In a fast-evolving digital world where borders blur and innovation accelerates, few leaders stand out as visionary architects of transformation. Hatem Dowidar, the Group CEO of e&, is one of them. What was once a traditional telecom operator has today emerged as a diversified tech conglomerate, operating across 33 global markets and redefining how connectivity, content, and digital infrastructure are delivered to billions.
Sitting confidently in the executive suite of the company’s sleek headquarters, Hatem offers insight into how a decades-old telecom brand was reimagined into a forward-thinking technology force that’s helping to shape the digital economies of tomorrow.
■ From Telecom Giant to Global Tech Enabler
Formerly known for its regional mobile and broadband services, e& has undergone one of the most significant transformations in the telecom world. Under Hatem’s leadership, the group pivoted from a utility-style service provider to an ecosystem builder—spanning AI, fintech, cloud computing, cybersecurity, and content platforms.
“We didn’t want to just keep up with the future—we wanted to build it,” says Hatem, leaning forward with conviction. “Telecom is no longer just about minutes and megabytes. It’s about moments, intelligence, and trust.”
The shift wasn’t merely cosmetic. It involved restructuring operations, investing in cutting-edge technology, expanding geographically, and reshaping the company’s culture to foster innovation.
■ A Global Footprint, Locally Rooted
Operating across 33 markets spanning the Middle East, Africa, Asia, and parts of Europe, e&’s international footprint is both vast and complex. But Hatem insists that scale alone isn’t a strategy—it’s about local relevance.
“We serve different cultures, economies, and expectations. Our strength is our ability to adapt while remaining anchored to one shared ambition—enabling smarter lives through technology.”
Whether it’s digital banking in West Africa, 5G in the Gulf, or content streaming in South Asia, e& has tailored its services to match regional needs. The result? Increased customer satisfaction and deeper market penetration.
■ 5G and Beyond: Redefining the Infrastructure of Tomorrow
One of e&’s boldest moves under Hatem’s guidance was its accelerated investment in 5G networks. But he sees 5G as just the foundation, not the final destination.
“5G isn’t about faster downloads. It’s about smarter cities, autonomous logistics, remote healthcare, and industrial automation. It’s the nervous system of future societies.”
Hatem’s roadmap includes:
- Nationwide 5G rollouts in strategic markets
- Integration of edge computing for lower latency
- Partnerships with manufacturers to embed connectivity in devices at the production level
- Enabling IoT platforms for businesses and governments
Through these initiatives, e& is transitioning from a service provider to a technology orchestrator.
■ The Digital Services Playbook
Recognizing early that growth wouldn’t come from telecom alone, e& diversified into digital services. From media and entertainment to e-commerce and cybersecurity, the group is embedding itself deeper into customers’ digital lifestyles.
● Fintech & Digital Wallets
e& has introduced innovative mobile payment and digital banking services, addressing financial inclusion in underbanked markets.
● Content & Streaming
Investments in original content creation and OTT platforms have allowed the company to offer local and regional entertainment that resonates with audiences.
● Enterprise Solutions
The company now serves governments and large organizations with cloud infrastructure, digital security, and data analytics services tailored to specific industry verticals.
● AI-Driven Platforms
Using AI for customer service, fraud detection, and personalized experiences, e& has elevated its service offerings beyond traditional expectations.
“We don’t just connect people. We empower their ambitions,” Hatem states with characteristic clarity.
■ Building a Culture of Innovation
Transformation of this scale requires more than technology—it needs a cultural shift. Hatem placed a strong focus on internal reinvention, encouraging experimentation and breaking down legacy silos.
● Innovation Labs
e& has launched multiple in-house labs dedicated to exploring new technologies—from quantum communication to behavioral AI.
● Talent Reskilling
Thousands of employees have undergone digital upskilling programs, equipping them with data literacy, coding, and cybersecurity capabilities.
● Agile Operating Models
Decision-making has been decentralized, empowering regional teams to innovate faster and respond to customer needs in real time.
“Change is uncomfortable,” Hatem admits, “but it’s also exhilarating. We’ve built a team that thrives on possibilities, not limitations.”
■ ESG at the Core: People, Planet, Progress
As a company operating in diverse markets, Environmental, Social, and Governance (ESG) commitments are central to e&’s strategy.
- Green Networks: Transitioning to energy-efficient network infrastructure, including solar-powered towers in remote regions.
- Inclusive Connectivity: Expanding mobile broadband to underserved communities, reducing the digital divide.
- Data Ethics: Establishing robust frameworks for privacy, data sovereignty, and ethical AI.
Hatem emphasizes,
“Our purpose extends beyond profit. We’re building trust. In a connected world, that’s the most valuable currency.”
■ Mergers, Acquisitions, and Strategic Alliances
Under Hatem’s leadership, e& has pursued a disciplined M&A strategy—focusing on tech startups, fintech ventures, and digital infrastructure providers that complement its broader vision.
These acquisitions aren’t just about growth; they’re about acquiring talent, intellectual property, and fresh thinking.
“We acquire not to absorb, but to amplify,” Hatem explains. “We let great ideas flourish within our ecosystem.”
Strategic alliances with governments, universities, and innovation hubs have further positioned e& as a regional and global thought leader.
■ Looking Ahead: Vision 2030
With an eye firmly on the horizon, Hatem has laid out a detailed plan that aligns with regional and global digital transformation agendas. This Vision 2030 includes:
- Becoming a top-five global tech brand by revenue diversification
- Empowering 100 million digital customers with personalized, secure experiences
- Achieving net-zero carbon operations by 2040
- Accelerating SME digital enablement across all operational markets
- Deploying AI across 80% of customer service and infrastructure functions
“Our success won’t be measured by towers or subscribers, but by the real-world impact we create,” says Hatem.
