CPOstrategy: Thanks for being here, Saeed. Let’s start with some background about you and what you do at e&.
Saeed: “Thanks for having me, Sean. I joined e& in 1994 after qualifying as a Telecommunications Engineer from Khalifa University’s College of Communication. Since joining, I have progressed through a series of senior engineering and technology roles within the Group.
With over 30 years of experience in telco, I have played a central role in leading e&’s network and redesigning procurement strategies across multiple markets. I previously served as Acting Chief Technology Officer and Senior Vice President of Mobile and Fixed Networks, overseeing network operations, planning, and satellite networks.
I secured e&’s first international business license in Saudi Arabia as a member of the Mobily Tender Committee, leading supplier selection for mobile network infrastructure in Egypt, Nigeria, and India and ensuring seamless connectivity across the entire network.
From 2013 to 2016, I served on the Board of Directors of Atlantique Telecom, a group subsidiary in Africa. Since 2016, I have been a Board Member of Smartworld a joint venture between e& and Dubai South where I chaired the Human Resources Committee until the company was acquired by e& enterprise in October 2022 and rebranded as e& enterprise IoT and AI.
Currently, I serve as a Board Member of the Global Enabling Sustainability Initiative (GeSI), a global organisation advancing digital sustainability, and I sit on the Boards of CETIN International, E-Marine, and Etisalat Afghanistan.
In November 2021, I was appointed Group Chief Procurement Officer, with a clear mandate to transform procurement into a strategic, technology-enabled function. I have always believed in driving impact through innovation and collaboration. At e&, this has meant integrating digital tools, aligning procurement with ESG goals, and building strong supplier relationships to support our vision of sustainable, data-driven operations across our 38 operating markets.”
CPOstrategy: With e& expanding operations to 38 countries, how do you think you have contributed to this success specifically to the transformation from telecom to a global technology group?
Saeed: “Our four-part transformation strategy focuses on doubling down on our connectivity core, digitising operations, diversifying our portfolio, and driving sustainability, and procurement sits at the centre of all four. I’ll give you an example; when we acquired PPF Telecom Group in 2024, which created e& PPF Telecom Group, it introduced new dimensions to how we think about sustainability and supply chain resilience.
In addition to integrating systems, for us, it’s about aligning with the teams at our acquired companies to harmonise standards, embed sustainable practices, and create efficiencies that benefit the whole Group. This collaborative approach ensures that procurement becomes a lever for innovation, resilience, and long-term value creation across our transformation journey. Fortunately, the groundwork we laid pre-transformation, ensured we’re well-prepared to deal with such a dynamic operating environment.
Between 2021 and 2022, we fully digitised our procurement process from start to finish. We implemented solutions like SAP Ariba and EcoVadis, automating and streamlining every step while embedding sustainability checks at the core of our processes. This has reduced cycle times by 40% and accelerated supplier onboarding significantly.
Of course, there was some disruption in the beginning as change always brings that, but by aligning our teams early and demonstrating the efficiency of digital tools, we secured buy-in and delivered results quickly.”
CPOstrategy: Can you take us through the role procurement has played in e&’s transformation journey and some successes?
Saeed: “Today, e& Procurement has evolved from a transactional function into a strategic powerhouse driving innovation, embedding sustainability, and advancing key national priorities such as In-Country Value (ICV) and the ‘Make it in the Emirates’ initiative.
Now, we are embarking on another transformation journey and this time it’s powered by advanced agentic AI, sustainability, and national priorities at its core. e& Procurement is setting new benchmarks for excellence, enabling business success while contributing to a sustainable future. This transformation was recently recognised with the prestigious ’Best Approach to Risk Mitigation’ award at the CIPS Excellence in Procurement and Supply Awards MENA 2025 in Riyadh.
Recognition has been a testament to our team’s dedication and innovative spirit. Earlier, e& Group Procurement earned two prestigious awards at the CIPS Middle East and North Africa Conference in 2023, secured a finalist position at the Gartner Awards for outstanding procurement contributions, and established a landmark collaboration with CIPS in October 2023. This partnership focuses on driving technology adoption, advancing ESG practices, and fostering innovation across procurement.
This year, our team received the Best Procurement Transformation Award at the SAP NOW AI Tour in Dubai, recognising our integration of AI, data analytics, and agile processes to enhance transparency, efficiency, and ESG alignment.
In May 2025, e& Group Procurement was honoured with the In-Country Value (ICV) Excellence Award for the Service Provider Category by the Ministry of Industry and Advanced Technology during the Make it in the Emirates Forum. This recognition underscores our commitment to advancing the UAE’s economic development and supporting the national industrial strategy through sustainable, locally driven operations.
On a personal level, I was humbled to be named Most Influential Chief Procurement Officer at the CIPS Excellence in Procurement and Supply Awards MENA 2025 – a reflection of our collective efforts to transform procurement into a strategic enabler of business success and sustainability.”
CPOstrategy: And then there was Project Life, which is the thing that everyone has heard of. What can you tell us, and where are you now?
Saeed: “Project Life, our pioneering sustainable procurement initiative, was launched at COP28 in Dubai to reduce our Scope 3 emissions, targeting 25% reduction in supply chain emissions by 2030, in alignment with the UAE’s climate targets.
As part of our Climate Transition Plan, we assessed our top 10 suppliers and were encouraged to see that 70% had carbon reduction targets aligned with the Science Based Targets initiative (SBTi).
Phase 1, completed in 2024, was about building strong foundations. We defined our responsible sourcing vision and embedded ESG principles into our procurement policies and processes, incorporating them into our Supplier Code of Ethical Conduct and Procurement Manual. We also onboarded suppliers onto EcoVadis, enhanced digital integration with SAP Ariba, and launched supplier awareness sessions to strengthen engagement and collaboration. Additionally, we finalised our responsible sourcing target operating model incorporating ESG KPIs into procurement and contracting systems.
These steps aligned our supply chain with e&’s sustainability objectives while reinforcing our leadership in sustainable procurement. We partnered with strategic suppliers to support their climate transition plans, using digital tools like EcoVadis to assess ESG risks, gather emissions data, and identify opportunities for footprint reduction.
Project Life not only supports the UAE’s national sustainability goals but also accelerates e& ’s climate neutrality ambitions, embedding robust ESG practices across our procurement value chain. As the first initiative of its kind in the Middle East sector, it positions e& as a regional leader in sustainable business practices.
Phase 2, now underway, focuses on scaling these efforts by leveraging digital tools and data-driven insights to make sustainability measurable, actionable, and embedded across our entire supplier base.”
CPOstrategy: That’s ambitious. And it’s not just the UAE – it’s across your global footprint, right? How complex is that rollout?
Saeed: “Exactly. We operate in 38 markets, each with its own regulations, technology infrastructures, and supplier capabilities. That adds a layer of complexity.
Being based in the UAE, we draw on its advanced approach to apply best practices with other OPCOs. For instance, when vendors lack established ESG frameworks, we provide training, guidelines, and templates to help them align with our standards.
Of course, conditions vary across regions, so a one-size-fits-all approach isn’t realistic. Instead, we focus on harmonising standards in ways that can be adapted to local contexts achieving consistency where it matters most, while allowing flexibility to address unique market needs.”
CPOstrategy: This has to be done in cooperation with suppliers. How are you getting them on board to cut emissions?
Saeed: “Collaboration is everything. We are working closely with around 50 strategic vendors, our largest emitters, to co-develop low-carbon solutions. This includes conducting annual supplier ESG audits and hosting joint workshops on topics such as circular economy practices.
This isn’t about policing, it’s about partnership. With one major equipment supplier, for example, we piloted a refurbish-and-reuse model that significantly reduces waste and emissions.
In 2024, we conducted a detailed review of our Scope 3 emissions reporting, focusing on improving data quality and refining our calculation methods. This year, we are taking it further engaging directly with suppliers strengthening internal processes and controls and exploring advanced tools for emissions management to ensure greater accuracy.
As e& continues to expand into new markets and acquire new businesses, we are embedding ESG considerations into our mergers and acquisitions due diligence. We have begun mapping out the necessary steps and started discussions with investee companies to share e&’s climate targets and understand their transition plans.
On the energy side, we are increasing the share of renewable electricity sourced directly from Independent Power Producers (IPPs). For instance, we piloted projects allowing developers to install and operate solar systems on our rooftops and car parks. To scale this, we are exploring larger contracts where IPPs can supply power through public grids.
For this to succeed, regulatory frameworks need to define how IPPs, grid operators, and electricity consumers interact including fee structures. In many of our markets, these frameworks are still emerging. Establishing effective market mechanisms will not only attract private investment but also reduce reliance on imported fossil fuels benefiting businesses, communities, and local economies alike.”
CPOstrategy: That leads us nicely into culture. Leading the procurement function, how have you worked on transitioning teams to prioritise sustainability?
Saeed: “It starts with education. We launched ESG training and cultural transformation programs for end users, suppliers, category managers, and senior leadership. We also embedded sustainability KPIs into performance reviews and rolled out cross-functional awareness campaigns. People truly engage when they see that sustainability is directly linked to their growth and performance.
We also brought in external experts to lead workshops, and it made a significant impact to have leaders from COP28 share insights directly with our teams.
Our October 2024 acquisition of PPF marked a major milestone in transforming the telecom landscape in Central and Eastern Europe. It expanded e&’s footprint and operational complexity, reinforcing the importance of embedding sustainability into both our core business and M&A strategy.
Looking ahead, e& is focused on strengthening emissions data, accelerating supply chain decarbonisation, advancing responsible procurement, and enhancing governance frameworks ensuring that new acquisitions fully align with our climate and ESG targets.”
CPOstrategy: Let’s talk technology. How is AI being used to achieve these goals?
Saeed: “Our AI-powered procurement engine is a core enabler of e&’s sustainability agenda and digital transformation strategy, driving measurable outcomes in carbon reduction, operational efficiency, and customer value creation. It processes supplier data, identifies ESG risks and automates compliance checks.
We’re also using machine learning to predict energy demand in telecom networks and data centers, reducing consumption by optimising load distribution and cooling. AI-driven algorithms decide when to switch to renewable energy sources to minimise carbon intensity.
Smart supplier evaluation tools assess ESG performance, carbon footprint and compliance risks, while AI-driven predictive analytics build on those insights to ensure cost efficiency, supply continuity, and greener procurement decisions.”
CPOstrategy: And what about generative or agentic AI – is that on the cards for you?
Saeed: “We are piloting generative AI to automate supplier risk reports and regulatory documentation and leveraging agentic AI to optimiSe energy use across our infrastructure and logistics.
The potential is massive whether in emissions modeling or dynamic tracking of supplier performance, these tools will dramatically accelerate what we can achieve.
This year, e& Procurement is deploying GenAI and Agentic AI with eight intelligent agents covering supplier onboarding, end-to-end sourcing cycles, and post-award contract management. This makes e& one of the first technology companies globally to integrate such advanced capabilities across the entire sourcing lifecycle.
Key outcomes include:
• 15–20% faster sourcing cycles for quicker decision-making
• 25% reduction in supplier onboarding time
• 10x faster contract authoring and streamlined RFx evaluations
• Smarter negotiations driving cost avoidance
• Enhanced visibility into carbon footprints, reinforcing our commitment to sustainability and innovation.”
CPOstrategy: What are the main challenges you’re dealing with today?
Saeed: “One of the biggest challenges is the quality of supplier data. Without accurate and standardised information, it’s difficult to track progress meaningfully or make informed decisions.
Additionally, regulatory requirements are evolving rapidly, which means we need to constantly adapt our processes to remain compliant.
Finally, investing in upskilling suppliers, especially in developing markets, is resource-intensive, but we see it as a critical investment in building long-term resilience and sustainability across our supply chain.”
CPOstrategy: In the face of those barriers, how confident are you that you’ll hit your 2030 targets?
Saeed: “Very confident. We have a clear roadmap, strong leadership support, and the right technology stack in place. Most importantly, our suppliers are actively engaged and collaborating with us.
Phase 1 was about establishing a solid foundation; Phase 2 is about executing at scale. The momentum is strong, and we are ready to deliver.”
CPOstrategy: Last but not least, what do you have to say to industry peers who are watching your progress?
Saeed: “Procurement is no longer just about cost, it’s about value creation. The business landscape is changing rapidly, and there’s no option to isolate or “black box” ESG and digital transformation; they are integral to the future.
For us, responsible sourcing is a competitive advantage that drives innovation and resilience while contributing to both national and global sustainability targets. It’s an exhilarating time to be at the forefront of this transformation.”