In the fast-changing business world of today, the most effective leaders are those who combine strategic vision with a strong people focus. Sameh Ghattas embodies this combination through a leadership path guided by deliberate mentorship and a rich background of experience in some of the world’s most vibrant organizations in the FMCG and retail industries—Nestlé, Reckitt Benckiser, GSK, Chalhoub Group and Ismail Industries LLC.
Instead of one defining point, Ghattas’s rise has been characterized by a steady drive for roles in which he could shape results, develop talent, and drive strategic change in diverse markets and cross-functional groups. Throughout, powerful mentors urged him to consider beyond personal achievement and look to greater organizational victory and team growth.
From the Nestlé disciplined innovation culture, to Reckitt’s high-performance speed, to surviving in rigorous regulatory climates at GSK, and ultimately to driving within the rapid-fire luxury retail environment at Chalhoub, every chapter has honed his conviction that leadership is not merely a management function—it is a vision-based, accountability-driven, people empowering discipline.
Early Foundations: The Seeds of Leadership
The Influence of Mentorship and Experience
Ghattas’s journey to leadership was not linear or coincidental. Instead, it was defined by a conscious taking of advantage of opportunities to make a difference, build talent, and propel strategic initiatives. Early on, Ghattas was attracted to positions that provided the opportunity to make an impact-not only in business outcomes, but in people’s lives. He attributes deliberate mentoring as an instrumental driver of his growth. Experienced leaders pushed him to look beyond his personal contributions and to gauge success in terms of team performance and organizational contribution. These foundational experiences gave Ghattas the confidence that leadership is not an outcome of management but a profession in itself with origins in vision, responsibility, and the persistent cultivation of other individuals. Throughout the years, he came to appreciate that the most lasting difference one can leave in the lives of others stems not from tasks undertaken, but from leaders empowered.
Leadership Philosophy: Servant Leadership as a Strategic Imperative
Building Trust Through Authenticity
Center to Ghattas’s leadership philosophy is the concept of servant leadership-supporting the growth, well-being, and success of those he works with above everything else. He has a strong passion for creating more leaders, not followers, by enabling people to take charge, grow their capabilities, and lead within their own circles of influence.
Ghattas is convinced that authenticity underpins trust and transparency. He sets the tone himself, creating a culture where open communication and frank feedback are not only promoted but also ingrained. His team members are encouraged to voice their opinions, contribute their ideas, and challenge constructively on the assurance that their voices will be heard and appreciated.
Shaping a High-Performance Culture
Comprehending the potent influence of organizational culture on performance and morale, Ghattas takes an active role in stamping out unhealthy subcultures that could stifle collaboration or participation. He tackles problems at their inception, instilling the behaviors he requires from others and establishing a tone of mutual respect and accountability. By dismantling silos and fostering cross-functional team collaboration, he ensures his teams are aligned and working toward common objectives.
This method builds a robust, active, and high-achieving team culture in which people are driven to perform both individually and as a group. The outcome is an organization that is not just operationally excellent but also psychologically safe-a place where individuals are encouraged to innovate, experiment, and develop.
Strategic Leadership in Uncertain Times
Crisis Management: Navigating Hyperinflation in Egypt
Perhaps the toughest chapter in Ghattas’s career came while he was General Manager for Chalhoub Egypt, during a period when the country experienced hyperinflation and stringent import restrictions. The external environment was highly uncertain, and morale within the team was naturally dented by fears regarding business continuity and employment security.
Ghattas’s response was to focus on what he could control—investing in people and preparing for the future. He initiated targeted learning and development programs to reassure the team of their worth and to create capabilities that would be critical once conditions improved. Concurrently, he made strategic commercial adjustments to trade margins and credit terms, setting the business up for long-term rebound against historic lows in stock levels and substantial revenue pressures.
The outcome was stunning. Not only had the team protected the business, but they had also recorded the highest bottom-line profit of the year. Perhaps more importantly, Ghattas and his team set a solid strategic foundation for long-term success when market conditions returned to normal-a testament to the power of resilient, people-centric leadership under pressure.
The 70/30 Leadership Principle
Ghattas’s leadership style is defined by a dynamic balance between short-term execution and long-term vision encapsulated in his 70/30 principle. Roughly 70% of his attention is dedicated to addressing immediate organizational needs, providing operational stability and credibility. The other 30%-which curves according to the business environment-is spent on strategic thinking, innovation, and horizon scanning.
This agile system allows Ghattas to lead with agility and foresight, linking day-to-day decisions with a compelling vision for the organization. During crisis situations, short-term emphasis may increase, but during more settled times, he directs more attention toward searching for growth prospects and spending on innovation. The trick is the clear and compelling vision as a strategic compass, making sure that the instant decisions are always aligned with long-term aspirations.
The Human Element: Emotional Intelligence and Empathy
Emotional Intelligence as a Differentiator
In today’s business environment-marked by rapid digital transformation and the rise of artificial intelligence-Ghattas asserts that emotional intelligence is what truly distinguishes impactful leaders. While technology can automate processes and analyze data, it cannot replicate the nuances of human emotion, behavior, or connection. Understanding people, managing relationships, and adapting to evolving dynamics are, in his view, deeply human capabilities that remain at the core of effective leadership.
Trust as the Nucleus of Leadership
For Ghattas, trust is the center of leadership. Trust is something without which there can be no loyalty, risk-taking, or discretionary effort from the team. He takes care to build trust by being genuine, consistent, fair, and honest. Acknowledgment comes publicly, corrections privately, and shared triumphs with humility. This serves not only to drive performance but also to create a sense of belonging and commitment.
Empathy in Decision-Making
Empathy is not a soft skill for Ghattas-it is a strategic ability. By seeing the world from other people’s eyes, he can make more informed and inclusive decisions that take into account both human and business consequences.
Whether leading through organizational change, resolving conflict, or improving performance, empathy enables him to anticipate response, build trust, and gain commitment rather than compliance.
Most significantly, he merges empathy with detachment, making sure that emotional processes are taken into consideration without ignoring the larger landscape.
Innovation and Independent Thinking
Encouraging a Culture of Curiosity
Ghattas is a firm believer in innovation, understanding that it is critical to organizational resilience and development. He generates an “urge for innovation” by promoting a culture that encourages curiosity, ongoing improvement, and measured “Trust is the nucleus of leadership; without trust, there is no loyalty, no risk-taking, no extra effort from the team.” risk-taking. Team members are motivated to challenge the status quo, exchange new ideas, and test without fear of failure.
Balancing Autonomy and Alignment
To facilitate autonomous thinking, Ghattas makes sure that people are free to own their projects. There are clear expectations, resources, and time to explore, but alignment with fundamental mission and values is sustained through frequent check-ins and joint planning. This equilibrium helps teams remain mission-focused but constantly renew themselves through new ideas.
Continuous Development and Strategic Agility
Lifelong Learning and Adaptation
Ghattas strives to develop continually, both professionally and for his teams. Structured learning-through executive education, strategic literature, and thought leadership-are brought into his normal practice to lead the macroeconomic, technological, and generational changes. Cross-generational interactions, particularly with Gen Z and future leaders, are top priority, which facilitates co-creation of solutions ready for the future.
Micro-Adaptation as a Leadership Habit
Looking at each day as a chance for micro-adjustment, Ghattas attempts to improve one insight or behavior per time. This incremental improvement practice of his ensures that his leadership remains change-responsive, change-relevant, and change-resilient.
Conflict Resolution and Collaboration
Strategic Approach to Conflict
Ghattas deals with conflict using open, transparent communication and strategic acumen. He focuses on platforms of straight talk based on facts and mutual goals to obtain sustainable, win-win solutions. Not every conflict is negotiated as a “must-win” war; rather, he assesses which matters warrant confrontation and which should be solved through compromise.
Institutionalizing Collaboration
Authentic collaboration, for Ghattas, begins with a shared vision and a “we, not me” mentality. He deals with the underlying causes of tension-be they operational misalignments or cultural differences-and establishes platforms for transparent communication. Structural interventions like job rotation and cross-functional projects are followed by team building interventions that emphasize building trust and psychological safety. This integrated approach turns collaboration from an operational problem to a strategic enabler.
Mentorship and Legacy
Investing in Emerging Leaders
Ghattas enjoys mentoring future generations of leaders, especially those entering strategic or cross-functional roles. He spends time with high-potential employees and up-and-coming talent, teaching them about self-awareness, grit, and meaningful leadership.
The Legacy of Empowerment
His mission as a mentor goes beyond teaching technical skills or models. He wishes to instill a state of mind of “leading with purpose,” teaching mentees to accept failure as the cost of expansion and to act with integrity even when it is not the most convenient route. For Ghattas, leadership is all about effect and service-the type that multiplies whenever individuals are enabled.
Personal Resilience and Grounding
Rituals of Emotional Balance
Remaining centered under pressure is vital to Ghattas’s leadership. He turns to personal rituals like exercise, motorcycle rides, and music to disengage from pressure and renew mentally. Self-talk and contemplation, built on past experience, reinforce sense and resilience.
Crisis Leadership by Example
This personal foundation directly affects how he performs under pressure. By staying calm and stable, he establishes psychological safety for his people and establishes a tone for rational decision-making. Stability at the top, in his view, creates confidence in the organization as a whole.
Defining Success and Organizational Impact
Success as a Mindset
For Ghattas, success is not a fixed rank or job title but a state of mind and an approach to living. It is not judged by the achievement of organizational success alone but by the growth, interest, and well-being of his teams. He sees his role as a leader as one of stewardship-leading both the business and its people to their highest potential.
The Ripple Effect of Leadership
The effects of Ghattas’s leadership go beyond short-term business outcomes. By building a trusting, innovative, and collaborative culture, he creates a ripple effect that raises performance, engagement, and loyalty throughout the organization. His legacy is one of empowerment, fortitude, and long-term success.
Case Studies in Leadership: Stories of Impact
Turning Around a Struggling Team Member
One especially moving example of Ghattas’s career involved a paralyzed team member who was crippled by self-doubt and fear of failure, brought on by a poisonous work environment and abusive comments from past management. Instead of taking the suggestion to fire this employee, Ghattas stepped in, providing a fresh start and a step-by-step route to healing.
By public acclaim, incremental challenges, and steady backing, the team member not only regained confidence but ultimately flourished-leading one of the company’s largest global brands. This tale highlights Ghattas’s conviction that leadership is about believing in people before they believe in themselves and setting up the conditions for them to flourish.
Building Cross-Functional Bridges
Ghattas has also been successful in developing cross-functional collaboration. Through job rotation, giving mixed teams special projects, and encouraging open communication, he has dissolved silos and created bridges between departments. These have not only enhanced operational effectiveness but also increased empathy, mutual understanding, and shared ownership of organizational objectives.
Navigating Market Disruption
In times of market upheaval, Ghattas’s skill to strike a balance between short-term action and long-term perspective has been invaluable. When confronted with supply chain disturbances, regulatory upheavals, or competitive challenges, he has shown an aptitude for uniting teams with a common vision, sustaining morale, and guiding the organization toward enduring expansion.
The Future of Leadership: Ghattas’s Vision
Embracing Digital Transformation
Ghattas acknowledges that leadership in the future will be defined by digital disruption, automation, and the emergence of artificial intelligence. He is determined to harness technology not as a substitute for human ability, but as a facilitator of increased creativity, connection, and impact.
Leading Across Generations
With a multi-generational workforce, Ghattas values the learning and leveraging of different ideas. He consciously connects with Gen Z and next-generation talent to understand their world and co-design solutions that resonate with all age groups.
Sustainability and Social Responsibility
Looking forward, Ghattas feels that leaders should adopt sustainability and social responsibility as fundamental aspects of business strategy. He promotes practices that reconcile profitability with purpose so that organizations are able to positively impact society and the environment.
Leadership for a Transformative Era
Ghattas’s path is a testament to the long-lasting power of people driven leadership in a time of disruption and uncertainty. His combination of strategic thinking, emotional intelligence, and servant leadership has allowed him to guide through crises, spur innovation, and build high-performing teams.
Most importantly, his dedication to mentoring and ongoing development ensures that his legacy will continue to be felt for years to come, impacting not just the organizations he serves but also the wider business landscape of leadership.
In a starved world for genuine, adaptive, and visionary leaders, Ghattas is an inspiration-reminding us that leadership is not as much about power as it is about service, influence, and the unwavering drive towards collective progress. His tale is not one of individual success, but of collective triumph, empowerment, and building a legacy that will last.
The Crucible of Adversity
One of the defining moments in the life of Ghattas took place during his university years. Flunking a year at college was a jarring blow-not because he lacked ability, but because of a cycle of coasting. This experience served as a sharp wake-up call, inspiring him to drop complacency and make a commitment to bringing his A-game to every challenge. The moral of the story was evident: failure and discomfort are oftentimes the best teachers, and real development starts when one ceases to take shortcuts. This attitude adjustment acted as a foundation of Ghattas’s leadership philosophy, driving his resilience and informing his servant leadership style.