INTERVIEW with Youmna Abdelaal

Introduction and Background

WIDD: You’ve led digital transformation projects across different countries and industries. What has that global experience taught you about leadership and innovation?

Youmna: Working across different countries and industries has shown me that leadership and innovation aren't just about implementing the right tools or frameworks, they're about understanding people, building trust, and creating structure that supports progress.

Every environment is different. When I helped transfer and establish systems Requirements and configuration management practices at Alstom from Europe to the AMECA region, it wasn’t a simple copy-paste exercise. I had to adapt the approach to fit the local culture, build and train teams from the ground up, and earn their trust by being consistent and delivering results step by step. Small, quick wins were essential, they helped build confidence and showed that change could be positive and practical.

In the banking sector, the same principles applied. Rolling out IT process changes at CIB wasn’t just about designing workflows, it was about aligning with how people work and think and supporting them through the change. The ServiceNow implementation and ITIL-based process improvements were successful because we brought people along with us, involved them early, and showed clear value quickly.

Now in aerospace, working with international teams at Safran and global partners, I see again how structure, clear communication, and respect for different working styles are critical. You can have the most robust technical process in the world, but if people don’t feel heard or supported, it won’t stick.

At the end, what my global experience has taught me is that real innovation comes from structured processes, aligning with people’s cultures, and gaining their trust. When you create that foundation, you can drive impactful, lasting change no matter the industry or region.

WIDD: You’ve worked in aerospace, banking, and rail. What are some common challenges you’ve faced when leading tech change across such different sectors?

Youmna: Across all the sectors I’ve worked in, whether it’s aerospace, banking, or rail, the most common challenge has always been getting people to truly accept and adopt change. It’s not just about rolling out new tools or frameworks. It’s about helping people believe that the change is genuinely going to make their work better. In many cases, teams are already under pressure with day-to-day tasks, so asking them to shift how they work or learn something new can feel like an extra burden.

When I introduced new systems requirements and configuration management practices in the AMECA region at Alstom, the technical part was clear, but building processes took time. These processes were completely new to the signalling department, so people had to learn them from scratch. That meant spending time on training, ongoing support, and real-time feedback. People needed to see real results, before they saw the value and adopted the new ways of working.

In the banking sector at CIB, driving ITIL-based improvements and rolling out ServiceNow came with similar challenges. The workflows and structure we were introducing were meant to support performance and compliance, but people first had to see the connection to their daily work. By demonstrating faster resolution times, reduced manual effort, and better visibility, we were able to gain trust and move from resistance to engagement.

In aerospace, where I’m currently working with safety-critical software, the standards (like DO-178) are strict. The challenge isn’t just implementing the right tools, it’s helping diverse teams (engineering, development, QA, project managers) adapt those tools into their day-to-day workflows without slowing them down. Again, small improvements, visible wins, and open feedback loops helped ease the transition.

My main takeaway is that for any tech-driven change to succeed, it must be clear, consistent, and visibly beneficial to the people using it. Change must be communicated with empathy, backed by quick wins, and supported with training and feedback loops. Leaders need to stay close to the teams not just during the rollout, but afterward, as people adapt and grow into the new way of working.

WIDD: You specialise in aligning technology with business goals. How do you make sure both sides stay connected when working on large or complex projects?

Youmna: For me, aligning technology with business goals starts with clear communication and shared understanding from day one. Whether I'm working on rail signaling systems, IT processes in banking, or software in aerospace, I've learned that technical success means nothing if it doesn't serve the broader business outcome.

The first step is always to engage both sides early bringing business stakeholders into the technical planning and involving engineers in understanding the "why" behind the project. At Alstom, for example, I helped introduce new systems configuration and requirements management processes across the AMECA region. That meant translating business goals like improved delivery timelines and reduced rework into specific technical actions like reducing requirement change requests through structured processes and traceability.

In banking, when I rolled out the IT Service Catalogue and ServiceNow processes at CIB, I worked closely with business units to understand their pain points, things like slow request fulfillment or unclear service ownership. By turning those business concerns into ITSM design choices, we delivered something that solved problems, not just ticked boxes.

Now in aerospace, I serve a dual role as Software Configuration Manager and Product Owner. That gives me a direct link between business priorities and technical execution. I manage backlogs and constantly have visibility between what the business needs and what the engineering teams can deliver especially in a regulated environment like DO-178.

One thing I’ve found crucial in all these roles is ongoing alignment, not just at the start. Business needs evolve, and technical realities shift, so we must hold regular syncs between both sides, use clear documentation, and constantly revisit priorities. It’s also about building trust, when stakeholders see you’re listening, delivering value, and adjusting as needed, they stay engaged.

At the end of the day, our job is to make sure technology enables results not complexity, and that both sides are speaking the same language, even if their roles are different.

WIDD: As a woman in tech leadership, what challenges have you faced in your journey and how did you overcome them?

Youmna: As a woman in tech leadership, I have faced challenges that are common in traditionally male-dominated industries, such as the need to consistently prove my expertise and leadership capabilities in diverse, multicultural environments.

Working in fields like aerospace, rail transportation, and banking especially when I was new to industries like aerospace, I sometimes faced doubts or unconscious bias. This meant I had to not only do my job well but also earn people’s trust and respect over time.

One key challenge was leading complex transformation initiatives, such as transferring and implementing systems configuration management practices across regions (Europe to AMECA) and introducing new functions like Systems Safety Assurance in Cairo Metro projects. These required not only technical knowledge but strong stakeholder management and cultural awareness and the ability to build teams that could adopt standard processes. It was important to convince team members that these changes were truly for their benefit and would help improve their work.

WIDD: Who inspires you, whether from your industry or beyond, and why?

Youmna: I find inspiration in leaders who have great confidence and demonstrate the ability to drive positive change, especially those who break barriers in their fields. I’m motivated by people who show persistence and adaptability when facing challenges, whether in technology, social causes, or personal growth.

What truly stands out to me is the combination of confidence and empathy in leadership. These are qualities I actively strive to bring into my own career. For me, leadership means not only delivering strong results but also supporting and uplifting others, fostering collaboration and inclusivity in diverse environments.

WIDD: Is there a quote or idea that helps guide your decisions or leadership style?

Youmna: A quote that really guides my leadership style is: “Our greatest glory is not in never falling, but in rising every time we fall.” I truly believe that a good leader is one who rises after facing different challenges. This builds confidence and strength because they have seen many obstacles and pushed through them.

You don’t learn without failing not just once, but many times. A true leader learns and grows from every challenge they face. I have personally experienced this in my journey, and it has shaped how I lead with resilience today.

Another quote that strongly influences my leadership approach is: “Change is the law of life. And those who look only to the past or present are certain to miss the future.” I firmly believe that effective leadership requires confidence in navigating and driving change.

Throughout my career, particularly in roles involving digital transformation and process optimization across diverse industries, I have learned that leaders must embrace change proactively. Confidence is built by confronting challenges directly, making informed decisions, and guiding teams through periods of uncertainty with clarity and purpose.

This mindset has enabled me to lead complex initiatives successfully, fostering innovation and ensuring alignment across multicultural and cross-functional teams. Ultimately, I view confidence in leadership as the ability to adapt and steer change to achieve strategic objectives.

WIDD: What trends do you see shaping the future of digital transformation and IT leadership? What should other women in tech be paying attention to right now?

Youmna: The future of digital transformation and IT leadership is being shaped by several key trends that women in tech should pay close attention to.

First, the increasing integration of AI and automation across industries is fundamentally changing how we approach process optimization, decision-making, and customer experiences. Leaders who understand how to master these technologies responsibly will be at the forefront of innovation.

Second, the rise of agile and hybrid work models continues to redefine team collaboration and leadership styles. Embracing flexibility, fostering inclusive cultures, and leveraging digital tools to maintain strong communication are essential.

For women in tech, I recommend focusing on continuous learning, particularly in emerging technologies and leadership skills, and building strong networks for mentorship and support. Developing confidence in driving change and maintaining resilience will be critical in shaping not only successful careers but also more innovative and effective workplaces.

WIDD: Finally, what advice would you give to women who want to grow into strategic or leadership roles in digital and tech?

Youmna: My advice to women who want to grow into strategic or leadership roles in digital and tech is to be consistent and committed to your growth. Success doesn’t happen overnight, it comes from showing up every day, putting in the effort, and staying focused on your goals.

Continuous learning is also essential. Technology and leadership practices are always evolving, so staying curious and open to new knowledge will keep you ahead. Don’t be afraid to take on challenges or step out of your comfort zone, that’s where real growth happens.

Most importantly, believe in yourself and your abilities. Confidence grows over time, especially when combined with consistent effort and a willingness to learn.