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Evaluating the GCC situation SEVEN reasons sovereigns can and should issue debt (or sukuk) APRIL 2015 | www.entrepreneur.com/me | UAE AED20 9 7 7 2 3 1 1 5 4 1 0 0 8 One of the GCC’s most agile (and unnoticed) entrepreneurial CULTUREs island with big ideas The little ECOSYSTEM overview the stakes Raising H.E. Sheikh Mohammed Bin Essa Al-Khalifa Rewarding Bahraini business pioneers to support and strengthen a sustainable economy An enterprising exchange H.H. Sheikh Maktoum Hasher Al Maktoum Up close and personal with UAE’s entrepreneurs Educating execs Schooling ‘treps in the MENA region Entrepreneurship MBAs, skill building and executive improvement by the region’s finest institutions ,

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april 2015 Entrepreneur 3 CONTENTS APRIL 2015 FOCUS Pick your program LOCATION Pick your school MEDIUM Online vs. offline OFFBEAT Out of the ordinary MBAs ANALYZE Evaluate executive education 62 TECH: SHINY #TamTalksTech Gadgets and doodads that you might’ve missed out on, sourced by a tech aficionado. Yes, it’s okay to want them all… and no, it’s not our fault. 18 EDITOR’S NOTE By Fida Z. Chaaban 36 ‘TREPONOMICS: SKILLSET Education in the Middle East Bayt.com’s Suhail Al-Masri analyzes the rates of education crossing over with useful work-related skillsets. Do you feel prepared to take on “the real world”? 60 SKILLSET Addressing the fundamentals Olympian and entrepreneur, James Clear, discusses how Vince Lombardi’s methodology of mastering the basics are the building blocks of success. 44 The little island with big ideas One of the GCC’s most agile (and unnoticed) entrepreneurial ecosystems has a message for you Bahrain overview 24 Educating execs Schooling ‘treps in the MENA region Entrepreneurship, MBAs, skill building and executive improvement by the region’s finest institutions 22 INNOVATOR: An enterprising exchange H.H. Sheikh Maktoum Hasher Al Maktoum Up close and personal with UAE’s entrepreneurs 40 Raising the stakes H.E. Sheikh Mohammed Bin Essa Al-Khalifa The Chairman of Tamkeen sees SMEs and startups getting bigger and better… with a little help 24 H.H. Sheikh Maktoum Hasher Al Maktoum, Chairman of Dubai International Holding Company with Fida Chaaban, Editor in Chief, Entrepreneur Middle East 19 H.E. Sheikh Mohammed Bin Essa Al-Khalifa, Chairman of Tamkeen and the Tamkeen Board of Directors

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Entrepreneur april 2015 12 58 MARKETING Business lessons on the fly How a driver changed the way Oasis500’s Robert Carroll thinks about customer service… and how you can apply that to your business. 56 ESQUIRE GUY The do’s and don’ts of the email CC Ross McCammon focuses in on the carbon copy, the blind carbon copy, and what it means for you and your work. CONTENTS APRIL 2015 74 FRANCHISE Ins and outs UAE-based Sumo Sushi & Bento expands outward in the GCC, and Australia’s The Coffee Club kicks off its Middle East plans by launching in the UAE. 66 CULTURE: TRAPPINGS ‘Trep gear The executive selection for the entrepreneur on your list that has everything. Okay, maybe for a little self-reward as well. 68 TRAVEL Your own private island GM Greg Pirkle of Four Seasons Bahrain Bay wants to welcome you to the newest luxury property in the MENA region. (And while you’re there, enjoy the culinary talents of Wolfgang Puck.) 35 Education entrepreneur Kamal Puri addresses the MBA debate: do you or don’t you? 70 Productivity begins with the basics: Shelina Jokhiya specializes in sorting out your self-induced mess. 26 HEC Paris in Qatar

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Entrepreneur april 2015 14 CONTENTS APRIL 2015 62 82 START IT UP Q + A Just drag and drop Serial startup founder Ghaith Akkad makes web hosting a piece of cake through duet.to, and it seems to be working out just fine. 76 MONEY ASK THE MONEY GUY Evaluating the GCC situation Awad Capital CEO, Ziad Awad, puts forward seven reasons sovereigns can and should issue debt (or sukuk). 75 Australia’s The Coffee Club kicks off its Middle East plans by launching in the UAE. 70 CULTURE: LIFE Productivity begins with the basics The founder of UAE-based startup Decluttr Me spe- cializes in sorting out your self-induced mess. Check out her tips for increasing your output with a stream- lined workspace. 87 DESIGN Balancing form and function Industrial designer and entrepreneur, Sahar Madanat, is campaigning for a bigger and better design future in MENA. 62 #TamTalksTech: Lenovo VIBE Shot 30 Canadian University Dubai

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16 Entrepreneur MARCH 2015 SUBSCRIBE Contact subscriptions@bncpublishing.net to receive Entrepreneur Middle East every issue EDITOR IN CHIEF Fida Z. Chaaban editor@bncpublishing.net MANAGING DIRECTOR Walid Zok walid@bncpublishing.net DIRECTOR Rabih Najm rabih@bncpublishing.net DIRECTOR Wissam Younane wissam@bncpublishing.net PUBLISHER Nehme Abouzeid MANAGING EDITOR Aby Sam Thomas CREATIVE LEAD Odette Kahwagi ONLINE LIAISON Kareem Chehayeb COLUMNIST Pamella de Leon COLUMNIST Tamara Clarke PO Box 502511 Dubai, United Arab Emirates P +971 4 4200 506 | F +971 4 4200 196 For all commercial enquiries related to Entrepreneur Middle East contact sales@bncpublishing.net All rights reserved © 2014. Opinions expressed are solely those of the contributors. Entrepreneur Middle East and all subsidiary publications in the MENA region are officially licensed exclusively to BNC Publishing in the MENA region by Entrepreneur Media Inc. No part of this magazine may be reproduced or transmitted in any form or by any means without written permission of the publisher. www.entrepreneur.com/me Visit our new website! MIDDLE EAST Printed by Raidy Emirates Printing Group LLC www.raidy.com EntMagazineME @EntMagazineME | @Fida Entrepreneur-me EntrepreneurMiddleEast EntMagazineME EntMagazineME EntMagazineME MIDDLE EAST Images used in Entrepreneur Middle East are credited when necessary. Attributed use of copyrighted images with permission. All images not credited otherwise Shutterstock. Ziad Awad Amal Chaaban James Clear Simon Hudson Shelina Jokhiya Suhail Al-Masri Ross McCammon Dr. Kieran Mervyn Shoug Al Nafisi Rani Nasr May Rostom Erika Widen CONTRIBUTING WRITERS In addition to our print edition, we’re bringing you all sorts of industry news on our web mediums. Joining us online means getting relevant business and startup content in real-time, so you’re hearing about the latest developments as soon as we do. We’re looking forward to interacting with our readers on all of our social media and web platforms- like any thriving business, we’re looking to give and take. #TrepTalkME is already happening on all of our digi platforms, and all good conversations go both ways. See you on the web!

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Entrepreneur april 2015 18 E veryone that I met in Bahrain told me that we were on an island, sometimes multiple times in the same conversation. At first, I thought people assumed that I didn’t have a handle on basic geography, but throughout my week there, I realized that their unique makeup really does permeate so much of their culture, down to the way they look at business. The conversations often went something like, “Well, Bahrain is an island so…” or “Since we’re on an island…” Sociologically, it’s a down-to-earth place. Basically, everyone and anyone will offer to drive you home, everyone and anyone will ask you to join them on a social outing regardless of whether or not they even know your last name, and finally, everyone comes to Bahrain to stay (or so it seems). The islanders are a chilled-out bunch… except when it comes to entrepreneurship. Their ecosystem is tightly-knit, highly collaborative, and enthusiastic bordering on manic. They do everything together, and by “they,” I mean that all the different NGOs, NPOs, and governmental organizations involved in entrepreneurship (even remotely) band together tightly to support initiatives in so many different ways that I found myself drawing charts trying to keep it all straight. For those of you wondering about the “situation” in the country, I personally did not see any evidence of ongoing issues, but I was made aware that protests do still occur here and there, and that they mostly take place in certain areas (much like periodic outbursts in Lebanon). I want to touch on the recent global discussions that suggest entrepreneurship can act as an antidote to civil discontent and unrest. I would venture to tie this all back to Bahrain, and I realize my next statement may garner criticism: government projects meant to foster, assist and promote micro-businesses, startups and SMEs in the Kingdom give people a reason to hope and try, and having visited at least six different entities made to do just that, I am a firm supporter of the population unification measures (my words, not their’s) in Bahrain via business. It is true enough that when I was touring the island I wasn’t taken to protest hotspots, but I was taken to places that have been established to create an inclusive and prosperous economy- and that is the first step forward. Where there is industry and potential for growth, there is community and prospects for a strong future. I expect many people out there will call me an optimist (and perhaps words not so positive), but I am heading a publication that looks for solutions and I found many of those in the Kingdom. Whether or not the global community is aware of these same solutions is another story altogether. I hope this Bahrain-centric edition leaves you with a new-found awareness of the proactive enterprise space on the island. EDITOR’S NOTE Fida Z. Chaaban Editor in Chief @fida editor@bncpublishing.net I admit it, I was surprised Island life

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Entrepreneur april 2015 20 Column of oppositionists in Moscow at a mourning march in memory of Boris Nemtsov, March 2015 President of IDB Group Dr. Ahmed Mohammed Ali, Mohammed Felloouse, CEO, El Wifack, Khaled Al Aboodi, CEO, ICD IN THE LOOP Oman garnering foreign investment interest Boris Nemtsov’s assassination continues to unravel Jordanian pharmaceutical company replaces Tullow Oil on FTSE 100 Islamic Development Bank Group marks its presence in Tunisia F ormer Russian Deputy Prime Minister Boris Nemtsov’s assas- sination on February 27 made headlines around the world, after he was shot four times in the back just before midnight while on the Bolshoy Moskvoretsky Bridge, days before he was expected to lead a rally against President Putin. Nemtsov enjoyed what many de- scribe as a successful political career under former Russian President Boris Yeltzin, and had played a huge role in developing Russia’s economy as the Soviet Union came to an end. However, with respect to current Russian President Vladimir Putin, Nemtsov was an outspoken critic, most recently about Russian military interference in Ukraine and the financial crisis it has been facing. So who was behind the assassina- tions? Do all signs point to Putin and the Russian security apparatus? Turns out it isn’t all that simple, but you don’t have to go too far away from Moscow to learn more. The isolated Chechen Republic southwest of the Russian Federation could have had a role to play in this. The head of the Chechen Republic, Ramzan Kadyrov, de- spite his past experiences as a militia rebel and some very inflammatory actions and statements on Russia and the West, has strong ties with Putin. But what does this have to do with Nemtsov? Kadyrov not only supports Putin’s policies, but also criticizes the Western-backed liberal entities within Russia, which include the likes of Nemtsov. Could he have been behind the assassina- tion? At the moment, it appears possible, whether or not he had Putin’s consent. On March 8, a Moscow court charged two Chechen men with the killing of Nemstov. One of the two men, Zaur Dadyev, admitted that he was involved in the murder. While another suspect committed suicide in a standoff with Russian police, there are three other suspects who are still in cus- tody at the moment. Reporters and analysts are critical of this scenario, given that Rus- sian media was relatively silent about the murder for about a week before these de- velopments. Kadyrov claimed that Dadyev, who pleaded guilty, was a devout Muslim and was enraged over Nemstov’s support for the controversial French magazine, Charlie Hebdo. Currently, Nemstov’s me- morial is visited regularly in Moscow, and Putin continues to condemn the murder as a “contract killing.” Is it possible that a few angry Chech- ens left the shaky Caucasus Mountains to Moscow to assas- sinate Nemstov over his liberal views and values, just days be- fore he was ready to rally against Putin’s economic and foreign policy? We may never know. H ikma Pharmaceuticals is now the fourth pharmaceutical company to make it on the FTSE 100 Index. Owned by the London Stock Exchange, the FTSE 100 is a quarterly index that lists the London Stock Exchange’s top 100 companies, in terms of its market capitalization. Hikma Pharmaceuticals’ market value is at almost 4.9 billion British pounds, knocking off Tullow Oil, due to its value shrinking from £4.6 billion to £3.3 billion as a result of declining oil prices. Hikma Pharma- ceuticals have enjoyed a 21% rise in profits, and have now been discussing terms for potential dollar bonds with Citigroup, Barclays, HSBC, and National Bank of Abu Dhabi. The Islamic Development Bank Group’s (IDBG) private sector wing, the Islamic Corporation for the Development of the Private Sector (ICDB), has signed an advisory services contract with Tunisian leasing firm El Wifack. The partner- ship will see El Wifack transition its services into becoming an Islamic financial institution that will have an authorized capital of about 150 million Tunisian dinars (US$77.8 million). ICDB’s consultancy role won’t be miniscule in this process- they’ve prepared seven teams to handle every aspect of the conversation process, from accounting and finance to human resources and marketing. With all the talk going on about the UAE, Qatar, Saudi Arabia, and even Bahrain, it may seem like Oman has been left by the wayside- but things could be changing very soon for the Sultanate. Despite being relatively quiet compared to the other GCC states, and despite the massive drop in oil prices, it looks like multinational corpora- tions could be flocking towards Muscat for investments in its oil. A report by Emerging Markets Intelligence & Research (EMIR) shows that 72% of multinational corpora- tions that participated in EMIR’s e-poll claimed that investing and expanding into Oman is something they consider likely. The report was presented to CEOs and industry leaders at an event hosted at Dubai’s Burj Al Arab, and chances are that the Omani government will start weighing its options on foreign direct investment policy soon.

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Entrepreneur april 2015 22 “ INNOVATOR Up close and personal with UAE’s entrepreneurs H.H. Sheikh Maktoum Hasher Al Maktoum An enterprising exchange “A successful city ecosystem stems from not only a consideration of the primary sector, but [the] secondary and tertiary sectors as well. Thus, SMEs and entrepreneurs are essential to Dubai’s continued growth as the country’s epicenter, alongside tertiary services and bureaucratic input from the government to stitch it all together.” H.H. Sheikh Maktoum Hasher Al Maktoum, Chairman of Dubai International Holding Company with Fida Chaaban, Editor in Chief, Entrepreneur Middle East D on’t choose businesses that everyone else wants to start up because of the glam factor. Choose the businesses that people don’t find exciting- these are the ones that are going to last.” That was one of the many directives that H.H. Sheikh Maktoum Hasher Al Maktoum told a gathering of some of the UAE’s top business leaders and entrepre- neurs at a Learning Event held by the UAE Chapter of the Entrepreneur’s Organization. Facilitated by Entrepreneur Middle East at the Jumeirah Beach Hotel in Dubai, the event was conducted as an informal Q&A session between the Sheikh and Editor in Chief Fida Chaaban, and touched upon topics relating to the SME and startup ecosystems, developing and growing businesses, and the roads to achieving success in the MENA region and beyond. Sheikh Maktoum -whose im- pressive resume includes titles like Chairman of Dubai Inter- national Holding Company, former Executive Chairman of Shuaa Capital, founding investor in Virgin Megastores and founder of A1 Grand Prix racing series- gave the audi- ence an overview of the many business ventures he has dabbled in here in the region as well as around the world, with him singling out Dubai as being especially conducive to business and entrepreneurs. “Under the leadership of H.H. Sheikh Mohammed Bin Rashid Al Maktoum, Dubai continues to foster and promote entre- preneurship and enterprise growth,” he said. “This is a dynamic community of busi- nesspeople led by the most dynamic visionary of them all- an unparalleled success story. Dubai has become the epicenter of business in the Middle East.” But for all of the growth seen by large-scale businesses in Dubai, Sheikh Maktoum, recently appointed to the board of the Commercial Bank of Dubai, noted that for the

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april 2015 Entrepreneur 23 “This is a dynamic community of businesspeople led by the most dynamic visionary of them all- an unparalleled success story. Dubai has become the epicenter of business in the Middle East.” Sheikh Maktoum Hasher Al Maktoum’s tips for doing business ‘Trep Talk BNC Publishing Director Mr. Wissam Younane Emirate to further scale up its success, it would need the support of the startup and SME sectors as well. “A suc- cessful city ecosystem stems from not only a consideration of the primary sector, but [the] secondary and tertiary sectors as well,” he explained. “Thus, SMEs and entrepre- neurs are essential to Dubai’s continued growth as the country’s epicenter, alongside tertiary services and bureau- cratic input from the govern- ment to stitch it all together.” Of course, there are already moves being made in this direction, and the evidence for this, according to the Sheikh, can be seen in the current state of the Dubai ecosystem. “Current developments in infrastructure and construc- tion are being executed in a far more sustainable, less risk-prone manner,” he said. “Therefore, the city is now a far more fertile hub for invest- ment.” When asked if Dubai’s crowded entrepreneurial space currently made it harder for new endeavors here to establish themselves, Sheikh Maktoum rubbished the idea. “I don’t like to do a business that has low barriers to entry,” he said. “There’s a lot of capi- tal here- people want to set up businesses here… If you’re going to get into a business, go into one where there are high barriers of entry.” According to Sheikh Maktoum, entre- preneurs have to be resilient: “You don’t give up- you have to be tenacious to a degree that you’ll make a pit bull look like a poodle.” Having said that, he advised against dragging along a sinking ship too- “If you believe there is no end to a problem, trust your instincts, and move on, if you must.” First, do not be risk-averse. Instead, believe in risk reward. In doing so, entrepreneurs should consider approaching uncontested market space with higher barriers to entry, however, due diligence and stress testing remains key. Sheikh Maktoum exemplified this by detailing his own ventures in East Africa such as hydropower and mineral mining, which although fruitful, took a considerably long time to set up. Second, consider stable, more viable businesses over and above exciting ones. Although it may be popular to chase competition, sometimes more traditional, less exciting endeavors may be far more profitable and less stressful. Third, consider giving sweat equity and construct good incentive models for employees. In order to keep costs low and heighten personal investment in their work, offer employees the ability to become an active stakeholder in the company. Lastly, accrue your salary and self-evaluate your own worth. Before diving head first into an independent business, consider speaking to a headhunter in order to gauge your own financial worth, thereby setting a benchmark for your company and future decisions. What is the Entrepreneur’s Organization? “This was truly an eye-opening experience for me and our respected members. H.H. Sheikh Maktoum Hasher Al Maktoum’s staunch understanding of the city’s landscape and the unimaginable level of effort that goes into his successful endeavors was not only commendable but fascinating.” Vikram Shroff, President, EO UAE Chapter The Entrepreneur’s Organization is a dynamic, global, non-profit network of more than 10,000 business owners in 48 countries. Founded in 1987 by a group of young entrepreneurs, EO is the catalyst that enables entrepreneurs to learn and grow from each other, leading to greater business success and an enriched personal life. EO members create a constant flow of news on a daily basis, all of which speak to their commitment to entrepreneurial excellence. www.eonetwork.ae

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Entrepreneur april 2015 24 INNOVATOR Entrepreneurship, MBAs, skill building and executive improvement by the region’s finest institutions Educating execs Schooling ‘treps in the MENA region Entrepreneur april 2015 24 London Business School | HEC Paris in Qatar The University of Wollongong in Dubai | American University of Cairo Canadian University Dubai | American University of Sharjah S. P. Jain School of Global Management | Carnegie Mellon University in Qatar Hamad bin Khalifa University | Skyline University College OFFBEAT Out of the ordinary MBAs ANALYZE Evaluate executive education FOCUS Pick your program MEDIUM Online vs. offline LOCATION Pick your school

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april 2015 Entrepreneur 25 American University of Cairo “Creating a culture and an environment that supports entrepreneurship is the solution for the unemployment problem [in the region], and that is in the core of the mission of our school.” Pick and choose Tarek Hatem Four things to look for in a business school Cairo, Egypt Professor Tarek Hatem, director of the Leadership and Entrepreneurship Unit in the School of Business, The American University in Cairo American Univeersity of Cairo (AUC) campus Educating execs Schooling ‘treps in the MENA region W hile it has been offering entrepre- neurship programs in both its MBA and Executive MBA programs for quite some time now, the American University of Cairo’s (AUC) School of Business recently also played a key role in the creation of the African Academic Association of Entrepreneurship (AAAE), a pan-African alliance that will promote and develop academic cooperation among top business schools in the continent with a focus on entrepreneurship. According to Tarek Hatem, Director of the School’s Leadership and Entrepreneurship Unit, “AAAE will be generating high quality entrepreneur- ship-related case studies, studying, researching and documenting startup companies within different incubators in Egypt and the region and developing interdisciplinary research in partnership with different schools within AUC.” But the association is just one of many efforts AUC has been spearheading to encourage entrepreneurship in the region. In 2013, AUC launched its own startup accelerator/incubator, The Venture Lab, whose mis- sion is “to commercialize technologies and innovations developed by Egypt-based startups into commercially viable ventures.” Hatem adds that the School is also planning to develop exper- tise on family business as an area of focus. “Family-owned businesses account for about 40% of the region’s non-oil GDP and 50% of private sector employment, and accounting for more than 80% of the total companies in the region,” he says. “Roughly 5,000 medium to large family firms exist in the Middle East, with net assets totaling US$600 billion. Within entrepreneurship– this entails development of high quality case studies, introduction of courses on entrepreneurship in family business within the school’s graduate, undergraduate and ExecEd offerings, as well as collaboration with regional institutes in joint research analyzing succession plans, the effect of regulations, culture and environment on family business.” • A school that has entrepreneur- ship as an embedded culture and mindset for management, faculty and students. • Latest teaching pedagogies that encourage greater creativity, and a willingness to take calcu- lated risks where schools extend learning beyond the borders of the classroom. • An environment that fosters learning by living the experience. • Having an incubator/accelera- tor at the heart of the business schools today adds a whole new perspective to entrepreneurial education. They not only incu- bate startups, but also give a chance for undergraduate and graduate students to work within the entrepreneurial ecosystem. The launch of the African Academic Association for Entrepreneurship (AAAE), the first African consortium developed by six African business schools from five countries: Egypt’s American University in Cairo School of Business, ESCA Ecole de Management situated in Casablanca, Morocco, Nigerian Lagos Business School, Strathmore Business School in Nairobi, Kenya, along with the University of Cape Town, South Africa, and South African Stellenbosch University. The AAAE aims to promote academic cooperation in the areas of entrepreneurship, SMB development, startups and innovation.

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26 Entrepreneur april 2015 expertise,” Prof. Ker- bache explains. “In addition, one has to clearly identify the intended area of spe- cialization and focus. After having taken these factors into consideration, one must then search for an appropriate school that can provide the necessary and appropriate knowledge and input that will lead to the suc- cessful realization of one’s ca- reer or business goal. Whether one has an entrepreneurial mindset, or aspirations of becoming the CEO of any of the major local, regional and global corporations, it is essential to complement, harness and unlock one’s potential to be among the leaders of tomorrow through lifelong learning in the best global business schools, such as HEC Paris.” I NSEAD has the largest and the most reputed entrepreneur- ship faculty of any business school outside the U.S.,” says Professor Miguel Sousa Lobo, Director of the INSEAD Abu Dhabi Campus and Associate Professor of Decision Sciences at INSEAD. “We offer the broadest range of entrepreneurship courses, rigorous and rich research on building business in a global world and have one of the strongest networks of alumni entrepreneurs in the world.” And Prof. Lobo has the num- bers to back up his statements- according to him, INSEAD consistently leads rankings in entrepreneurship. “In Europe, INSEAD graduates raise more capital for startups than all our peer schools combined,” he reveals. “Approximately half of INSEAD graduates –1000 MBA and 200 EMBA graduates every year– run their own companies at some point in their careers.” INSEAD’s Abu Dhabi campus started operations in 2010, and Prof. Lobo says that since then, the school has seen an increase in interest and ap- plications from the Middle East over the years. “In our shorter Executive Education programs, including customized programs for businesses and other orga- nizations, in the past five years, the Abu Dhabi campus has trained about 4,000 executives, of which 2,000 were Emiratis,” he says. With half a century’s worth of experience in busi- ness education and research, INSEAD is thus well equipped to guide future entrepreneurs, and its alumni network serves as an invaluable resource for them as well. HEC Paris in Qatar “With an ambition of further educating high potential individuals, we remain steadfast in our conviction that knowledge determines the freedom and entrepreneurship required for a better world. Thus, our motto: ‘The more you know, the more you dare.’” Doha, Qatar INSEAD “Our alumni often say that their year at INSEAD was life- changing. The unique learning experience at the school helps students to better understand the business world and nurture their entrepreneurial spirit.” Abu Dhabi, UAE “ “ Professor Miguel Sousa Lobo, Director of the INSEAD Abu Dhabi Campus and Associate Professor of Decision Sciences at INSEAD HEC Paris located in Tornado Tower in Doha, Qatar HEC Paris in Qatar Professor Laoucine Kerbache, Dean and CEO of HEC Paris in Qatar Educating execs Schooling ‘treps in the MENA region E nhancing one’s knowledge and skills in management is highly beneficial either for someone who wants to put up their own business, or enhance the profitability and growth of the companies they work for. Therefore, whether it be an entrepreneur, or a business executive aspiring to rise up the corporate ladder and maybe someday become the CEO, an HEC Executive MBA (EMBA) degree will surely be advantageous.” That’s Professor Laoucine Kerbache, Dean and CEO of HEC Paris in Qatar, making the case for his internationally renowned institution’s EMBA program. For those of you with dreams of setting up a startup of your own, HEC Paris’ program can be particularly appealing as an educational program, given that one of the majors it offers is in Entrepreneurship and Innovation, which, according to Prof. Kerbache, is aimed at “executives and senior manag- ers who are seriously thinking about committing themselves to new business ventures as entrepreneurs, investors or consultants.” In 2014, the Financial Times ranked HEC Paris as #1 in the world for Executive Education. “In today’s extremely competi- tive and globalized business environment, setting up one’s business requires the combina- tion of innovation, creativity and well-rounded managerial

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april 2015 Entrepreneur 27 E stablished in 1993, the University of Wollongong in Dubai (UOWD) is one of the UAE’s oldest private accredited universities, and that in itself has enabled the institu- tion to build a reputation for “academic excellence, graduate employability and an unparalleled student experience,” says Professor Mohamed Salem, President, UOWD. Besides undergraduate programs in a variety of disciplines, UOWD also offers a number of postgraduate programs, of which the MBA is Prof. Salem’s recom- mendation for ‘treps and would-be ‘treps. “A MBA is an incredibly useful program for any business executive or entrepreneur as it provides them with the analytical, cross- functional skillset that will support both top-level managerial decision-making and the day-to-day management of a business,” he says. “Our entrepreneurs in the making tell us that the skills they learn during the MBA program are incredibly useful in the early days of running a startup, when they may not have the funds to invest in manpower and may therefore find themselves undertaking everything from marketing strategy to balancing the books, to building a CSR program.” But Prof. Salem also notes that UOWD’s MBA program is a good fit for more experi- enced business people as well. “For entrepreneurs and executives who are further on their business journey, the MBA offers them an opportunity to up- grade their skills, equipping them with ad- vanced management techniques which will help them to grow their business or attain management positions at the highest level,” he explains. The school also encourages en- trepreneurship by setting up clubs like the UOWD Business Minded Association, which organizes educational trips to businesses in Dubai and talks from entrepre- neurs, in addition to conducting seminars and conferences from organizations like the Human Resources Forum in Dubai, the Association of International Business’ MENA branch, and others. To UOWD’s credit, its efforts in this particular arena definitely seem to be bearing fruit- Prof. Salem points towards the school’s graduates who are making a name for themselves in the entrepreneurial space, which includes names like Mona Tavassoli, founder and Director of Mom Souq and Mompreneurs Middle East, Faris Ahmed Ramadhan Huma, CEO, Zone Parking Solutions, Shawn Frank and Ronak Dave, co-founders, Mindhyve and Aziz Saeed Alzeqri, co-founder, XploreX. “We take great pride in producing graduates who have the skillsets needed to advance both their careers and bolster the UAE’s economy since 1993,” Prof. Salem says. “We focus strongly on providing our gradu- ates with the depth of education needed to fulfill the UAE’s ambitions, including Expo 2020 and helping work towards the cre- ation of a knowledge based economy which is fuelled by cutting edge research.” “The MBA program at UOWD is one of the most established in the UAE, and as such, the opportunities that our students have to build their network of business contacts is second to none.” The University of Wollongong in Dubai Dubai, UAE Professor Mohamed Salem, President, University of Wollongong in Dubai The University of Wollongong in Dubai (UOWD) Educating execs Schooling ‘treps in the MENA region

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Entrepreneur april 2015 28 Achieve your aspirations with an MBA US$ 1.7M of exclusive scholarships Amity Dubai, CLU, Cass, Durham, EAE, ESCP, Hult, IE, Ivey, Manchester, Oxford-Saïd, RSM Erasmus, U. Miami, Uni. Melbourne and many more... Meet the world’s top business schools including: Register today at: TopMBA.com/Entrepreneur Dubai - 16 May The H Hotel, Sheikh Zayed Road 3:30pm - 9:00pm Cairo - 18 May The Conrad Cairo 3:30pm - 9:00pm

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april 2015 Entrepreneur 29 Pick and choose Jane Khedair Five things to look for in a business school Jane Khedair, Head of Entrepreneurship, London Business School London Business School in Dubai is located at the Dubai International Financial Centre (DIFC) London Business School “We are a school whose graduates are some of the most sought-after in the world.” Dubai, UAE dubai financial centre image © steven bostock / shutterstock Educating execs Schooling ‘treps in the MENA region G iven that London Busi- ness School has been consistently ranked as one of the world’s top business schools, it should come as no surprise that its Dubai Centre has been attract- ing students by the dozen to its Executive MBA program ever since it launched in 2007. According to Jane Khedair, Head of Entrepreneurship, Career Services, London Busi- ness School, the course has so far produced more than 616 graduates in total, many of whom have gone on to either lead at some of the region’s top performing companies, or instead launch their own business enterprises- the latter category includes names like Genny Ghanimeh, founder of the Dubai-based crowd funded micro-financing platform, PiS- lice, and Faris Hani Al-Torki, founder of the Jeddah-based restaurant, F6or_Faris. Success stories like these are, of course, inspiring, but one must not think a degree from London Business School is a one-way ticket to startup success either. “Studying for a MBA is by no means a guaranteed method to establishing a successful new business venture, nor is it the only entry route to a career in entrepreneurship,” Khedair says. “However, studying for a MBA can provide would-be entrepreneurs with invaluable experiences and skills critical to running a successful busi- ness. It can also be extremely rewarding for the life-long relationships and friendships forged at the school, as peers become indispensable business contacts.” But Khedair also notes that London Business School has been especially active in en- couraging the entrepreneurial- minded among its students. “Many of our alumni who go on to become entrepreneurs first developed their business ideas whilst studying on the MBA program,” Khedair says. “In response to this growing trend, we have launched new initiatives here in the Gulf. This includes the launch last year of our Entrepreneurship Mentor- in-Residence program in Dubai, following an immensely successful run in London. The response to this from students has been strong, and we have been pleased to see successful entrepreneurs from our alumni network wanting to give back to students through mentoring.” • Ask about startup support available through initiatives and schemes, as well as other ongoing initiatives to develop your business ideas throughout the course of the program. • Ask about mentoring schemes, or other modes of one-to-one support available to budding entrepreneurs. • Express your interest in entrepreneurship early on in the application process, and do as much research as possible. • Would-be entrepreneurs can also benefit from speaking to alumni and hearing about their experiences. • Most importantly, carefully consider the content of the MBA program, as they can vary significantly- there is no single MBA program that looks the same. Research faculty credentials and read some of their work to get a taste of the content.

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Entrepreneur april 2015 30 Canadian University Dubai “[At CUD], students are provided with the platform to explore entrepreneurship, develop their entrepreneurial skills and engage with extracurricular activities that focus on innovation and business start-up.” Dubai, UAE AMERICAN UNIVERSITY OF SHARJAH “We believe that in order to effectively adapt business practices to emerging conditions, such as the accelerating growth of technology, communications and the internationalization of the business world, a thorough grasp of current business and economic processes, theory and applications is essential.” sharjah, UAE Dr. Farooq Haq, Assistant Professor and Chair in the School of Business Administration at Canadian University Dubai Canadian University Dubai American University of Sharjah “ Dr. Robert E. Grosse, Dean of the School of Business Administration at the American University of Sharjah Educating execs Schooling ‘treps in the MENA region W hen asked to explain why an entrepreneur- in-the-making should even consider getting a MBA, Dr. Farooq Haq, Assis- tant Professor and Chair in the School of Business Administra- tion at Canadian University Dubai, pointed toward the vari- ous benefits the degree could bring to the potential business executive of the future. “Any aspiring entrepreneur will ultimately need a good grasp of fundamental business practices, so a MBA does offer a solid platform from which professionals can go on to establish and grow a successful business,” Dr. Haq says. “It provides the multi-disciplinary academic skillset that an entre- preneur would need to apply in order to oversee their venture, particularly in the early days, and also helps to develop the strategic and leadership qualities that are required as a business grows.” “At CUD, the MBA program develops these skills and qualities, while also offering students the opportunity to specialize in a particular disci- pline,” he adds. “The General Management concentration is popular with business leaders, but this can also be combined with a second concentration if fields such as marketing or finance, which adds a further dimension to a student’s understanding of enterprise operations.” And the results of CUD’s efforts in encouraging entrepreneurship among its students are quite evident- be- sides graduates who are active entrepreneurs in the fields of retail, real estate, media and more, CUD students have also been showing off their startup chops at competitions like Dubai Startup Weekend, Dubai’s Young Entrepreneurs and the UAE’s M-Government Initiative. O ur entrepreneurship curriculum teaches students and business executives the theory and concepts of entre- preneurship from the perspective of the practitioner,” says Dr. Robert E. Grosse, Dean of the School of Business Administration (SBA) at the American University of Sharjah (AUS). “We teach the entrepre- neurial process as a practicum in applied business research. At AUS, entrepreneurship is interdisciplin- ary, where students with technical or managerial backgrounds learn about innovation and risk, fea- sibility and function, ownership and financing, and marketing and delivery.” Given that the majority of new job creation in the region is in SME development, the school’s focus on entrepreneurship is especially op- portune. “At AUS-SBA, we have in place a cohesive and comprehensive curriculum in entrepre- neurship and family business management with correlative courses in marketing, finance, and operations which provide our graduates with a balanced and focused set of tools neces- sary to succeed in business,” says Dr. Andrew Klein, Assistant Professor, Department of Management, SBA. “In addition to our curriculum and faculty, the SBA has a comprehensive career management function which includes internships, full- service career counseling, and job placement.”

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april 2015 Entrepreneur 31 Carnegie Mellon University in Qatar Doha, Qatar “For more than a century, Carnegie Mellon University has been inspiring innovations that change the world.” “In the GCC, investment capital is rela- tively abundant, although a very small fraction of it is focused on early-stage companies. The barriers to company formation in the GCC countries are more on the legal side of the equation, than the financial side. For example, in the U. S., an entrepreneur gets an idea for a new business and forms a team to pursue it. He/she can incorporate a new stock-issuing company online for a few hundred dollars with almost no legal barriers. He/she can then sell stock in the startup company to venture capital- ists and/or qualified angel investors, and the venture has the capital resources to launch. In the GCC, there are substantial legal barriers to this process. For example, the simple act of incorporating a new company can take many months and is not certain of success. Further, the laws typically make no distinction between a startup company selling a few shares to qualified investors and a major company selling many shares to the general public. For example, in Qatar a company must be capitalized at a minimum of QR10,000,000 in order to be allowed to issue stock. That is a barrier virtually no startup company can meet. More than entrepreneurship edu- cation is needed to solve this problem. Creating an environment that is friend- lier to business creation is required.” Barriers to entrepreneurship in the GCC Dr. S. Thomas Emerson S. P. Jain School of Global Management “Our goal is simple- to craft global business leaders for the 21st century. We are young, modern, and ranked among the very best business schools in the world.” Dubai, UAE Professor Christopher Abraham, Head of S. P. Jain’s Dubai Campus & Senior Vice President Institutional Development S. P. Jain School of Global Management in Dubai Carnegie Mellon University in Qatar Dr. S. Thomas Emerson, Distinguished Career Professor of Entrepreneurship and Director of Executive Continuing Education Educating execs Schooling ‘treps in the MENA region A ccording to Professor Chris- topher Abraham, head of S. P. Jain’s Dubai Campus and Senior Vice-President, Insti- tutional Development, his school’s MBA programs focus on “a holistic approach to business education,” which it has branded as (and copy- righted as) Business Education 2.0. “While we believe concepts and knowl- edge are mandatory, equal emphasis is given to global intelligence and real-world skills,” he says. “For any entrepreneur or wannabe entrepreneur, this holistic offering gives them the required competence and confidence by equipping them with a practical toolkit that encompasses all the required functional and strategic skills, as well as the knowledge re- quired for an entrepreneur.” One of S. P. Jain’s noteworthy endeavors toward encouraging entrepreneurship among its students has been its Global Family Managed Business program, which is geared toward participants who hail from existing family businesses, and encourages them to start their own enterprises after its completion. Another initiative is the “Doing Business” program, which offers practical modules of doing business in the Middle East, India, Singapore and Australia. “We are also currently in the process of designing a unique program which would encourage stu- dents and aspiring SMEs to look at starting their own businesses,” Prof. Abraham adds. “This is planned in conjunction with other institutions involved in SME development.” W hile Carnegie Mellon University in Qatar (CMU-Q) doesn’t cur- rently offer a MBA program, it’s interesting to note that students in the school’s undergraduate degrees have been making inroads into the coun- try’s as well as the region’s startup space- these include like Jinanne Tabra, founder, Araboh. com, and Haris Aghadi, Maahd Shahzad, Abdulla Khenji and Ali Naqi, co-founders, Meddy.com. “What many of these startups have in common is that they were the result of a class project or a proposal for a competition,” says Dr. S. Thomas Emerson, the school’s Distinguished Career Professor of Entrepreneurship and Director of Executive/Continuing Education. “From the moment a student joins Carnegie Mellon Qatar, they are met with a variety of engaging opportunities allow- ing them to further explore their entre- preneurial skills.” To this end, CMU-Q has also tied up with groups like the Entrepreneur’s Organization (EO), Bedaya Center, ICT Qatar, and others. In addition, the school’s business administration program also runs a Quick Startup challenge, which encourages students to conceive and develop a business idea within 72 hours, following which they get the opportunity to present their investor pitch to a judging panel of industry experts.

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Entrepreneur april 2015 32 HBKU launches postgrad JD program By Erika Widén Raising the bar of intellectual inquiry Professor Clinton W. Francis, Founding Dean of HBKU Law School Hamad bin Khalifa University (HBKU) in Qatar Educating execs Schooling ‘treps in the MENA region H amad bin Khalifa University (HBKU), a member of Qatar Foundation for Education, Science and Community De- velopment, recently launched its Juris Doctor (JD) postgraduate degree program, which will be the university’s inaugural graduate law program and the first academic program of its law school. “HBKU’s JD, although built on the United States model, will be especially designed to address the multiple legal systems that converge in the MENA region,” says Professor Clinton W. Francis, the Founding Dean of HBKU Law School, who will also lead in the building the JD curriculum in coordination with the faculty and under the direction of Dr. Ahmad M. Hasnah, Executive Vice President and Provost. The new program will focus on the legal skills and knowledge needed to facilitate the region’s major economic and social develop- ment sectors– namely energy, infrastructure development, finance and global investment, healthcare and cultural endow- ment, and media. The JD program is a three-year, full-time graduate degree program, and is the first degree of its kind to be offered in the MENA region. In addition, the JD program targets graduates from all disciplines, as this in- novative program focuses on the foundational principles needed to successfully practice law in region’s multiple convergent legal systems. “Successful participants of the program will graduate with a JD that is comparable with the best of those offered internation- ally, and will be equipped with a qualification that will enable them to make the most of a wide range of career options in the public sector, multinational institutions, or in academia,” says Francis. According to Francis, the JD program draws upon HBKU’s innovative approach to education through strategic partnerships, in this instance by developing and delivering the program in a strategic partnership with Chi- cago’s Northwestern University Law School. The curriculum is designed to meet the needs of individuals looking to enhance their legal knowledge, those who deal with legal issues in a variety of sectors as part of their profes- sional careers, and students who are striving to become future regional thought leaders. “Par- ticipants in the JD program will receive an education designed to meet the needs of government or- ganizations and businesses in Qa- tar and across the region, in line with Qatar National Vision 2030. The program will be delivered by expert faculty and staff with ex- perience from all major interna- tional legal systems.” Among the reasons why this is the first JD degree in the region and is of high relevance is due to how it is de- signed to deliver the specialized legal knowledge integral to the needs of Qatar, the region, and the global community– without the need for additional domestic or foreign legal degrees. Francis notes that while the program is designed for graduate students with a strong under- graduate background in any disci- pline like similar programs in the U.S., “key differences are that while maintaining the academic rigor of its U.S. counterpart, HBKU’s JD also is a transnational program that addresses the mul- tiple legal systems that converge in Qatar and the region. [The program] emphasizes the legal skills needed to facilitate Qatar and the region’s major economic and social sectors such as energy, infrastructure development, finance and global investment, healthcare and cultural endow- ment and media.” The JD also dif- fers from a LLM (Masters of Law) degree offered in the U.S., U.K., Europe, Qatar and elsewhere since the JD does not require pu- pils to hold an existing degree in law. Duration also differs as most foreign LLMs are one-year in length. “The in-depth legal train- ing gained from a JD program will provide students with interna- tional credentials that open up the opportunity for professional practice and leadership in Qatar and the region.” Additionally, the LLB is a program for undergradu- ates, and the JD is a graduate level law program recognized in- ternationally as a more advanced form of legal training. “The HBKU Law School JD further distin- guishes itself from typical LLB programs by providing a high level of context-based, experien- tial legal learning. Those already possessing an undergraduate law degree can participate in the JD program to specialize their legal knowledge and broaden their skillsets,” explains Francis. Conversely, the unique aspect of HBKU Law School is its commit- ment to ensure its graduates have opportunities in multinational corporations, foreign law firms, the public sector, and academia. “These potential employers have been embraced as partners in the development of the curriculum, and as providers of internships for students and long-term em- ployment for graduates.” Today, many individuals working in sen- ior leadership positions within the private and public sector have earned a JD degree and cite the degree as a vital source of train- ing and credentialing for high- level professional and leadership roles. “Professional skills training will be delivered throughout the course of study, including contract drafting, trial advocacy, alternative dispute resolution, negotiation, and presentation skills,” continues Francis. “This will be combined with a unique pedagogical approach empha- sizing the structural linkage of students, faculty, employers, and the larger community to build sustainable intellectual, legal, and business best practices to support growth throughout the region.” Generally speaking, the skills learned throughout the three- year JD program are highly transferable and would expose individuals to opportunities in a variety of other fields, includ- ing the five economic and social sectors focused on in its cur-

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april 2015 Entrepreneur 33 Admission Requirements • An undergraduate degree in any major from a recognized institution, or an approved equivalent qualification. • A strong undergraduate academic record. • The IELTS or TOEFL exam (applicants who are fluent in English may be exempt from this requirement). • The LSAT, GMAT or GRE are encouraged but not required. • In addition to transcripts and test results, the admissions committee will also weigh personal statements and recommendation letters in their considerations. MBA in Innovation for Sustainability University of Virginia, U.S.A. www.darden.virginia.edu Besides the Entrepreneurship concentration that students can choose for their MBA, the 21-month Innovation for Sustainability concentration instills sustainable business practices and its global impacts. MBA Wine Marketing and Management INSEEC, France www.masters.inseec.com Completed in two years, the program teaches business and technical skills in the wine industry with specializations such as packaging design, foreign markets and oenology. The school also offers an MBA in Spirits Marketing and Management degree. EMBA Global Asia The University of Hong Kong, London Business School, and Columbia Business School, U.K., Hong Kong and U.S.A. www.emba-global.com/asia Accepting one intake per year in May, the 20-month program incorporates the expertise of the faculty and portfolio of the three renowned schools, and seeks to teach global business operations and practices. MBA in Football Industries University of Liverpool, U.K. www.liv.ac.uk The first and only football industries program focuses on the issues of football management operations, along with electives on marketing, law, leadership, strategy, managing financial resources, and managing financial resources. MBA for Music & Creative Industries Henley Business School, University of Reading, U.K. www.henley.ac.uk Taught part-time over a period of 30 months, the program is developed to combine the skills needed to thrive in the creative industry with a business mindset, exploring issues of copyrighting, international policies in creative sector, and brand sponsorship and content. MBA in Luxury Management London Business School http://www.london.edu/education-and- development/masters-courses/mba London Business School has partnered with Walpole, a non-profit group consisting of Britain’s finest luxury brands, for an MBA course that aims “to nurture the next generation of talent in the luxury goods industry.” MSIT in eBusiness Technology Carnegie Mellon University, U.S.A. www.ebusiness.cs.cmu.edu The 12-month program aims to teach how to integrate technology and its constant shift for professional use and further learning. They emphasize on teaching skills for the workplace, enabling students to be proficient as prospective consultants. The Collaborative MBA Bluffton University, Eastern Mennonite University and Goshen College, U.S.A. www.collaborativemba.org The program is designed for business professionals looking to improve soft skills and business know-how, while prompting social impact. With eight concentrations such as, Leading Non-profits, Conflict Transformation and Intercultural Leadership, including a “self-designed concentration” where the student selects three courses from their concentration. MBA in Aviation Management Emirates Aviation University, UAE www.eau.ac.ae Though it pertains to professionals in the aviation industry, the program also welcome professionals from other industries to broaden their skills by studying the management of aviation organizations. MBA in Museum Leadership and Management University of Delaware, U.S.A http://graduate.lerner.udel.edu/mbaprograms A partnership between the MBA and Museum Studies programs, it caters to MBA students who are looking into opportunities in museums, historical organizations and other related ventures. Dr. Ahmad M. Hasnah, Executive Vice President and Provost. “By creating a Juris Doctor program, HBKU is demonstrating its commit- ment to help further raise the bar of intellectual inquiry in Qatar in an inno- vative way. We are very much looking forward to welcoming our first intake of JD students in fall 2015.” Khalid Mubarak Al Kuwari, Deputy Counsel, Qatar Foundation, Daniel B. Rodriguez, Dean of Northwestern School of Law, Dr. Ahmad M. Hasnah, Executive Vice President and Provost of HBKU, and Professor Clinton W. Francis, Founding Dean of HBKU Law School at the press conference announcing the new Juris Doctor program. Off the beaten path Your MBA doesn’t have to be like all the others Educating execs Schooling ‘treps in the MENA region riculum: energy, infrastructure development, finance and global investment, healthcare, and cultural endowment and media. The curriculum will cover three areas of legal education in-depth including conceptual theory, the function of law, and the applica- tion of law. The first half of the program focuses on core legal principals using case studies drawn from these sectors: “stu- dents will be introduced to the context of legal governance, as well as fundamental legal princi- ples and skills, over nine courses. The second half of the program focuses on each field of study in-depth, with teaching focused on legal milestones associated with the respective sectors.” In addition, innovative teaching methods will be used wherever possible and will include simula- tion role-playing, commercializa- tion, and clinical-practice modes. Consequently, though the JD program is often recognized as primarily for the U.S. market, the JD is also offered in Australia, China, Japan, the Philip- pines and Singapore. “We are currently work- ing closely with the Min- istry of Justice, Attorney General’s Office, industry, and other key stakeholders to ensure recognition of the degree here in Qatar,” says Francis in reference to the JD being valid for those aiming to practice or ac- credited abroad. Once the program starts in the fall of 2015, the students will be taught by a combina- tion of faculty based in Doha and visiting faculty from around the world, including Northwestern University School of Law based in Chicago. Addi- tionally, in the near future HBKU plans to establish cooperative relationships with select internationally renowned universities and corporations, as well as ministries and branches of the judiciary.

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Entrepreneur april 2015 34 that can be applied to your future entrepreneurial endeavors By Dr. Kieran Mervyn How to choose a MBA i Educating execs Schooling ‘treps in the MENA region E ntrepreneurialism is a buzzword that conjures up exciting images of innovation, new ideas, creativ- ity, new markets and businesses. Although entrepreneurialism is growing in various areas of the globe, the Middle East region –a hive of innovation and emerging markets− is perfectly positioned to create the next generation of entrepreneurs. In particular, as some governing bodies continue to recognize and value the importance of investing in entrepreneurial endeavors and a general cul- ture that supports the growth of the Middle East for national economic success, business owners and leaders should also look to invest in their own future. For some, that investment may entail identifying other ways to continue to build their business. For others, it may be more personal in nature: by investing in one’s own education, such as enrolling on a Master of Business Administration (MBA) program to gain the skills and knowledge to be a more effective and successful leader. Whichever path is chosen, entrepreneurs need to devel- op a range of technical, managerial, financial, decision-making and informational skills in conjunction with interpersonal and other leadership- based competencies in order to grow their company and develop new ideas that can be learned and enhanced through professional development. However, according to 2013 GEM UAE, Entrepreneurship: An Emirati Perspec- tive, a report that examines key aspects of entrepreneurship among Emiratis by measuring their attitudes, activities and aspirations, only half of Emiratis believe they have the necessary skills and knowledge to start a business. As a result of this skills gap, there has been increased enrollment in MBA programs in recent years, includ- ing professional businesswomen because online MBA programs are unfet- tered by the gender barriers normally embedded within societies and local educa- tional institutions in the Middle East. While there are some people born with an entrepreneurial spirit, many are interested in learning how to be successful through professional development. Today’s entrepre- neurs possess in abundance passion, vision and the ability to innovate. They persevere; they are resilient; and they have patience, curiosity and an unquenchable thirst for knowledge. Yet there is also an increasing demand for business professionals to learn how to become better entrepreneurs by identifying and handling complex and ever- changing business environments, and this can’t be learned by experience alone. Since MBA programs differ from one another, it’s important to understand which ones will help contribute to the success of future entrepreneurial endeavors. Flexibility Investigate programs that allow students to work while they learn. Online learning can play a vital role in supporting entrepreneurs who wish to have the flexibility of learning while they earn. Traditionally, enrolling in a MBA would require a massive time investment and in the business world, time is money. However, with the advent of online MBAs, entrepreneurs can learn the essential skills needed to be successful while continuing to develop their business on a daily basis. This flexibility is key for today’s busy professionals who often juggle work, studies and family priorities. Modernity Identify MBA programs that include contemporary issues. Reviewing historic case studies and learning about companies that achieved success can help impact an entrepreneur’s bottom line, but MBA programs that also address the

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april 2015 Entrepreneur 35 We spoke to education entrepre- neur Kamal Puri, the founder, President and Chairman of Skyline University College (SUC), about whether or not people venturing into entrepreneurship should consider a MBA. SUC recently celebrated their 25th anniversary in the UAE, and as of January 2015 boast 6,000 alumni. One outstanding factor? The post secondary institution has adopted the highly lauded gamification angle of entrepreneurial education with their on-campus Innovation and Entrepreneurship Lab, “fully equipped with business games and simulation exercises for development of entrepreneurship skills among the students.” Should people consider pursuing a MBA when they know their career path will lead them to entrepreneurship? “This is a debatable issue: think of successful people like Bill Gates, who never went to study a MBA in university. But then, a MBA helps us to make a platform to start a business. I person- ally believe that one does not need to get a MBA degree if he or she needs to be technically sound or intends to run or start business related to technical fields. In this case, you can join a univer- sity which conducts technical courses, and then hire MBA graduates for your business. However, in the 21st century -in order to meet global competition- it’s necessary to undergo MBA program where the right set of capabilities are developed to build up the entre- preneur in you. It will give you an upper hand in any business setup, and by undergoing MBA or business education, your three important capabilities -which are needed for any business- are brushed up. First, enterprise capa- bilities, this deals with the organi- zation and makes one an expert in handling uncertainty; creating or implementing new ways of doing business and new ideas, risk and reward assessment, thinking positively to amendments and changes. Second, your personal capabilities, like fostering the habit of innovating creatively, risk-taking and managing ability, determination, the independence and responsibility to make things happen. Third, aspects like lan- guage management, economics, finance, marketing, retail, sales, HR, and quality management come via executive education.” ‘Trep talk Is a MBA really worth it? Founder, President and Chairman of Skyline University College (SUC), Kamal Puri SUC marks a quarter century of education in the United Arab Emirates Dr. Kieran Mervyn currently teaches courses in leadership in the online MBA program at the University of Roehampton, London. He is the leader for the Learning and Leading in a Dynamic Era module, where Roehampton Online students examine skills and best practices relating to leadership in contemporary organizations. He is also Director of AM2 Partners Ltd, a team of management and research consultants. Educating execs Schooling ‘treps in the MENA region contemporary needs of today’s workforce will complement modern business models. Through lively and interactive discussions among peers and faculty, students in online MBA programs can explore more timely and relevant issues in the immediate context of the classroom, and learn to develop strate- gies and plans to address implications and consequences. Diversity Seek a global classroom that will help inform future endeavors. MBA programs often attract leaders from around the world, and online programs are no dif- ferent. The online classroom simulates a team environment and allows students to collaborate with peers in their global class- room on shared assignments. Working with and learning from like-minded professionals from the MENA region and beyond enhances the exchange of ideas and informs best practices from an international cohort, and this can ultimately lead to an overall culture of innovation and creativity. Digitization Explore MBA programs that model today’s digital practice. As companies increasingly operate digitally to acquire customers and partners from around the world, it’s important to experience learning how to connect and build those important relationships during a MBA program. One should look for MBA programs that provide opportunities to connect via social media and other networks so students can explore a social experience beyond the classroom. The development of long-term and fruitful relationships with faculty and peers is of significant benefit to budding entrepreneurs and their business endeavors after graduation. With the surge of digital innovations and social media as well as a truly globalized economy, today’s entrepreneurs tend to operate in an always-on environment. An online MBA offers a potent mix of manage- ment skill set, leadership competency base and rich networking opportunities expected from a MBA, along with the accessibil- ity and international reach befitting the entrepreneur of today in a challenging and competitive business landscape.

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Entrepreneur april 2015 36 the Middle East Education in Entrepreneurs in the business of educating the region’s youth need to address the chronic misalignment of the education system and job markets By Suhail Al-Masri TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO > Top 6 deparments with the highest shortage of skills The inadequacy of the regional education system is also seen as a major roadblock for career growth. This is simply due to the fact that education and professional training are necessary to thrive in an increasingly competitive market. D espite a significant improve- ment in formal education in the Middle East during the past few decades, the gap between education and employment is still widening. Governments across the MENA region have invested heavily in education, and the past decade has witnessed a rapid expansion of prima- ry, secondary and tertiary education. Yet, the results have been more or less disappointing. Schools and universi- ties are turning out graduates lacking the skills they need to succeed in job markets, and the job market itself is hamstrung by economic mismanage- ment. The result: high levels of educa- tion with mass unemployment. The belief that the education system in the Middle East is lagging behind isn’t new. In fact, the Bayt.com Middle East Workplace Dynamics poll, June 2013, shows that while 63% of profes- sionals in the MENA region feel that the job market is picking up, 20% still blame the education system for being ill-prepared for the current require- ments and skills required by the job market. According to the same poll, the inadequacy of the regional educa- tion system is also seen as a major roadblock for career growth. This is simply due to the fact that education and professional training are necessary to thrive in an increasingly competitive market. Other major impediments cit- ed in this poll included bad managers (13.7%) and the bad economy (14.9%). In their next job, a fifth of respondents (20.3%) said they were looking for companies that would provide learning opportunities and training programs and help them develop their skills. This came well before the pursuit of a good work environment (18.8%), or even better pay (16%), as important factors when looking for a job. When it comes to creativity and education in the region, 73% of respondents in the Bayt.com February 2015 Education and Innovation in the Middle East poll said that their own creativity is being stifled by the edu- cational system in their country; an- other 42% agreed that their country’s educational system needs to be more innovative in order to adapt to chang- ing times. If you take age differences into consideration, the Millennials in the Middle East survey conducted in February 2014 shows that 83% of millennials (those aged between 18 and 35 years old) in MENA agree that unemployment is a significant issue in their country. When asked about the changes they would like to bring to their organization, 51% of respondents said they would like to see more train-

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april 2015 Entrepreneur 37 Top SIX DEPARTMENTS with the highest shortage of skills and The State of Creativity and Education in MENA courtesy bayt.com Education providers should coordinate their efforts with corporate recruiters and learn more about the needs of the job market. A hunger for lifelong learning should be instilled at an early stage with a clear infrastructure put in place. Training initiatives should successfully marry the classroom with on-the-job training. Training curricula should include preparation for the business world and impart a clear idea of how the business world works. ing opportunities and the chance to learn new skills. When it comes to education, only 38% of respondents in the MENA region believe that their education has prepared them for the workplace completely. The majority feel that pursuing higher education is a way to enhance career options, includ- ing better positions and promotions. This is felt more by millennials than by the older generation (73% of those under 35; compared to 68% of those 35 and up). As for the biggest barriers to career growth for millennials in the MENA, three in 10 (31%) of them feel that a disconnection between their educational qualification and their current job profile presents a major barrier followed by an inadequate or lack of relevant training (28%), as per the Millennials in the Middle East sur- vey. For respondents aged 35 and up, the biggest barriers for growth are lack of financial support (44%), followed by family commitments and responsi- bilities (27%), and, similarly to their younger counterparts, the disconnec- tion between their qualifications and current job profile, but only at 25%. This clearly shows that the older group share a more positive view of the edu- cation they received compared to the younger generation. There are all sorts of reasons to get an education, or even new skills. It gives you an edge and perspective on the world and helps you build a career. Unfortunately, this link between edu- cation and jobs seems to be breaking down in the MENA. So what has gone wrong? Why has so much education and public investment failed to create a virtuous cycle of economic growth, job creation and expanded youth op- portunity? The answers to these ques- tions vary across countries, but one common factor stand out: the chronic misalignment of the education system and job markets. Bridging the gap between education and work The Middle East urgently needs measures to address the misalignment of education and employment which implies the match of people entering the job market with skills in demand. 1. Increase investments in training In an increasingly knowledge-based global economy, that means building basic competencies and the flexible skills associated with problem- solving. So when you take a job, look for a company where you can learn something. Join a company that will invest in you because early in your career the learning is worth far more than the salary. The Bayt.com Learning in the MENA Workplace poll, March 2015, shows that 25% of MENA professionals feel that ample learning and training opportunities at work is their top motivator apart from their salary; an overwhelming 98% of them say that working in an organization that provides learning and training is very important. Fortunately, the majority (73%) of respondents in the Skills and Hiring Trends in the MENA poll, January 2015, said that investment in training will increase in 2015. 2. Matching curricula and teaching styles with general skill needs of the current workforce This is a very complex problem to fix, but at least the issues are on the table. Education providers should coordinate their efforts with corporate recruiters and learn more about the needs of the job market. A hunger for lifelong learning should be instilled at an early stage with a clear infrastructure put in place. Training initiatives should successfully marry the classroom with on-the-job training. Training curricula should include preparation for the business world and impart a clear idea of how the business world works. 3. Capitalize on development programs If you don’t take the time, spend the money, or learn how to build world-class development programs, you will not be able to compete. There is no real war for talent, there is a “war for skills”, and what better way to win the war than to build your arsenal internally. >>>

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Entrepreneur april 2015 38 Suhail Al-Masri is the VP of Sales at Bayt.com. Al-Masri has more than 20 years of experience in sales leadership, consulta- tive sales, account management, marketing management, and operations management. His mission at Bayt.com goes in line with the company’s mission to empower people with the tools and knowledge to build their lifestyles of choice. When it comes to education, only 38% of respondents in the MENA region be- lieve that their education has prepared them for the workplace completely. The majority feel that pursuing higher education is a way to enhance career options, including better positions and promotions. This is felt more by millen- nials than by the older generation. Learning in the MENA Workplace courtesy bayt.com TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO 4. Rethink the education model The online courses offered by Bayt.com on Edraak, an open online course platform launched by the Queen Rania Founda- tion, are only an example of the many technological disruptors that will be reshaping the future of education in the region. The Bayt.com Specialties is another great platform for profes- sionals to increase their know-how and even get ranked for what they know. At Bayt.com, our mission has always been to empower people with the tools and information they need to build their lifestyle of choice, so we are constantly creating innovative solutions to make it easier for both job seekers and employers to succeed in their learning and career. Bayt.com research has shown over and over again that while education is viewed as incomplete by many profes- sionals in the region, training and development opportunities offered by companies are highly valued. Compa- nies offering training would most prob- ably see lower labor turnover and a lower skills gap. We can also conclude that without major changes in the cur- rent educational system, the situation will only get worse. The vast majority of jobs now require more technical grounding, problem solving, creativity and better communication skills. But most people don’t know what busi- nesses expect and universities don’t necessarily teach them these skills. This is why professionals should start seriously looking at other methods of gaining knowledge in order to stay rel- evant– whether through formal higher education, online resources, appren- ticeships, or specialized training and workshops. There are many reasons to get a good education, but ultimately it must provide a pathway to a promising and successful career. All of the above will require a signifi- cant cultural change and funding. But I’m convinced that emphasizing work- linked learning, where curricula closely tracks the demands of the job market, will help us raise the skill levels of new graduates– a key ingredient in the recipe for economic prosperity.

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Entrepreneur april 2015 40 INNOVATOR INNOVATOR the stakes Raising H.E. Sheikh Mohammed Bin Essa Al-Khalifa Rewarding Bahraini business pioneers to support and strengthen a sustainable economy By Fida Chaaban L ess than an hour before H.E. Sheikh Mohammed Bin Essa Al-Khalifa was due to take the stage and welcome over 600 guests including event partners and finalists to the first Bahrain Award for Entrepreneur- ship, he was seated with me in the rather loud ART Rotana Hotel lobby. We were talking –shouting- about Bahrain’s economy (“as a regional hub for trade and investment”), the government’s support of the private sector (“to make it the key driver of sustainable economic growth”), and entrepreneurship in the Kingdom (“we need to continue to promote entrepreneurial culture as a viable career option, especially amongst youth).” Sheikh Mohammed is what I call an optimistic realist- by this I mean that while he admits that while Bahrain is facing undeniable economic challenges, perspective is needed to thoroughly assess the country’s pros- pects and current status. Sheikh Mohammed wears more than a few hats, but as of March 2012 his primary role is as the Political and Economic Affairs Advisor to Bahrain Crown Prince HRH Prince Salman bin Hamad Al-Khalifa, and he acts as the senior representative of the Court of the Crown Prince both inside and outside of the Kingdom, leading the policy and communications units within the Court. In this capacity, and in his role as the Chairman and Acting Chief Executive of Tamkeen, Bahrain’s financials and the robustness of those financials are of chief importance. For a man with so much on his plate, about to address hundreds of mem- bers of the Bahraini enterprise space and both local and regional royalty, the Sheikh seemed surprisingly medi- tative. During the course of our con- versation, and throughout the Awards ceremony that followed, I see that this is one of the jovial Sheikh’s qualities; he’s not a rash man and he considers my questions carefully before ad- dressing them with equal measures of hopefulness and fact- which is not to say that he isn’t realistic about Bah- rain’s current economic standing. An alumnus of the American Univer- sity in Washington D.C. with a degree in Economic Theory, and a post-grad of London School of Economics with a diploma in Business Studies, Sheikh Mohammed regularly attends the World Economic Forum (WEF). “You have to measure and work on output. What we need is sustainable growth, and our philosophy has always been that Bahrain has the most diversified economy in the Gulf, and we aim to grow from 5% to 6%- which is sus- tainable. It has served us well for 20 years. Having said that said, Bahrain is an open economy and therefore exposed to global shocks so what goes on around us affects us, but these are just natural challenges that we have to deal with and they’re not unique to Bahrain. Our challenge is: what’s next? How are we going to grow?” This is where the Sheikh says “disrup- tion” is needed- “shops starting on

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april 2015 Entrepreneur 41 “over the past five-six years, we’ve achieved a lot in entrepreneurship in Bahrain. We need to start recognizing businesses and promote this more to create the next generation because success breeds success. We need to highlight the successes to motivate the next generation, and it’s about giving people the desire to grow outside of Bahrain even.” “You have to measure and work on output. What we need is sustainable growth, and our philosophy has always been that Bahrain has the most diversified economy in the Gulf, and we aim to grow from 5% to 6%- which is sustainable. It has served us well for 20 years. Having said that said, Bahrain is an open economy and therefore exposed to global shocks so what goes on around us affects us, but these are just natural challenges that we have to deal with and they’re not unique to Bahrain. Our challenge is: what’s next? How are we going to grow?” Tamkeen Board Chairman H.E. Sheikh Mohammed Bin Essa Al-Khalifa visiting Tamkeen’s Customer Service Centre at Seef Mall >>> Instagram in Bahrain for example,” referring to the proliferation of micro- enterprises on social media in the last few years. In terms of recent discussion encouraging Bahrain to follow Sin- gapore’s model, the Sheikh says the parellels really end at being similar- sized islands next to big neighbors, and also that Bahrain has the least amount of resources by GCC com- parison. “Only 5% of the resources on a per capita basis in comparison to the rest of the GCC,” and he says that relative to this, Bahrain has “achieved more with less.” More with less indeed, and currently the island is trying its very best to highlight the benefits of doing business and potentially basing your business there. Al-Khalifa rattles off a number of plusses offered by Bahrain including its advantageous location, proximity to the GCC business hubs, quality of life, market access, a well-trained workforce that can readily transverse the Gulf, the simple fact that the cost of doing business is less than other Gulf cities, and finally, that “50% of the Saudi GDP is within a one hour drive of Bahrain.” But still there are areas of concern like last year’s sug- gestions made by the International Monetary Fund (IMF) after a visit to Bahrain in March. The post-mission statement said that “diversifying the sources of fiscal revenue is essential in the longer term to lower vulnerability to oil price shocks,” but it did indicate some positives as well, mentioning that the banking sector was in “good health” and that the Kingdom was not “affected by the most recent bout of volatility in global financial markets.” In November 2014, the Oxford Busi- ness Group noted that the country’s “debt levels rose to US$13.2bn, rep- resenting 44% of GDP at the end of 2013, up from 36% in 2012.” Accord- ing to The World Bank, Bahrain’s GDP in 2013 clocked in at $32.89 billion with a population of 1.332 million, and the country was ranked 53 in the 2015 Doing Business report issued by The World Bank Group. By com- parison, the UAE and Saudi Arabia were ranked 22 and 49 respectively, and if you want to compare island for island, Singapore was ranked #1 with a 2013 GDP of $297.9 billion and a population of 5.399 million. The same report notes that changes in Bahrain have now made it easier to register property and get credit, so some areas are making marked improvement, but they still have a long way to go. Sheikh Mohammed points out a few positives that don’t exactly offset these challenges, but they do help you as an entrepre- neur: that their intellectual property laws are the stron- gest in the GCC, and that “you can set-up as a 100% wholly owned as a Bahraini company- not offshore centers or free zones.” And those same companies that get set up in the Kingdom should be thinking in terms of scale- but not within Bahrain’s borders, he explains. “What I would like to see more of in Bahrain is more people thinking bigger, beyond our borders. You don’t need to grow that much in scale to serve all of Bahrain and take their businesses outward- a lot of people are pleased and content with the suc- cess here, but it’s important to think

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Entrepreneur april 2015 42 INNOVATOR “What I would like to see more of in Bahrain is more people thinking bigger, beyond our borders. You don’t need to grow that much in scale to serve all of Bahrain and take their businesses outward- a lot of people are pleased and content with the success here, but it’s important to think about having a regional impact, and perhaps even a global impact.” H.E. Sheikh Mohammed Bin Essa Al-Khalifa speaking at the Bahrain Award for Entrepreneurship on March 11, 2015 about having a regional impact, and perhaps even a global impact.” This is one of the reasons that Tamkeen exists- to coach and assist existing SMEs, startups and even micro-busi- nesses in scope, scale and process. As a semi-governmental entity and a fa- cilitator of SME-strength in the King- dom, to make even more progress PR and contact with the general public is a top priority. “The Bahrain Award for Entrepreneurship is a showcase of Bahrain’s entrepreneurial spirit, and a celebration of our business pioneers,” says Sheikh Mohammed. “I’m excited about it; over the past five-six years, we’ve achieved a lot in entrepreneurship in Bahrain. We need to start recognizing businesses and promote this more to create the next generation because success breeds success. We need to highlight the successes to motivate the next genera- tion, and it’s about giving people the desire to grow outside of Bahrain even.” As a “key cornerstone” of the Economic Vision 2030, Tamkeen has a number of programs, and to date they report that they’ve served over 100,000 Bahrainis and Bahraini businesses. In the coming years, their focus will be support programs geared toward the developmental cycle of businesses, and currently startups are considered a separate customer segment with their own set of tailored programs including the Business Incu- bator and Pre-Seed Capital Support programs, both executed in partner- ship with Bahrain Development Bank, the Feasibility Study Support program and the Micro-Finance Program amongst others. There is another important conclu- sion that can be drawn from Bahrain’s cross-organization initiatives: unem- ployment and a lack of productivity is a pressing issue across the MENA region, and bolstering private sectors can help to alleviate both circum- stances. Sheikh Mohammed points out that the most recent statistics released by Bahrain’s Ministry of Labor and the Labor Market Regula- tory Authority (LMRA) indicate that their national workforce continues to grow, and that “job creation also grew over that span, from 345,000 in 2006 to around 503,000 in 2014- a 46% increase.” The more enterprises succeed, the more people they can employ and so by default, even people not inclined toward entrepreneur- ship stand to benefit from Tamkeen’s work. There is no easy solution, admittedly, but the Sheikh is clear that Tamkeen’s role as a facilitator for enterprise in the Kingdom is not only good, it’s absolutely essential for economic prosperity. It’s not just founders of companies who stand to benefit- it’s Bahrain as a whole: “For entrepreneurship to truly flourish, it needs the right environment in which all stakeholders are actively involved,” and through Tamkeen and their many partners, the government hopes to keep the momentum going.

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Entrepreneur april 2015 44 INNOVATOR The little island with big ideas One of the GCC’s most agile (and unnoticed) entrepreneurial ecosystems has a message for you By Fida Chaaban A semi-governmental entity, Tamkeen can be considered the epicenter of all things startup and SME in the Gulf state, and concerns itself solely with developing the Bahraini private sector and supporting the growth of the Kingdom’s enterprise space and entrepreneurs. Annada scarf 90 X 90, The Point’s End Lailac by artist Ebrahim BuSaad H.E. Sheikh Mohammed Bin Essa Al-Khalifa, Chairman and Acting Chief Executive, Tamkeen I t’s hard to know where to start with this feature after spending a week in Bahrain getting to know the entrepreneurial ecosystem, and the entrepre- neurs who are part of that ecosystem. From startups to full-fledged lifetime achievers who have inspired generations of their families to follow in their footsteps, there really is a ton of enterprise activity in Bahrain. I can tell you for a certainty that things on the island are different: to begin with, there is synergy between all the governmental and semi-governmental entities that promote and support en- trepreneurship in the private sector. In the eye of this storm is Tamkeen, and heading Tam- keen is Chairman and Acting Chief Executive H.E. Sheikh Mohammed bin Isa Al Khalifa, who is also the Political and Economic Affairs Advisor for the Court of the Crown Prince of the Kingdom of Bahrain. A semi-governmental entity, Tamkeen can be considered the epicenter of all things startup and SME in the Gulf state, and concerns itself solely with developing the Bahraini private sector and supporting the growth of the Kingdom’s enterprise space and entrepreneurs. Estab- lished in 2006, Tamkeen’s tag- line, “working for a prosperous future,” isn’t just a tagline. Every person I meet with who is even remotely connected to entrepreneurship has heaps of praise for the organization, and through Tamkeen I was familiarized with the entire structure of the startup and SME space in the Kingdom. For those of you who aren’t aware of the bevy of opportu- nities available to entrepre- neurs in Bahrain, let me assure you that this little country has a big voice. Not only do they have banks ready to wade right in and finance projects even from ideation stage, they’ve also developed a number of singular startup showcase models that I haven’t seen anywhere else in the MENA region. One such example is Riyadat, the Bahrain Women’s Competence Development Centre, a several-storey mall of outlets comprised of women- founded startups allowing them very low subsidized rent spaces that they can use to sell

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april 2015 Entrepreneur 45 +973 Artisinat, a national project launched in 2012, is another such cross- organization collaborative effort to give budding startups who show prom- ise in design, artisanal endeavors and handiwork crafts a space to display and sell their products. “Once a designer has reached a certain level of success after a personal- ized period assessment, their space is allotted to a new entrepreneur for two reasons: to change the selection of the products and designers available to customers, and to give new entrepreneurs a chance for the exposure we can provide and the business.” Riyadat Mall, an incubator for women’s startups in Bahrain www.plus973.com their products and services. A collaborative effort between Bahrain Development Bank (BDB), the Supreme Council for Women (SCW) and the Bahrain Business Incubator Centre, Riyadat Mall is es- sentially a women’s startup incubator that actually gives them a chance to be directly in touch with their potential customer base while receiving the benefits of incubation. One of the startups that has tenancy in Riyadat is Annada. Far into the profit range, An- nada founder Nada Alawi now exports her wares globally and her small second floor space in Riyadat acts as both work- shop and atelier. It’s worth mentioning that Tamkeen gave away hundreds of special edi- tion Annada scarves imprinted with the Bahrain Noor El Ain festival logo as guest gifts at the first Bahrain Award for Entrepreneurship, supporting Annada by actually acting in a customer capacity. The tenants of Riyadat Mall are guided on actionables like business development, financial plan- ning and even HR concerns, and setting up shop there is considered somewhat of a partnership between Riyadat themselves and the entrepre- neur behind each company. Shatha Rashid Al Jalahma, Se- nior Manager of Riyadat, adds that they have anchor outlets like telco Zain and popular Bahraini restaurant Basta 23, who have agreed to come into the space as a CSR initiative of sorts to encourage footfalls, so that the entrepreneurs have a better chance of engaging with fresh clients and drumming up new business. +973 Artisinat, a national project launched in 2012, is another such cross-organiza- tion collaborative effort to give budding startups who show promise in design, artisanal endeavors and handiwork crafts a space to display and sell their products. The retail setup is presented in a fashionable factory model, and the design of the structural interior was actually executed by Bahraini entrepreneurs. Dr. May Al Otaibi, CEO of May- asem Communications, walks me through the space detailing +973’s numerous micro- business success stories. “Once a designer has reached a certain level of success after a personalized period assess- ment, their space is allotted to a new entrepreneur for two reasons: to change the selec- tion of the products and de- signers available to customers, and to give new entrepreneurs a chance for the exposure we can provide and the business.” Dr. Al Otaibi singles out The Wood Jewelry, an artisanal woodcrafts range founded by Mohammed AbuDrees, as a notable Bahraini story of entrepreneurship and artwork. The woodworked keepsakes are collected far and wide, and the homegrown brand is consistently given a section in +973 because it acts as a traffic draw. The Bahraini Ministry of Industry and Commerce inter- acts with +973 closely, and di- rectly supports this and many other undertakings involving businesses even at the micro level. “We’re always active, we host exhibitions and we use every kind of promotion from social media to advertising. I think mainly, the benefit is twofold: the exposure and the help, and also having a space to present your work and see it as a business.” At the time of my visit to +973, there was also a pop-up cof- fee shop by a young Bahraini entrepreneur placed in the far corner of the factory space serving a variety of light bites and beverages. “Last year we graduated 60 entrepreneurs, and we’re very proud of this. We have graduated seven very famous Bahraini brands now; a few have moved on to Riyadat Mall. No one can believe how much the government is doing for the people here- Tamkeen is here is help, they’ll cover their expenses up to 80% and there is no program out there like this. National projects generally don’t have this kind of vibrancy; this space is alive and I want everyone out there to know how even the royal family themselves contribute and support +973. Her Royal Highness, the wife of the King, Princess Sabeeka [Bint Ibra- him Al Khalifa] personally came to open this project.” Narjis Haider Al Moosawi, Director of Small and Craft Industries for the Ministry of Industry and Commerce, >>>

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Entrepreneur april 2015 46 INNOVATOR Dr. Hashim Suleiman Hussein, the Head of the United Nations Industrial Development Organization Investment & Technology Promotion Office (UNIDO-ITPO) Tamkeen www. egovforum.bh points out countless different levels of interaction between the respective Ministries and all the different areas of Tamkeen -all of this is struc- tured to provide every type of assistance imaginable- no matter how small the idea, and no matter how untrained the ‘trep. “These measures are extremely important to us as 90% of our business here is SMEs. We partner with several entities, like UNIDO. Every month we have two batches and we bring them mentors to help with finance, market- ing, feasibility studies and everything we can,” explains Al Moosawi. After my tour and introduc- tion at Riyadat, I am also introduced to Dr. Hashim Suleiman Hussein, the Head of the United Nations Industrial Development Organization Investment & Technology Promotion Office (UNIDO- ITPO) in Bahrain. He walks me through the various programs they have for entrepreneurs past, present and upcoming, and they too are many and comprehensive. UNIDO’s work in Bahrain runs the gamut from training and mentorship to actual event staging like the Health and Wellness Ex- hibition for ‘treps exclusively for “fit and healthpreneurs through UNIDO’s Health and Wellness Program” that took place on March 21st at the Al Basta Market, Bahrain International Circuit under the patronage of H.E. Sheikh Abdullah bin Rashid Al Khal- ifa, Governor of the Southern Governorate and staged in cooperation with the Ministry of Health. If you’ve got a busi- ness idea, UNIDO-ITPO will find a way to support you, and that will include tutelage and actual hard training in finance. The entrepreneurs that UNIDO-ITPO works with are rigorously vetted, and they cooperate with Tamkeen across a number of channels as well. Another workshop event that took place in March was “Secrets of Business Innovation and Innovative Entrepreneurship: How to Lead, Create, Market, and Sell Like an Innovator,” as part of the Bahrain International eGovernment Forum 2015. But what about the money aspect of it all? Eva Hasan, Private Sector Support at Tamkeen, points out that “there are a variety of banking institutions available to people here looking to setting up business. Tamkeen is in part- nership with BDB; on a yearly basis, we inject around 50 million dinars just to provide facilities to entrepreneurs or entrepreneurs-to-be in loans and equity. We offer a full so- lution, and this includes subsi- dies, grants for your equip- ment, consultancy services, participation in exhibitions, as well as taking you to the next level by providing you with total quality management, ISO certification etc.- we call it the Jawda program. We believe by providing you with this grant amount and investing in you, that will position you on the market. Alhamdulillah, from 2007 until now, more than 29,000 SMEs were served throughout all of our programs including finance and incubator schemes, enterprise support program and others.” Hasan explains that the multi-organization cooperation was needed to provide every level of support, and I can attest that during my week in Bahrain, every part of the ecosystem was accessible and ready to explain where and how they fit into the total picture. Hasan is clear on Tamkeen’s mission: “Our main focus is to make the private sector the engine of growth.

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april 2015 Entrepreneur 47 “We have the Bahrain model, endorsed by UNIDO as the best SME model development in the world; there’s about 42 countries follow it. That model takes a would- be entrepreneur from the idea stage to training, coaching, pre-seed capital, incubation, financing and equity participation as well from the bank. I feel it’s an opportune time today for entrepreneurs to actually pursue their dreams.” Sheikh Hesham Mohamed Al Khalifa, Deputy General Manager Development Services, Bahrain Development Bank >>> We conducted a study in 2006 to see the market gaps, and find out what obstacles forbid SMEs from growing. Those challenges were converted into solutions- like access to finance. Whenever there is small to medium enterprises, there is Tamkeen.” And there is also BDB, judg- ing by the number of different cross-over initiatives that mention BDB as a key partner. Sheikh Hesham Mohamed Al Khalifa, Deputy General Man- ager of Development Services at BDB, is a big proponent of everything entrepreneurship, and like everyone else I speak to in Bahrain, asserts that there is a bevy of enterprise talent on the island, and that there is always room for more burgeoning businesses. “Our mission is to foster an entrepreneurial, innovative and enterprising society. We are the enablers for those that dare to dream.” Operational since 1992, BDB is licensed by the Central Bank of Bahrain as a conventional retail bank and a great deal of their work re- volves around encouraging the health of the private sector. “We have the Bahrain model, endorsed by UNIDO as the best SME model development in the world; there’s about 42 countries that follow it. That model takes a would-be entre- preneur from the idea stage to training, coaching, pre-seed capital, incubation, financing and equity participation as well from the bank. I feel it’s an opportune time today for entrepreneurs to actually pursue their dreams.” Sheikh Hesham talks fondly about several of the bank’s programs from Takween, a partnership between BDB and the Ministry of Education to empower and equip school age children with the idea that they can grow up to be entrepreneurs, to Rowad, “our long-term plan that iden- tifies the entrepreneurs and innovators.” A decade ago, at the begin- nings of Rowad, 30% of the startups backed by BDB moved into the profit-making stage, and now a significant 80% of their startups are in the profit-making stage. What are the qualifiers for funding? “It takes a willingness from the person –we don’t look at the person if he’s bankable or not in terms of collateral, we look at the person themselves, if we can bank on him- not just the idea. We bring them in, and they are assessed in a way to give them the ability to understand their own set of skills and what they need from Rowad. It’s not just subsidized rent in an incubator, it’s actually presenting them with soft skills, guidance, mentor- ship, and training for them to succeed. Financial literacy is also part of the program.” The Sheikh mentions that Bahrain is celebrating tons of success stories just in the last decade, and through BDB’s partners, they endeavor to continue to educate people that starting their own business is a viable alternative: “We all work in partnership here, entrepre- neurs looking to set up in Bahrain can come see us, they can see Tamkeen. Be it equity, be it financing- there is a way for us to help.” A former entrepreneur him- self, Sheikh Hesham was later appointed to his position at BDB and has a vested interest in seeing Rowad’s candidates

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Entrepreneur april 2015 48 INNOVATOR “We’re sort of a platform to do business in that area, and there are certain restric- tions in Saudi that we don’t have here. Basically, in that sense, the infrastructure is set up to support that. We’re a smaller country so we’re also protected a little bit from the inter-regional competition.” Rowad Magazine, published by Bahrain Development Bank, featuring entrepreneur Ali Al Khayat on the cover Vivian Jamal, Executive Director of Business Development, Bahrain Economic Development Board www.bahrainedb.com succeed. “The direction of supporting and promoting entrepreneurship began with meetings on a weekly basis back in 2000, 2001. The CEO of BDB, Dr. Hashim [Suleiman Hussein] of UNIDO, and my- self, we were thinking of how to foster the entrepreneurial culture, and we came up with the Bahrain model.” BDB also distributes its own quarterly entrepreneurial publication in both English and Arabic to support the program, Rowad Magazine, featuring success stories that Sheikh Hesham personally endorses. “Ali Al Khayat is a great example. This guy started from a small village, Sitra, and he worked as a mechanic on marine en- gines. He later opened a small workshop, and then dared to dream and came to BDB. He now owns one of the biggest furniture factories in Bahrain.” Incidentally, Al Khayat, the founder of what is now known as Creative Design, was award- ed the SME Enterprise of the Year distinction at the Bahrain Award for Entrepreneurship less than 24 hours after this interview took place. Another entity that crosses over with Tamkeen heav- ily is the Bahrain Economic Development Board (EDB) in a myriad of links and coopera- tive capacities. “Tamkeen is a sister organization to the EDB. We almost have a remit to work with the different divi- sions of Tamkeen in different ways. Our main role at EDB is to bring in foreign direct investment into Bahrain, address policy-related issues in the country that affect the business environment, and to support entrepreneurship in Bahrain in the country,” explains Vivian Jamal, Execu- tive Director of Business De- velopment at EDB. She is yet another big proponent of the country’s prime positioning and affordability, highlighting various incentive schemas afforded to both Bahraini and foreign companies, large and small. “Each country in the Gulf has its own specificities, and I know that external countries in the world don’t necessarily understand it so they kind of brush us all with the same stroke. When you actually look at Bahrain versus some of the other countries, there are three things that set us apart. First, the access and the market- we never look at Bahrain on its own because it’s just too small of a market itself, but we’re the closest neighbor to Saudi Arabia. We know our environment is conducive socially or from a business perspective; it’s conducive to having interna- tionals [expats] live here and do business there. We’re sort of a platform to do business in that area, and there are certain restrictions in Saudi that we don’t have here. Basically, in that sense, the infrastructure is set up to support that. We’re a smaller country so we’re also protected a little bit from the inter-regional competition.” The benefits of basing your enterprise in Bahrain doesn’t end at proximity, it’s also about having the power to make things happen for your business, and in the event things go awry, get a quick resolution without wading through red tape. “Just due to our small size, we’re an agile country, meaning that it’s very simple for companies to set up and find their way through the system. If you have a specific problem as a corporation that you need resolved, it’s easy to get an appointment with the right official and get that sorted out. You may be a small fish, but because you’re in a little pond, you’re given the access.” Jamal says that SMEs account for 73% of the em- ployment in the country, and that one of goals for the 2030 Economic Vision is to raise the GDP percentage it accounts for as it’s currently sitting at only 28%, and that also ties into fostering more startups that can grow into SMEs. “We have an annual Tenmou MENA Angel Investor Summit which looks at startups from around the region. People fly in and there’s a competition, and they vie for an award which is basi- cally a sum to help them get started.” This year’s Tenmou event will take place in May, and I’m hoping to see tons of ‘treps from across the region head to the island to get to know one of the most enthusi- astic ecosystems in the GCC. I did, and I came back to tell you what they already know: start- ing up in Bahrain is feasible and even beneficial, and they’ll do everything they can to help you succeed.

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Entrepreneur april 2015 50 INNOVATOR The winners of the Bahrain Award for Entrepreneurship Micro-Enterprise of the Year Namaste Startup of the Year Obai & Hill SME Enterprise of the Year Creative Style Large Scale Enterprise of the Year Abdulla Ahmed Nass & Sons Co. (NASS) SME & Large Scale Enterprise Sustainable Business Award BMMI People’s Choice Award Almoayyed Contracting Group Lifetime Achievement Award Hussain Ali Yateem The Bahrain Award for Entrepreneurship Mohamed Hussain Yateem and Ali Hussain Yateem accepting the Lifetime Achievement Award on behalf of their father Hussain Yateem (pictured) T he first ever Bahrain Award for Entrepreneurship (BAE), staged under the patronage of HRH Crown Prince Salman bin Hamad Al Khalifa, First Deputy Prime Minister and Chairman of Bahrain Economic Develop- ment Board (EDB), was held at the ART Rotana Hotel in Amwaj, Bahrain, on March 11, 2015. Launched in partnership with Tamkeen, EDB, Bahrain Devel- opment Bank (BDB), and knowledge advisors Bahrain Chamber of Commerce and Industry (BCCI), the United Nations Industrial Development Organization In- vestment & Technology Promotion Office (UNIDO-AICEI), and the Bahrain Minis- try of Industry and Commerce (MOIC), the award winners went through technical qualification rounds, and were ultimately chosen by the judges with the exception of the People’s Choice catego- ry. A regional representative of EY acted as a knowledge advisor for the inaugural event, and judges from across the MENA region included HRH Prince Khaled bin Alwaleed bin Talal bin Abdul Aziz Al Saud, Talal Al Zain, Ahmed Nassef, Badr Jafar, Habib Haddad, Nina Curley, Rama Chakaki, Rosemary Tan, Tony Bury, and Hala Fadhel. Seven award winners were selected from 100 nomination applica- tions, and will be awarded with a variety of business opportunities to scale and develop their respective enterprises. BAE prizes include growth develop- ment programs and planning, startup funding, coaching, office space in busi- ness incubators and accelerators, as well as training and certification. The awards, presented by Sheikh Moham- med bin Isa Al Khalifa, Chairman and Acting Chief Executive of Tamkeen, are one aspect of a multi-organizational effort to strengthen and recognize the Kingdom’s enterprise leaders, and create more awareness to the bevy of support programs and networks available to the nation’s entrepreneurs.

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april 2015 Entrepreneur 51 Corporate Communications and CSR Manager, Yasmin Hussain, accepting BMMI’s SME & Large Scale Enterprise Sustainable Business Award Creative Style founder Ali Al Khayat accepting the SME Enterprise of the Year Award Bahrain Award for Entrepreneurship at the ART Rotana Hotel in Amwaj, Bahrain, on March 11, 2015 H.E. Sheikh Mohammed bin Essa Al Khalifa, Tamkeen Chairman and Acting Chief Executive, H.E. Sheikh Khalid bin Ahmed Al Khalifa, Minister of Foreign Affairs, HRH Prince Khaled bin Alwaleed bin Talal, Chairman of KBW Investments, H.H. Sheikh Mohammed bin Mubarak Al Khalifa, Deputy Prime Minister and Deputy Patron, H.H. Sheikh Khalid bin Abdulla Al Khalifa, Deputy Prime Minister, H.E. Abdulla bin Saif, Advisor of HRH the Prime Minister for Economic Affairs, H.E. Nabeel Al Hamer, Media Advisor to HM the King Almoayyed Contracting Group receiving the People’s Choice Award

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Entrepreneur april 2015 52 sportsmanship Good Dubai Desert Extreme co-founder and CEO Shahriar Khodjasteh By Aby Sam Thomas INNOVATOR “ “Releasing that burden of fixed costs allowed us to invest into the efficiency of our other retail [outlets] and keep those going, but also invest into the areas of distribution, which was the next big thing for us, and also to continue our marketing efforts.” DDE’s Ride Bike Shop I see greatness in the future! And that’s what I am striving for!” It is these two lines from the sum- mary on Shahriar Khodjasteh’s LinkedIn page that resound in my head during my interview with the man himself, whose busi- ness card lists his job title as “El Presidente (co-founder and CEO)” of Dubai Desert Extreme (DDE), one of the Middle East’s most prominent names in the sporting goods retail and distribution space. While the editor in me was a little concerned about the excessive use of exclamation points in Khodjasteh’s professional profile, chatting with him for a few minutes was enough for me to realize that the enthusiasm projected by those extra punctuation marks were actually quite representative of this entrepreneur’s infectious, switched-on personality. Khodjasteh and his brother, Shahin, set up DDE in 2001 as a 20 sq. m. re- tail outlet selling skateboarding goods at the Beach Centre mall in Dubai’s Jumeirah neighborhood. The store was a pioneer of sorts in the Emirate, with Khodjasteh saying that his shop essentially brought skateboarding to the Dubai market. “It was up to us to build the market,” he says. “Because what we were doing was not only mar- keting brands or products, we were also marketing sports, that particular sport, like skateboarding and its asso- ciated lifestyle- because it didn’t exist here. So we were building these things from the ground up.” Khodjasteh’s background in the marketing domain helped- from setting up events to sponsoring athletes, DDE was keen on building a culture around what it sold. Of course, the proof of the pudding is in the eating, and the evidence of the success of Khodjasteh and his team’s efforts can be seen in the revenue that the DDE skate shop made in its first year of operation: a very impressive AED350,000. Buoyed by the success of its initial year, the company soon embarked on an expansion drive, opening up its next outlet at the Vil- lage Mall in Jumeirah, and then, in 2005, a third one (a new action sports retail concept) at what was then the newly launched Mall of the Emirates. As Khodjasteh remembers it, this particular 85 sq. m. store in the new mall marked a major turning point in his business’ growth story, with the outlet becoming one of DDE’s most successful branches in the UAE.

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april 2015 Entrepreneur 53 DDE’s Liv Bike Shop “In these last two years, we have grown from, like, 40 people to 140 people. And our 2020 plan is to be a half-a-billion- dirham company with 751,000+ people [by then], which might be a conservative estimate now, considering some of the things we are working on now.” Shahriar Khodjasteh, co-founder and CEO, DDE “When we opened at the Mall of the Emirates, that was one of our first tipping points,” Khodjasteh says. “Be- cause we went from a very small com- munity mall, to another community mall, and now to a major shopping mall. And at the time, the prices of rent [at the mall] were ludicrous- AED300 per square foot. Today, there are [places that charge much] more [in rent], but at that time, it was ludicrous that we had to pay that much. But we took that big step.” Thankfully, it was a move that paid off- Khodjasteh reveals that RAGE, the skateboarding and action sports retail concept that DDE launched in the Mall of the Emirates, made about AED5 million worth of revenue in its first year alone. “2005 to 2008, those were heaven years for us,” he remem- bers. “Pure heaven.” It’s easy to see why Khodjasteh re- members those years quite fondly- by 2009, DDE had launched its cycling retail concept, Ride Bike Shop, along- side its existing enterprises, and the company now had a total of 11 stores spread across the Emirate, most of which were located in shopping malls. But then the economic recession struck, and all of a sudden, DDE found itself in a major quandary. “2009 to 2012 were four difficult years,” Khod- jasteh says. “As an entrepreneur, as a small business, this was extremely difficult to manage. Because, here we were agreeing to crazy rents in these big malls, having to go ahead, fit out these stores, put products in, put peo- ple in… You’re adding so much fixed cost to the business. And it came to a point where we were losing money.” It was a stressful situation, to say the least, and as the head of the establishment, Khodjasteh had to make some tough decisions for DDE’s future. “What we had to do [was] to think very carefully about our posi- tion,” he explains. “And the decision was made that we would keep our five most profitable stores, and close the other six. We had to think cost ef- ficiency- cut away the fat and become [more] efficient.” It was, by no means, an easy decision; however, Khodjasteh notes that despite the store closures, he didn’t fire any of the 40-odd staff he had on his company’s rolls then. In addition, Khodjasteh also decided to diversify his company’s offerings- given the number of exclusive brands it had under its belt, DDE began dis- tributing those products in the wider Middle East region as well. Looking back, Khodjasteh remem- bers this period as being a difficult, yet essential, experience for him as an entrepreneur. “It was such an important lesson in life and business,” he says. “What it taught us was that sometimes you must sacrifice in order to keep going. If we had kept those stores going, we wouldn’t have been here. Releasing that burden of fixed costs allowed us to invest into the efficiency of our other retail [outlets] and keep those going, but also invest into the areas of distribution, which was the next big thing for us, and also to continue our marketing efforts. We had to understand that we needed a change in DNA- we needed a change in our overall strategy to be able to survive… And we had to think of our people- we had 40-50 people at the time.” So Khodjasteh closed a few of his stores, found other opportunities for his people working at those outlets, and also launched his company’s distribution arm, all while the recession was taking its toll on the region’s business sector. Afterward, as the region crawled back from the crippling effects of the economic downturn, DDE found itself still standing as a business, and perhaps more importantly, it found itself in a stronger financial position than it was before. “We went from AED15 million at the time to over AED50 million dirhams [in revenue] in a matter of two years,” Khodjasteh reveals. “So it was a very difficult decision [to close those stores at the time], but it was absolutely the right decision [to be made] at that time.” According to Khodjasteh, DDE grew by 42% in the financial year >>>

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Entrepreneur april 2015 54 INNOVATOR Five tips for ‘treps Shahriar Khodjasteh 1. Hang in there “Persevere. There’s going to be tough times; you just got to get through it.” 2. Analyze strengths “Look at the business and benchmark. Understand the true potential of the business.” 3. Pay attention to the money “Have a business plan, and get your financials done properly. Become friends with the bankers.” 4. Get the word out “Don’t forget marketing.” 5. Protect your human capital “Look after your people- because the people are the most important asset.” DDE’s RAGE Store According to Khodjasteh, DDE grew by 42% in the financial year 2012-2013, and then, in the last financial year 2013-2014, it grew by 75%. With figures like that to boast of, DDE soon found itself getting noticed in the region’s business arena as well. 2012-2013, and then, in the last financial year 2013-2014, it grew by 75%. With figures like that to boast of, DDE soon found itself getting noticed in the region’s business arena as well. In 2013, the company was listed fourth on Dubai SME100, a ranking of the 100 top performing SMEs in the Emirate. Khodjasteh and his brother were also selected to be a part of the UAE chapter of Endeavor, a New York-headquartered non profit organization that guides and mentors “high-impact entrepreneurs” to grow their respective businesses and en- courage sustainable economic growth, all of which will further help develop the culture of entrepreneurship in the country. At the same time, DDE has today returned to the glory days it en- joyed prior to the recession- the company now has 12 retail stores open in the region, and it enjoys a rather strong distribution business as well. Besides the original DDE, RAGE and Ride Bike Shop concepts, Khod- jasteh and his team have also pushed forward new retail destinations like Liv, a cycling store dedicated to female riders, Bikini World, a shop for women’s swimwear, and Captiv8, a headwear outlet. In the meantime, even as DDE expands its presence in other Emirates of the UAE, the company is also considering venturing into other markets in the Middle East, with Khodjasteh saying that Saudi Arabia, Qatar, Egypt and Jordan are some of the destinations they are looking at. “In these last two years, we have grown from, like, 40 people to 140 people,” Khodjasteh says. “And our 2020 plan is to be a half-a-billion- dirham company with 751,000+ people [by then], which might be a conservative estimate now, consider- ing some of the things we are work- ing on now.” But when asked if the expected financial returns are what is driving Khodjasteh forward with the plans for his business, he quickly clarifies his true motivations. “I am not motivated by money,” he declares. “I am motivated by success. I am mo- tivated by achieving greatness. I want to show the world -or the region- that this is what we have created; this is what we have accomplished.” And with that intrepid spirit of his, we think it’s only a matter of time before Khodjasteh achieves all of his enter- prising ambitions.

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Entrepreneur april 2015 56 The Esquire Guy on the do’s and don’ts of the email CC By Ross McCammon TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO If you’re only the third or fourth person on the email chain, then you have an obligation to acknowledge that you have been pulled into the conversation. And if you have any questions as to why that is, you have an obligation to inquire about what kind of contributions the CC’er hopes you can make. This is an investment. KEY TECHNICAL MATTERS CC’ing always communicates something. It says, “I don’t think you and I are going to be able to do this alone.” If you CC someone in the middle of an email thread, that person’s identity and presence must be announced. Never copy someone on an email as an oblique threat. Never copy someone on an email as a way of amassing support. Never copy someone on an email as a way of making them feel like they’re a part of something when they’re not. Copy people on a “need to know” basis. Rule: The number of people who “need to know” is always overestimated. The BCC is a nefarious tool that says more about the sender than any of the message’s recipients. Two CC’s sometimes. Three CC’s rarely. Four CC’s never. 10cc A ‘70s English art rock band. L et’s say you’re at a party. You’re talking to your co-worker Dave. You’re having a nice back-and- forth- about work stuff, the softball game next week, what that smell is… As Dave is talking to you, he sidesteps over to Susan, all the while maintaining eye contact with you and speaking to you. He taps Susan on the shoulder and beckons her over. So now it’s you, Dave and Susan. And Dave continues talking like Susan’s not even there. He’s just saying out loud everything you were saying before Susan got there. Even the stuff about Susan. And she’s not saying anything. She’s just standing there, looking blankly at the space between you and Dave. That’s what CC’ing is like. But that’s a particular type of CC- the “discreet- insertion CC.” All of a sudden a name appears in an email. Why is that per- son here? Where did they come from? What is their agenda? Why is their presence not being acknowledged? This is surreptitious. Distrustful. Ir- ritating. Contrast this with the “overt-inser- tion CC,” which involves acknowledg- ing that you’ve added someone to the email thread. It’s like the above scenario, only Dave says, “I’m gonna bring Susan into this.” Still surrepti- tious, but less so. And 28 percent less irritating. Also of note is the “responsibility- minimization CC.” It says: “By involv- ing someone else, I am making myself less culpable should whatever we’re emailing about go sour.” On the Spec- trum of Irritation, this falls between the above two types of CC’ing. The most aggressive approach is the “defensive CC.” It says to the other party: “By involving this particular person, you are not going to so easily get away with what you think you’re getting away with.” That this is ir-

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april 2015 Entrepreneur 57 The most aggressive approach is the “defensive CC.” It says to the other party: “By involving this particular person, you are not going to so easily get away with what you think you’re getting away with.” That this is irritating is irrelevant. The important thing here is that you seem vaguely sociopathic. ritating is irrelevant. The important thing here is that you seem vaguely sociopathic. But the worst CC is the “blind CC.” It’s a move straight out of a spy novel. “Go over there, behind those boxes. Just wait. They’ll come in, we’ll talk, and you’ll hear everything! And they will never know.” The blind CC says to the CC’d, “I trust you with this information. In fact, I trust you more than I trust the person I’m betraying.” That’s the problem: It’s sneaky. And the 438th rule of business states, “If you benefit from the sneaky behavior of others, at some point the sneaky person will use the sneaky behavior against you.” Your emails will also be copied to someone else without your knowl- edge. THE EFFECT ON THE COPIED Sometimes you’re Susan. You’re the one who’s been brought into the conversation against your will. If you’re only the third or fourth person on the email chain, then you have an obligation to acknowledge that you have been pulled into the conversa- tion. And if you have any questions as to why that is, you have an obliga- tion to inquire about what kind of contributions the CC’er hopes you can make. This is an investment. It says to everyone involved: “I want to be of help here, but if I cannot be of any real help, and I have been CC’d for ulterior motives, then please think twice about ever CC’ing me again.” It also says: “It may have been a mistake to CC me, because I am the kind of person who forces you to spend a lot of time explaining why I was CC’d. You irritate me, I will irritate you tenfold.” To force someone to communicate is to push them onto a stage and tell them to dance. Or to see them danc- ing and then pull other people into the room to watch them. The ethical problems are obvious: You’re chang- ing the terms of discourse without the other person agreeing to do that. CC’ing denies your colleague a choice. Also, it lessens the importance of the CC’er, and it forces the CC’ees to deal with a problem that they didn’t ask to deal with. AND THEN? The reason you’re doing the CC’ing is less important than the effect it has on communication- both in the short and long-term. The CC suggests you don’t fully trust the person you’re dealing with. (Which, of course, you don’t.) A healthy skepticism is an important virtue in business. But communicating that skepticism in such an obvious way changes the terms of communication. It says, “You and I can’t do this on our own,” or “I won’t let you do this on your own.” When someone inserts a CC, I am immediately less inclined to com- municate openly with that person. It degrades our relationship. The ramification of CC’ing is that your office becomes a place of checks and balances. Which it is. But that dy- namic shouldn’t be so overt. The ex- tended email thread is too often used as cover and as a kind of study guide for people not as familiar with the subject as you. (Here you go. Study up!) It has become a replacement for actually talking to people and making sure they understand a problem. It’s totally annoying. Also, it’s a cynical act- which is even worse. See this article in its entirety at Entrepreneur.com

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Entrepreneur april 2015 58 Business lessons on the fly TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO How a driver changed the way I think about customer service By Robert Carroll Entrepreneur april 2015 58 I t was my last day in Jerusalem and I needed to get home to Amman, Jordan. I bought a shuttle ticket near Damascus Gate that would take me to the Allenby/King Hussein Bridge border crossing. I was in somewhat of a rush because the border was going to close at 1 p.m., so I bought my ticket just in time to take the last shuttle of the day. Ticket in hand, I waited to be picked up. The shuttle service was running behind schedule and I was try- ing my best not to be irritated. When the van finally came, a cheery driver hopped out and started helping the passengers with their luggage. He was eating some bread, and offered me a piece as he took my bag. I was particu- larly hungry (I hadn’t eaten anything that day) so I gratefully smiled and ripped off a chunk from his oversized, sesame bagel. I stepped up into the van, ready to go home. But to my dismay, all of the seats were taken. I was shocked. I held up my ticket, confused. How could they have sold me a ticket for a full van? This was the last shuttle of the day! I couldn’t afford to be stuck in Jerusalem and miss a day of work. I looked to the person in authority for an explanation, who happened to be the driver. He apologetically told me that When you’re selling something, you get to control the environment. You can prime the customer for whatever you want them to experience. For example, many retailers install mirrors behind checkout counters in order to make customers feel very self-aware.

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april 2015 Entrepreneur 59 The driver’s secret was in his kindness. Before I had a chance to be mad at him about anything, he offered me a piece of his bread. And because he was kind to me, I felt socially obligated (perhaps only unconsciously) to be kind in return. When you’re selling something, you get to control the environment. You can prime the customer for whatever you want them to experience. For example, many retailers install mirrors behind checkout counters in order to make customers feel very self-aware. The van driver practiced proactive customer service through the Rule of Reciprocity. In the seminal marketing book Influence, Dr. Robert Cialdini teaches how the Hare Krishna community used the Rule of Reciprocity to help create a multibillion-dollar religious organization. Robert Carroll works with Oasis500 to fund and coach startups throughout the world. His work with entrepreneurs began at a venture seed fund in Utah and a tech startup in Silicon Valley. Stay in touch by following @robgcarroll on Twitter and subscribe to his weekly newsletter on JordanVC.com they had oversold tickets and that he would call for another van. It would take at least 30 more minutes. I was not only offended by the poor customer service but I really didn’t believe another van would ever come. So how did I react? Did I yell at the driver and cause a scene in front of the other passengers? Did I march back into the front office and give the ticket guy a piece of my mind? To my surprise, I graciously accepted the driver’s apology, admitted that anyone would have made the same mistake, re- trieved my luggage, and waited patiently for another van. And another van came. I made it to the border before it closed and arrived to Amman shortly after. Lessons in customer service The shuttle driver taught me a powerful lesson in customer service that day. In a situation where I would have typi- cally demanded to get exactly what I paid for (you know how Americans can be), I meekly accepted the unfortunate circumstances and left the bus still feeling good. The driver’s secret was in his kindness. Before I had a chance to be mad at him about anything, he offered me a piece of his bread. And because he was kind to me, I felt socially obligated (perhaps only unconsciously) to be kind in return. Humans are complex creatures and customers are their worst variety. One of the biggest problems in business is that you have to get your money from the customers. An easy way to make the transfer of services and goods an enjoyable experience for both you and the customer is to practice proactive customer service. Notice I’m encourag- ing you to be “proactive,” not “reactive.” Reactive customer service (which most companies seem to practice) means you’re dealing with problems once they’ve happened. Proactive customer service means you’re eliminating problems before they appear. The van driver practiced proactive customer service through the Rule of Reciprocity. In the seminal marketing book Influence, Dr. Robert Cialdini teaches how the Hare Krishna commu- nity used the Rule of Reciprocity to help create a multibillion-dollar religious organization. In the 1970’s, the Hare Krishna disciples would give away flow- ers to people in airports. When travelers tried to refuse the flower, the disciples would insist that the flower was a gift. Once the traveler accepted the flower, the disciple would quickly ask for a donation. More often than not, people would hand over some cash. Regardless of how much they didn’t want to, social pressure was at work urging travelers to pull money out of their pockets. Like the shuttle driver who gave me a piece of bread so I would behave how he wanted, the Hare Krishna disciples gave away flowers so travelers would behave how they wanted. When you’re selling something, you get to control the environment. You can prime the customer for whatever you want them to experience. For example, many retailers install mirrors behind checkout counters in order to make cus- tomers feel very self-aware. Before they even begin talking to the clerk, custom- ers can see themselves in the mirror and thus tend to put on their best behavior. Retailers use this method to decrease ar- guments regarding store policy, returns, etc. before they even happen. Built on customer service Zappos, Nordstrom, Amazon, and others have made customer service their primary business. For them, a positive customer experience means big revenue. Google is also known for its exceptional customer experience. In 2013, Google ranked number five in MSN and Zogby Analytics’ seventh annual customer service survey. I mean, how are you going to complain to a company that gives you everything for free? Happier customers usually translates to better business. Try to think of ways you can reach out to your customers and make them happy before they can be mad at you. Many of the startups that come to Oasis500 don’t spend enough time thinking about how to handle the customer experience. Remember, they have your money. A pleasant surprise –even a piece of bread– can go a long way.

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Entrepreneur april 2015 60 TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO 1 When Pride Still Mattered: A Life Of Vince Lombardi, David Maraniss, page 274. I t was July of 1961 and the 38 members of the Green Bay Packers football team were gathered together for the first day of training camp. The previous season had ended with a heartbreaking defeat when the Packers squandered a lead late in the fourth quarter and lost the NFL Championship to the Philadelphia Eagles. The Green Bay players had been thinking about this brutal loss for the entire off-season and now, finally, train- ing camp had arrived and it was time to get to work. The players were eager to advance their game to the next level and start working on the details that would help them win a championship. Their coach, Vince Lombardi, had a different idea: “This is a football.” 1 In his bestselling book, When Pride Still Mattered: A Life Of Vince Lombardi, author David Maraniss explains what happened when Lombardi walked into training camp in the summer of 1961. He took nothing for granted. He began a tradition of starting from scratch, assuming that the players were blank slates who carried over no knowledge from the year before… He began with the most elemental statement of all. “Gentlemen,” he said, holding [it] in his right hand, “this is a football.” Lombardi was coaching a group of three-dozen professional athletes who, just months prior, had come within min- utes of winning the biggest prize their sport could offer. And yet, he started from the very beginning. Lombardi’s methodical coverage of the fundamentals continued throughout training camp. Each player reviewed how to block and tackle. They opened up the Addressing fundamentals Vince Lombardi on mastering the basic building blocks of success By James Clear It is so easy to overestimate the importance of one critical event or one “big break” while simultaneously forgetting about the hidden power that small choices, daily habits, and repeated actions can have on our lives. Without the fundamentals, the details are useless. With the fundamentals, tiny gains can add up to something very significant.

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april 2015 Entrepreneur 61 There are plenty of details you can focus on in the gym. Mobility work is great. Analyzing your technique can be important. Optimizing your pro- gramming is a good idea if you have the time and energy. However, these training details will never substi- tute for the one fundamental ques- tion that all athletes must answer: are you stepping under the bar and getting your reps in? James Clear writes at JamesClear.com, where he uses behavior science to share ideas for mastering your habits, improving your health, and increasing your creativity. To get useful ideas on improving your mental and physical performance, join his free newsletter JamesClear.com/newsletter. To have James speak at your entrepreneurial event contact him jamesclear.com/contact. This pattern of focusing on the basics has been a hallmark of many successful coaches. For example, basketball legends John Wooden and Phil Jackson were known for having a similar obsession with the fundamentals. Wooden even went so far as to teach his players how to put on their socks and tie their shoes. However, it is not just football and basketball where this strategy is useful. The 1961 season was the beginning of Vince Lombardi’s reign as one of the greatest football coaches of all-time. He would never lose in the playoffs again. In total, Lombardi won five NFL Championships in a span of seven years, including three in a row. He never coached a team with a losing record. www. vincelombardi.com playbook and started from page one. At some point, Max McGee, the Packers’ Pro Bowl wide receiver, joked, “Uh, Coach, could you slow down a little? You’re going too fast for us.”1 Lombardi reportedly cracked a smile, but contin- ued his obsession with the basics all the same. His team would become the best in the league at the tasks everyone else took for granted. Six months later, the Green Bay Packers beat the New York Gi- ants 37-0 to win the NFL Championship. Fundamentals first The 1961 season was the beginning of Vince Lombardi’s reign as one of the greatest football coaches of all-time. He would never lose in the playoffs again. In total, Lombardi won five NFL Champi- onships in a span of seven years, includ- ing three in a row. He never coached a team with a losing record. This pattern of focusing on the basics has been a hallmark of many successful coaches. For example, basketball legends John Wooden and Phil Jackson were known for having a similar obsession with the fundamentals. Wooden even went so far as to teach his players how to put on their socks and tie their shoes. However, it is not just football and bas- ketball where this strategy is useful. Throughout our lives, a focus on the fundamentals is what determines our results. It is so easy to overestimate the importance of one critical event or one “big break” while simultaneously forget- ting about the hidden power that small choices, daily habits, and repeated ac- tions can have on our lives. Without the fundamentals, the details are useless. With the fundamentals, tiny gains can add up to something very significant. Simple ideas, deeply understood Nearly every area of life can be boiled down to some core task, some essential component, that must be mastered if you truly want to be good at it. There are plenty of details you can focus on in the gym. Mobility work is great. Analyzing your technique can be important. Optimizing your program- ming is a good idea if you have the time and energy. However, these training details will never substitute for the one fundamental question that all athletes must answer: are you stepping under the bar and getting your reps in? Displays of affection are wonderful. It’s nice to buy your loved ones flowers or to spread joy with presents. Working hard for your family is admirable (and often very necessary). It’s wonderful to upgrade to a larger house or to pay for your children’s school or to otherwise advance to higher standard of living. I’d like to do these things myself. But make no mistake, you can never buy your way around the most essential unit of love: showing up. To be present, this is love. Building a website is like painting on a canvas that never gets full. There is always space to add a new feature. There is never a moment when something couldn’t be optimized or split-tested. But these details can distract us from the only essential thing that websites do- communicate with someone. You don’t need fancy design or the latest software or faster web hosting to com- municate with someone. The most basic unit of any website is the written word. You can do a lot with the right words. Mastery in nearly any endeavor is the result of deeply understanding simple ideas. For most of us, the answer to becoming better leaders, better parents, better lovers, better friends, and better people is consistently practicing the fundamentals, not brilliantly under- standing the details. “This is a football.”

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Entrepreneur april 2015 62 1. You’re emotional If you find yourself constantly tweeting about how some- thing made you feel, establish a personal account. Your col- leagues and clients don’t need to hear about the significant other whom you love (then hate, then love again) or your sister who thinks she’s prettier than you because, well- she is. Business affili- ates do not care to ride your emotional rollercoaster, and besides it makes you look unstable. Seriously. 2. You’re apologetic Prefacing or following an inappropriate tweet with an apology on a regular basis kills the vibe. It also gives the impression that you’re unsure of yourself or lacking confi- dence. Establish a separate account, tweet for a single audience and keep it real! 3. You’re a poser If your office and after-hours digital personas are drasti- cally different, you need a personal account. What’s the purpose of being all tightly-wound at work if you’re going to let it all hang out on Twitter après 6 p.m.? Respect your business as- sociates enough to behave like a professional, even (and especially) online. TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX Some lines shouldn’t be crossed Professionals, you may need a personal Twitter account T witter has been a springboard to demand social justice, share international affairs and promote political campaigns. When then-Senator Barack Obama campaigned to become President of the United States, his strategy included social media and Twitter was among the platforms used. While we applaud the triumphs and positive outcomes from interaction on Twitter, sometimes 140 characters can go terribly wrong. To help keep us all in line, Carnegie Mellon professor, Paolo Pedercini, created a browser extension that changes Twitter’s text field prompt from “What’s happening?” to “Remember: you are always one tweet away from being fired.” The new browser extension is intended to remind tweeps that it only takes one bad tweet to do irreparable damage. Browser extension reminds you to think before you tweet 140 characters too many By Tamara Clarke C ountless numbers of people use Twitter daily; some use it professionally, while others tweet for personal pleasure, and some for a combination of both reasons. If you’re not careful to distinguish between the two, your career could go from awesome to a total bust in 140 characters or less- just ask Justine Sacco. For all of you professionals out there currently tweeting your career away from a single account, here are three indicators that you may need a separate one for personal use. IMAGE TWITTER.COM

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Entrepreneur april 2015 64 TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX #TAMTALKSTECH This ain’t no throwback Lenovo moves forward Watch out Huawei takes on tradition Huawei Watch Metal Strap Huawei Watch Brown and Gold Lenovo VIBE Shot Lenovo introduced their first camera and smartphone crossover, the VIBE Shot, out- fitted with a 64-bit Qualcomm Snapdragon processor, 32GB of onboard storage and a mi- cro SD slot expandable up to 128GB. Its sleek, lightweight body features a 16 mega- pixel rear camera with infrared autofocus and a six-piece modular lens. Designed with a large display and a physical shutter button that makes the phone feel more like a camera, the VIBE Shot channels the look and feel of early compact cameras. It may look like a throwback, but the VIBE Shot is among the ranks of new and novel gadgets introduced at Mobile World Congress 2015. The Huawei Watch, launched at Mobile World Conference 2015, might be the answer for tech fans who prefer a classic look. Despite having features that extend to any smart- phone running Android 4.3 or higher to your wrist, the time- less circular design actually looks like a traditional watch. The body boasts sapphire crystal elements and cold- forged stainless steel similar to finishes commonly found on contemporary watches, but 40 customizable faces allow tech-savvy wearers to make a personal style statement. Powered by Android Wear, the smartwatch has a range of health tracking features and enables the wearer to easily receive SMS, email, calendar, app and phone call notifica- tions. Inclusive of a touch sensitive lens cap that works with wet or gloved hands and a 400 x 400 pixel display in 286 ppi, this new wearable is one to watch.

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april 2015 Entrepreneur 65 #TAMTALKSTECH Listen up Philips mobilizes your music Bang & Olufsen celebrates 90 years of developing superior audio and video technologies with the launch of The Love Affair Collection. The exclusive range features six of the company’s current products reimagined in rose gold. “We see this exclusive collection as a living illustration of the love affair that has lasted from our origin, where the passion and dedication to craftsmanship and quality of two Danish engineers Peter Bang and Svend Olufsen has caught the attention of people all over the world,” states Marie Kristine Schmidt, VP Brand, Design and Marketing. Rose gold, which represents love and is the inspiration behind the collection, sets the standard for products that you will love for a lifetime. To commemorate the pride that has been driving Bang & Olufsen for the past nine decades, techies with a discerning eye can now own limited editions of BeoVision Avant 85, BeoVision 11-46, BeoRemote One, BeoPlay A9 and BeoPlay H6 headphones. Fall in love all over again Bang & Olufsen celebrate 90 years of supreme sound HTC Grip april 2015 Entrepreneur 65 Party over here… or over there. With the BR-1X portable speaker by Philips you can take and share your music almost anywhere. This tough, portable, Blue- tooth speaker has a thick, rubber casing, a 3.5 mil- limeter input and a built-in microphone that allows you to use it as a speakerphone. With wOOx loudspeaker technology and two differ- ent sound modes (indoor and outdoor) the “brick” sounds good in any envi- ronment. BR-1X comes in a variety of colors, and you can also chain speakers together to create your own sound system and keep the party pumpin’. Get a grip HTC has a hold on you HTC unveiled the HTC Grip, a fitness tracker designed for serious athletes. Through a partnership with Under Armor, UA Record, the world’s largest digital health and fitness community, is integrated for accurate tracking across a number of sports and activities. Compatible with Android and iOS devices, HTC Grip allows you to see incoming call and message notifications as well as real- time stats. There’s some- thing for the music lovers, too- manage your playlists directly from the device and get the motivation you need to power through a workout. HTC Grip has a 1.8 inch PMOLED display, and since the device is waterproof, you’re able to easily track every step from your workout to the shower and beyond. Tamara Clarke, a former software development professional, is the tech and lifestyle enthusiast behind The Global Gazette, one of the most active blogs in the Middle East. The Global Gazette has been welcomed and lauded by some of the most influential tech brands in the region. Clarke’s goal is to inform about technology and how it supports our lifestyles. See her work both in print regional publications and online on her blog where she discusses everything from how a new gadget improves day-to-day life to how to coordinate your smartphone accessories. Visit www.theglobalgazette.com and talk to her on Twitter @GlobalGazette.

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Entrepreneur april 2015 66 business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS CULTURE IMAGE COURTESY BREMONT MARTIN-BAKER Wingman Bremont releases the MBIII ‘Trep trimmings The executive selection F rom better goods to boardroom wardrobe bests, each issue we choose a few items that make the approved executive selection list. In this issue, we present the Bremont MBIII for watch collectors, and our choices from Versace’s SS15 collection. Bremont MBIII Entrepreneur april 2015 66 As part of the Bremont Martin-Baker range, the MBIII gets watch aficionados all geared up and ready to go. Originally, Bremont’s collaboration with the British aviation company began as a sort of a rite of passage- limited edition MBI timepiece owners had to have been ejected from an aircraft using a Martin-Baker seat. Two years after the development and release of the MBI, the MBII was developed and soon became a bestseller, prompt- ing Bremont to add another collector’s edition to the range, the MBIII. Attractive and functional, the MBIII ensures that you aren’t sacrificing style for quality and craftsmanship. FACT FILE Timekeeping The Bremont MBIIII keeps time in two different time zones simulta- neously with introduction of a new GMT movement. Based in Dubai but visiting Hong Kong for business? Staying alert has never been easier. Tried, tested and true Intense and rigor- ous trials for the Bremont MBIII included extreme temperature endurance (the watch is held for one day in temperatures as low as -40°C, and then up to +40°C for a further 24 hours), salt-fog and humidity, shock and vibration, and an altitude test that entails the watch being taken up to 100,000 feet for 60 minutes before being brought down again quickly. Talk about stringent controls! Design The MBIII keeps true to the suc- cessful look of its predecessor with a few new interesting innovations. Inspired by the Martin-Baker ejection seats themselves, the new Bremont timepiece features a barrel with a special “knurled effect” that matches components on the seat. A direct reference to the ejection handle is also incorporated into the watch’s design: the yellow and black loop at the end of the second hand.

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april 2015 Entrepreneur 67 MAGES COURTESY VERSACE | christian loubOutin You’ve got baggage! THE EVENING EVENT OFF THE CLOCK Christian Louboutin Fredo Carryall Calf Black ON THE CLOCK Editor’s Pick For the overnight work trip or a weekend away, we like the Christian Louboutin Fredo Carryall that’s suitable to go straight from the terminal to the boardroom. Part of the brand’s collection of better leathers, the duffle is built with both shoulder strap and handles for easier management. The reinforced handles and sturdy stitching both work to ensure that wear and tear won’t take a toll on the bag’s good looks. Roomy and clean-lined, frequent fliers will appreciate that the large zippered compartment has some give to store extras, but keeps its shape overall. Dress for success Versace SS15 The executive wardrobe can deviate from the accepted norms, and that can mean incorpo- rating a bit of color and possibly fabrics that you haven’t yet considered wearing. What isn’t to be toyed with in terms of your attire is the tailoring- no matter the brand, the fit and cuts are an essential detail. Versace’s SS15 collec- tion is inspired by Cuba’s dynamic energy and Havana’s style sensibility.

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Entrepreneur april 2015 68 Business stays at the Four Seasons Bahrain Bay Your own private island CULTURE business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS Bahrain Bay skyline Artwork at the Four Seasons Bahrain Bay O ne of the draws of the Four Seasons in Bahrain is the bevy of artwork posi- tioned throughout the hotel, and the pieces are all original works by artists from the Gulf nation. Yes, you might be visiting Bahrain for work, but by sheer dint of interesting architecture and interior design, tantalizing F&B outlets, and finally, being situated on a private island, the newest Four Seasons property in the region makes your business jaunts to the Kingdom that much more bearable (and maybe even a little bit indulgent). Greg Pirkle, General Man- ager of the property, is a hospitality industry veteran with nearly three decades of experience. Prior to joining the newest Four Seasons in the region, he was the General Manager at the Four Seasons Riyadh, and had moved to Saudi Arabia from his previ- ous position as the General Manager at the Four Seasons Resort in Langkawi, Malaysia. “I first joined Four Seasons Boston in 1989, and enjoyed a rapid ascent to senior ex- ecutive positions within the respective properties I worked for, namely the Four Seasons Hotel Boston, Pierre Hotel in New York, Regent Hotel Jakar- ta, Four Seasons Resort Great Exuma at Emerald Bay in the Bahamas, Four Seasons Resort Hualālai, and the Four Sea- sons Resort Maui at Wailea.” Pirkle names the lattermost as his favorite Four Seasons property globally, where he spent five years of his career, adding that the Four Seasons Bahrain Bay shares similar “urban resort” qualities with the Maui hotel. One resort- like quality is the ambience of refined calm that permeates all of the spaces in the im- maculate structure. The lobby boasts a sky-wall that opens out to a terrace populated by majestic olive trees imported from Spain prior to the official opening of the hotel. Having recently welcomed acclaimed Chef Wolfgang Puck to Bahrain for the launch of his signature outlet CUT, Pirkle also fielded a great deal of the region’s culinary press who were interested in hearing about the seven F&B outlets in the hotel. Some of the specialties on CUT’s menu recommended for the corporate meal with as- sociates? Puck’s memorable prime wet and dry-aged beef, an interesting selection of shellfish, and roasted whole fresh fish presented in the best traditions of hospitality. In addition to “a wide range of culinary experiences on the hotel premises, and incredible workout facilities with the latest equipment as well as spa facilities to start the day or unwind in the evening,” Pirkle also ranks consistent high speed internet in first place when catering to the business client. So all in all, when visiting your new private island, expect to eat well with varied and expertly-executed dining options, rest easy with help from the concierge whenever you need it, and get in a good day’s work. The GM at the Four Seasons Bahrain Bay would have it no other way.

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april 2015 Entrepreneur 69 Recommended by the GM GM Greg Pirkle FS Bahrain images courtesy Four Seasons Hotels and Resorts EXEC STAY “We are proud to offer Hermès amenities in all room categories, as well as a separate working station, wired and wireless internet with streaming options directly connected to a 55-inch TV, bathroom mirror TV, 24-hour laundry and tailor services, and probably the most appealing: our 55 sq m. rooms with floor to ceiling windows.” CONFERENCE CAPABILITIES “We take pride in our business meeting facilities as we are providing Bahrain’s most elevated meeting experience on the 50th and 51st floors with the latest high-tech video conference facility including an 82-inch LCD screen. We named these meeting spaces Sky 1-4 as at Four Seasons Hotel Bahrain Bay, truly, the sky is the limit when it comes to hosting the business audience. Our biggest ballroom, Al Bahrain Ballroom, can be separated into three different segments with revolving partitions which can easily accommodate 200 guests in each section. The equipment is state of the art, including teleconferencing and LCD projector.” DOWNTIME “I’m personally fond of golf, so my vote definitely goes for the Royal Golf Club Bahrain, which is home to Bahrain’s only 18-hole championship standard golf course and to a par 3 9-hole course. For those looking for some high-class presents for the wife and kids, Moda Mall is the perfect spot. It is located only three minutes away from the Hotel. Last, but not least, our extensive spa with four interconnected buildings and a modern gym is definitely something not to miss either in the morning or after a long day full of business meetings.” DINE “My personal favorite is Bahrain Bay Kitchen with its second-to-none international cuisine. I would specifically mention the slow-cooked BBQ short ribs in the Western Cuisine section.”

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Entrepreneur april 2015 70 business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS CULTURE Get your desk (and workflow) in order Productivity begins with the basics By Shelina Jokhiya decluttrme.com D o you know people who say that they are most productive when they have a messy desk? Despite the arguments that I’ve heard, piles are not organization and you cannot be creative or productive with a messy desk. When inspiration or motivation hits, you don’t want to be searching for space to set down your work or fighting back the flood of stuff on your desk. (Plus you could be damaging your posture working on top of the piles). As the founder of UAE-based startup Decluttr Me, we are in the business of creating relaxed, productive and sacred home and work environments. We clear the clutter and organize what is left into proper manageable systems. Here are my top five tips to start hav- ing a clean, organized and productive desk area: 1. Paperwork protocol Even in the age of emails and digital technology, there are times when you will have paper on your desk, which needs to be dealt with. Have one place to keep your incoming papers. Basi- cally, you should create an inbox tray for actual hard documents. 2. Systemize Use this acronym (F.A.T.) to deal with all documents and items that pass through your desk every day (even emails). When you receive something new, either “F” File it away immediately, “A” Act on it, or “T” Toss it (preferably in the recycle bin). 3. Proximity Place a recycle or trash bin nearby. If you have to get up from your desk and walk to the other side of the room, then it is too far. 4. Pare down Get rid of the excess; you do not need three staplers and two rulers on your desk. You don’t even need more than two pens. Return all those excess items to the cupboard and remove them off your desk. If you need anything, exercise those legs and go get it when you actu- ally need it. (You will also be saving your business money on reducing the amount of waste and clutter.) 5. Wipe the slate Spend the last five minutes of your day cleaning your desk. Put the papers in their designated areas, store confidential items in your desk drawers and remove those biscuit crumbs. By cleaning your desk, you bring closure to your work day and set yourself up for a clean start first thing in the morning. An organized work area helps you get more done. It starts by giving you space to actually work, instead of stacking new work on top of old (and possibly un- actioned) work. Keeping your desk clean actually does improve productivity, if only because you can actually prioritize what needs to be done and when.

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april 2015 Entrepreneur 71 ‘Trep talk ME Faisal Husain THE BUSINESS Synechron THE ‘TREP Founder and CEO Faisal Husain Q How has Synechron continued to grow with no cash injections from outside investors? A “Since the time Synechron’s foundation stone was laid, we made a conscious decision to be a self-funded firm. I have always aimed at making Synechron a ‘Best in Class’ player focused on exceeding client expectations. We’ve maintained our focus on delivering and adding value to our clients’ businesses, as opposed to chasing financial metrics. It is my belief that being judged as the ‘benchmark’ in a particular domain, matters more than being judged merely on numbers. At Synechron we encour- age innovation. We invest significant time and effort in understanding and addressing the business challenges of our clients. We have always focused on the fulfillment of our client’s business interests, and our customer-centric approach has nurtured long-lasting relation- ships which have given us the financial stability to move forward and grow.” “It is my belief that being judged as the ‘Benchmark’ in a particular domain, matters more than being judged merely on numbers. At Synechron we encourage innovation.” Keep a file index. create a database for easy data entry and searching. Check the index before creating a new file to avoid making duplicates, and also use it when deciding where to put new documents. Start with your files Have the urge to purge? Have too many paper and electronic files? Does it seem to be increasing rather than decreasing? A document retention policy is essential in all companies for employ- ees to be aware of what documents they should be saving and for how long. It is also good guidance to help you archive hard and soft copies of documents and also destroying them. Follow these tips to help you purge your files and save you time every week when you do get to filing: 1. Create a filing system for your electronic documents that mirrors the one you have for paper. 2. Sort, file, and purge electronic informa- tion regularly, as well as your paper files. 3. Keep a file index (a master list of file names). If possible, create a database for easy data entry and searching. Check the index before creating a new file to avoid making duplicates, and also use it when deciding where to put new documents. 4. Refer to your company’s document retention policy for guidance on how long to keep documents. 5. Keep the most recent papers in the front of the file. Whenever you open it, the current information will be on top. 6. When you receive papers or electronic documents remember F.A.T.– File, Act and Toss. Do this as soon as you get the document. 7. Allocate 30 minutes each week (the middle of the week is best) to file away your documents. 8. If you have an electronic copy of the document, and you don’t need the hard copy, shred it immediately. 9. Do not shred legal, auditing and finan- cial documents without discussing with the relevant department first. www.decluttrme.com

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Entrepreneur april 2015 72 business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS CULTURE Bounce with the boss Opt for a team building activity that puts the spring in your step Moving right along Four habits for a more productive you By Shoug Al Nafisi Tigger Come on, Rabbit. Let’s you and me bounce, huh? Rabbit Good heavens! M-m-m-me bounce? Tigger Why, certainly! And look, you’ve got the feet for it. Rabbit I have? Tigger Sure! Come on, try it! It makes ya feel just grrreat! (Winnie the Pooh and Tigger Too, 1974) If his statements above are any indication, then Tigger could very well be a spokesperson for the Dubai-based BOUNCE, a “spring-loaded urban playground” housing more than 100 trampolines for you to get jumping on. What’s the point, you ask? Well, other than the fact that bouncing at BOUNCE will, well, “make ya feel just grrreat,” the space this Al Quoz establishment offers can also be put to good use for some really fun team-building activities for you and your staff. Be it with a game of Frisbee (expect to be see some fancy jumps and somersaults), or a no-holds- barred Dodgeball knockout session (extra points for those of you who get the boss), a day at BOUNCE promises to be a fun- filled one with plenty of avenues to help build and encourage communication, trust and leadership traits in your team members. But what makes BOUNCE particularly appealing is that spending time here will not feel like one of those death-by- Powerpoint corporate retreats or the stuffy golf days that are often passed for team-building activities in this region. “It’s just fun,” explains Doran Davies, COO, BOUNCE. “It’s just making sure that everyone is getting involved. Corporate golf days, for example, for some people at least, is heaven. For some others, not so much- it’s not inclusive by its nature, because you have to have golf clubs, right? Whereas here, you just need two arms, two legs, a pulse, and that’s pretty much it.” And Davies is absolutely right there- a session at BOUNCE can be easily booked online, following which one just needs to come to the space, be fitted with a pair of brightly-colored gel gripper socks, and then, just go all out on the trampolines. So what are you waiting for? Get bouncing, ‘treps! www.bounce.ae K eeping the momentum going means cultivating best practices. It involves a proactive managerial skillset, and you need to start by applying these habits to yourself. Want to get some serious work time in without taking the hits mentally and physically? Try these four tips that will give you good results, and an all-around better work-life balance. 1. Divide and conquer Three steps apply to this strategy. List your priorities for the week, starting with the most urgent. Once that’s done, short list what is an immediate priority, and be realistic in preparing your list of tasks to tackle today. Take it a step further and allocate windows for those tasks to make sure that they get done in a timely fashion. Now that you’re organized, tackle the most challenging at the optimal times for you. If you do your best thinking in the morning, start bright and early with that report you’ve been dreading. Follow the order of difficultly with all your subsequent tasks. 2. Master biology Don’t know when to take your lunch break? You do now. Make it part of your regular routine to have something healthy and filling to eat every few hours, and more importantly, keep that schedule fixed daily. Also, knowing what you’ll be having for meals beforehand will save you some valuable time. Keep this up and you won’t be putting your energy levels to the test. 3. Bust a move Proven to keep you physically strong and mentally resilient, working out is one habit that you shouldn’t take lightly. Make room for an hour of good, intense exercise to de-stress and give you your mojo back. You’re at the top of your game mentally and physically if you commit to giving yourself some gym-time. Don’t have time for a full-blown workout? Cardio for as little as 30 minutes per day can make a world of difference- try it and see. 4. Leave it at the door Whether it’s quality time with a friend, a good book, or meditation, give yourself the time you need to detach. Make time to relax and recover so that once it’s time to buckle down and work, you’re ready to put your nose to the grindstone. It’s been proven that letting yourself disconnect and relax for a while will help you both with problem-solving and with developing a fresh set of ideas. Win-win situation!

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Entrepreneur april 2015 74 FRANCHISE “ Family matters in Oman Sumo Sushi & Bento expands across the GCC Alpha Maiava, Franchise Sales and International Growth Manager for Sumo Sushi & Bento International Sumo Sushi & Bento S umo Sushi & Bento was founded by a family who started their first restaurant because in 2000, [because] Dubai lacked a warm family dining experience, and they missed the sushi they enjoyed at home. Our expansion strategy is therefore par- tially based on identifying franchisees who have similar values, a love of good food and a sincere desire to adopt these principles within their restaurants,” says Alpha Maiava, Fran- chise Sales and International Growth Manager for Sumo Sushi & Bento International. For the company’s second GCC expansion outside of the UAE (the first Gulf country expansion was in Bahrain), Sumo Sushi opted to partner with Naranjee Hirjee & Co. LLC., a family enterprise based in Oman who just celebrated a century of doing business. “Naranjee is an es- tablished company with a long history in Oman. The founders can chart the business back over a hundred years. This means they have the experience to make their franchise successful- rapidly. Also, as a family business we believe that they will enrich our com- pany culture and reinforce our shared values. This will become increasingly important as we continue to expand across the GCC and internationally.” According to Maiava, Sumo Sushi is looking for franchisees who still have positive corporate and social bonds as a company priority, adding that they “chose partners who are committed to our vision of offering a happier Japa- nese dining experience by employing good people and offering good food and good fun.” The franchise agreement entails three Oman locations, with a total of 15 outlets including locations in Bahrain and the UAE. Founded in 1905, Nara- njee Hirjee & Co. LLC. currently has a broad and diversified portfolio that includes FMCG and commodities, in addition to Naranjee Hirjee Catering LLC., a F&B arm. The first Sumo Sushi outlet in the Sultanate is scheduled for opening in mid-2015, and from initial meetings to official signing and an- nouncement, Maiava says the process was seamless and fast: “We chose to work with companies and individuals who share our vision and values and accordingly the franchise process can take some time. However, with Naran- jee, we found a successful and thriving family business and the process was relatively quick. There was an immedi- ate chemistry when we first met late in 2014, and from there it was a matter of legal and contract matters before the official signing. Sumo Sushi & Bento remains a family-owned business and because of this, we are very careful when selecting our franchisees.”

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april 2015 Entrepreneur 75 FRANCHISE Bean there, done that The Coffee Club comes to the GCC The Coffee Club at Wasl Vita Mall By Pamella de Leon Michael Chick, General Manager of Liwa Minor Food & Beverages LLC and Gaurav Narain, Head of Operations of Liwa Minor Food & Beverages LLC “Where we’ve been successful in other countries is because of the food’s standard,” Chick says, adding that the brand “caters to the taste buds” of both locals and expats who may be already familiar with the brand. Liwa Minor Food & Beverages LLC General Manager Michael Chick, who previously worked with kicking off The Coffee Club brand in Thailand, Malaysia and Maldives, rubbishes the notion, pointing toward the café’s food menu as being its USP. W ith more than 300 outlets spread across nine countries that include Australia, New Zea- land, China, and Bali, The Cof- fee Club is now venturing into the Middle East, beginning by setting up shop in the UAE at the Yas Mall in Abu Dhabi and Wasl Vita Mall in Dubai. Bring- ing The Coffee Club (which, in- cidentally, is Australia’s largest home-grown café group) to the region is Liwa Minor Food and Beverages LLC, the joint ven- ture company of local operator Al Nasser Holdings, and Minor Food Group, the company that owns The Coffee Club brand. You might be thinking: another coffee shop? Given the number of local and international coffee brands already in the UAE, is The Coffee Club wor- ried about being in an over saturated market? Liwa Minor Food & Beverages LLC General Manager Michael Chick, who previously worked with kick- ing off The Coffee Club brand in Thailand, Malaysia and Maldives, dismisses the notion, pointing toward the café’s food menu as being its USP. “Where we’ve been successful in other countries is because of the food’s standard,” Chick says, adding that the brand “caters to the taste buds” of both locals and expats who may be already familiar with the brand. Choosing the UAE as the first MENA country to venture in was an obvious choice, as it was the “perfect gateway to GCC,” according to Chick. The company’s plan is to have 10 outlets in the UAE this year –with seven of those already confirmed in the pipeline- fol- lowing up with branches in Saudi Arabia, Kuwait, Qatar, Oman and Bahrain. “We’ll operate our own outlets,” says Chick, noting that The Coffee Club is keen on establishing its brand in the region. “We want to ensure that the brand [here] matches with the initial vision of the founders.” So does The Coffee Club have a formula for success for its expansion efforts? Chick thinks that it’s all about find- ing a suitable partner with the right capabilities- besides being financially competent, the partner would also need to have the commitment to operate an F&B business, and be passionate about it as well. “It’s one of those industries where if you don’t really love food, or F&B, then it’s hard to be successful,” says Chick.

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Entrepreneur april 2015 76 the GCC situation Evaluating SEVEN reasons sovereigns can and should issue debt (or sukuk) T he impact of lower oil prices on GCC budgets is much debated, but a fact that is ignored is the massive borrowing capacity most of these governments have. In addition to large sovereign wealth fund (SWF) reserves, most GCC governments enjoy very strong credit profiles and have under-utilized the capital markets. In this article, the terms “debt” and “borrowing” are used liberally, but can equally designate sukuk or more conventional bonds, as long as they achieve similar economic profiles for the issuer. Here are seven reasons why GCC governments should issue bonds. >>> money ask the money guy | vc viewpoint | your money | ECON By Ziad Awad Entrepreneur april 2015 76

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april 2015 Entrepreneur 77 The U.S. dollar is further strengthening against all major global and emerging markets currencies creating additional pressure on GCC economies, par- ticularly Dubai which is partially dependent on touristic revenues from visitors from countries such as the Eurozone, Russia and India which have seen their pur- chasing power reduced. Issuing in USD now, while the currency is strong, would provide the GCC economies with precious foreign currency reserves. SOVEREIGN BONDS ARE THE LEAST EXPENSIVE INSTRUMENT FOR FINANCING A BUDGET DEFICIT. Talks of imple- menting a GCC-wide Value Added Tax (VAT) have reemerged, along with the associated controversy. Kuwait is talking of taxing local corpora- tions. While tax is a normal way of funding a budget deficit, raising debt should be done as a priority over that measure, as it has a more limited and less direct impact on the local economy and consumers. 1. HIGH CREDIT QUALITY OF MOST GCC SOVEREIGNS The UAE, Qatar and Kuwait are rated Aa2/AA, and Saudi Arabia is only one notch lower at Aa3/AA- according to Moody’s and S&P respectively. 2. GCC SOVEREIGN BONDS ARE CONSIDERED A “RARE CREDIT” Due to this, they would be welcome by international bond investors. 3. INTEREST RATES ARE AT HIS- TORIC LOWS At the end of January, the U.S. government bond 10-year yield (which acts as a reference for other sovereign bonds yields), was at 1.77%. It has since risen to 1.92% and this is still a very low cost of financ- ing by historical standards. 4. INTEREST RATES ARE EXPECTED TO GO UP FROM CURRENT LEVELS Despite the latest comments by the U.S. Fed, which reduced expectations of imminent rate hikes, I still believe that dollar rates in the long run are more likely to go up than down from these levels. 5. GCC GOVERNMENTS CAN HELP DEVELOP THEIR OWN DEBT CAPITAL MARKETS BY SHOWING LEADER- SHIP AND CREATING A “BENCHMARK YIELD CURVE” This is true now more than ever, particularly as GCC sovereigns reduce their budgets and a bigger burden of the economic devel- opment falls on the private sector. 6. SOVEREIGN BONDS ARE THE LEAST EXPENSIVE INSTRUMENT FOR FINANCING A BUDGET DEFICIT Talks of implementing a GCC-wide Value Added Tax (VAT) have reemerged, along with the associated contro- versy. Kuwait is talking of taxing local corporations. While tax is a normal way of funding a budget deficit, rais- ing debt should be done as a priority over that measure, as it has a more limited and less direct impact on the local economy and consumers. 7. ISSUING IN USD WOULD GIVE GCC ECONOMIES FOREIGN CURRENCY RESERVES The U.S. dollar is further strengthening against all major global and emerging markets currencies creating additional pressure on GCC economies, particularly Dubai which is partially dependent on touristic revenues from visitors from countries such as the Eurozone, Russia and In- dia which have seen their purchasing power reduced. Issuing in USD now, while the currency is strong, would provide the GCC economies with pre- cious foreign currency reserves. These can be used to import equipment required for the infrastructure from countries such as Japan or Germany which have seen their currencies fall sharply in tandem with oil. By contrast, this debt can be repaid in the future at a time in the cycle where the USD (in which oil revenues are denominated) is trading at more favorable levels. The aforementioned seven points address the reasons why the govern- ments would benefit from such debt issuance, but they don’t tackle other basic questions about budgeting, debt and finance. >>> Is there a budget deficit to be financed? Why not cut the budgets instead? Sovereigns have multiple ways of dealing with the lower oil price. These include reducing budgets in line with reduced revenues, maintaining budgets and drawing on reserves such as those in the SWF, increasing non-oil revenues by raising taxes or other government income such as government fees, and of course, raising debt! For governments with vast reserves and debt raising capacity, running a counter-cyclical budget has many benefits: • Provide a boost to the economy at a time when oil and gas revenues are down and risk slowing down the entire economic growth • Accelerate the pace of diversifica- tion away from oil revenues which is a key long-term objective of GCC governments • Avoid any social discomfort, particularly in the current volatile geopolitical environment

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Entrepreneur april 2015 78 1. Why not issue in the local currency markets? The local markets equally need the leadership of the sovereign to be developed. And given the pegs to the USD, the financing costs should be similar. This is also a good idea, however, on the margin, we would recommend that the governments borrow in USD to ensure ample local currency liquidity remains with the local banks, which in turn can be transmitted to the private sector. USD denominated bonds are also a good way of replacing USD-invoiced oil revenues. 2. Should sovereigns issue sukuk or conventional bonds? Both of these options are equally viable, and are likely to achieve the same economic benefits of raising liquidity in a cost-effective manner. The best solution would be a mix of both instruments. ADDRESSING THE OBVIOUS money ask the money guy | vc viewpoint | your money | ECON Ziad Awad is the CEO of Awad Capital, an independent Dubai-based, DFSA-regulated financial institution specializing in M&A, Corporate Finance and Capital Markets Advisory. Awad has more than 20 years of investment banking experience, and has advised on around half a trillion dollar of bond issuance, mostly for sovereign borrowers including the U.K., Germany, France, and Belgium. www.awadcapital.com 1 Source: International Monetary Fund (IMF), World Economic Outlook Database 2014 What is the opportunity cost of drawing on the SWF reserves relative to issuing government bonds? The answer to this is contained in the cost of the government bond or sukuk relative to the average return the SWF is generating. What are the alternative financing routes? Why should debt be at least a part of the solution? As we have already seen with most GCC budgets, governments have, by and large, taken the right decision of maintaining the budgets. Sovereign spending in most of these countries is key for economic and social development and this is probably the correct strategy. With regards to financing the budget, drawing on the massive SWF reserves seems like a natural idea. What is the opportunity cost of drawing on the SWF reserves relative to issuing government bonds? The answer to this is contained in the cost of the government bond or sukuk relative to the average return the SWF is generating. This is a tricky question as the cost of the debt issuance is more easy to measure and transparent to observe than the average return on SWF assets. However, one may argue that the average return on SWF assets should always be much higher than the government cost of funding. The logic here is that the SWF should be providing very long-term returns for the future generations, and such long- term investment objectives should attract much higher yields than investment grade government debt. At the margin, if the opportunity cost was seen as financially limited, there is still an argument for issuing bonds, based on a strategy of risk sharing and diversification, as well as the intangible benefits of developing the capital markets and getting the credit story out with investors. Today more than ever, our region needs some positive stories making the in- ternational headlines, and successful capital markets transactions would be a welcome breath of good news. Isn’t debt a bad thing? If not, when does too much debt start causing problems? Common sense dictates that debt is a viable part of the financing of a sovereign, particularly one who has access to strong alternative sources of funding, such as vast natural resources, and the ability to levy taxes. It’s also common sense that too much debt can be counter-productive. No sovereign (or corporate, or individual) should be “addicted” to debt or unable to control the increase in its debt levels and costs. So what is the right level of debt as part of a sovereign’s balance sheet? There is definitely no easy or “one-size-fits- all” answer. Calculating a sovereign’s optimal debt capacity would require an extensive analysis of the sovereign’s budget, revenue streams and projections. As an example, the European Union (EU) has rules in place which call for a 3% budget deficit to GDP ratio limit, and a 60% total debt to GDP limit. While these are interesting purely as a reference, it is important to note that even the EU countries have criticized these rules over the years and tried to make them more flexible, including by varying them through the cycle. However, and as a reference, the International Monetary Fund (IMF) reports1 the following values for the “General Government Gross Debt” ratio to GDP of some of the GCC nations: • Qatar 34.3% • UAE 17.1% • Kuwait 6.1% • KSA 2.7% This short list is a good reminder of the diversity we see within the GCC countries on many levels, and in this case in regards to the levels of govern- ment borrowing. In any case, it’s also a reassuring indicator that there is significant headroom for debt financ- ing, particularly in the two largest economies of KSA and UAE. Rational economic theory, as well as the development needs of capital markets call for a wave of GCC sovereign bond issuance. At the time of writing, there are limited signs of this happen- ing, and increasing discussion of tax implementation including VAT and corporate tax. Let’s hope that sukuk or debt issuance also makes it as part of the final financing package of some of the sovereigns.

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Entrepreneur april 2015 80 Strictly business du’s Clinton Haswell prioritizes the SME customer Interior value-adds • More legroom and more headroom • Interiors of real wood and premium crafted materials • Sculpted seats with dual-firmness foam for maximum comfort and safety • High-resolution 12.3-inch digital driver info center - CUE system The reimagined 2015 Cadillac Escalade ‘Treps choice Clinton Haswell, du Vice President, SME Marketing 2015 Cadillac Escalade TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO O ne way to make sure your clients really feel like your service offer- ing is on par with their needs is to create a program that allows them to choose the features or options that they need, rather than present- ing a one-size-fits-all model. Increasingly, large companies are seeing the need for a more tailored approach, and while it is care intensive, it may just give you an always-welcome competitive edge. In the UAE, du is proving just how serious they are in reining in the SME and enterprise segment by up- ping the ante with their newly launched Business Mobile Plan- and it’s all about selecting op- tions that your company needs. Comprising of “a suite of five plans depending on the needs of the clients, the new plans come bundled with a host of benefits for business customers such as free calls within their company, included data, national and international voice, SMS and devices, at zero upfront cost– thus adding more value to their business. Additional add-ons include the national data bun- dle, extra-national calling, SMS bundles and more,” says Vice President of SME Marketing at du, Clinton Haswell. du’s drive is “to become the partner of choice for SMEs in the UAE,” and with extensive experience across four conti- nents, Haswell seems a likely fit for the telco’s new customer- centric direction. “SME is a rapidly expanding segment, and we are targeting this signifi- cant growth by simplifying our processes.” That simplification is just one mark of the aggres- sive new strategy to not just attract fresh enterprise clients, but to retain existing ones. “We are constantly striving to enhance our customer experi- ence decreasing any hassle that might accompany the business processes; hence, enabling our SME clientele to enhance their performance and productiv- ity, while reducing costs among other benefits,” he adds. In case you haven’t been watching care- fully, even their communication strategy has changed; du’s new campaigns focusing on business clientele have a sleek look and the messages are straightfor- ward in line with the “Simplify” strategy launched earlier this year. “SME customers want simplicity in the offered plans to make the best use of their investments and achieve maximum productivity and top performance. Flexibility to tailor solutions is also a major factor for meeting business require- ments, taking into consideration the ever-evolving and varying needs of this segment. Finally, offering best of breed services remains a vital factor in which we meet customer expectations as a business.” Haswell says that based on his experience, SMEs globally field the same types of concerns: “cost reduction, secu- rity, knowledge and awareness, need for advisory services, and rapidly changing market vari- ables,” and that du’s priority is to readily (and seamlessly) meet those needs and more. Are you a luxury SUV lover? Do you like exceptional after- sales care? Check and check. The 2015 Cadillac Escalade is made for the tough customer with a preference for really controlling their on-and-off road experience. The flagship vehicle focuses on improved efficiency, Active Fuel Management as part of its 6.2L V-8 engine rated at 420 horsepower, and a six-speed automatic transmission equipped with TapShift control. All of this means that you’re in charge, and it feels pretty great. The Escalade comes with standard size 20 inch wheels, and you have the option to go up to 22 inches. What’s left? What hap- pens after you leave the showroom: Cadillac’s Premium Care Program ensures that long after you’ve opted for the Escalade, you’ll be attended to… and fast. www.cadillacarabia.com

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Entrepreneur april 2015 82 Ghaith Akkad makes web hosting a piece of cake through duet.to By Kareem Chehayeb duet.to start it up Wacky idea | who’s got VC | Q&A | STARTUP FINANCE “Dropbox sync is almost instant; all files placed in Dropbox are uploaded within seconds to Dropbox servers,” Akkad says. “We needed to build a smart tool to grab those files and make them available on the web.” “We created a Dropbox App using a bunch of official Dropbox APIs, particularly [the Delta API]; once called, Delta informs us of what’s been changed in order for us to download the updated files to our servers, and delete what’s been deleted.” Y ou know that an entrepreneur is do- ing something right when they’re trying to make something easier than it is. In this case, it’s web host- ing, something that almost everyone has to deal with, whether you’re an SME or an attention-seeking teenager. “It’s really easy to create a website nowadays (think free templates), literally everyone can do it, and everyone needs it,” says duet.to co-founder Ghaith Akkad. “But when it comes to hosting, it requires fair technical experience that comes with guaranteed hassle.” duet.to, inspired by the Italian word duetto, is another startup by Picasso Interactive, where Akkad has worked on another interesting projects, includ- ing holiday-planning web platform Tripzzle. So what is duet.to all about? It’s a “hassle-free” and “simple” web host- ing service. But here’s the catch: it is powered by Dropbox. “We all use Dropbox to store and share documents, designs and all different kinds of files, so why not websites?” Akkad asks. But how does that work? “We created a Dropbox App using a bunch of official Dropbox APIs, particularly [the Delta API]; once called, Delta informs us of what’s been changed in order for us to download the updated files to our servers, and delete what’s been deleted.” In simpler terms, you use a few apps to keep your Dropbox account in sync with your website- very cool. Oddly enough, duet.to does admit that its features aren’t too different from its competition. That said, Akkad is confident that its specific character- istics are enough to win people over, saying, “We believe we came up with a robust technology with better pricing structure and more advanced features.” These include duet.to’s ready-made templates, cus- tom domains, and a content delivery network (CDN) feature that “distributes your website assets across multiple premium servers spread over the world.” According to Akkad, the development process for duet.to was easy- in fact, it sounds almost too easy. “Dropbox sync is almost instant; all files placed in Dropbox are uploaded

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april 2015 Entrepreneur 83 “Free-trials and referrals are very useful in our case,” says Akkad. While he also works on social media to promote the brand, he admits that they are “still trying to avoid direct advertising; organic growth is the answer in the meanwhile.” “most of our debugging time was spent figuring out the best way to synchronize users’ local files with our server copy, and then publish those files online.” ABU DHABI FTW Based in Abu Dhabi’s Masdar City, duet.to’s team is rela- tively small, consisting of five individuals who handle “web design and development, technology, social/digital media, and marketing.” Akkad and the folks at Picasso Interactive see Abu Dhabi as a sustainable city and the future home to every- one from the world’s largest businesses to the most exciting startups. He also believes that the UAE, specifically Dubai and Abu Dhabi, harbor the best entrepreneurial ecosystem in the region. within seconds to Dropbox servers,” Akkad says. “We needed to build a smart tool to grab those files and make them available on the web.” He elaborates further, saying that once you set up your duet.to account, you don’t even have to visit it again; you just need to look at Dropbox. And that’s that. I was curious to know more about Akkad’s relationship with Dropbox, and how Dropbox communicates with clients who work on apps based on their platform. Akkad claims that they have a great working relationship, with Dropbox approving duet.to and help- ing them handle some bugs as well. He adds that there were tons of bugs to fix, so “most of our debugging time was spent figuring out the best way to synchronize users’ local files with our server copy, and then pub- lish those files online.” Given that duet.to is a Dropbox app, was it a capital-intensive project? Akkad shrugs, claiming that there were only a few costs. “Besides our servers cost there’s an overhead for CDN rental, which distributes our users’ content across the globe for availability and faster access.” Using Dropbox’s interface is free, and more costs are alleviated by the fact that “technology is cre- ated in-house.” Apart from servers and CDN, duet.to allocates some funding for marketing. When asked about angel investors, Ak- kad shoots back: “Got any? Would gladly meet with a potential interested inves- tor.” Regarding ROI, Akkad says that while duet.to is a sustainable venture, they’re working hard on making it a profitable one. Most of duet.to’s traffic has come in after Product Hunt posted about the app and mentions that inter- ested clients are made up of “designers, developers, and cool entrepreneurs”- their primary target audience. Given that they have seem- ingly nailed outreach, I had to ask about duet.to’s marketing strategy. “Free- trials and referrals are very useful in our case,” says Akkad. While he also works on social media to promote the brand, he admits that they are “still trying to avoid direct advertis- ing; organic growth is the answer in the meanwhile.” Perhaps that might be a smart option, given that the duet.to brand and brand image is still a work in progress. What are the folks at duet.to cooking up for the future? More marketing. “We need more exposure at this stage, a big enough introduction to the entrepreneur and designer communities,” says Akkad. Is there a potential duet.co mobile app in the works? Given that Dropbox already has a popular app, he said that they have put that thought on hold for a bit. It ultimately depends on whether Dropbox updates its app to allow file editing or not. Having reported on Picasso Interactive’s Tripzzle for Entrepreneur Middle East a few months back, I also asked Akkad if he’s been busy with any other endeavors in the meantime. Akkad confirms that they’re looking into two new projects, and that they’ve also upgraded Tripzzle’s “ranking algorithm” which he claims will make the platform “smarter.” Before winding up our talk, Akkad says that he’d stick by his previous advice for the region’s ‘treps: “Learn, execute, fail, repeat.”

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Entrepreneur april 2015 84 IN PICTURES The best of the best Hadafi awards three female entrepreneurs Hadafi champion Mouna Abassy presenting Izil Hadafi finalists and winners with the judges B eating out 1000 entre- preneurs, 14 shortlisted projects and more than 600 submissions just from the UAE, three Dubai-based entrepreneurs were distinguished as winners of the Hadafi Women’s Entrepreneurship Season 3. Taking first place was Izil by Mouna Abassy, an organic beauty product line with a focus on argan oil -commonly found in Morocco, where Abassy is from- as a main component. In second place was Ro- zan Designs by Rawan and Suzan Al Sadi, a fashion house offering trendy and practical hijabs for the modern woman. Third place was awarded to Mezza by Jiyhun Kum, a social din- ing platform developed to resolving two issues of living in a diverse city- socializing with the community and learn- ing new languages. According to Potential. com, a learning solutions provider in MENA that founded Hadafi, winners received cash prizes, incubation and mentoring, “with a value totaling more than US$50,000.” Staged at the Grosvenor House on February 28th, BPW Middle East Company and BPW Emirates Club Chair- woman H.E. Sheikha Dr. Hind Al Qassimi attended both the Hadafi Final Awards ceremony and gala dinner. The ‘treps presented their pitches and fielded Q&A sessions for a 10-judge panel, including PepsiCo MENA Director of Corporate Affairs Noha Hefny, WOMENA Managing Partner Chantalle Dumonceaux, and Girls in Tech UAE Managing Director Shaima Ghafoor. Launched in 2013, Hadafi is a free development program and competition that provides female entrepreneurs with training, finance and support to found an enterprise. Previous winners are Wardat Store, a KSA-based e-commerce initiative supporting the community by work- ing with local craftsmen and shops, and MICEit.co, an events booking and management platform in MENA. If you’re interested, application eligibility includes being a MENA woman 18 years of age and above who wants to launch a startup or has founded a business in the past two years. B

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@EconomistEvents #EconFutureofWork www.futureofwork.economist.com Exclusive discount for The Entrepreneur Magazine readers - save 20% on summit pice, quote ENT/DC when registering. S U P P O R T E D B Y : R E G I O N A L B U S I N E S S M E D I A P A R T N E R : FUTURE OF WORK: MIDDLE EAST DIVERSIFICATION, INNOVATION AND THE SHIFT TO A KNOWLEDGE ECONOMY 29th April 2015, Madinat Jumeirah Mina A’Salam Hotel, Dubai HE Sultan Bin Saeed al-Mansoori Minister of Economy UAE Ministry of Economy SPEAKERS INCLUDE: HRH Prince Saud Bin Khalid al-Faisal Deputy Governor for Investment Affairs, SAGIA; President, National Competitiveness Center HE Sami al-Qamzi Director General Dubai Department for Economic Development HE Salma Ali Saif bin Hareb Chief Executive Officer JAFZA and Economic Zones World For full speaker line-up visit: www.futureofwork.economist.com F O U N D I N G S P O N S O R : E X H I B I T O R S P O N S O R :

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april 2015 Entrepreneur 87 Industrial designer and entrepreneur Sahar Madanat By Pamella de Leon Balancing form and function business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS CULTURE Heart Aid is a household emergency response unit that can perform CPR and defibrillation to a heart attack victim, designed for the elderly Table lamps from Sand Art Revival Project Sahar Madanat Madanat believes that MENA has a bevy of talent with innovative ideas, and “wanted to create a platform from which these ideas can take shape, and potentially reach international recognition.” As a product designer, Madanat is driven by the influx of consumerism –wherein the quality decreases with mass production- to “design things that adds value to people’s lives, and not just sell a product.” D ynamic industrial design is a balance of combining aesthetic appeal and functional design solutions to improve everyday life. Sahar Madanat, product designer, and winner of the Red Dot Award 2012, IDEA Award finalist 2012, and two Spark Concept Awards 2011, among other international competitions, agrees, “[It’s important to] create a product that not only people need, but also want.” The award-winning designer is the founder of her own design consultancy, and has become an influencer on design thinking in Jordan and parts of MENA. “The balance between form and function should not be determined by the designer’s set of values, rather it should be user’s values that define it,” says Madanat, indicating the importance of understanding and designing for the needs of the target demographic. An art and science enthusiast, Madanat studied Industrial Design in the U.S., and sought to establish a design culture in the Middle East. As a product designer, Madanat is driven by the in- flux of consumerism –wherein the quality decreases with mass production- to “design things that adds value to people’s lives, and not just sell a product.” Previously work- ing as a freelancer, Madanat always knew she would start a company. “After being exposed to the design scene abroad, I felt the importance of start- ing this conversation in the Middle East,” adding that starting up her studio in in her hometown, Amman, was a priority to attract local talent and develop the R&D scene. Madanat believes that MENA has a bevy of talent with in- novative ideas, and “wanted to create a platform from which these ideas can take shape, and potentially reach international recognition.” As with establishing any venture there are challenges, and in Madanat’s case, it’s the reali- ties of “pioneering in a new field, without the support you would get from a developed sector.” She points out how the small number of industrial design university programs in the region results in the difficulty of finding qualified designers. Madanat perseveres by keeping in mind how her business is also her passion: “It’s very rewarding to see your ideas take shape, it truly gives me a sense of contribu- tion to the community.” Today, her company offers workshops on design thinking for busi- ness professionals, even re- cently being asked by the MIT Enterprise Forum of the Pan Arab Region at the MENA ICT Forum 2014 last November, as well as providing internships and mentorship programs for anyone attracted to the industry. >>>

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CHRIS JOHNSON RIBA, ARB-Managing Principal, Gensler HARRY DOWNIE CEO, RMJM International LEONARD CASTRO Senior Vice President, Business Leader - Buildings, Stantec Business Leader - Buildings, Stantec SHAWN BASLER Principal and Executive Director, Perkins Eastman STEVEN CHARLTON Prinicipal Managing Director, Perkins+Will MENA DANIEL HAJJAR DANIEL HAJJAR Senior Vice President and Managing Principal, HOK STEPHAN FRANTZÉN Group Director, P&T Group PEDRAM RAD Managing Director, U+A Architects ELIE GEBRAYEL ELIE GEBRAYEL Chairman/CEO, Erga MOHAMED AL ASSAM Executive Chairman, Dewan Architects STEPHEN JOHNSON President, Cannon Design International IAN APSLEY Main Board Director, Broadway Malyan JAMIL JADALLAH JAMIL JADALLAH MD and Principal, National Engineering Bureau BRIAN JOHNSON Principal and Managing Partner, Godwin Austen Johnson RALF STEINHAUER VP Hospitality MENA, RSP Architects VP Hospitality MENA, RSP Architects SIMON FRASER MD Middle East and Asia, Hopkins Architects PROF. SHAMS ELDIEN NAGA Founder, Director, NAGA Architects, Designers & Planners NASSER ABULHASSAN NASSER ABULHASSAN Principal, AGi architects . SIMON MOON CEO, Atkins Middle East CHARLES DALLUGE President, DLR Group STEPHEN REDFERN President, Kuryłowicz & Associates MICHAEL FOWLER MICHAEL FOWLER Managing Director Middle East, Aedas MUFADHAL ABBAS SHKARA Senior Vice President & Board Member, Zuhair Fayez Partnership SIMON THOMAS Vice President, Middle East and North Africa, HKS Middle East and North Africa, HKS MARK POWELL KYFFIN Head of Architecture, Abu Dhabi Tourism & Culture Authority PHILLIP JONES Principal, Managing Director – Middle East and North Africa, B+H Architects TIM MAKOWER TIM MAKOWER Founder, Makower Architects Leaders in Architecture Events Series International Speakers Leaders in Architecture Events Series Partners 20th-21st April 2015, Dubai

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april 2015 Entrepreneur 89 HEART AID Ergonomically designed to be easy enough to be used by the elderly and anyone not trained medically, the devices can perform CPR and defibrillation to a heart attack victim, within three to five minutes of the onset of an attack. It’s currently being tested in the U.S., with their patent pending for the invention. PLATE-OH A sustainable solution, Plate-oh is a disposable, biodegradable plate allowing the user to peel off the upper-used layer for a fresh plate underneath, lasting up to 10 uses. An environmental impact study showed 60% material reductions, with shipping and packaging cost savings up to 85%. It’s currently in the prototyping phase, with international manufacturers in talks for potential deals. VANILLA LOUNGE A made-to-order item, ergonomically designed with a wooden frame that adapts to the user’s weight. The statement lounge chair represents the “generational gaps” we experience. SAND ART REVIVAL A furniture line launching in Jordan, each item is handcrafted and filled with sand art by local sand artists. The range includes coffee tables, wall art and bookends. BUSINESS MODEL The design consultancy company develops products for clients from concept to prototype. Besides being a design studio, they also develop their own projects as an R&D lab and have a few U.S. patents pending for their inventions. They’re in contact with international manufacturers for potential licensing deals, and in some cases, they also partner and develop their work locally. PROCESS Their design process is analytical in approach, starting with listing the problems that they’re trying to solve. After conducting user and product research, it’s the concept phase where they generate ideas, resulting in only a few selected. During the design development phase, they start to build mockups for testing before building a prototype. After testing the prototype, it’s finalization phase and production. This can take from a few months to a few years. PRODUCTS GRABBING AWARDS business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS CULTURE Vanilla Lounge Chair Salt and pepper shaker to season food in one shaker, with pepper and salt used independently. Acrylic housing was used to prevent spillage of spices. “it’s impossible to lead markets, when your products are outdated or offer the same features as the imported product. It’s not an option to copy what the West is doing anymore, China will do it faster and better.” Regarding product design and overall design culture in MENA, Madanat admits that while it’s slowly gaining trac- tion and has potential, they’ve still got a long way to go. Most companies are unwilling to allocate budget for R&D, and so “it’s impossible to lead markets, when your products are outdated or offer the same features as the imported product. It’s not an option to copy what the West is doing anymore, China will do it faster and better.” Madanat commends the government’s leadership in encouraging the IT sector in Jordan, and en- courages incentives to invest in R&D. She also points out how the imported products we have aren’t tailored to our needs, so imagine if the region designs, builds and also ex- ports to the world? “We have to innovate, and we have to shift companies’ philosophies, from being market followers to market leaders. With the right platform, I am confident that we can put MENA on the world map of product design and innovation.”

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Entrepreneur april 2015 90 IN PICTURES Salt and pepper shaker to season food in one shaker, with pepper and salt used independently. Acrylic housing was used to prevent spillage of spices. Fashion forward in Doha Luxury mainstay Harvey Nichols is coming to Qatar “Our Group is delighted to of- fer the high fashion conscious customers of Qatar this elite selection of designer products. We are very confident that with the variety of lifestyle services, cafés, and dining options available within our Harvey Nichols store, custom- ers will appreciate an unrivaled shopping experience.” Hisham Saleh Al Mana, Chairman of Saleh Al Hamad Al Mana Group of Companies 112,000 The planned size in square feet of Harvey Nichols Qatar. The luxury retailer, to be based in Doha Festival City, will be a destination for globally- known cosmetics, fashion and apparel brands. Plans for the department store indicate that it will be three floors. Omar Al Futtaim, Vice Chairman, Al-Futtaim Group and Hisham Saleh Al Mana, Chairman of Saleh Al Hamad Al Mana Group of Companies pen the deal during a signing ceremony attended by senior officials of both companies. Doha Festival City is one of the largest mixed-use developments in the GCC. Spread over 244,000 sq. m, its mall will be the largest in Qatar and one of the largest in the Middle East. O ne of Qatar’s best known entrepre- neurs is leading the development and expansion plans of the Gulf nation with its newest project: the execution and launch of Harvey Nichols. In partner- ship with Doha Festival City, Saleh Al Hamad Al Mana Group of Companies staged an official signing ceremony in early March in Dubai, UAE to officially announce the endeavor. In a statement, Chairman of Saleh Al Hamad Al Mana Group of Companies, Hisham Saleh Al Mana, said that in light of the expected influx of visitors, this is the opportune time to expand the luxury offering in the nation by launching the hallmark retailer. The ceremony was attended by Omar Al Futtaim, Vice Chairman of Al-Futtaim Group, as one of four Doha Festival City shareholders. “We are partnering with Doha Festival City Mall in bringing Harvey Nichols, one of the most prestigious retail stores, to Qatar, and this is the ideal location to host such an iconic British institution. Qatar will be hosting the FIFA 2022 World Cup and will be paving the way as the center of attraction in the region,” said Al Mana in a statement. Saleh Al Hamad Al Mana Group of Companies, already strong in the luxury goods sector, has divisions that include Al Mana Luxury and Al Mana Fashion operating in Qatar and across the GCC. Over the course of six decades, founded by Saleh Hamad Al Mana, the family- owned Group has continued to diversify its broad portfolio, and now collaborates with various key partners across the Middle East as part of their ambitious expansion.

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GEORGE CLOONEY AND EINSTEIN’S CHOICE. OMEGA Boutiques - Dubai: BurJuman • Deira City Centre • Dubai Mall • Dubai Festival City • Mall of the Emirates • Mina A'Salam • Mirdif City Centre • Sahara Centre • Wafi and at select Rivoli Stores. Abu Dhabi: Marina Mall • Yas Marina • Toll Free: 800-RIVOLI Available at: