Mohamad Kaddaha - Most Inspiring CEOs 2025

Leader at a Glance

Driving manufacturing excellence and resilient industrial change, Mohamad Kaddaha blends technical precision with strategic vision, grounded in his PhD in mechanical engineering. He drives industrial innovation and operational excellence in aluminum manufacturing, advancing modern production systems. His expertise drives resilient growth, technological modernization, and long-term impact in the industrial sector.

Name: Mohamad Kaddaha
Designation: CEO
Company: Alumix Sal
Industry: Industrial Machinery Manufacturing
Country: Lebanon

Mohamad Kaddaha - Most Inspiring CEOs 2025

Mohamad Kaddaha – A Purpose-driven Leader Powered by Conviction

Industrial leadership is unforgiving. When decisions are wrong, machines stop, systems fracture, and confidence erodes long before numbers reflect the damage. In environments where abstraction has little value, leadership is measured by what holds under pressure.

This reality has shaped the professional journey of Mohamad Kaddaha, CEO of Alumix Sal. With a doctoral foundation in mechanical engineering and years spent across plant leadership, operations management, and international industrial projects, his work consistently bridges scientific rigour with production realities. From managing complex engineering systems in Lebanon to leading large-scale projects with ASTRUM Côte d’Ivoire, his focus has remained on transformation, efficiency, and resilience.

Today, as CEO of Alumix SAL, he leads a fully integrated aluminium manufacturing operation at a moment when industrial credibility itself is being tested. In an exclusive conversation with Portfolio, he discussed the journey, challenges, and the way forward.

How would you describe your leadership style, and how has it evolved over your career?

Leadership did not always mean the same thing to me. Early on, it was closely tied to results, speed, and problem-solving. That phase was necessary, but it was incomplete.

Over time, experience made one thing very clear. Results pass. What stays is how people think, decide, and behave when no one is guiding them. That realisation fundamentally changed how I look at leadership.

Today, authority matters far less than meaning, example, and responsibility. Leadership is not about directing people but about shaping judgment and values, especially in complex environments where clarity is rare. In moments of uncertainty, people do not look for instructions as much as they look for steadiness.

This is where my role now sits. Creating clarity when situations are unclear, offering confidence without false certainty, and serving as a reference point, particularly for younger team members who are still forming their professional identity.

Looking back, evolution feels natural. Leadership moved from execution to influence, from control to trust, and from personal achievement to building something that lasts beyond the individual.

What is the most challenging part of being a CEO, and how do you manage pressure and stress?

Being a CEO changes how uncertainty feels. Decisions are no longer only about outcomes; they carry emotional weight for others. Teams look to leadership not for certainty in every answer, but for reassurance that someone is steady when conditions are not.

Pressure becomes part of the responsibility. Over time, I learned that transferring stress downward creates fear, while absorbing it creates stability. Stress does not need to be hidden, but it must be handled with discipline so it does not shape the organisation’s mood or behaviour.

Past crises reinforced an important truth. The emotional tone of a leader eventually becomes the emotional tone of the organisation. Calm decision-making, especially during difficult moments, creates space for clarity and prevents reactionary thinking.

Another learning came with experience. Understanding the difference between what can be influenced and what must be accepted reduces unnecessary strain. That clarity allows energy to be directed where it truly matters.

Can you share some notable achievements and milestones that you’re still proud of?

Certain achievements stand out not because of scale, but because of what they require. Sustaining an industrial organisation with dignity, credibility, and continuity in an extremely difficult environment remains one of the most meaningful milestones.

During prolonged instability, production numbers and financial results mattered, but trust mattered more. Preserving confidence within teams and with external stakeholders demanded consistency, transparency, and resilience over time.

Another source of pride comes from developing young professionals and giving them responsibility earlier than expected. Watching individuals grow into confident decision-makers who carry their values forward offers a deeper sense of fulfilment than any single business outcome.

Achievements change with time. People shaped by leadership continue to make an impact long after milestones are forgotten.

“Leadership is not about removing uncertainty, but about carrying it so others can keep moving.”