunications infrastructure. We also provided additional shareholder financing to One Finance, one of our non-bank financial services investments focused on consumer finance, to support its growth. Both decisions were guided by the same principles: strategic fit and a clear case for long-term value creation.

We are also building new platforms in sectors where we see structural growth. PFI Finance secured its final factoring license and began operations in late 2025, with a focus on factoring and working-capital financing for SMEs. SAWA, our microinsurance joint venture with AXA, received regulatory approval in late 2025 and is completing the remaining requirements ahead of full operations. In parallel, our logi-tech platform has completed an initial last-mile delivery pilot, with the findings now shaping its next stage.

Capital deployment is only the start. We monitor financial and operational performance, work with management teams on growth and resource allocation, and provide capital or strategic support where it can add value. In 2025, net asset value rose approximately 49% y-o-y, while dividend income increased approximately 26% y-o-y. As the portfolio grows, we are also assessing how AI could support portfolio monitoring by making information timelier and more organized, giving our teams more time to assess emerging risks and make informed decisions.

Realizing value also means recognizing the right time to exit. Our 2024 exit from Tamweely completed a full investment cycle. We helped grow the company from a greenfield investment into a nationwide microfinance platform before exiting with a strong positive return. This was followed by our exit from Shari Holding in 2025, which also generated a positive return. Together, the two transactions show how capital deployment and active ownership can translate into value realization — and give us a stronger base for future exits.

AI will have to earn its place by demonstrating tangible value. We will integrate it where it measurably strengthens research, screening, due diligence, or portfolio monitoring, supported by clear governance and safeguards. Investment judgment and accountability will remain with our professionals.

Click here to learn more about PFI.

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ON THE SIDELINES

Interview with Orange Egypt’s Chief Business Officer Mohamed Shebl

Telcos are looking beyond traditional connectivity for growth, with IT, cloud, and AI becoming a bigger part of the enterprise play. On the buy side, real estate developers are among those driving that growth as smart-city features increasingly become a selling point for residential compounds. We spoke with Orange Egypt Chief Business Officer Mohamed Shebl on the sidelines of the EnterpriseAM Egypt Forum about where he believes enterprise growth is coming from, what developers are actually buying, and why going digital is becoming less of a choice for businesses.

EnterpriseAM: What’s growing fastest in the enterprise business right now?

MS: IT services. Over the last two years we’ve gone through a big transformation, adding IT services and AI services to our portfolio. That’s the fastest-growing part of our business.

EnterpriseAM: How are real estate developers becoming some of the tech sector’s biggest B2B customers, what are they buying?

MS: The real estate business is transforming into what’s called the smart city. That’s why it’s becoming so important for us. Developers don’t just want traditional services like triple play anymore. They want full smart-city solutions, full IT solutions, smart-home solutions. There’s a pricing advantage too: when you offer smart solutions, the price is higher.

EnterpriseAM: You signed with Marakez last month on four developments. What does Orange actually deliver in a deal like that?

MS: Orange already provides smart-city services to most class-A compounds. Signing with Marakez adds one of the biggest real estate developers in Egypt. We provide the standard services, connectivity and triple play, to residents, as well as smart-city services that will be introduced to Marakez’ clients.

EnterpriseAM: How has the mix of the enterprise business shifted away from traditional telecom?

MS: We used to be a traditional telco, but over the past four or five years we’ve transformed. ICT and connectivity services have now reached almost 40% of our revenues, which is why this is our fastest-growing area.

EnterpriseAM: What’s the biggest thing holding back corporate digital spending in Egypt?

MS: Holding back on digital spending isn’t an option anymore. Technology has advanced so much in the last few years that if you’re not digital, you’re left behind. I don’t think companies that don’t go digital will still be in business in 10 years.

EnterpriseAM: Where do you see the business and the sector headed from here?

MS: I see a big transformation over the next 10 years, with IT and AI, and with the investment the government is making in data centers in Egypt. The business will change a lot. The ones who have invested in capabilities, technology, and technical teams are the ones who will win.

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A MESSAGE FROM KLIVVR

K.ai: from money questions to money moves

AI is already changing how people make everyday financial decisions. Banks and fintechs use it to sort spending, flag unusual transactions, and help users understand what they can afford or where they may need to cut back. The next step is AI that carries out the action itself.

Klivvr built K.ai with that next step in mind. K.ai is a financial assistant built into the Klivvr app, and it works with the financial picture already there. You can ask it how much you spent on gas with your Klivvr card this month, which family member paid for groceries yesterday, or what the best iPhone offer is and what the installments would look like over 12 months. It draws on transactions, family spending, credit limits, and available offers to answer questions using your own information, and it can work out that installment plan against your actual credit limit.

Getting the right answer starts with understanding the question. Klivvr has developed K.ai to handle Egyptian Arabic, mixed languages, slang, dropped letters, and the shorthand people use in everyday conversation. K.ai reads account data and verified product information before responding, and when it does not have an answer, it is designed to say so. That matters when the numbers are yours.

Now K.ai is moving from answers to action. It starts with Transfer & Request, a new feature that lets users send or request money just by asking K.ai: “send EGP 2k to my wife,” or “request EGP 500 from my dad.” The conversation carries straight into the task.

Sending and requesting money is only the beginning. Klivvr is investing in K.ai for the long haul, with more tasks on the way.

Want to try K.ai for yourself? Download the Klivvr app on the App Store or Google Play.

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