CASE STUDY
Group deployed over 1,100 AI use cases, a 152 % increase on the previous year, nearly doubling realised AI-driven value.
Engineering trust
The stand will take visitors through cloud blueprints, AI copilots in diagnostics and industrial systems, and financial rails fuelling SME growth. Healthcare partnerships, industrial automation and sovereign cybersecurity will be on display.
Fast deployment of AI has raised global questions about governance and ethics. Murshed insists that trust is not an afterthought but a prerequisite.“ If the system isn’ t explainable, secure and accountable – it shouldn’ t scale,” he stated.
An AI Academy will run on-site certification, reflecting Murshed’ s conviction that equipping leaders with fluency is as vital as deploying infrastructure.“ This is the moment where pilots become policy and innovation becomes infrastructure,” he said.
He broke this down into three layers. First, secure foundations: sovereign clouds developed with partners such as AWS and Microsoft that provide cyber-resilience as well as compliance. Second, explainable AI: platforms designed with transparency, auditability and governance loops, able to withstand regulatory inspection.
“ Our AI platforms aren’ t black boxes – they’ re designed to pass inspection, by regulators and humans alike,” Murshed said. And third, human-centric innovation: training programmes with partners such as Emeritus and AI copilots that support, rather than replace, human decision-makers.
“ At e & enterprise, we are engineering trust into systems that power courts, hospitals, call centres and capital markets because transformation without trust is noise. But transformation with trust? That’ s nation-scale momentum.”
From pilots to policy
Trade shows often dazzle with prototypes and proofs of concept. At GITEX 2025, e & enterprise aims to take its innovation to the next level.“ We’ re not showcasing tools. We’ re showcasing foresight,” Murshed said. The firm is presenting what it calls proof-of-concept live deployments at a national scale rather than experiments in the lab.
From tools to outcomes
Murshed has changed his own approach.“ The biggest shift I’ ve made is moving from deploying technology to owning outcomes. So, we don’ t start with the tool; we start with the change our customer needs to see, then work backwards to the architecture, data and operating model that will deliver it.”
That shift has already taken form. Graduate programmes and the AI Academy are feeding practical talent pipelines into such projects. Moreover, the company also sees itself as a catalyst for innovation capacity. That includes initiatives to prepare boardrooms for an AI-first era through its Chief AI Officer programme, equipping C-level leaders with the mindset, strategy, and tools to lead AI transformation at scale.
Governance frameworks enforce compliance monitoring, bias detection and performance audits across AI models, turning oversight from a bureaucratic burden into an enabler of scale.
Misconceptions and ecosystems
The most common misconception about AI transformation, in Murshed’ s view, is that it is either a solo act or a binary choice between innovation and regulation.“ The misconception is that AI-led transformation is a solo act, or that you have to choose between innovation and regulation. In reality, the most meaningful AI is built in ecosystems where trust is a competitive edge,” he said.
The company’ s work with Egypt’ s credit bureau is one proof point. In less than a year, it delivered a system that was faster and more compliant than what had gone before.“ What we need are cooperative frameworks that let ideas cross-pollinate while staying aligned to ethics and security,” Murshed argued.“ The companies that bake ethical guardrails, transparency and governance into their AI strategy today will be the ones that scale tomorrow.”
A new role for the enterprise
By the time GITEX closes its doors in Dubai, Murshed hopes the conversation will have shifted. Enterprises are no longer just consumers of technology. They are becoming builders of national infrastructure. CEOs are no longer simply stewards of balance sheets. They are conductors of intelligence at scale.
“ The next chapter is orchestration,” Murshed concluded.“ AI woven into industry, powered by sovereign infrastructure, and decisive for national leadership.” x
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