60 seconds with Kamel Abouchacra

This week sees our 60 seconds feature going Global. I spoke with our current Global COO Kamel Abouchacra about his career with Crowe to date and the challenges the past few months have posed. We also discussed the exciting time ahead, as he transitions in to his new role of Crowe Global EMEA , Regional Director - taking over from Bernard Delomenie who will be retiring from this role after 14 years.

3 facts about Kamel....

• I love to travel ?? and meet people from differing backgrounds and cultures. 
• I cherish “me time” with my 15-year old son and 7-year old daughter and being childish with them.
• I have lived in three countries for extended periods of time. Lebanon, my birth country, the US my adopted country and England, where I completed my bachelors degree. 

Tell us a little more about your career with Crowe to date….

I started with Crowe right after graduating from university. My first stint was an internship in Lebanon in between my bachelors and master’s degree for a few months as a staff auditor. After completing graduate school, I started working for the US member of Crowe in the Chicago area as a staff auditor. After several years, I moved back to Lebanon and became a line partner heading up the advisory practice of the firm. In parallel, I also was acting regional director of the Middle East on a part-time basis. In 2007, my late wife and I made the decision to move back to the US and settled in New York. At the time the network was undergoing a leadership change and I was presented with the opportunity to work at Crowe Global as Associate Accounting and Audit Director. After three years, I turned the page to a new chapter and became Chief Operations Officer of the network. In a few days, I will turn the page yet again and begin a new role as Regional Director of Europe, Middle East and Africa (EMEA). All in all, I consider myself as a Crowe ‘lifer’ and have been very lucky to work with so many great leaders. Looking back, I would do it again in a heartbeat. 

 You’re moving in to a new role as the Regional Director, EMEA, taking over from Bernard Delomenie, how is this transition going?

 Bernard and I had meticulously worked on a transition plan since November of 2019. The main focus was on three components, handing over key relationships, getting a handle on all the critical issues within the region and transferring most of the intellectual knowledge that Bernard had accumulated over the years. Much like the rest of the world our plan was disrupted by the ongoing COVID-19 pandemic. We had to quickly get creative and devise a plan to counter the fact that we are not able to visit members in-person; which is a critical part of the job. Thanks to technology, we believe we faired quite well under the circumstances. It gave us the opportunity to connect more frequently and to focus our efforts to support our members, the network and one another. 

 On a personal note, what started as a casual introduction in 2005 in Hong Kong, my relationship with Bernard has morphed over the years into one that I would categorize as: colleague, mentor and more importantly a real friend! I pick- up the reigns from Bernard feeling the burden and pressure to continue his legacy. He has been instrumental in the development of the network in Europe, Middle East and Africa. I will miss his big picture ideas and views, level headedness and calm composure. The support he has provided to me personally and professionally has been innumerable. 

Being so focused on the strategic development of Crowe Global, can you explain how the current global crisis has influenced this and how you have adapted your approach around this?

 One of the biggest challenges of the current pandemic has been managing through uncertainty while not losing sight of our strategic imperatives. For a network and role that depends heavily on face-to-face interactions with our stakeholders, we had to reimagine and think of new ways to repurpose and reposition our role as a network and how we drive value. I believe that the infrastructure that we built over the years has served us to become more virtual, more adaptable and more agile. In the current pandemic, I believe these are key factors to manage through and come out on top. What has been gratifying is the level of engagement from all our members and the support that we are providing to one another.

 What do you see as the key priorities over the coming 12 months ?

As a mix of professional and personal priorities I would focus on the following:

• Providing our members with value in the current and post pandemic environment
• Staying focused, positive and keeping our people engaged with all the glum that surrounds us
• Being a better father for my kids to support them through the current situation 

 How do you define success?

In a COVID-19 world, I think success will depend on how viable we are to our members and the value we can co-create with them to emerge on the other end of this, stronger, more adaptable and better prepared. On a personal note, to me it has always been about the journey and how you can create a better you and what mark you want to leave behind. 

 What 3 traits define you?

Honesty, humility and compassion. 

 What is your personal philosophy?

I am not sure if I would call it a personal philosophy but one of the quotes that has influenced me over the years is by Mahatma Ghandhi: “Live as if you were to die tomorrow. Learn as if you were to live forever.” This sums up a big part of me. My interpretation of is to always be open, be curious and be in the moment. 

 What is your favourite thing about working for Crowe?

I can think of numerous events and special moments but by far my favourite thing is the people. I think it is what defines us as a network and it all stems from our values.

 What makes Crowe unique?

I firmly believe it is our culture. To be honest, it’s hard to articulate, but we do have a unique culture and it is evident by what we hear from our people and firms that join us all the time. It is part of our allure.