HIKMET ABDELLA

Apr 10 , 2026.

Hikmet Abdella completed her secondary education in Stanford, Addis Abeba, and pursued higher studies at the University of Hull in the United Kingdom (UK). Now serving as Chief Executive Officer (CEO) of FSD, Hikmet led her family’s manufacturers’ representative firm, established in 1969, and steered its transformation after assuming leadership in 2007. Under her direction, the business expanded into branded kitchenware retail through "Mi-home" and ventured into real estate. She also served as director for clients and professional services at HST Consulting, where she focused on corporate social responsibility initiatives. She founded the local Association for Certified & Chartered Accountants (ACCA), contributing to the advancement of the accountancy profession, although she is a management professional by training.

Fortune: The finance sector remains a male preserve. How does it feel to be one of those recalibrating that balance as you climb?

Hikma Abdella: I do not see my journey as “recalibrating” the sector on my own. What matters to me is being part of a wider shift, one in which leadership becomes more inclusive and reflective of the society it serves. If I am remembered for anything, I would want it to be as a leader who tried her best, trusted her team, and enabled those around her to become the best they could be.

Q: Beyond the statistics, why do you think this industry has remained so stubbornly monochromatic for so long?

Part of it is structural. Financial systems have historically evolved in ways that excluded many groups. But part of it is also perception. Finance is often seen as rigid, technical and inaccessible. That perception alone can discourage entry. Changing this requires systemic reform and a deliberate effort to reshape how the sector presents itself.

Q: What are the unwritten constraints you have had to clear as a woman to secure your seat at the executive table?

Many of them are subtle. Being heard in rooms where your presence is not always expected, navigating assumptions about leadership styles, and at times having to demonstrate credibility more than once. Over time, you learn that clarity, consistency and results speak louder than expectations.

Q: Was there a sliding-doors moment, a specific turning point, that steered you toward the C-suite?

I would not point to a single moment. Rather, it has been a series of decisions, often stepping into unfamiliar or uncertain roles. Each of those choices gradually shaped the path.

Q: There is a pervasive myth that a career in finance requires mathematical skill. How much of that is reality, and how much is just branding?

Analytical thinking is important, but finance is not defined by mathematics alone. At its core, it is about people, their behaviours, decisions, and how systems respond to them. Reducing it to numbers alone limits the diversity of talent that the sector can attract.

Q: If you could sit down with your 20-year-old self, what is the one piece of non-career advice you would give her?

To trust the process more. Not everything needs to be fully mapped out.

Q: Whom do you credit most for the architecture of your success?

There have been many people along the way, mentors, colleagues and family, who have influenced my journey. It is the combination of those relationships that shapes you.

Q: When was the last time you saw another woman in action and thought, “I want to be like her”?

That happens often. It is less about wanting to be someone else and more about recognising different expressions of strong leadership.

Q: Did you ever visualise yourself in this position?

Not in a fixed sense. The journey unfolded over time, guided more by purpose than by a specific title.

Q: Beyond your professional achievements, what would you love to be known for?

As someone who made a positive difference in the lives of others, through leadership that trusted, supported and enabled people to grow.

Q: How do you effectively unplug and find your centre after a very busy day?

That is a difficult question for me, because I do not feel I unplug as often as I probably should. During the week, I usually spend time with family over dinner and catching up on world news afterwards. Weekends tend to be social, with time for friends, family or community. And when I can, I enjoy going to the spa.

Q: Which fashion trend from your youth do you look back on with the most regret? Would you let your children revive it?

I have never really followed fashion trends, then or now. I have always believed in wearing what is comfortable, as long as it suits the occasion. That said, my siblings still remind me that I once said I would never let my children wear jeans. Of course, they are all boys, and of course, they do. I personally have not worn one in over 30 years.

Q: What is your signature dish?

I have to admit I haven't been cooking for quite some time. It is something I would like to return to, perhaps in retirement.

Q: What is your armour, the one thing that makes you feel invincible in a boardroom?

A well-fitted jacket and a pair of heels. There is something about showing up in those that elevates your confidence and reinforces your sense of belonging in those spaces.

Q: What is one personal tradition you have kept over the years that might surprise your colleagues?

Perhaps not from childhood, but since I started my professional life, every three to four years, I take time away, two to three weeks alone for a retreat. It allows me to reset, reflect, and return with renewed energy that sustains me for years.

Q: Which book or film has most accurately captured the reality of your world?

My favourite film of all time is "It’s a Wonderful Life." There is a line from the film that has always stayed with me: “Each man’s life touches so many other lives. When he isn’t around, he leaves an awful hole, doesn’t he?” For me, that captures the essence of leadership. Every decision and action we take affects others, sometimes in ways we do not immediately see. That responsibility applies to everyone, but especially to those in leadership positions.

PUBLISHED ON Apr 10,2026 [ VOL 27 , NO 1354]