Houda Farhat

Partnering with the CEO and Board on enterprise value creation, long-term business planning, and capital structure strategy, with a focus on profitability expansion, unit economics, and disciplined capital allocation across aviation services. Leading the finance and procurement transformation into a standalone portfolio company, establishing governance frameworks including delegation authorities, internal control standards, financial policies, and Board-level reporting structures. Delivering an integrated financial performance and planning architecture to support strategic decision-making, capital allocation, and portfolio oversight. Strengthening procurement governance and commercial discipline through structured sourcing frameworks, contract financial controls, and enterprise spend governance. Leading group consolidation and integration activities, including entity structuring, financial integration, and alignment with portfolio governance standards. Driving revenue assurance and billing completeness frameworks to protect top-line integrity and shareholder value. Designing enterprise performance management and data governance frameworks for management and Board reporting aligned with institutional investor expectations.

Leading financial planning, forecasting, and performance management across ADQ’s aviation services portfolio: Etihad airport services ground and cargo, Etihad secure logistics, Munawala, Etihad Engineering, GAL, AMMROC and Etihad Training and GCAS. Partnering with leadership to drive insights, support transformation, and enable strategic decision-making.

Supported on value creation from internal resources while keeping the focus on building inhouse capabilities. Successfully supported Injazat geographic expansion: JVs & M&A from business plan preparation up to new Co creation. Maximized company’s performance through definition of strategic initiatives supporting the achievements of the company goals; identified opportunities, M&A assessment options.

Built the strategic department and recruited the strategic FP&A team members. Enhanced the FP&A rhythm to support the new G42 shareholders needs.

Created measurable and SMART value-drivers and developed objectives and initiatives to support these value-drivers. Provided forward-thinking directions in line with the market, industry and COVID challenges. Drove the preparation of ownership Exit to Dulsco, success and completion

Played a critical role in boosting the bottom line, supporting the top line growth, and putting the company in position to accommodate the new shareholder vision and geographic expansion.

Drove the Planning and budgeting activities, financial analysis (new markets, new JV's, support on the strategic Go/No go decisions, etc.). 5 year Strategy Plan preparation and coordinated the input of the management members.

• Technical Accounting, consolidation, business combinations, revenue recognition and leases. • Audit/Assurance (IFRS & US GAAP) • Gained expertise in best practice governance, accounting and best in class internal control processes. From External audit, promoted to join the PwC risk management team to manage tools and governance that can support the business, developed regional and strategic responses to mitigate them and maintain PwC Brand standards.