{"id":682753,"date":"2026-01-22T00:00:00","date_gmt":"2026-01-22T00:00:00","guid":{"rendered":"https:\/\/enterpriseam.com\/egypt\/?p=682753"},"modified":"2026-01-22T13:35:53","modified_gmt":"2026-01-22T13:35:53","slug":"leadership-with-peace-cakes-kareem-abou-gamrah","status":"publish","type":"post","link":"https:\/\/enterpriseam.com\/egypt\/2026\/01\/22\/leadership-with-peace-cakes-kareem-abou-gamrah\/","title":{"rendered":"Leadership with: Peace Cake\u2019s Kareem Abou Gamrah"},"content":{"rendered":"

? Leadership isn\u2019t something that comes naturally to everyone \u2014 it\u2019s a skill <\/strong>that takes time, practice, and yes, the occasional misstep to master.<\/strong> In this new limited-edition EnterpriseAM vertical, we\u2019re asking industry players what makes a great leader. Speaking to us this week is Kareem Abou Gamrah, co-founder and CEO of leading MENA content creation agency Peace Cake<\/a>.<\/p>\n

EnterpriseAM: What\u2019s something you wish you had known before taking the helm at <\/strong>Peace Cake?<\/strong><\/p>\n

Kareem Abou Gamrah: Defining roles and responsibilities is critical.<\/strong> When people come into a new space, they're excited to help grow the company and fulfill the vision \u2014 manifest the thing. If there is no \u201cthis is where this person\u2019s job ends and this is where this person\u2019s job begins,\u201d it causes leakages. <\/p>\n

This might make people feel unfulfilled in their job<\/strong>, which is demotivating. They could have great ambition for it, but they don't see their work coming to fruition the way they would have wanted. It kills the team.<\/p>\n

E: How important is empathy as a leadership trait? <\/strong><\/p>\n

KAG: In our line of business, you build people, not products.<\/strong> The investments that we make in crafting and building really strong storytellers, artists, editors, or designers \u2014 all of that makes empathy a tool. It\u2019s not just a tool to manage a tough moment or talk someone down from an intense moment \u2014 it becomes how you get them to shift gears from second to third, and third to fourth.<\/p>\n

Empathy is one of the basic things that, once you count it as an investment, you see it <\/strong>shared through them to their juniors down the line.<\/strong> They'll remember how you acted in tough moments and how you treated a missed deadline.<\/p>\n

E: You mentioned that you always give your employees your trust. Does that mean <\/strong>you lean towards a leadership style that's more democratic, where you let everyone do their own thing and act as a guiding light?<\/strong><\/p>\n

KAG: I wouldn\u2019t say it\u2019s necessarily democratic, because I don't think it works the <\/strong>same in every system. <\/strong>Too many heads in the same room without a clear line of who's the decision maker is never a positive.<\/p>\n

I used to be a micromanager in the sense of wanting to offer support on all fronts<\/strong> \u2014 I would work with finance, operations, everything. Then you realize that if your team doesn\u2019t know how to deal with things on their own, it\u2019s on you as a leader \u2014 you can\u2019t grow a business or develop a system that way.<\/p>\n

E: How do you go about communicating at Peace Cake?<\/strong><\/p>\n

KAG: One of the most difficult things a leader can accomplish is normalizing the <\/strong>tough talk. <\/strong>You do not want to avoid having tough conversations \u2014 it just adds more weight and makes processes slower. But you have to find a way to make the conversations less charged and get to a point where you can tell someone, \u201cHey, this thing sucks. You don't suck \u2014 you\u2019re actually incredible \u2014 but I want to have an objective conversation about this thing.\u201d<\/p>\n

E: So you would say having open communication is a way to preempt conflict within a <\/strong>team?<\/strong><\/p>\n

KAG: I like to claim that I have an open door, but I learned it's not just about that.<\/strong> I\u2019ll always make sure to sit in different areas of the office. That takes power away from the hierarchical structure that everybody comes into the workplace with. The last thing you want to do is be in an echo chamber where you're just being told what you want to hear. That\u2019s every CEO's nightmare.<\/p>\n

E: How do you go about solving that conflict within your team?<\/strong><\/p>\n

KAG: I take a very straightforward approach where I listen very, very well.<\/strong> It\u2019s very important to let the person feel heard. I always appreciate the fact that someone came and spoke up \u2014 you always want to underscore that, whether the issue is one that will be resolved through method A or B, or whether they're right or wrong. Celebrate that, \u201cHey, you're heard, you're here, we are in this together.\u201d<\/p>\n

Then you ask them first, \u201cWhat would a resolution to this issue look like?\u201d <\/strong>Whether it's a personal conflict, a process issue that is bothering them in terms of workload, or a wall hit with a client. Very often, as a manager or leader, you fall into this parental role of wanting to fix it for them, but my fix might not necessarily be how they want it fixed. It\u2019s a chance for me to hear what a fix looks like for them.<\/p>\n

E<\/strong>: In your industry, how do you ensure that your team isn\u2019t just relying on past <\/strong>successes?<\/strong><\/p>\n

KAG: Future-proofing work is one of the most essential parts of our job.<\/strong> We always have to stay ahead of what\u2019s happening. In content, if something is working today, there\u2019s no guarantee that it will work tomorrow. A significant part of our job is anticipating trends \u2014 or more importantly, constantly trying out new formats before the old way gets stale. That and an insane amount of content consumption. Everyone at Peace Cake is always consuming content, whether short- or long-form, and exchanging insights.<\/p>\n

E<\/strong>: Peace Cake sees creatives of all ages working together \u2014 how do you approach <\/strong>leading these different generations?<\/strong><\/p>\n

KAG: We have two kinds of age groups who work at the company<\/strong> \u2014 we\u2019re around 56 people now. There are those who are 30+, and those are around 25. The older ones have lived work experiences \u2014 they\u2019ve had tough managers before and done time sheets or check-ins.<\/p>\n

Then there is the younger generation<\/strong>, who has ambition and excitement, but hasn\u2019t really dealt with what it's like to report to someone or follow through on an objective. It\u2019s all about gaining their trust, challenging them towards a better outcome, and encouraging them to share and discuss ideas with each other rather than enforcing a singular opinion.<\/p>\n

E: Culture is one of the most important aspects of a workplace. You guys sound super <\/strong>fun, how do you do it?<\/strong><\/p>\n

KAG: Our environment is designed to be playful to bring out creativity. <\/strong>If there is tension in the space, it's not going to be exciting for you to brainstorm. It doesn't have to be funny, it has to be open and positive. I try to lead with humor, not ego. It\u2019s about clarity and sharpness, but I also throw in a good joke or something wildly stupid sometimes just to shock them into \u201cOh, right, this is a normal interaction.\u201d<\/p>\n

If you ask someone at random in the office how many hours a week they work, or how <\/strong>taxing our work is, it's a lot.<\/strong> It has to be packaged in a way where you don't hate your job. That\u2019s no way to live, and I wouldn't want someone to work like that.<\/p>\n

E: What do you think is the difference between a good leader and a great leader?<\/strong><\/p>\n

KAG:<\/strong> Knowing when to give people space to succeed and when to hold them <\/strong>accountable for whether or not they do.<\/strong> When you bring someone in, you give them space, explain how you measure success, and give them the tools to achieve it. And then you hold them accountable for whether or not they reach it. You can\u2019t hold them accountable from day one.<\/p>\n","protected":false},"excerpt":{"rendered":"

\u201cIn our line of business, you build people, not products\u201d<\/p>\n","protected":false},"author":1,"featured_media":682754,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"newspack_ads_suppress_ads":false,"newspack_popups_has_disabled_popups":false,"newspack_sponsor_sponsorship_scope":"","newspack_sponsor_native_byline_display":"inherit","newspack_sponsor_native_category_display":"inherit","newspack_sponsor_underwriter_style":"inherit","newspack_sponsor_underwriter_placement":"inherit","ep_exclude_from_search":false,"_primary_brand":0,"newspack_featured_image_position":"","newspack_post_subtitle":"","newspack_article_summary_title":"Overview:","newspack_article_summary":"","newspack_hide_updated_date":false,"newspack_show_updated_date":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[12443],"tags":[8651,633,203,12369,1120,12249],"brand":[],"newspack_spnsrs_tax":[],"class_list":["post-682753","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-professional-advice","tag-business","tag-enterprisepm","tag-entrepreneurship","tag-leadership","tag-office-life","tag-professional-advice","wpautop","entry"],"acf":{"mongo_id":"72ced185-2b95-488f-b655-f7cf2442c1a8","order":"3","is_powered_by":false,"story_type":"1","photo_url":"https:\/\/ent.news\/2026\/1\/892.jpg","photo_position":"above","homepage_title":"","full_issue_title":"Leadership 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