At 10 am on a Monday, the blazing sun of Dubai mirrors the vibrant energy of the city. From the Al Kifaf headquarters of e&, a panoramic view showcases iconic landmarks such as the Burj Khalifa, the Dubai Metro weaving through urban developments, and bustling streets filled with activity. Each sight exemplifies Dubai’s spirit of innovation and ambition.
Hatem Dowidar, the CEO of e&, arrives at the office with a calm demeanor, embodying the strategic vision that has earned him a global reputation as a trailblazer in the industry. Since taking the helm in 2020, he initiated a significant transformation in 2022, focusing on technological advancements, diversification, and international growth.
“When I stepped into the role of Group CEO in 2020, it became evident that the traditional telecom framework was stagnating worldwide. With the burgeoning demands for spectrum, infrastructure, and technologies, remaining static meant risking obsolescence. We faced a straightforward decision: defend the past or innovate for the future. We chose to reinvent ourselves, steering e& towards growth, innovation, and value creation,” he explained.
This reinvention culminated in the 2022 rebrand from Etisalat to e&, accompanied by the slogan “Go for More.” This change signified a shift from conventional telecommunications to a technology-centric digital leader, currently operating in 38 countries and catering to 198 million customers in various domains including AI, fintech, and digital offerings.
“The rebranding represented a cultural evolution,” remarks Dowidar. “It challenged our teams to envision beyond traditional telecom and embrace a digital-centric future.” The results became evident: by 2023, e&’s portfolio was appraised at over $14 billion, earning a AAA brand rating. By 2024, it emerged as the fastest-growing tech brand in the Middle East, with projections indicating it would become the World’s Fastest Growing Brand by 2025, sporting a brand portfolio and investment value surpassing $20 billion.
Diversification as a growth catalyst
Capitalizing on this momentum, e& has made diversification a central tenet of its strategy. Through e& life, the company has enhanced digital lifestyles with platforms like evision, recognized as the largest content aggregator in the MENA region. In 2023, evision introduced STARZ ON, a complimentary AI-driven streaming service that showcases a mix of regional, Hollywood, Bollywood, Arabic, French, and sports content. Collaborations with platforms such as Shahid further broaden access to premium entertainment. Additionally, e& promotes esports through partnerships with BLAST Premier and Arena Esports, fostering a vibrant esports ecosystem.
In the financial technology sector, e& money has emerged as the UAE’s leading app by active users, streamlining payment processes and facilitating international remittances in conjunction with partnerships like MoneyGram. Notably, a $400 million acquisition of Careem’s Super App in 2023 further expanded offerings in digital finance, micro-mobility, and lifestyle services across the region.
On the enterprise front, e& offers solutions in cloud computing, AI, IoT, and cybersecurity, exemplified by a partnership exceeding $1 billion with AWS to drive regional digital transformation. Through e& capital, the firm invests in startups redefining industries and shaping the future both locally and globally.
Insights from audacious ventures
Every initiative has propelled us forward — some with tangible results, others as learning experiences. “At times, the pace of technology adoption fell short, or infrastructure readiness was lacking,” Dowidar notes. “In such scenarios, it’s crucial to discern when to push forward and when to scale back.”
Initial forays into fintech underscored the importance of aligning with regulations, while entertainment ventures provided valuable lessons on user engagement. From these experiences, e& honed a balance between innovation and practicality. “Not every venture will be seamless, and that’s acceptable. The key lies in the ability to recognize when to pause, adjust, and concentrate on what is genuinely effective,” he elaborates.
Significant milestones have included the acquisition of a controlling interest in PPF Telecom Group in October 2024, now known as e& PPF Telecom Group, which expanded its international footprint to 38 nations, and a $6 billion commitment in March 2024 to enhance connectivity across 16 countries in Africa, Asia, and the Middle East.
Engaging in emerging markets poses challenges such as currency fluctuations and inflation, yet Dowidar views these as chances to develop resilient strategies, diversify revenue streams, and invest in sustainable infrastructures.
The results from the first half of 2025 highlight this approach: e& reported a remarkable 60.7% increase in consolidated net profit, reaching Dhs8.8 billion, while continuing its expansion with the inauguration of e& Wholesale Americas in Miami.
Four guiding principles
Decisions regarding diversification and strategic pivots are made with care, according to Dowidar, who states that every choice at e& is examined through four critical questions: Does it bolster core connectivity? Does it hasten digitalization? Does it diversify our portfolio? Does it promote sustainability?
He adds: “This framework ensures we remain disciplined and focused on building long-term value.”
Through this lens, every endeavor is assessed not solely for immediate benefits but also for its role in fostering a thriving, diversified, and sustainable digital ecosystem.
The Mohammed bin Rashid Government’s partnership with AWS illustrates this philosophy, facilitating public sector digital transformation while reinforcing e&’s foundational capabilities. Similarly, collaborations extending to edge networks with Qualcomm merge innovation, connectivity, and digitalization efforts, while partnerships with IBM aim to launch an AI Governance Platform and various AI-related Memoranda of Understanding further enhance e&’s status as a tech-centric enabler across multiple sectors.
Such initiatives, alongside increasing investments in the UK telecommunications market via Vodafone, reaffirm e&’s commitment to methodical, vision-oriented growth — investments evaluated not only by short-term gains but by their capacity to support the company’s strategic imperatives.
Technology and talent as foundational elements
Early investments in 5G technology have established e& as a leader in advanced solutions such as network slicing and edge computing. Looking forward, the company is gearing up to address potential quantum risks to encryption.
Collaborations with Microsoft and the acquisition of GlassHouse are expanding AI and cloud capabilities across e&’s offerings.
“Technology evolves at a pace that outstrips us all; if your teams don’t adapt, innovation stalls, and you risk burnout before achieving scale,” emphasizes Dowidar. In response, e& launched the AI Academy and AI Graduate Program, as well as experiential initiatives like Excelerate&, which provides teams with hands-on training at Ericsson’s headquarters in Sweden. By nurturing internal talent, e& secures a sustainable approach to innovation without an over-reliance on outside hires.
Public-private partnerships as catalysts for change
However, Dowidar stresses that significant digital transformation cannot occur in isolation. Collaborations with governmental bodies enable scalability, whether through sovereign cloud frameworks, smart city systems, or digital inclusion programs. The UAE’s sovereign cloud initiative with AWS, supported by the UAE Cyber Security Council, exemplifies how public-private partnerships can enhance impact.
Further alliances extend to the Ministry of Industry and Advanced Technology for industrial digitalization, including iscore in Egypt for AI-driven credit risk management and the UAE Cyber Security Council to develop automated traffic management systems.
“Collaboration with governments is the key to scaling initiatives. Be it sovereign cloud infrastructures, smart city frameworks, or promoting digital inclusion, true scalability is achieved when public sector objectives align with private sector expertise,” asserts Dowidar. “Success necessitates a shared vision, a clear mandate, and a collaborative spirit prepared to move swiftly.”
Innovating at GITEX Global 2025
As GITEX 2025 approaches, e& aims to highlight AI implementations that yield tangible impacts. Dowidar states: “Last year, our focus was on showcasing AI functionality in practical terms rather than theoretical. This year, we aim for broader reach — spanning more industries and communities. We are more interested in demonstrating what AI can accomplish in real-world scenarios rather than contributing to the existing hype.”
Projects like Qualcomm and e&’s AI at the Edge embody this perspective. By integrating AI into edge networks, e& empowers various sectors, including manufacturing and logistics, to leverage real-time analytics, enhance operational efficiency, and support informed decision-making.
The company’s enterprise efforts, in collaboration with e& enterprise and Microsoft, further underscore the ambition to apply AI widely, making advanced analytics and machine learning accessible to a broader range of businesses in the UAE.
Commitment to integrity
As e& continues to shape the digital future of the UAE, Dowidar reflects: “Integrity is the most invaluable asset for any leader. Progress isn’t merely about speed; it’s about moving in a purposeful direction. Surround yourself with trustworthy individuals, inspire them to take bold actions, and collectively, you can achieve far more than you could alone.”
For emerging leaders, his insights emphasize the importance of vision, discipline, and a focus on people. While innovation is essential at e&, the empowerment of teams to take risks and learn is regarded as the organization’s greatest advantage.
Leadership insights from Hatem Dowidar, GCEO, e&
Customer-centric approach
“Our primary focus has been on placing the customer at the heart of everything we do—whether they are individuals, businesses, or government entities. Our goal is to be a comprehensive partner for their technological needs. For years, we’ve provided connectivity and entertainment on-demand.
Now, we’re introducing services that align with the demands of a rapidly evolving world: enterprise solutions, including cloud services, IoT, cybersecurity, and AI-as-a-service. Many organizations lack the bandwidth to hire a chief AI officer or build an AI team, so we fulfill that role for them. For individuals, our offerings range from connectivity and entertainment to partnerships with super apps, loyalty programs like Smiles, and financial tools such as e& money. It’s an all-encompassing ecosystem designed to address daily requirements.
My motivation to lead
There are two main driving forces. First, there’s the responsibility I feel towards all stakeholders: customers, employees, and shareholders. Making a success of the company is both a privilege and a challenge, and the ambition to improve daily is invigorating. Second, it’s about transforming an industry I’ve been part of for over 30 years. Telecommunications has historically been seen as a utility, solely focused on connectivity. We’re redefining its role as the nexus of all digital requirements, bringing it back to the forefront of technology.
Key leadership lessons
For me, leadership embodies the “&” in our name; choosing “and” over “or.” Too many companies believe they need to choose between growth and profitability, or telecom and tech. We seek ways to merge opportunities — striving for more, not less. It’s about maintaining an expansive mindset and encouraging our team to explore multiple growth and service avenues.
Confronting challenges effectively
Challenges are unavoidable, whether you’re managing a small business or a large corporation. The critical step is to accurately assess the nature of the challenge and determine the best path to navigate it. Sometimes you confront it head-on, other times you’ll need to circumvent it. Clarity is always the first step; understanding precisely what you’re dealing with.
A guiding personal motto
It revolves around pursuing excellence and creating a lasting legacy. e& has existed for 50 years—an eternity by telecom standards. The fundamental question remains: what are we creating today to ensure this company thrives for the next century? That perspective fuels my drive.
Navigating my daily priorities
I promote the idea that each day holds one matter of utmost importance. Many people craft extensive to-do lists, but typically, one task will account for the majority of success. Identifying that priority and concentrating your efforts on it—even at the expense of other tasks—is how I effectively manage my time and ensure continual progress.