Ridha Abdelmoula is a veteran finance and operations executive with over three decades of experience at Tunisia’s leading bank, BIAT. As Head of the Logistics Division, he oversees procurement, IT maintenance and support, general services, physical and electronic security, and supply chain management. His leadership has been instrumental in optimizing operational efficiency, automating productivity measurement, and leading digital transformation within the banking sector.
In addition to his executive responsibilities, Ridha serves as President of the COGEREF Association, a professional body dedicated to corporate governance and financial leadership and affiliated with the International CFO Alliance (ICFOA). He also serves as a Board Member of ICFOA. His career reflects a deep commitment to strategic planning, Lean Six Sigma process improvement, and the integration of emerging technologies to modernize financial and operational systems.
Ridha brings international consulting experience through his work at Biat Consulting, where he led operational efficiency missions in African banks, including BNM in Mauritania, Bridge Bank in Côte d’Ivoire, and BANCOBU in Burundi. He is recognized as an expert in productivity measurement and developed an automated tool for measuring performance that has been successfully implemented across institutions.
What inspired you to pursue a career in finance or business leadership?
The finance function holds a strategic position within a company. It is not limited to managing numbers or keeping accounts. It is a true engine of corporate strategy because it informs and guides major decisions, especially when it comes to optimal resource allocation and performance management.
Who has been your biggest influence or mentor, and what did you learn from them?
My greatest influence was my former supervisor during my first internship in corporate finance. He gave me much more than technical skills. He taught me to ask the right questions before looking for answers, and above all, to stay disciplined and efficient. He also encouraged me to step outside my comfort zone, take initiative, and see every challenge as a learning opportunity.
What is one life lesson or philosophy you live by, whether in work or life?
A constant desire to understand, improve, and give meaning to what I do. I also deeply believe in the value of integrity, loyalty, gratitude, collaboration, and positive impact.
What’s a book, quote, or concept that changed how you think?
A well-known proverb often attributed to Confucius: “Give a man a fish, and you feed him for a day. Teach him to fish, and you feed him for a lifetime.”
Outside of finance, what are your hobbies or interests that people might not expect?
Outside of finance, I enjoy more hands-on activities like sports, especially football and hiking, which help me refocus and maintain a good balance between my professional and personal life.
Please briefly describe your current role and responsibilities in your organisation.
I am Head of the Logistics Division at the leading bank in Tunisia. My responsibilities include procurement, general services, maintenance and IT support, and physical and electronic security.
What are some milestones or achievements in your career that you are particularly proud of?
I have led several high-impact projects for the bank. These include productivity measurement and resource optimization, reorganization and modernization of the branch network, operational efficiency, restructuring of the procurement function, and supply chain management.
What professional designation(s) or qualifications do you hold, and which one challenged you most?
I hold a Master’s degree from the Institut Technique de Banque (ITB) at CNAM Paris. The biggest challenge was balancing these demanding studies with my professional commitments. But this experience also taught me how to organize better, prioritize more effectively, and stay focused on my long-term goals.
If you could give one piece of advice to a young finance professional starting out today, what would it be?
Cultivate your integrity. In finance, trust is just as valuable as technical skills.
Why did you get involved with ICFOA?
My goal is to encourage dialogue between different regions of the world, promote a more inclusive, sustainable, and innovative approach to finance, and help make ICFOA a leading network for CFOs regardless of their context or sector.
Being a board member is also an opportunity to put my experience at the service of an international community, support practical initiatives, and contribute to building a forward-looking approach to corporate finance.
What do you hope ICFOA will accomplish in the next five years?
Over the next five years, I hope ICFOA will become a globally recognized player in transforming the finance function, with a focus on three major areas:
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Innovation and digitalization: Supporting finance professionals in adopting new technologies such as AI, automation, and data analytics to strengthen their strategic role in organizations.
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Talent development: Offering training, mentorship, and certification programs to prepare future financial leaders for the challenges of an ever-evolving environment.
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Societal and sustainable impact: Promoting responsible, ethical finance that addresses ESG (environmental, social, and governance) priorities, and helping businesses integrate these dimensions into their strategies.
I also hope ICFOA will continue to unite a dynamic international community where experience sharing, cross-sector collaboration, and collective intelligence are at the heart of its mission.
What role do you believe CFOs should play in solving global challenges such as climate, inequality, and digitalisation?
The CFO of tomorrow must combine economic performance with social responsibility by placing finance at the service of a more sustainable future.
On climate and sustainability (ESG):
CFOs must integrate environmental, social, and governance criteria into financial decision-making.
They can lead green finance by directing investment toward low-carbon projects.
They also play a key role in ensuring transparency in non-financial reporting and measuring environmental impact.
On inequality and inclusion:
As resource managers, CFOs can promote fair wage policies, support diversity in recruitment, and encourage responsible procurement practices.
They can also ensure that financial decisions do not widen social gaps but contribute to inclusive growth.
On digitalization and innovation:
CFOs must support their organization’s digital transformation by evaluating tech investments and tracking value creation.
They can also use data and artificial intelligence to enhance decision-making, forecasting, and risk management.
How do you see ICFOA bridging the gap between Global North and Global South CFOs?
To bridge the gap between CFOs in the North and the South, several approaches can be implemented:
Equal access to training and certification
Provide accessible, online, and multilingual training programs tailored to the economic and technological realities of countries in the Global South.
Offer scholarships or differentiated pricing for certifications and events so that no talent is excluded for financial reasons.
Sharing best practices and expertise
Create mixed practice communities where CFOs from the North and South can exchange on their respective challenges, innovations, and solutions.
Showcase local success stories from the South, which are often innovative and resilient, to inspire other regions.
Mentorship and support
Implement cross-mentorship programs where experienced CFOs support emerging professionals, promoting skill transfer and co-development.
Improved digital infrastructure
Support access to digital tools and collaborative platforms to ensure CFOs from the South can fully engage in global discussions.
What is one idea, project, or initiative you would like to see ICFOA launch?
I would like to see ICFOA launch an initiative called “Global CFO Exchange,” an international collaborative platform dedicated to CFOs from all backgrounds, including large companies, SMEs, and both developed and emerging countries.
The goal of this initiative would be to:
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Encourage the sharing of real-world experiences through case studies, testimonials, and interactive workshops
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Create North-South mentorship pairs to promote skill transfer and mutual understanding of economic realities
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Launch innovation challenges on themes such as sustainable finance, digitalization, and economic inclusion, with awards and international visibility
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Publish an annual report called “Finance for Impact” to highlight best practices from CFOs tackling major global challenges like climate change, inequality, and digital transformation
This project would strengthen ICFOA’s role as a catalyst for transformation and a bridge between financial cultures while highlighting the collective intelligence of its members.
Coffee or tea?
Coffee
Excel or PowerPoint?
PowerPoint
Books or podcasts?
Podcasts
Early bird or night owl?
Early bird
If you weren’t in finance, what would you be doing?
Agricultural engineering