High performer

The company emphasises its products are made locally, using recycled and biodegradable materials, and it donates a percentage of its revenue to child welfare, humanitarian aid and nature preservation initiatives. ‘TGM’s blend of stylish designs and commitment to sustainability resonates with consumers locally and globally,’ says Siddiqui, who also wants to make a positive impact on society. ‘You can measure success in ways that prioritise both performance and humanity.’

Sustainable growth

For the CFO, of course, performance matters hugely. To support long-term sustainable growth, Siddiqui is implementing robust financial governance structures and control practices at the business, which was set up as recently as 2020, to enhance the confidence of internal and external partners, investors and the wider community. Environmental, social and governance (ESG) criteria are being embedded into all financial strategies to reflect TGM’s purpose-driven ethos and proactively manage risk.

‘We need to be proactive to ensure that we remain agile in a rapidly evolving market,’ he says. TGM began as an e-commerce platform but now has several flagship stores in the UAE and beyond, although online still accounts for a significant share of sales. ‘Omnichannel acceleration is one of our key priorities,’ he says, which means connecting and integrating all sales channels and delivering a seamless personalised experience across all touchpoints.

Tech power

To underpin the omnichannel goal, Siddiqui is leveraging data and technology and championing the digital transformation of the finance function. He is introducing systems for enterprise resource planning and analytics with AI capabilities. ‘We are implementing scalable systems and automated workflows so we can double revenue without doubling headcount,’ he says.

Technology and data are also at the heart of his strategic decision-making. ‘I believe in utilising data, analytics and real-time metrics to guide every strategic decision. It gives me confidence that our forecasts and investments are backed by solid evidence, while we stay true to our core values.’

As CFO, Siddiqui leads strategic financial planning and analysis to guide decision-making and resource allocation and to drive capital raising initiatives to fund expansion. ‘To unlock new growth, we need to sustain the business scalability and expansion in the GCC region,’ he says. ‘Dubai’s business-friendly rules, low-tax regime, currency stability and location make it an appealing place to start and grow a business, but there are regional and sectoral challenges to be managed.’

The way up

None of these challenges is new to Siddiqui. ‘I spent over 15 years in Big Four roles,’ he says. At EY and Deloitte, he worked across the Middle East and North Africa, Europe and UK, progressing from audit and assurance to more complex advisory projects. In 2021 he left practice to become group head of financial control and transformation with UK-listed telco Spirent Communications. Within a year he was group CFO of UAE e-commerce platform Mumzworld.

‘I made the move to Dubai to tap into the UAE’s incredible energy and growth potential,’ says Siddiqui, who was educated and grew up professionally in the UK. ‘At Mumzworld I owned the end-to-end financial playbook, from strategic planning, budgeting and forecasting to revenue growth, cost optimisation and sustainability.’ He also led day-to day financial management, governance, risk management, tax planning and treasury, while securing and managing funding requirements.

‘Professional training, with its emphasis on strategic business leadership, governance and sustainability, has been particularly valuable in developing forward-looking financial strategies and driving long-term value for stakeholders worldwide,’ he says. His understanding of tax regimes proved particularly useful when corporate tax was introduced in the UAE, where there was little local exposure to tax, and he was able to support the board and his team.

Top team

Developing his high-performing TGM team is a priority. ‘Leading great teams is about coaching and empowering people, and creating a culture where everyone feels trusted to innovate and improve both personally and professionally.’ He is also passionate about mentoring the next wave of finance leaders in the UAE region. ‘I’m hosting and attending roundtables and workshops on data analytics, ESG reporting and AI-driven forecasting.’

These are essential skills for finance leaders. ‘We’ve evolved from backward-looking compliance to forward-looking strategic partnership,’ says Siddiqui, who sees the profession increasing its impact by pairing clear data insights with empathy and making smart decisions quickly. ‘The future CFO will be a data-driven architect and purpose champion, harnessing real-time analytics and AI-driven risk modelling, and weaving ESG into every decision.’