Omar Abdennebi

I%27ve spent twenty years running technology in industrial groups, most recently as CIO of a Heineken subsidiary and before that as Regional IT Director at Air Liquide across more than twenty countries. Then I started my own firm, so I%27ve sat on both sides: the executive who spends the budget, and the founder who has to earn it.

What I bring to a board is translation. Most boards now face decisions about AI, data and technology investment where the real question isn%27t technical, it%27s commercial. What does this cost, what does it return, what breaks if we get it wrong. I%27ve made those calls with my own money and with other people%27s.

I%27m most useful to mid-sized industrial, manufacturing or consumer businesses expanding across borders, to companies going through a carve-out or post-acquisition integration, and to family groups professionalising their governance. Boards with strong operators but no one who can challenge a technology business case.