{"id":669740,"date":"2025-08-07T00:00:00","date_gmt":"2025-08-07T00:00:00","guid":{"rendered":"https:\/\/enterpriseam.com\/egypt\/2025\/08\/07\/my-morning-routine-chris-abboud-general-manager-of-beyti\/"},"modified":"2025-08-07T00:00:00","modified_gmt":"2025-08-07T00:00:00","slug":"my-morning-routine-chris-abboud-general-manager-of-beyti","status":"publish","type":"post","link":"https:\/\/enterpriseam.com\/egypt\/2025\/08\/07\/my-morning-routine-chris-abboud-general-manager-of-beyti\/","title":{"rendered":"My Morning Routine: Chris Abboud, general manager of Beyti"},"content":{"rendered":"

Chris Abboud,<\/strong> general manager of Beyti \u2014 an Almarai Subsidiary:<\/strong> Each week, My Morning Routine looks at how a successful member of the community starts their day \u2014 and then throws in a couple of random business questions just for fun. Speaking to us this week is the general manager of Almarai\u2019s Beyti Chris Abboud (LinkedIn<\/a>). Edited excerpts from our conversation:<\/p>\n

My name is Chris Abboud, and I\u2019m the general manager of Beyti, an Almarai subsidiary, <\/strong>and one of Egypt\u2019s leading dairy and juice companies.<\/strong> I lead a team of 6k passionate employees who work to deliver high-quality products to consumers in Egypt and abroad, as we export to nearly 45 countries. We operate two major factories in Al Nubaria and produce more than 100 products. We sell 2 bn units a year \u2014 about 6 mn a day \u2014 reaching over 86 mn consumers across 110k points of sale through 33 distribution centers. Our average market share is around 30%.<\/p>\n

I\u2019m passionate about building organizations that create shared value<\/strong> across the entire value chain, while championing homegrown talent and advancing excellence in Egypt\u2019s food and beverage sector. <\/p>\n

(Tap or click the headline above to read this story with all of the links <\/strong>to our background as well as external sources.)<\/p>\n

As a general manager, I oversee the full operation at Beyti.<\/strong> We call our approach \u201cfrom grass to glass,\u201d which means I\u2019m responsible for everything across the value chain \u2014 from sourcing and production to distribution and sales. My key responsibilities include setting a clear, focused, and winning strategy that aligns with our core purpose of \u201cnourishing Egypt\u2019s families with every sip and spoon.\u201d I\u2019m also responsible for ensuring we deliver on our brand promise \u2014 \u201cquality you can trust\u201d \u2014 for both Egyptian families and our global consumers.<\/p>\n

In my day-to-day, I focus on driving long-term sustainable growth.<\/strong> While that\u2019s a shared responsibility across our leadership team, I see my role as empowering the organization \u2014 removing roadblocks, aligning on success, and helping people unlock their full potential. Equally important is ensuring we live our six core values \u2014 family, courage, respect, ownership, collaboration, and innovation. These values aren\u2019t just theoretical, they guide how we operate, make decisions, and treat one another.<\/p>\n

We\u2019ve <\/strong>come a long way since our founding in 1998.<\/strong> Over the past 26 years, we\u2019ve become one of Egypt\u2019s leading food and beverage companies, trusted by mns of Egyptian families thanks to consistent quality and care. As part of Almarai, we benefit from world-class food safety practices and global innovations, which we localize to meet the needs and expectations of our Egyptian consumers. Our mission is to contribute to Egypt\u2019s food security by producing high-quality dairy and juice products, supporting sustainable agriculture, and investing in people and communities throughout our value chain. That includes empowering local farmers, ensuring safe and nutritious food reaches every table, and building resilient local supply chains.<\/p>\n

For example, our Beyti Academy has trained 167 farms across 27 programs, delivered <\/strong>over 1k hours of training, and made 1k+ field visits. <\/strong>Through our El Kasseeb initiative, we\u2019ve trained more than 420 young people to distribute Beyti products in 21 governorates, with plans to double that figure in the next three years. Our Future Leaders program helps us groom talent across manufacturing, sales, and corporate roles.<\/p>\n

There are several key trends shaping our industry right now.<\/strong> One is the growing consumer appetite for natural ingredients, clean labels, functional health claims, and most importantly, brands with purpose. Sustainability is also becoming non-negotiable. Consumers now expect brands to demonstrate clear and meaningful commitments to environmental and social responsibility. Our sustainability strategy is built around the \u201cThree Ps\u201d \u2014 people, planet, and products. Every day, we take small steps to improve across these areas.<\/p>\n

An example of this is that, Beyti operates one of the largest solar power stations <\/strong>connected to the grid in Egypt\u2019s food and beverage sector<\/strong>, generating 7.6 MW and covering 20-30% of our factory\u2019s energy needs. We also contributed EGP 40 mn to establish Beheira\u2019s first industrial gas pressure reduction station, which enabled seven factories to switch to cleaner natural gas, cutting their emissions by 30%. As for water efficiency, we operate the largest wastewater treatment plant in Egypt\u2019s dairy and juice sector, with a capacity of 3.2k cbm per day. For our packaging, we\u2019ve avoided producing 290 tons of plastic waste annually since 2022 and recycled over 20k tons of secondary packaging each year. We also localized 67% of our raw and packaging materials to support the local economy. We don\u2019t want to just follow trends, but help shape what responsible consumption looks like in Egypt and beyond it.<\/p>\n

Efficiency and local sourcing are key when it comes to inflation and supply chain <\/strong>pressures. <\/strong>We\u2019ve prioritized using local materials and we\u2019ve invested heavily in planning, digital systems, and process innovation. Resilience isn\u2019t built overnight \u2014 it\u2019s about long-term thinking. Our bigger mission is to support Egypt\u2019s food security \u2014 through high-quality production, sustainable agriculture, and empowering people across the value chain.<\/p>\n

I wake up at 6am and head to the gym at around 6:20am.<\/strong> That\u2019s when I usually read EnterpriseAM \u2014 as soon as it lands in my inbox \u2014 to catch up with the latest news. I spend around an hour-and-a-half at the gym to energize before heading to work. Once I\u2019m in the office, most of my time is spent in team check-ins, strategic reviews, and problem-solving meetings. <\/p>\n

Every other week, I visit one of the company\u2019s 33 distribution depots to stay in touch with <\/strong>on-the-ground teams.<\/strong> I also have to visit our factories at least monthly to engage directly with our operations teams. Market visits are non-negotiable for me \u2014 they\u2019re how I stay connected to what our consumers are seeing and feeling.<\/p>\n

The one constant in my routine is the early gym session and the EnterpriseAM read<\/strong> \u2014 it\u2019s how I clear my head and get ready to lead. From there, it\u2019s about staying connected with my teams and making space for open communication and problem-solving.<\/p>\n

When it comes to staying focused and organized, I try to delegate. <\/strong>I trust my team. I focus on setting the vision and enabling others to execute. I set priorities, hold structured check-ins, and rely on a rhythm of site visits and reviews. But I\u2019m also flexible \u2014 I listen, adapt, and shift based on what the moment demands.<\/p>\n

We\u2019re entering a new expansion phase at Beyti.<\/strong> We already hold a 30% market share, but we\u2019re aiming to scale further. We\u2019re expanding across new categories and segments, with a projected 20-25% growth rate over the coming years. We\u2019ve lined up over EGP 7 bn in investments, and I see this as an opportunity to cement our role as a benchmark for sustainability, innovation, and people-first leadership in Egypt\u2019s F&B space.<\/p>\n

I think of work-life balance as a long-term discipline.<\/strong> The line between work and personal life can blur in leadership roles, but I\u2019ve learned that real balance comes from setting the right priorities. At Beyti, we implemented this idea, where we introduced paternity leave, opened an on-site nursery, and created a culture where mental health and flexibility are seen as enablers of productivity, not trade-offs.<\/p>\n

When I need to unplug, I spend time with my wife and two kids<\/strong> \u2014 my son\u2019s almost 20 and my daughter is 18. We love traveling together, or just hanging out. When I\u2019m on my own, I\u2019ll go for a walk or run, or read something non-work-related to reset.<\/p>\n

There are several books I have read that have stuck with me and overall changed my <\/strong>perception. <\/strong>Among these books, which I highly recommend, are Mindset<\/a> by Carol Dweck, Grit: The Power of Passion and Perseverance<\/a> by Angela Duckworth, and The 7 Habits of Highly Effective People<\/a> by Stephen Covey. Some podcasts I would recommend include Leadership Next<\/a> \u2014 a look at how modern CEOs are redefining business leadership \u2014 and Meet the Leader<\/a> \u2014 conversations with global changemakers from the World Economic Forum. <\/p>\n

The best advice I\u2019ve ever received is \u201cmagic happens outside your comfort zone.\u201d <\/strong>That stuck with me early in my career and I still live by it. Also, I learned that as a leader, I don\u2019t need all the answers, but I do need to ask the right questions.<\/p>\n","protected":false},"excerpt":{"rendered":"

\u201cOne of the main trends in the industry is the growing consumer appetite for natural ingredients, clean labels, functional health claims, and 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