A manager reviewing customer growth may need to check several reports, compare different periods and arrange a meeting to discuss the results. Each step is ordinary. Together, they can consume time that could be spent understanding the business and deciding what to do next. This is a useful place to begin a discussion about artificial intelligence.
In a recent interview, engineer and entrepreneur Ahmed El Dakroury demonstrated an AI assistant through precisely this kind of everyday task. He asked about new customers, requested an assessment of the current month’s progress against the previous month, and asked for a report to be sent through WhatsApp. He then requested a meeting with the marketing team and an email confirming the arrangements.
The significance of the example lies in the connection between those requests. A question about performance led to a request for analysis, followed by arrangements to discuss it with the people responsible for the work. The demonstration presented a way of bringing information and follow-up closer together through a conversation.
For a business owner, that connection matters. Information becomes useful when it reaches the right person in a form they can understand and act upon. A report on customer numbers can prompt questions about the quality of enquiries, the effectiveness of marketing or the team’s capacity to respond. The value of an assistant should therefore be assessed through the work it helps people complete and the decisions it helps them examine.
Ahmed’s approach interests me both as a business owner and as his father. He explained that he uses the technology himself before presenting it to others. That is a sound principle for any entrepreneur developing a service. Everyday use exposes the questions a demonstration may overlook: whether an instruction is understood, whether the information is useful and how much checking or correction is needed afterwards.
His engineering background gives this approach a practical context. Engineering involves understanding a problem, examining its constraints and testing a proposed solution. Applied to business technology, the same discipline encourages a clear starting point. A company can identify a recurring difficulty, such as preparing a customer report or coordinating follow-up, and assess whether a particular tool improves that process.
In Ahmed’s example, the requests were specific enough to be understood by anyone who manages a team. They concerned customers, reporting periods, a meeting and the delivery of information. This specificity is valuable. It makes the purpose of the technology visible and gives the business a clearer basis for evaluating the result.
There is also a human benefit worth considering. When routine coordination takes less time, managers have more room to speak with customers, support colleagues and examine issues that require their attention. The benefit depends on how that time is used. A faster report becomes valuable when it supports a better discussion or helps someone address a problem sooner.
Ahmed also discussed possible applications in researching products and identifying suppliers in overseas markets. These were broader possibilities he described, rather than the focus of the live demonstration. They point to another practical area for entrepreneurs to explore: organising initial research so that people can spend more attention evaluating options and building commercial relationships.
A demonstration provides a starting point for evaluation. A business then needs to establish how reliably the process works in daily use. Useful measures might include the time needed to prepare an accurate report, the amount of correction required and whether agreed follow-up actually takes place. These measures keep the discussion connected to business outcomes.
Human responsibility remains central to that evaluation. Customer figures need a reliable source, and projections need to be understood as estimates. Access to company information and permission to communicate on its behalf require clear boundaries. The people using an assistant remain responsible for reviewing important outputs and deciding which actions are appropriate.
For young engineers and entrepreneurs in Egypt, Ahmed’s experience offers a practical subject to study. It shows the value of bringing technical curiosity into contact with familiar business needs. There is scope to develop services around a clearly defined problem, learn from the people who face it and improve the solution through use. Understanding the customer will be as important as understanding the tool.
I see Ahmed El Dakroury’s experiment as an invitation to make the discussion about AI more concrete. Start with work that needs to be done, explain how the technology is being used and examine the result. A customer report that helps a team understand its performance, followed by a useful conversation and timely action, is a meaningful outcome. That is the kind of practical progress I want to see artificial intelligence support.
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