In his 29-Year career at JPMorgan, Mr. El-Omari covered the Consumer/Retail industry across Asia Pacific, He joined the bank in 1992 and moved from New York to Hong Kong in 1996. Mr. El-Omari has extensive advisory and deal structuring experience in the United States, Europe, and Asia. He has played an instrumental role in originating, marketing and executing investment banking services and products for consumer/retail companies.
Mr. El-Omari holds an honors degree in Mathematics and Economics from Fordham University in New York and a scientific Baccalaureate from Gerson in Paris.
Against the backdrop of geopolitical shifts and increasing market fragmentation, Chinese companies are moving from “product export” to “capital export” in their globalization journey. However, post-merger challenges—brand integration, cultural alignment, and supply chain restructuring—remain significant hurdles. Compared to global giants like Nestlé, Coca-Cola, PepsiCo and Mondelēz, who have honed their “capital + operations” dual-engine capabilities through a century of M&A, how can companies avoid the trap of peaking at acquisition? How can they turn acquisitions into sustainable growth engines instead of financial burdens?
This dialogue will focus on:
• The difference in M&A logic between Chinese and Western companies
• The "soft barriers" to successful integration
• Unpacking the hidden methodology of cultural compatibility and talent retention
• New rules in a shifting geopolitical landscape
• The possibilities for a uniquely Chinese answer