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BRAVING THE FUNDING WINTER/ A game plan for MENA entrepreneurs P.76 9 7 7 2 3 1 1 5 4 1 0 0 8 > August 2022 THE SKY’S THE LIMIT/ Anamcara Capital General Partner Annelie Ajami P.81 TALKING SHOP FOLLOW THE LEADER FAHIM AL QASIMI Enterprise head honchos talk strategy industry-specific tactics, and professional challenges P.26 The co-founder of SEAFOOD SOUQ is capitalizing on the growing trend of supply chain awareness in the global seafood industry P.28 INTERSECTIONAL IMPACT/ Dana co-founder and CEO Zada Haj P.13

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6 / ENTREPRENEUR.COM / August 2022 Contents/August 2022 P.28 Follow the Leader Enterprise Head Honchos talk strategy industry-specific tactics, and professional challenges. P.13 Intersectional Impact Dana co-founder and CEO Zada Haj is addressing global issues relating to both sustainability and diversity with her enterprise. by AALIA MEHREEN AHMED P.18 Design-led Homegrown UAE brand Kameh wants its work (and not its founder) to be centerstage. by ABY SAM THOMAS FEATURES IMAGE COURTESY DIMA AYAD → Fashionable and timeless, Dubai-based Lebanese designer DIMA AYAD established her namesake label in 2010. P.40

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8 / ENTREPRENEUR.COM / August 2022 EDITOR IN CHIEF Aby Sam Thomas aby@bncpublishing.net CEO Wissam Younane wissam@bncpublishing.net DIRECTOR Rabih Najm rabih@bncpublishing.net CREATIVE LEAD Odette Kahwagi design@bncpublishing.net MANAGING EDITOR Tamara Pupic tamara@bncpublishing.net STARTUPS SECTION EDITOR Pamella de Leon pamella@bncpublishing.net FEATURES WRITER Aalia Mehreen Ahmed aalia@bncpublishing.net DIGITAL SOLUTIONS DIRECTOR Mahdi Hashemi mahdi@bncpublishing.net HEAD OF INNOVATION Sarah Saddouk sarah@bncpublishing.net GROUP SALES DIRECTOR – B2B GROUP Joaquim D’Costa jo@bncpublishing.net COLUMNIST Tamara Clarke CONTRIBUTING WRITERS Fida Chaaban Prashant (PK) K. Gulati Azeem Khan Maya Moufarek Mary-Justine Todd SUBSCRIBE Contact subscriptions@bncpublishing.net to receive Entrepreneur Middle East every issue COMMERCIAL ENQUIRIES sales@bncpublishing.net ENTREPRENEUR.COM Access fresh content daily on our website All Rights Reserved 2022. 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. Images used in Entrepreneur Middle East are credited when necessary. Attributed use of copyrighted images with permission. All images not credited otherwise Shutterstock. Printed by United Printing and Publishing. PO BOX 502511 DUBAI, UAE P +971 4 4200 506 Contents August 2022 67 The World of Web3 AZEEMA KHAN gives a beginner’s guide to a space that’s set to change the world as the internet once did. 70 Fueling Success MarketingCube.co founder MAYA MOUFAREK shares five tips for hyper growth, learnt from working for brands like Google and Pharmacy2U. 72 An Entrepreneurial Spirit to Change the World Women’s issues are human issues- and overcoming them is good for everyone, writes Mary-Justine Todd. 76 Braving the Funding Winter As the global entrepreneurial landscape faces a funding winter, entrepreneur and mentor PRASHANT (PK) K. GULATI gives a timely reminder for MENA entrepreneurs. 88 Making it Big Ziina co-founder and CEO FAISAL TOUKAN on four tactics that enabled a UAE-born startup to make it to Y Combinator. ‘TREPONOMICS 81 The Sky’s the Limit Anamcara Capital General Partner Annelie Ajami has big dreams for her venture capital firm (and for the startups it supports as well). 96 In Focus A roundup of the up-and-coming startups in the Dubai-based Mohammed Bin Rashid Innovation Fund accelerator program you should be keeping an eye on. 85 “We Got Funded!” The stories behind the impressive investments raised by MENA-based startups Cartlow and Huspy. 92 Cashing In Jonathan Lau and Armin Moradi are dreaming big with their fintech startup, Qashio. STARTUP SPOTLIGHT EntMagazineME Entrepreneur-me ↑ KAMEH combines craftsmanship and complexity into original interior home pieces where function and art are synonymous.s P.18

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10 / ENTREPRENEUR.COM / August 2022 Editor’s Note/ Editor’s Note/ H omegrown doesn’t mean holy,” I said to a friend the other day, who was using that particular characteristic of a rather popular business born in the UAE to defend it from allegations that indicated its owners may have not been running the company in an entirely ethical manner. After all, it’s one thing to give a business the benefit of the doubt when it’s accused of a misstep; it’s another thing altogether to absolve it of any wrongdoing simply on account of its apparent origin story. It’s not just homegrown enterprises though- it seems as though many among us are disinclined to even consider the validity of complaints made against, say, a small business that we might have championed in the past, or a company that’s the current darling of venture capitalists. As much as we may like the spectacle of whistleblowing as showcased in Hollywood movies and television shows, it does seem like we prefer to entertain them only when they are far removed from us; the ones that might be right in front of us are brushed away without a glance. I feel like this is a problem that’s particularly pronounced in the Middle East- the region’s strict defamation laws, as well as what seems to be a general consensus against ruffling any feathers, has caused us all to shirk away from criticisms of anyone and anything. Add to that our personal biases, and we often either dismiss the possibility that gross abuses of power might be taking place around us, or simply just turn a blind eye to all of that “negativity.” And while I’ll admit that it is definitely easier to live in the bubbles of our own making, there is also danger inherent in choosing to stay in such echo chambers. For one, you might actually be depriving an entrepreneur of a much-needed criticism that could enhance their company’s business model, serving offering, what have you. If you could help out your favorite startup, wouldn’t you like to? Just because you are sharing an “unpopular opinion” doesn’t mean you are in the wrong. Often, it may put you in the position of being the only right one. Aby Sam Thomas Editor in Chief @thisisaby aby@bncpublishing.net CALL A SPADE A SPADE Meting out a valid criticism does not make you disloyal to the spirit of entrepreneurship

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13 August 2022 / ENTREPRENEUR.COM / Intersectional Impact Dana co-founder and CEO Zada Haj is addressing global issues relating to both sustainability and diversity with her enterprise by AALIA MEHREEN AHMED → ZADA HAJ, founder and CEO, Dana. The firm’s primary aim is to support women-led tech startups in sectors such as agritech, water solutions, food security, waste management, and renewable energy. IMAGES COURTESY DANA

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14 / ENTREPRENEUR.COM / August 2022 Among the many sectors Dana caters to, there is one in particular that offers great impetus for business growth: agritech, or agrifood. In the past few years, in what has been referred to as an “agritech boom,” methods such as hydroponic and vertical farming have proven to be especially advantageous to the dry and arid lands of the Middle East. When I ask Haj how the sector could also be pivotal in fostering greater gender inclusivity, the co-founder has quite an interesting response. “Let me answer this question with an Arabic quote,” she says. “Roughly it translates to: ‘The mother is a school; when you prepare her, you prepare a full nation to be of good breed. The mother is a garden; if watered well, it flour­ ishes for the benefit of all.’ Over the years, we have seen higher numbers of female founders in the agrifood sector, partly due to this sector’s impact-oriented nature. Women in the MENA region also have a deep historic and cultural connection with agriculture. When I was growing up, I always tended to our agricultural land together with my mother. It was our job at home.” While her personal references may be an important part of Haj’s vision, there are also plenty of hard facts that back her statements about the agritech sector. “Creating a more robust agrifood sector with purpose-led infrastructure and appropriate financial backing will decidedly strengthen gender inclusion, as one in four entrepreneurs in the agrifood sector is female,” she points out. “Compare this to the meager rate in other areas of tech, like fintech and software development, where the ratio is only 1:7.” But Haj also adds that while such statistics may paint a rosy picture, they don’t necessarily reflect the many challenges female tech entrepreneurs continue to face in the Middle East. “Only 6% of MENA venture capital was invested in women this past year,” Haj reveals. B/Sustainability A t the intersection of two globally pressing issues is where you will find Abu Dhabi-based venture builder and investment platform Dana putting in the hard yards to address both. Founded in 2021 by three women -Zada Haj, Shirley Shahar, and Katie Wachsberger- Dana’s primary aim is to support women-led tech startups in sectors such as agritech, water solutions, food security, waste management, and renewable energy, all of which are collectively referred to as “ desert tech.” The firm does this through offering opportunities for regional business connections, innovation mentorship, and funding through its investment arm, Dana Limited Partnership. “We envision a Middle East where the pressing issues of climate change and food security are addressed collaboratively, which unfortunately seems a little hard to imagine today,” says Haj, who is the co-founder and CEO of Dana. “In fact, we imagine a region in which these sectors will be among the most profitable, while remaining impact-driven. It is evident to us that women entrepreneurs and innovators are the leaders to affect this change. So, we need to put aside our differences to protect the environment and our way of life.” → THROUGH AN MOU WITH MASDAR CITY, Dana will be launching its first Abu Dhabi-based beta site which comprises a greenhouse, shade house, and open field areas for agritech pilots.

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15 August 2022 / ENTREPRENEUR.COM / “So, obviously, capital is vital for female-led startups to get off the ground and through the ‘valley of death.’ And this does not even start to account for the social and cultural hurdles many women face throughout the region when building their own businesses.” Of course, Haj isn’t unfamiliar with the challenges of running a business as a female founder. In addition, at Dana, she also has to manage the intricacies of running a business with two very different co-founders. “Diversity is a huge advantage, and it is also a massive challenge,” Haj adds. “Our leading team of three speaks different mother tongues, and have different educational, professional, and personal backgrounds. This means we learn a lot from each other, but it also means we approach tasks very differently. The challenge is learning to communicate effectively and patiently bring these perspectives together in synergy, and I believe nobody does this better than women. Our story is one of resilience in diversity!” At this point, it becomes quite apparent that Haj’s personal journey with Dana has shaped a lot of her business ideals, and as such, I ask her if there have been any lessons on leadership that she’s picked up in her time at the enterprise. “The ability to work under pressure -whether physical, mental, or emotional- is extremely important in leadership, because things will never be easy and relaxed when you have the responsibility of collective successes and other peoples’ livelihood on your shoul­ ders,” she replies. “In moments of pressure, it is crucial to exercise perspec­ tive, to find balance, and to gain a wider view of the issue before any decision making. Also, I believe that, at the end of the day, companies, corporations, and governments are all made up of people. So, if you can find a way to genuinely connect and inspire them to share your vision, nothing can stand in your way.” Under Haj’s leadership, Dana has recently added yet another feather to its cap- a memorandum of under­ standing (MoU) signed with Masdar City, a hub for technology innovation as well as research and development located in the UAE capital. Through this MoU, Dana will build its first beta site in Masdar City, in a bid to test the feasibility of early-stage agritech projects that can be developed and piloted in Abu Dhabi. With construc­ tion already underway, the site is scheduled to open towards the end of 2022, and its layout is set to offer various agriculture-focused infrastructure that caters to the particular needs of farmers from Abu Dhabi and the wider Middle East, including a greenhouse, shade house, and open field areas for pilots. “Our MoU with Masdar City will help us extend our reach to more promising female founders and innovators in the UAE and beyond,” Haj says. “By creating a testing facility for desert tech solutions, together with our venture builder’s hands-on engage­ ment with startups and our corporate design partners, we ensure women-led startups have everything they need to operate successfully, and also offer them attractive investment opportunities.” }} → DANA FOUNDING TEAM Left to right: Katie Wachsberger, Zada Haj, and Shirley Shahar DANA HAS RECENTLY ADDED ANOTHER FEATHER TO ITS CAP- A MEMORANDUM OF UNDERSTANDING (MOU) SIGNED WITH MASDAR CITY, A HUB FOR TECHNOLOGY INNOVATION AS WELL AS RESEARCH AND DEVELOPMENT LOCATED IN THE UAE CAPITAL.

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16 / ENTREPRENEUR.COM / August 2022 B/Sustainability Having realized this agreement with Masdar City, Haj and her crew at Dana believe it could open doors to more investment-related milestones. “For Dana, this beta site is not only a small ecosystem by itself as well as a platform-enabling technol­ ogy hub, but also a significant step in our due diligence process for investment opportunities in the sector,” Haj reveals. “After going through our detailed proof of concept process, valuation for these early-stage startups tends to increase significant­ ly, opening doors for investment opportunities internationally. In the fourth quarter of 2022, the Dana Limited Partnership will begin deploying capital in the top startups from our Venture Builder, which will be a group selected based on their success at our beta sites. We are all set to become one of few women-led funds in the region, setting the example for other initiatives to invest in female leader­ ship.” As Haj now prepares for a new phase in her enterprise’s journey, she remains mindful that the impact Dana hopes to achieve, with regards to both diversity and sustain­ ability, is ultimately a collective effort. “At Dana, our success is based on that of our startups,” she says. “Every win is not just about my own success, but about getting one step closer to a vision of true female leadership, and more women role models in our region’s business community. I am inspired endlessly by our founders and the work they do to bring groundbreaking solutions to the market, and I wish for their inspiration to now be passed on.” THE CHALLENGE IS LEARNING TO COMMUNICATE EFFECTIVELY AND PATIENTLY BRING THESE PERSPECTIVES TOGETHER IN SYNERGY, AND I BELIEVE NOBODY DOES THIS BETTER THAN WOMEN. OUR STORY IS ONE OF RESILIENCE IN DIVERSITY! → ZADA HAJ, founder and CEO, Dana

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18 / ENTREPRENEUR.COM / August 2022 DESIGN- LED by ABY SAM THOMAS Homegrown UAE brand Kameh wants its work (and not its founder) to be centerstage B/The Big Idea → Created in 2022, DUBAI-BASED COLLECTIBLE DESIGN BRAND KAMEH combines craftsmanship and complexity into original interior home pieces where function and art are synonymous. IMAGES COURTESY KAMEH/NATELEE COOKS

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19 August 2022 / ENTREPRENEUR.COM /

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20 / ENTREPRENEUR.COM / August 2022I n my time working at Entrepreneur Middle East, I have very rarely come across startups that didn’t wish to reveal its founder(s), and that’s easily one of the reasons why I was so intrigued by Kameh, a UAE-based collectible design brand launched earlier this year that has been insistent on keeping the entrepreneur behind the endeavor anonymous. While I was told that I can refer to the founder with the same name as that of the brand, every other aspect of Kameh’s identity -think age, gender, ethnicity, background, etc.- has been strictly kept under wraps. The secrecy Kameh has sought for themselves puzzled me- it was quite a stark departure from the shamelessly self-promotional exercises I’ve seen several entrepreneurs get up to in the guise of publicizing their respective ventures. But Kameh has no qualms whatsoever about staying in the background of their brand- and that’s because they don’t want you to buy into Kameh because of who came up with its one-of- a-kind pieces; they want you to do so because you feel a connection to the works by themselves. As per Kameh, the art should take precedence over the artist, and anonymity allows them to ensure that their enterprise stands on the strength of its offering- and nothing else. B/The Big Idea

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21 August 2022 / ENTREPRENEUR.COM / Kameh’s mandate does set one’s expectations high for the “objects of design” they produce under their banner, but I get the feeling that the designer welcomes such a gaze on the products they have put their name to. Having said that, Kameh’s origin story follows a typical entrepreneurial motif- the founder had purchased a new apartment for themselves in the UAE, and when they were unable to find furniture that they’d personally want to have in their new home, they decided to make their own. “I didn’t want to get, say, a table that is mass pro­ duced, something that everyone else would have,” Kameh says. “I wanted to have something different in my apartment, which I’ve envisioned as an art gallery. You’d have pieces of art in a gallery- and that’s the role furniture would play in my apart­ ment. And I think that’s how it all started- I decided to create those art pieces for my apartment-slash-gal­ lery.” The first piece of furniture that Kameh thus set out to build was a table- their initial vision was for it to be carved out of a massive slab of stone, but they soon found out that realizing this goal would be extreme­ ly challenging, not least because of the difficulties involved in sourcing such a huge block of rock. They then started to explore different potential routes that could lead them to execute at least a version of their original dream, and that journey is what resulted in the Kameh Table 0.1. Painted in white, the Kameh Table 0.1 is clearly an approximation of an object made out of stone- its smooth, refined top is indicative of travertine or marble, while its lower layer mimics the rough façades of rock formations in nature. This visage has been achieved thanks to Kameh making use of a metal carcass, over which Styrofoam has been applied and cut to get its roughly chiseled features, followed by cement over it all to lock down its look and feel. In addition, a protective matte layer on the table’s top ensures it becomes a functional piece of furniture- as Kameh put it: “It’s not just a piece of art, but a usable piece of art that can be utilized on a daily basis.” }} ← THE KAMEH TABLE 0.1 mimics a solid stone smoothed on the exposed surface by unforgiving nature but still rough and uniquely formed on the inside. ↓ The Kameh mirror 0.1

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22 / ENTREPRENEUR.COM / August 2022 → THE RAWNESS OF KAMEH’S DESIGN is aimed to be in stark contrast to the perfect geometry of any room, functioning as objects for daily use and in equal part as objects of decorative beauty. The table has also been characterized as a representation of the human self- its metal frame denotes our physical bodies, the foam inside indicates the softness of the emotions inside each of us, and the cement shelling showcases the protective guards we put on ourselves to face the world. Meanwhile, the duality inherent in the table’s exterior with its polished surface and its coarse voids also suggests elements of the Japanese aesthetic of wabi-sabi that is centered on the acceptance of transience and imperfec- tion- a theme Kameh echoed in a note they released about the product. “There is imperfectness in the piece,” Kameh declares. “There is no beauty in perfec- tion, only in imperfection.” The ethos encapsulated in the Kameh Table 0.1 has been reflected in the rest of the products that have since been released as part of the brand’s debut collection. The second drop was the Kameh Bench 0.1, which was comple- mentary to the table launched before it, and that was followed up by the Kameh Chair 0.1 and the Kameh Mirror 0.1, which “harnesses the magic of reflection to craft ever-revolving narratives around our perceptions of ourselves, and our understanding of the world around us.” Kameh’s personal desire for statement pieces that are one of a kind is evident all of the three products, and that is set to be a central theme of all the products under their label. “All of our pieces are, in a way, one-off pieces, because we cannot replicate them- every cut or crack we make on them is unique to them,” Kameh explains. “We’re literally producing every single piece by hand. We’re not producing anything mass; we’re producing solely on request.” As for the road ahead, Kameh reveals that there are two more objects in the debut collection that they hope to announce over the course of this year, but when it comes to the long term, the sky’s the limit. Maybe it’s about working with new materials, maybe it’s about finding more ways to translate art into people’s homes, maybe it’s all that and more- as Kameh put it: “It’s unlimited potential… I think that we are living in an age where everything’s possible.” B/The Big Idea

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“THERE IS NO BEAUTY IN PERFECTION, ONLY IN IMPERFECTION.” 23 August 2022 / ENTREPRENEUR.COM /

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come as you are.

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@ / # 25hourshotels #hellodubai we are now open! 25% off, book via enjoy 25hours-hotels.com Overlooking the museum of the future, near dubai international financial centre, 25hours hotel one central boasts 434 rooms and suites in addition to flexible events and co-working spaces. A total of four characterful restaurants and bars take guests on a culinary trip around the world from northern india to the beer gardens of bavaria: this is where urban nomads meet desert flowers, where local heroes meet the well-traveled. Alongside rental of mini cars and schindelhauer bikes the hotel will also feature the extra hour spa, rooftop pool and dubai's first mixed-gender rooftop sauna. 434 rooms | co-working spaces | monkey bar | tandoor tina ernst | nomad dar bar | rooftop pool & sauna | spa | gym

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26 / ENTREPRENEUR.COM / August 2022 → FAHIM AL QASIMI is the co-founder of Seafood Souq, a Dubai-born startup that aims to solve the biggest problems in the seafood industry by creating an efficient, resilient, and transparent supply chain; tackling both fraud and the exploitation of the world's oceans. 26 / ENTREPRENEUR.COM / August 2022

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27 August 2022 / ENTREPRENEUR.COM / The Follow Leader Enterprise head honchos talk strategy, industry-specific tactics, and professional challenges FA H I M A L Q A S I M I PA L L AV I D E A N A R I F A L AW I D I M A AYA D N ATA S H A S I D E R I S T H O M A S F L O H R S I N A N TA I F O U R 27 August 2022 / ENTREPRENEUR.COM /

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28 / ENTREPRENEUR.COM / August 2022 W hen Fahim Al Qasimi was a boy of about 11 years of age, he was cast in his school’s produc­ tion of Andrew Lloyd Webber’s acclaimed musical, Cats. At the time, he was studying at the Emirates International School in Dubai, and in a bid to adapt Cats better to the UAE, his music and drama teacher then, Jenny Wilson, decided to include locally relevant feline roles in her version of the show, and Al Qasimi was invited to come up with a character true to himself that could be a part of this performance. That’s how Al Qasimi ended up essaying the part of FisherCat, which he recalls as being a heroic Emirati moggy living by the harbors of Deira Creek that wanted to unite all of the region’s fishermen with the aim “to get better fish.” Now, Al Qasimi may have not known it then, but the mission he chose for his FisherCat persona was a harbinger of what he would get up to in his adult life- after all, getting better fish on all of our plates is a good enough summation of what his enterprise, Seafood Souq, has set out to accomplish with the digital ecosys­ tem it has built for the global seafood industry. And given that the Dubai-headquartered startup’s annual recurring revenue for this year is forecasted to be US$100 million, it’s fair to say that Al Qasimi and his team are well on their way toward realizing that goal, and, in the process, make their impact felt on the international stage as well. “At Seafood Souq today, about 80-90% of our business is global,” Al Qasimi reveals. “This is a UAE-born business that will change the world.” Seafood Souq came into being in the UAE in 2018 after co-founders Al Qasimi (who, by the way, is a member of the Sharjah royal family) and Sean Dennis (the company’s CEO now) spotted the opportunity in creating a digital B2B marketplace that could connect fish buyers and sellers from all over the world. The appeal of this solution from Seafood Souq can be seen in the fact that just a few months after it was launched, the startup was able to ink a partnership with Emirates SkyCargo, the freight division of Emirates (aka the world’s largest international airline) to transport seafood from countries like Norway, Cyprus, Chile, Scotland, and the USA to customers in the UAE and the wider Middle East. But this was just the start for Seafood Souq- in building its e-commerce offering, Al Qasimi and Dennis also realized that they had an opportunity to trace the supply chains of all the products hosted on their platform. As it so happens, this The Follow Leader FAHIM AL QASIMI The co-founder of SEAFOOD SOUQ is capitalizing on the growing trend of supply chain awareness in the global seafood industry IMAGE COURTESY SEAFOOD SOUQ

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29 August 2022 / ENTREPRENEUR.COM / relates to a major problem being faced by the global seafood industry- in 2021, The Guardian conducted an analysis of 44 studies of more than 9,000 seafood samples from restaurants, fishmongers, and super­ markets in more than 30 nations around the world that found 36% of these products were mislabeled. “Unfortunately, seafood supply chains are wrought with fraud,” Al Qasimi adds. “People swap products in and out. They will sell you something, and give you something else.” For instance, you could have been told the fish you’ve bought in a fine dining restaurant to be, say, responsibly farmed salmon, but there was no way for you to confirm if that actually was the case- at least not until Seafood Souq Trace (SFS Trace) came along. SFS Trace is a digital tool that allows one to confirm the prov­ enance of the fish they buy, and one of its first applications was in 2021 when Seafood Souq got to ink a partnership with Dubai-based Jumeirah Restaurants whereby the latter’s customers at Rockfish, the Mediterranean F&B concept located at the Jumeriah Al Naseem hotel, could simply scan a QR code on their smartphones and learn about the journey -from sea to plate- of their chosen seafood. But while SFS Trace -which is now available in supermarkets in Europe as well- may have been initially rolled out in this consumer-oriented manner, Al Qasimi points out that its ability to provide traceability found itself help solve other issues within the ecosystem as well. “Distributors told us that SFS Trace is great for supply chain visibility,” he explains. “They can now, using SFS Trace, have access to all the details of their shipments, who the providers are, where it is in the supply chain, which flight it was on, which ship it was on, and so forth.” Distributors could thus make use of SFS Trace to prove to their buyers that whatever they are buying is exactly what they are getting- and this led to a new use case for the company’s offering. Al Qasimi reveals that Seafood Souq has been approached by the Mandarin Oriental and Atlantis hotel groups to aid with their efforts at realizing their sustainability targets by ensuring the traceability of the seafood they serve. “We’ve thus created a dashboard that now lets leading hotels look at it and say, for instance, ‘In this quarter, 60% of our fish is 100% traceable,’” Al Qasimi says. “They can say that this is the carbon cost of the fish that we’ve brought in, this is where it’s come from, this is the amount that have got certification, and this is how much can be classified as sustainable. So, it’s become like the lifting of a lid on this previously very opaque supply chain.” And this is where the impact of what Seafood Souq is doing comes into play. “Seafood is a multi-billion- dollar industry,” Al Qasimi states. “About 200 to 300 billion dollars of that is just the production of seafood, I’d say. About 50% of the seafood we eat today is thanks to aquaculture- but the other 50% is the only food source that we extract from the earth and not farm. So, it’s more like mining- we go to the ocean each time with only the hope that there will be fish there to harvest again.” Now, this is clearly a perilous approach to take, especially when you consider that approximately three billion people around the world rely on seafood as a primary source of protein, according to the World Wildlife Fund. The oceans are thus in danger of seeing their seafood stocks depleted, and this could have far-reaching consequences on humanity- and yet, solutions being proposed and developed for this problem have been few and far- between. “One of our investors helped me realize this the other day- if you look at venture capital funds across the world, I think you can count them probably on two hands, maybe three hands, the number of them that are solely focused on the blue economy,” Al Qasimi notes. “And we have, in the world today, put such a focus on carbon that anybody interested in safeguarding our environment is focused on energy, and specifically on carbon. Well, the ocean covers 70% of our globe- there’s a disconnect between that and the number of people actually investing in solutions for the ocean.” This would also explain why one of the United Nations Sustainable Development Goals is centered on “conserving and sustainably using the oceans, seas, and marine resources”- and it is one that Seafood Souq has taken to heart by building tech to solve problems inherent in the seafood industry. An example of the kind of impact Seafood Souq can have on the world at large can be seen in a collabora­ tive endeavor it has engineered with the International Pole And Line Foundation (IPNLF) and fishermen in Oman. “These Omani fishermen used to go out to sea and catch yellowfin tuna in nets,” Al Qasimi explains. “Now, what happens when you catch fish in nets is that they get degraded, since they aren’t treated properly. By the time they arrived on a boat, put on ice, and got to the factory, they were able to sell it only for about about 75 cents a kilo. That’s tuna that’s good enough for pet food, maybe fish food, maybe canning, but these Omani fishermen were not making any real money off the trade, and so, they were catching as many tuna as they could to try to make some money.” → CO-FOUNDERS FAHIM AL QASIMI AND SEAN DENNIS have built Seafood Souq to be a digital ecosystem that allows users to order seafood from anywhere in the world with full supply chain traceability. “THIS IS A UAE-BORN BUSINESS THAT WILL CHANGE THE WORLD.”

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30 / ENTREPRENEUR.COM / August 2022 The Follow Leader Enter the IPNLF, which argues that the only way to sustainably catch tuna is “one-by-one,” a collective term that incorporates pole-and-line, handline, and troll line fishing methods, which are regarded as being both environmentally and socially responsible- Al Qasimi points out that once Omani fishermen started making use of this methodology, the quality of the tuna they caught rose so much that they were now able to sell it for up to $14 a kilo. These fishermen thus stood to gain more income by catching less fish and being more mindful about how they harvest the oceans; however, the challenge that remained was that once their tuna left Oman, it’d get lost in the opaque supply chain- but Seafood Souq’s SFS Trace can allow for that to not happen. “SFS Trace allows us to sell the product with full traceability of the supply chain, and the stamp to say that this is pole-and-line-caught tuna, that it is sustainable, and therefore is worth the money it is,” Al Qasimi says. “The value transfer is higher to the fishermen (the people that need it the most), and the consumers also have full traceability on where the fish is coming from, and that it is what it says it is.” Seafood Souq’s work with fisher­ men in Oman and other emerging markets like it have also allowed the startup -whose offerings are now used in 25 countries around the world- to explore a new avenue for business that is centered on filling the trade financing gap that currently exists in the seafood industry. “Buyers in more developed markets ask for payment terms, and they basically want to only pay when they see the product and so forth- but fishermen in emerging markets, they need cash today,” Al Qasimi explains. “Seafood Souq Pay (SFS Pay) is thus the next product that we’re building, which will be a trade financing arm of the business that will fund or provide financing for only sustainable seafood sellers with full visibility in the supply chain.” SFS Pay is therefore set to be the “blue financing” arm of the Seafood Souq enterprise, and Al Qasimi adds that much like all of the company’s other undertakings, this too is aimed at balancing profit with impact in the seafood industry. “When we’re building SFS Pay, we’re not making any less of a return by funding what is sustainable- all we’re doing is mak­ ing sure that the value transfer within the system is fair,” he says. “We are ensuring that people who are making use of sustainable practices in emerging markets of the world, who previously couldn’t get access to financing, now get to sell their products on a global scale. For instance, a Bangladeshi prawn farmer that we work with never had the opportunity to have their product end up in a Carrefour supermarket in France- now, they do. And that’s thanks to Seafood Souq- and that, for us, is what impact is.” Impact often requires investment, and Al Qasimi says that he and his team at Seafood Souq have been lucky to rally partners and investors who share the same value systems as they do. While the startup’s initial funding rounds were led by angel investors mostly based in the UAE, Seafood Souq has since received support from investment firms like VentureSouq and Global Ventures, and Al Qasimi reveals that it was recently able to secure Saudi Arabia’s Future Investment Initiative Institute as a partner as well. He also adds that the groundwork is also being laid for a $30 million Series B funding round to be launched in the last quarter of this year, which is set to fuel Seafood Souq’s further growth. “We’re setting up our European and Asian headquarters now, because the business is now large enough to warrant having that global presence,” Al Qasimi says. “And that, for us, is a super exciting step, because a company called Seafood Souq, born out of the UAE, is now operating on a global scale. For me, as an Emirati founder, this is something I am super proud to showcase, not just for this country, but also for the Arab region, in that that you can come up with innova­ tive ideas for the world from here, and not the other way around.” But when I note that Seafood Souq has been relatively quiet about its funding rounds so far, Al Qasimi replies that that’s the case simply because it’s not something he and his team are excited by. “When you find partners and investors that have the same value systems, that honestly do care on the impact that you’re WE ARE ENSURING THAT PEOPLE WHO ARE MAKING USE OF SUSTAINABLE PRACTICES IN EMERGING MARKETS [...] NOW GET TO SELL THEIR PRODUCTS ON A GLOBAL SCALE.” “ → THE SEAFOOD SOUQ TEAM participating in an Adidas: Run For the Oceans event in Dubai.

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31 August 2022 / ENTREPRENEUR.COM / making, then you’re not excited by how much money you raised,” he says. “You’re also not excited necessarily by how much money you’ve made, but you’re really excited when you find out how much of an impact you’ve created for the world, whether that’s jobs created for Omani fishermen, whether that’s helping solve food security issues for the UAE, whether that’s reducing the carbon cost of the seafood trade in the UAE, or whether that’s ensuring the value transfer of people eating wonderful prawns in Europe is going effectively and efficiently to the Bangladeshi farmers that harvested them. That’s impact.” Incidentally, this is the mindset that also governs Al Qasimi’s dreams for Seafood Souq in the long term, which includes an initial public offering (IPO) for the startup in a couple of years’ time. “I’ve always wanted to be a tech IPO in the region that ‘keeps the dirham in the room,’ as they say, bolsters our capital markets, and proves that we can have technology in the market cap of our local stock markets,” Al Qasimi says. “What that will take is continued commitment from our fantastic team and our great investors; above and beyond that, excitement and commit­ ment from investors in the local capital market.” As for Al Qasimi himself, he’s clearly in it for the long haul, and he remains excited about the promise Seafood Souq holds. “You know, when you are passionate about something, when you really care about something, you’re going to stick it out,” he says. “And that is something I’m very excited about, in that Seafood Souq is going to be a story that will be with me for the rest of my life.” B Y A B Y S A M T H O M A S → SEAFOOD SOUQ is the first collaborator in the UAE for Friend of the Sea, the leading international certification standard for products and services that respect and protect the marine environment. S ome of the seafood sector’s issues were brought to the mainstream thanks to Ali Tabrizi’s 2021 film, Seaspiracy, which had shed light on the global overfishing problem with some critics claiming it was one-sided. One of the solutions Tabrizi proposed at the end of that documentary was that we either need to reduce the amount of seafood we eat, or replace it with plant-based alternatives, but Seafood Souq’s Fahim Al Qasimi is not too sure if this is a really sustainable resolution to the problem at hand. “My personal viewpoint on this is that while some people like Ali have suggested eating less seafood and looking for a substitution to it, there is a carbon cost on that, which is why I challenge that hypothesis,” he explains. “Another solution being proposed is lab-grown meats, which people like KBW Ventures’ Prince Khaled bin Alwaleed have been extremely active in investing in, and I commend them for those efforts. But I believe that the problems that we have today in the seafood industry were created by business- and as such, they need to be solved by business as well.” According to Al Qasimi, the old ethos of ‘you can’t improve what you can’t measure’ is what one needs to keep in mind when talking about problems in the seafood industry, and that, in effect, explains how Seafood Souq’s digitization of this ecosystem -which allows for everything to be traceable and transparent- allows for sustainable harvesting of the world’s oceans. “If Seafood Souq -hypothetically- was adopted in every fishery and fish farm around the world, traded on our platform, or used SFS Trace, we could reach a point where we could aggregate enough data to really understand whether fish has been sustainably caught,” Al Qasimi says. “We’d have data telling us whether the catches have been registered by the environmental agencies or the fishery management organizations of the countries where it happened.” seafoodsouq.com ONGOING CONTROVERSIES IN THE SEAFOOD SECTOR

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The Follow Leader Pallavi Dean Founder / Roar → SINCE FOUNDING ROAR IN 2013, PALLAVI DEAN HAS WON MULTIPLE AWARDS FOR HER WORK across a range of sectors including commercial, hospitality, and residential. She was born in India, raised in Dubai, and spent years working in London, and her designs reflect these eclectic influences. A former professor of design, she strives to implement the latest theoretical and practical research into Roar's designs. 32 / ENTREPRENEUR.COM / August 2022 IMAGES COURTESY ROAR

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33 August 2022 / ENTREPRENEUR.COM / T o have multiple passions in life isn’t unheard of. But when a business becomes a melting pot of two seemingly unrelated interests, what follows could be a success story like that of Pallavi Dean. After all, it is by combining her enthusiasm for the apparently disparate subjects of design and psychology that Dean founded her Dubai-based boutique architecture and interior design studio, Roar. “You know, I always say that designers are part lawyers, part psychologists, and part sociologists,” Dean says. “What do we do as designers? We watch human behavior, right? And then we create a vessel or a space that supports that behavior. So, that is the core of what we do, very often.” Since its launch in 2013, Roar has been the recipient of some of the regional industry’s most coveted awards, which includes last year’s Boutique Firm of the Year by Design Middle East. But it is in Dean’s aforementioned description of what a designer’s job entails that you will find the underlying philosophy that has constantly driven the firm forward: empathetic design. “When you work with an architect or someone in the design world that has a big ego, you will see that they want to impose their style even before they’ve talked to the client, simply because they want to create a masterpiece… This flagship, kind of, iconic legacy project that will live on beyond them, and I’ve always found that to be so narcissistic,” Dean says. “I’ve also thought that that was so bizarre, because it’s not my home, it’s not my office. So, why would I impose my signature style? And that’s why when you look at Roar’s projects, they’re so varied. When we say ‘empathy-based design,’ it’s putting the users of the space and the client at the center of it. So, for example, we don’t even start our design process unless our clients have had a one-on-one session with an indepen­ dent psychologist at our briefing sessions. This is where I think psychology and design come together. We feel like we can only create a successful design if we are empathetic and hone our listening skills.” Here, as if to confirm what has been apparent all along, Dean states that empathy is an integral part of her leadership style. “But empathy is a two-way street!” she adds. “So when it comes to my employees, I’m happy to give them flexibility and all the trust that I have, but it goes both ways. There will be times when an employee will tell me, ‘Hey, listen, it’s Monday, but I need to work from home,’ and I’ll have no problem. But there will also be an instance when, on a Sunday morning, my client from Saudi Arabia calls me and wants a meeting with the team. And I know it’s a weekend, but Saudi Arabia’s open, so, I will expect my team to show up… There’s a lot of talk about unhappy employees, right? I feel like there is such less material out there on how a leader needs empathy as well. So, I try my best to keep honing my leadership style.” But as Dean continued to tell me more aspects of how she goes about managing her enterprise, I felt like she already has a rather compassionate understanding of human vulnerabilities and preferences- a lot of which appears to have stemmed from her own experiences. When Dean had appeared as a guest on the Entrepre­ neur Middle East Live webinar series, Against All Odds, earlier this year, there was a line she stated that struck quite a chord with me personally. “I’m a brown woman in construction,” she had said then. “I was never a part of the construction boys club, and I still am a bit of an outcast, but I celebrate that.” For anyone who has ever had to work harder than their peers to gain validation and accep­ tance, these are words that can provide both inspiration and comfort- and I can certainly testify to that. Dean has no qualms in admitting that that she had to contend with quite a lot of hurdles in getting to where she is now. But the key to dealing with them, she says, was to simply not focus on them. “Everybody needs a sense of belonging, and I think what’s really important is if you feel like an outcast in any industry, you have to find your people,” she says. “And that’s what I did! I surrounded myself with my mentors or similar-minded people and colleagues. But at the same time, ‘be so good that they can’t ignore you’ has been a motto of mine. You can forget about your gender and your race -and I talk about this very openly- and just focus on your craft and what you can bring to the plate, rather than focusing on the down­ sides of things.” }} I WAS NEVER A PART OF THE CONSTRUCTION BOYS CLUB, AND I STILL AM A BIT OF AN OUTCAST, BUT I CELEBRATE THAT.” “ ↑ One of Roar's recent projects is for Mall of the Emirates- based safety deposits vaults renting company VINTAGE VAULTS, which involves creating a modern version of a traditional vault.

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34 / ENTREPRENEUR.COM / August 2022 It’s a strategy that has worked out well for Dean- today, with a team that is 92% female, she’s at the helm of a highly acclaimed enterprise that has, over the last couple of years, secured a string of high-profile projects including the design of the 25,000 sq.m. commercial space at Sharjah Research, Technology, and Innovation Park, a hub for incuba­ tors and accelerators at Abu Dhabi’s ADQ Innovation Centre, and several others. As someone who has experienced the full spectrum of the entrepre­ neurial lifestyle, Dean is perhaps the right person to ask about the pros and cons attached to it. “I think people should stop glorifying entrepreneurship, right?” Dean says. “But for me, the best thing about being an entrepreneur is complete flexibility, where I can choose my clients, my colleagues, and the hours I work. To me, that’s really impor­ tant- the people I work with! I’ve been able to curate a fantastic family here at Roar, and it gives me a lot of pride because they’re handpicked. They’re the best in class!” But it is here, for the first time in our chat, that I find Dean struggling with an answer to one of my questions. “The worst part about being an entrepre­ neur… I don’t know; I think there are a lot of upsides…” she ponders. “I guess it’s the constant worry about making sure you have the right people on the right seats, making sure they’re happy, and making sure you are all going in the right direction, and are aligned, I suppose. That’s tricky. So managing that, I would say, is a downside…” Dean seems hesitant to whine about her job- and I get a clear understanding of why that’s the case when she goes on to make this statement: “I can’t believe people actually pay me to do what I love- I would do this for free!” With a leadership style that seamlessly blends passion and psychology, Dean now looks back at her journey thus far with fondness, and this is perhaps most evident when I ask her what she’s most proud of her entrepreneurial trajectory so far. “I think the fact that I’ve built a very successful business, which I thought would just be for my spare bedroom as a freelancer, makes me very proud,” Dean says. “And it’s received so much international recognition too! At first I thought only the local magazines and newspapers were featuring us, but we’ve been featured in some of the best industry publications- things that I used to read when I was growing up in architecture school. To see my own journey from this very arrogant young designer in my twenties, to someone who was struggling in their thirties, to now, when I’m in my forties, it feels like I’ve ‘arrived,’ if that makes sense. So, I’m really proud of that.” But what’s next for Dean and Roar? “Yeah, the next big milestone for me is to make sure that Roar is in the position that we can sell it,” Dean reveals. “That’s the moonshot! We’re also doing a lot of work in the metaverse, which I’m super excited about. So, for me, the metaverse is kind of the next frontier, and then selling Roar, eventually, would be great!” B Y A A L I A M E H R E E N A H M E D YOU CAN FORGET ABOUT YOUR GENDER AND YOUR RACE, AND JUST FOCUS ON YOUR CRAFT AND WHAT YOU CAN BRING TO THE PLATE, RATHER THAN FOCUSING ON THE DOWNSIDES OF THINGS.” “ ↑ PALLAVI DEAN, founder, Roar The Follow Leader

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36 / ENTREPRENEUR.COM / August 2022 D o they have a vision, or is money the only interest?” In his role as the CEO of Dubai Cultiv8, this is one of the questions that Arif Alawi likes to ask entrepreneurs that seek support from the Dubai-based investment fund. Evaluating a startup’s founding team on everything from their vision and passion to their experience and skills, Alawi and his team at Dubai Cultiv8 also consider a bunch of other factors. Those include the solution’s differentiating factor in a competitive market, revenues and earnings, client acquisition costs, or its lifetime value (“How much can the company expect to profit from a customer?”). Also, the Dubai Cultiv8 team looks at the company’s business plan, growth strategy (“We project five years into the future- when will this project hit break even and become profitable, and how much time will it take?”), scalability, and exit plans. The questions Alawi poses offer a glimpse into the mindset with which he leads the charge at Dubai Cultiv8, an initiative of the Mohammed Bin Rashid Fund for SMEs, an entity established by H.H. Sheikh Mohammed bin Rashid Al Maktoum, UAE Vice President and Prime Minister and Ruler of Dubai, in 2012. Dubai Cultiv8 itself was launched in 2018, and has been chaired by H.E. Abdulbaset Al Janahi, CEO of Dubai SME, an integrated division of the Emirate’s Department of Economic Development. Alawi describes Dubai Cultiv8 as a Shariah-compliant invest­ ment firm that offers “cutting-edge solutions for investors,” all of which is regulated by the Dubai Financial Services Authority. “We define ourselves as an investment arm providing two services: advisory services (providing expert advice, structuring the company, raising capital, formulating business plans and financial models, and guiding through each stage), and investing in companies through fund creation,” he explains. Alawi also adds that his enterprise is behind the Dubai Cultiv8 Technology Fund, a US$100 million fund focusing on investing in growth- stage technology companies, either locat­ ed in the UAE or abroad, that aim to shift their operation wholly or partially in the country. As the UAE’s first public-private partnership in the venture capital sector, Alawi points it to being a key advantage for the firm. “Most companies are privately owned by families, individuals, offices, or ex-bank­ ers, but we are differentiating and positioning ourselves as a niche incubator,” he notes. “We clear the way for SMEs to enter and grow in the UAE market without financial pressure.” For Alawi, whose career trajectory has seen him launch multiple investment and asset management firms across the GCC, as well as play leadership roles at various financial enterprises in the region, he seems to be especially well-suited for his role at Dubai Cultiv8- and we can confirm this as he tells the story of how he came to be associated with the enterprise. It started with a conversation he had with Dubai SME’s Al Janahi in 2017, when he was engaged with the latter’s enterprise as a strategic advisor for special projects and startups. “My thoughts were that if the initiative wants to support SMEs that are contributing to the UAE economy, we have to focus on local as well as interna­ tional startups,” he recalls. “Local SMEs The Follow Leader Arif Alawi CEO / Dubai Cultiv8 → ARIF ALAWI is the CEO of Dubai Cultiv8 and advisor to Dubai SME. Having founded multiple investment and asset management firms across the GCC, he served as Managing Director, Chairman and Board Member in various financial institutions with vision and success. IMAGE COURTESY DUBAI CULTIV8

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37 August 2022 / ENTREPRENEUR.COM / already form around 90% of companies, especially in Dubai. Out of 100 ideas, there are only two or three ideas being acquired by venture capitalists or angel investors. After presenting the idea, we established an investment arm- any concept with a potential for growth, we would support and invest in, rather than just financing it. This way, we also got transparency of the cash flow. This is where the idea for Dubai Cultiv8 came from. Local SMEs who need financing go to Dubai SME, and those who need investment and business advice come to Dubai Cultiv8, so, we complement each other, and, together, we don’t miss out on any SME that needs help.” As the CEO of Dubai Cultiv8, Alawi is responsible for developing the entity’s overarching business plan, while also ensuring it encourages and attracts international entrepreneurs to set up and expand their businesses in the Emirate by offering relevant funding and services. Of course, along with that, his role also includes recruiting talent across the world to position Dubai and the UAE as the go-to hub for investors and entrepreneurs. “Contributing to the UAE government’s goal of launching and assisting companies to stimulate economic growth has been a highlight of my career at Dubai Cultiv8,” Alawi states. But what does it take to be part of Dubai Cultiv8’s portfolio? “Our investment philosophy is to focus on companies established in the UAE and have plans to expand worldwide, as well as companies who are based elsewhere, but wish to expand into the GCC, notably the UAE, with operational branches,” replies Alawi. The overall aim eventually, Alawi states, is to attract more businesses to develop in the region and attract talent globally, while creating job opportunities for both locals and expats in the UAE. And Dubai Cultiv8 is certainly doing its part- the firm has so far invested in seven different companies, with two headquartered in the US and having a base in the UAE, while the other five are based in Dubai. Its portfolio includes startups like UAE-based car sharing company Udrive, New York-headquar­ tered online ethical investment platform Wahed Invest, and Dubai-based last-mile delivery startup Fodel. Looking at the current state of the MENA entrepreneurial ecosystem, Alawi believes that the UAE has definitely emerged as a preferred location for new businesses in the MENA region. According to him, the sectors that have potential for further investment include e-commerce, fintech, healthcare and wellness, payment gateways and wallet solutions, and gaming platforms. Alawi adds that he and the Dubai Cultiv8 team are also considering nascent industries, and says “We have our eye on crypto, which is growing fast, and has many platforms here for it to grow. The NFT business is [also] just growing here; we started with digital artists, but in the future, it will take over the world.” And for those of you seeking guidance to grow your respective businesses, Alawi has plenty of practical advice to share as well. First off, he says, develop a clear marketing and sales strategy. Plus, he tells entrepreneurs to ask themselves, “If you’re thinking of expanding and selling the company one day, there should be exponential growth in clients. Is the product scalable overseas?” Other tips include attempting to increase customer retention through after-sales support and loyalty programs, as well as to develop strategic partnerships with service providers. Seek like-minded people around you, he adds- participat­ ing in networking events is a good way to do that, for instance. “Founders should look for guidance right from the set-up,” he says. “Once you have an idea, meet with an expert for guidance on how to develop the business. Often, I’ve seen people develop ideas and pitch them, but there are several gaps.” At the end of it all, he says entrepreneurs should just remember one thing: “Start small, and grow slowly.” B Y PA M E L L A D E L E O N Dubai Cultiv8 CEO Arif Alawi lists mistakes entrepreneurs make when approaching investors }Overvaluation according to market trends “An investor is not just looking at market trends, but also at the startup’s growth possibility. Some SMEs state that the company will grow 1,000% in one year, but this isn't possible in every market and industry and for certain products.” }Lack of a clear vision “Bringing in funding involves many people. Without a plan of how many people a company needs during different periods, one runs out of cash fast, and in future rounds, the investors will see the cash flow and refuse to invest.” }No clear market understanding “People come in with a great idea, but they don't know who their clients are. Are they focusing on B2B or B2C? Everybody cannot be your target market. Hence, without the client base, an accurate valuation cannot be formed either.” }Selecting wrong partners “Many tend to focus on capital only, without considering the ramifications of the wrong investment. Nowadays, companies don’t need $1 million in funding; $200,000-500,000 is enough to grow until the next round.” }Giving away too much of their company “If a founder doesn’t have anyone to support the business, they may give up 60-70% of the company, and once they progress to the next round of funding, they end up with 2-3%, and then, they won’t have enough power to direct the company based on the initial vision.” }Running a one-person-show “Some projects are started by a single person who believes in their product, but doesn't believe in the people around them. The founder may not be recruiting the right people, and they are doing everything from marketing and sales to pitching to investors themselves. They don’t know when to bring in investors and at what valuation.” }Not having an advisory board “Often, technical experts who have little to no knowledge of business create a business, but they don't know how to sell it and at what price, or how to effectively sell shares of the company. They don't have financial or investment advisors or experts to guide them on the strategy around them, and they are also unwilling to give outsiders a stake. You need an advisory board to guide you, and enhance the value of the company and brand.” THE NOT-TO-DO LIST “We clear the way for SMEs to enter and grow in the UAE market without financial pressure.”

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38 / ENTREPRENEUR.COM / August 2022 O rganized chaos: that’s how Dima Ayad referred to herself at one point during an hour-long conversation she had with me in July in Dubai, and that, I have since realized, may well be a fair approximation of the fervor and feeling that I see her use to lead her entrepreneurial pursuits. Ayad runs two businesses at the moment- one is her eponymous fashion brand, Dima Ayad, which she had launched in 2011, and the other is DAC Communications (formerly known as Dima Ayad Consulting), a public relations (PR) and marketing consultancy that came into being in 2020. It’s in the latter role that I came to meet Ayad for the first time more than a year ago, and even then, I recall being struck by this aura of ambition and relentlessness that she had around her, an impression that has only grown stronger as I’ve gotten to know her better. Given the roles she essays on the professional front, Ayad always seems to have her fingers in a lot of different pies, and while I feel like this gets the better of her every now and then, I’ve never ever seen her call it quits- she may take a break, she may rethink how she does things, but I doubt that she’d ever even consider hanging up her boots. And so, when I asked Ayad about what pushes her to do what she does on a day-to-day basis, what fuels her “organized chaos,” I half-expected her to tell me that she -like most of the other entrepreneurs I’ve asked this question to- was working toward realizing a grandiose vision of herself or her business. But I was taken aback when Ayad chose to keep it real instead- indeed, what drives her should be relatable to anyone out there who put in the hard yards to get themselves ahead. “It’s my career,” Ayad says, quite simply. “It’s my bread and butter. I mean, there is nothing else that is sustaining me. I’m 42 today, I have to think of my future, and I think having my future in my own hands is incentive enough for me to push forward. I am super grateful that I’m able to do that, and sustain my lifestyle, through my businesses.” Born in Lebanon, Ayad grew up in the UAE after her parents moved to the country when she was two years old, and she kicked off her career in 2001 as an account director for a regional food and hospitality magazine called Grumpy Gourmet. This was followed up with a nearly- six-year stint at Dubai-based Jumeirah Hotels, where she started off in a PR Executive role and ended as a F&B Marketing Manager, overseeing over 22 restaurants and bars. Her experience and expertise in this domain allowed her to then take on similar managerial roles at entities like Dubai Holding, Raffles Dubai, and Atlantis The Palm, all of which she remembers as having played an instrumental role in her understand­ ing of marketing and communica­ tions, especially in the realm of hospitality. In 2010, while Ayad was still working at Atlantis, she made inroads into the world of fashion by launching -and designing clothes for- her namesake brand. The Dima Ayad label came about after the designer, frustrated by the lack of The Follow Leader Dima Ayad Founder / Dima Ayad and DAC Communications IMAGES COURTESY DIMA AYAD

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39 August 2022 / ENTREPRENEUR.COM / clothes being made in extended sizes to suit bodies like hers, decided to take matters into her own hands. Note here that Ayad didn’t have a formal education or background in fashion- she learned while she was on the job. For instance, she would spend hours in malls looking at women and how their clothes fit them. She’d then draw up her designs with the aid of a Fashionary sketchbook, billed as “a practical tool for profession­ als who are working at all levels of the fashion industry.” She learnt about fabrics by going in and out of shops in Dubai’s Satwa neighborhood (known as the heart of the Emirate’s textile industry), and she followed a similar process when seeking out tailors to bring her designs to life. It is thus with a combination of pluck and perseverance that Ayad, who was 30 years old at the time, was able to put together her first collection of clothes- and it sold out soon after it was released. “People were very shocked with what I came up with,” Ayad recalls. “A lot of the time, they’d ask me, ‘How did you come up with that?’ And my answer was, ‘Well, I’m a woman, and a woman knows a woman’s body. If you want an education, I have 30 years of that on my body right now.’” As a size-inclusive brand, the Dima Ayad label was ahead of its time when it launched in the UAE- the need for inclusivity in fashion was certainly not as much a topic of discussion then as it is today. For her part, Ayad has a very simple philosophy governing her thoughts on this topic- ac­ cording to her, you, no matter what size you may be, are worthy of having stores carry clothes that are in your size. It’s simply not fair that people are being excluded solely because of the sizes of their bodies, and it is mindboggling that this problem continues to exist in this day and age, Ayad says. For her part, Ayad remains one of the few designers in the region that has inclusive sizing at the core of their brands, and it’s a philosophy that she has remained true to in all of the collections she has released in the years since she launched her brand. Ayad says her creations are for any woman who wants to feel comfortable and effortless, and it is to her credit that her brand has been able to make a name for itself with its statement silhouettes that are almost guaranteed to flatter anyone who wears them. Think metallic abayas, glittering kaftans, tie-dye tops- the Dima Ayad label is aimed at celebrating you, as you are. But Ayad’s growth as a fashion designer hasn’t been linear- while her first collection was a success, her second was “diabolically bad,” Ayad laughs. But such missteps didn’t stop Ayad- she just picked herself up, learned from her mistakes, and then aimed to do better the next time. It’s a strategy that has stayed with her to this day, and Ayad admits that she continues to relish opportunities where she gets to prove people wrong. “I’m somebody who really loves a challenge,” Ayad says. “Sometimes people wonder, ‘Why don’t you just take the easy route? And I’m like, ‘No, that’s boring.’ Maybe that’s crazy, but I’m like that.” In 2016, Ayad moved out of the hospitality realm by leaving her job at Atlantis, and then proceeded to get a firmer footing in the fashion field by becoming the Marketing and PR Director of The Modist, a Dubai- headquartered e-commerce startup focused on modest clothing. “I learned a lot about fashion during my time at The Modist,” Ayad says. “That’s where I gained knowledge on everything from search engine optimization to supply chain management, what sells, what doesn’t, what people gravitate toward… All of that intel got into my brain, and it bettered me as a designer, and also a marketer for my own brand.” Two years later, Ayad took up a new role as a PR and marketing consultant for size-inclusive luxury online retailer, 11 Honoré; however, she ended up leaving that position once the COVID-19 crisis hit the world at large in 2020. Her fashion label also found itself paused }} Sometimes, ignorance is bliss. I am so happy I didn’t listen to anyone who told me not to go into fashion.” “

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The Follow Leader → Fashionable and timeless, Dubai-based Lebanese designer Dima Ayad established her namesake label in 2010. 40 / ENTREPRENEUR.COM / August 2022

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41 August 2022 / ENTREPRENEUR.COM / with the onset of the pandemic, and Ayad suddenly found herself with nothing to do. Ayad admits it to having been a particularly difficult time for her from both a professional and personal perspective, and while she did consider exploring job prospects in the F&B and hospitality domain, she was unsure if she had the chops for it given that she had been out of the industry for a good few years then. But Ayad then learnt of a friend, restaurateur Joey Ghazal, who was, at the time, getting ready to open up a new branch of his F&B concept, The Maine, in Dubai’s Business Bay neighborhood. Another friend, Addmind Hospitality’s Tony Habre, was working on launching the Dubai outpost of his Beirut restaurant, Clap, around the same time as well. Ayad got in touch with both of them, telling them that if they needed any help with the marketing and PR for their new establishments, she was available. Both Ghazal and Habre got her onboard as a consultant- and while Ayad did not know it then, these two jobs were setting her up to eventually launch her second entrepreneurial endeavor. Ayad helped the two restaurants launch to much fanfare and acclaim, and “they gave me the boost to remind myself that I am good at this,” Ayad recalls. With these two success stories behind her, Ayad found herself securing more clients who wanted her specific skillset and expertise in this domain, and then, before she knew it, she found herself at the helm of another business, which she ended up calling DAC Communications. While DAC Communications has managed to onboard several business clients (a list that includes Michelin Bib Gourmand 2022 Award holder Fi’lia, as well as the Dubai outpost of the Parisian institution, Caviar Kaspia), Ayad is also proud to note that her company is now also representing Arab celebrity figures like Anas Bukhash and Enjy Kiwan. Mean­ while, Ayad also managed to get her fashion label over the pause imposed on it by the COVID-19 pandemic- that resurrection started with her creating face masks that stayed true to the Dima Ayad aesthetic. Her latest collection, Faith, was built as an ode to Ayad’s mother Iman (whose name means “faith” in Arabic, and who passed away late last year), and it has since become the brand’s bestselling line ever. A collaboration with London-based luxury footwear designer Malone Souliers earlier this year also proved to be a hit, with an exclusive capsule collection that was a joyful amalgamation of the ethos of both brands. “Malone Souliers is a brand that I’ve been wearing for years, and so, to receive a call to collaborate with it was just… I can’t tell you what it did for me- I was just feeling shock, disbelief, and gratitude for that,” Ayad recalls. “That was one amazing moment. Another amazing moment was when I received an email from a customer, who told me that she met her husband wearing one of my dresses. She said that the dress gave her so much confidence, and that she felt she was herself wearing it, and her husband loved her for being herself. I wept a lot when I read that, because that’s exactly what I am trying to do… If you’re yourself in your clothes, if you’re yourself in everything, then you as is, just being yourself, is amazing.” That, in effect, is the principle with Ayad is using to move ahead in her life and career right now, and it does seem to help her dream big when it comes to the future prospects of both her businesses. For one, Ayad hopes that DAC Communications will get to a point one day where it is big enough to be sold, or it gets to join forces with a larger agency. As for Dima Ayad, she’s currently at work building a collection for it that will debut on online fashion retailer Net-a-Porter in time for Ramadan next year- some­ thing she’s clearly extremely excited about. In terms of the long term, Ayad hopes that she will get to see her brand in fashion stores all around the world one day, but for the time being, she is just happy to keep doing the work, and keep moving ahead, regardless of the stumbles that may happen along the way. It may well be “organized chaos”- but Ayad also probably wouldn’t have it any other way. “I am someone who needs to learn by herself,” Ayad explains. “If I fail, I will try again. I’m resilient. And I know that as much as people would perhaps advise me to do things differently, I still would do it my way anyway... Sometimes, ignorance is bliss. I am so happy I didn’t listen to anyone who told me not to go into fashion, for instance. Because even if it weren’t revenue-generating, it’s still my release, it’s my joy. And I now can’t imagine my life without it.” B Y A B Y S A M T H O M A S Having my future in my own hands is incentive enough for me to push forward.” “

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42 / ENTREPRENEUR.COM / August 2022 I certainly didn’t set out to be an entrepreneur!” confesses Thomas Flohr, who, over the last 18 years, has success­ fully transformed a venture that started with operating just two aircrafts into a global private aviation group with 350 jets flying to every continent- and can also brag about flying Formula One team Scuderia Ferrari’s racers! But Flohr, the founder and Chairman of private aviation firm VistaJet, says that his decision to launch the company was simply a byproduct of his innate ability to look for solutions. “What really inspires me in life is the challenge- if something doesn’t make sense, it’s my natural inclination to change it,” Flohr says. “That’s what happened with private aviation many years ago. Prior to founding VistaJet in 2004, I was in asset finance and flying hundreds of hours each year. But the only way to be in multiple meetings in multiple countries in one day was to fly private. However, I was surprised by the amount of time that business jets would sit idle, and the lack of consistency from one to another, which meant that as a customer, I didn’t know what would be waiting for me on the tarmac. So, I saw an opportunity to offer an alternative.” In 2018, Flohr set up Vista Global Holding in the city of Dubai in a bid to consolidate all of his brands that provides a full range of access to global business aviation. In addition to VistaJet, a second aviation firm, XO, was added to Vista, while the company also went on a streak of acquisitions including Apollo Jet, Red Wing Aviation, Talon Air and, more recently, Air Hamburg, and Jet Edge. VistaJet’s story, however, began in the small European country of Malta, where Flohr envi­ sioned the creation of “a completely new way to fly, with access to a global, consistently branded fleet, paying only for the hours you fly, with guaranteed availability and no asset risk.” What Flohr alludes to by asset risk is that, through VistaJet’s services, clients can enjoy the full advantage of flying private, without having to actually own an aircraft. The firm offers these perks to customers who register with VistaJet’s Program membership. “We fly to 96% of the globe -essentially anywhere in the world where you can land an aircraft- and offer the added benefit of guaranteed aircraft availability with as little as 24 hours’ notice wherever you are in the world,” Flohr says. “Our global infrastruc­ ture is what makes this possible. We have a floating fleet, which means none of our aircrafts have a ‘home’ to fly back to– when you book with us, we simply move the nearest plane to pick you up. By removing the restrictive burden of repositioning fees, our clients only ever pay for the time they are in the air. It is a feature of our Program membership that delivers exceptional savings for private individuals and resonates particularly well with our corporate clients– especially when compared to the cost of ownership, which includes steep depreciation of the aircraft and high maintenance costs.” Flohr adds here that his aviation firm has also witnessed a record number of bookings for its on-de­ mand services feature, adding that, over the last two years amid the COVID-19 crisis, “a new set of clients looked at private aviation for the first time as a way to keep business moving in a disrupted world.” But in the midst of stating VistaJet’s progress, Flohr manages to almost instantaneously delve into the driving force behind his firm’s operations. “Since the launch of VistaJet, our sole focus has been to make flying private simple, and everything we have done, and continue to do since then, is with that clear goal in mind,” he explains. “For travelers, the cabin experi­ ence is the most significant part of the journey, and this The Follow Leader Thomas Flohr Founder and Chairman / Vista Global Holding IMAGES COURTESY VISTA GLOBAL HOLDING

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43 August 2022 / ENTREPRENEUR.COM / is particularly true for private travel. It is why we seek to do things differently and take care of every detail to ensure our members enjoy a tailored and unparalleled experience, every time.” It is here that Flohr reflects the kind of attention to detail one would expect from the man behind such a successful business journey. For starters, the firm’s fleet specifically comprises the Global 7500 aircraft, touted as the world’s largest and longest range business jet. “VistaJet currently has 10 aircrafts in its fleet, making it the largest operator of Global 7500 aircraft in the world,” Flohr adds. “Its record-breaking speeds mean that, for the first time, travelers can go from Dubai to as far afield as San Francisco, Vancouver, or Sao Paulo in one trip– and arrive up to 21% faster than the next fastest business jet on the market. VistaJet is also renowned for having the only consistent fleet in the industry. So, whatever aircraft you’re traveling in, the interior of our aircraft -from the spacious cabins to the elegant furnishings, with dark wood and fine Italian leather- is identical throughout, and you know what to expect every time you fly. We even offer a curated library. For corporate leaders, it is business as usual when they fly, as all cabins are equipped with the most advanced office equipment and fastest WiFi to maximize productivity.” Despite a primary focus on creating memorable on-board experiences, Flohr’s goals also transcend into one very pivotal aspect of the private aviation industry’s operations: sustainability. “We are already laying the groundwork that has put us on track to achieving carbon neutrality by 2025- 25 years ahead of current industry goals,” Flohr says. “Since April 2021, VistaJet has worked to make the adoption of carbon offsetting by VistaJet members grow to over 85%, ensured single-use items are kept to a bare minimum- having achieved an over 90% reduction in their use, refined its fleet sharing model to continue driving fleet efficiencies, and maximized fleet optimization to improve fuel-efficient consumption by 8%.” Meanwhile, unlike much of the global aviation industry, the COVID-19 crisis didn’t majorly affect VistaJet’s operations. “Overall, private aviation was fairly OUR SOLE FOCUS HAS BEEN TO MAKE FLYING PRIVATE SIMPLE, AND EVERYTHING WE HAVE DONE, AND CONTINUE TO DO SINCE THEN, IS WITH THAT CLEAR GOAL IN MIND.” “ → FLOHR SET UP VISTA GLOBAL HOLDING (VISTA), which includes VistaJet, in a bid to create a brand that provides a full range of access to global business aviation. 43 August 2022 / ENTREPRENEUR.COM / }}

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44 / ENTREPRENEUR.COM / August 2022 insulated from the chal­ lenges that have beset commercial aviation over the past couple of years,” Flohr reveals. “It proved to be a pivotal moment for the sector, with the industry benefitting from a seismic shift in perceptions that came about as a direct result of the uncertainties caused by the pandemic.” And as has been character­ istic of Flohr throughout his entrepreneurial journey, the founder used this as an opportunity to induce further growth for his firm. “It wasn’t a time to rest on our laurels -if anything, the opposite is true- and in doing so, we had an opportunity to show new clients how VistaJet can be a financially viable travel solution for the long term as well,” he adds. “As a result, we have seen a significant surge in new corporate memberships, as organizations came to recognize the many benefits we offer in terms of safety, security, and accessibility.” By capitalizing on the opportunities created in the last two years, VistaJet has managed to sustain that growth well into 2022 as well, despite the resurgence of commercial aviation. But Flohr remembers the period during the onset of the pandemic as one that allowed him to further appreciate the capabilities of his workforce. “What I really discovered is how incredible the team around me was– the whole company thrived thanks to their openness to change, their resourceful and entrepreneurial spirit, as well as the utmost dedica­ tion to guarantee continuity of service to our clients,” he says. Flohr’s pride in his team’s response during the peak of the COVID-19 crisis is particularly significant when he puts into perspec­ tive just how long VistaJet has been around. “From launching a company at the end of the dotcom bubble crisis, to navigating ebola, the financial crash, the European Union debt crisis, Arab Spring, crash of the oil price combined with the ruble depreciation, Brexit, a global pandemic, and now the crisis in Ukraine, Vista has proven its resilience,” Flohr says. “Our reason for resilience is that we operate in the right aircraft class, have the right business model being asset-light, and have the global infrastructure and contacts that have taken many years to build. At Vista, we have a startup approach, but also a global mentality. Everyone is responsible for driving success, and we have always worked as one combined team, and we have an internal trust across teams that has proven itself even more over the last year. I might have had the initial vision– but it is as a team that we have made Vista what it is today.” B Y A A L I A M E H R E E N A H M E D → Since its inception in 2004, Thomas Flohr transformed VistaJet from a European startup company operating two aircraft into a leading global aviation company with over 70 mid and long-range jets connecting every continent. ← FLOHR’S VISION is to create a completely new way to fly, with access to a global, consistently branded fleet, paying only for the hours you fly, with guaranteed availability and no asset risk. What really inspires me in life is the challenge- if something doesn’t make sense, it’s my natural inclination to change it.” “ The Follow Leader

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46 / ENTREPRENEUR.COM / August 2022 The Follow Leader Natasha Sideris Founder and CEO / Tashas Group ← NATASHA SIDERIS is the founder and CEO of Tashas Group and the maverick of the casual dining scene in South Africa and now in the UAE. IMAGES COURTESY TASHAS GROUP P lanning geographical expansion is part science and part intuition,” says Natasha Sideris, the woman behind the Tashas Group, which has 15 restaurants in South Africa and nine in the UAE. Since she is about to launch a few more venues in the UAE, Saudi Arabia, South Africa, and the UK very soon, I centered my conversation with Sideris on how businesses should go about geo­ graphical expansion in a successful manner. ”Keys to planning involve, firstly, finding a partner in the region that buys into your vision, and secondly, spending time on the ground getting to know the market and assessing if your business will thrive there,” Sideris replies. Of course, Sideris is speaking from experience, as this is the second big expansion strategy that she has implemented for her enterprise. The first one involved expanding Tashas Group beyond the borders of its native South Africa by opening its namesake restaurant’s first interna­ tional outpost in the UAE a few years back. “When we decided to expand our business internationally, we realized that the UAE was a natural next step,” she explains. “It has a mall culture like Johannesburg, and there was a gap in the market for a concept like Tashas.” At this point, some of you might wonder exactly what kind of a concept Tashas is, and Sideris describes her first brand under the Tashas Group as “a simple, un- themed, day-time concept where customers could enjoy stunning food in beautiful environments with world-class service.” In 2005, Sideris launched Tashas’ first restaurant in Atholl, South Africa, but she has since developed a number of F&B brands, including fine dining establishment Flamingo Room, beachside restaurant Bungalo34, food and retail emporium Le Parc, luxury quick-service concept Nala, and nightlife hotspot Galaxy Bar. When asked how she manages all her venues that involve a workforce of

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47 August 2022 / ENTREPRENEUR.COM / about 2,000 people, Sideris points toward the support she gets from “a head office team of about 28 people.” “There is no way for me to supervise all the venues, although, I try to visit at least a few stores every week,” she explains. “I have an unbelievable operations team that understands my exacting standards, and trains our teams at the store level. This team are also on the floors at our locations most of the time, working with the teams, assuring that everything meets these standards, and that our customers are having the best experience possible.” For the international expansion of Tashas Group, Sideris prefers two models, the first of which is franchising. She is well-versed in this concept as she started her career in the hospitality sector by working for two different franchises- Nino’s and FishMonger in Johannesburg. “I learned that to be successful, a franchisee must be completely engaged in their business, and not leave it to someone else to run,” she says. “Having a passion for hospital­ ity is a must. Without it, running the business just becomes a job. As a franchisor, every little detail needs to be thought of, giving the franchi­ see a thorough operating manual of how to run every aspect of the business, and they need to be held to account. If this doesn’t happen, the brand experience from location to location will be different, and it will damage your reputation.” The second strategy that Sideries uses to geographically expand her business is centered on finding the right partners, and investing time to understand the local market. “What I have learned is that it is important to become immersed in the local culture and market,” she explains. “By understanding the people, you have more chance of meeting their needs, creating mutual respect, and realizing long-term success.” Since expanding her business into the UAE, Sideris had made the country her adopted home as well. From an F&B perspective, the UAE has proved to be an endless inspiration, she adds. “There are so many things that I love about the UAE,” she says. “If you have a great idea and are willing to work hard, the possibilities of success are very high in the UAE. It’s a competitive environment that makes me want to push the envelope. Also, I love the warmth and hospitality of the people. The safety, organization, and cleanliness of the UAE make for a fantastic lifestyle.” And when asked about the opportunities still available for entrepreneurs in the UAE’s crowded F&B segment, Sideris suggests the example of one of her own brands that’s set to open in Dubai soon. “I feel that there is a tremendous opportunity in a ‘luxury quick service.’ People are time-poor, yet they still want to enjoy beautiful food, in a stunning space with great service. Our new concept Nala, which is being launched in January of 2023 in Alserkal Avenue, is based on this premise,” she concludes. B Y TA M A R A P U P I C Tashas Group founder and CEO Natasha Sideris shares her tips for entrepreneurs in the F&B domain }Focus on what you love “As an entrepreneur, you are going to have to commit an extraordinary amount of time, effort, and energy to build your business. Make sure you are doing what you love. It will give you the passion and the energy to go the distance.” }Put in the hours “The key to achieving true expertise in any skill or business is simply a matter of practice. Keep focused, and keep learning.” }Look for gaps in the market “Take a big picture view, consider what opportunities are available in the market, and then design your offering around it.” }Don’t let a lack of funds deter you “One of the biggest challenges as an entrepreneur is finding the money you need to start and grow the business. When I approached the bank in 2005 to open Tashas, they wouldn’t lend me a penny, as I didn’t have a proof of concept. So, I had to be creative in how I funded the business in the early days.” }Choose the right people for your business “Surround yourself with people that share your passion, values, and vision. I am honored to be surrounded by an extraordinary team who are passionate, and completely committed to our vision as a group. We never rest on our laurels, and we are committed to the never-ending pursuit of excellence.” }Train your team “By training every member of your team, you have a much better chance of assuring consistency in every expression of the brand. It is an area where we have invested a lot of time and resources, and we know that it is and will always be an important ingredient in our success.” }Love your customers “My father taught me that being a restaurateur is about how you make people feel. If they feel loved, they will always come back for more. It is always much more enriching for you as an entrepreneur as well.” }Every detail matters “Being a restaurateur is like being a conductor of an orchestra. You must have oversight of absolutely everything– the food, the interiors, and the service. Every little detail makes the bigger picture.” ‘TREP TALK WHEN WE DECIDED TO EXPAND OUR BUSINESS INTERNATIONALLY, WE REALIZED THAT THE UAE WAS A NATURAL NEXT STEP.” “

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48 / ENTREPRENEUR.COM / August 2022 O ne business idea can lead to another, and another, and another again, and that seems to be the story of how Sinan Taifour and his team developed Maqsam, a cloud communica­ tion suite for MENA-based SMEs that gives them an alternative to traditional, more expensive hardware-based solutions. Now, if you read that Maqsam recently won the first place at the Leap tech expo in Saudi Arabia, or that Her Majesty Queen Rania of Jordan recently visited Maqsam’s office in Amman to learn more about this promising MENA startup, you would think that the co-founders Sinan Taifour and Fouad Jeryes hit the jackpot with this business idea from the get-go. However, the truth is that it was a process of the two entrepreneurs discovering and solving a series of problems in the region’s complex market that brought them to conceptu­ alize Maqsam. “We founded our first product together called Payhyper, a cash collection network that solves the problems companies faced with cash on delivery by introducing cash before delivery,” Taifour explains. “The merchant works with Payhyper as if it is any other payment method, so through API (Application Program­ ming Interfaces), and we collect cash on behalf of the merchant from the customer, and inform the merchant when the payment is made. However, a lot of merchants were interested but not fast enough to act, so we ended up eating our own dog food and building a merchant on top of our service.” That experience led to Taifour and Jeryes’ second startup CashBasha, an e-commerce website allowing MENA buyers to buy from international merchants, even when the items cannot be shipped directly to the region. “They would pay us with cash, and so, they did not have to worry about all the logistics and complications of regula­ tions and customs,” explains Taifour. At the time, while Jeryes was building the business on the ground, Taifour was committed to CashBasha and was planning his exit from his Senior Software Engineering post at Google in Munich to join the growing team. “While working on CashBasha, we ourselves suffered from the gap in infrastructure in the MENA region, such as in communication, payments, and logistics,” he explains. “We filled those gaps by developing a number of internal products. The communications solution we created caught the eyes of startup founders that were facing the same exact challenges we were facing, and that became Maqsam, dubbed the friendliest cloud communication suite in MENA.” In 2019, Taifour left his role at Google and came back to lead The Follow Leader Sinan Taifour Co-founder and CEO / Maqsam → SINAN TAIFOUR is the co-founder and CEO of Maqsam. Previously a Google software engineer, he was the co-founder of CashBasha, and the first engineer at Jawaker that exited at $US250 million. IMAGES COURTESY MAQSAM

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49 August 2022 / ENTREPRENEUR.COM / Maqsam as its CEO which he describes as “turning our company into a well-oiled machine.” He adds, “The part I like the most about my job is instilling a culture that empowers the individual to grow and contribute in their own way. We often find this is a part of our company the team really appreciates.” The Maqsam team is currently 70-person strong and spread out between Saudi Arabia, Egypt, UAE and Jordan. “We started Maqsam from a need we had inside CashBasha to connect with our customers in a region that is wider than where we were physically located, and we found out traditional legacy systems were very costly and not flexible, and so, we built this for ourselves,” Taifour explains. “We understand our clients needs, so we are continuously improving our software with our clients’ input.” Going forward, he aims to focus on natural language processing technologies in order to help Maqsam clients to better interact with their customers. “Particu­ larly, we’re working on making leadership and management teams in a client’s company better informed by allowing them to learn what their customers are explicitly saying in existing conversations; it is achieved by transcribing the calls (which is challenging in Arabic), and exporting relevant information to the manage­ ment and leadership teams,” Taifour says. “Our second goal is to turn our clients’ agents into super agents by shortening training time, easing evaluation, and providing real-time feedback to the agent while on a call.” Once our conversation turned to assessing the current opportunities available to MENA-based entrepre­ neurs in their own region, Taifour gives an interesting insight into this area. “While there are many startups whose products purely exists in the virtual world, most startups have a leg in reality or require strong local cultural relevance,, like a car hailing app or an e-commerce website that builds software, but also have a lot of operations on the ground,” he says. “Such companies typically cannot launch all over the world at once, which leaves a big opportunity for regional startups in the MENA, and examples of successes that covered such cases would be Maktoob, Souq, Careem, Anghami, and Jawaker.” Another of Taifour’s tips for MENA- based entrepreneurs is to find a way to operate in multiple markets in order to enlarge their business opportunities. }} }Don’t delay, do it now. Don't accept mediocrity “If you find that your job or employer is not up to par, there are a lot of companies out there that are, and if you are good in your field, they will be happy to have you, so never stay in a place that isn’t helping you grow. The culture of a company is as important as what they do, and pay attention to their culture.” }You don’t need to start a company to have the experience of a founder. “If you join a company early enough, your experience will be similar, and you will wear many hats, and get to contribute to the future of that company and grow with it. Many companies these days offer stocks for employees, so you will likely do very well. This will also help you if you plan to start a business in the future.” }Become a T-shaped person. “Have depth in a few things, but also have some breadth. If you have a lot of breadth and you do not have any depth, you are easily replaceable. If you have a lot of depth in something and not enough breadth, you are not seeing the big picture. You have to try to combine both. If you have a bit of breadth across non technical topics and depth in something technical, you’ll be a desired part of any organization.” }Join communities to learn and get motivated. “Figure out which communities you want to be part of, whether online or offline, as being part of them will open your eyes, and will help you realize the available opportunities you could join. You can also create your own community of similar people. Look for mentors, people willing to help, and if you find a good mentor, it makes a big difference in your life.” }As The Legend of Zelda put it, “it's dangerous to go alone!” Take a co-founder with you “If you are starting a tech company, consider having a co-founder. It's full of ups and downs; you'll need someone to help you, and by doing it alone, you are less likely to succeed. Starting a company requires a skillset that is unlikely to be in a single person, so look for someone who has a complimentary skillset or a willingness to learn.” Maqsam CEO Sinan Taifour shares his tips for entrepreneurs, aspiring and otherwise ‘TREP TALK The part I like the most about my job is instilling a culture that empowers the individual to grow and contribute in their own way.” “

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50 / ENTREPRENEUR.COM / August 2022 “It’s important to have a sizable market when you start your business, so you can grow fast and avoid a plateau, but in our region, we lack such huge single markets, like the European Union or the US, and the closest we have are the Kingdom of Saudi Arabia (with a lot of buying power) and Egypt (with a huge population),” Taifour explains. “Part of what Maqsam is doing is to help achieve the benefits of such single markets in terms of communication. Your company can be in any place in the region, and you can serve your clients all at once, without having to worry about creating different setups for different countries. This allows you to unlock economic opportunity within a complex region, accelerate growth and reach new frontiers more effectively.” Before I ask him to share more of his tips for MENA entrepreneurs, I’m eager to hear Taifour’s opinion on the region’s tech talent. “Studying electrical engineering [Taifour holds a bachelor’s degree in the subject from Jordan University, and a master’s degree from the Technical University of Munich] was useful in building sound thinking, but I learned software outside of my formal education through self-learning, and by surrounding myself with people I could learn from,” he says. “The internet helps you to get halfway, but you need to be part of a team to unlock the next level. We try, at Maqsam, to provide such internships, but also, we see ourselves as hiring great talent, and helping them become world-class. As rarely as it happens, when someone leaves us to a more prestigious or ambitious role, we consider this a win, unlike many companies that feel hurt- we see it as a win since we were able to act as a springboard for that person. Some people leave the region for opportunities, but end up mentoring others or coming back later, which is a win for the ecosystem.” Taifour adds that in his opinion, the MENA region’s problem is not in having enough tech talent, but in retaining it. “For that reason, regional tech companies should create more interesting opportunities for people to come back,” Taifour says. “Really good technical talent typically evaluate opportunities on two param­ eters: whether it provides interesting technical problems, and whether their technical skills will grow with time. To attract and retain technical talent, a company has to try to hit both those points.” In addition to keeping local talent at home, Taifour and the Maqsam team are also working on building bridges with MENA tech experts who live abroad. “We work a lot with our advisors who left the region and have gained knowledge elsewhere, and now act as advisors to us in Maqsam,” he explains. “This is one way we can utilize talents that left the region, and we should also design easy ways for people to contribute back; often, these expats want to contribute, but don’t know how.” MENA governments, Taifour adds, should work together on mitigat­ ing the risk of coming back to the region, or not leaving it. “They should lower the risk of starting a company by creating more stable regulations and concepts that are closer to single markets,” he concludes. B Y TA M A R A P U P I C The Follow Leader → Co-founded by Sinan Taifour and Fouad Jeryes in 2019, Masqam is a communication solution that allows you to erase borders and reach your global customers wherever they are. You can serve your clients all at once, without having to worry about creating different setups for different countries.” “

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SHOOTING FOR THE MOON → CARL RUNEFELT, also known as "The Moon" on social media, has built a portfolio of wealth through Bitcoin and Crypto assets. Formerly a cashier in Sweden, Carl Runefelt's bullish approach to Bitcoin has generated him millions of dollars and over 4 million followers across social media. 52 / ENTREPRENEUR.COM / August 2022 Piecing together the success formula of Carl Runefelt, aka The Moon by TAMARA PUPIC | PHOTOGRAPHY FAROOQ SALIK

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54 / ENTREPRENEUR.COM / August 2022 IMAGES COURTESY METAHERO | EVERDOME

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55 August 2022 / ENTREPRENEUR.COM / C arl Runefelt, aka The Moon, prefers not to be referred to as a crypto influencer, despite his one million followers on Twitter, nearly 130,000 on Instagram, and almost 32,000 subscribers on YouTube. I find this request particularly prudent at a time when the crypto world is going through its latest seismic shift, and demonstrating again and again that it indeed cannot be influenced. However, Runefelt claims to have enough skin in the game that proves not only his expertise (e.g. influence), but also the basis for his preference to be addressed as an entrepreneur and investor in the fast-moving blockchain sector. “I’ve personally invested in almost 400 crypto startups, because I am extremely confident that crypto will dominate the world in the future,” Runefelt says. ”It may take another decade before we see mass adoption, which means that there is still a unique opportunity to ‘get in early,’ and invest in many of those companies that will be a dominant factor in the world in the future. That’s why I have invested and co-founded multiple crypto entities; for me, it’s not enough to only bet my net worth, but my whole being is a big bet on crypto. I’m all in!” Runefelt’s rise to crypto prominence has corresponded with the increase of retail investors who follow the investment tips of celebrities and cryptocurrency holders on social media, which remains a non-traditional and still largely non-regulated source of advice for investments of any kind. For Runefelt, his crypto-centric social media fame was more a spontaneous development than planned. ”In the beginning of my career, I started discussing my thoughts and views on crypto over social media, becoming one of the most followed online personali­ ties in the crypto space,” Runefelt explains. “This led to me gaining millions of followers and slowly becoming one of the most followed key opinion leaders, creating affiliate and sponsorship deals, which helped me build my first capital to begin trading and investing.” Currently, Runefelt is an affiliate with a number of cryptocurrency exchanges, such as ByBit, Phemex, and PrimeXBT, and I therefore ask what unique value he provides to his large online audiences. “I believe that I’m very transparent, I don’t sugarcoat things, and I’m not afraid to be honest and tell people the hard truth, and I can see that people appreciate that,” Runefelt replies. His personal story also seems to have a strong captivating effect on people, especially youngsters- after all, it stars Runefelt as a university drop-out and grocery store cashier in Sweden who went on to achieve a Bugatti-driving lifestyle in Dubai in just a few years’ time. “I had no real business experience, or even a degree from a university, but I had the will to be successful, and I set clear goals, researched Bitcoin, cryptocurrencies, entrepreneurship, and how to build successful businesses,” Runefelt recalls. “I believe that your success is not determined by your degree or work experience, but your mindset and belief system, whether you believe in yourself or not. What you believe becomes your reality.” A simple Google search on Runefelt will reveal that he is known as a fan of the law of attraction, and in this interview, he shares with me a number of mantras he used, such as “I am happy,” “I am wealthy,” “I am successful,” “I am an entrepreneur,” “I have a yacht,” or “I have a private jet,” all of which, he believes has helped reprogram his mind and “attract that very lifestyle.” “I truly believe that I could have become successful in any industry, whether it’s the textile industry, music, movies- it doesn’t matter,” he says. “It’s all about the mindset and your belief system.” Part of Runefelt’s philosophy for success is also that one has to seize opportunities presented to them, and that is the reason why he has backed, for instance, the Solana blockchain-based and space- themed video game and metaverse Star Atlas and its governnace token Polis, Solana’s decentralized developer ecosystem SolRazr, and Victoria Virtual Reality Metaverse, which are just a few of his investments in the space. “I have had a few very successful investments where I made everything from 50 times up to 300 times by putting my money only on one single investment,” he says. “To date, I have already made back all of the money that I put into these startups, and I expect the rest of my investments to continue to make me a lot of money.” Achieving high returns at an incredible rate has inspired him to direct his new earnings into startups and some equity investments, Runefelt adds. “I believe that I am one of the bigger liquidity providers in the space today, ensuring my money is always working for me, always growing,” he says. “I never let them sit idle without making more money for me.” }} “LIFESTYLE ALONE WAS A HUGE FACTOR WHEN MOVING TO DUBAI, NOT JUST FOR ME, BUT FOR MY FUTURE EMPLOYEES, BECAUSE DUBAI IS FILED WITH TALENT.” ← CARL RUNEFELT IS THE FOUNDER OF THE MOON GROUP, a collection of crypto companies ranging from peer to peer payments, gaming and crypto launch platforms.

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56 / ENTREPRENEUR.COM / August 2022 R unefelt’s success formula also includes a strong commitment to researching and learning. Back in Sweden, he discovered Bitcoin while taking a deep dive into the topics related to the history of the world’s banking and monetary systems, silver and gold investments, and so on, and he believed in this digital gold from the get-go. “In the beginning, I was making approximately US$1,500 per month [at a grocery store], and one Bitcoin back then was around $3,000, and when I went all in, everyone thought I was crazy, even my parents,” he says. “My family had high expectations of me, and so thought I was reckless to spend all my time and money online, researching Bitcoin or this weird ‘internet money,’ not going to school, and only working in a grocery store. They saw me as a failure at that stage.” He proved them wrong, and today Runefelt says that his company employs 150 people across offices in Seychelles, Estonia, British Virgin Islands, as well as Dubai. “Lifestyle alone was a huge factor when moving to Dubai, not just for me, but for my future employees, because Dubai is filed with talent,” he says. “If you’re a crypto investor and business owner, this is the best place to hire. Also, it is a city of innovation, celebrating success and entrepreneurship, and leading the way for crypto investors and startups alike. These opportunities unfortunately aren’t available in Sweden. Paying little to no tax here in Dubai really helps you scale your projects. Other countries are looking to either restrict or tax heavily, which is why Dubai made more sense.” To maintain the level of success he has achieved so far, Runefelt now has wealth management and investment teams that help him in analyzing deals and creating strategies, with his overall philosophy in this domain centered on the belief that blockchain and cryptocurrencies are the keystones of a new financial infrastructure. “We strive to identify and invest in founders that are building gamechanging business models in the blockchain sector, and we look to support fast-execut­ ing, technical teams that positively impact the crypto space and build the decentralized web,” Runefelt says. “We also have a thematic approach, whereby we seek exposure to the themes/trends that are on the uptrend, such were the metaverse and blockchain gaming in 2021.” Now, with popular crypto tokens plummeting more than 70% in value since November 2021, many crypto entrepreneurs and investors have returned to their drawing boards in an attempt to reinvent themselves. But not Runefelt- he says that he has always been cautious, and it’s his hope that the bear market of 2022 will teach everyone that same quality. “I try to always advise my community to stay away from buying certain tokens and non-fungible token (NFT) collections, because many of them are very bad projects with very unclear fundamentals,” he explains. “It’s very obvious in the crypto market that people like to copy each other, because it’s so easy to make money. I usually warn my audience to stay away from these obviously very bad ideas, because they will for sure fail and they will lose money.” In Runefelt’s opinion, the crypto ecosystem might remain fragile for the next two to three years. ”This always happens when you have extreme euphoria, you must go into extreme depression before the next cycle can start,” he explains. “I’ve been very skeptical about NFTs and meme coins for two years already, even before they started to get traction, and I want my community to stay away from buying all of these entities.” But from a personal perspective, Runefelt says that he invests in a great number of new blockchain and crypto projects in the hope that quantity will unearth quality. “I think that at least 90% of all the tokens and coins that are live today will go down close to 0, and I’m also aware that maybe 90% of all the crypto startups I invested in will also fail, but I truly believe that, if I invest in 400 probably, 10 of them at least will be massively successful, and will pay for the other startups,” he says. “I believe I’m already the most aggressive investor, but I think I want to take that to the next level and that I can easily invest in 1,000 crypto startups.” Going forward, Runefelt aims to keep growing his team, expanding the business, and investing aggressively, but one → CARL RUNEFELT’S MEDIA PRESENCE has garnered him over 1 million followers on Twitter and commands the largest crypto analysis channel on YouTube with 550K+ subscribers from around the world and transcribes in nearly a dozen languages.

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57 August 2022 / ENTREPRENEUR.COM / of this his goals is also to raise funds for charities that support children with disabilities. “One of the big things I’m doing this year is sponsoring a Formula 2 racing team, with my face, logo, and a quick response (QR) code on the car that enables anyone to donate Bitcoins to children with disabilities,” he says. And he aims to do all this and more from his base in Dubai, which Runefelt believes is set to become one of the world’s key crypto hubs. “Lately, I sat down with some high-level insiders in the space from big exchanges who told me that they are very interested in setting up headquarters in Dubai, because regulators and the government is very positive towards crypto. That’s why I personally have my headquarters here, and I expect others to do the same very soon,” Runefelt concludes. }ADOPT THE RIGHT MINDSET “Don’t chase quick money, instead invest for the long term, and believe in your goals. Believe in yourself, visualize your goals, visualize your dream life and your ideal lifestyle, and you will achieve these things whether it’s through crypto or any other business.” }BUY BITCOIN “For me, it’s very hard to respect someone as a crypto investor if they don’t even have Bitcoin. In my opinion, you must start with Bitcoin, and then you can move into other coins, because going into crypto by buying Shibu or some of those NFTs first will only make you lose all your money.” }FOLLOW CRYPTO ENTREPRENEURS AND INVESTORS ON SOCIAL MEDIA “It’s always good to get inspired by other people who are doing well; however, do not ever blindly follow anyone, but make sure to always do your own research before acting on an investment or trade.” }DO YOUR RESEARCH “Buying things randomly without doing any research is the easiest way to lose money very fast.” }UTILIZE THE LAW OF ATTRACTION IN ANYTHING AND EVERYTHING “The law of attraction can help you with friendships, relationships, happiness, health, and really anything out there. I’m living proof that it it’s very effective when you want to change your lifestyle, and make a whole lot of money, and become an entrepreneur.” }MOVE TO DUBAI “Dubai is the best place in the world for crypto entrepreneurs.” Carl Runefelt offers tips for entrepreneurs wishing to explore the crypto space TREP TALK ‘ “IT’S ALL ABOUT THE MINDSET AND YOUR BELIEF SYSTEM.”

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58 / ENTREPRENEUR.COM / August 2022 B/Gear From better goods to better wardrobe bests, every issue, we choose a few items that make the approved executive selection list. In this issue, our picks include a homegrown brand’s spring/summer collection, a fascinating new scent for women, and lots more. The Executive Selection Embrace the summer with our picks from these sunglasses and eyeglasses from Dolce&Gabbana and Persol- the two Italian labels have teamed up to offer a four-piece collection with fresh color combinations that are perfect for the season. Featuring bold square frames that have the logos of both brands engraved in silver, the eyewear showcases Persol’s minimalist style, as well as the unmistakable flair of the fashion powerhouse that is Dolce&Gabbanna. dolcegabbana.com TWO IS BETTER THAN ONE → Dolce&Gabbana x Persol 58 / ENTREPRENEUR.COM / August 2022

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59 August 2022 / ENTREPRENEUR.COM / Karl Lagerfeld has collaborated with Sustainability Ambassador Amber Valletta to celebrate eco-conscious style in its Spring/Summer 2022 collection. Indeed, the line reveals ready-to-wear investment pieces and sleek accessories made from organic, recycled, and environmentally conscious materials sourced with minimal ecological and social impact. Serving the classic, tailored style for which the luxury brand is known, the capsule collection features a tailored blazer and trouser set, a biker jacket and a pleated bag, with neutral hues like beige, khaki green, and classic black. And be it with its use of organic cotton produced without harmful chemicals, or a cactus- based alternative to leather designed by Mexican startup Desserto, this brand is clearly walking the talk when it comes to being green. karl.com SUSTAINABLE STYLE → Karl Lagerfeld IMAGES COURTESY DOLCE&GABBANA | KARL LAGERFELD

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60 / ENTREPRENEUR.COM / August 2022 B/Gear Founded by UAE-based entrepreneur Jessica Usenbor in 2022, Thekür is a beauty technology retail platform curating bespoke brands and products specially tailored for people belonging to underserved communities of color. Seeing the lack of products for melanated skin and textured hair in the Middle East, Usenbor was driven to create a one-stop shop that spotlights brands to address concerns that often taunt skin of color. We’re a fan of the platform’s latest SPF summer essentials, with a special mention for the Black Girl Sunscreen, which is set to be a favorite for women of color for its non-white cast formula infused with nurturing avocado and jojoba oils, cacao, and carrot juice. thekur.com EDITOR’S PICK ← THEKÜR Featured as part of Salvatore Ferragamo’s Spring/Summer 2022 collection, the Vega Chrono is a timepiece that certainly catches our attention. With geometrical styles reminiscent of the House’s contemporary minimalism, the Vega Chrono features a three-hand style, a date display, and three chronograph subdials. Powered by Swiss quartz movement, the watch shows off the brand’s signature Guilloché bezel, and we also like its stainless-steel case, as well as the array of dial options in silver, blue, or green. Whether you use the black rubber strap, or the bracelet in silver and rose gold, you can rest assured the Vega Chrono will be a great addition to your ensemble. ferragamo.com ↓ FOR THE MINIMALIST Salvatore Ferragamo Salvatore Farragamo Vega Chrono IMAGES COURTESY THEKÜR | SALVATORE FERRAGAMO

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61 August 2022 / ENTREPRENEUR.COM / IMAGES COURTESY REALME | KINGSTON | HUAWEI Let’s Get Real → /RealMe C35 B/Gear #TamTalksTech Gadgets and doodads that you might’ve missed out on, sourced by a tech aficionado. by TAMARA CLARKE Let’s Go ← /Kingston DataTraveler Max Travel rarely means no-work-and-all-play, so holiday makers need the right tools when they are out and about. The Kingston DataTraveler Max (DT Max) series delivers record-breaking speeds up to 1,000MB/s read and 900MB/s write that make them among the fastest as well as the first of their kind USB drives on the market. DT Max is designed with portability and convenience in mind. DT Max Type-A features a merlot and black design with Type-A connector, while the original DT Max features an all-black design with Type-C connector to differentiate the drives at first glance. The unique ridged casing protects the connector when it is not in use, and it is easy to move in a single motion. Seamlessly transfer and store large digital files such as HD photos, 4K/8K videos, music, and more with top speeds and high capacities up to 1TB. The addition of a keyring loop and LED status indicator makes the drive ideal when you need to do a little work while on the go. 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. Talk to her on Twitter @TAMARACLARKE. theglobalgazette.com C35 is the lightest and thinnest smartphone in the RealMe C series weighing in at 187g and a depth of just 8.1mm. Apart from its premium look, the device comes with a 6.6” FHD+ large display, a 5000mAh battery with 18W quick charge, and a Unisoc T616 processor, packed into its ultra-thin body. The device also features an AI Triple 50 MP camera with a large area and f/1.8 aperture to help you capture pictures in detail; plus, for portrait shots, C35 has an f/2.8 B&W and f/2.4 macro view from up to 4 cm. The thin right-angle bezel gives the device visual appeal and comfortable handling, and in colors of glowing black and glowing green, C35 is a showstopper straight out of the box. Listen Up ↓ /Huawei FreeBuds Pro 2 Huawei FreeBuds Pro 2 packs all the features that you would ever want in a pair of true wireless stereo earbuds, such as amazing sound quality, impressive active noise cancellation, crystal clear voice clarity, and more. Built with an ultra-hearing dual- driver true sound system, which consists of two built-in powerful sound units coupled with digital dual-crossover technology, they deliver the most powerful sound quality, which is the result of a collaboration between Huawei and Devialet, a high-end acoustic technology brand from France. Huawei FreeBuds Pro 2 also boasts of long battery life- just ten minutes of charging allows the headset to have up to 2.5 hours of music playback. Meanwhile, thanks to it being equipped with IP54 water splash resistance, the Huawei FreeBuds Pro 2's performance is undeterred by rain or sweat- and they certainly look good too in colors of silver blue, silver frost, and ceramic white.

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62 / ENTREPRENEUR.COM / August 2022 B/Gear You’ll want to get your hands on the all-new Maserati Levante Hybrid Style Statement A fter making a smashing debut with its live presentation and virtual launch at the Shanghai Auto Show, the Maserati Levante Hybrid is now making its presence felt in the Middle East. And it is doing plenty to make it worthy of your consideration, not least being its power-packed performance. As the brand’s first electrified SUV, Maserati seems to be building off the success it has seen on its Ghibli Hybrid, and it’s doing so by designing a hybrid offering that stays true to the ideals of the brand while making for a very fun drive indeed. Indeed, the Levante Hybrid packs quite a punch: it combines a four-cylinder, two-liter engine with 48V motor delivering a total of 330HP. Add to that the belt starter generator, e-booster, battery, and DC convertor, and it ensures that you have the power to push through any path. Now, auto enthusiasts may be wondering whether the Levanti Hybrid will be able to deliver Maserati’s signature engine roar, and the answer is a resounding yes, with the electrifying impact being made possible without resorting to amplifiers and by simply tweaking the fluid dynamics of the exhausts and adopting resonators. The tech aficionados among you will be glad to see the new Maserati Connect program, which allows the driver to interact with virtual assistants like Amazon Alexa or Google Assist and manage smart home devices from your car. There’s also the Maserati Intelligent Assistant, which offers navigation features with real-time traffic information and updated maps, and, hey, you can stay connected to your car even you are away from it through the Maserati Connect app on your smartphone and smartwatch. The Levante Hybrid also impresses with its striking exterior and plush interiors, which can easily put many of its premium rivals to shame. We especially like its light blue side vents and calipers, along with the intricate logo details and blue contrast stitching on its interiors- plus, if you look closely, you’ll also see that it features a new metallic tri- coat color dubbed as the Azzurro Astro. All said and done, as a vehicle that fuses the aesthetics of a sports car with the sophistication of a sedan, it’s hard to not be drawn to the Maserati Levante Hybrid. Beast mode on! IMAGES COURTESY MASERATI

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63 August 2022 / ENTREPRENEUR.COM / BY THE NUMBERS Maserati Levante Hybrid’s performance specs at a glance > Engine layout 2.0 liter 4-cyl, 48V hybrid > Max speed 240 km/h > Max power 330 HP > Acceleration 6.0 sec > Torque 450 Nm 63 August 2022 / ENTREPRENEUR.COM /

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64 / ENTREPRENEUR.COM / August 2022 T he world has undergone a major shift when it comes to handling finances from cash to digital, and the UAE is also following suit. With many tech startups offering financial solutions to audiences, it’s time for another revolutionary company to join the bandwagon. Dosh Payments is on a mission to socialize your payment experience. Surprisingly, the inception of this story did not start from a fintech genome but from a tiny dorm room. When co-founder and CEO Daniel Braganza started noticing the finance-tech space in other countries, he realized there was a huge gap as most of the MENA region’s startups are cash-depen­ dent, and he knew he had to do something about it. Being part of the Gen Z himself, he knew peer-to-peer (P2P) payments needed an upgrade in the region. He, along with his co-founder and CTO, Hamza Marrakachi, started Dosh Payments with a vision to make finance simplistic, fun, and enjoyable for youth. SOCIALIZE YOUR PAYMENT EXPERIENCE Digital has taken centerstage especially since the COVID-19 pandemic, and the UAE is no stranger to this revolution. According to a survey by McKinsey, 58% of Middle East consumers expressed a strong preference for digital payment methods, while only 10% strongly preferred cash. While cardless payments are penetrating APAC and other regions, the UAE is still behind, and Dosh has the vision of bridging this gap. It is nearly impossible to not consider P2P while talking about payments. Having apps like this in place helps the audience go cashless safely and effectively. Dosh is the first application to offer group payments. Another highly accredited feature is split pay­ ments, where users will be able to /Advertorial EMBARKS ON THE JOURNEY TO SOCIALIZE YOUR PAYMENT EXPERIENCE DOSH PAYMENTS IMAGE COURTESY DOSH PAYMENTS ↓ DOSH PAYMENTS CO-FOUNDERS Daniel Braganza and Hamza Marrakachi

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65 August 2022 / ENTREPRENEUR.COM / split payments amongst themselves. All they need to do is make a group, input the figures, and leave the calculation to Dosh Payments. Payments can be done via the app as well. Linking your bank account allows you to send or receive money instantly. The platform also comes with a social feed, just like any other social media platform used these days. It means having friends, mutual friends, suggested friends, and knowing the financial whereabouts of contacts. Like other media platforms, there’s also an option to keep it private. This is however not just an interactive feature, but another well-thought and planned one. Once users link their Facebook accounts, they get access to all the connections to, so there’s no more hassle of asking for numbers for payment settlements. It can be done on the application itself if they want to send reminders for payments. From settling bills to sending payments, and from reminding others to pay to keeping a tab on what your friends are paying, all of this can be done on a single platform on your smartphone from the comfort of your home. “Social media plays an important role in our daily lives, because it is interactive, fun, and brings communities together, and we wanted Dosh Payments to be similar with our social feed,” Braganza says. FUN, FAST, AND SECURE PAYMENTS WITH DOSH Convenience doesn’t mean complex, and Dosh Payments is an exemplary portrayal of this. As discussed, users get a lot of features, but it will take a few minutes to understand how the app works. The company has insisted on keeping its user interface simple and easy to learn, so that its users can navigate everything easily. People of all ages and backgrounds will be able to pay easily. So, the process will be fun, not confusing, and not scary, even for older age groups. Licensed under Dubai Interna­ tional Financial Centre, interna­ tional markets seem to be an already conquered territory for the company. With over 150,000 downloads across India in the first month of its launch, Dosh has rated 4.9 stars on the play store. India is the world’s third largest fintech hub, and home to more than 2000 fintech companies. In a very short period, Dosh has managed to take an entry into the Indian market efficiently. In the future, the founder duo plans to create an ecosystem that will eventually support banking in the metaverse. Web 3.0 is expected to be the next big innovation, and companies that are bullish on their tech are going to emerge as all-rounder stars without a doubt. “We’ll introduce you to a social banking experience, ease your payments, and guide you to the metaverse,” Marrakachi says. The company is also a part of the Microsoft for Startups MENA program, and it’s also partnered with aggregators Lean and Razorpay. Currently boot­ strapped, the next phase of growth will see Dosh Payments expanding across the entire MENA region as well as introduc­ ing some exciting new features. The application is now available to download on Google Play Store and Apple App Store for UAE customers. doshpayment.com DOSH IS THE FIRST APPLICATION TO OFFER GROUP PAYMENTS. ANOTHER HIGHLY ACCREDITED FEATURE IS SPLIT PAYMENTS, WHERE USERS WILL BE ABLE TO SPLIT PAYMENTS AMONGST THEMSELVES.

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FUN COMES GUARANTEED YOU DECIDE WHEN THE PARTY STOPS WITH 24HR FOOD & DRINK. NOW OPEN AT DUBAI DIGITAL PARK. RADISSONHOTELS.COM/RED

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67 August 2022 / ENTREPRENEUR.COM / U nless you’ve been living under a rock, it would have been difficult for you to not have heard about Web3 yet. Whether it was because everyone around you was buying Dogecoin in hopes that it would soon be valued at US$1, or hearing that the artist called Beeple sold a jpeg for $70 million, it’s been inescapable for the past 18 months or more. Should you care though? Is this groundbreaking revolutionary technology that will take over the world tomorrow, or is it another useless thing in the news to overlook since it’ll be gone soon? The reality is that it’s somewhere in between. While this is definitely going to change the world, it’s not happening tomorrow. But the reasons for why you should care are important enough to want to build in Web3 though. }In order to best understand why it’s important to build in Web3, you need to take a step back to understand public goods. Traditional examples of public goods include clean air, libraries, and even the electric grid. These are things that don’t exclude anyone from using them, and that one person having access doesn’t negatively impact someone else’s. A more recent example in today’s knowledge-industrial age would be open- source software, which is non-proprietary software that anyone can modify, enhance, or simply view the source code for. This allows software developers to work on and collaborate on projects made by different individuals, teams, companies, and organizations. These public goods might be easy to think about like the roads and bridges of the internet. However, this time, you don’t need to spend years fighting for a permit or negotiating land sales- you can start building in Web3 today. }} THE WORLD OF WEB3 A beginner’s guide to a space that’s set to change the world as the internet once did by AZEEM KHAN

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68 / ENTREPRENEUR.COM / August 2022 }The dominant internet platforms of today are built on having taken what we in Web3 consider public goods, and turned them into privatized products. They aggregate users and user data, exploit those users (i.e. you and me) for profit, grow their platforms using network effects, give us back none of those profits, and continue that cycle to reap billions in profit. This is the key place that makes Web3 exciting, because it’s built on the idea that there is an alternative way companies can make money without exploiting users for data. Instead, we see a world whereby building open platforms that share profits and value with users allows us to create more value for everyone involved. Tell me, doesn’t that sound amazing? }In Web3, we strive to build messaging apps, financial products, social media, search engines, and so on to be public goods. These are things that we’ve simply come to accept as owned by private corporations who allow us to use their products to profit on us, while delivering mind-numbing ads on a daily basis. We are exposed to ads that only seem to get creepier with each passing day, and that no matter how much profit they’ve already made without giving anything substantial back, the corpora­ tions will find a way to milk us for just a bit more, and somehow make us less happy on their platforms too. Just think about how much worse your experience has gotten on Instagram in the past couple of years. The world that Web3 builders are creating is one where it won’t be the platforms who have full control of the data. It will be users who own whatever content that they’ve created and actual ownership of the digital assets they’ve bought. Right now, when you buy something like an item in a video game or a ticket to a concert, there’s a private server operated by the company you purchased it from that ticks a box off saying that the item in question is yours. In reality, it’s not actually yours, and they can take that away from you whenever they want. In Web3, these digital assets live on public blockchains, they are portable and interoperable, and most importantly, actually owned by the user. A world in which users can take their data and assets from one platform to the next will introduce a sense of competitive pressure that doesn’t exist with the companies of today who know you have nowhere else to go. Companies must now update how they do business from extracting value to delivering value, because they will know if they aren’t creating enough value for users, users might simply leave to another company that will. Digital property rights are increasingly important as we all live in digital worlds, and that is not something possible with today’s technology. It’s not impractical to think we will soon live in a world where a majority of the things ‘T/Pro SINCE THIS SPACE IS SO NASCENT, THERE’S NOT MUCH INFORMATION YOU CAN’T GET FOR FREE. AND SPENDING TIME LEARNING IS WHAT YOU NEED TO DO MORE THAN ANYTHING ELSE.

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69 August 2022 / ENTREPRENEUR.COM / we use paperwork for now will all live on blockchains in the future, like art and music, among other things. In order for that to happen though, we need to actually be able to own these digital assets in a way that’s only possible with Web3. It sounds cliche to say at this point, but the same way that it was evident to people that the internet was going to change the world in ways we knew and later in ways we didn’t, Web3 will do the same. The job opportunities are endless, plus some of the (arguably) most intelligent people in the world today are leaving great jobs to help create this future. Plus, the work is generally fully remote, meaning we can easily tap on talent globally- as a result, it’s more than just idealists working to create something better than what we have now, and it’s inevitable. }In summary, Web3 brings the potential to unlock more value for everyone on the internet. Instead of plat­ forms having control of the data, users own any content they create, any digital objects they purchased, and those assets are usually portable. In order for us to get there though, we need more people to understand why it’s worth working towards it to begin with. It’s time that we stopped letting these billion- and trillion- dollar companies take advantage of us, and instead partake in the value creation that our being part of the network allows. There are so many amazing things happening that really do go beyond the cringe headlines you see today. This innova­ tion will revolutionize the world the same way the internet did, and it will allow more people to take part in it too. }If, after reading this, you’re convinced that it’s time to start diving in to Web3, then you’re in luck. Since this space is so nascent, there’s not much information you can’t get for free. And spending time learning is what you need to do more than anything else. Most people ask me what they should buy, but if they put the time into learning the things to buy, that would make sense anyway. For instance, I’d start with the Bitcoin whitepaper, as well as the Ethereum whitepaper. Neither are very technical, and they help explain the core thesis of each in a simple to understand manner. They’re really good starting points for any beginner, and they remain documents that experts in this domain go back to from time to time. After that, I would take a look at any materials Andreessen Horowitz (a16z) releases. It is one of the most prestigious venture capital companies in the world, but given how good the content it creates is, many people joke that it’s actually a media company that does venture capital on the side. Both the a16z Crypto Startup School and Crypto Canon are amazing, and after that, you can get into the NFT Canon, DAO Canon, and NFT Virtual Summit. If you exhaust those as well, you can easily find podcasts and newslet­ ters the company has been working on too. Making an account on Twitter would also be massively helpful. A majority of the information as to what’s going on in the Web3 space happens in real time there. Based on what really piques your interest, starting to find the founders, investors, content creators, and projects in the space that intrigue you will help you get an understanding of things as they’re happening. What you’ll quickly find is that Web3 is not a monolith- instead, it’s actually a highly diverse ecosystem much like any other industry, despite the fact people may see all of it as a big blob from the outside. }Another account to make will be on Discord. The communities for specific projects or even groups of likeminded people hang out in different Discord servers. These will become easier to find once you spend a bit of time on Twitter anyway, so don’t worry if this doesn’t make sense yet. Think of these like new versions of old-school chat rooms based on different interests. And once you get inside them, don’t be shy. Just introduce yourself, and start taking a look at the conversations happening. I promise you that people will be way more inviting than you can imagine. So much education happens in these servers that finding the ones you like alone can make you an expert. Much of my learning has taken place based on people I’ve never met who took time out of their day to help me out, regardless of how many questions I had. And that, in effect, is really all you need to get into Web3, and I promise that before you’re even at the end of it, you’ll be in a much better place than you could imagine. Even if you’re not looking to start a company, every skillset is much needed in the space. From video editors and copywriters to operations people, compa­ nies willing to pay you more than current counterparts exist everywhere. Putting yourself in a position where you’ve got real world skills and deep knowledge of Web3 puts you ahead of 99.9% of the general population, and it also sets you up well for the inevitable future that is Web3- which is a really good place to be. Azeem Khan is a New York- based entrepre­ neur and Web3 native. He entered into the crypto space in 2013 buying and selling Bitcoin, and he went on to write about it for The Huffington Post. Since then, he has tried launching a cryptocurrency called Kim Coindashian in early 2014, and he then worked within the initial coin offering space in 2017. In 2021, he launched a venture-backed Web3 crowdfunding platform, and currently, he’s one of the leads in partner­ ships at Gitcoin, a decentral­ ized autonomous organiza­ tion that has helped distribute over US$65 million in grants to the Web3 ecosystem since 2017, and helped spawn many multi-billion dollar companies in the web3 space that were originally grantees of the enterprise. gitcoin.co

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70 / ENTREPRENEUR.COM / August 2022 ‘T/Growth 1/ KNOW YOUR CUSTOMER- AND UNDERSTAND THE PROGRESS THEY ARE TRYING TO MAKE IN THEIR LIVES It is essential to know what it is going to take to be relevant to your customer, and how you can provide real benefits to them. Your value exchange must be high, so make sure you do the research and sit for a while in their shoes. Too often, businesses are not in touch with their customers’ pain points and anxieties, what is pushing them away from their current solutions or lack of, and what the pull points could be towards their products. To get into the mind of your customer, interview them. When do they need your product, and for what purpose would they want what you can offer? Understand where they are, and what their considerations are around your product or service vertical. A great tool to use is Clayton Christensen’s Jobs To Be Done (JTBD) framework- it stops you from seeing the customer like a strict “persona,” and let’s you start seeing the outcomes they are looking for instead. Fueling Success Five tips for hyper growth (courtesy lessons learnt at Google and Pharmacy2U) by MAYA MOUFAREK T he holy grail of achievement for most startups is hyper growth. But while the journey to get there can be exhilarating, it also entails walking a fine line- how do you scale up quickly without killing the secret sauce that has brought you to where you are? What is the roadmap to follow to deliver the high growth you are looking for? As someone that has invested in many startups and worked for brands like Google and Pharmacy2U that have seen hyper growth, here are the top lessons I’ve learned from my work in the past 15 years:

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71 August 2022 / ENTREPRENEUR.COM / 2/ DEFINE THE MOMENT YOU DELIVER VALUE- AND OPTIMIZE TO THAT NORTH STAR METRIC Understanding your customer will enable you to define what will deliver maximum value, as well as what will make your product or service more worthwhile than your competition or alternatives. Now, we need to define the moment value is delivered. For example, for Airbnb, that may be the number of nights booked; for Spotify, minutes listened to. This is what Sean Ellis has named the North Star metric. The North Star metric is not a revenue metric- revenue is only the output. Define what your metric is, and optimize your team’s efforts to deliver towards it. The North Star metric is the ultimate focus for all your business strategy that the full team can rally around. 3/ DEVELOP BENEFIT-LED MESSAGING You want to build a brand that brings to life the difference you are making in the world and people’s lives. One of the ways to achieve this is to be direct and clear in communicating what your product allows your customers to do. You are not just selling them a drill, for example, you are selling a product that will allow them to hang a heavy mirror safely, so that it does not fall and injure their children. Make sure your messaging both communicates how you deliver their desired outcomes (not a list of features), and alleviates any anxieties they might have giving your product or service a try. Understand the triggers for your customers, and then go and find them in these moments; you are more likely to convert them then. At Pharmacy2u, we realized that one of the best times to speak to our audience was in the waiting room at the general practitioner’s practice, and so, we started advertising on the walls of surgeries. 4/ GET THE RIGHT PEOPLE ON YOUR TEAM- AND CREATE AN EMPOWERING CULTURE Hiring is one of the most critical elements to your business success. Because hiring takes quite some time, I have learned that hiring slightly ahead of your needs (if you can afford it) can help you keep momentum, and, in some cases, outpace the competition. There are key tips to bear in mind here- for starters, hire the right fit for the stage of growth your company is in. Hire people who can replicate at your business exactly what they perfected somewhere else for the next six months at least. Don’t have more people managers than staff doing the tactical work. Learn to delegate to your team early; you’ll never scale if you try to handle everything yourself. Trusting your team is vital. You hired your employees for a reason. Trust in that decision and in them. Create a workplace where people have fun, support each other, and grow together, and no one will want to leave. Your culture must embrace personal growth and transparency. Align individual team members’ successes with your objectives. Coach them to break through any limiting beliefs, so that all of you conquer your shared mission together. Magic happens when everyone is empowered to “own” their journey. Give your team permission to experiment intentionally and celebrate innovation, collaboration, and failures(!) often. 5/ BUILD SCALABLE PROCESS­ ES- AND FOCUS ON BELIEF AND LEADERSHIP Scaling up a business will require a coordi­ nated set of objectives and processes that scale the secret sauce across departments and initiatives. If you haven’t already done so, now is the time to put your thoughts and ideas into writing and to chart the specific courses of action that need to be taken to grow your business. A clear set of objectives and key results (OKRs) popularized by John Doerr at Google (he borrowed them from his time at Intel) will ensure focus, prioritization, and collaboration. Some prefer to use the The 4 Disciplines of Execution by Chris McChesney, Sean Covey, and Jim Huling, where the organization defines wildly important goals articulated as “from Point A to Point B by deadline.” Perfect your operations with measurable, systematic processes that you can replicate consistently- this will allow you to scale the secret sauce. Understand what contributes most to your impact, and maximize that in everything you do. Pushing yourself and others to new levels requires challenging your beliefs about how big and impactful you can be. Belief energizes you and your team to work harder and smarter. It is the catalyst to thinking, doing, and being more. Taking your business to the hyper growth stage is no mean feat. It requires physical and mental stamina, emotional intelligence, and powerful habits that are reinforced daily across your organization. The key ingredients to focus on are: know your customer, hire the right people, get out of their way, embrace teamwork with clear alignment around a set of objectives and beliefs, and become an evangelist for your company. If you are fiercely focused, you can realize the power of a unified vision, and successfully navigate the steep journey to your growth curve. Maya Moufarek is a multi-cultural and multi-lingual Google and American Express marketing, product, and partnerships professional with 15+ years of experience in tech and direct-to-consumer industries. Currently, as the founder of a strategic growth consultancy, MarketingCube.co, her clients include portfolio companies of Balderton, Notion, Creandum, LocalGlobe, amongst others. She has also joined advisory boards and is an active angel investor. Most recently, in an inhouse full-time role, she was digitizing the UK healthcare industry at Pharmacy2U by bringing repeat prescription management online. Under her CMO leadership, Pharmacy2U grew five-fold in revenue and secured a brand awareness of 1 in 4. marketingcube.co TAKING YOUR BUSINESS TO THE HYPER GROWTH STAGE IS NO MEAN FEAT. IT REQUIRES PHYSICAL AND MENTAL STAMINA, EMOTIONAL INTELLIGENCE, AND POWERFUL HABITS THAT ARE REINFORCED DAILY ACROSS YOUR ORGANIZATION.

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‘T/Vision Women's issues are human issues- and overcoming them is good for everyone by MARY-JUSTINE TODD AN ENTREPRENEURIAL SPIRIT TO CHANGE THE WORLD 72 / ENTREPRENEUR.COM / August 2022

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73 August 2022 / ENTREPRENEUR.COM / }SO, AS A DIRECT RESULT OF ABUSE, eight million women will lose their jobs or become financially dependent in the Middle East- this year alone. How does this affect you? Well, if eight million people suddenly lost their jobs this year due to some other factor, like say, a global pandemic, the public and private sector alike would be scrambling to pick up the pieces. Because unemploy­ ment is a drain on the economy, and it creates a hostile environment for entrepreneurs. So, now what? What can we, as entrepreneurs, do to fix this? We must approach these sensitive issues, well, with sensitivity. But do not confuse it with trepidation. We must be bold, but kind. We must insist, but not shame. We must push forward, but also be patient. And we must take a new approach to charity. }TRADITIONALLY, WOMEN’S ISSUES ARE ADDRESSED BY LADIES-who- lunch type of groups. Well-meaning groups of women who want to help. They raise money in a raffle. They hold lovely lunches. They talk to their other ladies-who-lunch friends, and cajole them into donating money. And they give some relatively small amount to some other lovely-lady-do-gooding organizations. Fine. It works. A little bit. But not really. What we need is an entrepreneur­ ial, startup mentality to really fix these tough challenges. We need smart, energetic, young business leaders who are willing to pound the pavement, raise a million dollars in capital, talk to the media, galvanize their startup col­ leagues, build innovative technologies, and once and for all, tackle the issues! But that is not happening? Why not? Well, because, frankly, there is no money in it. Who wants to work that hard, for that long, to make US$30,000 a year? Very few people. So, that is where entrepreneurs and big businesses can come together to really make an impact. We need entrepreneurs to dedicate their efforts to these issues, but that alone is not enough, because they need to be able to count on corporate support. The corporate social responsibility (CSR) movement in the Middle East is often stuck in old ways of doing charity. They’re giving small amounts of cash to their wives’ ladies-who-lunch groups, perhaps conducting the ever-so-popular beach cleanup, or the obligatory Ramadan food drive. In 2022, the combined gross domestic product of the GCC countries alone is in the neighborhood of $1.7 trillion. If only 0.01% of this (and let’s remember the eight million women this year who will lose their jobs due to violence or abuse) went to these “women’s issues,” that would equate to $170 million. The point is that there is a lot of money to go around, and if it was only getting into the hands of the socially conscious entrepreneurs who are actually capable of tackling these issues in a modern, sophisticated, and entrepreneurial way, there could be a viable and inspirational path forward. Therefore I call on the corporate CEOs and the CSR managers to challenge their ways of doing charity. I call on the entrepreneurs to take the plunge. And I call on society to recognize that women’s issues are human issues. And if we can tackle even just one of them, like violence against women, we will be taking a big step forward for not only the economy, but for humanity as well. Why not let the Middle East pave the way on this issue? Let’s be bold and kind, insistent and persistent, progressive and respectful. Let’s show the rest of the world how to do it, and together, we might just change the world. Mary-Justine Todd holds an MA in international studies, an MPH in international public health, and is completing her PhD in international law. She is the founder and executive director of Shamsaha, the Middle East’s first and only full scale women’s crisis response program shamsaha.org WE MUST APPROACH THESE SENSITIVE ISSUES, WELL, WITH SENSITIVITY. BUT DO NOT CONFUSE IT WITH TREPIDATION. WE MUST BE BOLD, BUT KIND. WE MUST INSIST, BUT NOT SHAME. N ayer Ashraf was a promising 21-year-old young woman who certainly had her own hopes and dreams, fears, and woes, and likely faults and flaws as well, just like the rest of us. In Cairo in June, she was murdered by a man for refusing his marriage proposal. And while we all agree that she didn’t deserve to die, this should matter to entrepreneurs even more, because regardless of your personal circumstances, violence against women affects everyone. Let’s look at the economy. According to the United Nations, one in seven women will face gender violence in the Middle East, in this year alone. Currently, there are 227 million women living in the MENA region. That means that 32 million women in this region will be abused annually. Studies indicate that 50% of abuse survivors will develop post traumatic stress disorder (PTSD), and 50% of PTSD sufferers will become unemployed.

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74 / ENTREPRENEUR.COM / August 2022A lot of people have been asking us as to what has happened to the meeting and events industry in the past two years, and where this sector is now going. As such, in this article, I’ll walk you through a timeline of how this sector is evolving. Two years ago, there weren’t any physical meetings or events at all. We were living through the COVID-19 pandemic, and we were still pretty much in the thick of things. For instance, this time last year, if you wanted to host a physical event, you had to make sure all your attendees were vaccinated, and that verification was conducted through health regulatory apps like Al Hosn in the UAE. You can only imagine the challenge this caused for everyone who wanted to host any sort of social or corporate event- think of calling each attendee and asking them if they’re vaccinated, make sure that they have downloaded the app, and ensure that it’s also up-to-date, or that they keep their vaccination cards handy when they arrive at the event. Many event hosts had to turn away attendees, and that was a bitter pill for many to swallow. During the pandemic and in its aftermath, we wit­ nessed a plethora of meeting and event space sector innovations like virtual conferences and even online weddings conducted through videotelephony software programs like Zoom or Microsoft Teams. While some ideas stuck, others have gone back to the original way. For corporate meetings, going virtual has become the norm for many multinational clients, and we foresee that pattern to continue, if not accelerate, as they look to reduce their environmental footprints from traveling. However, for small- and medium-sized enterprises, virtual meetings have transitioned back to face-to-face encounters. We have also seen many trainings and conferences that were previously online shift back to physical meetings, as that has been perceived to induce positive interaction and impact both the quality of engagement and comprehension of topics. Meanwhile, when it comes to industry and association conferences, we’ve witnessed many events move away from hybrid virtual and physical set-ups, with many discon­ tinuing hosting the virtual part of it. For instance, we saw group incentive trips with a large inventory of hotel rooms and ballrooms come back with aggression, with a large multinational confirming its 7000-employ­ ee cycle meeting for Decem­ ber 2022. }As for social events, they too have reverted to their previous behaviors and booking patterns. Engaged couples looking for their wedding venues have begun their searches six months in advance with the process including visits, food tasting, accommodation setting, negotiations, and selections. Graduations for universities and high schools packed the hotels in May and June this year, which was a stark reversal from 2021 online /Advertorial A look into the evolution of the meeting and events market in the Middle East by JAREER OWEIMRIN ONWARD AND UPWARD

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75 August 2022 / ENTREPRENEUR.COM / graduations. Physical private birthday parties and special events have also increased by over 300% in the past six months, and a preference for outdoor event spaces has been driving this trend. The latest entrant to the event space market that has come out strongly has been restaurants. While they have been conducting meetups and family-and-friends gatherings for quite some time, lately, they have extended their services to host weddings, engagements, anniversa­ ries, and various other social events as well. They have leveraged the power of their F&B, interior design, and entertainment allure for a combination of privacy and height­ ened attendee satisfaction. For those struggling during lunch or dinner timings, they have been quick to convert their underutilized spaces for private meetings and events, ready with projectors, microphones, and even stationery. This new trend continues to challenge typical hotel properties to improve and differenti­ ate their services. For many of the hotels in the network of my company, fluidmeet, the demand for meeting and event spaces went through the roof in the high season of 2021-2022. Indeed, there was pent-up demand for social events, and not enough event spaces to conduct them. Sometimes, events were happening back-to-back at the same property. This influx of bookings was a positive omen for the industry hardest hit during the pandemic. Five-star hotels led the pack in both production and occupancy. They, on average, performed 30% better than their four-star peers. They were able to offer quality professional services, more variety in F&B, and more flexibility in final prices to close event bookings at a faster pace. Four-star properties had to adapt to intensified competition from their five-star peers, and that drove the continued innovation in F&B offers and salesforce persistency. Furthermore, branded chains like Marriott and Accor recorded the most meeting and event space bookings across fluidmeet’s 5-star category. If you manage a hotel and you’re not optimizing your production, it’s never too late to start looking at ways to improve production in that line item. The fluidmeet website has been visited over a million times over the past few years, and this analysis has contributed to the continued competitiveness of the UAE and greater GCC hospitality market. As such, fluidmeet has bolstered its thought leadership in providing invaluable feedback and insights to its beneficiaries to enhance their hotel products and services. Over the next 1-2 years, we, at fluidmeet, forecast strong demand as Dubai continues to reinforce its position as a leading hub for meetings, incen­ tives, conferences, and events. We are also aware that Saudi Arabia, especially Riyadh, is emulating the Dubai model in their quest to become a new kind of travel and tourism hub. That ripple effect from both players strengthens the strong case for meetings and events to continue growing at unparalleled rates. Our forecast shows at least a 45% increase in this market as new hotel inventory arrives in the market, and that the path to normalcy continues, with further spaces being repurposed to meet the demand. Jareer Oweimrin is the founder and Executive Director of fluidmeet. Jareer has worked in entrepreneurial settings for most of his professional career. He’s enthusiastic about technology and its application on real estate and the hospitality industry. Previously, he led the new market business development for a large transnational pharmaceutical company. He has established entrepre­ neurial ventures in the UAE and USA. Jareer has also served as a management advisor for an entrepreneurial consulting firm that had engagements with government organizations, government-related entities, and private companies. He has led multiple large-scale consulting engagements and managed large teams. When he’s not running fluidmeet, he enjoys the company of his family and books. fluidmeet.com FOR MANY OF THE HOTELS IN THE NETWORK OF MY COMPANY, FLUIDMEET, THE DEMAND FOR MEETING AND EVENT SPACES WENT THROUGH THE ROOF IN THE HIGH SEASON OF 2021-2022.

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76 / ENTREPRENEUR.COM / August 2022 ‘T/Money A game plan for MENA entrepreneurs by PRASHANT K. (PK) GULATI Braving the Funding Winter R ecently, Y Combinator (YC), the well-known accelerator program from Silicon Valley, said in a letter to startup founders: “No one can predict how bad the economy will get, but things don’t look good.” A few days later, Sequoia “warned of a ‘crucible moment’ of uncertainty for the venture market due to inflation, the markets, and geopolitical issues.” This was followed by a series of notes, messages, Zoom calls, and warnings from all stakeholders, especially investors -present and future– calling on startups to restrict spending, increase runway, take whatever they can get, cut work­ forces, limit experimentation, etc. Most of the messages, while they constituted important nudges to founders, were late- no one had imagined the speed with which the guillotine fell. The visible decline in the stock market, and the appetite of investors to be open to the risk of startups was suddenly the central theme of discussions. These messages closed any chance of divergence of views- if there was any! }The funding winter is here, and the world is shivering all over, no exceptions. In our part of the world, with a relatively shallow pool of investors, the effect is even more pronounced. No one is writing a check, some want a reset of a term sheet already signed, others want to avoid the “sector,” and follow-up rounds in progress are caught like a deer in your headlights– waiting for impending impact. The relatively small size and predictable pattern- following investment thesis surely does not help; in fact, it helps in accelerating the speed at which everyone just goes AWOL. Now, what do these actions do to a buzzing ecosystem, which is just about finding its mojo –a long- awaited coming together of essential things– regulation, residence, cost of doing business, government support, mentors, and angel investors? Such messages, while well intended, sound a death knell to a truck full of vibrant and promising opportunity. The message ends up as if saying, “Do not even try, fighting back is futile, as the whole world has decided to let all enterprises die.” Personally, I believe this slowdown (or winter) is but an essential stop in the journey of creating great enterprises. It comes relatively

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77 August 2022 / ENTREPRENEUR.COM / frequently, and importantly, to nudge us out of our status quo, to remind us to do a status check, and see if we are really on the path to build what we set out to. It will make the path to building and funding harder, separating the children from the adults- and leading to a clearer line-up of eventual winners. Startups who will be able to define their product and service better, build cost-effective and economically feasible models, and collect the most awesome talent around their story, will not just survive this winter but will flourish. Indeed, this may be the best time to find the best team, build the best stack, and test all your wild ideas– something a frothy market would have not given you the chance to. }So, the time has come to take the layers of clothes off and just enjoy the winter! Frugality will be key to your success– building more from less, ensuring quality at less cost, and deeper depth of talent and ideas will be valued. Profitability, and not unviable growth at any cost, will be the mantra to success. Raising cash will be more difficult with reduced options, and valua­ tions will be impacted– but then, who said it was ever easy anyway! Take another layer off- that of taking no for an answer. I would tell people to go and check out the course on cold calling– how to pitch to anyone, even when you believe no one is really interested. You will be forced to think of more innovative ways to raise their curiosity, become a better storyteller, and build a deeper association with possible investors. When the time comes to start investing again, which will not be too long in my opinion (with all the money sitting in funds, the deployment has to begin some day!), who will investors think of? The ones that diligently kept telling their story, improving their pitch and product, focusing on profitabil­ ity, and proving to everyone that they were in it for the long haul, and one winter was not going to drive them away. Be prepared though- it will be twice as hard and half as produc­ tive. But the trudge to build a successful startup was never for the faint of heart any way. So, however counterintuitive it may sound, take off your load of clothes, as this winter tries to set in. The lighter, the better- you will find it easier to prepare for the coming spring with a great, new look, and swanky company that everyone will want to be a part of! After all, when the going gets tough... the tough ones just keep going!. Prashant K. Gulati (popularly known as PK) is an entrepre­ neur, idea accelera­ tor, angel investor, mentor, and writer with interests in innovation, startups, entrepreneur­ ship, technology, mobility, wireless, intelligent buildings, online media, and more. In addition to serving on boards of several startups and community initiatives, PK is an active angel and early-stage investor with a nose for fresh ideas. He is a mentor, providing guidance and advice to founders at various levels. He has been associated with a large number of successful startups and has an active portfolio in the US, Middle East, and India. PK has also been an influencer in the technology community in the Middle East, Silicon Valley, as well as the Indian subcontinent. He is well connected with technology leaders and influencers of the region, and he is a respected voice and a trend spotter for leading edge technological innovation. A post-graduate with Honors in Computer Science and Management, PK has been residing in Dubai for more than 20 years. PERSONALLY, I BELIEVE THIS SLOWDOWN (OR WINTER) IS BUT AN ESSENTIAL STOP IN THE JOURNEY OF CREATING GREAT ENTERPRISES.

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F ounded barely 10 years ago and now part of a larger multi-disci­ plinary group dubbed Investium, Crown Concepts Group was a small hospitality company with no restaurants and many big dreams. Fast forward a decade, so much has changed. During its early years, Crown Concepts quickly established itself on the regional landscape after the rapid success of its first brand: Logma, a modernized Emirati and Khaleeji restaurant that prides itself in being the first to present this rich cuisine in a modern and contemporary setting. Logma’s first branch in BoxPark, Dubai was the first step in a journey that has taken the brand to new heights with now locations in the Dubai Mall’s prestigious Fashion Avenue as well as in the Kingdom of Saudi Arabia. Crown Concepts built on Logma’s success and continued to roll out concept after concept and brand after brand over a period of four years during which many projects flourished and some were put to bed. However, it wasn’t until 2020 that Crown Concepts presented Dubai and the world with its current crown jewel: Al Beiruti, a Lebanese restau-café redefining the landscape of Lebanese dining. Shortly after its opening, and during times of extreme uncertainty due to a global pandemic, Al Beiruti became a city favorite as it positioned itself as the UAE’s favorite Lebanese restaurant. It also didn’t take too long for this brand to expand either: Al Beiruti now operates two locations in Dubai and is getting ready to open its third in Dubai Hills Estate this November, alongside two operational locations in Cairo, Egypt. All in under 18 months. The success of Crown Concepts Group’s brands was not a child of luck. It was the result of cutting-edge hospitality practices and a management approach well ahead of its year considering the company is less than a decade old and with a senior management team with an average age of 33 years old. Crown Concepts also prides itself when it comes to an undeniable metric: consistent and rapid return on investment for all its projects. “Good food and beautiful brands are one thing we can discuss endlessly. But numbers is something no one can deny,” stated Samer Zayat, Crown Concepts’ CEO and Managing Director, as he commented on Al Beiruti’s quick success. Looking to the near future, Crown Concepts’ plans include continuing and building on the growth of their existing brands such as Al Beiruti, Logma, and Crown Catering, with growing emphasis on regional expansion now that the group has presence in the UAE, Egypt, and KSA. Additionally, the group is currently eyeing new territories such as Lebanon, Turkey, and more. crownconceptsgroup.com /Advertorial A HOSPITALITY POWERHOUSE ON THE RISE Regional presence in three countries, 500+ team members, 11 outlets, and star concepts: all part of Crown Concepts Group’s swift success in the region less than a single decade after its inception. INVESTIUM’S CROWN CONCEPTS GROUP Logma Al Beiruti Samer Zayat, Crown Concepts’ CEO and Managing Director IMAGES COURTESY CROWN CONCEPTS GROUP 80 / ENTREPRENEUR.COM / August 2022

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81 August 2022 / ENTREPRENEUR.COM / The Sky’s the Limit Anamcara Capital General Partner Annelie Ajami has big dreams for her venture capital firm (and for the startups it supports as well) by TAMARA PUPIC → ANNELIE AJAMI is the founder and General Partner at Anamcara Capital, a pre-seed stage venture fund that invests across the EMENA region in companies focused on building technologies that enable SMBs. IMAGES COURTESY ANAMCARA CAPITAL

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82 / ENTREPRENEUR.COM / August 2022 }Ajami has significant experience in finance and venture capital, having worked for investment banks and asset managers in the UK before moving to Lebanon in 2016 to join early-stage ven­ ture fund, B&Y Venture Partners where she climbed the ladder to the position of venture partner and was also instru­ mental in helping it close its second US$100 million fund. Then, in 2021, Ajami founded Anamcara Capital with a firm decision that respecting founders will always top her agenda. “For example, when we speak to founders, we are always transparent about the process and the likelihood of us investing,” she says. “If we decide to pass on an opportunity, we ensure we do this fast, and we give honest reasons why. Even if we decide to pass, we also talk about how we can be helpful to them with other firms that might be more aligned.” Ajami is crystal-clear about the focus of her venture fund -pre-seed and seed stage companies building technologies that serve SMEs- and also about what she needs to do for her fund to be successful- to invest in the right people. “The seed stage is all about the people, and it is important to build trust and honest connections with founders we partner with,” she says. “I want founders to tell me what is going well, but also what isn’t. This level of transparency helps us as investors to identify the areas in which we can truly add value. I want founders to truly believe that we are there for them. My goal is that one day, founders will say we went to battle for them. This is the type of firm we want to build.” Ajami’s high hopes for Anamcara Capital are visible from the branding for the enterprise, which is centered around the work of Spanish artist Jesús Sotés, which embraces a touch of the surreal. “This drive to set ourselves apart and to be unconven­ tional is what we kept high on the agenda when we worked on our branding,” she says. “We wanted to keep this edge alive.” }Of course, Anamcara Capital itself is also at a very early stage in its own journey- where support from others can make or break the business. “We are fortunate that we have the capital to continue to back exceptional founders during these challenging times,” Ajami admits. She adds that the type of businesses that Anamcara Capital is interested in -technologies that can make SMEs more productive and resilient- will be even more important “as we enter a potential two- to four-year challenging economic period.” She says, “SMEs globally are embracing technology solutions that address all their needs and growth requirements, accessing cloud-based software and technologies, through subscription services and easy to adopt models. Digitization is essential in driving resiliency, global supply-chains, and productivity. Given the role of technol­ ogy, SMBs are now able to rethink business practices, operations and the way they serve their customers.” The Anamcara Capital website lists a number of their investments so far, which include financial management app Viably, on-demand workspace platform Flexspace, and restaurant management platform Nory, to name a S/VC A nnelie Ajami, General Partner at Anamcara Capital, an Abu Dhabi-headquartered pre-seed and seed stage venture fund investing in B2B technologies, admits upfront that the industry she operates in is a very competitive space. “The top investors capture a significant proportion of value in the industry, and they do this by having a very clear strategy and executing relentlessly on that strategy,” she explains. “But it all starts with a true genuine commitment to the craft– finding the founders, winning the founders, and then supporting the founders. And this is how and why we are building Anamcara.”

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83 August 2022 / ENTREPRENEUR.COM / few, with Ajami adding that its focus is “on startups in Europe and opportu­ nistically the MENA region.” “We invest in opportunities in verticals such as fintech, future of work, creator economy, supply chain, logistics, and Web3 infrastructure,” she says. “As such, we have developed specific views on each of these themes. In addition to being out there with founders, we also spend time conducting in depth analysis, market mapping, and customer engagement to develop views on forces that can shape the sector.” }Ajami’s biography follows a typical pattern that one would expect from a venture capitalist, including degrees from prestigious universities- in her case, it’s a BA in History and Politics from School of Oriental and African Studies, and an MSc in Global Politics from the London School of Economics and Politics. However, there is also something not quite ordinary- Ajami is a retired two-time national boxing champion, with medals won both in the UK and the Netherlands. Speaking of parallels between her time boxing and investing, she says, “Back then, boxing was heavily male-dominated. We would go to sparring sessions, and there were very few women. So, I often trained with men. My coach never made a distinction between men and women. It wasn’t a case of go easy on her because she’s a girl. I was a boxer. And the same goes for investing. I’m a woman, yes. But first and foremost, I’m an investor and a builder. It is a level playing field for everyone.” Another similarity between boxing and investing, Ajami adds, was that she had to train harder than anyone else just to show she deserved to be there. “An investor I respect once said, ‘You are the insurgent until you are the incumbent,’” she recalls. “I think about this all the time. Another valuable lesson boxing taught me is to always be on top of your game. It starts with eating properly, training twice a day, and sparring. Winning two national titles was the result of unrelenting commitment day in and day out. It wasn’t overnight.” She goes on to quote Muhammad Ali –“The fight is won or lost far away from the witnesses, behind the lines, in the gym, and out there on the road; long before I dance under those lights”- to underline her point that commitment and grit are important in both boxing and investing. “It is the weekends you spend working or the millionth flight you take to meet that founder,” Ajami explains. “You need to do the work to be successful. When I boxed, I had a brilliant coach Dave who used to come up with classic one-liners that still resound in my ears from time to time. He often said, ‘Listen to me Anna, you either do it or you don’t!’ He meant that there is no half way of doing things. Finally, boxing taught me quite literally that when you fall, you need to get back up and fight back. You need to be flexible when things don’t go your way, and you need to be able to think on your feet. Boxing has made me resilient. I have a fighter mentality, and I put this to use when it comes to my founders and the companies they are building.” }Ajami is also committed to philan­ thropic causes - following the massive explosions at the Port of Beirut on August 4, 2020, she and her husband, Ibrahim Ajami, co-founded the Ajami Foundation, a private-born initiative aimed at empowering communities in Lebanon by supporting initiatives that advance entrepreneurship and education. “I lived in Lebanon for six years and fell in love with all its beauty, chaos, and particularities, }} IMAGES COURTESY AWJ MY GOAL IS THAT ONE DAY, FOUNDERS WILL SAY WE WENT TO BATTLE FOR THEM. THIS IS THE TYPE OF FIRM WE WANT TO BUILD.

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84 / ENTREPRENEUR.COM / August 2022 Tell me your story and your narrative “I want to hear your personal story. What experiences have shaped you? What is your insight? Why are you the right person to build this particular business? At the seed stage, we invest in founders, and as an investor, I want to get to know you better. I want to understand who you are, what drives you, and what motivates you.” Tell me why I want to commit to you and support you “Elaborate on the type of business you are building. What is the culture? What type of person is successful in your team? What are his or her behaviors? Who are you as a leader? The ability to hire and retain top talent is core to the success of an early-stage business.” Tell me why this is the right time “What is different today from yesterday? What has changed in the market? What is enabling you to build this business now? What resistance will you face?” Share your bold vision, the talent required, and the steps to get there “If all goes to plan, where do you see this business in 10 years? I want to understand how you think about growing and scaling your platform. I want to know how big you think this business can get, and whether you have thought about the execution steps and talent required.” Pitch Perfect Anamcara Capital General Partner Annelie Ajami’s directives for entrepreneurs seeking investment for their seed-stage enterprises S/VC and having experienced the explosion and witnessed the devastation firsthand, my husband and I wanted to help in a more meaningful way,” she says. “Initially, we reconstructed homes, re-homed families, and provided families in need with necessities. Being on the ground in those days was very confronting. It forces you to think about what is important in life. Following that time, I spend time reprioritizing where I devote my time and energy. Giving back has become a much more integral part of my life. I feel grateful that we have the opportunity to try to make a difference. Today, we are primarily focused on supporting Lebanese initia­ tives in areas that are close to our heart, such as entrepreneurship and education.” }With women who are budding their careers and/or businesses across the MENA region and beyond, Ajami wants to share a lesson she learned from her mother which is that making big decisions is fundamentally important in changing one’s narrative. “You need to unlock your own potential,” Ajami explains. “Go after what you believe in, be useful, and follow your heart. For instance, when I moved to the Middle East, I didn’t know anyone there and didn’t speak the language, but I wanted to see it through. It was this place of discom­ fort that ultimately made me grow. My advice to any woman just starting her career believe in yourself, and get uncomfortable. Don’t let anyone tell you you can’t do something.”All of this can also be summed up in a tip she got from her father, which is that the one who perseveres is the one who wins the game. “I live by this,” Ajami adds. “Mind you, I haven’t ‘made it’ yet. I’m still fighting.” I FEEL GRATEFUL THAT WE HAVE THE OPPORTUNITY TO TRY TO MAKE A DIFFERENCE. TODAY, WE ARE PRIMARILY FOCUSED ON SUPPORTING LEBANESE INITIATIVES IN AREAS THAT ARE CLOSE TO OUR HEART, SUCH AS ENTREPRENEURSHIP AND EDUCATION.

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85 August 2022 / ENTREPRENEUR.COM / S/Startup Finance HUSPY, A UAE-BASED PROPTECH STARTUP, has raised US$37 million in a round led by venture capital firm Sequoia Capital India. Considered one of the largest Series A rounds in the MENA region, California-head­ quartered venture capital firms Founders Fund and Fifth Wall also made their Middle East investment debut in the round. Abu Dhabi-based investment firm Chimera Capital joined returning investors global venture capital firm Breyer Capital, Greece-headquartered VentureFriends, as well as MENA venture capital firms BY Venture Partners, COTU Ventures, and Venture Souq. Launched in 2020 by Jad Antoun and Khalid Ashmawy, the duo launched Huspy after noticing how property transactions in the Middle East are often fragmented. “The entire experi­ ence can be very cold, challenging, and exhausting,” CEO Antoun says. “As a result, people just want to get the process over with, so they end up overpaying for mortgages, or worse, not closing the house they want.” It is thus to address this issue that Antoun and his team developed Huspy to digitally transform and ease the home buying experience. According to Antoun, the team were able to validate their model fairly quickly. “We partnered with leading banks and empowered every stakehold­ er in the transaction with our technol­ ogy, including agents and brokers, and improved the experience for homebuy­ ers by closing transactions three times faster than traditional methods,” he says. In fact, the company states that it has reached $2 billion in annualized gross merchandise value (GMV) over just two years, growing at 25% month-on-month to become one of the largest housing platforms in the UAE. }Connecting potential property buyers, banks, and private lending companies, the platform matches mortgage plans to users’ needs, obtains pre-approvals from banks, and thus helps close deals. It has also announced the launch of its full-service property marketplace as an added value offering, complementing its position in the home finance segment. “WE GOT FUNDED!” The stories behind the impressive investments raised by MENA-based startups Cartlow and Huspy by PAMELLA DE LEON and AALIA MEHREEN AHMED HUSPY huspy.com IMAGE COURTESY HUSPY → THE HUSPY LEADERSHIP TEAM Clockwise from bottom left: Chief Operating Officer Murilo Marques, Chief Product Officer Jorge Tung, co-founder and Chief Executive Officer Jad Antoun, Chief Experience Officer David Rodrigo, and co-founder and Chief Technology Officer Khalid Ashmawy. }}

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86 / ENTREPRENEUR.COM / August 2022 With its new funds, Huspy plans on “doubling down” its presence in the UAE and Spain, as well as additional countries in Europe, whilst hiring extensively across all teams and improving its core technology. “Our technology is built to scale across markets, but we also want to continue to raise the bar on the experience we deliver,” Antoun says. Speaking about the investment round, Antoun notes that he and his team sought to partner with investors that aligned with their ambitions and values to propel growth exponentially. “Partnering with Sequoia is a dream for many founders, including me,” saya Anton, who also notes that the company also welcomed previous regional investors. “Founders Fund and real-estate focused Fifth Wall both chose this round to make their regional debut, a privilege that we feel responsible for.” Indeed, Antoun believes the round is a sign of confidence investors have in Huspy and their business fundamentals. “As a MENA startup expanding to Europe, we want to inspire the entire ecosystem to unlock their global potential,” Antoun explains. “The regional startup landscape has evolved significantly over the past few years, and opportunities will continue to grow.” That said, Antoun claims they didn’t set to secure this particular size of the round. “In fact, we were significantly oversubscribed, and some money was left on the table,” he reveals. “A privilege we acknowledge, and a deliberate move we made in order to not be distracted by valua­ tions. Instead, our focus remains on creating value, and solving real problems in the property industry.” }Looking ahead, the team is focusing on growth in the UAE and Spain, while in the long term, they are also looking to expand further across the EMEA region and entering new markets in the next 12 months. “We want to build Huspy into a category- defining business, changing how people buy and finance their homes,” says Antoun. “As we shape the future of home-buying, we are raising the bar for the proptech ecosystem, while making it easier for people to invest in the world’s largest asset class. By bringing together world-class talent and technology to create great experiences, we’re already making a difference.” OUR TECHNOLOGY IS BUILT TO SCALE ACROSS MARKETS, BUT WE ALSO WANT TO CONTINUE TO RAISE THE BAR ON THE EXPERIENCE WE DELIVER. Tips on fundraising from Hupsy co-founder and CEO Jad Antoun It’s all about the people “As a founder, it is sometimes easiest to take support from whoever is willing to provide it. However, this can be detrimental. That is why entrepreneurs need to be very picky, whether it’s with their initial hires or leadership. At Huspy, even though we are a young company, we have attracted a world-class team of startup veterans from the likes of Loft, QuintoAndar, Uber, Loggi, SumUp, etc. located across Dubai and Madrid. This has played an important role in attracting investors. It also helps if they are genuinely good people.” If you want to be VC-backed, solve for very large problems “As a founder, it’s not enough to have a great idea. You need to define your market. The larger the problem you solve, the greater the returns. Metrics such as total addressable market (TAM) and serviceable available market (SAM), clearly outline the opportunity for your business. Having visibility of this data gives venture capitalists confidence in the viability of your idea and potential returns for them.” Ensure product-market fit before taking on huge investments “In the early stages of a startup, founders have room for experimen- tation. As you progress to larger investment rounds, you must ensure there’s a definite market for your product. Being over-capitalized can destroy a company. So, make sure that the problem you’re solving for is meaning- ful, and your product is the optimum solution for that problem. In the absence of product-market fit, you risk running out of money very quickly, and could be forced to shut down. The sooner you can achieve product-mar- ket fit, the better you’ll be positioned to build a strong business.” 'TREP TALK S/Startup Finance

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87 August 2022 / ENTREPRENEUR.COM / CARTLOW, A REVERSE LOGISTICS PLATFORM with offices in both the UAE and Saudi Arabia, has raised US$18 million in a Series A funding round that was led by its own strategic partner, KSA-based investment firm AlSulaiman Group (ASG). Launched in the UAE in 2019 as a mobile application that enables users to browse and purchase pre-owned and refurbished products, Cartlow was built with a vision to “dominate the untapped multi-billion-dollar market of reverse logistics in the region.” Today, it operates as a cloud-based technology platform that offers software-as-a-service (SaaS) to firms that are active within the reverse logistics ecosystem in the UAE and KSA. With an impressive additional amount of capital now at its disposal, the company’s future trajectory aims to build on that initial vision. “I believe that we are still at the start of our journey, and we are set to focus more on enhancing our operations and software solutions through this funding,” Mohammad Sleiman, founder and CEO of Cartlow, said in an exclusive interview with Entrepreneur Middle East. “Our strategic partnership with ASG will highly support Cartlow’s vision for the future. We will invest aggressively in technology and focus on expanding to KSA, capturing more market share in the region.” But Sleiman quickly points out that his future goals are not tethered to geographical boundaries or sectors it currently caters to. “We have not yet seen a mature recommerce platform in emerging markets, and hence part of Cartlow’s vision now is also to dominate the recommerce ecosystem in the MENA region, and eventually expand globally,” he said. “Cartlow’s recommerce platform is focused on various categories ranging from electronics to toys and others. We have witnessed a steady growth in sales and believe this is due to the extra value propositions that we provide to customers, for example; warranty, delivery, and quality. So, buying and selling pre-loved through Cartlow comes with ease of mind to customers.” However, scaling and growth aside, another facet to what Sleiman hopes to achieve through Cartlow is one that is deeply tied to the essence of reverse logistics itself: sustainability. “While optimizing the recommerce model of buying and selling pre-loved products, Cartlow is also aiming to save the environment by reducing its carbon footprint,” he added. “The reverse logistics sector empowers sustainable practices, and we have now started to see more companies push into sustainabil­ ity in the region. This is where Cartlow has the opportunity to empower various partners and collaborate with them as the industry grows.” It is worth mentioning here that, since its inception, Cartlow has saved over 10 million tons of e-waste. }And, according to Sleiman, this attention towards sustainabil­ ity is something that Cartlow’s users themselves reflect. “Since the COVID-19 pandemic, the focus has shifted greatly to e-commerce due to the increased demand for convenience, which Cartlow has been able to provide,” he said. “People are becoming increasingly knowledgeable of the benefits that used products provide– both from a sustainability and savings point of view. We believe that people’s trust in used products will keep rising to go into the future with the help of the value proposi­ tions provided by Cartlow– which takes used products to higher standards.” As Sleiman looks to bring these goals to fruition, he admits that he has no intention of slowing down anytime soon. “Everything is on the table for Cartlow in 2022,” he said. “We will be empowering more brands and vendors with the help of our return management, buy-back, trade-in, and recycling solutions, to help ensure a steady positive future towards saving the environment. Cartlow also prides itself on its sustainability practices, and will continue to ensure that the platform’s practices are aligned with the sustainability visions of the UAE and KSA.”  CARTLOW cartlowstore.app → Cartlow founder and CEO MOHAMMAD SLEIMAN WE WILL INVEST AGGRESSIVELY IN TECHNOLOGY AND FOCUS ON EXPANDING TO KSA, CAPTURING MORE MARKET SHARE IN THE REGION. → WITH THIS LATEST ROUND OF FUNDING, Cartlow aims to expand further into Saudi Arabia and other emerging markets while keeping a keen focus on ensuring greater sustainability IMAGE COURTESY CARTLOW

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88 / ENTREPRENEUR.COM / August 2022 1/ Launch, experiment, learn, adapt “Everybody has a plan until they get punched in the mouth.” Mike Tyson may have been referring to the art of boxing when he said this, but his words are also the core principle behind the lean methodology of running a business. It’s a process that favors experimentation over excessive planning, feed- back over intuition, and iterative design over traditional “big design up front” development. The lean methodology is what defined the first few months at Ziina. We launched our first product in just two months. My co-founder, Sarah Toukan, designed it, my other co-founder, Andrew Gold, engineered it, and we hired a part-time designer (who is now our Head of Design) to help polish it off. As can be expected, the result was a little rough around the edges- but people still used it! We came upon countless insights and learnings from that first version. In fact, we discovered that although consumers wanted our product, it was the small A s the co-founder and CEO of Ziina, I am running a Dubai-based startup that is heralding a new age of online payments with its award-winning digital wallet for the UAE. With a mission to bring money online or consumers in the Middle East, Ziina, in 2021, became the third-ever startup from the UAE accepted into the acclaimed accelerator program run by Silicon Valley-based Y Combinator (YC). But how did we manage to accomplish this feat? Here are four tactics we employed at Ziina that I believe helped it get recognized by YC: ↑ The Ziina team Making It Big Four tactics that enabled a UAE-born startup to make it to Y Combinator by FAISAL TOUKAN S/Ecosystem

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89 August 2022 / ENTREPRENEUR.COM / businesses that needed it. Thankfully, YC recognized this scrappiness for what it truly indicated: speed. We embraced the fact that there is much we did not know about our potential users, and launched a minimum viable product as quickly as we could. When the feedback came rolling in, we iterated. The co-founder of LinkedIn, Reid Hoffman, has repeated that if you’re not embarrassed by your first product, you’ve launched too late. We were proudly embarrassed of ours. 2/ Craft your dream team Our hiring process has always been selective, yet this was even more amplified pre-YC. We never enlisted someone new for the sake of filling a seat, always keeping a position open until we found the right person. When your team has a need, it’s very tempting to fill it with the first qualified person you find. But this is very dangerous. In the early days, it’s best to have existing team members step up until you understand your hiring needs. If you identify a role that appears necessary to your company’s growth, your current workforce can be a gold mine for both leveraging existing know-how and finding new talent. I believe the best approach is to ensure your team evolves in tandem with your needs. Many people think it’s easier to close candidates if you have a relaxed hiring process, but in fact, having an intensive hiring process helps demonstrate the caliber of the team to the candidate, and build their interest at each stage. Prospective hires have told us that our recruitment process is more intense than Netflix, a testament to our belief that finding the right people doesn’t (and shouldn’t) come easy. 3/ Hustle, hustle, hustle In the early days, my co-founders and I each pored through our friends list to find any link to YC. We reached out to friends (and friends of friends) who had YC-backed companies, soliciting them to recommend Ziina even before our application was submitted. The team at YC wants to see that you’re able to connect with the right people. There’s no better person to put your name forward than someone who’s been through their approval process already. 4/ Excel at the art of storytelling I firmly believe that the number one attribute of any successful startup is their ability to tell a compelling story about themselves. Our story revolved around three plot points: - Dubai had just witnessed a massive exit (i.e. Careem), which proved massive companies could be born in the region and instilled a sense of newfound optimism. - The UAE was actively implementing new regulatory structures to foster a growing fintech ecosystem. - International venture capitalists were now looking to the Middle East as an untapped investment horizon. The conclusion? This perfect storm created the ideal conditions for a player like Ziina to emerge and thrive. However, having facts, figures, and evidence isn’t enough. You have to put that evidence into a good story. Good storytelling requires two elements: high stakes and a shared experience. With Ziina, the stakes were high because we were trying to simplify payments in a way the region had never seen, which tied directly into the shared experience: everyone in the Middle East could relate to moving through transactions faster than their funds could. For YC specifically, they want to see a narrative of continuous improvement. Mainly that what you’ve accomplished over a given period of time is substantial- whether you’ve been in business for a week or decade. For too long, startups could raise on hype and user numbers, even if they weren’t paying users. Savvy investors need to see that at the end of the day you will create a money-making business. Faisal Toukan is the co-founder and CEO of Ziina, the UAE’s first peer-to-peer payment app that is on a mission to simplify finance for everyone. ziina.com We embraced the fact that there is much we did not know about our potential users, and launched a minimum viable product as quickly as we could. When the feedback came rolling in, we iterated. IMAGES COURTESY ZIINA

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90 / ENTREPRENEUR.COM / August 2022 S/Growth }By making use of the Service My Car website or mobile app, or even simply by calling its customer care line, car owners can have their cars collected (and returned) at their preferred times and locations, whilst staying updated on their cars’ progress throughout its repair process. The website and app can also generate free and instant quotes for a multitude of car repairs, and they also provide a plethora of service packages tailored to all types of cars. Besides partnering with the region’s leading workshops and garages (which have been vetted by the team, of course), Service My Car also offers on-demand roadside assistance, although it’s only available in the UAE at the moment. Puda adds that a major source of revenue for the startup is through its growing parts supplier network. “We have an in-house parts acquisition team that establishes connections with the region’s leading parts suppliers, to facilitate the distribution and utilization of all types of original equipment manufacturer and aftermarket car parts, based on customers’ requirements,” he says. Headquartered in Dubai, Service My Car operates across the UAE, Oman, and UK with a combined workforce of more than 180 employees. “Till date, we have serviced over 20,000 cars without owning a single workshop, and supplied over 100,000 spare parts without holding any inventory,” Puda declares. In 2021, it raised a seed round of US$10 million led by Omani business group Bahwan, which fueled its expansion strategy to Oman and UK. It’s no wonder then that it has received a slew of accolades too, two of which were the Fastest Growth and All About the Endgame Service My Car founder and CEO Ozair Puda has disrupted the Middle East’s car servicing industry- and the rest of the world is next by PAMELLA DE LEON E very great leader must remember two main factors of a business: employees and custom­ ers,” declares Ozair Puda, founder and CEO of Service My Car, as he gives his take on what makes for exceptional leadership. “Without these two factors, there is no business.” And that seems to be the paradigm that Puda has made use of at his own enterprise, which has certainly showcased out­ standing growth since its launch in the UAE in 2019. Puda founded Service My Car after witnessing significant inefficiencies in the non-agency car servicing and repair market in the UAE. Having been a tech and auto enthusiast from a young age, Puda knew there was definitely ways for things to be done better, especially given his experiences working in the automobile industry in the UK for several years before coming to the UAE. Service My Car thus came into being as an online car servicing and repair platform that provides car owners with a seamless digital journey for all their car needs -think servicing, repair, detailing, roadside assistance, and more- without ever having to leave one’s home or office to get them done. → OZAIR PUDA, founder and CEO, Service My Car IMAGES COURTESY SERVICE MY CAR

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91 August 2022 / ENTREPRENEUR.COM / CEO of the Year titles at Entrepre­ neur Middle East’s E-Business Awards 2022. “The astounding validation of our product-market fit, as well as recognition within the startup ecosystem positions us well, as we continue our global expansion,” Puda adds. Today, Puda and his team are gearing up to raise a pre-Series round to boost its expansion into Saudi Arabia and Qatar, with India and US on the list as well. }Looking back on his entrepre­ neurial trajectory, Puda says that he made sure to remind himself of his long-term vision at all stages of the journey. “My endgame is to disrupt the car servicing industry, which is currently underserved with tech innovations,” he states. But that’s not to say Puda didn’t have to contend with any hurdles along the way. “There were many bumps on the road, from bootstrapping and access to capital all the way to balancing our personal and business lives,” Puda reveals. “However, a disciplined approach with a never-say-die attitude is what kept us going. And we conquered one milestone after another. It just kept growing on us, and kept making us hungrier, and more ambitious.” But was there ever a time he felt actually discouraged in his entrepreneurial pursuit? “Well, to be honest, I have always been encouraged rather than discouraged, because I love the space we are in: automobiles,” he replies. “The best thing about waking up every day as an entrepreneur is continuously witnessing how far we have come from where we started, and how far we’ll go. I enjoy every bit of the journey, and I cannot contemplate anything bad or worse about being an entrepreneur.” According to Puda, the MENA region, particularly the UAE, continues to offer a plethora of opportunities today, especially if you’re keen to start a business. “The UAE is well poised to becoming the next Silicon Valley for tech startups,” TILL DATE, WE HAVE SERVICED OVER 20,000 CARS WITHOUT OWNING A SINGLE WORKSHOP, AND SUPPLIED OVER 100,000 SPARE PARTS WITHOUT HOLDING ANY INVENTORY. }Keep your eye on the endgame “Have faith in your long-term vision. You miss 100% of the shots you don’t take.” } Try, try, and try again “Determination is the key to success. At each step, the universe will throw doubt your way.” } Propagate your purpose “Make an impact, and build your brand. The business is as strong as its perception.” }Face hurdles head-on “Don’t be scared of the storm, you should be the storm- the sheer power of collective will, will sail you through the tough times.” }Empower your people “Foster a culture of creativity, unified goals, and ownership throughout the different levels of the organization. Your workforce is the most important asset and critical success factor.” Service My Car founder and CEO Ozair Puda shares his tips for entrepreneurs → Launched in 2019, Service My Car operates across the UAE, Oman, and the UK with a combined workforce of more than 180 employees, and has serviced over 20,000 cars. he says. “With recent government initiatives, procuring a business license in the UAE has become very easy and agile. I cannot recommend this region enough to anyone who has innovative and passionate ideas, and wants to channel such ideas through the form of an enterprise, whether it is related to automobiles or technology, or just about anything else.” In addition, Puda points out that the COVID-19 crisis has ignited a lot of opportunities for startups seeking to provide solutions to the need in the market for more convenient, at-home type of services. “And I am proud to admit that Service My Car was one such pioneer within our niche in that regard,” Puda concludes. TREP TALK

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92 / ENTREPRENEUR.COM / August 2022 “Qashio is the MENA’s first multi-level spend management software, which allows companies of all sizes to instantly issue unlimited corporate cards for their employees,” Moradi says. “We offer companies a comprehensive solution to take control of their company spending and offers real-time visibility on their day-to-day employee expenses.” Their offering includes the Qashio Control Centre, which companies can use to disburse budgets, issue and manage their cards, generate reports, and collaborate on requests and approvals. “The biggest advantage of Qashio cards is that they are completely controlled by the company,” Moradi adds. “Our software allows for a range of controls to be applied to the card including setting budgets by week or month, restricting vendor or category usage, restricting ATM withdrawals, setting a card suspension date, and controlling the active status of the card.” }The startup raised a pre-seed funding round of US$2.5 million earlier this year, which was led by multi-stage global venture capital fund MSA Novo S/Q&A T ogether with co-founder Jonathan Lau, Armin Moradi decided to launch fintech startup Qashio in Dubai in November 2021 to solve one of the biggest pain points for companies in the GCC region- the lack of visibility and control over company spending. “Currently, companies do not have real-time insights into their actual spending, and therefore, have inaccurate estimates on their cash flow,” Moradi says. “By removing time-consuming manual processes and moving to an automated spend management process, companies can free up employee time to focus on more impactful activities.” In less than a year, Moradi and Lau have grown the Qashio team to 20 people who enable the provision of the startup’s expense management software and programmatically issued corporate cards to more than 100 customers in the UAE- and Saudi Arabia is next on their list of markets to tap into. CASHING IN Jonathan Lau and Armin Moradi are dreaming big with their fintech startup, QASHIO by TAMARA PUPIC IMAGES COURTESY QASHIO and supported by venture capital firms Rally Cap Ventures, Palm Drive Capital, Plug and Play Ventures, as well as strategic angel investors that include executives from companies like Grubtech, Danske Bank, Two Sigma, and Xiaomi, among others. When asked about how he will use the funds, Moradi explains that he will focus on developing cost-effective and usable solutions in the shortest possible timeline. “We have put a strong emphasis on product development, and have hired some top talent to allow us to build the product as efficiently as possible,” he says. “In terms of marketing and business develop­ ment, until now, we have been quite low-key in our activities, working on outreach within our existing network of contacts, and have been receiving a high volume of referrals from existing customers.” }} THE BIGGEST ADVANTAGE OF QASHIO CARDS IS THAT THEY ARE COMPLETELY CONTROLLED BY THE COMPANY.

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↓ THE QASHIO TEAM In less than a year, the Qashio team has grown to 20 people who enable the provision of the startup’s expense management software and programmatically issued corporate cards to more than 100 customers in the UAE. 93 August 2022 / ENTREPRENEUR.COM /

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94 / ENTREPRENEUR.COM / August 2022 }Strategizing for perfection will never deliver results “Making decisions and executing them is more impactful. As soon as I recognized the power of making a decision, and then had the discipline to get it done, results began to manifest faster.” }Instill a culture of ownership in your company “Allowing your employees to have a meaningful impact on how the business develops is important for early-stage startups. You hired these people for a reason, so take their inputs seriously.” }Never lose track of your finances “As the saying goes, watch the pennies, and the pounds will take care of themselves. It’s easy to be led astray by seven-figure bank balances and sleek office spaces, but prioritizing your spending, and channeling it into the areas that will bring you the best return on investment will allow for a more sustainable business model. }Engage with your peers “Don’t consider other fintech leaders your enemies, but rather your allies. Engage, share insights, and learn from them. A fintech entrepreneur is a highly stressful and often lonely role, so it is good to have peers who you can relate to.” }Be confident in yourself and your product “It’s crucial to take feedback on board and learn from advisors and investors, but have the courage to push back when you believe in something. You will always know your product better than anyone else, so have confidence in yourself, when you believe you’re on the right track. It’s better to live with the risks you took than regret the ones you didn’t.” Tips for entrepreneurs from Qashio co-founder and CEO Armin Moradi Keeping one’s head down and remaining focused on the work seems to be a sound strategy for the currently volatile markets, which, according to Moradi, requires fintech entrepreneurs to develop more robust go-to market strategies and optimize the efficiency of their operations. “Given the recency of the majority of fintech solutions, entrepreneurs need to be prepared to educate and guide their customers through the transition to a digital solution, and I would advise any startups in the region to focus on providing the tools needed to help their customers to effectively and efficiently manage this change,” Moradi says. Meanwhile, the Qashio team has also been building relationships with both the MENA region’s nascent B2B fintech space as well as global fintech giants, and Moradi believes that this particular strategy has enabled his team to accurately execute its strategy locally, while also tapping into a global pool of experienced talent. }“Navigating around regulations is a challenge in the MENA region, so fintech entrepreneurs should keep in mind that licensing and legal fees will take up a considerable chunk of their monthly expenditures as well as your time so be prepared for that investment,” Moradi adds. “And from our contacts globally, we have learned that being headquartered in Dubai really helps, as many skilled expat workers are motivated to relocate here.” Having said that, Moradi’s plans for the future include executing numerous geographical expansion plans for Qashio. “We plan to expand our footprint in the UAE, along with launching our Bill Pay product. We are also focusing our efforts on launching in KSA, a market where we see huge potential for our solution, and where we are currently undergoing TREP TALK the process of receiving the necessary licenses and approvals. After KSA launches, we will focus on launching the remainder of the GCC countries, and then take on the beast that is Egypt,” he concludes.” I WOULD ADVISE ANY STARTUPS IN THE REGION TO FOCUS ON PROVIDING THE TOOLS NEEDED TO HELP THEIR CUSTOMERS TO EFFECTIVELY AND EFFICIENTLY MANAGE THIS CHANGE. → The Qashio control centre gives you complete visibility of your spending. Get the insights you need, at the click of a button. S/Q&A

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96 / ENTREPRENEUR.COM / August 2022 S/Q&A T he world at large has become quite comfortable with the concept of online shopping over the course of the last two years. “But traditional retailers have been left out in this e-commerce wave, and we want to change that,” says Ibrahim Sait, founder of Dubai-based online marketplace Dukkan. Sait argues that while most of the local stores in Dubai were able to make the digital shift, it has also led them to have to deal with issues like ensuring speed of delivery and seamless logistics. As a mobile application service that promises to deliver items from local stores within an hour in Dubai, Dukkan is thus aiming to give small and medium businesses in the Emirate a better head start in the online realm. “The main problem we’re solving is the broken model of e-commerce in its current state- we think that e-commerce should not compete or take over traditional retail, rather work with and grow together,” Sait says. → IBRAHIM SAIT founded Dukkan upon the argument that while most of the local stores in Dubai were able to make the digital shift, it has also led them to have to deal with issues like ensuring speed of delivery and seamless logistics. IMAGES COURTESY DUKKAN Dukkan /dukkanapp.com / A roundup of up-and-coming startups in the Dubai-based Mohammed Bin Rashid Innovation Fund accelerator program that you should be keeping an eye on by AALIA MEHREEN AHMED IN FOCUS

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Launched in its beta stage in early 2022, Dukkan’s founding team comprises of Sait and co-founder Ishaaq Qureshi. In addition to deliveries that are done within an hour and easier access to the local market, Dukkan also claims to offer its clients an average savings of 8%. For Sait, the nudge to create Dukkan came through his own experience of working at a local shop in the UAE for over four years. “Most traditional retailers still operated without any form of digitiza­ tion back then,” he says. “But during the COVID-19 crisis, I could see that over 90% of the UAE’s shops were evaluating how to digitize themselves. I knew then that I had an opportunity!” This would explain why, only a few weeks after its launch, Dukkan was able to secure local brands like Arsolangi, Oud Khaleeji, and Silk ‘N Sew on its app. “For our first few vendors, we went out physically to markets and shops, speaking to shop owners, and pitching Dukkan,” Sait says. “The few that trusted us are now live on the app.” And while it is still early days for Dukkan, Sait and his team are making use of all the options at their disposal to grow their user base. “As far as our customers are concerned, we actually grew really fast through a couple of viral Tiktok videos made by our Chief Marketing Officer,” he reveals. “We feel like we’ve grown rapidly with almost a hundred sellers registered on the app already, and thousands of users on our waitlist for public launch. During a pilot launch, we generated US$10,000 in gross merchandise value within one week.” }However even before launching, when Dukkan was still in its ideation stage, Sait and his team were able to secure an angel investment from Galadari Investments COO Abdulaziz Galadari. “We have been running on that since, but our burn is low, and our business model is profitable, and so, we’re making sure the model works before raising venture funding to grow,” Sait adds. That Dukkan was able to receive such an investment at such an early stage is also reflective of how Sait has been putting in the hard yards much in advance. “I’ve had the idea of Dukkan for almost a year now; however, due to lack of capital, I couldn’t actually get started on it,” Sait says. “I had built a couple mock apps as a minimum viable product, but I couldn’t actually release it due to regulatory issues. But it is important to remember that there is always a right time and place for when an innovative technology disrupts a mar­ ket. How we did it is we spent months in stealth, speaking to hundreds of customers and vendors on their pain points and problems, and we continue to iterate our product and model based on the feedback we get from our users.” }Having thus initiated the finetuning process, joining the MBRIF accelerator program was the next logical move to ensure the business’ growth, according to Sait. “My team consists of builders who are passionate about building a product that our users will love, but we’re young and are not familiar with the venture world,” he says. “Joining the MBRIF at this stage has really helped us become venture-ready in terms of our pitching, financial models, data, and more. We’ve also gotten a lot of support from MBRIF’s partners whenever we needed advice on technical topics such as payments, infrastructure, and logistics.” All of this preparation will now be channeled towards Dukkan’s public launch, says Sait. “We expect a lot of demand from consumers, and we want to be prepared for it, so we’re currently making sure all the logistics of our operative model is strong and resilient,” he says. “In the coming months, we hope to raise our official pre-seed funding round from angels and venture inves­ tors. And in the next few years, we hope to grow and expand Dukkan across the Middle Eastern region, redefining e-commerce for all!” 97 August 2022 / ENTREPRENEUR.COM / WE FEEL LIKE WE’VE GROWN RAPIDLY WITH ALMOST A HUNDRED SELLERS REGISTERED ON THE APP ALREADY, AND THOUSANDS OF USERS ON OUR WAITLIST FOR PUBLIC LAUNCH. → AS A MOBILE APPLICATION SERVICE that promises to deliver items from local stores within an hour in Dubai, Dukkan is aiming to give SMBs in the Emirate a better head start in the online realm.

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98 / ENTREPRENEUR.COM / August 2022 }“Heidron Energy Solutions was established in 2021 with the main aim of developing the most advanced state-of-the-art energy storage devices and materials,” Al Nahyan explains. “The founding team was inspired by the work done by Dr. Choi on the development of Li-ion batteries for space applications. What Heidron thus aims to do is create advanced batteries that are safer, lighter, cheaper, and more efficient for use in EVs and other energy storage applications.” As an enterprise that’s thus working on cutting-edge tech that can have global impact, Al Nahyan, who is also the Chairman of Heidron, believes that the UAE is the perfect launchpad for the company. “Our inspiration comes from the belief that the UAE is positioned with all the resources needed to provide the world with novel technologies that have the potential to disrupt many sectors,” Al Nahyan says. “We believe that all the tools required for success are readily available, and people must take advantage of these opportunities.” Rechargeable Li-ion batteries, which are often used in daily-use electrical devices such as cellphones and computers, have become extremely popular in the tech landscape owing to their high energy capacities and excellent performances at even high tempera­ tures. But an issue that remains for battery manufacturers is to ensure the longevity of their products. It is here that Heidron aims to bring in their expertise to produce, what is said to be, the most promising version of Li-ion batteries: those made out of silicon anodes. To understand its significance, a brush-up of high school science may be neces­ sary. Batteries are made up of three parts: an anode, a cathode, and an electrolyte. With the claim that it offers “unique, cost-effective, less time-consuming, and novel battery technolo­ gies,” the Heidron team is aiming to enable mass production of Li-ion batteries using its own solid-state flexible electrolyte mem­ branes. But a Li-on battery, specifically using an anode made out of silicon, it offers plenty of advantages over the traditionally used graphite anodes- and that’s why Heidron believes it’s onto a winner. }“Heidron is currently working with Khalifa University to further perfect its battery technologies, particularly in the areas of all-solid-state energy storage devices and advanced energy materials such as silicon anodes for applications in EVs and other electronics,” Mohamed, who is the COO of ↑ Left to right: Dr. Daniel Choi, Mohamed Ahmed Al Fahim, Rashed Ahmed Al Fahim, and Sheikh Hamdan bin Isa Al Nahyan, co-founders, Heidron Energy Solutions IMAGES COURTESY HEIDRON S/Q&A E lectric vehicles (EVs) may be all the rage nowadays, most of which are run on lithium- ion (Li-ion) batteries. Keeping that in mind, if we are to look at ways to enhancing these rides of the future, we perhaps need to start with figuring out how we can better these energy sources- and that’s something Dr. Daniel Choi, Assistant Professor of Mechanical Engineering at the Khalifa University of Science and Technology, is well-versed in. You see, Dr. Choi has been able to garner extensive knowledge on Li-ion batteries thanks to his work on a project sponsored by the UAE Space Agency, and that’s also what led him to become a co-founder alongside Sheikh Hamdan Bin Isa Al Nahyan, Rashed Ahmed Al Fahim, and Mohamed Ahmed Al Fahim of the Abu Dhabi- based startup, Heidron Energy Solutions. Heidron /heidron.com/

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99 August 2022 / ENTREPRENEUR.COM / Heidron, explains. “Our solutions would make batteries less complex and cheaper to produce by up to 50% of current manufactur­ ing methods, reduce battery weights by around 40%, and would also increase cyclic stability. We are already planning on developing our first demonstration facility for the production of high energy density silicon anodes. This would open doors for us to partner with a large number of sectors such as aerospace, electric vehicles, space, medical devices, consumer electron­ ics, and more.” At the same time, the silicon anode market offers a lot of potential for growth too. “It is interesting to know that only three companies in the world dominate this market,” Mohamed says. “These companies include BTR New Energy Material (China) with 50% market share, Shin-Etsu Chemical (Japan) with 30% market share, and Daejoo Electronic Materials (South Korea) with a 10% market share. Heidron believes that its silicon anodes could compete in many areas such as pricing and quality with current competitors. The silicon anode market is growing rapidly, and Heidron aims to be at the forefront of innovation within the next five years, by partnering with major EV battery manufac­ turers in order to utilize the benefits of silicon anodes, such as faster charging speeds and increased range.” }Currently in its pre-reve­ nue stage, Heidron hasn’t gained customers yet, but it’s already making its presence felt in the sector it operates in, both in the UAE and abroad. “We are working closely with industry partners to provide them with solutions that meet their own requirements,” Mohamed says. “For example, we are improving our solid-state flexible batteries to withstand extreme weather shifts for space applications. This is being done in collaboration with stakehold­ ers within the space sector. Moving forward, Heidron will also be working on licensing some of its intellectual properties with companies in multiple industries.” }Looking back on his startup’s journey so far, Rashed, who is the CEO of Heidron, says that the company has had to jump through its fair share of loops through the course of its entrepreneurial trajec­ tory. “These challenges included obtaining research and development (R&D) grants, hiring the best talents and access to certain machinery for R&D work,” Rashed says. “However, being based in the UAE has benefited us greatly. We were able to utilize amazing talent within local universi­ ties that included both Emiratis and UAE residents, and the universities even allowed us access to many crucial machinery needed for our R&D work that would have cost us a fortune. We were truly blessed!” Another advantage of being located in the UAE was Heidron’s access to (and acceptance in) the MBRIF accelerator program. “The MBRIF program has provided us with access to really great mentors and solutions that have actively assisted us in overcoming some of the key challenges we were facing,” Rashed declares. With plenty of work to do now in terms of gaining customers and bagging projects, the Heidron team aims to keep innovation at the heart of their company’s vision. “It takes the efforts of hardworking individuals to guarantee that we all have the necessary tools we need to be able to more effectively operate in this day and age of rapid technological advancement, and we try to work with the most innova­ tive people and entities to make sure that happens,” Rashed says. “Collaboration is the key to success, and we will always be open to work with companies that intend to make a positive impact in the world.” OUR INSPIRATION COMES FROM THE BELIEF THAT THE UAE IS POSITIONED WITH ALL THE RESOURCES NEEDED TO PROVIDE THE WORLD WITH NOVEL TECHNOLOGIES THAT HAVE THE POTENTIAL TO DISRUPT MANY SECTORS,” AL NAHYAN SAYS. “WE BELIEVE THAT ALL THE TOOLS REQUIRED FOR SUCCESS ARE READILY AVAILABLE, AND PEOPLE MUST TAKE ADVANTAGE OF THESE OPPORTUNITIES.”

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100 / ENTREPRENEUR.COM / August 2022 ↑ DR. MOHAMED ADNAN, Founder, Frontier Learning Solutions Dr. Adnan launched Frontier in 2021 alongside co-founders H.E. Dr. Ali AlHammadi and Fraih AlQubaisi with a vision to “push the frontiers of space science” by providing a more interactive avenue of education on the topic. How it aims to achieve that is by providing children with a hybrid gamified learning model, available in both Arabic and English. “Science is not just a word in the textbook, but the process of understanding the universe through controlled experiments,” Dr. Adnan says. “Surely, you can’t read a textbook to become a Formula One driver; you become one through experience and experiments- it’s science! So, how can our current education system teach science by making the next generation read textbooks?” Dr. Adnan’s argument makes sense in a world where edtech has made the process of teaching solely through textbooks slightly obsolete, and it’s particularly true in domains like space science, where hands-on learning is perhaps just as important as, if not more than, theoretical learning. }As someone who has worked with the US National Aeronautics and Space Administration (aka NASA) during his university days, Dr. Adnan doesn’t seem to be out of place in his role at the helm of a venture like Frontier. “I live and breathe space!” he says. “My work over the years has been experimental, and, in fact, my work on neural electrodes was once cited by Elon Musk as well. I was inspired by the endeavors taken by the UAE to inspire the next generation and the Arab nation towards a space-faring era, but the science currently taught in schools is frankly mundane and catered towards crossing lists in the curriculum. I thus combined my expertise in turning complex language simple with my passion to teach science experientially, and along with my friend H.E. Dr. AlHammadi, who is also the firm’s president now, launched Frontier Learning Solutions.” }When one lands (pun intended!) on the Frontier website, the homepage will direct them to a range of age-wise “space camps” and “space clubs” that they can choose from. The Astronaut Academy for students aged 6-11, and Mars Coding Academy for students aged 10-15 are examples of space camps, while the space clubs section includes an Astro­ mini Space Club for students as young as four. As for the impact these pro­ grams have, Dr. Adnan has his answer ready. “The students who successfully completed the Hope Academy were able to understand the functions of the different sensors of the Emirates Mars Mission’s Hope Probe, and combine sensor readings to create images well before the images of Mars were published,” he notes. “We were delighted to hear that our students were able to grasp that science and math is indeed used in the real world! This is how we push the boundaries from the UAE towards space.” MY WORK OVER THE YEARS HAS BEEN EXPERIMENTAL, AND, IN FACT, MY WORK ON NEURAL ELECTRODES WAS ONCE CITED BY ELON MUSK AS WELL. S/Q&A IMAGES COURTESY FRONTIER T o “make gamified learning on space sciences accessible to a million students across the GCC for a monthly cost equivalent to that of buying a single shawarma”- that is the goal Abu Dhabi-based educational platform Frontier sees itself achieving in a few years’ time. “As content curators and publishers of true space science education in both English and Arabic, Frontier pushes the boundar­ ies of the existing education system towards space,” co-founder Dr. Mohammed Adnan says. “Having already catered to over 4,000 students worldwide, we provide fun, engaging, holistic interactive experiential space education -curated by scientists- to grow new generations of scientists.” Frontier /frontier-ls.com/

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101 August 2022 / ENTREPRENEUR.COM / According to Dr. Adnan, Frontier has, as a B2C platform, so far amassed revenues worth US$100,000, with its services reaching more than 4,000 students within just a year of its launch. And given its aspirations to reach more students in the UAE and the wider region, the startup hopes to eventually start working with schools across the Middle East. That Frontier’s content is easy to adapt across schools of all sizes is what truly makes the firm’s business proposition so exciting, adds Dr. Adnan. “Our platform and content is scalable to create competitive classes and camps for any school or school systems who can host in both English and Arabic,” he says. “Our science contents have also been handcrafted in house using a hybrid model, enabling customers to access our contents through the comfort of their schools or any device. It’s easy for teachers to sign up, use our materials, and apply them for space camps and courses!” }Today, Frontier can also boast of a list of reputed local and international partners such as the UAE Space Agency, Abu Dhabi Department of Education and Knowledge, Abu Dhabi-based satellite communication company Yahsat, European multinational corporation Airbus, geospatial solutions provider Farmin, and Abu Dhabi-headquartered education group Aldar Education. “Now that our business has proven to be successful, we are now scaling up to B2B2C to integrate our contents and methods into other entities too, which means our bespoke solution can now be used by our partners as well,” Dr. Adnan says. “Our growth rate also indicates that we could reach a value of at least $15 million as our scalable platform reaches international borders. We would love to get the word out there to like-minded investors and partners to join us as we continue to push the frontiers of space sciences.” ← FRONTIER was launched in 2021 with a vision to “push the frontiers of space science” by providing a more interactive avenue of education on the topic. It aims to achieve that by providing children with a hybrid gamified learning model, available in both Arabic and English. Self-funded thus far, Frontier has made use of bootstrapping to run and grow its operations. And as the company now strives to find investors and to scale its services as well, Dr. Adnan admits that even reaching this stage of the business has come with its fair share of challenges. “The challenge about a young startup ecosystem is that the infrastructure is still going through a culture shock,” he explains. “Existing businesses often do not see the value in supporting ambitious startups born and raised in the UAE, despite having a positive track record.” It is here that Dr. Adnan lauds the role of the MBRIF accelerator program in amplifying Frontier’s endeavors. “We are now in the MBRIF to show the world that we are ready to scale up into schools,” Dr. Adnan says. “But the best part of joining the MBRIF is that they will support you post-graduation as well! Our company’s President is a graduate of the MBRIF, and he gave me all the reasons to join MBRIF. I have definitely gotten a better grasp of what Frontier is selling, all thanks to the valuable sessions hosted by the MBRIF team and its partners.” “To infinity and beyond!” –a popular line from the Toy Story series of movies- is perhaps a good way to describe Frontier’s next set of goals for the future. “Space was only reachable through innovation, and we teach students about space using innovations built in-house,” Dr. Adnan says “We are now developing tools using student responses to predict questions that will provide the highest retention of learning outcomes. We also do not want to automate the entire process, and so, the human touch in our services will be maintained through the teachers trained to guide and facilitate the students. And as for what’s next, look forward to hearing us striking deals with the network and partners of the MBRIF in the next few months!”

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102 / ENTREPRENEUR.COM / August 2022 S/Q&A → SUHAIL BACHANI (LEFT), CO-FOUNDED MERLIN FARMS WITH ROHIT BACHANI (RIGHT) and Hiro Bachani to address the Middle East’s water scarcity issues, as well as to contribute to safeguarding the region’s food security Merlin Farms’ farming technique is based on the concept of aquaponics -a combination of aquaculture and hydroponics- which can grow plants without soil by utilizing fish waste. IMAGES COURTESY MERLIN FARMS K illing two birds with one stone- that’s perhaps a good idiom to describe Sharjah- based agritech startup Merlin Farms’ offering, which, besides addressing the Middle East’s water scarcity issues, also contributes to safeguarding the region’s food security as well. “Merlin Farms’ farming technique is based on the concept of aquaponics -a combination of aquaculture and hydroponics- which can grow plants without soil by utilizing fish waste,” explains Suhail Bachani, who co-founded Merlin Farms with Rohit Bachani and Hiro Bachani. “The nutrient-rich water from the fish tanks is utilized by the vegetables that grow directly with their roots in the water, thereby cleansing it. This circularity of the system saves water compared to hydroponic and soil-based farming. We thus have two end products for sale: vegetables and fish.” Merlin Farms /merlinfarms.com/

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103 August 2022 / ENTREPRENEUR.COM / }Merlin Farms was founded in 2018 at the Sharjah Research Technology and Innovation Park (SRTIP), with its main offering, the Merlin Commercial Aquaponic System, currently enabling the cultivation of “highly in-demand” crops such as spinach and kale. “Our commercial farming systems allow for crops to be harvested daily to meet market demand, starting from half a ton produced per day using multiple fish tanks,” Suhail explains. “Aquaponic farming requires very less water as compared to soil-based farming as well as hydroponic farming, and our modu­ lated system can be duplicated for expansion, allowing an easy increase in size as the business grows.” While aquaponics remains the startup’s key offering, it is now also tapping into other areas of agritech as well as renewable energy. “Merlin Farms also offers agrotunnels, which are state-of-the-art climate-controlled, antibacterial, earth-sheltered structures that consume less electricity, to create what we believe is the highest yielding indoor cultivation system,” Suhail says. “We also contribute to a better environment by using Merlin’s innovative wind and solar renewable energy solutions to solve problems of energy, water scarcity, and food security.” }By introducing aquaponics to the UAE and the wider Middle East region, one of Merlin Farms’ key unique selling points lies in its ability to offer chemical-free produce, says Suhail. “We want to enable local production of fresh food year- round, as well as the ability to farm anywhere, in all seasons, by using less water, less energy, and no pesticides, while at the same time contributing towards the UAE’s mission towards food security,” he explains. “Merlin Farms intends to replace daily food and produce that is contaminated by the conventional use of chemicals, herbicides, and insecticides with nutritional, non-toxic crops, and protein. Aquaponics is the only modern farming system that produces pure food without any additives or too much labor-intensive intervention. The issues of environment, chemicals, climate, soil, water, space, labor shortage can thus be corrected by one solution: aquaponics!” According to Suhail, there is a lot of potential for his company’s utilization of aquaponics to be embraced by the population at large. “Our smart aqua­ ponic farms and greenhouses are designed to be effortlessly adapted in homes, schools, and communities,” Suhail explains. “At home, an aquaponic farm can easily feed a family of four all-year-round by combining advanced sensors and remote management to provide a mix of over 100 herbs and vegetables. In schools, farms can be created using aquaponic techniques and also be included as part of the curricu­ lum to teach our promising new generation the importance of sustainable farming and practical life techniques. What this does is provide an opportunity for the wider communities to purchase food that is grown within their own premises, using the least amount of resources and 90% less water but with yields that are three to four times greater than traditional farming methods.” }Suhail believes joining the MBRIF accelerator program will help Merlin Farms in implementing its vision on a greater scale. “The MBRIF is a great platform to improve the overall attitude and commitment toward caring for the environment,” he says. “But the program will also be very helpful in overcoming the financial challenges we are currently facing as a self-funded company for our expansion.” As Merlin Farms now aims to scale its services in a manner that aligns with the UAE government’s initiatives to achieve food security and sustainable agricultural practices, the roadmap for the journey ahead has already been laid out. “In the next few years, we plan to operate 50 such indoor aquaponic farms that will cater to the market demands by producing vegetables and fish year- round,” Suhail says. “We are also very excited about the farm-to-table concept restaurant which will be adjacent to our farm at SRTIP. Adoption of a licensing model that will harness the power of artificial intelligence and automation in our services is also on the cards. And finally, we intend to introduce training courses for the community at large, as well as school students- that is what we believe will truly enhance our overall development as a firm!” MERLIN FARMS INTENDS TO REPLACE DAILY FOOD AND PRODUCE THAT IS CONTAMINATED BY THE CONVENTIONAL USE OF CHEMICALS, HERBICIDES, AND INSECTICIDES WITH NUTRITIONAL, NON-TOXIC CROPS, AND PROTEIN.

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104 / ENTREPRENEUR.COM / August 2022 E nhance Ventures, a venture studio focusing on the Middle East, North Africa, Pakistan, Turkey (MENAPT) region, has launched its US$30 million Builders Fund, which will invest exclusively in the studio’s upcoming ventures focused in the fintech and commerce space. Founded in 2016, Enhance Ventures is led by Alper Celen, Ritesh Tilani, and Mohammad AlHokail, and it focuses on building and investing in digital businesses in the MENAPT region. Based in the UAE and KSA, it also has a technology center in Istanbul and satellite offices in Cairo, Amman, and Beirut. “We support founders materially in the early stages of venture development, when they need help the most,” AlHokail says. “This dramatically increases the success rate for startups, and makes entrepreneurship an economic engine for our region… We plan to expedite ecosystem development and increase activity between this ecosystem, starting with Dubai and Riyadh, and other, more developed ecosystems.” According to a release, through the fund, the company aims to “create 5,000 high-tech jobs, produce 500 business leaders, train 50 capable founders, and be the institutional co-founder of at least five major exits in the region in the next 5-10 years.” With a focus on finance and commerce ventures, Tilani notes that the team are keen on following current trends in the market, such as Web3, open banking, the move to a cashless society, the need for frictionless consumer and SME finance, and the growth of B2B commerce. As one of the pioneers in the venture studio space, Enhance has also devel­ oped and maintains the Global Studio Map, a comprehensive database of more than 700 venture studios globally. According to Celen, acting as an institutional co-founder, the firm offers entrepreneurs support through its tried and tested venture building methodol­ ogy, venture architects, technology development, marketing support, human resources capabilities, talent database, seed and follow-on funding and office space, among others. “This approach of shared resources allows us to take any given venture through the stages of ideation, validation, creation, growth and scale up with minimal cost and time,” Celen adds. One of its portfolio companies include Joi Gifts, currently one of the region’s largest online gifting marketplaces. The startup had since spun off from the studio 10 months ago after raising capital from investors such as Knuru Capital and Panthera Capital. Other companies include Right Farm, a B2B agritech firm; Clevr, a platform that offers small and medium-sized enterprises with sales and marketing tools; and Blue Terra, an online marketplace that delivers eco-friendly and organic products. While some note how the global entrepreneurial landscape is facing a funding freeze, Tilani and the team share a timely reminder for entrepreneurs to thrive: “If you recently raised funding, you’re in a better position than most founders. Take advantage of it by executing on the plan and growing the business, but doing it sustainably, so that you don’t have to worry if the current conditions carry on for a while to come.” And if you haven’t recently raised but have the option of doing so and extend­ ing your runway, take advantage of the option, he adds. In the meantime, Tilani advises entrepreneurs to focus on the fundamen­ tals of the business. “Optimize on unit economics. Be frugal. Eliminate unneces­ sary overhead. Improve cash manage­ ment and reduce working capital requirements. Invest more time in collecting receivables. Renegotiate vendor and supplier contracts. Focus your marketing budget on the most efficient channels. Take advantage of the fact that others have cut their marketing budgets and so there’s less competition, thus bringing down your customer acquisition cost. Cutting headcount isn’t ideal since it hurts team morale and productivity, so it should be considered as a last resort. But all options should be on the table if the survival of the company depends on it, especially if the team is larger than it needs to be to start off with. This approach will not just help you get through the funding winter, but when things turn around, you will also be one of the first companies to get funded.” enhance.online In The Loop/ IMAGE COURTESY ENHANCE VENTURES Fueling Growth Enhance Ventures launches US$30 million Builders Fund by PAMELLA DE LEON → ENHANCE VENTURES PARTNERS Alper Celen, Mohammad AlHokail, and Ritesh Tilani (Left to right)

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