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february 2015 Entrepreneur 1 the rewards Reaping Reaping the rewards One year of supporting entrepreneurship in MENA It’s our first anniversary! 9 772311 541008 > FEBRUARY 2015 | ENTREPRENEURMIDDLEEAST.COM | UAE AED20 H.E. Sheikha Bodour Bint Sultan Al Qasimi H.E. Noura Al KaabI H.E. Sheikha Hanadi Bint Nasser Al Thani Dalya Al Muthanna Muna AbuSulayman Clare Woodcraft Dr. Hayat Sindi Maha Al Ghunaim Muna Easa Al Gurg Zeina Tabari Rosemin Manji Nisreen Shocair Huda Janahi MENA’s business who’s who MENA’s business who’s who Women IN BUSINESS Succession, motivation, and exceptional enterprise conduct strategies for

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february 2015 Entrepreneur 3 CONTENTS february 2015 20 INNOVATOR: Reaping the rewards The region’s who’s who Succession, motivation, and exceptional enterprise conduct strategies for women in business H.E. Sheikha Bodour Bint Sultan Al Qasimi H.E. Noura Al Kaabi H.E. Sheikha Hanadi Bint Nasser Al Thani Dalya Al Muthanna Muna AbuSulayman Clare Woodcraft Dr. Hayat Sindi Maha Al Ghunaim Muna Easa Al Gurg Zeina Tabari Rosemin Manji Nisreen Shocair Huda Janahi 14 EDITOR’S NOTE By Fida Z. Chaaban 56 ‘TREPONOMICS: ASK A PRO Teaching ‘treps Juris Ulmanis is an instructor of entrepreneur- ship in post secondary, and he thinks that to do so you must have hard market experience and real world know-how. We agree. 58 SKILLSET It’s not about the books Imad Atwi took some time off of work to pursue his MBA, and he found 10 things over the course of that year that made it worth it. 88 MONEY VC VIEWPOINT Making monetary sense One of the first things you need to be fully knowledgeable about as a startup is the VC term sheet- it’s the initial key document that sets out the structure of a venture capital transaction. The region’s who’s who: Succession, motivation, and exceptional enterprise conduct strategies for women in business 20 H.E. Noura Al Kaabi Muna AbuSulayman

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Entrepreneur february 2015 4 60 78 FRANCHISE: Ins and outs UAE-based franchise Chez Sushi prioritizes regional expansion, and DineEquity’s hands-on CEO Julia Stewart gives credit where it’s due. 92 START IT UP: STARTUP FINANCE Counting on it for the year ahead Financials and your business, written by Brndstr founder and CEO Simon Hudon. He’s been there and done that, and he’s got five points for you to examine regarding your spends. 60 WACKY IDEA Mobilizing payment solutions Majid Al Futtaim Ventures found payment solutions startup Beam Wallet worthy of investment… find out why. 84 Q + A Finding the right fit Startup InternsME wants to help your company find the right fit, and in the process they’re addressing MENA’s youth unemployment situation. CONTENTS february 2015 72 Artistic inclinations Home away from home: Four Seasons Doha wants you to move right in, and stay awhile 68 52 JetSmarter wants to open up private jet travel to the masses

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Entrepreneur february 2015 8 CONTENTS february 2015 62 Nissan and NASA to develop self-driving vehicles Erratum The December 2014 article, Client clout, incorrectly stated that Phenomena manages the Nikon MEA Facebook page, when it is in fact managed by Illustrado Communications FZ LLC. Entrepreneur Middle East apologizes for the error. #TamTalksTech The F 015 Luxury in Motion concept car by Mercedes-Benz has set the bar for self-driving vehicles. 62 62 TECH: SHINY #TamTalksTech Gadgets and doodads that you might’ve missed out on, sourced by a tech aficionado. Yes, it’s okay to want them all… and no, it’s not our fault. 66 CULTURE: TRAPPINGS ‘Trep gear The executive selection for the entrepreneur on your list that has everything. Okay, maybe for a little self-reward as well. 68 TRAVEL Home away from home GM Rami Sayess of the Four Seasons Doha wants you to move right in, and stay awhile. They’re ready to keep things just they that way you like them, every time you’re in Qatar. 70 LIFE It’s time to chill out… seriously We’ve got five reasons that you need to schedule downtime. Your work-life balance affects your mental and physical health, and this is a scientific fact. 82 LIFE Business book rundown Amal Chaaban reviews a few business books for you before you hit the bestseller aisle. It’s true that not all executive material is created equally.

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february 2015 Entrepreneur 9 HAMRIYAH FREE ZONE AUTHORITY, SHARJAH, UAE sales@hfza.ae - www.hfza.ae UNPARALLELED INDUSTRIAL LANDSCAPE Hamriyah Free Zone houses more than 6,000 businesses from 155 countries engaged in over 500 activities; from large-scale steel fabrication through maritime and rig maintenance to food packaging production. With its own deep-water port, strategic location, modern facilities and quick setup Hamriyah Free Zone offers unparalleled advantages.

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Entrepreneur february 2015 10 SUBSCRIBE Contact subscriptions@bncpublishing.net to receive Entrepreneur Middle East every issue EDITOR IN CHIEF Fida Z. Chaaban editor@bncpublishing.net MANAGING DIRECTOR Walid Zok walid@bncpublishing.net DIRECTOR Rabih Najm rabih@bncpublishing.net DIRECTOR Wissam Younane wissam@bncpublishing.net PUBLISHER Nehme Abouzeid MANAGING EDITOR Aby Sam Thomas CREATIVE LEAD Odette Kahwagi ONLINE LIAISON Kareem Chehayeb COLUMNIST Pamella de Leon PO Box 502511 Dubai, United Arab Emirates P +971 4 4200 506 | F +971 4 4200 196 For all commercial enquiries related to Entrepreneur Middle East contact sales@bncpublishing.net All rights reserved © 2014. Opinions expressed are solely those of the contributors. Entrepreneur Middle East and all subsidiary publications in the MENA region are officially licensed exclusively to BNC Publishing in the MENA region by Entrepreneur Media Inc. No part of this magazine may be reproduced or transmitted in any form or by any means without written permission of the publisher. www.entrepreneurmiddleeast.com WE’RE HEAVILY INVESTED IN OUR WEB PRESENCE IS DIGITAL MIDDLE EAST Printed by Raidy Emirates Printing Group LLC www.raidy.com EntMagazineME @EntMagazineME | @Fida Entrepreneur-me EntrepreneurMiddleEast EntMagazineME EntMagazineME EntMagazineME MIDDLE EAST Images used in Entrepreneur Middle East are credited when necessary. Attributed use of copyrighted images with permission. All images not credited otherwise Shutterstock. Imad Atwi Amal Chaaban Youmna Chagoury Tamara Clarke James Clear Ronnie Dabbasi Simon Hudson Lina Hourani Suhail Al-Masri Ross McCammon Shoug Al Nafisi Kirstin Ridout May Rostom Shahram Safai Kara Schoeffling Geoff Weiss Juris Ulmanis Erika Widen CONTRIBUTING WRITERS In addition to our print edition, we’re bringing you all sorts of industry news on our web mediums. Joining us online means getting relevant business and startup content in real-time, so you’re hearing about the latest developments as soon as we do. We’re looking forward to interacting with our readers on all of our social media and web platforms- like any thriving business, we’re looking to give and take. #TrepTalkME is already happening on all of our digi platforms, and all good conversations go both ways. See you on the web!

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Entrepreneur february 2015 12 Al-Futtaim Auto & Machinery Co. LLC United Arab Emirates: 800 32626 Saudi Arabia: 800 1244414 e-mail: famco@alfuttaim.ae www.al-futtaim.com It is, without doubt, one of the harshest environments on earth: the Empty Quarter in the Kingdom of Saudi Arabia – the largest and most barren sand desert in the world, spreading itself over four Arab nations and covering 650,000 km2 which is comparable in size to France. Temperatures range from 50° to -1°C in the course of a single day and the sand and dust are relentless. The nearest city is 1000 kilometres away. So the construction of a 256 kilometre road cutting through this wildnerness, linking Saudi Arabia to the Sultanate of Oman, called for an extraordinary solution. The response: a eet of 95 Volvo machines was assembled. Together, they shifted over 130 million m3 of sand just to build the bridge of the road – an extraordinary feat in such harsh conditions, yet the quality and power of Volvo engineering was up to the challenge. The difculties created by the remote isolation of the worksite were answered with excellent customer support from FAMCO, the authorised Volvo dealer in Saudi Arabia, which included the organisation of mobile 24/7 service workshops that moved forward with the construction operation. Discover a new way. www.emptyquarter.volvoce.com Exclusive distributor of Volvo Construction Equipment in the UAE and Saudi Arabia

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february 2015 Entrepreneur 13 www.famcouae.com www.famcosaudi.com Watch video

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Entrepreneur february 2015 14 I t’s probably true to say that every regional publication has some sort of “list” format. “Power” this, “influence” that… Rather than just listing the names and regurgitating the biographies of interesting figures of enterprise, we felt that for our “list” it was important to find out what their criterion for a job well done is, and better still, what advice they have for you as an entrepreneur or as someone who wants to build on their corporate accomplishments. I consider myself a very fortunate editor indeed to have Entrepreneur, on our one year an- niversary, mark this occasion with the advice of these thought leaders. All of the businesspeople that we’ve featured in our Achieving Women section -led by two individuals that I see as great role models with positive personalities, H.E. Sheikha Bodour Bint Sultan Al Qasimi and H.E. Noura Al Kaabi- are doing great things, and subsequently, they wield a lot of well-deserved clout due to their extraordinary workplace conduct. Someone that you need to sit up and pay attention to in this issue’s special section? GE Gulf’s first ever female President and CEO Dalya Al Muthanna (often mentioned in the press as the first Emirati to hold that office). How have we tackled our version of a “power” list? We didn’t just list, we actually culled their areas of expertise, and requested that they share their knowledge with the region’s entrepreneurs, using our pages as their medium of choice. We have brought you their business know-how and their words of encouragement, by asking them to share advice and insights on a wide range of topics. For instance, Saudi Arabian TV personality, thought leader and startup founder Muna AbuSulayman, a big proponent of women in entrepreneurship, talks about the value of having women front and center at industry events, while Emirates Foundation CEO Clare Woodcraft, gets you off on the right foot for social enterprise and CSR initiatives. I am truly very humbled that these women have graced the pages of Entrepreneur’s one-year anniversary issue with their finely-honed opinions and actionable success strategies. We have wonderful things for you to read in this edition, and there could be no better way for Entrepreneur’s MENA print and web mediums to move forward than with these industry luminaries. I look forward to hearing which opinion leader most resonated with you this issue, and I thank you all for your continued support and online en- gagement. If you haven’t yet joined us online, please do reach out to us on any of our social media platforms. I have spent the last 12 issues asking you to talk to us on social media, and there is no greater reward than when I receive terrific images of readers with their editions of the magazine via Twitter or Instagram. Whatever medium you opt for, we’re going to continue talking back in real-time. EDITOR’S NOTE Fida Z. Chaaban Editor in Chief @fida editor@bncpublishing.net At Entrepreneur, it’s not just about the “who,” it’s about the “how” Industry intel

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Entrepreneur february 2015 16 O ver the past few years, the world has been kept on the edge of its seat as the Palestin- ian Authority tried to tip the scale of the Israeli occupation by having its own seat in the United Nations (UN). Most will recall its attempt of becom- ing a member state at the UN General Assembly, but were only granted the status of observer non-member state alongside the Holy See. Palestine also was voted in to become the UNESCO’s 195th member state, the UN’s cultural arm. The United States and Israel tried to turn things around by not pay- ing their UNESCO membership dues as a result of the deci- sion, but only ended up losing their voting rights. Just last December, a bid for Palestin- ian statehood was rejected at the UN Security Council after a U.S. veto. Ever since, analysts have been going on about the prospect of Palestine joining the International Criminal Court (ICC), not to be mistaken with the UN’s International Court of Justice (ICJ). Hoping to hold Israel account- able for its illegal settlement expansions and war crimes, on January 2, 2015, Palestine signed the Rome Statute, the treaty that founded the ICC. Israel and the U.S. were initial signatories despite having their reservations about the treaty, but both decided to not ratify it and opted out. UN Secretary General Ban Ki Moon stated that Palestine is expected to become a member of the ICC as of April 1, 2015, despite many expecting the ICC to reject Palestine’s application. So what happens next? The ICC confirmed that Palestine has asked to exercise its jurisdiction over crimes committed in the Palestinian territories of Gaza, the West Bank, and East Jerusalem as of June 13, 2014. That day was when Israel started a massive indiscriminate roundup opera- tion in the West Bank, after the kidnapping and killing of three Israeli boys. Soon after, Israel launched its latest offensive on Gaza from July 8 until August 26: Operation Protective Edge. According to the UN Office for the Coordination of Humanitar- ian Affairs (UNOCHA), 1,523 civilians were killed. This is in an addition to illegal settlement expansion in the West Bank and East Jerusalem, an issue that has been condemned by most world powers and the UN for years. Of course, it’s not all that easy. Historically, the ICC hasn’t re- ally been proactive on handling issues related to the occupation of Palestine. Many analysts also claim that the court would be more inclined to try Hamas lead- ers than senior Israeli officials; it is an easier thing to do given that most countries see Hamas (or at least parts of it) as a ter- rorist organization. But should the court decide that Israel’s crimes are grave enough, a very long and thorough investigation will need to be conducted on the crimes and on the accused. And unlike the ICJ, the ICC doesn’t have an enforcement body, like a police force, to implement the court’s arrest warrants. There are many other problems that Palestine could face; this is just scratching the surface. The U.S. and Israel have also been work- ing hard to delegitimize and quell the situation. Firstly, Prime Minister Benjamin Netanyahu froze Israel’s monthly transfer of US$125 million in tax revenues to the Palestinian Authority (PA), meaning that the PA will now struggle to pay salaries to thousands of workers. Across the Atlantic, American Senator Lindsey Graham stated that the U.S. would continue to hinder Palestine’s statehood aspira- tions, in addition to potentially cutting its annual $400 million funding to the Palestinian Authority. Though the consequences President Mahmoud Abbas and the PA might face sound immense, ICC recognition could be a huge step forward for Palestinian statehood and sovereignty in the long-term. It’s just a matter of how things play out in the coming months… or years. in the loop Palestine pursues joining the ICC A lgeria’s Minister of Industry and Mining, Abdeslam Bouchouareb, announced that a new and effective law on SMEs would be presented to the parliament in Algiers “soon”. This law couldn’t come at a better time; an SME “upgrading program” was launched in 2012 and hasn’t delivered the goods as promised, despite allocating US$4.3 billion for 20,000 SMEs. Turns out that only about 4,000 have signed up for the program, according to Algeria’s own National Agency for SME Development (AND-SMEs). It’s worth mentioning that AND-SMEs was established back in 2001, which seems slightly ahead of its time. Various sources claim that 95% of Algeria’s businesses fall into the SME category, so will this new law help AND-SMEs make some real progress in the enterprise space? Let’s hope talk leads to action. Algeria to announce revitalized SME law International Criminal Court (ICC), Hague, Holland Parliament of Algeria website

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Entrepreneur february 2015 20 Success, motivation, and exceptional enterprise conduct strategies for women in business Reaping the rewards Supported by Connecting leadership with potential

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february 2015 Entrepreneur 21 A huge proponent of literary initiatives both in the UAE and abroad, H.E. Sheikha Bodour Bint Sultan Al Qa- simi has founded her own award-winning publishing endeavor –centered around Arabic language content for children- and made literacy and learning an agenda priority. Sheikha Bodour has been rec- ognized consistently by many public and private entities for her work in non-profit spheres, in her capacity as a role model for young GCC women, and in business as the Chairperson of Shurooq and as a board member of a number of other orga- nizations. Her active online persona has helped to give her a reputation of being interactive, modern and youthful in her approach to societal issues, and her work methodology on behalf of the Emirate of Sharjah and the UAE as a whole. She encourages women pursuing commercial achievements to pour their entrepreneur- ial energy into a sphere they are excited about, thereby fostering unwavering strength in the face of setbacks. Sheikha Bodour’s Tips for entrepreneurial success 1. Passion equals perseverance “Do something that you are passionate about. Success doesn’t happen overnight– at some point in time you will face obstacles and setbacks. But if you are pursuing your passion, you will always be able to find the strength to keep going, because your heart, mind, and soul are working towards the same goal.” 2. Associate yourself with people who share your values and vision “Pick your friends, your partners, and your staff carefully. Building something from the ground up takes a lot of positive energy. Your friends and the people you work with are your support network– if they have your back, there’s very little you can’t achieve.” 3. Hone your personal definition of success and pinpoint your goal state “Celebrate your achievements, learn from your mistakes, and remember that suc- cess is measured on many levels. It’s good to have role models, people who inspire you, but ultimately the only yardstick you should measure yourself against is your own potential. Decide what success means to you and work to make those goals happen.” The Motivator H.E. Sheikha Bodour Bint Sultan Al Qasimi Chairperson, Sharjah Investment and Development Authority (Shurooq) Founder and CEO, Kalimat Publishing Group The Pioneer As the first woman to hold a federal cabinet post in the UAE, it’s easy to see why Her Excellency Sheikha Lubna Bint Khalid Al Qasimi is acknowledged to be one of the most influential (and most powerful) figures in the Arab world today, and this includes between the ranks of her male government contemporaries as well. In her stints as first the Minister of Economy, then as the Minister of Foreign Trade, and now as the Minister of International Cooperation and Development, H.E. Sheikha Lubna has been playing pivotal roles in the UAE government, thereby breaking stereotypes and challenging perceptions of Arab women in the global mindset. H.E. Sheikha Lubna Bint Khalid Al Qasimi Minister of International Cooperation and Development Above: Dr. Fred Moavenzadeh, President, Masdar Institute, Her Excellency Sheikha Lubna Al Qasimi, UAE Minister for International Cooperation and Development and His Excellency Dr. Sultan Al Jaber, UAE Minister of State, Chief Executive Officer of Energy at Mubadala and Chairman of Masdar, at a Masdar Institute event in September 2014. H.E. Sheikha Bodour Bint Sultan Al Qasimi speaking at the Women in Leadership Economic Forum in Dubai, UAE on November 20, 2014. H.E. Sheikha Lubna Bint Khalid Al Qasimi Image © YouTube.com MASDAR Reaping the rewards The MENA region’s achieving women Supported by

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Entrepreneur february 2015 22 I was the first employee of twofour54, having started in our partner support services division. Witnessing the growth of twofour54 has been the highlight since the beginning. Growing with twofour54 and becoming its CEO has been a great gift because I was part of paving the way to establishing a leading media hub in the UAE and the region’s driving force behind media and entertainment entrepreneurs.” H.E. Noura Al Kaabi, the CEO of what is now one of most relevant corporate enti- ties to come out of the United Arab Emir- ates, says that becoming the head of the multi-faceted hub is thus far her hallmark career moment. For female startup found- ers reading this, you might have already heard that twofour54 recently partnered with Flat6Labs that twofour54 recently partnered with Flat6Labs to launch Flat- 6Labs Abu Dhabi, and they are welcoming businesses from all across the MENA region and abroad. Aiming to position Abu Dhabi as the epicenter of the startup ecosystem, they’re “committed to creating a thriving entrepreneurship ecosystem at twofour54 and through a variety of initiatives, we have supported local talent and helped startups fulfil their creative potential, which is vital to building and sustaining our media and entertainment industries. Our current investment portfolio includes Tahadi Games, Falafel Games, Jawaker, SAE Institute, D1G, PopArabia, T-Break Media, Akhtaboot, Nibras, Istikana, as well as investments in specific content projects,” adds Al Kaabi. They continue to invest in media venture SMEs and entrepreneurial projects, but Al Kaabi is a realist and doesn’t discount mediums outside of the digital arena not- ing that “digital is definitely the future… but not the only future– there will always be a place for traditional media such as broadcast television. Digital media is a fast growing industry in the Middle East, with consumers now spending more than a quarter of their total media and enter- tainment time on digital platforms.” The annual Abu Dhabi Media Summit (ADMS), a twofour54 endeavor, having established itself as an extremely relevant platform for entrepreneurs, businesspeo- ple and media alike, has presented some of the world’s biggest thinkers and sector luminaries over the past few years. Al Kaabi is well aware of the Summit’s pull, and says that they’ll soon be releas- ing the 2015 program for the highly anticipated event: “ADMS has previously drawn some of the industry’s biggest names including Bill Gates, Tim Berners- Lee, Rupert Murdoch, James Cameron and Eric Schmidt, has grown to become one of the world’s most preeminent events for the media and entertainment sector. Last year’s Summit brought together a big number of media leaders and innovative thinkers to stimulate the industry and bring new ideas from the international sector to the regional one. Some of the speakers included Her Majesty Queen Rania of Jordan, Mark Thompson, CEO of The New York Times, Ahmad Abdulkarim Julfar, CEO of Etisalat and Sam Barnett, CEO of MBC Group. The Summit was held under a theme highlighting the recent developments in the media industry in the MENA region and further afield. It focused on the future of media and tech- nology and discussed the impact it has on different interactions between As a visionary, Al Kaabi consistently looks at the larger picture to facilitate success. Here are five drivers that you need to ap- ply to your business. 1. Look to fresh faces for potential “As a result of my role and as a result of twofour54 being such a dynamic and vibrant company consisting of many units that attract talent and aspiring youth every day, I am in a position where I meet fresh faces and talented enthusiasts of the industry on a regular basis. We are in Reaping the rewards The MENA region’s achieving women Supported by Noura Al Kaabi - Mostafa - Mubarak “ The Visionary H.E. Noura Al Kaabi CEO, twofour54 H.E. Noura Al Kaabi addressing the assembly at the Abu Dhabi Media Summit 2014 H.E. Noura Al Kaabi and Her Majesty Queen Rania of Jordan at the Abu Dhabi Media Summit 2014

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february 2015 Entrepreneur 23 a fairly new industry and because of our newness, I am inspired by my colleagues at twofour54 as well as the talents as mentioned earlier. Through different initiatives, talent development tools and internships, we are enabling young skilled media professionals to learn from some of the world’s best producers, directors, developers and other experts in the indus- try. As we shift to the digital side of the industry and e-commerce, following the global trend that is especially apparent in the Middle East, twofour54 will continue to support many growth stage digital businesses by providing investment fund- ing to game developers” 2. Build foundations for long-term benefit “I work in an environment that is com- mitted to creating and developing a thriving, self-sustaining media industry by investing in the most talented and pas- sionate people. The ever-changing dynam- ic environment gives me the opportunity to also fill an important role working on a micro managerial level. twofour54 aims to build a strong, sustainable and private-led media industry, in support of the capital’s economic diversification strategy as laid out in the Abu Dhabi Economic Vision 2030. Our aim is to create a collabora- tive and supportive campus community stimulating creative and professional partnerships. We are making Abu Dhabi a regional centre of excellence in qual- ity content creation across all media platforms, including film, broadcast, music, digital media, events, gaming and publishing.” 3. Encourage and support human capital progress “We have had a number of interns work- ing with some of our leading partners, such as Ubisoft on the development of CSI: Hidden Crimes, the first mobile game developed in Abu Dhabi. These initiatives will encourage the young interns to con- sider the media industry as a long-term career choice. I would like to emphasize the value of twofour54’s employees, especially the women at twofour54 who are committed in making a difference to the media sector and the community as a whole. We have always appreciated the hard work of our employees and through our maternity leave policy, as an example, we convey our understanding and support during those critical family times.” 4. Think synergistically to see the bigger picture “As a member of the UAE’s Federal Na- tional Council and working on different committees and boards, I have the op- portunity to see the overall vision of Abu Dhabi and UAE. As a result of filling these roles, I am able to serve UAE on both a local and federal level. While each entity operates individually to develop different parts of the chain, they also help each other to grow the overall culture.” 5. Link up to scale your business… and support the MENA region “94% of the 300,000 enterprises in the UAE are SMEs and these companies employ 90% of the nation’s workforce as well contributing 40% towards GDP, which enhances the development of the UAE. However, unemployment is current- ly at a significant high and is considered as a major stumbling block to regional development. I think that entrepreneurs in general need to work together with ac- celerators to establish their businesses.” Reaping the rewards The MENA region’s achieving women Supported by A graduate of Tufts and Harvard, H.E. Reem Ebrahim Al Hashimy first joined the Federal Government in 2008. The Minister of State also acts as the Chairperson of the National Bureau of Statistics, Dubai Cares and the Emirates Competitiveness Council. Al Hashimy, best known as the driving force behind Dubai’s upcoming Expo 2020, is the Managing Director of the executive body responsible for the UAE’s successful bid, and the Director General of the Expo 2020 Dubai Bureau. With an academic background in international relations, H.E. served the UAE in Washington, D.C. as Deputy Chief of Mission, and reportedly began her career as Commercial Attaché. The Patriot H.E. Reem Ebrahim Al Hashimy UAE Minister of State Managing Director, Expo 2020 Dubai Higher Preparatory Committee Director General, Expo 2020 Dubai Bureau H.E. Reem Ebrahim Al Hashimy “E-commerce will be a critical source of digital growth. The MENA e-commerce market was worth US$2.3 billion in 2014 and is expected to grow 13% annually to 2019. Saudi Arabia and the UAE are the dominant markets, and will continue to make up almost 40% of the total market to 2020. Mobile capabilities are increasingly important– mobile commerce is expected to reach 20% of e-commerce revenue in 2015, up from 7% in 2011.” H.E. Reem Ebrahim Al Hashimy Image © YouTube.com

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Entrepreneur february 2015 24 D alya Al Muthanna may have made headlines in 2014 when she became the first Emirati to be appointed the President and CEO of GE Gulf, but this enterprising woman has been making waves in the business world long before that as well- prior to her career at GE, she had founded and managed a multi- million dollar international franchise for five years. Given her career achievements –including the note- worthy achievement of being the first female President and CEO of GE Gulf- it’s no surprise that Al Muthanna has become an inspiration for women in the region; a responsibility that she’s carrying off with no shortage of enthusiasm and élan. For a woman entrepreneur or as senior manage- ment at a multinational corporation, in largely male dominated industries, it’s important to remember that you are opening doors for more women to achieve, and that you’re setting an example for others as a female leader of commerce. “With governments and businesses in the region increasingly focusing on women empowerment and nurturing them for leadership roles, you can make a tangible dif- ference in promoting women at the workplace. This could start with a focus on mentoring young women professionals and your peers.” Al Muthanna suggests using your experience to educate other women and to foster more female involve- ment in fields that are usually led by men. Women in the GCC have the potential to be commercial leaders, and the environment here is very much equal opportunity. For a woman entrepreneur or a senior management figure, lend whatever time you can to mentor and help other women reach their maximum business potential. Even focusing on one protégé to men- tor is a great help. “From my personal and professional experience, I have observed that young women join the “My suggestion for further energizing women empowerment initiatives is to promote not just work-related skills but also enable your team to develop their personal strengths. Preparing a fantastic presentation or preparing a well- researched document is all fine and a part of work. But have you considered evaluating and helping your team to identify what their true passion is? It is important to encourage a culture of dialogue where you can identify latent skills of your team and help them hone it.” The Corporate Titan Dalya Al Muthanna President and CEO, GE Gulf Dalya Al Muthanna Reaping the rewards The MENA region’s achieving women Supported by

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february 2015 Entrepreneur 25 workplace with tremendous ambi- tion and positive energy. Instilling in them the confidence that they have the ability to shine through in their careers and achieve their dreams must be the core of your mentoring approach. Often, all it takes is a word of encouragement to bring out the best from others,” adds Al Muthanna. Aside from mentorship, she suggests proactively focusing on individual growth opportunities within your team: “My suggestion for further energizing women empowerment initiatives is to promote not just work-related skills but also enable your team to develop their per- sonal strengths. Preparing a fantastic presentation or preparing a well- researched document is all fine and a part of work. But have you considered evaluating and helping your team to identify what their true passion is? It is important to encourage a culture of dialogue where you can identify latent skills of your team and help them hone it.” Making a difference, accord- ing to her, doesn’t just mean getting the job done, it’s about carving out a place for yourself in your industry. “My final word of advice would be to help women identify their goals and bigger purpose in life. Personal and professional fulfilment, along with true empowerment, comes from an individual accomplishing her goals and working with a clear focus of her purpose. Ultimately, women empow- erment is about defining one’s place in the society– and as leaders you can make a big difference to others.” The Believer Leverage your resources to encourage more youth to participate in programs that encourage entrepreneurship, and maybe even mentor a worthy candidate. The economic health of the UAE, and countries across the Arab world, depends on sustainable businesses that operate as part of the entrepreneurial ecosystem. “A woman with a voice is, essentially, a strong woman. I have made it my mission to dedicate time and effort through organizations such as Young Arab Leaders (YAL) and Endeavor, to mentoring women to be entrepreneurs and rise to senior positions. I urge all women in the UAE who have reached those positions to do the same. The economic growth of the UAE depends on you,” says Muna Easa Al Gurg. While her role as the Director of Retail for the Easa Saleh Al Group is impressive in and of itself, Al Gurg gains even more points in our books for being the chairperson of the UAE chapter of YAL, an independent non-profit organization founded to “develop and grow young Arab talent through mentorship and education programs.” By being a proponent of a culture of entrepreneurship in the UAE that includes women as a key contingent, Al Gurg is playing a key role in the realization of YAL’s vision to enable positive change in the GCC specifically, and the Arab world as a whole. Muna Easa Al Gurg Director of Retail, Easa Saleh Al Gurg Group Chairperson, Young Arab Leaders “Help women identify their goals and bigger purpose in life. Personal and professional fulfilment, along with true empowerment, comes from an individual accomplishing her goals and working with a clear focus of her purpose. Ultimately, women empowerment is about defining one’s place in the society– and as leaders you can make a big difference to others.” “I have made it my mission to dedicate time and effort through organizations such as Young Arab Leaders and Endeavor, to mentoring women to be entrepreneurs and rise to senior positions. I urge all women in the UAE who have reached those positions to do the same. The economic growth of the UAE depends on you.” Muna Easa Al Gurg Dalya Al Muthanna Reaping the rewards The MENA region’s achieving women Supported by

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Entrepreneur february 2015 26 “I have worked in several industries: media, education, philanthropy entrepreneurship, and created my own company, and I found some of the biggest problems for GCC women in growing their business is networking- getting access to mentorship and capital.” Muna AbuSulayman, an active and influential Saudi national, talks to her online audience in both Arabic and English conveying ideas about fairness, current events, and expressing support for other achieving women in the Arab world. The co- host of Kalam Nawaem on MBC has amassed a huge online following, using her social media clout to draw attention to causes like the plight of Syrian refugees, and the importance of accurate information about Islam, amongst other issues that she considers pressing. The founder of her own company, she has a slew of NGO affiliations, and is efficient, accessible and professional when approached. She’s also serious about seeing more “All over the world, it is much harder for women to get access to capital. Some women are fortunate to have the backing of their family name, business and finances behind them and therefore get a leg up. The vast majority don’t. This creates a vicious cycle where most women become confined into micro, small businesses. This needs to be changed by helping women access capital, mentorship and create more culturally appropriate networking opportunities such as organized chamber of commerce trips, or invitations to speak -not just attend- in the usually male-dominated conference circuit.” The Humanitarian Muna AbuSulayman Co-founder Meedan.com Co-host Kalam Nawaem, MBC Regional Expert, United Nations World Humanitarian Summit United Nations Office for the Coordination of Humanitarian Affairs Muna AbuSulayman Reaping the rewards The MENA region’s achieving women Supported by

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february 2015 Entrepreneur 27 women achieve great things in this region, and has a few ideas about how to make that more likely: “We have extremely savvy, well-educated, and well-prepared confident young women entering the entrepreneurship field, and most of these women don’t have access to the informal networking events where men create relationships to help make the big deal happen!” AbuSulayman adds that the ratio disparity of female to male mentors needs to be rectified, and soon, if women are going to hit the ground running. “Women also have a lousy card in mentorship since due to cultural taboos on cross-gender mentorship, and lack of enough successful female mentors, they’re not getting the right long- term guidance needed.” In terms of marginalization and how important having the right connections can be, AbuSulayman clearly says that some women are more fortunate than others: “Lastly, all over the world, it is much harder for women to get access to capital. Some women are fortunate to have the backing of their family name, business and finances behind them and therefore get a leg up. The vast majority don’t. This creates a vicious cycle where most women become confined into micro, small businesses. This needs to be changed by helping women access capital, mentorship and create more culturally appropriate networking opportunities such as organized chamber of commerce trips, or invitations to speak -not just attend- in the usually male-dominated conference circuit.” “We have extremely savvy, well-educated, and well-prepared confident young women entering the entrepreneurship field, and most of these women don’t have access to the informal networking events where men create relationships to help make the big deal happen!” Dr. Amina Al Rustamani joined TECOM in 2001 in a project manager capacity specifying in satellite communications. Formerly CEO for TECOM Business Parks, she is currently the Group CEO in what has proven to be an inspiring and meteoric rise through the ranks. Considered an authority on wireless tech, Dr. Al Rustamani is widely credited with the growth of the umbrella entity that includes Dubai Studio City, Dubai Healthcare City, and Dubai Media City amongst others. Educated at George Washington University in Washington, D.C., Dr. Al Rustamani is considered one of the most influential women in the Middle East, and she serves on several public and private sector boards. As the founding CEO of Innoventures Education, Poonam Bhojani has played a pivotal role in the inception and leadership of a number of schools and nurseries in the UAE. Her work in this sector saw her become the President of the Middle East International Baccalaureate Association of Schools in 2008, and she continues to serve on its executive committee today. Prior to her career as an educationalist, Bhojani worked in the technology sector for over 16 years, with her work taking her to several countries across three continents. Muna AbuSulayman Poonam Bhojani Dr. Amina Al Rustamani The Educator Poonam Bhojani Founding CEO, Innoventures Education The Information Station Dr. Amina Al Rustamani Group CEO, TECOM Investments Reaping the rewards The MENA region’s achieving women Supported by

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Entrepreneur february 2015 28 Clare Woodcraft C orporate social responsibility (CSR) in the MENA region has demonstrated results, and even small companies should have CSR initiatives. Not only do they prove that you as a business leader give back to the community, it also allows acts as a staff binding mechanism, and group CSR initiatives are proven be correlated with higher loyalty and job satisfaction- thereby increasing and enhancing HR retention strate- gies. Women in senior management roles can wield their influence to give back to the community whether through supporting initiatives in a CSR capacity, or in a social enterprise capacity, or even lending their time as mentors or serving on boards of action-oriented organizations like the Emirates Foundation. Clare Woodcraft, the CEO of the Emirates Foundation, brings over two decades of experience to the table, specializing in sustainability, social investment and reputation management, having worked across industries in public and private sectors. The Emirates Foundation encourages a “model of venture philanthropy”, focusing on encouraging long-term social invest- ments over the method of short-term grant bursts. Woodcraft has six sug- gestions for female business leads to maximize and succeed at their CSR endeavors, no matter how large or small your business. 1. Value assessment “Any CSR initiative, or social investment as I prefer to call it, should be considered in the same way as a commercial investment. In other words, assess where and how you can create most value. You may be personally interested in environmental issues and tempted to engage there, but if your personal expertise is in another area (for example marketing skills, financial literacy, and commercial acumen) then you may be better off focusing on an area such as coaching and mentoring individuals inside community organizations to help them build capacity.” 2. Targeting your social energies “Try to ensure focus. Too much social investment is done with a ‘spray and pray’ mentality. In other words, companies and individuals focus on multiple sectors with limited impact rather than choosing just one issue to concentrate on. Companies that have multiple sectors in their CSR portfo- lio deliver less value than those that choose one specific issue they want to address in order to create long-term sustainable and systemic change.” The Tactician Clare Woodcraft CEO, Emirates Foundation Reaping the rewards The MENA region’s achieving women Supported by

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february 2015 Entrepreneur 29 3. Lending your skillset “Not all social investment needs to be about the money. Much social value can be created through the transfer of knowledge and skills. In MENA, mentoring is gaining traction as a hugely valuable way of supporting the development of youth talent, particularly for women who may have limited access to the public sphere and networks. All senior women executives should be looking to mentor their more junior counterparts to help build their confidence, provide them access to networks and job opportunities.” 4. Coaching financial literacy “While social enterprise is a fairly nascent concept in the Middle East, the sector is growing rapidly. As with conventional enterprises, a critical factor for their success is business acumen and financial knowledge. A core challenge for all small businesses is being able to understand the numbers, manage cash flow and access capital. Indeed, most small businesses fail due to a lack of capacity in these areas. Senior female executives who are able to provide this kind of expertise through coaching and mentoring can make a significant contribution to their success.” 5. Double-time your commitment “Giving back to the community should also add value to the business. If companies engage around social issues that are relevant for their commercial operations, they are more likely to stay engaged. For example, a pharmaceutical company engaged in promoting healthy living is more likely to add value and stay engaged in the long-term than if it were to promote say arts and culture where it may have no intrinsic expertise or interest.” 6. Be risk-averse “Community engagement is good for businesses– understanding this is critical if companies are to engage all of their employees and get senior management buy-in. Companies who do not know, understand or engage with the communities within which their organization does business, carry a much higher reputational and non-technical risk than those that do. Community engagement shouldn’t be just a ‘nice to have’ but a critical com- ponent of organizational strategy.” Being upper management in male- dominated industries isn’t easy, but putting yourself on equal footing can be achieved through direct communication, delivery of assets, and serious attention to detail when searching for windows of opportunity and areas pertaining to business development. “The most important rule I have learned to succeed in the professional sphere is to be committed, passionate, and have clarity and conviction of the desired objectives and goals. It is essential to communicate clearly to all stakeholders -internally and externally- and empower your team in order to succeed together. Motivation, dedication and follow-up are the keys to success,” says Zeina Tabari. She may have started out as a human resources manager at Drake & Scull International (DSI), but Tabari was quick to climb the corporate ladder at the organization, playing a major role in its transformation from being a private family-owned business to a public company with an AED1.2 billion IPO. Today, Tabari is the Chief Corporate Affairs Officer of DSI PJ, where she is in charge of managing the company’s relations with its investors. Tabari, an MBA grad of Webster Graduate School, London, acts as one of the principal spokespeople on behalf of DSI PJSC, and heads up the company’s global arms of Corporate IT, Corporate Communications, and HR. Jasmeen Anand is the co-chairperson of the Goldline Group business conglomerate, but it is the organization’s education arm that she has a particular passion for, having played a key role in the establishment of Springdale’s School Dubai. Since then, Anand has continued to actively participate in the growth and evolution of the institution, with her focus consistently being on bettering the quality of education provided at the Springdale’s enterprise. Zeina Tabari Jasmeen Anand “The most important rule I have learned to succeed in the professional sphere is to be committed, passionate, and have clarity and conviction of the desired objectives and goals. It is essential to communicate clearly to all stakeholders -internally and externally- and empower your team in order to succeed together. Motivation, dedication and follow-up are the keys to success.” The Nurturer Jasmeen Anand Co-chairperson, Goldline Group The Facilitator Zeina Tabari Chief Corporate Affairs Officer, Drake & Scull International Reaping the rewards The MENA region’s achieving women Supported by

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Entrepreneur february 2015 30 By Kara Schoeffling F or women in the Middle East, partic- ipation in the labor force is not just about empowerment, it also makes clear economic sense. The Interna- tional Monetary Fund (IMF) indicated that while women are more likely than men to graduate from universities in the MENA region, gender gaps in labor par- ticipation are at 50%. Christine Lagarde, Director of the IMF noted that “for the entire Middle East and North Africa re- gion, the gap between men and women’s participation in the labor force over the past decade was almost triple the average gap in the emerging market and develop- ing economies. If this gap had simply been double instead of triple, the gains for the entire region, the Gulf countries included, would have been enormous- almost $1 trillion in output, amounting to annual gains of about 6% of GDP.”1 Despite these statistics and the oft-cited barriers to entry such as access to fund- ing, a small and determined cadre of women are starting their own companies, creating jobs not only for themselves, but for countless others. GCC women lean in by starting up “We hold ourselves back in ways both big and small, by lacking self-confidence, by not raising our hands, and by pulling back when we should be leaning in.” Sheryl Sandberg, Facebook COO Qatar Buthaina Al Ansari Founder and Chair, Qatariat Senior HR Director, Ooredoo Qatar Buthaina Al Ansari is the founder and Chairperson of Qatariat, a company that specializes in facilitating Qatari women’s workforce advancement with three segments: training and development, development consultancy, and a print publication. Al Ansari, an ardent supporter of women’s development, is also the Qatar Women Leading Change ambassador. Recognized several times for her active involvement in both commercial and not for profit spaces, Al Ansari was chosen as Entrepreneur Qatar’s 2014 Equality Enterprise Achiever at the Qatar Enterprise Agility Awards in association with Barclays, held in September of last year in Doha. 1 Building Bridges To The Future In The Gulf, November 12, 2013, iMFdirect http://blog-imfdirect.imf.org/2013/11/12/building-bridges-to-the-future-in-the-gulf/ Buthaina Al Ansari, Equality Enterprise Achiever, with Qatar Chamber of Commerce and Industry Vice Chairman Muhammed Bin Ahmed Bin Towar Al Kuwari, and William Oullin, Barclays Chairman of Wealth Management EMEA and Barclays Bank (Suisse) SA at the Qatar Enterprise Agility Awards in association with Barclays, Entrepreneur of the Year held in Doha, Qatar on September 15, 2014. Reaping the rewards The MENA region’s achieving women Supported by

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february 2015 Entrepreneur 31 From being a homemaker to becoming a to a successful businesswoman in the male-dominated environment of cargo services, Bahraini national Huda Janahi bested the odds stacked against her as a woman in the closed-off logistics sector. According to Janahi, when she started her business, “they rejected my license,” because she was a woman. Custom’s clearance was only granted to men when she first put her application through, but fortitude of personality and a desire to succeed caused Janahi to question es- tablished custom’s regulations. Request- ingian explanation as to why she was denied the necessary clearances, she ultimately credits her persistence and determination, enabling her to become the first woman in Bahrain with this li- cense- the required custom’s clearance. “I’m proud. I changed many things in my country, because I am insistent.” While female entrepreneurs in the Middle East still face big challenges in accessing capital, the most success- ful (like Al Ghunaim and Janahi) will always find a way. From launching her company with a modest $4000, Janahi puts the current day valuation at approximately $16 million. “Science should become more human,” says Dr. Hayat Sindi, recently named as one of the most powerful women in Saudi Arabia, and a frequent power-lister for the MENA region. While Dr. Sindi holds a PhD in Biotechnology from Cam- bridge University, she’d rather be known as a social innovator and a champion of science and technology. If her impressive biography is any indication, Dr. Sindi has done it all, but says she aims to simply solve social problems with science. What social problem tops her list? The use of science to create alternative energy and to make affordable diagnostic healthcare available to all. The entrepreneur’s big dreams don’t seem the least bit outlandish when you see what she has already ac- complished as a co-founder of a non-profit organiza- tion (NPO) with a team at Harvard called Diagnostics For All. The NPO creates in- novative, inexpensive, point- of-care diagnostic devices for people in impoverished regions. Dr. Sindi launched i2, the Institute for Imagi- nation and Ingenuity, to encourage innovation among young scientists, technolo- gists and engineers. Through fellowships, trainings and mentorships, i2 inspires the next generation of innova- tors so that they may realize their dreams, and ultimately contribute to Saudi Arabia’s growing economy. “We need to link science to society,” she explains, and her end goal state includes trying to change the way we think about science to make it practical, and that means empowering women through science and technology. Saudi Arabia “Science was born to solve problems.” Biotechnologist CEO and founder, i2 Institute for Imagination and Ingenuity Co-founder, Diagnostics For All Dr. Hayat Sindi “You need to have confidence, and don’t be afraid of making mistakes.” Bahrain “I changed the rules.” Huda Janahi Founder & CEO, Global Group Dr. Hayat Sindi. Image credit ©Rolex Awards Jess Hoffman Huda Janahi Dr. Hayat Sindi Reaping the rewards The MENA region’s achieving women Supported by

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Entrepreneur february 2015 32 Kara Schoeffling is a public rela- tions executive, working with a variety of clients across the Middle East. Enthusiastic about women’s entrepreneurship in the Middle East, Schoeffling’s back- ground in public policy and communica- tions has been put to work advising start- ups, non-profit organizations, Fortune 500 companies and governments. A graduate of Georgetown University, Schoeffling is based in the UAE. Talk to her on Twitter at @Karasdxb. Donna J. Kelley, Candida G. Brush, Patricia G. Greene and Yana Litovsky, Global Entrepreneurship Research Association Global EntrEprEnEurship monitor 2012 Women’s Report Statistics on women starting up in the Middle East are difficult to come by, but the Global Entre- preneurship Monitor (GEM) 2012 Women’s Report states women run only one out of every four startups overall in the Middle East. While women are still a small minority in the startup cir- cuit, their businesses are gaining momentum proving that women are “leaning in” in big ways all across the globe, including the Arab world. While the success rate for startups is still on the lower end of the spectrum, it demonstrates that it is an attain- able state despite the challenges unique to women. A growing number of young entrepreneurs like Nayla Al Khaja agree that in the Middle East,“being a woman is a very positive thing.” In the Middle East, “being a womAn is a very positive thing.” Fifteen years before Sheryl Sandburg penned her New York Times bestselling book promising women worldwide that by “leaning in” they could unlock their greatest career potential, Maha Al Ghunaim and a handful of other trailblazing women had already “leaned in” in one of the boldest ways pos- sible- by starting their own companies in the Middle East (often in male-dominated industries). Al Ghunaim’s company, Global Investment House, later became the very first Kuwaiti company to list on the London Stock Exchange, and now manages a for- midable US$4.3 billion in assets. Back then, Global was a small startup, with only a very determined woman at the helm. Today, the company plays a key role promoting investment opportunities across the Middle East through its brokerage, asset manage- ment, and investment banking divisions. Like Al Ghunaim’s peers and up-and-comers, women in MENA are defying the odds stacked against them in terms of gender, culture and indus- try to build sustainable and profitable businesses. Through sheer will and relentless determination, these women blazed entirely new trails- “leaning in” by starting up. Kuwait “Follow your passions and start a business that you love, and give it all you can.” Maha Al Ghunaim Chairperson and Group CEO, Global Investment House “We have seen a lot of startups fail simply due to the lack of a feasibility study, and a clear and viable business plan. Spend time to understand the market, the clients, and most importantly the competition, and create a business idea that will give you a competitive edge.” The entrepre- neurial backstory of the UAE’s first female filmmaker and founder of UAE-based film production com- pany D-Seven Motion Pictures, Nayla Al Khaja, seems like a thrilling scene out of a well-scripted movie. Unconven- tional and passionate, Al Khaja’s description of her trek is enough to keep any audience riveted. Unlike some of the other entre- preneurs in the region, she believes being one of the few women in her field is a card played to her advantage in the UAE. The arts-friendly UAE leadership were extremely supportive and encouraging, according to Al Khaja. Her interest in making movies was sparked by a mixture of passion for telling stories, connecting people and cultures, and “intertwining and promoting peace through film,” she explains. Unorthodox (ef- fective) tactics pepper Al Khaja’s rise in the industry, including how she overcame the restriction placed upon her by her parents: she was told she couldn’t study filmmaking in Canada unless she married. “When I asked my husband to marry me, he almost choked at the table because I had only known him for two weeks,” she says, calling it the most memorable “scene” of her life should she ever translate her adventures to the big screen. Her proposition terms were that she would sell her car and give him half the money- should he consent to wed. The Emirati artist did indeed marry for love, but it was for the love of film. D-Seven’s impres- sive client rosters currently lists Dubai International Film Festival (DIFF), Cartier, Nestlé, Nike, and Samsung amongst others. United Arab Emirates “A pure passion of storytelling.” Nayla Al Khaja Founder, D-Seven Motion Pictures Global Entrepreneurship Monitor (GEM) 2012 Women’s Report Maha Al Ghunaim Nayla Al Khaja Reaping the rewards The MENA region’s achieving women Supported by

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february 2015 Entrepreneur 33 WHERE EAST MEETS WEST 9 - 10 FEBRUARY, 2015 AL JAWAHER RECEPTION & CONVENTION CENTRE The World Forum for Foreign Direct Investment, the global meeting for FDI dealmakers, is coming to Sharjah, United Arab Emirates from 9-10 February 2015, hosted by Sharjah Investment and Development Authority (Shurooq). Held at a different global investment destination each year, the 2015 event marks the first time that the World Forum has been held in the Middle East and North Africa (MENA). SPACE IS LIMITED. REGISTER TODAY. SHUROOQ.GOV.AE +971 6 556 0777 #SharjahFDI @_Shurooq ShurooqSharjah ShurooqShj OFFICIAL BUSINESS BROADCASTER OFFICIAL BUSINESS MAGAZINE ORGANISED BY HOSTED BY GOLD SPONSORS TITANIUM SPONSORS SUPPORTING PARTNER OUTDOOR MEDIA PARTNER OFFICE 346 Sir Tim Berners-Lee, Inventor of the World Wide Web The Rt Hon. the Lord Mandelson President of Policy Network, an international policy Think Tank Tony Fernandes, Founder of Air Asia

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Entrepreneur february 2015 34 The Digital Influencer I ntegrity, loyalty and hard work are three aspects I hold with much re- gard, and I expect that from myself and others who work for me,” says Rosemin Manji, discussing her cor- porate direction. Fashion and beauty brands in the GCC looking to make an impression online often turn to Manji, hoping she’ll showcase their event or haute design collections on her social media platforms. As a digital influ- encer, broadcast and print persona, brand ambassador for Houses like Hermès, and figure of business, Manji has been distinguished for both her personal style, and better still, her work. The British Council Middle East honored Manji in 2011 for Excellence as an Entrepreneur in the Fashion Industry, and she has been recognized for her CSR work with breast cancer awareness, and is still an active Bras for a Cause committee member. Manji has also acted as a face for the Dove Real Beauty Real Women campaign and book, executed by Unilever Mid- dle East. Currently, she has moved away from full-time media relations, and is focusing on luxury brand con- sultancy. Manji hosts niche events for brands in an ambassador capacity, but “with a targeted guest list to connect the consumer with the brand to give them a memorable experience. Two weeks ago, I hosted a ladies breakfast for 40 VIP ladies with Fendi’s acces- sory designer. Guests were invited to design their own bags. There was no media at the event –strictly client to brand– [giving you] access to buy and design your own 2Jours or Peekaboo all in a special room transformed into the world of Fendi Rome.” Tips for personal and professional digital marketing When considering social media as a marketing tool for your personal brand or that of your business, re- member that the Internet is forever. You cannot delete inappropriate material and hope that it goes way, so you need to be proactive rather than reactive. Here, Rosemin Manji gives her three tips for a positive and productive digital footprint. 1. Strategic online release of your material “Social media is a great tool to express yourself and give the client a visual glimpse in your world. I rarely post immediately. I usually take time to find a photo I want to share with the world. I never rush to upload. Always ask yourself, ‘Does this photo reflect me? What message am I sending?’” Rosemin Manji Fashion Director, RR&Co. Bespoke Luxury Management “ Rosemin Manji Reaping the rewards The MENA region’s achieving women Supported by

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february 2015 Entrepreneur 35 Haute horlogerie is a difficult field to penetrate in any region, and even more so in MENA. The Vice President of Marketing for Ahmed Seddiqi & Sons, Hind Seddiqi, probably knows this better than most, simply because she has firsthand experience in the industry from top to bottom. Seddiqi was the first woman in her family to successfully join the corporate office of Ahmed Seddiqi & Sons, entering at the intern level and working her way up the ladder after graduating university in Sharjah, UAE. In addi- tion to her current role, she is also a board member for the Ahmed Seddiqi & Sons Executive Committee. Seddiqi quickly realized the value of educating the fine timepiece client about quality watchmaking, true craftsmanship, nuances of creative development, and brand history, and put that to work to gain market share and to develop brand loyalty. Her niche communica- tion tactic, fine-tuned while working in educating herself on the industry, soon set Seddiqi apart as an influen- tial and savvy marketeer with a knack for capturing client attention. Joelle Mardinian, one of the Middle East’s foremost beauty pros, has headlined her decade-long eponymous television show on MBC1. Her role as the Regional Creative Director for Max Factor helped to make her a household name across the region. In addition to all of her public endeavors, Mardinian is also a successful entrepreneur. She’s the founder of the chain of salons Maison de Joelle with locations in Dubai, Abu Dhabi, Riyadh, Jeddah, Qatar and Erbil, Dubai- based Clinica Joelle, and her line of skincare and haircare products under the brand Joelle Paris. Her social media presence has helped connect Mardinian to her audience in real-time, and pushed her beauty businesses further. Joelle Mardinian Host and Executive Producer, JOELLE, MBC1 Founder, Maison de Joelle 2. Use your online influence to support causes “I do a lot of work with breast cancer awareness and social media has allowed me to share my message of the benefits of early detection as my mom is a survivor. Most recently, Ralph Lauren and I teamed up for an event where I hosted the Ralph Lauren Ricky World Tour for my VIPs, and Ralph Lauren generously donated to Pink Caravan charity.” 3. Establish guidelines for online material “I work with high net worth clients and VIPs, so the way I present myself is very important and I do consider myself a brand. I mean my name is on my company -Rosemin Ratanshi & Co otherwise known as RR&Co.- so brands are investing in me to represent them in best way possible. I have made a conscious choice to keep my family away from social media; I want to separate that part of my life and keep my private life private. I don’t want holiday photos of me in a swimsuit to appear online, nor do I want personal family photos or intimate and special memories. Remember that not everyone wants to be in the media or have their images up for public display, so be considerate as well.” The Timekeeper Hind Seddiqi VP of Marketing, Ahmed Seddiqi & Sons The Go Getter Ingie Chalhoub springs to mind whenever the subject turns to the business of fashion and luxury. Chalhoub, the powerhouse President and Managing Director of the Etoile Group, oversees a mammoth lineup of brands enough to leave even the most jaded collector starry- eyed. Some of the global names on the roster? Hallmark House Chanel and urban staple Ralph Lauren, and wardrobe cornerstones like Tod’s, Hogan, and ISSA. A Creative Director of her own made-in-France label, INGIE Paris, she is also the founder of her own original multi-brand fashion-forward concept, Etoile La boutique, reining in the region’s glitterati as key clients and self-motivated brand ambassadors. Lauded for her creativity and brand proliferation skills, Chalhoub is a driver of the style segment in the region. The Trendsetter Ingie Chalhoub President and Managing Director, Etoile Group “Social media is a great tool to express yourself and give the client a visual glimpse in your world. I rarely post immediately. I usually take time to find a photo I want to share with the world. I never rush to upload.” Ingie Chalhoub Hind Seddiqi Joelle Mardinian Reaping the rewards The MENA region’s achieving women Supported by

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Entrepreneur february 2015 36 S upporter of women’s and youth entrepreneurship ventures, Amwal and INJAZ, CEO of Al Waab City Real Estate development project, and deputy CEO of Nasser Bin Khaled Al Thani & Sons Group, Sheikha Hanadi has been recognized for positively influencing the Arab world far beyond her home Gulf state of Qatar. As female startup found- ers, you are in the minority, but this doesn’t mean you can’t take full advantage of the programs available to you for learning and growth purposes. Gaza’s startup founders are over 50% female, and in Qatar, startup female founder percentage is growing year over year. “This year, we [INJAZ Qatar] initiated the Start-Up Program and the female winners are proving to be entrepreneurs in the making- undoubtedly, they’re on their way to become successful examples of Qatari businesswomen,” says Sheikha Hanadi with pride. Extremely involved in the startup circuit, the Sheikha actively courts tier one partnerships for INJAZ Qatar bringing along the much-needed publicity and access that budding entrepreneurs in the Gulf state truly need. Her advice to all of the Gulf na- tion’s youth, not just those aspiring to start a business? To equip themselves with knowledge in order to broaden their horizons with global exposure, and to build-up their traits of seeking- success, endurance, perseverance and discipline in pursuing their goals. Dr. Osman, at the helm of the Saudi German Hospital in Dubai as CEO, often appears publicly on behalf of the healthcare group. The staff of the Saudi German Hospital Group is nearly 60% female, indicating that having a women executive in STEM business enables more women achiev- ers to join your company. Dr. Osman spoke at the Dubai Health Innovation and Investment summit in April 2013 about women as leaders in health, and how females are driving healthcare innovations in the Middle East. The Startup Sage The Caregiver H.E. Sheikha Hanadi Bint Nasser Al Thani Dr. Reem Osman Board Chair, INJAZ Qatar | Founder and Chair, Amwal CEO, Saudi German Hospital Dubai NOVEMBER 2014 ENTREPRENEUR 1 ONLINE LEARNING PUSHING ‘TREPS ONE STEP FURTHER DR. KIERAN MERVYN BORN OR MADE? THINGS YOU NEED TO KNOW WHEN STARTING A BUSINESS JUMANA TWAL THE FOUNDER’S FOUR HRH PRINCE FAISAL BIN SALMAN BIN ABDULAZIZ AL SAUD NAMAA AL MUNAWARA FUELING IN MADINAH THE SME SPACE SHEIKHA HANADI BINT NASSER AL THANI SUPPLYING QATAR WITH AN ENTERPRISING POPULATION INJAZ QATAR STOCKS THE NATION WITH FUTURE ENTREPRENEURS NOVEMBER 2014 | ENTREPRENEURMIDDLEEAST.COM | QAR15 IS BAHRAIN THE NEXT SINGAPORE? SUHAIL ALGOSAIBI ON DEVELOPING A NEW NATIONAL MODEL Dr. Reem Osman Below: An exclusive interview with H.E. Sheikha Hanadi regarding her work with INJAZ Qatar and the startup community was featured in the November 2014 edition of Entrepreneur Qatar. Reaping the rewards The MENA region’s achieving women Supported by

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february 2015 Entrepreneur 37 In her role as the CEO of Tablez Food Company, Shafeena Yusuff Ali is on a mission to revitalize Abu Dhabi’s F&B scene. And she’s well on her way to achieving her goal too- in a span of just two years, her company has introduced several new culinary experiences in the UAE, which include homegrown names like Peppermill and Bloomsbury’s, as well as franchised concepts like London Dairy and Galito’s. But for Yussuff Ali, all of this marks just the beginning of the change she wants to usher into the market. “What’s keeping Abu Dhabi back from being the next London or Paris in terms of food?” she asks. “We have the infrastructure, we have the international crows, we have the expertise- but we don’t seem to be implementing it. This is what I want to change. I don’t see it as a business- I see it as an extension of myself, as a passion.” Taking office as President of Virgin Megastores MENA nearly a decade ago, Nisreen Shocair is a familiar face on the entrepreneurial circuit in the MENA re- gion. Under her direction, the corporation has grown both vertically and horizontally throughout the Arab world. A veteran of household names like Sony Music, Ber- telsmann AG and Hearst Entertainment, Shoucair’s many-tiered experience with the music industry including publishing, licensing, digital and retail segments has proven invaluable to the ever-expanding reach and influence of Virgin Megastores in the Middle East. One tip for women looking to climb the corporate ranks from Shoucair centers around building your personal and professional network: “Do as much networking as your time allows: within your own company, your profes- sional network or any other network. Ask questions, find out how others are doing things, read up on related topics and be the one people come to for contacts, ideas and information.” Distinguished many times over for her corporate work and for her positive contribution to the Middle East entrepreneurial ecosystem, Shocair has lived and worked in four continents and integrates her global perspective into her strategic advancements. “Always take on initiative beyond your job description and scope of work. Don’t shy away from responsibility. The more you take on, the more it gives you a chance to get noticed by upper management,” says Shocair, explaining how junior executives can get noticed by higher-ups. Mogul The Media Nisreen Shocair President Virgin Megastores MENA Al Naqeeb & Partners may have started out in 1988 as a very small law firm in Kuwait, but today the or- ganization is an established player in the field, offering a variety of practic- es that touch upon everything from laws governing foreign direct invest- ment, to corporate structuring and restructuring for businesses in the region. Headed by Faten Al Naqeeb, featured as the November 2014 Entrepreneur Al Arabiya cover story, Al Naqeeb & Partners has carved out a name for itself by placing a steadfast commitment to achieving client satisfaction through the provi- sion of legal services that conform to the highest international standards. “Our clients are our first priority,” Al Naqeeb says, and according to her that explains why the firm has main- tained lasting and secure pan-Arab commercial relationships. The Counselor The Tastemaker Faten Al Naqeeb Principal Managing Partner, Al Naqeeb & Partners “Always take on initiative beyond your job description and scope of work. Don’t shy away from responsibility. The more you take on, the more it gives you a chance to get noticed by upper management.” Shafeena Yusuff Ali CEO, Tablez Food Company Nisreen Shocair Above: Faten Al Naqeeb featured as the November 2014 Entrepreneur Al Arabiya cover story Shafeena Yusuff Ali Reaping the rewards The MENA region’s achieving women Supported by

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Entrepreneur february 2015 38 W e all recognize the fast-paced, informa- tion driven society we live in. In a society where information travels at high speed, it is now manda- tory we all know, at all times, what is going on around us, including the prob- lems that our communities are facing. By sheer dint of being aware of pressing societal issues, we are all responsible for addressing them, and this is as true for entrepreneurs as it is for corporations. It’s also a fact demanded by consumers, and to which, fortunately, companies now refuse to turn a blind eye, ending up doing business while doing good. Social commitment and responsibil- ity has become part of many corpora- tions’ DNA. From my own experience as a youth developer, as well as my professional experience at Al Ahli Hold- ing Group (AAHG) Corporate Social Responsibility (CSR) division, I believe that it’s no longer business as usual. The new generation, in particular, is eager to learn and make a positive change by giving back to the community. That is why AAHG CSR chose youth as its social cause- to train and help future leaders and entrepreneurs put into practice their beliefs using CSR and social entre- preneurship skills. I have witnessed that teaching these skills (in a fun, engaging way) to students that aim to make a difference in their communities as busi- nesspeople really does work. By speaking their language, combining education with games, music and other methods, we guarantee that they will enjoy and engage with the process of learning how to do business with social ethics. That kind of ethical concern in corpo- rations is, in fact, a win-win situation since it ensures engagement with the target audience and empowers the con- sumer to give credibility to the company. That’s why CSR is so important for busi- nesses. By allocating some of the profits to support a cause or participate as a solution to a community problem, com- panies that adopt CSR are giving back, and they are sharing the responsibility that governments shoulder with their population. CSR presently plays a big role in today’s corporate world, but so does social entrepreneurship. Although Your company and your community It’s no longer business as usual By Lina Hourani UAE is gearing up to host the Women’s Forum in 2016, making its debut in the Middle East region. Founded in 2005, the Women’s Forum for the Economy and Society is a global platform for women’s views on social and economic issues, with the Forum aimed to empower women from their industries. Her Highness Sheikha Manal bint Mohammed bin Rashid Al Maktoum, President of Dubai Women Establishment, commented on its importance and how the Forum can be a discourse to defying the misrepresentation of Arab women. As part of the preparations, Her Excellency Mona Ghanem Al Marri, Chairperson of the Board of Dubai Women Establishment, also met with the CEO of Women’s Forum Jacqueline Franjou, along with a visiting delegation, to discuss themes and speakers. Besides the Women’s Forum Global Meeting and an interactive online community, the Women’s Forum also formed initiatives to encourage women from different backgrounds, consisting of the Cartier Women’s Initiative Awards recognizing women entrepreneurs, Rising Talents connecting young women leaders, CEO Champions focusing on women’s corporate empowerment, and Women In Media strengthening women’s voices and professional representation in the media. www.womens-forum.com Dubai prepares to host the 2016 Women’s Forum Social commitment and responsibility has become part of many corporations’ DNA. From my own experience as a youth developer, as well as my professional experience at Al Ahli Holding Group (AAHG) Corporate Social Responsibility (CSR) division, I believe that it’s no longer business as usual. Above: Dubai Women Establishment hosts visiting delegates of the Women’s Forum for the Economy and Society to discuss agenda for Women’s Forum Dubai 2016. Reaping the rewards The MENA region’s achieving women Supported by

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february 2015 Entrepreneur 39 In a bid to diminish the gender gap in STEM fields -science, technology, engineering and mathematics- and recognize women in leadership roles, under the patronage of Sheikh Mohammed Bin Maktoum Bin Juma Al Maktoum, the Meera Kaul Foundation organized the Women in STEM 2015 Hackathon, Conference & Awards in January. The conference welcomed 17 speakers and 200 delegates of ‘treps and industry leaders. With a panel of eight judges considering almost 50 nominations from around the world, 30 shortlisted nominees were chosen for their significant contributions in the STEM field. The awardees include Hewlett Packard UAE Director of Enterprise Group Distribution-MENA Sherifa Hady for Best All-Round STEM Executive; Amateur Club Training Center CEO and founder Mai Ahmed Abualkas for Best Entry Level STEM Executive; Enhanced Technologies CEO Houd Chakiri for Best Middle Level STEM Executive; Canadian International College Vice-Dean Mona Mohamed Nasar for Best Senior Level STEM Executive and Niti Distributors Ltd CEO Niti Manoj Shroff for Best STEM Business Entrepreneur. Notable winners were Jordan-based SA3ED. ME CEO Yara Abdelqader Alkhader awarded with Best STEM Business Startup, and TechWomen Zimbabwe co-founder and Director Rumbidzayi Rosemary Mlambo, who was also an engaging speaker at the conference, was awarded for Best STEM Enabler and Facilitator. they are different concepts, social entrepreneurship and CSR are bonded. Every social enterprise defends a social cause and the same happens with CSR plans, so the two directives aren’t at odds. There’s room for the two to coex- ist, and even work on common projects because both support and invest in the same purpose. The only difference between CSR and social entrepreneur- ship is embedding social goals in the organization’s core objectives. In a CSR approach, these goals are added to the overall corporate objectives at differ- ent levels, while for social enterprises, they are the primary objective. Social enterprises are for-profit, meaning the money is the means to the end of serving the society. One example of how both concepts are connected is the CSR in Action program, created in AAHG CSR division to promote new ideas for CSR initiatives. What happened along the way was that, instead, we created social entrepreneurs. We’re living in a knowledge economy fuelled by creativ- ity, innovation, and like companies that have CSR projects, social entrepreneur- ship holds tremendous potential to help solve some of the world’s most pressing challenges. One success story is the Women to Women project in Lebanon. The founder wanted to help unemployed women and widows, so she picked ten ladies from villages that had no educa- tion, no money and needed sustainable income. They only knew how to cook, so she invited chefs to teach the ladies how to plate their food, use the neces- sary tools and brand them. After NGOs, embassies and universities had a taste of the healthy, clean and tasty home- made meals cooked by the ladies, those organizations became their clients. Within two years, the project generated a sustainable income of US$1,500 dol- lars for each woman, which positively impacted their homes, the education of their children, their outlook and pros- pects, and their position in the com- munity. The woman that promoted the initiative resigned from her full time job and is now devoted to the project. This means sustainability for everyone involved, and this is exactly what social entrepreneurship is. Social entrepreneurship is the future of business, and CSR has become a part of many responsible companies that care about their communities and want to be sustainable. In the GCC, acquiring more knowledge and training about these avenues is essential and becoming more mainstream. Nowadays, worldwide, social entrepreneurship is being the solution to minimize many problems such as, unemployment, environmental issues and waste of re- sources. It’s important to keep investing in this kind of solution and in the ones that can be and want to be agents for a positive change. Lina Hourani is the Director of Al Ahli Holding Group CSR Division, responsible for several youth development programs and initiatives. The Global Business Opportunities program (GBO) was a major milestone in Hourani’s professional path, helping Al Ahli Group to identify business opportunities, develop youth entrepreneurial skills by shifting them from being job-seekers to becoming job-providers. Her success with the GBO and CSR in Action programs -an initiative that brings together students with profession- als and CSR leaders- was spread across four continents benefiting youth from the UAE, Jordan, Lebanon, South Africa, Brazil, Argentina, Colombia, the U.K., and Greece. She is frequently invited as an expert speaker on regional and international CSR, entrepreneurship and youth development seminars and programs. By allocating some of the profits to support a cause or participate as a solution to a community problem, companies that adopt CSR are giving back, and they are sharing the responsibility that governments shoulder with their population. Women in STEM 2015 honors contributions Above: ‘Best All Round STEM Executive’ was awarded to Sherifa Hady, Director Enterprise Group Distribution-Middle East, Mediterranean and Africa at Hewlett-Packard UAE by Anu Acharya, CEO, mapmygenome.in Lina Hourani Reaping the rewards The MENA region’s achieving women Supported by

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Entrepreneur february 2015 40 The executive summary #TrepTalkME with women founders Describe an entrepreneur Describe an entrepreneur Jill Downie & Michelle Kuehn, co-founders of The Media Network Traits to look for in an employee “Energy, passion for learning, team player.” Hazel Jackson, CEO of biz-group Lubna Al Zakwani, co-founder of Endemage Tips for success Zeina El Dana, founder and Managing Director of Z7 Communications “Love what you do, invest your time wisely, and build a rock-solid reputation.” “Driven, focused and a risk taker.” “Determined, innovative and flexible.” “Passionate, confident and persistent.” Reaping the rewards The MENA region’s achieving women Supported by

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Entrepreneur february 2015 42 A discussion on career standing, gender equality, and potential solutions I t’s extremely obvious that women in the MENA region have come a long way as successful professionals. Life in the workplace has become much more diversified as an increased number of women have made their presence felt in many industries and professions. For several decades now, women have fought for equality in the workplace. Today, the female workforce has expanded with exponential strength, and thus has extreme importance in the professional world. Three statistic-backed matters of women in the workplace opinions 1. Women see equality in employment, treatment and rewards The Bayt.com Status of Working Women in the Middle East survey December 2014 has revealed that while 60% of women in the Middle East find it hard to find good job opportunities, 51% of them consider recruitment and selection opportunities to be made regardless of gender. Similarly, 56% of female re- spondents around the region state that job offers are made based on experience and qualifications, with gender playing no role. In terms of treatment, 51% of women working in mixed gender environments believe that men and women are treated equally in their workplace, though 59% state that some employees get prefer- ential or better treatment than others. When it comes to appreciation, the majority (61%) of women working in mixed gender workplaces believe that recognition and rewards are handed out based on performance, and regardless of gender. 2. Gender pay gap still persists Similar to their Western counterparts, women in the Middle East have made great strides in the workplace, but inequality persists. Indeed, there’s still a gender gap that needs to be recti- fied. According to the Bayt.com Status of Working Women in the Middle East survey, 43% of working women in the Middle East region believe they are paid less than their male counterparts. >>> Get your facts straight Women in the MENA workplace By Suhail Al-Masri all chartS © bayt.com TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO Over half (56%) of women surveyed believe job offers are based on experience and qualifications and tha gender plays no role in the decision. However, one quarter (28%) believe it is easier for one gender to get a job over the other. Opinion is split on whether this is the case for men or women (with 14% each). 56 14 14 16 Job offers are based on experience/qualifications and gender plays no role It is easier to get a job in my country of residence if you are female It is easier to get a job in my country of residence if you are male Don’t know / Can’t say > Job Offers Gender stereotypes in the Middle East seem to be still hard to break. As a society, we need to continue to encourage people to go beyond stereotypes and recognize the contributions that each individual, male or female, can make to the workplace.

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february 2015 Entrepreneur 43 MARCH 2014 ENTREPRENEUR 55

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Entrepreneur february 2015 44 A third (34%) of working women in the Middle East believe that women have a lower chance of getting promoted than men do, especially in Saudi Arabia and Oman. 3. Women say glass ceiling ‘intact’ Gender stereotypes in the Middle East seem to be still hard to break. As a society, we need to continue to encour- age people to go beyond stereotypes and recognize the contributions that each individual, male or female, can make to the workplace. The Bayt.com Status of Working Women in the Middle East survey shows that the majority of women – a whop- ping 77%- in the region still report to a male manager, with more men than women in the workplace (according to 58% of respondents). The survey indi- cates that only a small proportion (1%) of respondents hold CEO/Partner/Presi- dent/Vice President/CFO/COO/General Manager positions. A third (34%) of working women in the Middle East believe that women have a lower chance of getting promoted than men do. Indeed, these claim that their company favors promoting men over women– a feeling especially strong in Saudi Arabia and Oman. Where does the Middle East stand vis-à-vis Western countries? Workplace equality is considered by 67% of women in the Middle East to have reached the same levels as Western countries. This is notably seen in Tuni- sia, where 53% of women believe their workplace is comparable to those in Western countries, to a large extent. MENA-wide, women believe that the challenges they face in the workplace are less opportunity for job promo- tions (46%), a stressful and demanding work environment (40%), and a lack or insufficiency of job training and coach- ing (34%). Their top three reasons for wanting to change jobs are better salary (70%), better benefits (29%), and more opportunities for career advancement (25%). Four benefits of gender equality in the workplace Rather than telling women to be more confident and ambitious, it is more important to talk about how workplaces need to adapt to achieve adequate levels of equality. This way everyone can strike a better balance between working and spending time with family, friends and their community. Generally speaking, we can say that these are the most common benefits of gender equality: >>> 65 60 54 51 49 46 42 14 5 9 11 9 8 10 12 19 22 23 27 31 33 8 16 15 15 15 16 14 Working hours Training & development Advice and support Recruitment and selection Benefits Salary Career progression Men and women treated equally Men treated less favorably Women treated less favorably Don’t know/ Can’t say 43 39 3 15 I feel I receive less pay than my male counterparts I feel I receive the same pay as my male counterparts I feel I receive more pay than my male counterparts Don’t know/ Can’t say The majority of respondents believed women and men are treated equally in the workplace across a variety of areas, including working hours, training and development, advice and support, and recruitment and selection. However, one third of respondents believe women are treated less favorably in terms of career progression and 31% believe that women are treated less favorably in terms of the salary they receive. Despite an overall feeling of equality across many aspects, a considerable proportion of women surveyed still feel they receive less pay than male counterparts (43%), compared to 39% who feel they receive the same. Only 3% of respondents feel they receive more pay than male counterparts. > TREATMENT OF MEN VERSUS WOMEN AT THE WORLKPLACE > SALARY COMPARED TO MALE COUNTERPARTS MENA-wide, women believe that the chal- lenges they face in the workplace are less opportunity for job promotions (46%), a stressful and demanding work environment (40%), and a lack or insuffi- ciency of job training and coaching (34%). Their top three reasons for wanting to change jobs are better salary (70%), bet- ter benefits (29%), and more opportuni- ties for career advancement (25%). TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO

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february 2015 Entrepreneur 45 Porto Arabia Towers Doha, Qatar ©2014 Hill International, Inc. Hill International The Global Leader in Managing Construction Risk www.hillintl.com For nearly four decades, owners and developers in the Middle East have turned to Hill International to manage their construction projects and programs throughout the region. Hill is proud to have helped our clients turn their most challenging visions into realities. We have participated in over 10,000 projects with a total construction value in excess of $500 billion, managing all phases of the construction process from concept through completion. Hill is also the leading construction claims firm in the world, having helped resolve problems on some of the most complex projects throughout the Middle East and around the world. To minimize risk and maximize results on your next project, turn to Hill International Dubai Office: 971 4 227 0078 Doha Office: 974 4 435 8381 Corporate HQ: 800 283 4088 If you can imagine it, we can manage it. Qatar National Museum Doha, Qatar Mall of Qatar Doha, Qatar Viva Bahriya Towers Doha, Qatar

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Entrepreneur february 2015 46 1. Gender equality attracts top talent A workplace that is equally appealing for women and men will provide businesses with access to the entire talent pool. As women are increasingly as educated as men (sometimes even more), a workplace that is not attractive to women risks losing the best talents to competitors. 2. Gender equality can reduce expenses As both women and men are more likely to remain with an organization they view as fair, employee turnover for an organization offering gender equality can be reduced, thereby decreasing the high expense of recruitment. 3. Companies with gender equality perform better A considerable body of research suggests a link between gender equality and better organizational performance. While there are a range of reasons to explain this link, one factor is that diversity brings together varied perspectives, produces a more holistic analysis of the issues an organization faces, and spurs greater effort, leading to improved decision-making. 4. Gender equality improves national productivity and competitiveness The World Economic Forum has found a strong correlation between a country’s competitiveness and how it educates and uses its female talent. It states: “…empowering women means a more efficient use of a nation’s human talent endowment and… reducing gender inequality enhances productivity and economic growth. Over time, therefore, a nation’s competitiveness depends, among other things, on whether and how it educates and utilizes its female talent.” All figures are %’s Partner/Owner President/CEO/COO CFO/Controller/Treasurer Executive Vice President/Senior Vice President Vice President/Assistant VP/Principal General Manager Director/Department Head Manager/Senior Manager Assistant Director/Assistant Manager Account Manager/Account Director Product Manager Professional/Professional Specialist like medical, educator, lawyer, etc. Technician/Tech Specialist Supervisor/Team Leader Administrator Junior executive/Non-managerial role Other 5 1 1 1 1 1 1 6 7 2 1 12 4 8 11 15 23 > DESIGNATION AT WORK The women surveyed hold a variety of roles, including junior executive positions (15%), legal/medical/specialized professions (12%), administrators (11%), and supervisors (8%). Only a small proportion of respondents hold CEO/Partner/ President/Vice President/CFO/COO/General Manager positions. all chartS © bayt.com TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO A workplace that is equally appealing for women and men will provide businesses with access to the entire talent pool. As women are increasingly as educated as men (sometimes even more), a workplace that is not attractive to women risks losing the best talents to competitors.

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february 2015 Entrepreneur 47 Paths to gender equality in the MENA region Gender equality is achieved when people are able to access and enjoy the same rewards, resources and opportunities regardless of whether they are a woman or a man. Many countries worldwide have made significant progress towards gender equality in recent decades. How- ever, women continue to earn less than men and are less likely to advance their careers as far as men. The aim of gender equality in the workplace is to achieve broadly equal outcomes for women and men. To achieve this requires basic ele- ments: • workplaces to provide equal pay for women and men for work of equal or comparable value • the removal of barriers to the full and equal participation of women in the workforce • full and genuine access to all oc- cupations and industries, including to leadership roles and senior managerial positions Achieving gender equality is impor- tant for workplaces not only because it is ‘fair’ and ‘the right thing to do’, it is also vitally important to the bottom line of a business and to the productivity of our region. Women and men come into the workplace with equivalent levels of aspiration. And today more than ever, women are achieving their professional goals and making vital contributions to the successes of individual busi- nesses and the overall economy. They are embracing their careers wholeheartedly, as can be seen from the high levels of en- gagement that these women feel towards their jobs. The Bayt.com Status of Working Women in the Middle East survey reveals that women in the region consider a lack of opportunities to improve their professional skills (46%) and not hav- ing enough opportunities to relax or socialize (38%) to be challenges in their life. It’s also considered hard to lead a healthy lifestyle (according to 32% of women), and many of them (30%) do not feel connected enough within their industry. When we know that working women in the Middle East consider their main source of happiness to be having a successful career (55%), balancing the scales of equality will offer women an equal chance to contribute both at home and in the workplace, thereby enhancing their individual well-being and that of society. 49 34 2 15 Chances of receiving a promotion depend entirely on performance on the job and gender plays no role Females have a lower chance of being promoted than their male counterparts Males have a lower chance of being promoted than their female counterparts Don’t know/ Can’t say > PROMOTIONS AND CAREER GROWTH > CURRENT WORKPLACE GENDER SCENARIO Three quarters of respondents working in a mixed-gender environment (77%) report having a male manager at their current organization, and 58% report having more males than females at their workplace. Two thirds (66%) of respondents have no gender-based preference for a manager. Suhail Al-Masri is the VP of Sales at Bayt.com. Al-Masri has more than 20 years of experience in sales leadership, consulta- tive sales, account management, marketing management, and operations management. His mission at Bayt.com goes in line with the company’s mission to empower people with the tools and knowledge to build their lifestyles of choice. 1 The Global Gender Gap Report 2014, World Economic Forum one factor is that diversity brings together varied perspectives, produces a more holistic analysis of the issues an organization faces, and spurs greater effort, leading to improved decision-making. today more than ever, women are achieving their professional goals and making vital contributions to the successes of individual businesses and the overall economy. 77 20 3 Male Female Does not apply 58 15 15 12 More males than females Equal number of males and females More females than males Don’t know/ Can’t say 29 5 66 Male Female I have no preference regarding the gender of my Gender of current manager Number of males versus females at workplace Preferred gender for a manager

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Entrepreneur february 2015 48 T he 39-year-old Jordanian and Vice President of FIFA for Asia, HRH Prince Ali Bin Al Hussein announced his interest in ending FIFA President Sepp Blatter’s long run of FIFA presidency terms. First elected in 1998, the Swiss FIFA President is closing in on his fourth term. Prince Ali’s announce- ment comes at an interesting time- waves of controversy have engulfed Blatter and FIFA in recent years, includ- ing various allegations of corruption within the organization, most notably the corruption scandals in the World Cup bidding process. The Jordanian prince has explicitly discussed the importance of improving FIFA’s terrible reputation, stating that the importance of greater transparency, ending all administrative corruption, and bringing the focus “back to sport” are high on his agenda. What are the odds of Prince Ali Bin Al Hussein making it? Asian Football Confederation (AFC) President, Bahraini Sheikh Salman Bin Ebrahim Al Khalifa said that the AFC is completely behind Blatter, and will cast their votes for a fifth term. That said, the Union of Euro- pean Football Associations (UEFA) and President Michel Platini haven’t been on the best of terms with FIFA President Sepp Blatter for a long while, and Prince Ali could look to UEFA for some votes. After all, it was just last December when UEFA President Platini suggested that Blatter’s replacement is overdue, and that he should step aside for a new president at FIFA. I t looks like the tiny island Gulf state is already feeling the heat from the plummeting oil prices. Whether one calls it an interesting improvisation or an act of despera- tion, Bahrain has officially opened the sale of its government debt through the Bahrain Bourse. This is something that has never happened in Bahrain, let alone the region, as the Kingdom previously sold debts to banks that would then sell them off to external investors. As of January 18, local or foreign investors can buy stock (or sukuk if they subscribe to Islamic banking). Interested investors will have to subscribe a minimum of 500 dinars (US$1326), and those who go for 10,000 dinars ($26,526) will be guaranteed a return on that amount plus additional returns pro rata, or on a proportional basis. Bahrain is selling 100 million dinars ($265 million) worth of a decade’s sukuk, with an annual return of 5.50%. Could this new scheme help revitalize Bahrain’s economy during troubling times for oil? We’ll keep our eyes peeled. HRH Prince Ali Bin Al Hussein of Jordan twitter page © twitter.com Bahrain sells government debt through its stock exchange HRH Prince Ali Bin Al Hussein of Jordan campaigns for FIFA presidency EU debt crisis causes Swiss franc surge Qatar Motor Show shifts venues Start your engines Director of Exhibitions at the Qatar Tourism Authority, Hamad Al Abdan announced that the Qatar National Convention Centre will be hosting the fifth edition of the Qatar Motor Show (QMS), taking place between February 6-10, 2015. Al Abdan stated that the change in venue was to accommodate a larger turnout from automotive enthusiasts both in Qatar and across the region, as the exhibi- tion’s popularity has increased dramatically. Attendees can expect to see auto industry leaders exhibiting their newest vehicles with their most innovative technology to date, including the likes of Jaguar, Mitsubishi, Bugatti, Lamborghini, BMW, Audi, Harley Davidson, Toyota, Ferrari, Porsche, and more. This year’s QMC is staged in partnership with q.media and Fira Barcelona, and sponsored by the Commercial Bank of Qatar. www.qatarmotorshow.gov.qa T he Swiss National Bank (SNB) might as well hit the panic button, as the Swiss franc is feeling the heat from the Eurozone debt crisis. The Swiss franc’s value soared, following a huge increase in demand for the currency. A strong franc is not in the interest in the best interest for the Swiss simply because Switzerland’s economy relies massively on exports, and an expensive franc will repel buyers. For over three years, the Swiss National Bank has maintained a currency cap against the euro, in order to keep the currency from deflating and to maintain its pivotal export economy. All that has changed, though. While the bank was adamant on maintaining the cap, there have been concerns about the costs of doing so, which requires the SNB to buy assets in foreign currencies leading them to put an end to it. This problem is affecting many Europeans outside of Switzerland too, notably in Poland, Hungary, Croatia, and Austria. Many people were encouraged to take out Swiss franc mortgages. After abandoning its currency cap, the Swiss franc’s value increased to a value 21% stronger than the Polish zloty. This means that these homeowners have a greater amount to pay in mortgage loans. About 566,000 Poles are going through this problem right now, with 37% of all mortgages being Swiss franc-denominat- ed. There is much cause for concern, and the entire eurozone is watching. Bahrain Financial Harbour in the loop

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Entrepreneur february 2015 50 KEY TECHNICAL MATTERS The Esquire Guy on the right way to miss a deadline By Ross McCammon our concern here today is not with why you’re missing a deadline –that’s your problem- but how to miss it. Which is both your problem and the problem of the other party. How can you recover, apologize, use your failure -and it is failure- to strengthen the relationship you’ve injured? TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO T he key to missing deadlines is, first, to miss them morally: fully aware of the problems you’re causing other people and generally aware of the reason you’re missing the deadline. (Note the active voice there. You -or your company- are missing the deadline. The deadline isn’t being missed. For example: I am turning this column in late. The column isn’t being turned in late. Responsibility must be assumed. And you are the one to assume it. Me, too.) The first part is easy: However much you think you’re negatively affecting the party to whom you are not delivering the work, multiply that by three. Hold yourself accountable by recognizing your role in a larger system of deadlines. And you must recognize the deep psy- chological underpinnings of your lateness. There are lots of reasons we procrastinate. It might be because we’re incapable of doing the work (unlikely). Or it might be because we think we’re incapable of doing the work. Or it might be because we’d rather be thought incapable than inferior, which is a common phenomenon among creative workers. (Megan McCardle’s book on “failing well,” The Up Side of Down, devotes a fascinating chapter to this concept.) The common thread here is image, says Joseph R. Ferrari, a professor of psychol- ogy at DePaul University in Chicago and author of Still Procrastinating? The No- Regrets Guide to Getting it Done. “We call it social esteem in psychology,” he says. “Self-esteem is how I feel about myself; social esteem is how I feel about how others view or judge me. Procrastinators would rather give a projection of a lack of effort than lack of ability. A lack of ability is stable; it means no matter how much I try, I can’t cut it. A lack of effort is not stable; it means I might be able to really do this.” Procrastinators hold on to the maybe, the possibility of success- no matter how slim. But our concern here today is not with why you’re missing a deadline –that’s your problem- but how to miss it. Which is both your problem and the problem of the other party. How can you recover, apologize, use your failure -and it is failure- to strengthen the relationship you’ve injured? How can you foster trust in a situation where your trustworthiness is being called into ques- tion? The rules of how: 1. Do not say why you are missing your deadline Because no one cares. No one. Not even the person who is waiting for your work. You don’t even care. I certainly don’t care. Don’t look at that guy. He doesn’t care either. No one cares. > As soon as you know you’re going to miss your deadline, apologize emphatically. > But don’t make excuses. > Don’t say you’re swamped. > Or slammed. > Or overloaded. > Or being pulled in all directions. > Unless of course you are literally in a swamp or being slammed or overloaded or pulled in all directions. > After apologizing and not making excuses, establish a realistic and firm new deadline. > Meet it. > After you have turned in your work, ask yourself why you were late. > Is it because you took on too much work? > Is it because you didn’t know how to do the work? > Is it because you were afraid your work would not be good enough? > Is it because you would rather be deemed irresponsible than incompetent? > Is it because you are on island time? > In any case, the key to meeting deadlines is to understand the reason why you’re missing them. > The key to regaining trust is to make sure the other party knows how regretful you feel. > Note: island time is not a thing.

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february 2015 Entrepreneur 51 So don’t mention (by phone or text or carrier pigeon) why you’re missing your deadline. Just acknowledge that you missed it -or you’re about to miss it- and when you will turn in your work. The most useful thing for the other party: having your work in their hands. The second most useful thing: knowing when that work will come in. The fact that you’re “swamped” is the 1,432nd most useful thing, right behind how much you think chickpeas are underrated and the dream you had last night about boxing with your grandmother. (Weird, right?) Dr. Ferrari is pretty much fed up with all of our excuses, too. “I think people who miss deadlines have life focused all about themselves. Life is not about me, life is about we, and if I delay, someone else has to delay.” I was saying the same thing, doc- “It’s a snowball effect. People don’t get that. I don’t like that, I don’t have the time. Suck it up, we’re all busy.” Right, but we’re so much busier than- “Our lives aren’t busier today. What an insult to our ancestors to say we’re busi- er today. They had to get up and plow the field, make sure the buggy was working, fix the roof, get the pump working …” What about feeding the- “… feed the animals. You can’t man- age time; you manage yourself. Time- management is a misnomer. We can’t fix the wind; but you can adjust your sails. This notion of missing deadlines because we’re busy: no. Because we’re creative: no. It’s not about you, it’s about us. When you delay, you’re impacting other people. We are great excuse-makers.” Thank you, doctor. We all needed- “Reframe it, rethink it, stop the excuse making.” Got it. 2. Disclose your failure as soon as you know you’ve failed. Advice from Jeremy Conrad, co-founder of San Francisco-based investment group Lemnos Labs, which works with a dozen hardware startups at any given time. With all that time spent working with early-stage companies, Conrad has a good understanding of the challenges entrepreneurs face and the best approach for addressing delays. “The worst thing you can ever do is tell them at the very minute it was due,” he says. “A single component delivering late can cause everything to stop. Vendors don’t want to admit they’re going to be late, so it’s important that we say, ‘It’s OK if it’s late -it’s not great- but I’d much rather have you give us notice that it’s late than just get no product delivered at all.’” If people can’t have the product on time, they need information. 3. State a new deadline. 4. Stay off social media unless your social media musings relate to how much you’re working on the project you’re turning in late. And even then, I mean, come on. 5. Meet the new deadline. 6. Finally, reiterate your regret. For example: “Here’s the column. I want to apologize to you and anyone else who was inconvenienced by my lateness, which belies the respect I have for you, the magazine and its readers. And sorry for the tweeting.” See this article in its entirety at Entrepreneur.com Time-related promises, in descending order of vagueness Five seconds from now. Later today. At some point. Did you know that some cultures have no concept of time? The Amondawa people of the Amazonian rain forest, for instance. Wouldn’t that be freeing? Now. Five minutes from now. In a bit. When it’s ready. Later VAGUE SPECIFIC

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Entrepreneur february 2015 52 Handling negativity Haters and critics How-to deal with people judging you and your work By James Clear TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO The truth about criticism is that it’s almost always in your head. Apparently, the tendency to hold onto negative criticism is natural for most people. I t doesn’t matter how you choose to live your life -whether you build a business or work a corporate job; have children or choose not to have children; travel the world or live in the same town all of your life; go to the gym five times a week or sit on the couch every night— whatever you do, someone will judge you for it. For one reason or another, someone will find a reason to project their insecurities, their negativity, and their fears onto you and your life, and you’ll have to deal with it. With that in mind, let’s talk about being judged and criticized. Here’s what I’ve learned about dealing with the people who judge you, your work, and your goals. The biggest critic in your life It’s easier to complain about the outside critics, but the biggest critic in your life usually lives between your own two ears. Working up the courage to move past your own vulnerability and uncertainty is often the greatest challenge you’ll face on the way to achieving your goals. When I started my first business, it wasn’t the criticism from outsiders that held me back. It was my own mind worrying that people would think I was a loser because I skipped getting a “real job” to “start some website.” I didn’t tell most of my friends about what I was doing for almost a year because I was so worried about what they would think about it. When I started writing, it wasn’t the hurtful comments from readers that pre- vented me from getting started. It was my own fears about what they would think if I wrote about the things I cared about. I wrote my ideas in a private document for a year before I worked up the courage to start sharing them pub- licly. Those are just two examples of the types of internal fears and criticism that so often prevent us from getting started on our goals. It can take a lifetime to learn that just because people criticize you doesn’t mean they really care about your choice to do something different. Usually, the haters simply criticize and move on- and that means that you can safely ignore them and continue doing your thing, but that’s easier said than done because we all like to be validated. Some people like it more than others, but everyone wants to be respected and appreciated to some degree. I certainly do. I know that whenever I choose to take a risk and share my work with the world, I wonder about what my friends will think, what my family will think, and how the people around me will see me because of that choice. Will this help my reputation? Will this hurt my repu- tation? Should I even be worrying about my reputation? Especially with writing, these questions created an internal struggle for me. On one hand, I believed in myself and I knew that I wanted to contribute something to the world around me. But on the other hand, I was scared that people wouldn’t approve of my work and would criticize me when I started sharing the things I cared about or believed. I’ve written previously about the challenge of putting yourself out there by saying, “You can either be judged because you created something or ignored because you left your great- ness inside of you.” Eventually, I decided that it was more important to contribute something to the world than it was to protect myself from criticism.

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february 2015 Entrepreneur 53 James Clear writes at JamesClear.com, where he uses behavior science to share ideas for mastering your habits, improving your health, and increasing your creativity. To get useful ideas on improving your mental and physical performance, join his free newsletter JamesClear.com/newsletter. To have James speak at your entrepreneurial event contact him jamesclear.com/contact. “Most people need love and acceptance a lot more than they need advice.” Bob Goff In rare circumstances, you may want to respond to the people who dish criticism your way. If that’s the case, then I think Gary Vaynerchuk provides a good example of how to do it. When Vaynerchuk published his bestselling book Crush It, he received dozens of one-star and two-star reviews on Amazon. Negative reviewers claimed that the book was “absolutely awful” and called it a “piece of crap with no value whatsoever.” And this was for a book that was a bestseller! Rather than fight back and justify his work, Gary decided to respond to many of the negative reviews with a sincere apology. For example, a reader named Frank left a one- star review for the book in which he complained, “How did this book ever get published?” Vaynerchuk responded to him by saying, “Frank I am so so sorry I under delivered for you, I hope to meet u and spend 15 minutes apologizing and answering any questions u may have, I guess I needed more details in there for u, I am so sorry.” Despite using grammar from a high school text message, Vaynerchuk ended up getting Frank’s number and called him to talk things over. After their conversation, Frank wrote a follow-up comment on his book review saying, “If Amazon had a people ranking system, I’d have to give Gary five stars. One cannot help being impressed by someone who gets back to you so quickly and handles criticism so graciously.” If you’re going to respond to your critics, then getting a response like that should be your goal. Rather than beating the haters back with insults, win them back with sincerity. Most people don’t want to be convinced that your work is wonderful, they just want to know that you care. How-to respond to haters Mario Andretti in a CART race at Laguna Seca in 1991 Mario Andretti image by stuart seeger / creative commons If you’re dealing with criticism, then don’t let the wall keep you from seeing the road. Focus on the path ahead. Another way I heard it put recently, “Ignore the boos. They usually come from the cheap seats.” The truth about criticism The truth about criticism is that it’s almost always in your head. Apparently, the tendency to hold onto negative criti- cism is natural for most people. Accord- ing to Roy Baumeister and researchers at Florida State University, we re- member negative emotions much more strongly and in more vivid detail. In a research paper titled Bad Is Stronger Than Good, Baumeister summarizes academic studies that prove that we are more likely to remember negative criti- cism than praise. Baumeister found that even happy people tend to remember more negative events than positive ones. In fact, Baumeister and his team say that it when it comes to your brain, it takes about five positive events to make up for one negative event. The main point: it doesn’t matter what you do, there will always be someone who finds fault in it. So how do you get over it and move forward anyway? Here’s one ap- proach that might help… Focus on the road, not the wall Many racing experts consider Mario Andretti to be the most successful and versatile racing driver of all-time. During his career, Andretti won the In- dianapolis 500, Daytona 500, Formula One World Championship and the Pike’s Peak International Hill Climb. He is one of only two drivers in history to win races in Formula One, IndyCar, World Sportscar Championship, and NASCAR. During an interview with SUCCESS magazine, Andretti was asked for his number one tip for success in race car driving. He said, “Don’t look at the wall. Your car goes where your eyes go.” When young drivers are starting to race, this is one of the most critical lessons that they learn. When you’re driving at 200mph you need to focus on the road in front of you. If you look at the wall, then you’ll end up hitting it. The same could be said for your life, your work, and dealing with critics. Criticism and negativity from other people is like a wall. And if you focus on it, then you’ll run right into it. You’ll get blocked by negative emotions, anger, and self-doubt. Your mind will go where your attention is focused. Criticism and negativity don’t prevent you from reaching the finish line, but they can certainly distract you from it. However, if you focus on the road in front of you and on moving for- ward, then you can safely speed past the walls and barriers that are nearby. This is my preferred approach to criticism. When someone dishes out a negative comment, use that as a signal to recommit to your work and to refocus on the road ahead of you. Some people are determined to take things personally and tear down the work of others. Your life is too short to worry about pleasing those people. Where to go from here I’ve said this many times before, but it bears repeating: I don’t really have anything figured out. I’m not an expert and I don’t have all the answers. I’m still learning to deal with criticism like everyone else. But in my limited experi- ences, here’s what I can summarize about dealing with haters. 1. First and foremost, don’t be the hater. Don’t be the person who tears down someone else’s hard work. The world needs more people who contribute their gifts and share their work and ideas. Working up the courage to do that can be tough. Support the people who dis- play that courage. 2. If you’re dealing with criticism, then don’t let the wall keep you from see- ing the road. Focus on the path ahead. Another way I recently heard it put, “Ignore the boos. They usually come from the cheap seats.” 3. If you choose to respond to the hat- ers, then surprise them with kindness. You might just win a new fan while you’re at it. 4. Finally, and most importantly, make the choices that are right for you. People will criticize you either way.

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Entrepreneur february 2015 54 Teaching ‘treps TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO By Juris Ulmanis Entrepreneur february 2015 54 T here is an old saying that “those who can’t do, teach.” This may have sprung from a frustration with teachers not having real world experi- ence. This may be fine for a musician who isn’t commercially successful -he or she can still competently teach music theory- but in the business world, I believe teaching theory without hands-on knowledge is akin to malpractice. My firm belief is that teachers are fooling themselves (and their students) by teaching a subject where they have limited practical experience. Hard market experience and real world know-how put to use

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february 2015 Entrepreneur 55 As an instructor, I try to provide material that is relevant: how to network, how to engage with customers, how investments work, how not to give up, how to gauge the other person’s strengths and weaknesses, how to get into someone else’s shoes. the real light-bulb moment was when I attended Harvard in 2007 and met Karen Wilson of the European Forum for Entrepreneurship Research (EFER), whose mandate is to foster entrepreneurship education. It was there that I learned to use the case method in teaching as a way to study real world problems and solutions. Many young people have a natural entrepreneurial spirit, with great ideas, great ambitions, and idealism. What they don’t have is the network, the connecting- the-dots, the guidance, and the confidence to execute. SPONSORED BY CADILLAC IN THE SPIRIT OF EDUCATING TOMORROW’S ENTREPRENEURIAL TALENTS LEADERSHIP TRAINING >>> I went and got an MBA, right after my bachelors degree, and I had no clue what my finance or accounting course was about because I had never encountered such things, and I really didn’t understand the context. Doing business is not about theory; there are no theories that I know of other than “buy low, sell high”. The real world is dynamic, and if I wanted to keep up and be of service to my students in teaching entrepreneurship, I had to leap right into the trenches myself. Certainly before I began teaching entrepreneurship, I had great business success while working for an inter- nationally-known company at the cutting edge of information technol- ogy, and then transferring those same skills to business development in the emerging markets of post-Soviet East- ern Europe. When I began my career as a professor, I was teaching as I was taught, using textbooks and Power- Point slides. I slowly realized that this was an ineffective and senseless way to conduct classes. For some reason, I expected that in an academic setting, students would retain a lot, but this can only happen if the instructor lis- tens, inspires, clearly communicates, and respects their student body. For- tunately, I found that I was better at in-class exercises, leading discussions, and having students develop projects (including business plans), which led to better retention of taught material. For me personally, the real light-bulb moment was when I attended Harvard in 2007 and met Karen Wilson of the European Forum for Entrepreneurship Research (EFER), whose mandate is to foster entrepreneurship education. It was there that I learned to use the case method in teaching as a way to study real world problems and solu- tions. I had always felt that business was not functional, but that it was in- terdisciplinary and that studying and discussing cases helps people under- stand this. When I ask my students on the first day of class what they want to do in five years, 60-80% respond that they want to be their own boss. I believe that students’ lives will greatly be improved if they learn the true ins and outs of launching and running an innovative business, not just theories. In my time at Harvard, my worldview changed in respect to how best to fos- ter entrepreneurship, both as a teach- er and as a mentor. While there, I also met Bert Twaalfhoven (now 85 years old and one of my personal heroes), who started EFER in 1987. His credo? “Learn. Earn. Return.” He shared his own story: “How I lost $55 million with 54 startups.” By offering his own lessons learned from 17 failures over the course of four decades, he showed me not only how to become a better teacher, but also demonstrated the importance of giving back. I think that the ‘’return’’ part is very important, and I’m in that phase of my life both personally and professionally. It is in the giving back that one of the greatest entrepreneurship lessons is learned. I have spent much of my life involved in the Scouting movement, where the key is learning by doing. I’m a big proponent of the master-apprentice principle, which is manifested in the teacher-student relationship and collaboration. This idea has worked for thousands of years with mentors and coaches helping young people grow to their greatest capacity. Many young people have a natural entrepreneurial spirit, with great ideas, great ambitions, and idealism. What they don’t have is the network, the connecting-the-dots, the guidance, and the confidence to execute. I try to provide this in my classes so that their entrepreneurial spirit and idealism does not go to waste. As an instructor, I try to provide material that is relevant: how to network, how to engage with customers, how investments work, how not to give up, how to gauge the other person’s strengths and weaknesses, how to get into someone else’s shoes. The wonderful thing about being a teacher is that you learn as much or more from your students as they learn from you. Trying to be a better teacher led me to co-found the digital case model Experiential

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Entrepreneur february 2015 56 TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO Experien- tial learning advocate Juris Ulmanis has spent the past decade teaching entrepreneur- ship, marketing, and interna- tional business courses as a professor in universities across Europe. A former Motorola execu- tive for 18 years in Europe and the U.S., Ulmanis left the company to explore his own entrepreneurial ideas as a co- founder, including his latest experimental learning and simulation company: Experiential Simulations www.experientialsimulations.com. In demand as a speaker and media commentator, Ulmanis trains, con- sults, and mentors business leaders in entrepreneurship. The Vice-Chairman of the European Scout Foundation, he’s a champion of the organization’s ability to create creative leaders and embraces every risk-taking opportunity to reap the rich rewards of success. A quarter century of education Skyline University College preps human capital I’m a big proponent of the master- apprentice principle, which is manifested in the teacher-student relationship and collaboration. This idea has worked for thousands of years with mentors and coaches. SPONSORED BY CADILLAC IN THE SPIRIT OF EDUCATING TOMORROW’S ENTREPRENEURIAL TALENTS LEADERSHIP TRAINING Simulations as a more refined tool to teach entrepreneurship. Their questions pushed me back into an entrepreneurial role, so that I can garner more real-world experience to help them on their own entrepreneurial path. Today’s students follow entrepreneurs like my generation followed movie and rock stars; ‘treps have become household names just like athletes. I’ve seen students become entrepreneurs- they have a great sense of pride in their independence, making contributions to the economy and society at large, all the while earning money. I want to provide young people with exposure and hands-on experience on what happens in the real world, and I see my job as helping young people to become successful. Maybe one of my students will become the next Mark Zuckerberg or Steve Jobs? Just having students think in an entrepreneurial way is a success: seeking and seeing opportunities where others see failure, being autonomous, always trying to improve on the status quo, becoming more interesting, useful, and curious, talking and being around great people, being persistent and focused, solving problems and crises (sometimes even searching for them). This opportunity to be part of the process of helping to shape minds is why I teach entrepreneurship. F ounder, President and Chairman of Skyline University College (SUC), Kamal Puri, doesn’t have illusions about the executive education debate. He just marked 25 years of educating the UAE’s human capital, and he can give you both the pros and cons of pursuing an MBA in the context of entre- preneurship. Puri says that while formal education for execu- tives isn’t a must, invaluable “characteristics of determination and resilience, as well as positively coping with failure, and a passion for lifelong learning are key SUC directives,” and that they are indeed part of the rigors of a MBA- an opinion echoed by many entrepreneurs who have undertaken executive learning programs. SUC recently received approval to add to their BBA and MBA programs by the Ministry of Higher Education and Scientific Research (MOHESR). Launched in the fall term of 2014, new courses included business-friendly majors in marketing and retail management and public administration at the BBA level, and a tactical emphasis on e-governance at the MBA level. In the fall semester of 2013, SUC launched a strategic manage- ment and leadership MBA, and they’ve also adopted the highly lauded gamification angle of entrepreneurial education with their on-campus Innovation and Entrepreneurship Lab, “fully equipped with business games and simulation exercises for development of entrepreneurship skills among the students.” Skyline is also looking at a DBA [Doctorate of Business Admin- istration] program and plans for “expanding vertically in the field of management as well as planning to expand horizontally in the areas of computer science, law and humanities.” In tan- dem with the growth and growing needs of the UAE’s emerging economy, SUC took into account the need for specialized areas like logistics and supply chain management, and the broader overall need for management and leadership learning streams.

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february 2015 Entrepreneur 57 By the numbers 1990 The year SUC was established 40 The size of the first SUC class 6000 The number of SUC alumni as of January 2015 40 The size in acres of the SUC campus in Sharjah, UAE Ten life lessons I adopted at business school By Imad Atwi It’s not about the books Founder, President and Chairman of Skyline University College (SUC), Kamal Puri >>> IN BRIEF SUC Founder, President and Chairman Kamal Puri What types of responsibilities fall on institutions like SUC when educating human capital? “Education institutions always have responsi- bility towards the community. Skyline carried its responsibility seriously, by transferring a model and scientific knowledge from experts, academicians and practitioners from different fields. We believe in developing human capital for sustainable development and economic growth of UAE. SUC in-classroom does not just give information and knowledge, but also teaches students to create, evaluate, analyze, apply, understand and remember. We not only impart education, but we also educate our students with taking initiative, risk manage- ment, business plan development. Committed to stakeholders, board of governors, faculty, students and the community as whole, SUC is always responsible for providing human capital on regional, national as well as global basis. Manpower is the most important factor for the growth of any organization, therefore Skyline imparts skills, knowledge, creativity, and value based education to build qualified manpower for the future. ” Should people consider pursuing MBA when they know their career path will lead them to entrepreneurship? “This is a debatable issue: think of successful people like Bill Gates, who never went to study a MBA in a university. But then, a MBA helps us to make a platform to start a busi- ness. I personally believe that one does not need to get a MBA degree if he or she needs to be technically sound or intends to run or start business related to technical fields. In this case, you can join a university which conducts technical courses, and then hire MBA graduates for your business. However, in the 21st century -in order to meet global competition- it’s necessary to undergo a MBA program where the right set of capabilities are developed to build up the entrepreneur in you. It will give you an upper hand in any business setup, and by undergoing a MBA or business education, your three important capabilities -which are needed for any business- are brushed up. First, enterprise capabilities, this deals with the organiza- tion and makes one an expert in handling uncertainty; create or implement new ways of doing business, risk and reward assess- ment, thinking positively to amendments and changes, and create and implement new ideas. Second, your personal capabilities, like fostering the habit of innovating creatively, risk-taking and managing ability, determina- tion, independence and responsibility to make things happen. Third, aspects like language management, economics, finance, marketing, retail, sales, HR, and quality management come via executive education.” I ’ve spent all of 2014 in an in- tense one-year MBA program at INSEAD. Some say grad school is a bubble in a mystical, magical world with its own rules– and it’s probably true. Underneath those Poisson’s distributions, behind those jokes that only grads laugh at (or find remotely funny), above those extravagant group excursions, and inside those classrooms, there were a few lessons that kept reoccurring throughout the year. These are a list of things that I think resonated with every conversation, event, and discus- sion that took place over the course of a very eventful year. 1. From those to whom much is given, much is expected Being privileged to be able to attend such a program (and probably more than 50-75% lucky) gives us the huge responsibility of high expecta- tions- not only of ourselves, but to our communities and the world at large. We owe it to the less privileged to al- leviate their situations- be it societal or environmental. Live. Dream big. And make an impact. 2. Seek failure. Plenty of it. Failure is seen quite differently in different parts of the world. Wherever you are, embrace failure and even seek it out. There’s something about the safe environment of trial and error inside a MBA program, and that is found in very few places outside of business school. No one will judge, they will probably celebrate your failure with a toast. A dear friend of

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Entrepreneur february 2015 58 TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO SPONSORED BY CADILLAC IN THE SPIRIT OF EDUCATING TOMORROW’S ENTREPRENEURIAL TALENTS LEADERSHIP TRAINING mine had a comfortable dragging job for more than five years, and then overnight he was made redundant. There is a chance that you’ll fail doing what you don’t like doing, so why not take a chance on failing at what you truly love? 3. Don’t pay a dime for (only) education Having spent a lot of my monetary and other resources on school, I’ve real- ized that paying for just knowledge is useless. Academic information can be found online and free of charge (start by Googling “How to...” and “What is...”). What is worth the investment is having the privilege of debating and sharing this content with more than 70 of your peers from various backgrounds. This is all orchestrated by a professor who oversees things in various capacities. These scenarios are priceless, and that’s what you pay for, amongst other goodies like network- ing, access to alumni, new and benefi- cial ways of thinking, and free-flowing coffee fountains. 4. Well-rounded? Thanks, I’ll pass. There’s a lot of hype on being well- rounded, and on focusing on those weaknesses so that you can be all nicely turned out. I’d venture to make a bold statement: no one who has ever amounted to something in history of mankind was a generalist. Specialize. Focus on those strengths. Show the world both your magnificence and your weakness in all their glories. 5. Forget about where you came from It’s irrelevant really. Everyone has been everywhere, even if they haven’t. You are the places you visited, the cul- tures you read about, and the people you’ve talked to and interacted with. You’re much more international that you think. UAE and Bahrain do not define you, and neither does France, Madagascar or Brazil. 6. Rise up from the dream depression The Great Depression happened in 1930, when the economy was at an all-time low. We are now living in the dream depression- we’ve depressed our dreams to fulfill everyone else’s consulting and banker prophecies, except our own. Let’s dig up those hidden dreams. Let’s be that painter, that foodie entrepreneur, that social impact worker, let’s disrupt the music industry, and let’s bring healthcare to those in need as social enterprises. 7. Invest in human capital The biggest investment you’ll ever make is people. You’ve probably heard that before, but there’s no richer investment than that of maintain- ing and cultivating relationships. I’ve seen great ideas fail because of the team executing them, and on the flipside, simple ideas disrupt because of the people working the concept. Decision making is solely a human element and will continue to be; partnerships, pivots, successes, and failures revolve around people. Have a good team, a good partner, and the rest will hopefully flow. 8. Hello, shall we head to Ibiza and talk? Getting to know people on a personal and professional level is no longer only happening in the classroom or in professional workshops. It’s happen- ing on those weekend excursions, in that little coffee shop in Cartagena, or on that private island. So invest in those treks with likeminded people. It might seem ludicrous, but never underestimate the power of people thrown together to bring out their essence– the good, the great, and the awesome. 9. The most valuable currency The effect that you have on others. It’s not about you. It’s about that new kind of legacy that gets passed on instantly. The kind that makes people want to present their best selves when they’re in your presence. When you see great people doing awesome things in the program (and elsewhere), that only makes you want to go forward. 10. The road to inconvenience Ever heard of no pain, no gain? If you’re ever trying to decide whether to make that next step or not, ask yourself if you’re going to be inconvenienced. If the answer is yes, jump in with both feet. Prepare to take a hit on several parts of your life. Nothing worthwhile ever came from sitting around and doing a cozy, comfortable job. The time to act has always been now. We are the people we’ve been waiting for. Let’s show the world how it’s done.

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Entrepreneur february 2015 60 start it up Wacky idea | who’s got VC | Q&A | STARTUP FINANCE Mobilizing payment solutions Beam Wallet is all set to become a key player in the mobile commerce space By Aby Sam Thomas F or a company that was established only in 2012, Beam Wallet had much to celebrate when Majid Al Futtaim Ventures announced a “landmark investment” in the UAE-based mobile com- merce and rewards platform in December last year. The Beam Wallet mobile app, which is used by more than 100,000 users at over 1,100 outlets in the UAE, now looks set to become a key player in the mobile commerce space of not just the country and the wider Middle East, but internation- ally as well- small wonder then as to why the people at Majid Al Futtaim have taken a shine to this enterprise. “We always believed that the payment industry is going through a transition,” says Rasool Hujair, CEO, Majid Al Futtaim Finance, noting that the idea that mobile phones will one day replace our credit cards (and our wallets) has been a topic of discussion for quite some time now. “We live in a different environment [now], where mobile is becom- ing dominant,” he explains. “It’s really personal and it’s so powerful that it has the potential to change a lot of our habits and enhance a lot of our experiences. And so, it’s no surprise that it has eventually found a way into the payments industry as well.” But Hujair is quick to point out that customers aren’t going to change their pay- ment habits (i.e. move from their wallets to their mobiles) unless there is a significant advantage to them. “Payment is boring,” Hujair admits. “You’ll do it because you have to. And quite honestly, there’s nothing wrong with plastic for that. But the consumer is be- coming far more sophisticated. So we were looking at how we can enhance the customer experience, how we can create value, how we can make it so powerful that consumers would change their habits and move from plastic to mobile.” And that’s what makes Beam Wallet an interesting proposi- tion. It’s not just a payment app- customers also get to reap rewards for all of the shopping that they do through it. “Beam is a mobile wallet, a digital wallet,” explains Shezan Amiji, co-founder, Beam Wallet. “The value proposition to consum- ers is about being able to shop, pay and earn rewards in a single app, in a single transac- tion, in a single step. We are card agnostic- so you can use [Beam Wallet with] any card from any bank, with any telco, on any phone, on any operat- ing system.” But it’s not just the consum- ers who get to benefit from Beam Wallet- retailers are being given the opportunity to make use of a powerful mobile marketing platform for their businesses as well. “Business- es have realized that they have to embrace mobile- if they don’t embrace mobile, they will be left behind,” Amiji says. “But the problem with mobile is that, for a small business, it’s quite expensive and dif- ficult to develop a compelling app. The cost of developing a website has come down considerably, but the cost of developing an app has still not, because the experience is very difficult to map on the phone versus the desktop.” “And that’s where someone like us come in,” he continues. “Because we live in that space. Our business model is such that the business never pays us without a transaction. They take no risk upfront- they only pay us if we deliver value to them. So enabling Beam at their point of sale is at no cost to them… Our model has been [made] to completely de-risk it for the business, in terms of giving them this mobile mar- keting platform that they only pay for if they get value out of it. And if they don’t, they don’t pay us.” Given the features that Beam Wallet boasts of, it’s easy to see why Majid Al Futtaim, a leading shopping mall, retail and leisure pioneer in the MENA region, decided

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february 2015 Entrepreneur 61 Beam Wallet vs. Apple Pay “Apple Pay is the best thing that can happen to us,” says Shezan Amiji, when asked about his thoughts on Apple Pay as competition for Beam Wallet. “Because it accelerates acceptance in the market, it raises awareness about mobile payments for everybody, it kind of helps the consumer overcome a number of issues they may have [on] security and convenience [in mobile pay- ment]. So, in many ways, I think Apple Pay is an opportunity for us, rather than a threat. Apple Pay creates an ecosystem for us to plug into. Apple Pay only sets the foundation, and people like us will build value on top of the ecosystem they create.” Rasool Hujair, CEO, Majid Al Futtaim Finance Shezan Amiji, co-founder, Beam Wallet to invest in the app. But this wasn’t something that hap- pened in a day either- on the contrary, the entire process took about a year, Hujair says. It had its hurdles- for instance, when Beam Wallet first ap- proached him and his team, Hujair candidly admits that he wasn’t too taken up with its idea and the value that it could potentially bring to the Majid Al Futtaim enterprise. But the more Hujair and his team spent time on develop- ing their strategies and their short-term and long-term visions, the more they real- ized that Beam could play an important role in serving their customers better. “There was a synergy between our strategy and what they were trying to do,” Hujair explains. “But obviously, for Majid Al Futtaim to invest, we needed to be sure that this technology and the people behind it have what it takes to meet our needs today, but also to keep the product alive and [further] develop it as time passes. Technology is always evolving- so we wanted to be convinced that the app too can evolve with time.” Majid Al Futtaim then went to work, doing all of the due diligence needed to check out Beam Wallet not just from a technology standpoint, but from a commercial perspec- tive as well. They did their research, ran the app by ex- perts, compared it with other similar products in the market, and ultimately came to the conclusion that Beam Wallet and their “cutting-edge tech- nology” was, indeed, a good enterprise to partner with. While Hujair didn’t reveal any specifics with regards to the actual value of the Majid Al Futtaim investment in Beam Wallet, he did say that that it was a “substantial” amount, and that it was in “the high seven figures.” From Amiji’s viewpoint, hav- ing Majid Al Futtaim back his company had an added bonus besides the obvious boost in resources. “You know, Majid Al Futtaim is a great name in this market,” Amiji says. “So it kind of validates the busi- ness. It validates the business model; it validates that what we have built has value, if someone like MAF has decided to invest in it.” As for what’s next for Beam Wallet, Amiji says that his 16-member-team is now focusing on three things: the expansion of the business in the region and beyond, the acquisition of new users for the app, and the addition of more functionality to the product. With big things being predicted for the mobile commerce space in the upcom- ing months, Beam Wallet looks all set to becoming a key player in this particular arena.

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Entrepreneur february 2015 62 TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX #TAMTALKSTECH The 2015 International Consumer Electronics Show (CES 2015) is a gathering place for innovators, the who’s who of tech, and breakthrough developments. It’s also the stage where next-generation consumer products are introduced. Check out our roundup of some of the more attention-grabbing advancements introduced at this year’s show. CES 2015 Automotive Mercedes-Benz drives us cray cray Entrepreneur february 2015 62 The F 015 Luxury in Motion concept car by Mercedes-Benz has set the bar for self-driving vehicles. Two years ago, with the S 500 INTELLIGENT DRIVE, the company proved that it had the technology to make autonomous driving mainstream, and now the F 015 does it with style. It features a variable seating system with four rotating lounge chairs allowing passengers to relax, work or communicate while sitting face-to-face, in addition to various technologies to facilitate the continuous exchange of information between vehicle, passengers and the outside world. The vehicle has six integrated display screens that passengers can interact with through gestures, eye-tracking or touch. Although it’s currently still a concept car, the F 015 Luxury in Motion represents the route luxury automotive manufacturers will take going forward.

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february 2015 Entrepreneur 63 CES 2015 Smart Home Blossom masters the waterworks #TAMTALKSTECH CES 2015 Mobile Lenovo incites the flash… mob Lenovo VIBE Xtension Selfie Flash Blossom system Roadies F 015 LUXURY IN MOTION CES 2015 IMAGES COURTESY MERCEDES-BENZ | NASA/NISSAN IMAGES COURTESY NISSAN A new watering system from Blossom ex- tends smart home reach to your backyard. The smart sprinkler system is a first of its kind- it conserves water (significantly reducing bills) and can be controlled from a smartphone, tablet or computer. Blos- som works by leveraging the QCA7000, a Qualcomm Inc. product, connecting over the home’s existing electrical system and works with an existing system’s wires, valves and sprinklers. The Wi-Fi enabled system is easy to install and can then be managed remotely. Perhaps its most impressive feature is the sprinkler’s ability to use automated weather intelligence. By cloud computing, Blossom can determine an optimal irrigation schedule taking into account rainfall and the amount of water needed based on weather conditions. The Blossom controller definitely up a home’s intelligence, making it smarter from the inside out. Tamara Clarke, a former software development professional, is the tech and lifestyle enthusiast behind The Global Gazette, one of the most active blogs in the Middle East. The Global Gazette has been welcomed and lauded by some of the most influential tech brands in the region. Clarke’s goal is to inform about technology and how it supports our lifestyles. See her work both in print regional publications and online on her blog where she discusses everything from how a new gadget improves day-to- day life to how to coordinate your smartphone accessories. Visit www.theglobalgazette.com and talk to her on Twitter @GlobalGazette. Nissan and NASA plan to boldly go where no man has gone before. The two companies have joined forces to develop and deploy autonomous drive vehicles- cars that drive themselves. The five-year research and development deal will focus on autonomous drive systems, human interface solutions and hardware for road and space applica- tions. Consumers are expected to use the driverless, zero emission vehicles to transport everything from goods to people, but not without ample testing, of course. Research- ers plan to be test driving the first vehicle of the fleet by the end of this year. Beware earthlings; self-driving vehicles could be on the roadways beginning in 2016. Nissan and NASA to develop self-driving vehicles For those of you dreaming of crisp, clear, properly-lit selfies, your mobile yearnings have been heard! Lenovo introduced the VIBE Xtension Selfie Flash, a pocket-sized accessory made to improve selfie lighting conditions. Intended for use with the VIBE X2 Pro smartphone, it fits into the audio jack giving you a quick and easy way to create ideal (flattering) lighting conditions. The flash syncs seamlessly with shutter speed and faciliates up to 100 selfies in a single charge. Superior selfies depend on more than camera megapixels, as you Insta-addicts are aware. Take better selfies in a flash!

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Entrepreneur february 2015 64 By Aby Sam Thomas TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX Support system Students create Heroes app to connect for cancer patients and survivors According to the World Health Organization (WHO), cancer was the cause of 8.2 million deaths worldwide in 2012 alone. The new BlackBerry Classic packs a punch Back to the future By Pamella de Leon F airiha Khan shared her experience of losing a parent to the disease, and how having a support system is essential; her team would later enter Microsoft’s Imagine Cup competition with what she hoped was “something that will have a global impact.” This is where the Heroes app comes in, an online community platform to bring together cancer patients and survivors, and their friends and family members. The 22-year-old project manager is joined by fellow University of Wollongong in Dubai (UOWD) students and grads: 29-year-old Abubakar Abdulbasit as back-end de- veloper, 23-year-old Ashiqur Rahman as front-end devel- oper and 22-year-old Artaza Aziz as back-end developer. The app encourages positive thinking through their forums where users are reminded to be grateful and give back to society, as well as a medical updates forum. Other features also include being able to find other users based on the type of cancer or by user location, the option to add different users as emergency contacts, categories based on cognitive therapy research that help to reinforce positive behaviors, and inspiring posts that can be added to a scrapbook. To get the word out, they plan to use social media, as well as working with hospitals and medical practitioners “to in- troduce us to more patients- so they can test the app and help us develop it according to their needs.” After launching in April 2014 at the Microsoft Imagine Cup competition and securing third place, three competi- tions later, the app has made its rounds placing second in the Microsoft Hackathon, and competing in the GITEX Student Competition. Cur- rently in beta phase, the developers say that the com- petitions have helped them get feedback from both users and experts about the app, and also glean suggested app additions. The developers are still weighing options as how to monetize on Heroes, and since it currently only func- tions on Microsoft’s platform, their 2015 agenda is focused on getting it on multiple platforms. T he Wall Street Journal may have called it the “the best BlackBerry ever made,” but does that mean the newly launched BlackBerry Classic will set cash registers ringing as well? To be fair to the device, it is indeed a delightful contrap- tion. While it’s definitely a throwback to the BlackBerry devices of yore such as the Bold and the Curve, the BlackBerry Classic also boasts a number of spiffy new features that will appeal to the smartphone user of today. For instance, alongside the time-tested (and yes, much-loved, despite what you naysayers may say) physi- cal keyboard and the trackpad characteristic of BlackBerry phones, the Classic is also touchscreen-equipped. It’s great when accessing BlackBerry OS 10’s Hub feature, which gathers all of the messages and notifications you receive in one easy-to-navigate location. But as appealing as the BlackBerry Classic may be as a BlackBerry device, one can’t help comparing it to its competitors in the smartphone arena and wonder about its chances of success in the marketplace. There is also the problem of the smartphone’s target audience: the company’s Executive Chairman and CEO John Chen had referred to the BlackBerry Classic as being “the power- ful communications tool that many Blackberry Bold and Curve users have been waiting for,” which is curious when considering the rather limited size of the BlackBerry user contingent today— shouldn’t the company have focused its efforts on getting a larger chunk of the smartphone market instead? Having said that, credit must still be given to BlackBerry for actively listening to its current user base, and bringing out a device that contains the features they’re asking for. But while BlackBerry aficionados can be reasonably expected to take to the BlackBerry Classic quite easily, the jury is still out on whether the same behavior can be expected of users currently on Android and iOS platforms (that’s going to be a hard sell indeed). For what it’s worth, the BlackBerry Classic does seem to be a great device for business professionals- its ease of use, coupled with its unparalleled security features, make it a great gadget for the ex- ecutive on the move. So if you’re someone who’s been reminiscing about the good ol’ days when phones had physical keyboards, the Classic is the device for you.

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Entrepreneur february 2015 66 ‘Trep trimmings The executive selection CULTURE business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS CRYO Health clinic By Aby Sam Thomas Deep freeze | business unusual | Making the cut From better goods to boardroom wardrobe bests, each is- sue we choose a few items that make the approved execu- tive selection list. This issue, we present Tommy Hilfiger’s Tailored Collection in slim fitting, structured lines. We’re a bit taken with the Tommy Hilfiger SS15 Tailored Collection. The lineup –it moves easily from daytime boardroom to après work- is filled with versatile pieces that help you cut a mean silhouette. The grouping of office-appropriate attire is under the “City Prep” category in the range, and was inspired by the cosmopolitan NYC urban comings and goings of figures of commerce… much like yourselves. This range of better apparel is also tex- tured just right- without the uncomfortable weighty feel- ing, and allows for a good variety of mixing and matching. Fun detail? The suit linings have a spirited kick with blasts of color to keep things interesting. Change it up, ‘treps! GOOD Blue-gray two-piece cotton suit, light blue cotton shirt, blue silk-cotton tie, midnight kyle loafer BETTER Light gray two-piece wool suit, white cotton shirt, blue and white striped silk-cotton tie, midnight kyle loafer A s someone who has always associated saunas with heat and sweat, it was with some curiosity (and some trepidation) that I stepped into the ultra-cool confines of a “cryosauna” at the CRYO Health clinic at the Jumeirah Emirates Towers Boulevard in Dubai. Once inside, the cryosauna, which is a tall, cylindrical chamber that can hold only one person at a time, blasted my body with icy cold air at temperatures below -140°C for a duration of three minutes. While the process was, despite my apprehensions, not a painful one, it did leave me with a tingling sensation on my skin afterward. But besides that, was there a point in doing all of this? According to the people at CRYO Health, a single session in their cryotherapy chamber can burn up to 800 calories from your body. The science of the matter is that the sub-zero temperatures boost your body’s metabo- lism, and cause the release of enhanced levels of endorphins and adrenaline, which, besides helping you lose weight, also leaves you, well, feeling good about yourself. How’s that for a “cool” way to get fit? www.cryo-health.com

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february 2015 Entrepreneur 67 Rafael Nadal IMAGES © TOMMY HILFIGER | RAFAEL NADAL ACTION SHOT © James Marvin Phelps / shutterstock CULTURE business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS Tommy Hilfiger signs Rafael Nadal as new global brand ambassador Game, set, match All tied up Rafael Nadal Global TH Brand Ambassador Rafael Nadal is no stranger to comebacks. After appearing in Abu Dhabi for his Mubadala World Tennis Championship, the world’s no. 3 is back in the Middle East for his ATP World Tour at the Qatar ExxonMobile Open as defending champ (The National). We’ll be seeing a lot more of the 28-year- old tennis pro (if you catch our drift) as he signs on as the new global brand ambassador for Tommy Hilfiger underwear and tailored collections. With campaigns to be photographed early this year in Spain, media placements will rollout globally for the 2015 fall collection. Celebrity brand endorsements can certainly increase sales- one recent case in point is performing artist Taylor Swift. The seven-time Grammy award-winner has appeared in ads for multinational brands like Subway, Target and Diet Coke. The result? According to Nielsen’s Music 360 report, fans now associate Swift with those brands and their products- not a bad move at all since her squeaky- clean image can only help sales. BEST Navy two-piece cotton-stretch sateen suit, denim blue cotton shirt, multi check silk tie, midnight kyle loafer Tommy Hilfiger’s Tailored Collection ties are wearing thinner in line with their SS15 suits. See them paired with the full range, and here as standalone pieces.

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Entrepreneur february 2015 68 Four Seasons Doha wants you to move right in, and stay awhile Home away from home Four Seasons Doha CULTURE business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS “T he Four Seasons Hotel Doha is not just a place to sleep for busi- ness travellers. We care about our guests’ comfort, and creating a suitable environment and amenities that allow guests to concentrate on the business at hand, and feel at home when it’s time to relax. We also provide the right service and technology that helps business travellers to feel at ease when they are traveling,” explains Rami Sayess, General Manager of the Four Seasons Doha. A large majority of the hotel’s guest roster is business-travel related (Sayess estimates that it goes as high as 70% to 80%), but adds that it varies depending on the day of the week and the time of year. When marketing to a business cli- ent, their “strategy is to always ensure consistency in service, and product delivery while building an outstanding level of recognition for guest needs. Time is of the essence for this traveller, so we have to also ensure that we are efficient in our service experience.” A graduate of Hotel Management from Les Roches Hotel School in Switzerland, and certified in Hospitality Management at Cornell University, Sayess’ primary concern is crafting an individualized environment that each guest can call their own. When catering to a business client, Sayess stresses that luxury hospitality properties must execute “personalized service with strong guest recognition”, convenience in terms of amenities and location, and consistent connectivity. He also notes that the need to dress for success is well-noted at the hotel, encouraging their business guests to take advantage of their express laundry service to “look impec- cable” for the boardroom. A veteran of several Four Seasons properties over a decade of service, the GM thinks that their personalized at- tention will help you settle in just right, and that includes catering to your rest preferences. “A great night’s sleep leads to vitality and wellness to face a busy day, and that it all starts with a luxuri- ous and comfortable mattress. This fully customizable collection allows guests to choose their desired level of firmness by selecting from one of three mattress toppers: Signature, Signature Plush and Signature Firm.” Once you’ve rested up and you’re ready to start the day, before commencing work head to their Fitness Center (it opens at 6:00am), then speak to your dedicated concierge for help with reservations at any of the hotel’s seven F&B outlets. And for your precious free time between meetings and business en- gagements? Sayess suggests that guests “rejuvenate and unwind in our Spa and Wellness Center. Our award-winning spa has an extensive menu featuring various treatments to relax, and also to experi- ence a true sense of place here in Doha. My other recommendation is to enjoy the hotel’s innovative restaurants, and no visit is complete without some downtime in our beachfront grotto pool.”

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february 2015 Entrepreneur 69 Recommended by the GM GM Rami Sayess CONNECTIVITY “The modern world is always connected, and business travellers expect no less from their hotels. It’s essential that we provide complimentary Wi-Fi with fast Internet connection for our guests. We continually update our audio-visual presentation equipment, and special ar- rangements can be made to fulfil any request supported by technicians onsite. The hotel also offers state-of-the-art audio visual equipment that in- cludes LCD projectors, screens and drape kits, video cameras, video projectors, video players, microphones, mixers, ampli- fiers, stands, carts, easels, flip- charts, laser pointers, speaker timers, personal computers and peripherals.” CORPORATE SPECS “During our nine years in the market, Four Seasons’ name has been synonymous with special events of the highest caliber including prominent banks, oil and gas companies, and companies from different segments within the region. We have assisted them in organizing their events from A to Z- from preparing invitations, to designing backdrops, choosing menus and more. Our proven talent, professionalism and artistry assures flawless events for all of our guests.” CONFERENCE CAPABILITIES “Four Seasons Hotel Doha offers Al Mirqab Ballroom with its own pre-function area, as well as a large outdoor terrace and five well-designed, spacious conference and banqueting venues that can be adapted to suit gatherings of virtually any size. In addition, two boardrooms in the Business Centre meet the needs of business meetings. All our venues are complemented by exquisite cuisine, intuitive service, and a sense of elegance, providing the perfect setting for an exclusive event.” MUNCH “My favourite restaurant in the hotel is Nusantao! It specializes in authentic pan-Asian dishes, where the food is prepared with theatrical flair by our multicultural culinary team. My all-time favourite is charcoal grilled miso Atlantic black cod. I’m not a spicy food lover, but I love Asian food.” EXEC STAY “We have a dedicated concierge to assist guests with travel arrangements, car bookings, restaurant reservations, city recommendations, or the unexpected. For example, if a guest forgets a tie or a cufflink, our team will graciously help the guest with the needed item.”

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Entrepreneur february 2015 70 CULTURE business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS It’s time to chill out... seriously By Shoug Al Nafisi Five reasons you need to schedule time off “It’s island life, mon!” Banana Island Resort launches in Qatar | TRAVEL | Banana Island Resort Doha by Anantara H.E. Sheikh Abdullah bin Nasser Al Thani, Prime Minister of the State of Qatar and the Minister of Interior B eing an overachiever is great, but no one is at their best when they’re overworked and switched on 24/7. It’s been proven time and time again that some downtime is better for workplace morale, productivity, and health. If that isn’t good enough, here are five reasons that you should force yourself to take a breather: 1. Burn baby burn That constant buzz of work around the clock will very likely wear you out. In order to handle that, it’s best to take a break before you burn yourself right out. 2. Power down Taking a break could serve as forced detachment from work and related daily stress. Good recovery through restful sleep puts you in a much better state to take on a productive and demanding lifestyle once you’re back. 3. Planning prowess Time away from work allows for space to evaluate your workplace and career with more perspective. You’re more likely to figure out solutions to problems, and spot possible opportunities and advances. 4. Tune up Self-development is essential to personal and to professional advancement. Consider short breaks as regular maintenance for your sustained productivity and work-life balance. 5. Diversify your portfolio Cultivating different interests not only makes you more interesting, it also provides you with gains in your outlook. That said, you’ll be setting yourself up for potential career wins– interesting people are more likeable, and potentially able to seal more and better deals. It’s safe to say that you’ll be missing out on a substantial number of opportunities if you continue to push your physical and mental limits. Schedule a break, and you’ll be reaping a much larger reward. It’s a strategy backed by research time and time again. I f you’re already drawing up a list of places to visit this year, add this to your list. Developed by Al Rayyan Hospitality, Qatar capped off 2014 with a new man-made is- land, Banana Island Resort- the first Anantara project based in Qatar. The luxury resort and spa group currently has properties operating in Asia and MENA countries, such as Cambodia, Maldives, Mozambique, Thailand, UAE and Vietnam. Inau- gurated by H.E. Sheikh Abdullah bin Nasser Al Thani, Prime Minister of Qatar and the Minister of Interior, with Al Rayyan Hospitality President Mohammed Al Qahtani and Banana Island Resort Doha General Man- ager Sami Ayari in attendance, the crescent-shaped island boasts an 800-meter long private beach which means… plenty of beach activities, of course! Guests can enjoy a variety of water sports including kayaking and wakeboarding. Besides the luxe Anantara signature rooms, there’s also the Balance Wellness Centre, and a list of can’t-believe-these- exist facilities: an “oxygen fern room” and a “female-only hydro pool”. Whether you want to escape the bustling city or if you’re just up for exploring Doha’s cultural sights, it’s only a 20-minute ferry trip from Al Shyoukh Terminal downtown or a 10-minute ride from the Hamad International Airport- that is, if you fancy a helicopter jaunt. B

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Entrepreneur february 2015 72 sky high ambitions the app’s offering of “empty leg” flight deals allows users to fly at rates that are up to 75% less than an ordinary private jet charter. While that in itself would allow more people to experience flying in a private jet, Petrossov wants to further encourage the concept of jet-sharing. Sergey Petrossov’s CULTURE business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS JetSmarter wants to open up private jet travel to the masses By Aby Sam Thomas JetSmarter app P rivate jet travel may today seem like a luxury that’s meant to be enjoyed only by the world’s one percent, but that’s a scenario that could soon change if JetSmarter CEO and founder Sergey Petrossov realizes the broader vision he has for his company. As an app that allows its users to book private jets to travel to destinations around the world, JetSmarter has been described by many as the Uber for the private jet market- a comparison that Petrossov claims to be pleased about, but he admits that he’s aiming for greater things than that. “Uber has achieved a lot of great success, and I think that they are a great company,” he says. “But what we are doing at JetSmarter is unique in its [own] way. So it’s great to be compared but I want to reach a point where it’s not being compared; it’s just JetSmarter.” Petrossov does have a point- while Uber needs to be given credit for being a game-changer in the taxi- hailing business, the sheer scale, complexity and logistics involved in booking a private jet take what JetSmarter does into a different league altogether. Petrossov recalls how in 2009, he tried to book a private jet for himself and his friends, and then came face-to-face with a long, archaic process that involved a lot of paperwork, middlemen who were simply keen on making larger margins for themselves, and not a lot of transparency. It was thus in a bid to transform, or rather, “disrupt,” the traditional way business was done in the private jet industry that Petrossov and his colleagues developed JetSmarter. Judging by the way it has been received in the market (FYI, the app allows a flight to be booked in just about three minutes), JetSmarter certainly seems to have achieved its founding goals. According to Petrossov, JetSmarter has been downloaded more than 300,000 times since its launch in March 2013, and while he wasn’t willing to share very many figures relating to the business, he did say that the average price of a chartered flight is about US$23,000, and P

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february 2015 Entrepreneur 73 “Although we are [serving] a niche market, what’s so unique about our product, why we believe that we are so far ahead, and why we have an opportunity to completely dominate this space, is because there’s no one to take example from.” Charter Purchases Aircraft Operator Automated Invoicing Messages Itineraries Air Carrier Portal Charter Flyers JetSmarter Members Server Feed Charter Fleet Distribution System ★Aircraft availability feed ★Aircraft per hour pricing ★Empty Leg availability ★Aircraft positioning notifications ★Additional Dynamic Pricing Criteria ★Other fees associated with Charter Best Deals get preferred listing! Fleet Distribution System Availability Updates Technological integration with air carriers JetSmarter CEO and founder Sergey Petrossov that the app was used to book over 1,000 flights in 2014. While these two nuggets of information allow us to make our own deductions about how well JetSmarter is doing, it’s also worth noting that the app is the only one of its kind in this particular business sector. “This is an industry that no one’s really tackled; it really is a blank space,” Petrossov says. “Although we are [serving] a niche market, what’s so unique about our product, why we believe that we are so far ahead, and why we have an opportunity to completely dominate this space, is because there’s no one to take example from.” Just because they’re the first in line, doesn’t mean that it’s all smooth sailing for JetSmarter. Despite the many benefits inherent in the app’s disruptive nature, it can still be quite challenging for consumers used to an entirely different kind of service to trust that JetSmarter can deliver on all of what it declares it can do. In addition, it must be noted that the transactions that JetSmarter facilitates are rather expensive ones- and that can make customers more hesitant about using the app. And this is why Petrossov is keen on word-of-mouth recommendations for his app from a marketing standpoint- their target audience (for now at least) is, after all, a small and privileged one. “So if we can give one consumer an experience that he can’t replicate anywhere else, then he’s going to tell his friends about it,” he explains. “And that’s trust. So we work on that heavily.” It must be mentioned however, that while JetSmarter currently caters to a market that is big in terms of revenue, the actual number of consumers that can afford a private jet is still quite small. To his credit, Petrossov is very much aware of this factor, and he’s already thinking up of ways to essentially “democratize this space.” For instance, the app’s offering >>>

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Entrepreneur february 2015 74 LAS VEGAS LONDON MOSCOW LOS ANGELES NEW YORK MIAMI ON AVERAGE OUR PREFERRED EMPTY LEGS SELL WITHIN THE FIRST 24 HOURS OF POSTING Empty Leg flights are usually %50 cheaper! CULTURE business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS “On a high level, our overall goal is to bring aviation back to its roots- all aviation started out as private. And we want to give as many people as possible the opportunity to experience that again. We really want to democratize this space. How we are going to do it is the next question, but we are taking baby steps to get there.” while Uber needs to be given credit for being a game- changer in the taxi-hailing business, the sheer scale, complexity and logistics involved in booking a private jet take what JetSmarter does into a different league altogether. of “empty leg” flight deals allows users to fly at rates that are up to 75% less than an ordinary private jet charter. While that in itself would allow more people to experience flying in a private jet, Petrossov wants to further encourage the concept of jet-sharing, which, much like ride- sharing, would further allow friends (or even strangers, for that matter) to band together, split the cost of the flight, and then fly in style to the destination of their choice. The opening up of the private jet market to more customers is something that Petrossov is very keen on doing with JetSmarter. “People might think private jet travel is inaccessible, but it actually is really accessible,” he says. “On a high level, our overall goal is to bring aviation back to its roots- all aviation started out as private. And we want to give as many people as possible the opportunity to experience that again. We really want to democratize this space. How we are going to do it is the next question, but we are taking baby steps to get there.” If JetSmarter is indeed able to make private jet travel more affordable, then that’s going to result in a major evolution in the way we as ordinary consumers choose how to travel- which is certainly a rather exciting prospect to look forward to. Current residence Boca Raton, Florida Favorite U.S. destination New York City On the to-do list Macau, China Countries visited Over 20 Home base “Born in Moscow, Russia, but lived most of my life in South Florida.” Airtime “I fly three or four times a month- usually three domestic flights and one international flight. For many domestic flights I use our company’s empty leg offerings.” Define luxury travel “Flying on a BBJ to the Four Seasons Maldives for relaxation, then making a stop in Macau to get some adrenalin, before you return home to continue innovating.” Goal state “JetSmarter will be the go-to place to book private air travel on the go. The world is getting mobile and not only this industry, but every industry needs a fast, secure and mobile method to get what they want. JetSmarter does just that. We expect to have 10,000 members by the end of 2016 and total app user base of 10 million people.” Best private jet travel tip “Download JetSmarter!” In Brief Sergey Petrossov

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Entrepreneur february 2015 76 CULTURE business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS Playing to her strengths Online retailer Nasty Gal founder steps down “Now you see it, now you don’t!” Virtual reality museum is a gallery for stolen masterpieces The NYPL was Google, before Google #LetMeLibrarianThatForYou NYPL IMAGE © INSTAGRAM.COM Question from NYPL archives posted on Instagram I n true #GirlBoss spirit, entrepreneur Sophia Amoruso is living up to her own advice of “playing to your strengths.” The bestselling author and Nasty Gal founder is relinquish- ing the CEO role of the fashion retail site and handing it over to Sheree Waterson, the company’s President and Chief Product Of- ficer. Waterson, who’s also joining the board of directors, was hired in February 2014 as a potential CEO, bringing in her experience from Levi Strauss & Co., Lululemon and Speedo North America. Announcing the shift in a personal vlog and blog post statement, Amoruso mentioned how being mentioned in The New York Times feature America’s Next Top Mentor -alongside Diane Von Furstenberg and Tim Gunn- reminded her that mentorship is a “commitment” to their online fashion empire. Started as a vintage eBay shop eight years ago for 20-something women seeking affordable statement pieces, she now wishes to focus on her customers, and said that she’s ready for Waterson to lead the business and “mentor” the team (herself included). There’s speculation that it’s also in response to recent slow growth, resulting in layoffs of 10% of staff (TechCrunch). Online retail Modcloth is also undergoing a CEO switch, layoffs and decreased growth. Re/code reported that a “sales plateau” after huge revenue increase is normal in e-commerce. With their first shop in Los Angeles, Amoruso, still serving as Executive Chairman, will focus on creative and brand marketing, while Waterson, will take over operations and play a significant role in the company’s offline retail growth. S omewhere in the world today stolen masterpieces are making the rounds, perhaps never to be found. A student of New York Univer- sity’s Interactive Telecommunications Program (ITP) program has a solution, and no, it isn’t about tracking down the missing artwork. The Museum of Stolen Art is a virtual reality museum for works of art “that cannot be viewed physically anywhere in the world,” according to the explainer video. Designed to replicate a museum experi- ence, works “reported as missing in the FBI and Interpol art crime databases” are suspended on white walls and come complete with an audio guide, to give users contextual and realistic experience. Three exhibitions are planned: one for renowned stolen works which includes pieces from the Isabella Stewart Gardner Museum theft in 1990, and two focusing on looted art from Iraq and Afghanistan. It’s said that after the 2003 U.S. inva- sion of Iraq, an astounding 14,000 works were robbed from the Iraq Museum. The Museum of Stolen Art’s collections aim to reflect that art, history and culture can be a casualty in conflict zones, too. The project is an Oculus Rift experience, and describes itself as “an exploration of VR technologies both for different purposes like education, archiving and advocacy.” While people are still taking an interest in virtual reality technology, last year’s craze and quick end over Google Glass is a sign that there’s more work to be done before mass adoption. www.mosa.ziv.bz A dam and Eve’s heights, the reason why squirrels appear in 18th century English paintings, the therapeutic value of essence of pine needles, and proper etiquette post attending a New Year’s Eve bash. Sounds peculiar? Between the 1940s and the 1980s, these were some of the questions that the New York Public Library (NYPL) employees fielded. Before Google and the Internet, people relied on volumes of encyclopedias or asking their local librarian. After finding a box of informa- tion requests jotted down and filed by former NYPL staff, the current NYPL team decided to share them through their Instagram account. The queries are a mixture on manners, religion, and historical facts- some of which, still get asked since the library’s question-answer service continues (NPR). The team posts every Monday, with the hashtag #letmelibrarianthatforyou, a hat-tip to the expression “Let Me Google That For You.” Last year, U.S. Senators Tom Coburn and Claire McCaskill introduced the Let me Google That For You Act to argue that government records available through the National Technical Informa- tion Service –which comes at a price- can be found via Google search for free (The Wire). You learn something new (or old), every day.

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Entrepreneur february 2015 78 FRANCHISE CEO Julia Stewart Partnering up boosts your company’s growth... exponentially DineEquity credits franchisee partners for success By Aby Sam Thomas Julia Stewart visits an IHOP outlet in Dubai “We tend to say that our international partners are of a different ilk. Their pristine standards and level of excel- lence is, for the most part, of a different ilk, because of the nature of the beast. So we want [to partner with] someone whose standards are beyond reproach.” A s the purveyor of the Applebee’s Neighborhood Grill & Bar and IHOP brands of restaurants, DineEquity is one of the larg- est full-service restaurant companies in the world. And for such a global company, DineEquity is doing pretty well for itself- its unaudited restaurant sales for 2013 totaled approximately US$7.3 billion. Its presence in the Middle East has been steadily growing as well, with Dine- Equity Chairman and CEO Julia Stewart recently visiting the region to meet with the company’s franchisee partners here and explore future strate- gies and avenues for growth. When asked about Dine- Equity’s formula for success, Stewart pointed toward the excellent work done by their franchise partners in the busi- ness, noting that her Glendale, California-based company took a lot of care when choos- ing partners, especially in the case of its international franchisees. “I think it’s fair to say –and I can’t speak for other brands, but certainly for us- that when you are 15,000 miles away from corporate headquarters, you better pick a partner that you are going to be married to for 25 years, whose levels, whose values and whose standards are stellar,” she said. “We tend to say that our international partners are of a different ilk. Their pristine standards and level of excellence is, for the most part, of a different ilk, because of the nature of the beast. So we want [to partner with] someone whose stan- dards are beyond reproach.” And DineEquity’s Middle East partners certainly fit that particular description- for instance, Applebee’s franchise partner in the UAE, Jananah Investment LLC, was recently named the brand’s Interna- tional Franchisee of the Year. “I think, for me, overall, the Middle East is a huge opportu- nity for us, for both brands,” Stewart said. “And I think [that’s] one of the reasons I’ve given this mandate [to our partners here] about really standing out. So it’s not take whatever we do in the United States, slap it in the Middle East and call it a done deal. It’s this notion of how do you keep this brand fresh and dif- ferentiate it based on the con- sumer insights, and stay steps ahead of the competition. I think that is critical. And I think we have successfully done that with both brands, in the process of taking it to a whole another level.” So, how does DineEquity ensure that its franchises thousands of miles away from headquarters are working the way that they should? “I get that question all the time,” Stewart replied, smiling. “I’d like to believe that after almost 57 years at IHOP and at least 35 years at Applebee’s, we’ve got this

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february 2015 Entrepreneur 79 Applebee’s interior Applebee’s staff at the Sheikh Zayed outlet “We have a core competency in branding, franchising and upholding standards. I would say that that’s our core compe- tency- I didn’t say it was run- ning restaurants. So I happen to think this business model works best for us, because we take so much of our resources, and reinvest it in improving tools, systems and processes.” “it’s not take whatever we do in the United States, slap it in the Middle East and call it a done deal. It’s this no- tion of how do you keep this brand fresh and differenti- ate it based on the consumer insights, and stay steps ahead of the competition. I think that is critical.” down. But I do give us high marks for our ability to hold people to a standard. And I think that’s [because of] a couple of things- we’ve just gotten good over the years, [with] infrastructure, systems and processes, holding people accountable. We have a very stringent process that we take all of our franchisees through on an ongoing basis. And then, once we get everybody to a pretty good standard, guess what we do? We raise the bar. So we are known for getting everybody to an A or B [in terms of grades]- we don’t really believe in Cs, Ds, and Fs. And once we get people there, we raise the bar and make the standards even higher. So I like to believe that we have done that very successfully.” “Candidly, our culture is to manage by the relationship and not by the contract,” Stewart added. “So we are not known as being contractual people; rather, we are about the relationship. My job isn’t to try to make you fail; it’s to help you be successful. So we have systems, processes, infra- structure, tools… The idea is to how to make it better. But fundamentally I have to think we are good at it… We have a core competency in branding, franchising and upholding standards. I would say that that’s our core competency- I didn’t say it was running res- taurants. So I happen to think this business model works best for us, because we take so much of our resources, and reinvest it in improving tools, systems and processes.” According to Stewart, it is this commitment to excel- lence that’s going to drive DineEquity’s growth in the future. “There’s only three ways you really get growth: you get it organically, that is to say that your existing fran- chises do more sales to drive more traffic; you develop, you have more restaurants, more sites; and you extend your capability into an area where you are currently not… So we think between the organic growth that we are currently doing successfully, developing more restaurants and then expanding ourselves whether it’s into non-traditional, or other forms, or even new concepts, we think we have a huge opportunity. Daniel [del Olmo, President – Interna- tional, DineEquity] has been challenged with tripling the business in the next five years outside the U.S.; I have every confidence that it is possible, but I do think it comes down to our partners.” And as far as Stewart is concerned, this is the best (and perhaps, only) way to run a business like DineEquity’s. “We are 99% franchised, globally- there’s only about three people in the world that are like that,” she said. “So, virtually no one in the world is 99% franchised. And so when you are 99% franchised, your leverage isn’t your company- operated restaurants- it’s your partners. That makes your leverage.” >>>

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Entrepreneur february 2015 80 On a roll Chez Sushi prioritizes regional expansion By Aby Sam Thomas FRANCHISE Below: Hiba Kosta, co-founder and Managing Partner, Chez Sushi S ince its launch in 2013, Chez Sushi, the fast-casual Japanese restaurant, has managed to find a loyal following in the country, and after hav- ing opened three outlets in the UAE, it’s now gearing itself up for further growth. “Both the loyal sushi-loving customer and a growing customer base have taken to Chez Sushi’s fast-casual din- ing concept, driving popular- ity for the brand,” says Hiba Kosta, Chez Sushi co-founder and Managing Partner. “The evidence of this is that Chez Sushi has seen market de- mand drive a growth rate that has seen a new location open, on average, every six months since opening in 2013. There are also a further two outlets set to open in Q1 2015.” But the UAE is not the only country that Chez Sushi is targeting as part of its expan- sion drive- in December, the brand launched its first non-UAE franchise in Oman. Kosta reveals that Chez Sushi has partnered with Abu-Mai LLC, a sister company of the OHI Group, for its operations in Oman, and even as the first outlet secures its place in the market, plans are already underway for a second branch to be opened in Muscat in the next five months. “When we first announced that we were franchising, we started to get a lot of emails from Oman asking us to open there, [and] we realized that the market in Oman needed Chez Sushi,” Kosta says. “We were ready to open outside of the UAE. Oman came at the right time, [and its] geographical proxim- ity to Dubai made it even easier for us to set up and allow [our partners] to send their team to train with us in Dubai.” Oman just marks the begin- ning of Chez Sushi’s regional expansion plans. Kosta says that plans are underway for a presence in Bahrain in the next two months, with the company having signed a deal with a local F&B manage- ment company, Eatcorp.“The plan is to take Chez Sushi to markets that show a gap in the market for the fast- casual dining concept,” Kosta explains. “Having started in the UAE, the regional markets are the more obvious destinations to explore, as there are certain similarities in these markets that can be learned from. That is not to say, however, that we would limit growth to the region. We need to be assured of the need factor and demand in the markets we are assessing. In fact, that will always be the driving factor for any growth– whether we can add value to a given market, not growth for growth’s sake.” Kosta also says that while Chez Sushi’s model for expansion has been firmly in place from the start, she and her team have been cautious about driving its expansion as well. “In order to look at a franchise model for international growth, then it is vital that you have 100% certainty over the essence of the brand,” she explains. “It is only if you have that confi- dence, backed up with guide- lines, that you can ensure a quality maintained to the same level as those owned, in the home market. I would not have the confidence to expand onto the international scene without having faith in the brand’s identity and transferability into multiple markets. However, I still take a personal interest and I’m in- volved in the launch of every new location that opens, so I can see for myself that every- thing is as it should be.” STAND AND BE COUNTED Based in Glendale, California, DineEquity, Inc., through its subsidiaries, franchises and operates restaurants under the Applebee’s Neighborhood Grill & Bar® and IHOP® brands. 1,841 Applebee’s U.S. Applebee’s franchise locations 145 Applebee’s international franchise locations 23 U.S. company-operated Applebee’s locations 1,566 IHOP U.S. franchise locations 168 IHOP international franchise locations 10 U.S. company-operated locations 3,653 Total IHOP restaurants system-wide 1 400+ Total IHOP franchisees 2 200,000+ The approximate number of DineEquity team members including franchisee and company-operated restaurant employees 1 As of September 30, 2014 2 As of December 31, 2013 EXECUTIVE SUMMARY CEO Julia Stewart A nearly 40-year veteran of the restaurant industry, Julia A. Stewart serves as Chairman and CEO of DineEquity, Inc, one of the world’s largest full-service restau- rant companies, which she led the creation of in 2007 by merging Applebee’s Neighborhood Grill & Bar and IHOP Restaurants into a $7 billion system sales company. Prior to creating DineEquity, she was the first female CEO of IHOP in the chain’s 54-year history, and before that, she served as the President of Applebee’s. Earlier in her career, she also held key executive positions with Taco Bell, Burger King, Carl’s Jr., Black An- gus/Cattle Company and Spoons Grill & Bar. Stewart’s lifelong passion for the restaurant busi- ness started with her first job as a teenage food server at IHOP in her native California. Stewart is also a founding member of the Women’s Foodservice Forum (WFF), a vital industry organization dedicated to the development and advancement of women, and is the recipient of numerous industry awards.

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Entrepreneur february 2015 82 READ BETWEEN THE LINES BUSINESS BOOK RUNDOWN By Amal Chaaban The Naked CEO Alex Malley Measurement Madness: Recognizing and Avoiding the Pitfalls of Performance Measurement Dina Gray, Pietro Micheli & Andrey Pavlov CULTURE business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS J ust because an author demonstrates great sales doesn’t mean their business advice is applicable in the boardroom or even good for practical application otherwise. Our reviewer takes a look at some of the titles getting hype recently and gives you the executive summary. Before you hit the business bestseller aisle, read these reviews to see which of these known books are actually worth your while. Drawing on his many years of experience, author Alex Malley has penned a mixture of a self-help and business book in one. He makes a point of saying that it is not a book of answers nor it is a sugar-coating of the workplace world, but it is a guide to help the reader move forward and that is potentially the most accurate description that fits this read. The Naked CEO starts with a piece called Dare to Dream which discusses what he thought was a disastrous interview early on in his working life, and moves forward from there. The richness in this book is not in the platitudes or the plentiful (and highly applicable) advice; the real wealth is drawn from Malley’s own experiences that helped him move forward. In sharing his background, he is illustrating to the reader that all of their collective experiences matter in shaping the leader they will eventually become. It’s a basic piece of advice built cleverly into the narrative, so that it reads as though you’re chatting with an old friend. This is a great read for everyone, not just those looking for career and leadership training. If there is any one thing that can cause a collective eye roll or groan in a meeting, it’s the concept of performance measurement. That is because it’s possibly the most misused form of improvement tool that there is in business. It seems that com- panies everywhere are obsessed with measuring performance in a thousand different ways without realizing that a) measurements can be skewed and results played with and b) measurement for measurement’s sake is counterproductive. This wonderful new book points out all of the pitfalls of over-utilizing performance measurement, and even better it provides a correct map on how to actually use tools to properly measure demon- strated successes and failures. The authors create a fictional situation right at the beginning of the book to illustrate pitfalls and then talk about how to fix them. There is a somewhat long explanation of what performance measurement is, but that is really the only flaw in Measurement Madness. Give this a read before you assess members of your organization.

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february 2015 Entrepreneur 83 Stuff I Wish I’d Known When I Started Working Fergus O’Connell Do Cool Sh*t: Quit Your Day Job, Start Your Own Business, and Live Happily Ever After Miki Agrawal Facebook founder launches virtual book club Crowdsourced content? Mark Zuckerberg IMAGE © CATWALKER / SHUTTERSTOCK By Geoff Weiss Mark Zuckerberg M ark Zuckerberg is pulling an Oprah Winfrey. Days after crowdsourcing his New Year’s resolution among 50,000 Facebook fans, the billionaire announced a new virtual book club: A Year of Books. The suggestion came from Facebook user Cynthia Greco, Zuckerberg noted, whose proposal received more than 1,900 likes. Every two weeks for the next year, Zuckerberg has vowed to read a new book, “with an emphasis on learning about different cultures, beliefs, histories and technologies,” he wrote in a Facebook post announcing the endeavor. Those who wish to follow along can do so via this dedicated Facebook page. First up on his list will be The End of Power by Moisés Naím, which “explores how the world is shifting to give individual people more power that was traditionally only held by large governments, militaries and other organizations.” According to Zuckerberg, “books allow you to fully explore a topic and immerse yourself in a deeper way than most media today.” Given that Facebook has become one of the most notorious purveyors of clickbait on the web today, it is somewhat ironic that Zuckerberg said that he’s “looking forward to shifting more of my media diet towards reading books.” While reading a new book every other week may sound like a tall order, such personal challenges have become an annual tradition for Zuckerberg. In past years, he has learned Mandarin, worn a tie to work every day, and only eaten animals he personally slaughtered. See this article in its entirety at Entrepreneur.com As people move up the corporate ladder, they take with them their experiences, and one day look back ruefully and think that they wish they would’ve known at the beginning of their careers what they do now. In Stuff I Wish I’d Known When I Started Working, O’Connell attempts to impart informa- tion that he wishes he would have had when he was just starting out in his career and moving upwards. This isn’t an easy read, nor is it a light one; it can come off a bit preachy, but the meaning is clear behind each chapter. Most importantly for this reviewer, it does actually get across some real world advice that can and should be applied to each of our working lives as well as our personal lives- some are obvious, others, not so much. There are ideas in here that may be applicable to specific scenarios, but the challenge is really about applying the knowledge he gives in all the little and big ways O’Connell mentions. As the author says, “Your life will be richer for it.” It would be a safe bet to say that each of us at one time or another has woken up, looked at aspects of our lives (work or personal), and found that change is necessary. Building on this oft-repeated thought comes Miki Agrawal with a deceptively easy read that presents real challenges to the reader in order to bring about that change. At first glance, this book seems to be the antithesis of your business read- there’s nothing stuffy or charty about it. In fact, it might one of those books that ‘treps overlook in search of more instructive-looking reads, but that would be a big mistake as Agrawal is an award- winning entrepreneur herself who has firsthand experience. Some of her challenges include basic things like asking for what you want, and others are actually quite difficult to follow through on since most people don’t like to leave their com- fort zones. Do Cool Sh*t is great for anyone in a rut or anyone looking to make major changes in their lives. Pick this up if you are serious about evolving for the better.

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Entrepreneur february 2015 84 start it up Wacky idea | who’s got VC | Q&A | STARTUP FINANCE Tackling youth unemployment Startup InternsME wants to help your company find the right fit By Pamella de Leon There’s no quick fix to youth unemployment and career portal InternsME aims to assist in filling the gap between education and workplace in UAE through internships and trainee placements with an online platform– a cost effective solution for companies to grow their teams. Above: Krystel Gonzales, HR Trainee with Sephora, with Mohamed Gdara of Sephora, and Jean-Michel Gauthier, at the Talent Hunt T he reality for the youth workforce is dire. According to the Inter- national Labour Organization, the Middle East has the highest youth unemployment rate globally, with it being 29.1% in 2013. Students and graduates get stuck in a conundrum: besides trying to attain wasta or con- nections, they can’t find a job without experience and they can’t get experience without a job. There’s no quick fix to youth unemployment and career portal InternsME aims to assist in filling the gap between education and workplace in UAE through internships and trainee placements with an online platform– a cost effective solution for companies to grow their teams. To stand out among job seekers, the platform focuses on video resumes, or ‘visumes’ as CEO and co-founder Jean-Michel Gauthier calls them. Since students and fresh grads lack experience, CVs can seem bare: “It’s been difficult for hiring managers or company owners to really gauge someone based on their CV. Visumes became the obvious choice to help candidates highlight their strengths, communication skills and personalities.” Being a video-centric em- ployment platform, InternsME found that it’s a great way for candidates to foster confidence and practice their personal pitches. Gauthier says that approximately 40% users have uploaded videos, adding that users with good visumes “tend to get snapped up into placements very quickly.” To further help reserved and unsure users, the career portal is providing free recording sessions at their office to sup- port and guide users. At first, attracting users to sign up was a chicken and egg scenario. They needed candidates to attract employers and vice versa. The portal managed to get candidates to sign up first by getting support from educational institutions and generating content -such as blog posts and videos on interview tips, creating video resumes, etc.- until jobs were available. “It wasn’t easy at all, especially for the first several hundred- early adopters are seemingly rare in Dubai.” Besides building partnerships with universities through fairs, workshops, and roundtable discussions, word-of-mouth was also a big help. Gauthier explains that they spoke to candidates as part of their screening process to better understand their strengths and job-seeking preferences. As someone who tried out the platform in 2013, although they weren’t able to find me a match at the time, I can attest to this and I applaud their efforts to get to know me and what job I was most inclined to land. Others echo my sentiments too, as Gautheir says users feel the difference from other placement portals. Regarding the current state of youth em- ployment in the region, Gautheir admits that most employers still aren’t providing internships, and they “even come across the odd employer who asks us, ‘What’s an internship?’” There’s been positive change, but the situation still has a long way to go. Startups and SMEs are “eager” to hire from the young workforce, however some are still “reluctant” to deviate from their established “recruiting methods and reliance on experienced staff.” The team often liaise with employers in a bid to disprove misconceptions and impart guidance. Gauthier believes there’s always a way for them to fit in to an organization, it’s just a case of “link[ing] it back into a company’s needs and objectives.” >>>

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Entrepreneur february 2015 86 FOUNDERS CEO Jean-Michel Gauthier oversees day-to-day operations, and Elizabeth Zeibari and Jason Mathias act primarily in an “advisory capacity”. The founders are aged 28, 30 and 31 respectively, with backgrounds in pharmaceuticals, advertising and various other commercial experience. FUNDING InternsME is backed by angel investors, who also act as board members and advisors to the startup. BUSINESS MODEL Companies can join the InternsME employer network for a small fee. The portal allows them to post jobs, search for graduates, watch video CVs and recruit talent. start it up Wacky idea | who’s got VC | Q&A | STARTUP FINANCE Making the case for paid internships By Kareem Chehayeb You get what you pay for S top groaning, entrepreneurs. You need interns just as much as they need you. You’re hiring them because you need temporary help, and an extra body in the office never hurts. In return for their work, you’re giving them some firsthand experience and skills they can use later in their careers. Here’s the thing: pay- ing interns isn’t anything new. It’s almost standard procedure in the tech sector for interns to receive high salaries in addition to some money for rent (Pinterest pays in- terns US$7500/month plus $1500/month for rent). What’s in it for you? Believe it or not, paying interns to make sure they can at least handle their monthly cost of living, and that’s incredibly beneficial for your business. Recruitment Providing paid internship programs will reap benefits as early as the HR stage. You obviously don’t want to bring in just any- one- you’re looking for someone with tons of energy, enthusiasm, and a good skillset. Providing good financial incentives will reel in some quality applicants, who can really kick things up a notch at the office and be an asset, instead of being just another body fetching coffee. Of course, that’s only relevant if you’re looking for an intern to do more than just photocopy paperwork and answer phones. Upwardly mobile Let’s talk about money and growth (two words that ‘treps truly love). Your interns can play a huge role in helping you out on those two fronts. Your skilled, enthusiastic, and well-compensated intern will do more than just scroll through social media feeds during team meetings, they’ll actually con- tribute. I can easily think of two hypotheti- cal scenarios off of the top of my head: 1. You’re short on time and need to finish a few major projects, and you simply can- not disappoint your client. If you nail it, there are many more opportunities on the horizon. If you don’t, you can wave this potential long-term financial relationship goodbye. Your staff might be exhausted, but your intern is motivated, determined, and willing to get the job done to make an immediate impact in the primary years of their career. This also applies to the non- profit sector, who need to guarantee annual grants to keep their organizations going. 2. Situation number two revolves around innovation. It’s hard to keep up with certain trends when your small business consists of 10 employees all over the age of 40 who haven’t delved into the new marketing strategies. Your intern on the other hand, most likely a fresh grad out of college, is likely very well-versed with digital trends He asserts that for cost-conscious start- ups, internships can help in expanding a team, keep the cost and risks low, and it’s an opportunity to see how possible future hires can fit in before having them join your team full-time. Interns help to build a “healthy company culture, as they bring onboard fresh perspective, ideas, drive and diversity.” So how can startups facilitate a good working environment for interns, who are usually millennials? Gauthier reminds employers that the needs of the young workforce varies: “They seek to be inspired, empowered and to feel part of something exciting.” Interns can bring more impact if presented with opportu- nity “to contribute their ideas and take responsibility of tasks”. It also goes a long way when companies are considerate ac- cepting interns who may still be studying. “Startups need to be able to answer, why are we a great place to get experience, or start your career at?” In terms of the discourse between unpaid/paid intern- ships, Gautheir stresses how internships are primarily for gaining work experience, and a small stipend to cover expenses is recommended. To further bolster and support their online presence, InternsME staged The Talent Hunt last year to gather 16 em- ployers with more than 400 candidates for a session of “speed interviews”; both sides have a short (two to three minutes) conversation to get to know one another. The co-founder says that the event was very successful, and that “hundreds of applicants are now under consideration as a direct result of the event.” Besides planning a relaunch of their website and grow their team, the startup also intends to frequently host more employers-meet- candidates sessions. in social media and business technologies. That intern could inspire or play a part in an idea that could be a goldmine for your business. Wouldn’t it be nice if you gave that intern a “thank you” cheque for their hard work? R&D Interns, being people too, also hope to keep developing their careers. Your intern could be a future employee- the long-term possibilities are endless. Should your internship program not only be a positive growth experience for your interns, but also be one that financially compensates them for their hard work, you could find yourself a dedicated employee for the fu- ture. And why not? They’ve already spent time working in that exact space and work environment, and they’re already apart of your team. Sure, that intern isn’t handling the most complex tasks, but they’re still working. They still commute on a daily basis, and usually clock regular office hours (if not putting in overtime to prove themselves). These days, a certificate acknowledging an internship alone isn’t going to cut it. The job market is terrible, and fresh university grads are struggling to make ends meet with many shackled by debt incurred during their degrees. So why not give them a salary? The amount of energy and creativity interns bring into an office space is second to none. It’s the least you could do.

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february 2015 Entrepreneur 87 Gourmet coffee is our business Coffee is our passion. Whether its green beans freshly roasted to perfection, espresso capsules or a wide array of machines; we offer you nothing but the best. Just the way your customers like it. For all enquiries please call 04 380 7899 or email info@eurocoffee.ae or visit eurocoffee.com Now let it enhance yours

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Entrepreneur february 2015 88 Making monetary sense Understand your VC term sheet M oney matters, and no one understands this more than cash-strapped startups. During the course of startup maturation, founders seek financing alternatives outside of banking, family, and friends. As a result, venture capital funding has been on the rise in the Middle East as ‘treps in this region pursue greater and more sophisticated sources of capital, with Dubai thus far serving as the funding epicenter. When gearing up to enter into a capital injection agreement, one of the first things you need to be fully knowledgeable about is the term sheet- it’s the initial key document that sets out the structure of a venture capital transaction. money ask the money guy | vc viewpoint | your money | ECON [The how-to] By Shahram Safai & Ronnie Dabbasi Entrepreneur february 2015 88

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february 2015 Entrepreneur 89 A term sheet for a venture capital transaction in the Middle East typically includes four provisions: valuation, investment and management structures, and changes to share capital. The term sheet will specify the investment structure, including whether the investment will be made through equity, debt, or a com- bination of both. Most VCs prefer to acquire convertible preferred shares of a startup. THE BASICS WHAT A term sheet outlines the prin- cipal terms and conditions that will govern a venture capital investment. SCOPE This document is almost exclusively prepared by the investor, and it will include the investor’s pre-money valuation of the target company. Term sheets are gener- ally non-binding, though they often include confidentiality provisions and an exclusivity period for negotiations that are binding on the parties. Term sheets are often very detailed, and they should be drafted and negotiated with many considerations in mind. In particular, the parties will need to balance the interests of the target company’s stakeholders. Depend- ing on the stage of investment, there may be stakeholders with differing financial objectives and exit strategies that must be reconciled for the trans- action to proceed. Also, each round of financing should anticipate the future capital needs of the company. PARTY AGENDAS Venture capitalists (VCs) will seek rights that are com- mensurate with their level of invest- ment, while the company’s founders will work to maintain capital flex- ibility and management control and to ensure that the VCs rights are not too onerous. FOUR KEY PROVISIONS A term sheet for a venture capital transaction in the Middle East typically includes four provisions: valuation, investment and manage- ment structures, and changes to share capital. 1. Valuation VCs will propose a company valuation in the term sheet, which will determine their percentage ownership in the startup. In an ideal scenario, it would be possible to use certain industry metrics to determine the value of the target company and its expected growth. Scenario A VC may calculate the company’s terminal value (i.e. its an- ticipated sale price at the end of the investment term, which is generally five to seven years from the date of the financing) using a multiple of its estimated revenue or on the basis of a typical price-to-earnings ratio used in the industry. The VC could then determine the enterprise’s pre-money valuation (i.e. its current value prior to the investment being made) on the basis of the proposed return on in- vestment, which is often a very large multiple (e.g. 20x). Pay special attention Unfortu- nately, new enterprises have little to no operating history, and it’s very difficult to estimate the future cash flows of many businesses that seek venture capital financing. This means that VCs often rely on a number of fluid factors to estimate the valua- tion included in the term sheet. In particular, many VCs seek to acquire a certain ownership percentage (e.g. 20% to 30%) regardless of the type of business involved and will calcu- late the company’s valuation based on that threshold ownership percent- age and the amount of the proposed investment. Alternatively, some deals are priced based on industry practice for a given stage of investment. Scenario It may be common for an initial financing round for a particular type of enterprise to be around US$1 million to acquire a large minority interest. Finally, as with any negotia- tion, the number of participants is important. If only one VC is interest- ed in investing in the startup, it will be able to set the market; however, a company will be able to obtain more favorable pricing if it can secure ad- ditional offers. 2. Investment Structure: Conversion, Liquidation, and Dividends The term sheet will specify the investment structure, including whether the investment will be made through equity, debt, or a combination of both. Most VCs prefer to acquire convertible preferred shares of a startup (rather than common shares or debt) as a condition of the invest- ment. Such shares are convertible into common shares in the event of an exit transaction (i.e. a sale of all of the shares of the company, such as in an IPO, trade sale, or liquidation) and entitle the holder to liquidation >>>

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Entrepreneur february 2015 90 money ask the money guy | vc viewpoint | your money | ECON Holders of preferred shares usually vote along with common shareholders and have a number of votes equal to the number of common shares into which the preferred shares are convertible. Each stakeholder has its own invest- ment timeline and accordingly seeks to retain flexibility regarding its exit options through each round of funding. The term sheet must address the parties’ rights and obligations in respect of subsequent changes in the company’s share capital. and dividend preferences over the other shareholders. Specifically, the holders of convertible preferred shares will receive a certain fixed amount in the event of an exit transaction before any profits are distributed to the common stockhold- ers. The fixed amount is generally the capital invested by such shareholders; however, VCs may seek a higher liq- uidation payout if the founders have negotiated a higher pre-money valua- tion. Also, preferred shareholders are often entitled to dividends that must be paid before any dividend is paid in respect of the common shares. If such dividends are available, it is common for such amounts to accrue and be converted into common shares along with the preferred stock (rather than be paid out as cash). 3. Management Structure: Board of Directors and Shareholder Rights The term sheet will also set out the management structure of the company. In particular, it will define the composition of the board of directors and prescribe appointment and removal procedures. The board structure will depend on the amount and stage of the investment, as well as the background of the investor. Scenario Strategic investors that are investing not only to grow the startup’s business but also their own may take a much larger role in the company’s management. However, it’s worth noting that VCs and other early stage investors may seek board representation and veto rights over certain issues, regardless of their in- dustry experience. As most VCs prefer to acquire a large minority stake in target companies, it is common for the post-investment board to be comprised of representatives of the founders, the VC, other institutional investors (if any), and independent industry professionals (if required) so that no individual stakeholder will have control. While the board will be responsible for the day-to-day management of the company, any action related to certain issues (known as reserved matters) must be approved by the shareholders or by a particular group of shareholders. Holders of preferred shares usually vote along with com- mon shareholders and have a number of votes equal to the number of com- mon shares into which the preferred shares are convertible. Preferred shares also typically have special vot- ing rights ascribed to them, such as the right to elect one or more of the company’s directors, approve changes to the share capital, and authorize certain corporate actions (e.g. issuing or acquiring debt, making capital expenditures). 4. Changes to Share Capital Each stakeholder has its own investment timeline and accordingly seeks to retain flexibility regarding its exit options through each round of fund- ing. The term sheet must address the parties’ rights and obligations in respect of subsequent changes in the company’s share capital. > Anti-dilution Rights Anti-dilution protection is the most important right

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february 2015 Entrepreneur 91 that a VC will seek to protect the val- ue of its investment. The investor will acquire preferred shares at a price that is determined on the basis of an enterprise valuation of the company, and such shares will be convertible to common shares in the event of exit transaction. The conversion price for the preferred shares will be the share price at the time of purchase; however, the investor will want the price to be adjusted for certain events that would otherwise dilute this price. While certain anti-dilution adjustments are straightforward (e.g. adjusting for stock splits and stock dividends), other adjustments (e.g. for a subsequent issuance of shares at a lower valuation) may be more complicated. It is important that the term sheet sets out the adjustment mechanism for each scenario. > Pre-emption Rights The right of pre-emption is an important measure used to protect the amount of a shareholder’s investment. Holders of preferred shares will generally have a right to participate in any future is- suance of securities by the company, which would allow them to maintain their ownership percentage. If the company has competing stakeholders, it is likely that many shareholders will have pre-emptive rights; accord- ingly, an investor will have the right to participate in new issuances up to its current aggregate ownership percentage. However, if the company is seeking early round financing and does not have many stakeholders, preferred shareholders may be able to acquire a larger portion of the new shares or debt. > Right of First Refusal Most share- holders will retain a right of first refusal in respect of any proposed transfer of shares. Specifically, a shareholder that wishes to sell its shares to a third party must first offer the shares to the remaining share- holders on the same terms and condi- tions as those offered by the third party. The non-selling shareholders will have the right to participate in the sale on pro rata basis in accor- dance with their shareholding. > Drag-along and Tag-along Rights While rights of first refusal are rarely contested for a partial divestment, some investors may find this protec- tion to be inadequate based on the size of their shareholding and their investment objectives. Accordingly, it is common for shareholders to push for drag-along and tag-along rights. In the event that a large shareholder (or, more likely, a group of sharehold- ers holding a large portion of the shares) wishes to sell its shares and the remaining shareholders do not elect to exercise their right of first refusal, the majority shareholder may have the right to compel the minority shareholders to sell their shares on the same terms. Large stakeholders will insist on this protection, as a third-party purchaser may require the company to sell all of its shares as a condition of sale. Conversely, the minority shareholders may have the right to participate in the majority shareholder’s sale, in which case they may require the majority shareholder to arrange for the third party to purchase the minority shares or to purchase the shares itself on the same terms. The term sheet should prescribe the ownership threshold above which the drag-along and tag-along rights would be triggered and should identify the shareholders that must initiate the proposed sale (if any) and have the right to participate. > Co-sale Rights and Lock-in Periods Certain transfer rights and restric- tions apply specifically to the shares held by the company’s founders. For example, an investor may also seek co-sale rights, which would give the investor the right to sell a portion (rather than all) of its shares as part of any sale involving a founder. Also, it is common for VCs to insist on imposing a vesting period for the founder’s stock, during which the company will have the right to repur- chase a certain percentage of such shares (which would decrease over time) at cost (or less in the case of misconduct) if a founder terminates his or her employment. The vesting period is generally tied to a lock-in period during which the founders are prohibited from transferring all or, subsequently, some of their shares. In some cases, incoming investors may also be subject to lock-in provisions (e.g. strategic investors). The demand for venture capital fund- ing in the Middle East is on the rise as successful startups emerge from their cocoons and seek greater capital commitments through sophisticated financing structures. Basically, this has resulted in expanding oppor- tunities available to investors and SMEs. As a company founder looking to secure an advantageous capital injection, you need to know your term sheet, and this means doing your homework. Afridi & Angell is the Middle East’s market leader for providing legal advice in the ever- evolving venture capital industry. Shahram Safai practices venture capital law and represents venture capitalists, investors and entrepreneurs. Shahram is also a professional engineer and has previously worked in Silicon Valley practicing venture capital law, mergers, and acquisitions. He is a partner at the law firm of Afridi & Angell. Ronnie Dabbasi is an associate in Afridi & Angell’s corporate group and specializes in venture capital transactions. He also has a background in engineering and has advised fund managers, startups, entrepreneurs, and incubators on a broad range of deals in the U.S. and in the Middle East. If the company has competing stakeholders, it is likely that many shareholders will have pre-emptive rights; accordingly, an investor will have the right to participate in new issuances up to its current aggregate ownership percentage.

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Entrepreneur february 2015 92 Financials and your business By Simon Hudson Counting on it for the year ahead start it up Wacky idea | who’s got VC | Q&A | STARTUP FINANCE As a startup and especially a tech one, building a company that starts generating revenue from day one is highly unlikely. Many of the big boys such as Twitter, Facebook and Snapchat raised millions of dollars and had thousands of employees before even generating their first cent of profit. B y now, you will all be setting nicely into 2015, and hopefully, you’ve redirected your focus to the year ahead for your enterprise. As an entrepreneur, a new year is always a good time to reflect and realign your road map. For this issue’s article, I have decided to write about the five points to consider when reviewing your progress to date and planning the next move in your startup journey. My company, Brnd- str, is now 18 months old, has raised a total of US$1.6m in seed funding, has more than 10 staff members, and over 30 partners across four countries. We have discovered a lot about our com- pany, industry and approach to the market since we took off as a startup, however, now that we’re a “real” com- pany, we have to evaluate our success and strategically plan the next move. A lot of this has to do with when and where you allocate your precious company resources. It goes without saying that each point (while not specifically addressing amounts) is something you need to consider when divvying up your budgeted spends. 1. Measurement I want to discuss how to gauge how well you’re doing, and if your com- pany is ‘succeeding’ not only from a financial perspective. As a startup and especially a tech one, building a company that starts generating rev- enue from day one is highly unlikely. Many of the big boys such as Twitter, Facebook and Snapchat raised mil- lions of dollars and had thousands of employees before even generating their first cent of profit. The business focus was more toward onboarding platform users- you often hear people ask incredulously how these business models will monetize! So when look- ing at your company take into account your goal state: how are you doing against your forecasted numbers? Do you have a viable product that people want to use? If yes, then good job. If your numbers are way off and you are struggling to gain users or clients, then it’s time to reevaluate your core business. 2. Atmosphere My second point is about working environment. Have you managed to achieve a good work vibe and enthusiasm in your work space? As companies grow (and grow fast), it’s always easy to overlook the actual office décor and design. If you have that hidden to-do list of things such as branding on the walls, new chairs, coffee machines etc. make sure you get it done. An office is an extension of the brand and attitude of the busi- ness- don’t have this let you down. This will cost you money, but it can pay for itself by bringing the company morale up, and conveying the right image to business partners and po- tential clients.

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february 2015 Entrepreneur 93 Simon Hudson is the CEO and Founder of Brndstr.com. Having recently closed a large funding round, Hudson is well versed with the challenges ahead of any startup. Prior to becoming an entrepreneur, Hudson worked as Marketing Director for Trump Towers in Miami and more recently as a senior figure at Groupon Middle East. Over the past two years he has been busy helping to grow, build and develop the Dubai startup circuit. As the Founder of ThinkTank.ae, ex-Chapter Director for Startupgrind.com, moderator of the previous Young Arab Leader event, and a coach at this year’s Dubai Startup Weekend, in addition to contributing the monthly entrepreneur column for newspaper 7days UAE, Hudson is well positioned to offer help and advice to any budding entrepreneur. The Bureau Dubai offers SMES a new space ‘Trep hotspot Brand guidelines are not just for large businesses, they are for any and every business. If you don’t have any image control stipulations, create them and ensure that your company is being presented in the best possible light, no matter how small you operation is presently. If you build apps, do you have the skills for iOS, Android, Windows? If you sell products, do you have a good sales structure with market-savvy representatives? Only once you’ve assessed your current positions should you then start to bring more people into the fold. the bureau dubai website 3. Human capital Are your staff achieving their tar- gets, and are they happy with their positions at the company? Again, when you’re in build mode, it’s easy to panic recruit; however, you still need to make sure each member of staff is happy with what they’re doing and that they are doing their utmost to help the business grow. You can’t afford to carry dead wood at this stage, and as hard as it is, if you have people like that on board, you have to let them go. When plan- ning your onboarding for the next year, make sure you only hire on a need basis. If you build apps, do you have the skills for iOS, Android, Windows? If you sell products, do you have a good sales structure with market-savvy representatives? Only once you’ve assessed your current positions should you then start to bring more people into the fold. 4. Message My fourth point is about identity. Have you made sure that your brand has retained its message, look and feel? When starting a company, it’s always exciting to create a logo, name and identity, but as you grow and more people become familiar with your brand you’ll need to make sure it keeps its cool. At Brndstr we make sure that the message and feel for the brand is always sharp and on game. Brand guidelines are not just for large businesses, they are for any and every business. If you don’t have any image control stipulations, create them and ensure that your company is being presented in the best possible light, no matter how small you operation is presently. 5. Bookkeeping Finally, the last point (and perhaps the most important) is relative to your business’ finances. You need money to survive, and when you raised your initial funding you’ll have put a finance forecast in place. You should be constantly checking the balance sheet, and making sure that you are on top of your spends. What is your runway looking like? Do you need to raise more funds? If so, have you achieved your initial agreed goals? What is being done to move toward this? When reviewing your business, make certain that you know at what point you have to start the fundraising. You will know from previous rounds that this takes time and requires a lot of effort. All entrepreneurs will have their own approach to running their business, and these are only my views and what I’ve put in place for Brndstr. A new year is always a great way to assess the past plusses and minuses, and to go ahead with plan- ning the future of your enterprise. From everyone at Brndstr, we wish our fellow ‘treps success for the year ahead, and catch you next month! As the ‘trep spirit increases in the region, innovation-friendly venues are popping up to accommodate the startup community. A new space, The Bureau Dubai, recently launched as a social workspace offering backing on investment and financing, trade licenses, sponsorship, and office support. Tailored to the essentials of budding entrepreneurs and SME community within the city, The Bureau Dubai is a place to work, brainstorm, collaborate and innovate, and they’ll also provide various packages for companies of various sizes. Located in Downtown Dubai at Souk Al Bahar, its launch event was attended by business personalities and entrepreneurs, and exhibited pop up shops and an art display by local talent Ali Azarmi. www.thebureaudubai.com

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february 2015 Entrepreneur 95 Challenge accepted IN PICTURES Above, top to bottom: 1776 and Her Majesty Queen Rania of Jordan, the Jordanian startup winners Four Jordanian startups secure positions in global startup competition T he 1776 Challenge Cup, a global startup competi- tion taking place in 16 cities across 11 countries, made its stop in Amman to search for the “most promising” companies in education, energy, health, and cities sector. Hosted by Oasis500, an early stage and seed investment company influential in Jordan’s startup scene, 27 startups pitched their hearts out to an audi- ence of 180 people, including an appearance from Her Majesty Queen Rania of Jordan, with networking and mentor sessions at Oasis500. The competition included two rounds- discussing how their startups can solve problems and facing the an- swer-question portion from the panel of judges including Donna Harris from 1776, Yousef Hamidaddin from Oasis500, Karim Kawar from Kawar Group, Emile Cubeisy from Silicon Badia, Rasha Manna from Endeavor Jordan, Saeed Omar from StartupJo, Rami Adwan from Electronic Health Solutions, and Omar Hamarneh from El Hassan Science City. The result? Among the education sector, which was the most competi- tive as it had three companies making it to the finals, was SheFighter, a self-defense course for women given in studios, workshops and individual coaching that arose as a response to high domestic abuse rates in Jordan. Egyptian-based Tagaddod was distinguished in the energy category, making use of cooking oil to produce biodiesel fuel. The health category’s winner was Project X, a mobile application using 3D imaging as an alternative to fitting amputees for prosthetics. In the cities category, DigiLabrador took the lead by creat- ing a small electronic device to detect heroin, cocaine and other drugs from a 2km distance. The four startups will join winners from the other competi- tions at the Challenge Festival in the United States. Good luck, ‘treps!

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february 2015 Entrepreneur 97 CULTURE business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS Reality check I left my dream job to be more practical By Kirstin Ridout My plan was to make my way closer to my home city each year and end up on a major market station in the city. I thought my job in a little town nearby would be the last stop before that end point, but it was here that my career stalled. I didn’t get into broadcast journalism right away. I dabbled in radio during university, but I wasn’t sure that I wanted to make a career out of the competitive and generally low-waged profession. Instead, my English de- gree, student debt and I went the way of administrative work which gave me the financial and career stability that I wanted. However, I could never shake the idea of being the voice that people would turn to for entertainment and information. Five years after graduat- ing university, I returned to school for a broadcasting diploma. It was difficult to leave a good-pay- ing job for an industry that my class- mates and I were told on day one was “not the one to be in if you wanted to make money”, but at the same time it was exhilarating to follow my dreams. With a few exceptions, the common (and arguably best) career path out of school leads to remote communities where you practice all aspects of your craft at small radio and television sta- tions. I travelled to far flung, remote locations that were anything but urban to land the jobs I wanted. These were difficult moves both personally and financially, but also were amazing and transformative experiences. My plan was to make my way closer to my home city each year and end up on a major market station in the city. I thought my job in a little town nearby would be the last stop before that end point, but it was here that my career stalled. The broadcasting industry is plagued by layoffs and cutbacks, and is getting increasingly harder to move forward, particularly in a timely man- ner. While I commuted 45 minutes along mountainous roads at four in the morning to report the news, the opportunities for raises and promo- tions faded away. Two years of doing everything I could to move up in the company were proving fruitless. The question then became do I change trajectory within the indus- try- move away or try my luck at a different broadcasting company? But there were so many other factors to consider; I was now married, and my husband would have to quit his job and start over again, and my salary would barely be enough to support the two of us. I was also burnt out. The inter-station politics, the long hours, the huge workload had all worn me down. It was a very difficult decision to leave my dream career. It took me months to accept that I needed to do it, and a few more months before I finally applied for a job outside the industry. Even in the final interview for my new job, which I was excited about, I had to resist the temptation to run for the door! The day I accepted my new job, a radio station from out of town called to offer me a job and I declined. It wasn’t even a hard decision to turn them down, and it reaffirmed to me that switching careers was the right move for this point in my life. My new job returns me to administrative work, but employs some of the skills I learned through my broadcasting education including marketing. It feels good to be using the skills I perfected in my broadcasting career. It’s also in my home city –a terrific, vibrant loca- tion- where I’ve always wanted to be. The best part is that I feel amazing; I’m more energetic, healthy and hap- pier than I have been in a long time with the stresses of money, long hours and commuting gone. What I’ve learned through this process is that you must be happy. I don’t regret following my dreams to become a journalist, because I would have been unhappy had I not given it a try. I also don’t regret throwing in the towel after five years, because I tried my best. I’m proud of what I’ve ac- complished, but I also accept that the broadcasting industry does not sup- port what is important to me in life, in particular financial stability and work-life balance. It all comes down to the fact that if you’re unhappy, you need to figure out why and change it. Your happiness is worth it!

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Entrepreneur february 2015 98 On the road again IN PICTURES GCC Rail project call for action GCC Rail and Metro Conference 2015 I n a panel discussion conducted as part of the GCC Rail and Metro Conference 2015 held from January 11-12, 2015 in Oman, the Secretary General of the Federation of GCC Chambers of Commerce and Industry, H.E. Abdulrahim Hasan Naqi, called upon the GCC’s private sector to increase their participation in the GCC rail project currently being developed in the re- gion. “We are encouraging entrepreneurs and SMEs to be involved in this project,” Naqi said. “The Saudi metro projects, including the one in Riyadh, are focused on being established as public private partnerships. We are also in- viting the GCC private sector to get involved in the policies for the railway to enhance transparency and corporate governance.” Naqi’s state- ment was also reflected in the final recommendations made by the conference, which called for the creation of programs to encourage foreign companies with ex- perience in the rail sector to enter into partnerships with the region’s public and pri- vate sector companies, and to further invest in rail and metro projects in the GCC. The GCC Rail project, which is estimated to be worth a total of US$15.5 billion, is expected to be complete by 2018, with the 2,177km-long network connecting six GCC nations (Kuwait, Saudi Ara- bia, UAE, Oman, Bahrain and Qatar) with each other.

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