Abdulrazaaq Adan is redefining ICT leadership in East Africa’s energy sector. As group head of ICT at Hass Group, he is leading digital transformation across seven countries through stabilising systems, championing cloud migration, and integrating regional platforms.
“Data is the new oil,” says Abdulrazaaq Adan — and he’s drilling deep. As the group head of ICT at Hass Group, Abdulrazaaq is doing more than powering digital systems. He is driving transformation across seven countries. From stabilising critical infrastructure to leading cloud migrations and regional integrations, this engineer-turned-tech leader is redefining how data, innovation, and business growth intersect in East Africa's energy sector.
Hass Group is one of the leading energy providers in Africa, delivering fuels, gas, aviation fuels, and lubricants.
But Abdulrazaaq didn’t start in tech. His journey began in engineering, sparked by a moment of curiosity with a malfunctioning desktop in Uganda.
“As I was working on my desktop, I realised it wasn’t functioning very well, and I got curious,” he recalls.
Shifting his focus
That curiosity led him to pursue a Master’s in computer science in the US, shifting his focus from manufacturing engineering to information systems.
“I had done a bit of programming in university but never pursued it as a career — until I realised this is what I truly wanted to do,” he continues.
What followed was a deliberate, self-driven career shift that laid the foundation for the digital transformation work he leads today.
At Stima Sacco, he began as a systems administrator but quickly rose through the ranks. Over 14 years, he became instrumental in the institution’s digital transformation. His leadership wasn’t just about deploying systems — it was about vision and execution.
“We were among the first Saccos in the country to introduce branches, mobile and internet banking, agency banking, and a call centre. We also pioneered colocation and private cloud data centers in the Sacco space,” he says.
He joined at a time when members had to travel across the country to the Nairobi head office to get account statements. These were often sent via delegates, and payment tracing required physical documents.
His first challenge was stabilising the IT environment: establishing infrastructure, securing systems, and introducing redundancy.
Core banking system
He led the implementation of a core banking system, launched mobile and internet banking, introduced a call centre and supported the Sacco’s expansion from a single office to 12 branches. These efforts have fundamentally changed how members interacted with the institution.
“We brought Sacco services to members’ fingertips. That kind of access builds trust and loyalty,” Abdulrazaaq says.
Behind the scenes, he ensured high availability and security. Redundant systems meant operations continued seamlessly during failures.
“If one server failed, the other picked up seamlessly. That kind of reliability is what keeps institutions running,” he continues.
He also prioritised business continuity and aligned IT with broader business objectives. By the time he left, he was advising senior leadership as IT manager.
In early 2024, Abdulrazaaq stepped into a new role: group head of ICT at Hass Group, overseeing operations across multiple countries.
“It was the right time to stretch myself. I had done the groundwork of digital transformation at a national level. I wanted to test that thinking in a more complex, regional environment,” he says.
At Hass, he joined during a phase of rapid expansion. Infrastructure needed immediate stabilisation, and systems had to meet growing regulatory and operational demands.
Within months, he led updates to the company’s database and core applications, eliminated frequent outages, and restored reliability to IT operations. He also oversaw integrations with M-Pesa, Momo Pay, banking apps, and revenue authorities in Zambia, laying the groundwork for automation and real-time reconciliation.
“My first goal was simple: restore confidence in IT. From there, we could start building real value,” he recalls.
Today, he collaborates closely with the CEO, CFO, COO, and country managers to ensure that IT is not just a support function — it’s a strategic enabler of growth.
Abdulrazaaq believes the future lies in thoughtful adoption of technologies like artificial intelligence.
“AI is not a question of if, it is when and how. You can’t ignore the wave. But it must be used responsibly, with clear guardrails. It should empower, not replace.”
He emphasises that AI enhances decision-making and user experience, but insists the human element remains irreplaceable.
“You still need someone to guide the AI,” he says.
Must be protected
Cybersecurity is another top priority. He sees data as a critical resource that must be protected at all costs.
“Data is the new oil, and we must protect it like we would any valuable resource,” Abdulrazaaq says.
At Hass, he has embedded security into daily operations without creating friction — a balancing act he believes is essential for modern IT leadership.
His leadership style emphasises empowerment and continuous improvement. Each quarter, he asks his team to document inefficiencies and propose automation ideas, directly tying these to performance targets and business strategy.
“The people handling daily support know where the problems are. I give them space to innovate, then we back it with strategy and execution,” he adds.
Looking ahead, Abdulrazaaq sees immense value in joining the CITO East Africa community.
“Being part of a network of IT leaders across the region to learn from their experiences and share ideas — that’s powerful. It’s not just about tech. It’s about vision, leadership, and shared growth,” he continues.
Outside of work, he remains grounded by family life. He enjoys supporting his son’s football journey, cheering at swim meets, and hiking in the hills.
“Technology is always changing, but purpose and people stay constant. That’s what keeps me grounded,” he concludes.
