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THE “ENGLISH SCENT MAVERICK” ON HER SECOND ENTREPRENEURIAL INNINGS MARCH 2019 | WWW.ENTREPRENEUR.COM/ME | UAE AED20 9 7 7 2 3 1 1 5 4 1 0 0 8 > REPUTATION RECOVERY WHY BUSINESSES SHOULD HAVE A STRATEGY IN PLACE WHEN A CRISIS HITS DR. THUMBAY MOIDEEN COURAGE AND CONVICTION THE FOUNDER PRESIDENT OF THUMBAY GROUP IS TAKING HIS UAE-BORN BUSINESS CONGLOMERATE TO THE GLOBAL STAGE FROM STARTUP TO SCALEUP TAKEAWAYS FROM THE SOUQALMAL GROWTH JOURNEY CRAFTING CREATIVITY FOUNDER, JO LOVES JO MALONE ATTENTION TO DETAIL ROBERTO COIN THE FOUNDER OF THE ROBERTO COIN LINE OF JEWELRY EXPLAINS HOW TO BUILD A WINNING LUXURY BRAND

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3 March 2019 / ENTREPRENEUR.COM / 24 INNOVATOR COURAGE AND CONVICTION Dr. Thumbay Moideen The Founder President of Thumbay Group is taking his UAE-born business conglomerate to the global stage. 30 INNOVATOR CRAFTING CREATIVITY Jo Malone The founder of Jo Loves on her second entrepreneurial innings, and why she believes success is a journey. 34 INNOVATOR LEADING THE CHANGE Ogero Chairman Imad Kreidieh on how revamping Lebanon’s telecom infrastructure is going to fast-track the country’s progress and growth. 54 TECH: THE FIX With great power comes great responsibility Amol R. Kadam, co-founder of RBBi, explores the need why today’s technology needs to become more human. 58 ‘TREPONOMICS: MARKETING Reputation recovery Brooke Boyschau and Sophie Simpson, co- founders of Atteline, on why businesses should have a strategy in place when a crisis hits. 68 START IT UP: Q&A Ideas take flight How Project You, a project by university students in the UAE, with support from Expo 2020 Dubai, turned into a fully-fledged startup. 68 Project You, a project by university students in the UAE, with support from Expo 2020 Dubai MARCH 2019 CONTENTS 32 Jo Malone, founder, Jo Loves, on her second entrepreneurial innings 30

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14 / ENTREPRENEUR.COM / March 2019 20 EDITOR’S NOTE By Aby Sam Thomas 46 CULTURE LIFE Keeping it real Mark Sephton gives a guide on how you can authentic (and own your own space). 76 CULTURE BUSINESS UNUSUAL Inspired pursuits Spheerz founder Ahmed Tahnoon couldn’t find an establishment serving Japanese takoyaki to his liking in the UAE- so he created his own. 42 CULTURE DESIGN Attention to detail The founder of the Roberto Coin line of jewelry explains how to build a winning luxury brand. 80 START IT UP Q&A Identity matters Trust Stamp offers AI- powered facial biometric solutions to keep internet fraudsters at bay. 59 ‘TREPONOMICS: MARKETING The human element It’s essential to integrate technology and data into your customer service model, says Sarah Jones, founder of Sprii. 38 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. 34 Imad Kreidieh, Chairman, Ogero 39 Logitech G935 7.1 LIGHTSYNC Wireless Gaming Headset MARCH 2019 CONTENTS Nicolas Houzé, CEO, Galeries Lafayette 64

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16 / ENTREPRENEUR.COM / March 2019 50 CULTURE LIFE Rethink your relationship with your phone Rob McGovern, a digital project manager at Serviceplan Middle East shares his tips on how you can win the battle against over-connectedness. 64 ‘TREPONOMICS PRO Taking charge of the future Nicolas Houzé, the fifth-generation family member leading Parisian department store Galeries Lafayette, and his partners in the UAE and Lebanon, ADMIC’s Michel and Pascal Abchee, on what lies ahead after the retailer’s tenth anniversary in Dubai. 84 START IT UP STARTUP FINANCE Onward and upward Medicus AI, a Dubai-born healthcare tech startup founded by Dr. Baher Al Hakim, raises EUR2.75 million in its ongoing Series A round. 40 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. 60 ‘TREPONOMICS PRO AI: the new engine of HR Artificial intelligence- powered developments are set to change how employers and recruiters operate, says Bayt.com’s VP of Employer Solutions, Suhail Masri. 84 Medicus AI, a Dubai-born healthcare tech startup founded by Dr. Baher Al Hakim, raises EUR2.75 million in its ongoing Series A round 41 Baume & Mercier Clifton Baumatic MARCH 2019 CONTENTS Roberto Coin explains how to build a winning luxury brand 42

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18 / ENTREPRENEUR.COM / March 2019 SUBSCRIBE Contact subscriptions@bncpublishing.net to receive Entrepreneur Middle East every issue EDITOR IN CHIEF Aby Sam Thomas editor@bncpublishing.net CEO Wissam Younane wissam@bncpublishing.net DIRECTOR Rabih Najm rabih@bncpublishing.net CREATIVE LEAD Odette Kahwagi MANAGING EDITOR Tamara Pupic STARTUPS SECTION EDITOR Pamella de Leon GROUP SALES DIRECTOR – B2B GROUP Joaquim D’Costa COLUMNIST Tamara Clarke EVENTS LIAISON Mark Anthony Monzon 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 2019. 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. Printed by United Printing and Publishing upp.ae Images used in Entrepreneur Middle East are credited when necessary. Attributed use of copyrighted images with permission. All images not credited otherwise Shutterstock. Brooke Boyschau Fida Chaaban Sarah Jones Amol Kadam Suhail Masri Rob McGovern Ambareen Musa Mark Sephton Sophie Simpson CONTRIBUTING WRITERS entrepreneur.com/me ACCESS FRESH CONTENT DAILY ON OUR WEBSITE! MIDDLE EAST EntMagazineME @EntMagazineME Entrepreneur-me EntrepreneurMiddleEast EntMagazineME EntMagazineME EntMagazineME MIDDLE EAST 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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20 / ENTREPRENEUR.COM / March 2019 EDITOR’S NOTE Aby Sam Thomas Editor in Chief @thisisaby aby@bncpublishing.net Joining a startup (and staying the course) requires imagination and flexibility Hard hat W hen I compare my life before and after working at a startup, I find that one of the things I miss most about the former is, curiously enough, some- thing that often irritated me during my time in that setting. I’m talking about the structure that working at a corporation imposes on you as an employee. Corporate life means that you’re almost always operating within the paradigms set by the management of the enterprise. While I remember feeling quite constricted by that kind of an organizational structure, nowadays I find myself often longing for this kind of definition in my day-to-day life in the entrepreneurial realm. That being said, I believe it’s pretty much impossible to work in a startup with that kind of rigidity governing you. In my opinion, being open to change (and reacting quickly to it) is part and parcel of the equation when working in a startup environment. I bring this up because I’ve been coming across people with corporate backgrounds who join startups, and then look to be lost and underperforming in their roles there. As I see it, this usually happens because they are wholly unprepared for work in their new settings. Mostly because it requires them to, more often than not, don a variety of hats alongside the role they had taken on in the first place, and do a lot more than what a job description lays out. In a corporate, employees are often obliged (and even encouraged) to “stay in their lanes.” Doing the same in a startup would see you getting called out for not showing initiative! I do feel sorry for the seasoned executives who find themselves in the latter scenario at startups, but, at the same time, if they thought this was going to be all about, say, flexible hours and fun lifestyles, well, they have no one else to blame but themselves for drinking the startup Kool-Aid. Working at a startup is hardly, if ever, as glamorous as it may seem on Instagram- rest assured that startup life is more about “#WorkHard” than “#PartyHard.” You’ll almost certainly be doing more at a startup than what you used to at your former place of work, and you’ll also be putting a lot more of yourself in this endeavor than probably any other thing you’ve done in your life thus far. This means that the whole experience will be incredibly fulfilling, and there will be a real sense of pride you can bask in at the end of it all. But simultaneously know that this won’t happen overnight, and that you’ll need to be in it for the long haul. And if you can’t handle that heat, then get out of the kitchen.

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22 / ENTREPRENEUR.COM / March 2019 IMAGE CREDIT STARTUP WEEKEND UMM AL QUWAIN IN THE LOOP Startup Weekend Umm Al Quwain 2019 brings together the UAE’s innovators to turn their business concepts into real ventures Making it happen Dubai Startup Hub launches Co-Founder Dubai program by MEGHA MERANI MATCHMAKING FOR ENTREPRENEURS Startup Weekend Umm Al Quwain 2019 T he UAE’s aspir- ing entrepre- neurs gathered at Startup Weekend Umm Al Quwain 2019 on February 14- 16, 2019, which was held in partnership with Techstars and Google for Startups, and with the support of the Executive Council of Umm Al Quwain Emirate and Young Arab Leaders. With more than 120 attend- ees, the 54-hour event saw 13 groups developing busi- ness ideas in various sectors, from technology to beauty and fashion. Starting off with brainstorming sessions on business plan development and basic prototype creation, the event concluded with the participants' presenting their business ideas to a panel of judges. Teams also received feedback and insights from industry leaders and local entrepreneurs. The event welcomed the presence of Sheikh Ahmed Bin Saud Al Mualla, Vice Chairman of Umm Al Quwain Executive Council; Sheikh Sagr Saud Al Mualla; H.E. Aysha Rashid Laitiem, Mem- ber of UAE Federal National Council; H.E. Humaid Al Shamsi, Secretary General of Umm Al Quwain Executive Council; Nabra Al Busaidi, Executive Director of Young Arab Leaders; and Dr. Galal Hatem, President of Emirates Canadian University College of Umm Al Quwain. Sheikh Al Mualla com- mends the participants on transforming their concepts to startups, as well as invig- orated the youth on available opportunities and support from the UAE. He also noted that Umm Al Quwain's a promising market to “em- brace innovative ideas and technological companies” which SME owners can take advantage of. The winners of the chal- lenge received an opportu- nity to join the Young Arab Leaders’ mentorship pro- gram. The finalists were also rewarded by RAK Incubator with a 1-3 months accelera- tor incubation support, plus business and entrepreneur- ship courses from the Emir- ates Canadian University College of UAQ. yaleaders.org D ubai Startup Hub, the entrepreneurship arm of Dubai Chamber of Commerce and Industry, has launched Co-Founder Dubai, a new program that will help match UAE entrepreneurs with the right co-founder to sup- port their growth plans. This first-of-its-kind pilot matchmaking program offers UAE startups access to talent, and aspiring co-founders a unique opportunity to become a business owner. Open to all UAE entrepre- neurs, the aim of the program is to improve the success rate of new businesses. Following the application process, a total of 10 UAE startups will be selected to participate in the matchmaking program. Applications in the second phase will then be open to aspiring co-founders who will later be shortlisted. By the end of the pilot, the selected startups will meet with various potential co-founders and choose one candidate that will join their respective teams. Commenting on the new initiative, Natalia Sycheva, Manager of Entrepreneurship at Dubai Chamber, said in a statement that Co-Founder Dubai takes an innovative approach to supporting startups as it is designed around their unique needs and aspirations, adding that the holistic program complements other initiatives offered to entrepreneurs in the UAE under the Dubai Startup Hub platform. “Co-Founder Dubai will provide both new startup businesses and aspiring co-founders with far- reaching benefits, including comprehensive training, matchmaking days, a dedicated curriculum and high-caliber talent, ultimately enabling startups businesses to grow in the region,” Sycheva noted. Dubai Chamber launched Dubai Startup Hub in 2016 as an online platform to connect startups, entrepreneurs, developers, venture capitalists and students, enabling them to learn about new opportunities and create new partnerships that stimulate economic growth. Applications for Co-Founder Dubai can be submitted through Dubai Startup Hub’s website. dubaichamber.com/ dubaistartuphub/cofounderdubai

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INNOVATOR 24 / ENTREPRENEUR.COM / March 2019

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COURAGE AND CONVICTION THE FOUNDER PRESIDENT OF THUMBAY GROUP IS TAKING HIS UAE-BORN BUSINESS CONGLOMERATE TO THE GLOBAL STAGE by ABY SAM THOMAS DR. THUMBAY MOIDEEN W hen I asked Dr. Thumbay Moideen to reveal what he considers having been a pivotal moment in his career so far, I thought the Founder President of Thumbay Group would have a hard time deciding between the many successes he has seen along his business’ trajectory as his answer for my query. However, Dr. Moideen didn’t have to think too long before he responded, and he surprised me by choosing to not talk about one of the many wins he has seen along his entrepreneurial journey, and instead pointing me to an instant in his life in the UAE that essentially led him to all of his accomplishments later down the road. INNOVATOR >>> 25 March 2019 / ENTREPRENEUR.COM / IMAGES COURTESY THUMBAY GROUP

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26 / ENTREPRENEUR.COM / March 2019 INNOVATOR DR. MOIDEEN REVEALS THAT HE IS INTENDING TO TAKE THUMBAY GROUP PUBLIC BY 2023, WHICH LOOKS SET TO BE A MAJOR LANDMARK FOR THE ENTERPRISE. Gulf Medical University This was in 1998, after Dr. Moideen had been invited to look into the feasibility of establishing a medical col- lege in the Emirate of Ajman by H.H. Sheikh Humaid bin Rashid Al Nuaimi, UAE Su- preme Council Member and Ruler of Ajman. At the time, there was no other institu- tion in the UAE like the one Dr. Moideen was trying to set up in Ajman, and as such, he had roped in consultants to do a study on whether this was a business that could actually, well, work. This process was what led Dr. Moideen to realize that he had what was pretty much an unsurmountable roadblock to his business plans coming to fruition: the UAE’s Ministry of Higher Education did not, at the time, allow for expats to own licenses for running institutions catering to high- er education, and as such, Dr. Moideen wouldn’t have been able to go ahead with setting up the medical school he proposed. Dr. Moideen duly informed the Ruler of Ajman about his predicament, and that’s when something amaz- ing happened: H.H. Sheikh Humaid awarded the Indian entrepreneur with a royal decree that’d allow him to establish the educational institution he proposed in Ajman. This laid the founda- tion for the creation of Gulf Medical College, the UAE’s first privately owned medical college (which evolved into what is today Gulf Medical University), and by exten- sion, of Thumbay Group as well, which has become an international business conglomerate with Dr. Moi- deen at its helm. It’s easy to see now why Dr. Moideen remembers this moment so fondly, and as he speaks of it today, there’s still an ele- ment of surprise that can be detected in his voice, as if he has yet to come to terms with how this particular episode unfolded in his life. “No ex- pat had done this before,” Dr. Moideen remembers, smil- ing. “We came into existence with a decree… I can never forget that.” Dr. Moideen tells me this story a few weeks before the launch of his enterprise’s latest development, the AED1 billion Thumbay Medicity in Ajman. Spread over a total area of 1 million square feet, Thumbay Medicity is all set to be a regional hub for medi- cal education, healthcare, and research, with the ability to serve more than 20,000 people on a daily basis with its advanced facilities in a variety of fields. Besides housing Gulf Medical Univer- sity, a statement from Thum- bay Medicity noted that it will also be home to medical institutions like Thumbay University Hospital, Thum- bay Dental Hospital, and Thumbay Physical Therapy Thumbay Medicity

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27 March 2019 / ENTREPRENEUR.COM / and Rehabilitation Hospital, as well as outlets of Thumbay Pharmacy and Thumbay Labs, in addition to leisure and hospitality amenities like Body & Soul Health Club and Spa, Thumbay Food Court, The Terrace Restaurant, Blends & Brews Coffee Shop- pe, and more. In addition, there is also the Thumbay Housing Project at the site, which is set to accommodate 2,500 staff and students at Thumbay Medicity. The sheer scale of the project is enough to make one sit up and take notice of it, but Dr. Moideen points out that the offering that Thumbay Medicity brings to the UAE market also makes it very unique: “It is a combination of education, healthcare, and research, which is very rare in the country,” he notes. “There is no one else.” Thumbay Medicity is also a testament to the enterprising spirit of Dr. Moideen- re- member that all of this start- ed with him daring to dream big 21 years ago. Sure, he did have experience working in his family’s timber and real estate business in India be- fore he came to the UAE, but Dr. Moideen readily admits that he had no experience in the healthcare sector when venturing into this arena in 1998. But what Dr. Moideen did have was courage and conviction, and lots of it too- and it’s safe to say that these qualities have driven him to where he stands today. Regardless of the hurdles he found along the way, Dr. Moideen kept finding ways around them, and moved on ahead with his career and business. “I stuck around,” he says, quite simply. “I love to do what I do. I love my job; that’s it… I enjoy what I am doing, and I look forward to each day.” And that explains why Dr. Moideen continues to spearhead the business as Thumbay Group gets going on its next stage of growth. In terms of future plans, Dr. Moideen says that the com- pany is quite keen on build- ing up its global presence- he’s particularly hoping to launch more universities outside of the UAE; in fact, Dr. Moideen reveals that his enterprise is already looking into setting up campuses in Serbia, Egypt, and Ghana. On the healthcare side of things, there are two routes Dr. Moideen wants to make use of to grow Thumbay Group’s interests in that field. “One is building our own hospitals and running them as well,” he says. “The other is by creating our own healthcare manage- ment company- so, we are managing hospitals in India, Africa, etc., and that busi- ness is growing rapidly.” The company has already taken up hospital management contracts in India, Kenya and Tanzania; another in Oman is also on the cards. “In addi- tion to our new and upcom- ing healthcare projects in different parts of the world, we are also keen to acquire existing hospitals, either on long-term leases, or on a management basis,” he adds. In the UAE, given the sectors Thumbay Group currently operates in, Dr. Moideen is quite confident that the business is only going to prosper in the years to come. INNOVATOR “IN ADDITION TO OUR NEW AND UPCOMING HEALTHCARE PRO- JECTS IN DIFFERENT PARTS OF THE WORLD, WE ARE ALSO KEEN TO ACQUIRE EXISTING HOSPITALS, EITHER ON LONG-TERM LEASES, OR ON A MANAGE- MENT BASIS.” Thumbay Physical Therapy and Rehabilitation Hospital >>> Dr. Thumbay Moideen (center) with sons Akbar Moideen Thumbay (left) and Akram Moideen Thumbay (right)

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28 / ENTREPRENEUR.COM / March 2019 “Our business, whatever we do, is related to com- munity and the population,” he explains. “Education, healthcare, laboratory, retail, etc.- everything is related to the population. The good news [with the UAE] is that the population is growing. The government says that two more million people will come [here] in the next two years- which is good news for us. They’re our customers, we have to cater to them.” Besides all of this, Dr. Moi- deen also reveals that he is intending to take Thumbay Group public by 2023- which will be a major landmark for the enterprise. As Dr. Moideen talks about his future plans for Thumbay Group, it becomes quite clear that this award-winning en- trepreneur has no intention of resting on his laurels; his dreams remain as big and grand as ever, and he’s fo- cused on seeing his business scale greater heights. It is this kind of attitude that has led Dr. Moideen to achieve all that he has accomplished so far- persistence and per- severance are the qualities that matter, according to him. “To be very frank, the very fact that I held on, and continued pursuing what I wanted to do is maybe one of the reasons for my success so far,” Dr. Moideen says. “But there are other reasons too. One, I definitely feel God has been kind to us- we were blessed. Two, I got good sup- port from the government- our business had many ministries involved in it, and the local sheikhs, they sup- ported us wholeheartedly. Lastly is our team- we have a very committed team, who are as charged up [for the business] as me.” Of course, these are the characteristics that will stand the business in good stead as it moves ahead with its next set of goals, and it definitely helps that Dr. Moideen is leading Thumbay Group from the front on this particular path. “I believe that if we stagnate, we die,” he declares. “So, we have to keep growing- we have to progress.” INNOVATOR "THE [UAE] GOVERNMENT SAYS THAT TWO MORE MILLION PEOPLE WILL COME [HERE] IN THE NEXT TWO YEARS- WHICH IS GOOD NEWS FOR US. THEY’RE OUR CUSTOMERS, WE HAVE TO CATER TO THEM.” THUMBAY GROUP: AT A GLANCE HIGHLIGHTS OF THE INTERNATIONAL BUSINESS CONGLOMERATE’S OFFERINGS > Owned and operated by Thumbay Group, Gulf Medical University is the leading private medical university in the Middle East > Largest network of private academic hospitals in the region > Reputed chain of pharmacies, diagnostic labs, and multi-brand retail outlets > Chain of world-class family health clubs and spas > Popular chains of coffee shops and restaurants > Publisher of the most popular health and lifestyle magazine in the region > Dealing with patients from over 175 countries > Students from 80 countries, faculty and staff from over 22 countries > Growing global presence Thumbay.com Dr. Thumbay Moideen, Founder President, Thumbay Group Thumbay Dental Hospital Thumbay Physical Therapy and Rehabilitation Hospital

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30 / ENTREPRENEUR.COM / March 2019 CRAFTING CREATIVITY JO MALONE, FOUNDER, JO LOVES INNOVATOR "WHEN WE WERE RECRUITING, I WENT TO THE THEATRE INDUSTRY, AND I FOUND PEOPLE WHO USED TO BE ON STAGE. THEY CAN PERFORM, DANCE, SING, AND TELL GREAT STORIES. SO, PEOPLE WORKING IN MY SHOPS HAVE NOT COME FROM THE RETAIL INDUSTRY AT ALL.” IMAGES COURTESY JO LOVES by TAMARA PUPIC The “English scent maverick” on her second entrepreneurial innings, and why she believes success is a journey "MY VOICE IS IMPORTANT, NOT JUST FOR MYSELF AND MY BUSINESS, BUT BECAUSE PEOPLE TRUST ME WHEN I SAY SOMETHING, AND I NEVER TAKE THAT FOR GRANTED. I FEEL THAT IS A RESPONSIBILITY THAT IS BECOMING MORE AND MORE APPARENT IN MY LIFE." Jo Malone, founder, Jo Loves T he story of Jo Malone serves as a testament that entrepreneur- ial spirit never fades. In 1983, the then 21-year- old Malone started up her fragrance and scented candle business Jo Malone London from her kitchen, opened her first store in London in 1994, and five years later, sold the company to Estée Lauder Companies for an undisclosed amount, remain- ing its Creative Director until leaving the enterprise in 2006. Then, owing to a non- compete agreement signed with Estée Lauder, Malone was prevented from launch- ing a new fragrance or skin- care brand for five years. For others, being internationally praised as a self-made en- trepreneur might have been enough, but what happened after those five years was one more detail that set Malone apart from her peers. “When it came towards the end of that period, I realized that the desire to create fragrance was just too powerful for me,” Malone remembers. “And so, I decided to try one more time, and see if I could build it again.” And that’s how the Jo Loves brand came to be, Malone’s new scent, bath, body and candle col- lection, which she launched in 2011. I spoke with Malone at The Retail Summit held in February in Dubai, and when we meet at the lobby of The Atlantis Dubai, I can see that she is relaxed around journalists, and generous with warmth and empathy, while also answering all my questions with complete honesty, which, for her, I notice, hardly needs to be a conscious effort. And thus, she opens up that starting a business for the second time round was probably one of the hardest things she had ever done. “For the first two years, I regretted that deci- sion every single day of my life,” she says. “It was hard, because no one knew that I had left [Jo Malone London], and I had the responsibility to the Lauder family, and to the consumer, and also to myself. Sometimes, regard- less of what you most want in life, you have to be re- spectful of the people around you. Relationships are a golden ticket in life. On the other side, if I hadn’t done it, I would have denied myself as a person. I would have de- nied that one thing that had motivated me, and had made me happy. So, I really had to think differently.”

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31 March 2019 / ENTREPRENEUR.COM / INNOVATOR Reem BinKaram, Director, NAMA Women Advancement Establishment, at the 73rd United Nations General Assembly meetings in New York "IT IS REALLY A PRIVILEGED POSITION TO OWN A BUSINESS, BECAUSE THE CONSUMER IS CHOOSING TO COME INTO YOUR FOUR WALLS, REGARDLESS OF WHETHER IT IS ONLINE OR BRICKS-AND-MORTAR. THAT HAS NOT CHANGED.” The Jo Loves bespoke store in London Jo Malone, founder, Jo Loves >>> In 2011, when launching Jo Loves, Malone was stepping into a changed business environment; however, she also knew that certain preconditions for a suc- cessful brand wouldn’t have changed. “The market was different, especially in the way how we communicated, but the consumer still wants to be inspired by brands with which they can iden- tify,” she notes. “That is a constant which will continue a hundred years from now. The consumer is not just buying your product, they are buying into a story that you have created, and they want to connect with you. It is really a privileged position to own a business, because the consumer is choosing to come into your four walls, regardless of whether it is online or bricks-and-mortar. That has not changed.” Jo Loves’ product line-up currently includes 13 fra- grances, priced GBP70 for 50ml fragrances and GBP115 for 100ml. The brand also features candles in eight different fragrances, with costs ranging from GBP55 to GBP350 for luxury candles, and it offers bespoke fragrances as part of its sig- nature Candle Shot experi- ence. The company is 100% owned by Malone and her husband Gary Willcox, who takes care of the company’s operations and business de- velopment, thereby allowing Malone to focus on creativity and product development. However, Malone points out that the process of building a team capable of following her vision has not been without setbacks. “In fact, I’ve made a lot of mistakes in building the team, and the second time, I have made more mistakes than the first,” she says. “I now employ more women than men, and I’m happy with my core team, but to take the business globally, you need [more than that]. A general man- ager who is in place at the moment is actually following my dream and my vision, instead of her own. She is a great leader. But I’ve had a few who wanted to take the business, and run it in the direction that they thought was right, and that was not what I wanted. So, I’ve learnt from both sides.” In her frank style, Malone continues to talk energeti- cally about her quite innova- tive approach to conveying the brand message to the consumer, for which she had to build a team capable of executing it. “Creativity is the only currency that never devalues,” she declares. “I think and create all the time; for me, that is the most natural thing in the world, and for me, it’s very easy, but the difficult part is passing it down onto the team. We are a brand about stories. With each fragrance and each candle, I’m telling you stories about my life, about how I see a glass of rosé wine, or about how I hear jazz music. The difficulty is how you can take those authentic stories, without them just being written down, but instead, you bring them alive. So, when we were recruiting, I went to the theatre industry, and I found people who used to be on stage. They can perform, dance, sing, and tell great stories. So, people working in my shops have not come from the retail industry at all.” One example is Adam Ellis, the Head of Education and Customer Experience at Jo Loves, whose background in theatre productions has been instrumental in the success of Jo Loves Fragrance Brasserie Bar, a bespoke ex- perience that allows Jo Loves customers to select their desired fragrances and create

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32 / ENTREPRENEUR.COM / March 2019 INNOVATOR “SUCCESS DOESN’T MAKE YOU RICHER, SMARTER, PRETTIER, OR HAPPIER, IT JUST GIVES YOU A CHOICE. THAT’S ALL THAT IT DOES. SOMETIMES PEOPLE STRIVE FOR SUCCESS, AND THEY MISS THE JOURNEY." The Jo Loves bespoke store in London a personal plate of scented tapas. “That one little tapas bar creates the most amazing storytelling and emotional connection to the brand. We call it ‘the first kiss,’ meaning when you kiss the consumer for the first time with a brand, it opens up our world for them. It converts 98% of the time into sales. We don’t charge for it, it’s just something we engage with as a very different way of ap- proaching retail.” In 2008, Malone was awarded an MBE in the Queen’s birthday honors list for promoting British cre- ativity and industry on the international stage. A decade later, she was awarded Com- mander of the Most Excellent Order of the British Empire (CBE) by the Prince of Wales for her contributions to the fragrance industry. Speak- ing of receiving a CBE from the Queen, Malone says, “I remember walking through the gates, thinking, ‘How did I get here?’ I think that it keeps your feet on the ground, it keeps you humble. I don’t ever want to presume that this is my right. I’ve worked hard in my life, and I always try to make my world much better and happier for those around me. But there are moments when I realize that I’m sitting there, not only because I’ve worked hard, but also because my voice is important. My voice is important, not just for myself and my business, but because people trust me when I say something, and I never take that for granted. I feel that is a responsibility that is becoming more and more apparent in my life, which is to speak for those who don’t have a voice.” And Malone knows very well about the struggle of making one’s voice heard and acknowledged. Dyslexia hampered her success in school which she left at the age of 15, and started work- ing as a florist, interestingly at the very same place where situated today is Jo Loves’ bespoke store in London’s Belgravia neighborhood. A year later, her mother suf- fered a stroke, and the then 16-year-old Malone had to quit her job to look after her. It led to her working as a facialist and making her own bath-oils to send to her cli- ents as gifts, out of which her first fragrances were born. When asked about the big- gest hurdles she encountered in both life and business, she replies, “My lack of educa- tion would be the first one. When I left school at 15, I was told that I would never make anything out of my life. That teacher apologized many years later, after she had read my article in The Telegraph. I think that my lack of education has actually motivated me. I’m not say- ing that it is a way forward, certainly not something I’d want for my son, but don’t be frightened. Not all entrepreneurs are academics. They think with a different head, and if you are entrepre- neurial, sometimes your lack of education pushes you into a different mindset. Similarly, my dyslexia is not a disability, but an ability to think differently, and if this world needs anything at this moment, it is people who think differently. Dyslexics find solutions quicker than most people, and they would go a different route.” The period after the sale of Jo Malone London to Estée Lauder Companies was characterized by the birth of her son, but also by her fight against breast cancer about which she says, “Fighting cancer at 38 was definitely a challenge, but I reacted to cancer in the same way I run my business. I found the best person who I believed could save my life. I trusted him. Similarly, I find the best people that I can, and I say to them, ‘I can’t do what you can do, but I’m going to support you.’ So, I allowed the chemotherapy to do its work, and there were many dark days within that year, but I came through it as a much stronger person. Now, I think, telling my story and allowing people to see the things that didn’t go right and the times that were tough makes us all stronger, although we sometimes think it makes us weaker. It makes us stronger, because

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33 March 2019 / ENTREPRENEUR.COM / NOT ALL ENTREPRENEURS ARE ACADEMICS. THEY THINK WITH A DIFFERENT HEAD, AND IF YOU ARE ENTREPRENEURIAL, SOMETIMES YOUR LACK OF EDUCATION PUSHES YOU INTO A DIFFERENT MINDSET. INNOVATOR WWW.JOLOVES.COM Jo Malone, founder, Jo Loves if you come through that, you have arms full of hope in your hands, which you can pass onto somebody for them to think, ‘If she’s gone through that, she did that, I can as well.’ For me, that’s an important thing.” This statement corresponds to what was happening during our meeting at The Atlantis Dubai- our interview was often interrupted by people approaching Malone to express how touched and inspired they were with her story, a man sitting quietly in a corner behind us was nodding intently as she was answering my questions, and all of this was because they found spending time with Malone quite uplifting- just as I did. “Success doesn’t make you richer, smarter, prettier, or happier, it just gives you a choice,” she says. “That’s all that it does. Sometimes people strive for success, and they miss the journey. Success is about today, right now, every mo- ment; so, at the end of each day, I think to myself about what did I do that took me one step ahead. On some days, I’ll run a thousand steps ahead, and on some days, it’ll be just one step, or I’ll stand still- but I never want to go back in life. For me, success is one step, and even if it’s only one step to- wards my goal and my dream that I’ve made, it’s been a successful day. It’s a good mindset, because it makes me productive, and it doesn’t make me bitter. Sometimes, if you can’t grasp hold of suc- cess, you can get frustrated, instead of creative. That’s the flip side of me, and I have to watch myself on that.” Malone applies this sort of awareness to her busi- ness as well. “As fragrance houses, we are looking at predicting what the future will bring, but there is a lot responsibility with this, because sustainability is coming into that, meaning that if we take raw ingredi- ents from certain parts of the world, how can we give back to those communities and support them?” she says. “It is not just about buying something, but about what you give back, and what is a longer-term goal. It is important to me what the fragrance houses that I work with give back to the next generation.” And Malone’s next goal has the potential to lift her on to a path that will garner her new respect, which she undoubt- edly deserves. “One of the biggest things that I think about at the moment is the responsibility for the next generation, and I want to see entrepreneurialism taught to any child across our country, and then hopefully across the world,” Malone says. “I want that generation to believe that there is an army of entrepreneurs here to help them, that they are not on their own.”

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34 / ENTREPRENEUR.COM / March 2019 INNOVATOR LEADING THE CHANGE Ogero Chairman Imad Kreidieh on how revamping Lebanon’s telecom infrastructure is going to fast-track the country’s progress and growth by ABY SAM THOMAS IMAGES COURTESY OGERO Imad Kreidieh, Chairman, Ogero I n order to illustrate the impact of Lebanon’s notori- ously slow internet speeds have had on its progress as a na- tion, Imad Kreidieh, Chairman of Ogero, the state-run operator of the country’s fixed telecom network, recalls how a lead- ing multinational enterprise was once considering opening an office in the capital city of Beirut. The establishment of this office would have resulted in the creation of 5,000 jobs, and thus, undoubtedly boost the local economy- however, this plan didn’t come to fruition. Kreidieh remembers how the multinational ended up deciding to set up shop in another country in the MENA region, because Leba- non did not, at that point in time, have the requisite internet infrastructure for that company to operate effectively. It’s impossible to miss the wistful note in Kreidieh’s voice as he relays this anecdote today; the regret he feels about Lebanon and its people missing out on an opportunity for growth and progress is easily apparent. But tales like these highlight the importance of the work that he and his team at Ogero are currently doing to revamp the country’s under- lying telecom infrastructure. Ogero -referred to as the “engine” for the country’s Ministry of Telecommunica- tions- has been tasked with upgrading the nation’s exist- ing (and outdated) copper wire infrastructure with fiber optic cables, which is expected to have a massive (and long-awaited) positive impact on internet connec- tivity and speeds.

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35 March 2019 / ENTREPRENEUR.COM / INNOVATOR >>> "ONE OF MY KPIS IS TO BE IN THE TOP FIVE IN THE REGION, PROVIDING CONNECTIVITY, STATE-OF-THE-ART TECHNOLOGY, AND QUALITY OF SERVICE, WHICH THE LEBANESE PEOPLE HAVE BEEN LACKING FOR THE PAST 15 YEARS.” Lebanon’s first Sustainable Digital Ecosystem Summit Kreidieh, who was appointed to his current role by Leba- non Prime Minister Saad Hariri in 2017, admits that leading this facelift of the in- frastructure has hardly been an easy task. However, he also says that he has taken on the challenges head-on, in order to achieve the goals that have been set for Ogero, and by extension, Lebanon itself. “I took over Ogero two years ago, with a very clear mandate to upgrade the infrastructure, which will put Lebanon back on the digital map of the Middle East,” Kreidieh says. “So, one of my KPIs is to be in the top five in the region, providing connectivity, state-of-the-art technology, and quality of service, which the Lebanese people have been lacking for the past 15 years.” And the results of Ogero’s efforts are already starting to show. In 2017, Kreidieh had declared that by the end of 2018, 85% of internet users in Lebanon would enjoy con- nectivity speeds of up to 50 Mbps. Now, this goal wasn’t achieved owing to delays in the implementation of the infrastructure upgrade, but one cannot deny that there’s been signs of progress as well. As an example, Kreidieh points out that were areas in the country that were having only 4-5 Mbps of internet speeds, but now, thanks to the work being done by him and his team, people in those same localities are enjoying speeds of 25-27 Mbps when accessing the web. Kreidieh promises that several more (and better) im- provements like these are in the offing, but he admits that there have been challenges, mostly of a technical nature, that have been slowing down the roll-out of Ogero’s FTTX (fiber to the x) network. “The main challenge that we face for the FTTX is that we do not have accurate base maps in order to design the network,” Kreidieh explains. “We have 300 exchanges to be completely swapped to fiber. And so, for each and every exchange, we needed to go and do a physical survey, because the base maps did not reflect the reality. So, every time, we needed to go to do the survey, to position the buildings or the houses that were not existing on the base maps. So, this is the most challenging process, because designing a network takes time.” It’s pertinent to note here that Kreidieh has chosen a technical issue as his main hurdle in what he’s set out to accomplish, and not the much-maligned inefficiency of Lebanon’s bureaucracy. While Kreidieh does admit that he’s had to tackle with his fair share of those kind of problems, he also says that it’s never been too much for him to handle. “I did not face any unsurmountable chal- lenges internally,” he notes. “Because what we're doing has been acknowledged by the political establishment, it has been accepted by the private sector, and welcomed by the youth generation.”

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36 / ENTREPRENEUR.COM / March 2019 As such, Kreidieh says that while there may be situa- tions where, for instance, certain municipalities with small populations may ques- tion the benefits of Ogero’s work for their communities, these are few and far be- tween, and, at the same time, fairly easy to get past as well. Of course, Kreidieh is aided in what he does, thanks to his experience of working in the private sector for more than 25 years. Having been in top roles at leading bank- ing and telecom establish- ments around the Middle East, Ogero is Kreidieh’s first experience working in Lebanon’s public sector, and while he has chosen to (and been allowed to) run it like a private enterprise, he has had to face blowback on that as well- sometimes, people there are simply not ready to operate like in the private sector, he notes. “I have to be honest with you- I thought it would be much easier,” he laughs, as he talks about moving from working in the private sector, to being a part of the public sector. “It's quite an interesting shift, but it was not easy at all. You know, some days, when I come back home, I’d say to myself, what the hell am I doing here. But the day after, you wake up with the energy to keep going, because you believe that you have a serious responsibility that will cater for the needs of the people. I'm not working for the politicians, or for a political party, but I have a firm commitment towards my kids and probably my grandchildren- I'm doing something for them, not for anybody else. So, you know, when you wake up with such a mindset, things become easier.” Kreidieh’s answer makes it obvious that he’s being fueled to do what he does by a deep-set desire to give back to his native Lebanon- he had to once leave his country to pursue growth and opportunities, but now, Kreidieh wants to help in building and securing the future of the nation. “Listen, I left Lebanon back in 1974, when Lebanon was on the brink of a civil war. And I came back to Lebanon in 2015. I felt somewhere that I owe my country and my countrymen and women, to share some of the experi- ence that I got. And the call, from the Prime Minister, to do something was the most beautiful gift I have ever got- ten, and what motivated me was, again, doing something for my people. This is what is really motivating me, because, financially, it's not even close to the private sec- tor,” he laughs. “Let me be clear on that; this is my main motivation.” And Kreidieh is incredibly optimistic about what the future holds for Lebanon- he has only words of praise for the youth in the country, and he believes they are the ones who hold the key to the nation’s growth. “To be honest with you, you know it for a fact that we are exporting the most valu- able asset any country can have- its brains,” he says. “I feel that Lebanon is a very dynamic country, and if you have never visited Lebanon, I advise you to do so- you will be flabbergasted with the energy that is there. It is so concentrated; it needs only to blossom in the right way. And the youth [we have] are moving to the Google’s and Facebook’s and LinkedIn’s- we have talent spread every- where. The future of such a generation cannot be but a positive one.” "THE DAY AFTER, YOU WAKE UP WITH THE ENERGY TO KEEP GOING, BECAUSE YOU BELIEVE THAT YOU HAVE A SERIOUS RESPONSIBILITY THAT WILL CATER FOR THE NEEDS OF THE PEOPLE." INNOVATOR Imad Kreidieh at SDE Summit Imad Kreidieh, Chairman, Ogero

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38 / ENTREPRENEUR.COM / March 2019 The new Canon EOS RP is a small, lightweight, full frame, mirrorless camera for advanced amateurs- casual shutterbugs looking to up their game. The EOS R System features the world’s fastest autofocus, and Canon’s smallest, lightest full frame digital interchangeable lens to date. The EOS RP’s 26.2-megapixel, full frame, dual pixel CMOS sensor with autofocus, coupled with Canon’s latest DIGIC 8 processor, renders optimal balance of detail, control over depth of field, and incredible low light shooting performance. EOS RP isn’t just for still photos though- it also records movies in up to 4K resolution at 25 fps, and full HD at 60 fps. With features including 4K time- lapse, interval timer, Movie Servo AF, and HDR movies, you can capture both fast action and slow-motion sequences. Dual Pixel CMOS AF enables accurate focusing and face detection, while Movie Digital IS provides five-axis movie stabilization to counteract shakes when footage is captured handheld. The microphone and headphone jacks help to capture and monitor audio in real time, while the Video Snapshot function is a simple way to create a video summary by combining four, six, or eight-second clips. And you don’t have to wait to share your snaps- thanks to smart Bluetooth and Wi-Fi connectivity, the EOS RP can connect to smart devices, which allows the transfer of photos and videos. You can also control the camera from a smart device using the Canon Connect App, giving full control over camera settings, a live view, and even the option to wake up the camera remotely over Bluetooth. Canon Connect is available for both iOS and Android devices. 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. CLICK IT CANON EOS RP TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX IMAGE CREDIT CANON | LG | LOGITECH Canon EOS RP

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39 March 2019 / ENTREPRENEUR.COM / The LG UltraGear Gaming Monitor combines superior picture quality and speed to give you the best pos- sible gaming experience. With support for NVIDIA G-SYNC, 2ms response time, and a refresh rate of 144Hz, your game can be faster and more fluid than ever before. The UltraGear’s 3840 x 1600 monitor comes with 98% coverage of the DCI-P3 color gamut for stunning visuals. It boasts a nearly borderless design with a curved screen and a 21:9 aspect ratio. Providing a greater sense of immersion and improved ambience, the UltraGear also has a special lighting system. LG’s Sphere Lighting technol- ogy offers up to six different color settings that you can customize for every experience, and LG asserts that the design isn’t purely aesthetic- it helps to reduce eye strain as well. TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX #TAMTALKSTECH 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 theglobalgazette.com and talk to her on Twitter @TamaraClarke. Logitech G935 7.1 LIGHTSYNC Wireless Gaming Headset GAME ON LOGITECH G935 HEADSET Logitech isn’t playing around with its new range of headsets for gaming. The G935 7.1 LIGHTSYNC Wireless Gaming Headset delivers superior audio and striking RGB lighting. It’s the first in a family of headsets to feature Logitech G’s exclusive Pro-G 50mm Audio driver, which is crafted from hybrid mesh material that delivers deep bass and a round sound profile for highly cinematic audio. In addition, this new headset features Logitech G’s LIGHTSYNC technology, which allows you to customize illumination by syncing to any content, including games, videos, and music. This technology allows you to customize every color to match your setup across keyboards, mice and headsets. The new headset also features DTS Headphone: X 2.0 surround sound, which simulates the 3D environment of the audio’s original mixing stage. Logitech rounds things out with 12 hours of battery life, enhanced 6mm microphone technology, and increased wireless performance. With premium leatherette earpads, an upgraded microphone and on-ear volume controls, G935 is the ideal choice to complete your battle station. LET’S PLAY LG ULTRAGEAR GAMING MONITOR LG UltraGear Gaming Monitor

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40 / ENTREPRENEUR.COM / March 2019 THE EXECUTIVE SELECTION From better goods to better wardrobe bests, every issue we choose a few items that make the approved executive selection list. In this issue, we present our picks from Givenchy’s FW19 line, a timepiece to add to your luxury collection, and more. ‘TREP TRIMMINGS CULTURE BUSINESS UNUSUAL | LIFE | TRAVEL | DESIGN | TRAPPINGS SUITS ON MARK GIVENCHY Givenchy’s latest Fall/Winter 2019 collection is out, and it’s undeniably one that deserves a place in your wardrobe. British designer Clare Waight Keller’s first standalone collection for the French label brings in couture and Parisian influences in the ready-to-wear line. Taking in long and sharp silhouettes with a definite touch of refinement, it’s exemplified in the single and double-breasted suits, as well as embellished pieces in embroidered leather in bold hues of violet, fuchsia, and blue, along with prime shades of black, navy, and beige, plus textures including crinkled leather, bonded fabric, and subtle hand-beading. givenchy.com Givenchy FW 2019 Givenchy FW 2019 Givenchy FW 2019 Givenchy FW 2019 Givenchy FW 2019

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41 March 2019 / ENTREPRENEUR.COM / CULTURE BUSINESS UNUSUAL | LIFE | TRAVEL | DESIGN | TRAPPINGS IMAGE CREDIT GIVENCHY | BAUME & MERCIER | BERLUTI | THE PALM DUBAI Berluti, Asymetrique Demesure Calf Leather Loafer Berluti, Andy Demsure Calf Leather Loafer EDITOR’S PICK GLOW ON Willow Stream Spa at Fairmont The Palm, Dubai by TAMARA PUPIC Dr. Smita Prabhakar A quick glance at my (and your) agenda over the past few weeks shows us that this year’s event season is already in full swing- although in Dubai there is hardly ever a period with no occasion worth noting. Since the demanding work hours, in addition to the harmful city dust, will soon take their toll on my skin, I headed to Willow Stream Spa at Fairmont The Palm in Dubai for a Déesse Pro LED mask facial treatment. It is an hour-long facial developed by Dr. Rita Rakus, a London-based doctor who lists celebrities like Madonna, Chrissy Teigen, and Kate Hudson, among her clients. I soon discover that the treatment is not just about the face, but about taking the whole of me to the state of balance. After being welcomed by the spa’s friendly staff, I’m taken to a clean, dimly lit and extremely relaxing treatment room, where a beautician starts by removing makeup and dust from my face, telling me more about the patented HydraFacial technology -dubbed a confidence booster- whose spiral design helps cleanse, exfoliate, and extract impurities and dead skin cells, while infusing vital nutrients such as antioxidants, peptides, and hyaluronic acid into the skin. This phase lasts for half an hour, and over the next 20 minutes, she puts a Deesse Pro LED mask on my face, a device that uses low light therapy by way of medical-grade light emitting diodes to expose the skin to clinically proven wavelengths of light, delivered in safe, therapeutic doses- all of this is to say that this is, essentially, a pain-free way to achieve naturally vibrant and clearer skin. fairmont.com/palm-dubai/ willow-stream/rita-rakus STEPPING UP BERLUTI If you’re looking for versatile pairs of shoes for any occasion, look no further than Berluti’s leather loafers from the brand’s Spring/Summer 2019 capsule collection. Wear it with a relaxed linen suit for your back-to-back meetings, or with jeans and a button-down for a casual night out. Form and function, check! berluti.com POWER THROUGH BAUME & MERCIER Founded in 1830, Baume & Mercier has a track record for crafting timepieces that exude craftsmanship and luxury. And with the Swiss watchmaker’s Clifton Baumatic, there’s a lot to look forward to in this nifty piece. Powered by the in-house movement with a high-performance of a 120-hour power reserve (that’s five days with a full wind), it features a sapphire crystal on its front and back, a large clear date at three o’clock, and water resistance of up to 50 meters. Available in a black alligator strap and pin buckle, this timepiece takes into account both your style and your comfort. baume-et-mercier.com Fairmont The Palm - Willow Stream Spa Déesse Pro LED mask Baume & Mercier Clifton Baumatic Baume & Mercier Clifton Baumatic

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42 / ENTREPRENEUR.COM / March 2019 ATTENTION TO DETAIL ROBERTO COIN The founder of the Roberto Coin line of jewelry explains how to build a winning luxury brand by TAMARA PUPIC "WE KNOW HOW TO OBSERVE PEOPLE AND THINGS. OUR OBSERVANCE IS BASED ON THE DESIRE TO SERVE YOU BETTER. BEING A HOTELIER WAS A GREAT SCHOOL FOR STARTING ANY OTHER BUSINESS LATER ON.” Roberto Coin CULTURE BUSINESS UNUSUAL | LIFE | TRAVEL | DESIGN | TRAPPINGS R oberto Coin’s boutique in the Fashion Avenue exten- sion of the Dubai Mall, which was opened in February in partnership with Damas Jewellery, comes across as a visual refer- ence of two elements that are fundamental to the brand: nature and ethics. A vertical garden that covers part of the wall is the live backdrop that Roberto Coin chose to display Animalier, one of his most beloved collections, while the shelves are lined with his 18 karat gold jewelry pieces, all carrying a Roberto Coin signature ruby on the inside of each piece. Roberto Coin uses only synthetic rubies to guarantee no stone comes from a region in turmoil, which brings us to the founder’s innate and unwavering commitment to ethics in his business. “People who know me understand that we have always been an extremely ethical company- not just now, when it is fashionable to be ethical,” Roberto Coin says at the launch of his new boutique, noting that he has been one of the founding board members of the World Diamond Council since its inception. “We’ve worked with many international or- ganizations to make the dia- mond industry respectable. I am a big fighter against synthetic diamonds, if they cannot be identified by the consumer, as well as by a lot of retailers. I am not against the selling of them; they can sell them as long as you, as a consumer, and the person who sells them, can identify them. If he or she cannot identify them, and does not declare that they actually are synthetic diamonds, I don’t like it. I believe in that kind of world.” In Coin’s case, all polished diamonds used in his collections are purchased from legitimate sources and from conflict-free areas, for which the brand subscribes to the Kimberly Process Certification Scheme (KPCS) and the System of Warran- ties. Coin has also been dis- tinctively active within the philanthropic community, with his brand repeatedly winning accolades for its corporate social responsibil- ity initiatives, about which he says, “I believe in charity, which taught me to steal money from the rich, and give it to the poor. And in this case as well, you need to be ethical. People give you money, because they believe that it will be used for what it was given. That is the world that I represent.” The Roberto Coin brand was born in 1996, and today lists notable personalities like Isabelle Adjani, Christy Turlington Burns, Hilary Clinton, Sofia Vergara, and Oprah Winfrey among its loyal clients. But to really understand how Coin got to where he is today, we have to go back to his first entrepre-

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43 March 2019 / ENTREPRENEUR.COM / Reem BinKaram, Director, NAMA Women Advancement Establishment, at the 73rd United Nations General Assembly meetings in New York "IT IS IMPORTANT TO SAY THAT E-COMMERCE IMPROVES THE PRODUCT KNOWLEDGE FOR THE CUSTOMER, IMPLYING AN INCREASE THE PHYSICAL SALES IN THE RETAILER DISTRIBUTION.” Roberto Coin Pois Moi collection The Roberto Coin store in Dubai Mall “PEOPLE WHO KNOW ME UNDERSTAND THAT WE HAVE ALWAYS BEEN AN EXTREMELY ETHICAL COMPANY- NOT JUST NOW, WHEN IT IS FASHIONABLE TO BE ETHICAL.” CULTURE BUSINESS UNUSUAL | LIFE | TRAVEL | DESIGN | TRAPPINGS >>> neurial success in Guernsey in the UK’s Channel Islands. Having lost his parents at a young age, Coin finished boarding school in Switzer- land, and, when he was 18, he moved to the UK to learn English. Only a year later, however, the entrepreneurial Coin bought a café, then a restaurant at 22, and lastly, two years after, took out a bank loan to buy a hotel that was frequently visited by the likes of the Duke of Richmond, HRH Prince Charles, Tony Bennett, and many others. “Becoming a successful hotelier is in our understanding of how to look after our clients, and how to service them well,” he says. “We know if you are with your husband, we understand if you are with your lover, we probably un- derstand if the two of you are just friends. So, we under- stand the service, meaning what kind of things you like. If you call us to come to your table, we know what is miss- ing even before reaching the table, because we know how to observe people and things. Our observance is based on the desire to serve you bet- ter. Being a hotelier was a great school for starting any other business later on.” This attention to detail proved to be a great asset when Coin decided to enter the jewelry sector. At 32, he returned to Italy, and used the proceeds from the sale of his hotel to make a career shift, becoming a newcomer among more than 5,000 jewelry manufacturers in Italy at the time. “I did not know that I could create jew- elry,” he recalls. “But I loved it, and when you have that kind of an attentive mind, and when you are Italian, by which I mean that every Italian loves fashion, we are born with it, it is part of our world, you want to try. And I wanted to try, but I did not know whether I could do it.” However, building the Robert Coin brand to what it is to- day took years of toil, start- ing from when he ventured into this sector in 1978. “I had to learn how the jewelry industry worked by visiting factories, meeting people, and learning, and that phase lasted for six years, much longer than anticipated,” he says. “A lot of people start up a business by employing peo- ple to do for them what they want to achieve. However, I wanted to gain knowledge, because only with it could I then present my work to the consumer, and to the public. If I had had zero knowledge, then I would have become a speculator, just a financier, and I do not represent mon- ey. Money has never been the most important thing in my life. So, I wanted to establish credibility for what I was do- ing. But it is important to say that I entered this sector as a businessman who fell in love with creativity, and not as a creator trying to become a businessman. That is a huge difference. In that way, you become more credible faster, because you are a business- man who is selling jewelry.” Over the years, Coin per- fected his craft by manufac- turing jewelry for other local and international brands. “They were fascinated with my design and quality, because when you are not from the industry, and then

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44 / ENTREPRENEUR.COM / March 2019 “GOOD TASTE DOES NOT BELONG ONLY TO THE RICH, AND IT DOES NOT MEAN THAT IF SOMETHING IS EXPENSIVE, IT IS ALSO BEAUTIFUL. INEXPENSIVE JEWELRY CAN BE MORE ELEGANT THAN THE EXPENSIVE ONE. CULTURE BUSINESS UNUSUAL | LIFE | TRAVEL | DESIGN | TRAPPINGS “WE SELL ONLINE IN EUROPE AND THE US, BUT I WOULD NOT DEFINE IT AS A SUCCESSFUL BUSINESS, BECAUSE BUYING JEWELRY ONLINE IS STILL SOMETHING DIFFICULT." Roberto Coin you start working in it, you appear as a breath of fresh air, something new in the market,” he says. “Also, I liked making difficult things, although you can’t make much money out of them. You make money on easy things, but at that time, I did not mind difficulty. So, I became another very impor- tant voice in the industry.” However, almost two decades later, Coin says, he reached the point of deciding whether to sell the business, and focus on some new business opportunity, or to launch a new jewelry brand under his name. “I spoke to my clients who said that I was one of the very few who could become a brand,” he says. “They gave me the courage that I could do it. They knew me well enough.” Since 1996, the Roberto Coin brand has released five new collections annually, which translates into approximately 600 new models every year. Coin explains that the number of pieces per collection varies, and depends on the type of jewelry- a Prêt-à-Porter col- lection usually contains 30 pieces but, if it is a limited- edition collection, one or two chosen models are produced in only 10 units worldwide. “I also make inexpensive jewelry, because I need that kind of clientele as well,” Coin adds. “Good taste does not belong only to the rich, and it does not mean that if something is expensive, it is also beautiful. Inexpensive jewelry can be more elegant than the expensive one. So, I don’t make jewelry only for kings and queens. I make jewelry for everyone.” As for the reason behind manufacturing 600 new models every year, it’s in the brand’s main promise: to dress every woman differ- ently. “Brands tend to make everyone the same and equal, but for me, that was bor- ing,” Coin declares. “I have always said that women are not like that anyway. They are very different. And they are intelligent, because the first thing they ask when they go shopping is, ‘What is new?’” Coin’s creations are available in 60 countries and at 1,000 points of sale which are based on different business models, ranging from franchises, like in Baku, Kuala Lumpur, Panama, Marbella, or Kuwait, or part- nerships like the one with Damas Jewellery in Dubai, as well as direct mono-brand boutiques, such as those in Rome, Venice, Prague, and Miami, and so on. “We sell online in Europe and the US, but I would not define it as a successful business, because buying jewelry online is still something difficult,” Coin adds. “Anyway, it is impor- tant to say that e-commerce improves the product knowledge for the customer, implying an increase the physical sales in the retailer distribution.” In recent years, the jewelry sector has faced a shift in customer preferences. Mil- lennials value experience very highly, and do not base their happiness on pos- sessions or career status, according to an Eventbrite’s nationwide research con- ducted by the Harris Group in 2017. Coin confirms that the jewelry sector senti- ments indeed have changed. “Younger generations are not that interested in jewelry, or they want to buy it more often and for a cheaper price,” he says. “Younger generations don’t even think about having a piece of jewelry forever as we used to. Probably, they will, later on, but not for now. There is overproduction of everything, not only jewelry, there is too much choice in everything. So, we are going through a continuous evolu- tion. But, for as long as we are concerned, we have only one problem– we want to be better than our competitors.” This dedication to quality definitely seems to be serving the brand well- and, as such, Coin’s entrepreneurial peers can well follow his lead.

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A rare jewel in the rocky contours of the vast Saiq Plateau on Oman’s fabled Green Mountain, Anantara Al Jabal Al Akhdar Resort is the highest five star luxury resort in the Middle East. ln this extraordinary destination, the true source of adventure is revealed through Anantara’s distinctive natural luxury and innovative Omani hospitality. Telephone: +968 2521 8000 Email: reservations.aaja@anantara.com Book at anantara.com Your #MountainEscape Awaits. VISIT ANANTARA.COM ASIA MIDDLE EAST AFRICA EUROPE LIFE IS A JOURNEY

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46 / ENTREPRENEUR.COM / March 2019 Keeping it real How to be authentic (and own your own space) by MARK SEPHTON CULTURE BUSINESS UNUSUAL | LIFE | TRAVEL | DESIGN | TRAPPINGS WHEN WE CONSTANTLY COMPARE OURSELVES WITH OTHERS AND FOLLOW THE HERD, WE BECOME NOT ONLY PREDICTABLE, BUT UTTERLY NONDESCRIPT. L ife is full of com- petition, but that doesn’t mean we’re innately comfortable with it as human beings. As a mentor to entrepreneurs, I’ve noticed there are now more coaches and mentors than ever before. In some parts of the world (like America), there seems to be a coach for absolutely anything and everything. But despite the volume of coaches and mentors in the world, I must confess I rarely look at what they're doing. Perhaps, this is one of the keys to being authentic, and taking a different approach to my work. When you are express- ing to the world your own challenges and perspective, it helps if you create material which resonates with your audience. I love to create content, and often do so in written form (like this article), or through my television show, One More Round, or my YouTube chan- nel. I’m always thinking with the consumer in mind. In other words, I am audience- obsessed. It’s really important we give people what they want within the business world, and then educate them about what they need. Giving people what they want invokes likability and trust. Once you have those things, your ability to educate your audience in what they need becomes easier and, ultimate- ly, results in more sales. The majority of the content I create is based on my personal and professional experience- thoughts and revelations I’ve witnessed in the world of entrepreneur- ship. While still based on my experience as a coach and mentor, this article attacks a slightly different issue for entrepreneurs. This article is dedicated to those who are fed up with the same old sales techniques, marketing ploys, speaking styles, and social media speak that has become the new normal in the coach- ing world. Raimonda Jan is the founder and CEO of CrowdVelocity, and the founder of Women in Business. Raimonda suggested that I take on the topic of authenticity to help liberate other business owners and entrepreneurs from the status quo, and inspire them to take a different approach. It’s always best to be who we re- ally are, rather than following the herd. To that end, here are my top tips for living an authentic life:

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47 March 2019 / ENTREPRENEUR.COM / IF YOU SPEND ALL YOUR TIME STUDYING THE COMPETITION, I RECOMMEND YOU TAKE A MONTH OFF TO LOOK INSIDE YOURSELF, AND START REALLY THINKING ABOUT YOUR OWN BRAND. >>> 1. STOP LOOKING AT EVERYONE ELSE, AND LOOK IN THE MIRROR As I previously mentioned, I pay little attention to other coaches and mentors. Of course, I can see why people pay attention to the competition. However, when you know who you are, and what you bring to the table, you become so focused on delivering results, that you don’t have time or energy to focus on what someone else is doing. Looking at other people constantly is exhausting, and it usually invites two related problems. First, you’ll look at someone else and be frustrat- ed you’re not at their level. Second, you’ll look at them and think you’re way better and become complacent. In either case, comparing ourselves with others stifles growth, and doesn’t help us put our best foot forward. Additionally, when we constantly compare ourselves with others and follow the herd, we become not only predictable, but utterly non- descript. A desire to retain my individuality is one of the reasons I’ve never worked with a public speaking trainer, though I know some very good ones who are worth their weight in gold. I also recognize there are times when we should invest in building con- fidence or improving delivery, but we have to choose those priorities in our lives. I have been speaking for about five years on numerous stages, from entrepreneurial summits to hosting innovation of small business conferences, and improving my delivery has not been a priority for me. Could my ability to deliver a talk be better? Yes, it could. Then why wouldn’t I invest in a trainer? Because I would rather be me- imperfect and unpolished, but real, relatable, and authentic. The reason the world may feel flat and look so cookie-cutter is because people are comfort- able with being merely an echo, and not a voice. We repeat what everyone else is saying, because we have no convictions of our own, or are afraid to be judged for them. We would rather ride the wave of someone else’s experience than risk sharing personal revelations and insights of our own. If we re- ally want to be authentic, we must stop copying how others sell themselves and find our own voice. Nowhere is this most easily found than in our existing behaviors, values, and opinions. If you spend all your time studying the competition, I recommend you take a month off to look inside yourself, and start really thinking about your own brand. When you begin to think in this way, you’ll be able to focus on what you’ve achieved in life and business, and then clearly convey that message to your customers. The best way to do this is through personal reflection, and owning who we are. The best time to start is now. 2. BACK YOUR STRENGTHS, AND STAY IN YOUR OWN LANE I’ve never been a fan of the notion “fake it till you make it,” but I know lots of people are. If that works for you, great. We don’t have to agree, and having the courage to publicly say operating from that place is not a good life choice for me means I’m em- bracing my true self. I know who I am, and I know who I’m not. Most importantly, I’m perfectly okay with the outcome of reluctance to that sentiment. The most wonderful thing on earth is to know who you are, and realize what you were put here to do. If you don’t know the answer to that question, I encourage you to keep experimenting and trying new things until you find yourself cruising along in your lane (I recom- mend buying Tim Rathe’s book, Strength Finders, to help you on your path). Your ability to stay in your lane will determine the strength of the authority you build in your niche. Know and find out what you are good at, what is natural to you, what people naturally come to you about, and then own that space. When you embrace who you are, and have the consistency to prove to those around you that you know what you’re on about, you build trust. It does me no good to tell people I know how to fly to the moon out of enthusiasm for the trip, when the honest truth is that I wouldn’t even know how to get to the space shuttle launch site. When we don’t come from a place of wisdom, truth, or honesty, we not only put undue stress on ourselves, but we also allow someone else to put their faith in us, while knowing we have no understanding of how to deliver. Instead of making empty promises, take the approach of embracing only what you’re good at, and committing to the “sweet spot” of activities in which you excel. In this way, people can begin to trust you, and you can focus on the things you love, instead of saying “yes” simply because you’re afraid of losing a piece of business or an opportunity. Remember, it’s bad form to say you can do something when you never have. Sure, it may work out on occa- sion, but it’s a surefire path to eventual disaster, and it undermines your authenticity and ability to embrace the gifts you’ve been given. 3. BE HONEST WITH YOURSELF None of us need to play God in every area of our lives. My dear grandmother often wished I was good with a hammer and nail, or had the ability to lay bricks. I never had that do-it- yourself (DIY) desire, and so, never developed the talent or ability to do those things.

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48 / ENTREPRENEUR.COM / March 2019 Mark Sephton is an international mentor to entrepreneurs, an acclaimed radio and television show host, and a top selling author. His 2014 debut book Inside Job was met with immediate praise in business communities across the globe, resulting in the release of his second and most recent book Plot Twist. Mark’s love for entrepreneurship is demonstrated by his television show One More Round on the Direct Sales TV Network via Apple TV. When not on the big screen, Mark is a regular contributor to Entrepreneur Magazine, and a speaker for corporate events, entrepreneurship summits, and major conferences worldwide. CULTURE BUSINESS UNUSUAL | LIFE | TRAVEL | DESIGN | TRAPPINGS IF YOU WANT TO BE AUTHENTIC AND SEPARATE YOURSELF FROM THOSE AROUND YOU, YOU’VE GOT TO STOP DRESSING, SOUNDING, AND ACTING JUST LIKE EVERYONE ELSE. WHEN YOU HAVE A CLEAR AND HONEST VIEW OF YOURSELF, YOU’LL BEGIN TO SEE THE NEEDS AND DESIRES OF OTHERS MORE EFFECTIVELY. However, I can speak on stage to thousands of people, and interview thousands of entre- preneurs on radio and televi- sion. I am comfortable with the fact that I suck at DIY. Get familiar with yourself, and then get comfortable accept- ing the things you’re not good at, as well as those things at which you rock. One of the things I created after three years of work- ing with entrepreneurs and reflecting on the pain points and opportunities we often discussed is a GPS system, which I explain as an internal MRI. The system is based on 10 fundamentals, which ranges from the lifestyle you live, to your ability to be self-aware of who you are and what is around you, and examines your behaviors, beliefs, and actions toward yourself, others, and your business. The GPS system reveals personal and profes- sional blind spots, efficien- cies, and deficiencies we then use to develop a mentoring strategy. I get so excited about helping people find who they are and exploring the right environments in which they should be working and living. It’s the most rewarding part of being a mentor. Having the ability, encouragement, and opportunity to take a hard look at yourself can be uncomfortable, but it also is very liberating, as we’re all works in progress on journeys of self-improvement. If you want to be authentic and separate yourself from those around you, you’ve got to stop dressing, sounding, and acting just like everyone else. When you have a clear and honest view of yourself, you’ll begin to see the needs and desires of others more effectively. The fact that people like Raimonda are fed up with everyone doing the same thing, sounding the same, and looking the same is a great opportunity for the “You Movement” to take shape. The “You Movement” is where you fully embrace the skills you’ve been given, and your ability to express them in your very own style without the need to copy, conform, or pretend. If you want to connect with the world, you must first con- nect with yourself, own your space, and love who you are- even the parts you would love to change. Also, learn to admit your mistakes. Isn’t it always re- freshing when someone puts up their hands and admits to getting it wrong? Very few people in power are willing to admit their mistakes. When was the last time you heard US President Donald Trump apologize for what comes out of his mouth? Being au- thentic and blazing your own trail is about being human, being real, being humble, and being honest. Own who you are. Own your actions. Own your thoughts. I can’t blame anyone else for the choices I make, and neither can you. I know sometimes we do put the blame elsewhere, but it leaves us powerless to the situation, and we miss the chance to grow. It can affect people’s trust of others, and also saturates our influence. I don’t know about you, but the people I want to follow in life are those who have fouled up, admitted it, took the learnings, and kept right on going. Not one of us hasn’t fallen short at some point or another. This is why I happily share my mistakes and times I’ve gotten it wrong with my clients. When we are honest with others, they become honest with us. We don’t need to try and buy respect or influence, because, in the long run, it doesn’t work anyway. Increasing your influence and ability to guide others in a positive direction comes by being human, being real, and being authentic. Find your own voice, and stop being an echo. In summary, the world needs you to find out who you are, and what you were put on earth to do in order to have the greatest impact on those whom inhabit it. There is a need for you and me to not follow the masses, not to dress the same, and sound the same. We can’t all follow the same formula; we must create and express our own unique flair, because people are tired of the predictable and famil- iar expectation associated with your field and niche. After you’ve read this ar- ticle, reflect on who you are, in your gifts, your personality, what you have to offer, and be faithful in what you’ve been given to contribute to the lives of others around you. In doing so, people will start to see the real you. In my case, the reality is, there are thousands of mentors and coaches in my field, but people will choose to work with me, because of who I am, my experience, my failings, and my ability to own my own experiences and teach people about them in a charismatic and empathetic way. It’s the same for you too.

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50 / ENTREPRENEUR.COM / March 2019 APP NOTIFICATIONS ARE THE MOST COMMON WAY THAT WE GET DRAGGED BACK INTO OUR DEVICES AND SUCKED DOWN A RABBIT HOLE- THE MOST EFFECTIVE OF EXTERNAL TRIGGERS. Here’s how you can win the battle against over-connectedness by ROB MCGOVERN Rethink your relationship with your phone CULTURE BUSINESS UNUSUAL | LIFE | TRAVEL | DESIGN | TRAPPINGS L ook around you for a moment: chances are, if you are in a public setting at least, that most people near you will be staring into a smartphone screen. Heads bowed. Protecting their de- vice for dear life. Hypnotized by whatever happens to be on the screen at the time. It’s a defining characteristic of modern life- a visitor from the past would be forgiven for thinking that the earth had become inhabited by a population of zombies controlled by a 6x3-inch slab of glass. Most of us will admit to being guilty of spending too much time with our heads buried in our smartphones. With access to a seemingly infinite amount of content, and social validation on tap, our smartphones are a constant pull, calling out to us, demanding our attention. The never-ending notifica- tions keep us coming back for more, and social feeds that are constantly being updated give us a fear of missing out on something important. Sometimes, it can all get a bit overwhelming. Our phones are not just a time-suck, but can affect us in ways that might not necessarily be clear to us at the time. Our reliance on our devices, and the feeling of round-the-clock connected- ness, can impair our ability to concentrate, think creatively, interact in a social setting, and can even take a toll on our mental health. But how can we limit this gravitational pull on our attention and pursue a more minimalist re- lationship with our devices? We can start by looking at the different ways that constant connectedness can impact us. GETTING HOOKED Our smartphones have a hold over us, even when we are not directly giving them our attention. A recent study by a team at the University of Chicago found that merely having your smartphone on the table in front of you can lead to a small but statisti- cally significant impairment of cognitive capacity, similar to the effects of lacking sleep. The closer the device is, the more noticeable the decrease in brain power. The more heavily the user relies on their phone in their everyday lives, the greater the impact on cognitive capacity they suffer with it nearby. Even when our device is out of sight, knowing that a potential call or notification could arrive at any time can cause our minds to wander, and can negatively impact our performance on tasks that require sustained attention. When a device does beep or buzz during a challenging task, it causes our focus to waver, and our work gets sloppier. If we are not in a position to respond to the device immediately, our blood pressure spikes, our pulse quickens, and our problem- solving skills decline. Even just suppressing the desire to check our phone can hinder our thinking, and we do this routinely and subcon- sciously throughout the day. Our brains are constantly subconsciously listening out for a notification, and sometimes they even fabri- cate them. If you’ve ever felt a “phantom buzz,” you have experienced this first hand. Whether we’re by ourselves and just plain bored, in the middle of a challenging task at work, or with our friends or family, our smartphones have a hold on us that is increasingly unhealthy. All this is not just by chance, but a product of tech companies’ careful efforts to maximize the amount of time users spend on their platforms. In today’s attention economy, most digital plat- forms prosper based on how much time we spend using them, which means that they are strongly incentivized to keep us hooked. They do this by taking advantage of our natural impulses and psycho- logical dependencies to feel connected and make sense of our environment.

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51 March 2019 / ENTREPRENEUR.COM / CULTURE BUSINESS UNUSUAL | LIFE | TRAVEL | DESIGN | TRAPPINGS "NOTHING HOLDS OUR ATTENTION BETTER THAN THE UNKNOWN. THE THINGS THAT CAPTIVATE, ENGROSS, AND ENTERTAIN US, ALL HAVE AN ELEMENT OF SURPRISE. OUR BRAINS CAN’T GET ENOUGH OF TRYING TO PREDICT WHAT’S NEXT.” >>> Many digital platforms use the same methods as the gambling industry to foster this dependence, and ingrain their products in our everyday lives. Some of these techniques can even cause similar reactions in the brain as cocaine, drawing users into repeated cycles of uncertainty, anticipation, and rewards. With features like Instagram's bottomless feed, Snapchat streaks, and You- Tube auto-playing the next video, users face an uphill battle to limit the amount of time they spend on these platforms. DIGITAL WELLNESS I spoke with Nir Eyal, author of Hooked: How to Build Habit-Forming Products, who breaks down how tech companies foster a self-perpetuating cycle of engagement. Firstly, an external trigger, such as a notification, draws the user into an interaction with the platform, such as comment- ing on a post or uploading a photo. The chance of a vari- able reward (“Will anybody reply to my comment or like my photo?”) motivates the user to stay active and engaged. The more the user participates in this process, the more invested they are in that particular platform. This process is repeated until the user no longer requires an external trigger such as a no- tification to draw them back to the platform, but begins revisiting due to an internal compulsion. The variable reward is the key to creating this cycle. It’s the uncertainty of whether we have received a new mes- sage, or whether there is any new content on a social chan- nel that keeps us coming back for more. It plays on our con- stant need to feel connected and in control. “Our brains evolved through the millennia into incredible prediction machines, designed to help us make sense of our environ- ment,” Eyal explains. “And nothing holds our attention better than the unknown. The things that captivate, engross, and entertain us, all have an element of surprise. Our brains can’t get enough of trying to predict what’s next.” The infinite scrolling and pull-to-refresh mechanism on our news feeds are eerily similar to a slot machine. You never know what you’re go- ing to get when you pull that lever, if anything at all. But that’s precisely what keeps us enthralled. More often than not we don’t find anything interesting or gratifying, but we can’t help ourselves. “It’s like opening a can of digital Pringles,” says Eyal. But users are beginning to push back, in search of a healthier relation- ship with digital media. Somewhat surprisingly, the big tech companies are start- ing to react to this trend of digital wellness, introducing a host of features to help users monitor and limit the amount of time they spend on their platforms and devices. Facebook has recently launched a tool that will track the time you spend each day on the platform, along with your average for the week. It lets users set their own time limits and reminds you when you are reaching or surpass- ing your threshold. You can even snooze Facebook or Instagram notifications for up to eight hours if you need to focus. Similarly, both Apple and Google have introduced features in the latest mobile OS updates that let you see how much time you’ve spent on each app, broken down by app category, as well as how many notifications you've received and how many times you've unlocked your phone. Even YouTube has introduced "Take a Break" reminders, as well as a dashboard that provides summaries of your behavior while on the plat- form. “Whenever a product causes people harm, what they will typically do is either use the product less, or they will modify it in some way,” notes Eyal, referring to the explosion of free apps and browser extensions that have come onto the market of late to help us moderate our tech use. At some point, users will have had enough. “So, now, we see tech companies like Apple and Google incorporate these features to help people moderate their use, because it makes the product better. It’s no more than a market imperative.” These are welcome updates for sure. But like all self-im- posed restrictions, they will be simple to ignore, and their effectiveness will depend on whether users have enough self-control to stick to their limits.

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52 / ENTREPRENEUR.COM / March 2019 Rob McGovern is a digital strategist and project manager passionate about the intersection between technology and creative marketing. He works with Serviceplan Group Middle East, loves all things related to tech and has been living in Dubai since 2011. CULTURE BUSINESS UNUSUAL | LIFE | TRAVEL | DESIGN | TRAPPINGS THE INFINITE SCROLLING AND PULL-TO-REFRESH MECHANISM ON OUR NEWS FEEDS ARE EERILY SIMILAR TO A SLOT MACHINE. YOU NEVER KNOW WHAT YOU’RE GOING TO GET WHEN YOU PULL THAT LEVER, IF ANYTHING AT ALL. FIVE WAYS TO CONSCIOUSLY DISCONNECT The aforementioned updates might help us regulate the amount of time we spend on our devices, but here are some other techniques that you can use to maintain a more minimalist lifestyle when it comes to technology. 1. Monitor your usage Raising awareness of your own smartphone usage is the first step towards decreasing it. In addition to the big tech firms introducing their own usage-tracking options, there are a bunch of independent apps such as Moment, Space, and Mute that you can use to track the amount of time you spend on your device each day. Seeing this broken-down minute-by-minute for the first time can come as quite a shock, and might even inspire you into becoming more deliberate in your behavior. These apps also introduce a gamification element, chal- lenging you to minimize your usage so you can beat the previous day's time. It’s surprisingly effective. 2. Reduce the amount of notifications you receive App notifications are the most common way that we get dragged back into our devices and sucked down a rabbit hole- the most effective of external triggers. “About two thirds of people with a smartphone never change their notification settings,” notes Eyal. “And guess what- there’s nothing Mark Zuckerberg can do to turn those notifications back on.” You can manage your notifications in your phone settings, and limit these to only the most important ones, for example, just messages from real people, and not from random apps. Turning off social media notifications can be hugely effective in particular. You'll see these notifications the next time you open the app again anyway. On messaging apps, try muting the notifications from groups, and just set it so that you're notified when an individual messages you. 3. Delete or hide distracting apps Are there certain apps in par- ticular that you find sucking up too much of your time? Just delete them. You can still log into Facebook, Instagram, Twitter etc. on your mobile's browser, but this added fric- tion will mean that you're less likely to do so. If you don't want to delete these apps completely, then place them in a folder instead. Out of sight, out of mind. By sim- ply removing these apps from your home screen, you're less likely to dive in when you're aimlessly swiping through your apps looking for some- thing to do. 4. Reduce usage just before and after sleep Using your smartphone just before bed can inhibit your ability to get to sleep, and generally impair the quality of sleep you get when you do nod off. One of the most im- pactful measures you can take is to not sleep with it next to your bed. Buy a simple bed- side clock for setting alarms and checking the time, so you can charge your device over- night in another room. This will neutralize that impulse to have one last rotation through your most-used apps before going to sleep, and will mean that you can wake up without getting dragged back in before even getting out of bed. Charging your phone in another room throughout the day is generally a good habit to develop too. 5. Use the grayscale setting It might sound surprising, but simply removing your screen’s color by activating the grayscale setting can reduce your impulse to use it. Colorful icons and graph- ics stimulate our brains and keep us engaged. That’s why notifications appear in red, because red is a trigger color that draws our attention. A grayscale screen looks less appealing and we aren’t as likely to mindlessly swipe through our device when this setting is activated. Over-connectedness is not a new problem, explains Eyal. “Humans have been struggling with distraction forever,” he says. “Socrates and Plato talked about it 2,500 years ago. What has changed is that these technologies are constantly with us, and so now we have quickly adopted these new habits, and sometimes these habits don’t serve us.” But all is not lost. We are still masters of our own domain. “There is so much more that you can do as an individual than these tech companies can do to supposedly hook you”. Ultimately, it’s on each of us individually to wrestle back control, and limit the hold tech has over us. If we really want to, that is.

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54 / ENTREPRENEUR.COM / March 2019 With great power comes great responsibility The need to humanize technology (in its true sense) by AMOL R. KADAM TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX J ust browse any industry magazine, and count how many times you come across these words: blockchain, augmented reality, virtual reality, artificial intelligence, social media, internet of things, etc. That should make it clear that technology and humans are becoming entangled like never before, and our reliance on it seems to be only on the rise. We use it to work, stay in touch, get the news, shop for groceries, travel, automate, impress our bosses, manage our finances… the list goes on. And on. A friend recently asked me to advise him on his career growth. “What is the tech- nology that I should learn to be relevant in the next few years?” he asked. My answer to him was: if you want to be relevant, forget about technology, and learn about humans. Learn about human needs, emotions, and behavior. Technology is just a means to enable the needs of human beings. Technologies will come and go; the topic of human needs will be constant. The ironic part is that tech- nology changes faster than the human needs it is sup- posed to serve. Interestingly, it is not that we want less from it. On the contrary, the human appetite for better, faster, cheaper technology –software and hardware– is voracious, and insatiable. More is more. But these mechanical, automatic, arithmetical, and increasingly invasive technologies are leaving us feeling cold, controlled, confused, and, ironically, what was supposed to keep us connected is making us more disconnected. For decades, we have been building technology to make humans more effective, eliminating the need for our involvement in tasks ranging from remembering birthdays, to washing the dishes, to assembling cars. Sadly, we have reached a point where efficiency and automation are no longer enough. It has all become dehumanized. By “inventing” technology, we have come to think of ourselves as these superhe-

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55 March 2019 / ENTREPRENEUR.COM / TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX These mechanical, automatic, arithmetical, and increasingly invasive technologies are leaving us feeling cold, controlled, confused, and, ironically, what was supposed to keep us connected is making us more disconnected. OUR RECENT INVENTIONS HAVE ALWAYS BEEN TOO FAST FOR HUMAN NEEDS, IN TERMS OF BOTH THEIR COGNITIVE ABILITY, AND THEIR ABILITY TO ADAPT. Huang Yi & Kuka, a duet of human and robot >>> roes who can make anything automatic and technically advanced by using AI, chat- bots, machine learning, blockchain, cloud, and ev- erything else that come with it. We have been immersed so deep in technology that we don’t even realize how much it is affecting our daily lives, and how much it is changing our brains for worse by overtaking many of its functions. Just try forgetting your mobile phone somewhere for few hours, and you will understand what I am saying. The availability of all this technology makes us more impatient, and crave conve- nience beyond our conven- tional needs. Whenever we interact on digital channels, consume information online, browse for products online to purchase or try new technology, we demand it to be more natural, or faster, else we move on. As a result, our attention span has gone lower than a goldfish- our brains are adapting and changing in the presence of technology. TECHNOLOGY IS GROWING FASTER THAN HUMAN NEEDS AND COGNITION With this great power of technology that we have, we also need to understand the responsibility it puts on us. There is a clear need for making technology and digi- tal interactions more human to help us do things faster and smarter. Our recent inventions have always been too fast for human needs, in terms of both their cognitive ability, and their ability to adapt. As human beings, we have adapted to technology we created to help us. For instance, we have learned how to type- the keyboard and mouse are the most visible ways of how human beings interact with technol- ogy. At the same time, the interaction between humans and machine has reached a certain maturity, where humans now have to learn to communicate prompted by nature. Natural user interfaces are an example of how technology supports the human way of interaction nowadays. Technology has evolved enormously, but it seems to have lost the hu- man aspect. A few months back, I came across this news article where a Taiwanese dancer and choreographer, Huang Yi, was shown dancing a duet with a robot. As I watched that video, featur- ing the machine’s subtle, flowing movements, and the emotional connection Yi was trying to portray, I wondered if this was a depiction of an intimate love story, or just some freaky techno-art. Why are we striving so hard to enhance this symbiotic re- lationship between humans and technology? There are many examples of how badly we want technology to behave like humans, to comprehend like humans, to make decisions like humans, to sound like humans, and if you look around the robotics industry, we want robots to even look like humans. Why do you think we still strive to have more and more technological innovations, but at the same time, we strive for it to be more human? The answer is simple. We, as human beings, still strive for human experi- ences, connections, and that empathetic emotional touch. We always will. And that has made many in the industry to increasingly use the term “humanize” to describe this change from designing more personable chatbots, to ensuring AI tech doesn’t enslave the human race, and to even using sustainable means for electricity that powers these machines. With all the power that we as evangelists of technology have, it is our responsibil- ity that we do not outcast the human in this race to make everything techni- cally advanced. Our topmost responsibility should be only about designing technology to be better for humans, and better at interacting with humans. It should be technology that works for humans- it shouldn't be hu- mans to work on themselves to use it. Here are three primary reasons why today’s technol- ogy needs to become more human: To live up to the promise of being “convenient” We have forgotten the real meaning of this word. Busi- nesses often put the comfort of a few as the driver for using technology. Most of the times, it is for the con- venience of the operations, systems, integration, and a handful of the consumers labeled as “the average user.” They tend to overlook the broader base of consumers that are affected by informa- tion and cognitive overload.

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56 / ENTREPRENEUR.COM / March 2019 Amol Kadam is a co-founder of RBBi, the region’s first user experience and usability consultancy. RBBi has been operating in Dubai since 2011. For more than 20 years, Amol has conceptualized, designed and managed significant projects for a wide range of clients involving digital transformation, CX, UX, emerging technologies, strategy, and usability. He is also a speaker at conferences, locally and internationally. He talks and writes about accessibility, usability, user research, digital, CX, HX, UX and design thinking. Amol is a design school graduate and a holder of a master’s qualification in human computer interaction. He is also a certified usability professional and a registered member of Usability Professionals Association Worldwide. rbbideas.com TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX TECHNOLOGY WAS ALWAYS MEANT TO BE (AND SHOULD BE) FOCUSING ON REDUCING THE COMPLEXITY OF OUR DAILY LIVES. BUT INSTEAD WHAT WE SEE IS TECHNOLOGY IS CAUSING MORE COMPLICATIONS IN OUR LIVES. They all want personalized, quick, and easy results that are relevant to them. To be truly “simple” Technology was always meant to be (and should be) focusing on reducing the complexity of our daily lives. But instead what we see is technology causing more complications in our lives. Advancing technology needs to become more human-ori- ented to help us to simplify, assess, and filter. To advocate real “inclusion” The speed at which tech- nology is changing bears the risk of excluding less tech-savvy human beings from its usage. For example, people who don’t know how to operate search engines effectively, people with an inability to use so-called virtual assistants, people who don’t consider their phones as smarter than them, people with difficulty using complicated apps, etc. will always feel excluded. These new ways of operating are becoming more and more exclusive. Companies like Google, Facebook, Apple are sup- posed to be known for their focus on useful and human- friendly technologies. The focus should be making it more inclusive, rather than making technology that is useful only for a handful of us. The concept of ethical design, ethical business practices, and ethical busi- nesses are becoming more and more relevant today. Technology superheroes amongst us must do a better job of anticipating challenges before making decisions, by asking critical human- centered questions before introducing any product or service to humans. For instance, these can be: • Will this technology result in overall good for all hu- mans, and not just a handful of them? • What could be some unintended consequences of this technology, positive and negative? • What are the social, cultural, environmental, and ethical impacts of the technology? • Will this technology augment human intellect, support it, disrupt it, or substitute for it? • Can this technology be used negatively against us- ers? THE NEED FOR A CHIEF HUMAN OFFICER In the early 2000s, once organizations understood that technology had a more significant role to play, and that information/data is critical to success, they started expanding the profile of the Chief Technology Officer (CTO) by adding the Chief Innovation Officer (CIO) title. In recent years, as both technology and information emerged as digital drivers, and transformations became the need of the hour, we started seeing the rise of the Chief Digital Officer (CDO) role. In fact, the CDO became one of the most sought-after positions in the market. But as we see how technol- ogy is now becoming over- whelming and overpowering for humans, and as we try to make it more and more human, technologists alone won’t be able to answer all these questions by them- selves. So, what leadership struc- tures do we need to have in place to guide the future evolution of the technol- ogy, while controlling it for unintended impact on the human? Is there a need for a new superhero in the team? Will we see a new savior, a new superhero profile in a company? Maybe it will be a Chief Human Officer: a superhero, whose sole role will be to keep a check on how the organization is advancing in adopting technology- and if it is human enough.

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THE VOICE OF ENTREPRENEURSHIP AROUND THE WORLD

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58 / ENTREPRENEUR.COM / March 2019 Why businesses should have a strategy in place when a crisis hits by BROOKE BOYSCHAU & SOPHIE SIMPSON Brooke Boyschau and Sophie Simpson are the co-founders of the public relations agency, Atteline. atteline.com ‘TREPONOMICS ETHICS | SKILLSET | MARKETING | PRO REPUTATION RECOVERY PREVENTING A CRIPPLING BLOW TO YOUR REPUTATION MEANS YOU NEED A TACTICAL CRISIS PLAN, WHICH CATERS TO THE SPECIFIC SITUATION. HOWEVER, ALL CRISIS PLANS HAVE SOME FACTORS IN COMMON: THEY MUST BE SWIFT. W hile all businesses wish for smooth sail- ing, waves of trouble are likely to roll through at some point along the journey. Once upon a time, in an “offline” era, sticky issues could be tightly man- aged and quietly dealt with. Yet in the digital age, people -and businesses- don’t often screw up in silence. In fact, once the pot boils over, we are no longer just worrying about cleaning up the mess within the immediate area- we are looking to cyber- space with panicked visions of how to tackle a communications crisis of exponential propor- tions. Day after day, we read internet headlines of executives losing their jobs due to workplace misconduct, or product and ser- vices failures. Be it Hollywood, Wall Street, or Walmart, no industry is safe from the power of the digisphere. When word travels, it trails the speed of light. What’s more, social media magnifies the mishaps or mis- deeds of companies or individu- als, creating a digital footprint that can alert the masses to incidents that may have hap- pened even years in the past. Companies (and people) can spend a lifetime building their reputations and, while we think they’re made of brick and mortar, reputations are more like a house of cards- vulnerable to a puff of wind (or the click of a button). We’ve all heard the expression that you’re only as good as your last mistake, and when it hits, what companies can be left trying to preserve, or rebuild, is their brand equity- the intangibles such as customer loyalty, prestige, and positive brand recognition. Mis- takes aside, businesses globally can be defamed, or misframed easily, finding themselves on the defensive in often the most improbable moments. The fall-out from one inno- cently misguided or ill-thought out decision -even a mere tweet- can leave an organization at the mercy of the figurative, or literal jury for the remainder of its lifespan. On a more serious level, companies can (rightly) be called out for unethical or questionable conduct that dodged greater public knowl- edge in the past. And some- times, we can actually do every- thing right- but one unfounded accusation, or false truth, can go on to define us thanks to the power of the internet. For large corporations, their brand equity is the company’s most valuable asset, and clawing back a dam- aged corporate reputation can be a long, painful and expensive business. Preventing a crippling blow to your reputation means you need a tactical crisis plan, which caters to the specific situa- tion. However, all crisis plans have some factors in common: they must be swift. They must be aggressive. And if you are indeed in the wrong, you must first and foremost acknowledge the situation with clients, fol- lowers, and, in some cases, the general public, and with that, demonstrate intention and commitment to set things right. Companies should not sit in a state of denial. Those who have tried to sweep it under the car- pet have typically paid a much higher price in terms of loss of consumer trust. This means that you should be calling your PR team, before your lawyers. From a PR per- spective, it is very important for companies to have a recogniz- able spokesperson- a reassuring CEO, or Managing Director, who is leading the public com- munication and steering the ship through the murmurs, or mayhem. Take the great fraud of Fyre Festival as a poignant example. When the disastrous “real life” site images began to leak on so- cial media, it presented the now convicted fraudster Billy McFar- land with the chance to address the public honestly about the festival’s strained progress, and manage expectations for cus- tomers and investors. Rather, he chose to ignore the digital firestorm, reportedly dismissed the better judgement of his con- sultants, and led over 10,000 unassuming international guests into the figurative fire. Would a swift and honest man- agement of those initial social media photos have prevented the PR fall-out that was to fol- low? Probably not. Though it may have preserved some sker- rick of McFarland’s integrity in the public eye. While the eye-watering mismanagement of Fyre Festival and fraudulent conduct reached an unfathom- able scale beyond the organiza- tion’s social media narrative,

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59 March 2019 / ENTREPRENEUR.COM / by SARAH JONES Integrating technology and data into your customer service model THE HUMAN ELEMENT Sarah Jones founded Sprii at the start of 2014. Previously, she had a successful career in finance, spending four years at Deloitte in Mergers & Acquisitions advisory, first in London, and then in Dubai. After two years in the Gulf, Jones left the finance world, recognizing the potential of the early-stage e-commerce market and the Sprii business model. Mini Exchange is today the online destination for everything mums and kids in the Middle East, with over 800 brands and 40,000 products, all available at the click of a button. sprii.com ‘TREPONOMICS ETHICS | SKILLSET | MARKETING | PRO social media did indeed play a pivotal role in stoking the flames of Fyre’s public decep- tion, and when presented the opportunity to speak directly, control the message, and par- tially soften the inevitable blow that was to come, McFarland buried his head in the sand. That brings us to the issue of “remorse.” Being authentically sorry and going on to display conduct that is a witness to the fundamental change in direc- tion you or your company has undergone is a necessary step in encouraging people to offer forgiveness, and do business with you again. You have to be truly sorry, and you have to say so in your words and subsequent deeds. If you go wrong again, you may never get another chance. While much of reputation protection and defense seems reactive, it really isn’t. True, you might not be able to antici- pate a specific crisis when it comes, but that doesn’t mean you can’t plan for one. At the bare minimum, you should have an internal team in place whose responsibility is to coordinate a strategy for when a reputa- tional crisis hits, in addition to working with your outside communications team to devise an action plan. That plan must take into account everyone who might be affected by the crisis: employees, customers, partners, friends, and family. The plan must also account for every communications platform available to you, with specific plans for Instagram, Twitter, Facebook, LinkedIn, and your website. You also should also consider how to leverage video channels such as YouTube, as well as traditional media out- lets like broadcast television, newspapers, and online news outlets. Not every reputational crisis can be handled as easily. Yet, any work that takes back control of your own message is worth the time and effort. I t’s no surprise that consumer shopping habits are continually changing and evolving, especially in the e-commerce world. People are always on the move and want access to quick, affordable and easy shopping, which fits into their daily lives. More than 80% of shoppers are accessing my e-commerce enterprise, Sprii, via their mobile or tablet, which is why we have invested significantly in our app; a smarter, more accessible way of shopping which feeds into the full customer experi- ence. It’s no longer enough to just have an awesome platform, the best product selec- tion and competitive pricing- you also need to consider the best ways to engage the consumer, and ultimately keep them com- ing back for more. In my opinion, the single most important thing, is to make it per- sonal- through every interaction, whether it be when they land on your website, receive an email, or browse the app. Now, this of course goes hand-in-hand with having a customer service team on the ground who will go the extra mile without even being asked, who are genuinely com- mitted to helping your customers have the best experience possible. It’s an approach that makes all of the difference when a customer is, for example, desperately try- ing to track down the perfect gift for their child’s birthday, and have it delivered the same day. They may start on the app, but then need that real human interaction, and that’s where our customer service team will move mountains to make sure our consumers are satisfied. So, how do you integrate technology and data into your customer service model? Put simply, data allows you to be more personal- it allows you to understand your customers shopping habits, it allows you to know what time they shop, and how they shop, and what products they browse. It helps to personalize your service and offering, and make real business decisions- changes to the app, or investment in a new way to reach out to customers; however, this has to be combined with real customer feedback too. We think of Sprii as a business “driven by us, and powered by mums”- it is their site as much as it is ours, and with this in mind, feedback in whatever capacity is essential to helping us create their ideal online world. Bricks and mortar aside, we don’t discount the value of meeting our customers face- to-face and getting feedback firsthand. Even if your company is 100% online, you still need to have an omnichannel approach with your customer service function to lend credibility to what you are offering. That’s why we’ve partnered with British Mums Dubai for the last 12 months to run, for instance, mummy mornings and consumer events, which gives us direct access to the ultimate decision makers- so, husbands beware! One of the insights to come out over a coffee morning with mums was a point on price that data alone couldn’t have revealed. While we have always been competitive in our offers, we expanded this by recently introducing a price-match guarantee on all our products. It’s a pretty strong differentiator, giving our consumer the assurance to find every- thing they want, for the best price possible and checkout all in one place. Throw into the mix our free shipping and easy returns policy, and it makes for an unbeatable offering, or so we have been told! These kinds of strategic partnerships will only become more important in the face of increased competition, with authenticity now leading the charge for most mums’ checklists. My advice is to cover all corners, invest in a strong multi-channel approach, which is combined with an excellent customer service team, who will be the direct land- line to the most important person in your business- your customer.

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60 / ENTREPRENEUR.COM / March 2019 A n organization is only as good as its people, and therefore, effective human resource management is vital for the success of a business. This is the reason why millions upon millions of dollars are poured into HR efforts each and every year. Everyone wants the best piece of the talent cake. However, nothing comes without a struggle, and with the changing job market, alongside a widening skills gap, employers are starting to call for better and more effective ways to attract, acquire, and retain top talent. Artificial intelligence (commonly dubbed as AI) is here to answer that calling. ARTIFICIAL INTELLIGENCE-POWERED DEVELOPMENTS ARE SET TO CHANGE HOW EMPLOYERS AND RECRUITERS OPERATE BY SUHAIL MASRI ‘TREPONOMICS ETHICS | SKILLSET | MARKETING | PRO AI: THE NEW ENGINE OF HR Bayt.com’s video assessment platform Evalufy can help employers understand the full potential of each candidate and thus make more informed decisions while hiring. With automated onboarding, HR gets a high-level overview of each employee’s onboarding process, monitor performance and progress through detailed insights and analytics. AMONG THE MOST EXCITING AI-FEATURES ACCOMPANYING THIS TECHNOLOGY IS MEANING ONTOLOGY. THIS NEW LOGIC CAN NOW MAKE MEANING- BASED SEARCH SUGGESTIONS THAT ARE FAR MORE ACCURATE THAN TEXT-BASED SUGGESTIONS. Technology is developing at rapid rates, and AI, data science, and the like are constantly making strides in the corporate world. Un- less you’re really good at ignoring the news, it’s hard to avoid the headlines of how AI is penetrating all industries, and revolution- izing economies. Change is the only constant, and as the world continues to change in the wake of digital disruption, human resource manage- ment is beginning to follow track and keep pace, especially in the past few years. Em- ployers and recruiters are beginning to leave the traditional ways of talent management, and starting to utilize the power of AI in their HR functions, such as using digitalized screening methods. It is no secret that online is the main outlet for all talent management processed. The majority of respondents to the Bayt.com Middle East and North Africa Hiring Practices Survey af- firm that and they believe that online recruit- ment has facilitated hiring process greatly. In fact, the reality confirms the research. Bayt.com, one of the Middle East’s largest job site and CV database, reported that CV searches undertaken by employers in the MENA region approached the three million mark in 2018 alone. This high job activity goes hand-in-hand with the number of CVs that were contacted: 1.5 million job seeker contacts revealed on the site in 2018, which is a sig- nificant increase when compared to previous years. At the same time, Bayt.com witnessed a 104% growth in job announcements. The concept of AI and how it may impact jobs can certainly be a debatable issue, where many argue that AI might cost them their jobs. While others state that it will be tasks that would get automated, not jobs. Now, regardless of what side one may be on, there is one thing that is for sure and that everyone agrees to, which is: AI is making many possibilities a reality, especially in the HR sphere. How exactly will AI impact the world of human resource management? Here are some AI-powered developments that will change how employers and recruiters operate. 1. THE PULL EFFECT AI TO HELP ATTRACT TOP TALENT According to the Bayt.com poll, Employer Branding in the Middle East and North Africa, 93% of MENA jobseekers research a company online before applying for a job. This study can emphasize the extent to which employer branding can make an impact on attracting the right kind of candidates when hiring.

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61 March 2019 / ENTREPRENEUR.COM / ‘TREPONOMICS ETHICS | SKILLSET | MARKETING | PRO Bayt.com’s online onboarding platform AfterHire EVALUFY.COM | AFTERHIRE.COM >>> It's no secret that prior to applying for a job, job seekers research the company in question, and make their decision on whether to apply or not based on their perception of the company. Employers can now utilize automated branding platforms to tweak their employer brand to compel certain kinds of job seekers that they are interested in and classify as “fit.” Not to mention that online branding platforms can give employers exclusive access to real-time data and analytics, where, with the aid of AI-powered tools, they can instantly dive into their follower breakdown and demographics, which can help them in discovering, measuring, and recording their followership as well as brand strength. With this kind of data, employers can launch campaigns that promote their company profiles to their target audience of job seekers. 2. THE PUSH EFFECT AI TO HELP SOURCE AND FIND TOP TALENT According to the Bayt.com Middle East and North Africa Hiring Practices Survey, 80% of employers claim that the hiring process can last up to two months at their company, which sometimes can be considered way too long. However, by utilizing AI-powered tools, employers are now able to take talent acquisition to the expedited level and leave the costly and time-consuming traditional methods behind. More precise candidate selection More often times than not, the process of searching for, finding, and selecting candidates for a job opening can be time- consuming and costly. Where employers need to search high, low, and everywhere in between to find the right candidate that’s fit for the job. Hiring can cost a pretty penny; hiring mistakes can cost even more, making this a key part of the recruitment process that employers shouldn’t rush through. Now, one might think that the ability to thoroughly understand a CV, not only as words on a piece of paper, but as a potential candidate, would be a skill that only humans can hold. Well, not anymore, as AI- powered tools such as Bayt.com’s CV Search tool are able to sift through millions of CVs and select those that are most applicable to the employer’s preset requirements. Among the most exciting AI features accompanying this technology is meaning ontology. This new logic can now make meaning-based search suggestions that are far more accurate than text-based suggestions. For example, if an employer is looking to hire an “account manager,” the CV Search bot will suggest titles of similar meanings like “sales manager,” or “business relationship manager.” Another highly useful tool that employers will depend on is the auto-stamped feature. When a company is looking for an employee using a university name, company name, job title, or such, they are likely to face the issue of name variations: there are usually different spellings, acronyms, and pseudo-names that may limit their search results. With the AI supported version of CV Search, the system will automatically gather all CVs that are related to the employer’s search query, including all the variations that should fall under that name being searched for.

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62 / ENTREPRENEUR.COM / March 2019 ‘TREPONOMICS ETHICS | SKILLSET | MARKETING | PRO Prior to applying for a job, job seekers research the company in question, and make their decision on whether to apply or not based on their perception of the company. Suhail Masri is the VP of Employer Solutions at Bayt.com, the #1 job site in the Middle East with more than 40,000 employers and over 31,900,000 registered job seekers from across the Middle East, North Africa and the globe, representing all industries, nationalities and career levels. Masri has more than 20 years of experience in sales leadership, consultative 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. EMPLOYERS CAN NOW UTILIZE AUTOMATED BRANDING PLATFORMS TO TWEAK THEIR EMPLOYER BRAND TO COMPEL CERTAIN KINDS OF JOB SEEKERS THAT THEY ARE INTERESTED IN AND CLASSIFY AS “FIT.” like they have to start all over again, wasting time and very valuable information. However, automated applicant tracking systems, which provide employers with insights and analytics on their recruitment activities, is solving this complexity. Beyond organizing and managing the entire recruitment process, these platforms offer auto-trackers and data-plotters to assess the company’s own hiring efficiency, and po- tentially identify key areas of importance such as hiring velocity and time to hire. 3. MAINTAINING MOMENTUM AI TO ENGAGE AND KEEP TALENT ABOARD Paving the way for new hires to adjust to their new jobs, and then integrating them with your organization’s work environment can be a dif- ficult task, especially with the high demands of today’s workforce. However, onboarding is considered as one of the most important steps in improving employee performance and reten- tion, and thus making it vital for a hire to be considered successful. As in today's competi- tive job market, hiring the right candidate is truly only the beginning. The beginning of candidate engagement and talent management is known as onboarding. The onboarding process requires employers to go through a wide range of steps, ranging from paperwork to goal setting and KPIs, which can certainly be a huge hassle and cost them time and money that they don’t necessarily have to spare. However, with the emergence of new AI- powered tools such as Bayt.com’s online on- boarding platform AfterHire, a tedious process is becoming that much easier. AfterHire allows employers to design their own onboarding process using a Workflow Editor, as well as keep their new hires engaged by assigning them onboarding tasks with the ability to give them clarifications on a task through the comments feed. Most importantly, AfterHire helps au- tomate paperwork, it quickly assigns tasks to appropriate personnel to streamline mundane activities like equipment provisioning and financial formalities. Moreover, employees can be assigned learning and training tasks to build up their job knowledge. With automated onboarding, HR gets a high- level overview of each employee’s onboarding process, monitor performance and progress through detailed insights and analytics, while also cutting down time and cost of the on- boarding process. One more impressive feature is the ability to reverse search. Employers who already have a CV of their ideal hire can simply upload the document, and allow the CV Search technology to find exact matches to their sought after employee. Smarter applicant screening and tracking The recruitment and interviewing pro- cess can prove to be challenging at times, especially with limited resources and time, which can lead employers to make subpar decisions, and ultimately leaving them with a bad hire. Old conventional screening methods tend to be based on what’s written on a candidate’s CV, which can certainly give an incomplete picture of their capabilities. But thankfully, with further strives in the world of AI and automation, comprehensive online recruitment tools such as Bayt.com’s video assessment platform Evalufy can help em- ployers understand the full potential of each candidate and thus make more informed decisions while hiring. Evalufy dispatches assessments to a large number of candidates, auto-tracked, and graded by multiple evaluators. Upon com- pleting the assigned assessment, candidates’ report cards are automatically plotted on a benchmark, based on the desired hiring criteria. These score cards are then used by employers to identify and understand the true potential of candidates. Similar to screening, each and every stage of the recruitment process produces large amounts of data that are eventually not re- corded nor measured. So, every time an em- ployer goes through the hiring process, it’s

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64 / ENTREPRENEUR.COM / March 2019 When taking over the business a few years ago, INSEAD-educated Houzé was reportedly tasked with the group’s digital transforma- tion, which he still describes as his biggest challenge, yet adds, “But we are on the right path, even though it’s difficult, capital-intensive, and takes time.” The group’s other two strategic goals at the moment are international expansion and modernization of its store network. The 126-year-old Galeries Lafay- ette currently has 55 stores across France, of which it directly operates 28, while the remaining 27, all located in small and medium-sized French cities, were turned into franchises last year in a bid to cut costs. Roughly 60% of the retailer’s France- bound business comes from international customers, and the rest are local, and of that the group’s flagship store on Boulevard Hausmann brings “almost half of the business that we are doing in France,” Houzé says, adding, “Last year was quite a challenging year, because of the political situation in France, but over- all, we achieved almost the same figures that we had in 2017. There are big cities, like Bordo, Nice, Lion, where it is okay, but the rest of France is quite challenging.” While Houzé acknowledges that the group’s expansion opportunities within the country have been limited –it already occupies some of the best retail locations in the country– he has high hopes for its new shop on the Champs-Élysées, which opened on March 28. Dubbed “the department store of the 21st century,” the new store is the largest on the famous Parisian avenue (spanning 6,500 square meters), but much smaller than other Gal- eries Lafayette stores. “It is a department store, because it is Galeries Lafayette, but it will be significantly different from what we are used to,” Houzé says. “For example, in our store on Boulevard Haus- mann, we have a lot of what we call ‘free wall boutiques,’ which are managed by the brands themselves. That won’t be the case anymore on the Champs-Élysées. >>> "THE REAL ASSET OF E-COMMERCE IS THE TECHNOLOGY THAT YOU UTILIZE FOR YOUR SERVICES AND THE OVERALL CUSTOMER JOURNEY. SO, IT’S A TECHNOLOGICAL BUSINESS, AND NOT A BUYING AND SELLING BUSINESS.” TAKING CHARGE OF THE FUTURE Nicolas Houzé, the fifth-generation family member leading Parisian department store Galeries Lafayette, and his partners in the UAE and Lebanon, ADMIC’s Michel and Pascal Abchee, on what lies ahead after the retailer’s tenth anniversary in Dubai by TAMARA PUPIC A behind the scenes shot with Aly Mazhar IMAGES COURTESY GALERIES LAFAYETTE I see myself as a connection between the fourth and the sixth generation, making sure to leave the company to the next generation in a better shape than [it was] when I took over,” says the 44-year-old Nicolas Houzé, CEO of the famous Parisian department store Galeries Lafayette, which has been under his family’s helm since 1893. In early February, Houzé was in Dubai, alongside his father Philippe, Executive Chairman, Galeries Lafayette Group, and the Abchee family, the Galeries Lafayette franchise partners for the UAE and Lebanon, to celebrate the store’s 10th anniversary and the opening of its revamped boutiques in the Dubai Mall. “ ‘TREPONOMICS ETHICS | SKILLSET | MARKETING | PRO

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65 March 2019 / ENTREPRENEUR.COM / Nicolas Houzé, CEO, Galeries Lafayette

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66 / ENTREPRENEUR.COM / March 2019 "WE PARTNER WITH PEOPLE WE KNOW QUITE WELL, BECAUSE WE WANT TO HAVE OUR RETAILERS CLOSE TO US, AND NOT BE JUST LIKE A FINANCIAL INSTITUTION THAT IS NOT SUPPOSED TO OPERATE.” ‘TREPONOMICS ETHICS | SKILLSET | MARKETING | PRO Nicolas Houzé, CEO, Galeries Lafayette There will be only sales peo- ple from Galeries Lafayette, who will be able to answer all the questions about dif- ferent brands.” Until troubles at home are put behind them, Houzé will be increasingly looking outwards to grow Galeries Lafayette. The Paris- headquartered retail group has stores in London, Berlin, Milan, Istanbul, Dubai, Jakarta, and Beijing, while in the near future, this list will also include Luxembourg, Doha, Kuwait, and Shanghai. “China is really important for us,” Houzé says. “We already have one store in Beijing, and we will open a new store in Shanghai by the end of March. We are looking at five to ten stores, and also the digital part, in China because we think that Galeries Lafayette has a great opportunity to develop there.” Slightly less than 10% of the group’s total revenues are generated inter- nationally, and Houzé aims to double this figure by 2025 by opening new stores. “We have three models for our international expansion,” he says. “In Europe, we operate the stores directly, and that’s the case also in Berlin, and it will be the case in Luxem- bourg by the end of this year. In China, it’s a joint venture model with a local partner, and we have a team over there dedicated to operating the store. And for the rest of the world, meaning at the moment the Middle East but also Turkey and Indonesia, it’s a franchise model. We partner with people we know quite well, because we want to have our retailers close to us, and not be just like a financial institution that is not supposed to operate.” In mid 90’s, three members of the Lebanese-American Abchee family -brothers Michel, Pascal, and Gabriel- were part of the Lebanese diaspora returning to the country after decades of tur- moil, including a 15-year civil war, and bringing with them cravings for their expatriate life. In the case of the Abchee brothers, it was a nostalgia for Parisian lifestyle. In 1996, the eldest brother Michel started up ADMIC (Abchee Development, Management, and Investment Corpora- tion), a multi-format retail operator, to take on a string of franchise partnerships– Galeries Lafayette, Le BHV Marais (Bazar De L’hotel De Ville), and MONOPRIX Supermarkets. “We were considering going back to Lebanon, and the three of us talked about what we could do to go back there,” says Pascal Abchee, General Manager for Galeries La- fayette Dubai and Lebanon. “At the time, we didn’t have means to go into real estate development, because capital expenditure was very high, so we figured if we could not build buildings, why not furnish them.” Before long, the plans for a Galeries Lafayette branch in Beirut were put on hold due to the economic slowdown brought on by the ongoing conflict in neighboring Syria. However, in the early 2000s, the Abchee brothers started eyeing Dubai. “Dubai gave us evidence that we should be here,” says Pascal Abchee. “Since the beginning, the Dubai Mall has been great, and another struck of luck, if I may say, was that in 2009, when we opened, there were tough economic times across the world as well as in Dubai, but Dubai did a tremendous job to get itself out of the crisis quickly, and so we achieved not only to move out of the crisis but to develop the brand quite well.” Covering a total area of 215,000 square feet in the Dubai Mall, Galeries Lafayette offers a 180-degree shopping experience which includes women swear, abayas, eveningwear, mens- wear, jewelry, kids wear, lingerie, luxury accessories and footwear, beauty, home ware, and Le Gourmet, an international food hall and dining. “How well you can adapt a product from France here was my biggest challenge,” says Michel Abchee, founder, Chairman and CEO of Beirut- based ADMIC, and Chairman and CEO of Dubai-based French Department Stores (FDS) and Middle East Department Stores (MEDS), as he talks about setting up Galeries Lafayette in Dubai.

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67 March 2019 / ENTREPRENEUR.COM / "DUBAI DID A TREMENDOUS JOB TO GET ITSELF OUT OF THE CRISIS QUICKLY, AND SO WE ACHIEVED NOT ONLY TO MOVE OUT OF THE CRISIS BUT TO DEVELOP THE BRAND QUITE WELL." “Firstly, you need to be customer-centric, and in Dubai, there are many changing winds, meaning changing customer profiles. You need to identify them quickly, even anticipate them if you can, and you have to change your content and your service to adapt to that. That’s the major challenge. The second one would be not to postpone the investments you need to do, because you end up doing them under rush. Instead, do them when you first think of them, and don’t postpone. That’s an important lesson that we’ve learnt. The third is not to get overenthusiastic in good times. People tend to think that sky has no limits, and that you can keep on going forever. Sometimes, it’s good to focus only on what you have, and not to look at every opportunity as a must follow opportunity. You need to be very calm about opportunities that come your way, and never overestimate the potential of the market.” galerieslafayettedubai.com ‘TREP TALK PASCAL ABCHEE, GM FOR GALERIES LAFAYETTE DUBAI AND LEBANON, OFFERS TIPS FOR MAKING IT BIG IN THE RETAIL SECTOR Left to right: Pascal Abchee, General Manager, Galeries Lafayette- Dubai and Lebanon, Michel Abchee, founder, Chairman and CEO of Beirut-based ADMIC, and Chairman and CEO of Dubai-based French Department Stores (FDS) and Middle East Department Stores (MEDS), and Nicolas Houzé, CEO, Galeries Lafayette. “It was not only about me understanding it properly, but also about getting the Galeries Lafayette team to accept that the concept had to be adapted, and then about whether the local market would accept the way I adapted it. So, for me, the challenge will always be how well I continue to adapt. Take for example, if we look into perfumes, when we came to this market, there was no local scent. It was just the beginning of the Arabic scent, but then, all of a sudden, there were many Arabic scents that we helped launched, which were very well received by the market.” Lastly, the group’s third goal –digital transformation and boosting its online busi- ness– is aimed at helping it compete with the likes of Amazon and other online retail giants. At present, the retailer achieves roughly between 4% and 5% of its total global turnover online. “It’s a long journey, and quite a challenge, because I would say that it’s a different busi- ness,” Houzé says. “In fact, talking about e-commerce, the term commerce is not the same as the one we have in stores. As merchants and retailers, we come from a business in which two main pillars are buying and selling. You need to have the right product at the right location, and to have the right people to welcome the customer and present the product. That’s what we’ve been doing for 125 years. In e-commerce, of course, the product is important, but you can find it everywhere, and you don’t have to search for it or go somewhere to find it, so the real difference is, of course, the price, but in my opinion, the real asset of e-commerce is the technology that you utilize for your services and the overall customer journey. So, it’s a technological busi- ness, and not a buying and selling business.” One of Houzé’s first tasks was to revamp the Galeries Lafayette website, which is expected to become a multi- lingual e-commerce venture by 2020. However, Houzé opines that e-commerce is just the top of the pyramid, while the group’s digital transformation is a much wider process that includes all the customer journey touchpoints in Galeries La- fayette stores. The group has made three investments in startups: acquiring Instant- Luxe, an apparel reseller, and BazarChic, a private sale website, as well as buying a majority stake of La Redoute, an online and catalogue retailer. In 2016, the group launched the Lafayette Plug And Play startup accelerator to attract the best fashion and retail-oriented startups from around the world. “Digital and brick-and- mortar are always looked at being opposites, and we don’t believe in that,” adds Pascal Abchee. “We are both convinced that they are very much complimentary, and it is a challenge today how to recreate the experience that you have in stores digitally. It is very important that we focus on that quickly, but we have to find our tone of voice within that story. Here, in Dubai, we haven’t launched online sale yet, since we’re currently building the infrastructure for it. We are a small family group, and we believe that if you rush into something when you’re not ready, it might end up costing you a lot. And, if you walk into our store, you’d be surprised how many clients are walking around looking at their phones. What are they doing? They’re already doing their research. So, we also need to respond to them digi- tally. That’s also why digital transformation is a very wide scene, there’s much more to it, but the market is ripe for it.” And if its first decade in the UAE is any indication, then the 126-year-old Galer- ies Lafayette is here to stay.

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68 / ENTREPRENEUR.COM / March 2019 START IT UP ECOSYSTEM | WHO’S GOT VC | Q&A | STARTUP FINANCE IMAGE COURTESY EXPO LIVE Ideas take flight How Project You, a project by university students in the UAE, with support from Expo 2020 Dubai, turned into a fully-fledged startup by ABY SAM THOMAS Project You Fatma Ibrahim, Assistant Manager, Expo Live “INNOVATION CAN COME from anywhere, to everyone.” That’s the slogan emblazoned on the official website for Expo Live, the innovation and partnership program run by Expo 2020 Dubai, with an allocation of US$100 million to back social innovators from around the world, and that sentence alone is enough to understand the rationale for the creation of the Expo Live University Innovation Program (UIP). According to Fatma Ibrahim, Assis- tant Manager – Expo Live, Expo 2020 Dubai, UIP was launched in 2017 in response to the market demand for the same, which she got to wit- ness first-hand with her team. “In 2016, Expo Live had just one initiative under its um- brella, the Innovation Impact Grant Program (IIGP), which targets small and medium- sized enterprises, innovators, government entities, and so on– people whose projects are at a relatively advanced level of maturity,” Ibrahim recalls. “They may already be part of the entrepreneurial ecosys- tem, or have a prototype, for example. [However,] the per- centage of IIGP applications that we received from univer- sity students was significant; certainly high enough for us to take notice. Rather than rejecting these applications because the innovations were not sufficiently advanced, we decided to go out into the market to determine whether or not a gap existed. We talk- ed to a number of universities in the UAE. We did not limit our discussions to public rather than private universi- ties, or local rather than international institutions. We spoke with educators from across the spectrum to better understand the programs that were already in the market, as well as what was missing. We built the UIP based on this exercise, so we don’t see it as our product. Instead, we view this program as the result of a team effort that was con- ducted in response to market demand.” Since its launch in Sep- tember 2017, Expo Live UIP has supported 47 teams of students with their in- novative undertakings, with them receiving AED50,000 each in funds to grow their enterprises, one of which was Project You, led by Emirates Aviation University students Hend Mahmoud Al Rais and Abdulmatheen Yousuf. Proj- ect You has been described as “a platform that uses mentorship and guidance to help develop emotional intelligence and soft skills among high school students in the UAE,” and what’s particularly noteworthy about this endeavor is that while it may have started out as an idea of Al Rais and Yousuf, its passage through the Expo Live UIP has enabled it to become a fully-fledged business now- Project You recently received its trade license, and it is an officially registered company in Dubai today. As for what makes Project You so appealing as an enterprise, it can be drawn down to the founders’ thought process when building it up in the first place. “Abdulmatheen and I are young people who were educated here in the UAE,” Al Rais says. “We both realized that there were cer- tain gaps that could be filled in terms of improving young people’s self-awareness and developing their soft skills. So, we asked ourselves how we could build a holistic and agile solution for this. Instead of just coming up with ques- tions, why not try to solve the challenge? Why not share our collective experience with school students? That’s what Project You is all about.” Yousuf explains that Project You is conducted for students over the course of four weeks,

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69 March 2019 / ENTREPRENEUR.COM / Ahmed Wadi, founder and CEO, Moneyfellows "WE HAVE JOINED FORCES WITH THE SHARJAH ENTREPRENEURSHIP CENTER (SHERAA) TO PROVIDE A BESPOKE PROGRAM THAT EMPOWERS YOUNG INNOVATORS WITH THE TOOLS NECESSARY FOR THE NEXT STAGES OF THEIR ENTREPRENEURIAL JOURNEYS." A presentation during Expo Live UIP Hend Mahmoud Al Rais >>> with a different theme for each of them. “The focus of the first week is ‘You vs. You,’ encouraging self-awareness. The second week focuses on ‘You vs. Others,’ exploring communication, team build- ing, empathy and tolerance. In the third week, we discuss ‘You vs. the Future,’ inviting participants to think about building agile, broad-minded career paths. Week four’s theme is ‘You vs. the Uni- verse,’ which encourages stu- dents to consider gratitude, perception and acceptance.” These sessions have a few dif- ferent components for them: besides the lecture part of it (Yousuf points out that this takes less than 10 minutes), there are also group activi- ties that have been designed with the assistance of psy- chologists, neuroscientists, and educators, as well as individual learning activities. “We conclude by asking the students to reflect on and link back to everything they have learnt,” he explains. “We call this a ‘superpower,’ because it’s based on a paradigm shift. By the end of each session, the students are able to do something that they weren’t able to do at the beginning.” To understand what makes Project You’s offering stand out, one needs to understand how its entire curriculum came into be in the first place. “During our market research phase, we came across ap- proximately 65 different companies that are offering weekend courses, team-build- ing services, and after-school programs,” Yousuf notes. “However, these mainly com- prise extracurricular activi- ties outside of school time.” Al Rais adds, “Also, these pro- grams mainly target students working in the upper or lower 10% of their classes. They are not typically designed to serve students in the middle 80%. Project You is positioned in such a way that our sessions happen within schools, which means we can cater to the full spectrum of students.” Thanks to the funding and support afforded by their par- ticipation in Expo Live UIP, the Project You team were also able to validate their idea with a four-week pilot project at a UAE school, at the end of which almost 98% of the 350 students surveyed as part of this exercise noting an increase in their levels of self-confidence, and 90% feeling more comfortable to talk openly with their men- tors. This feedback enabled Project You to develop its cur- rent program, which has been designed such that it can be run alongside a normal school curriculum. “Project You’s holistic nature is one critical aspect [of what makes its offering unique], but it’s also about the content we deliver,” Yusuf explains. “More than 70% of the students we’ve worked with said that the content they experienced while work- ing with Project You was unique– this is the first time they have encountered these types of sessions. I think that makes Project You even more engaging. Also, we’re all young– under the age of 25. The fact that the average age gap between our facilitators and the school students we work with is approximately five years- allowing for better interaction and engagement. I think this has helped to in- crease retention, and improve our success rate.” The found- ers’ personal experiences have also informed how Project You works as a program. “When I was at school, you could say I was one of the ‘av- erage’ students– the middle 80%,” Al Rais says. “It was therefore difficult to find help and guidance that related to self-awareness and soft skills. Because of this, I went through some tough times. This wasn’t necessarily a bad thing, but it made me think: why not find out whether to- day’s school students are fac- ing similar challenges, and try to help? That’s what gave me the drive and motivation to get involved in Project You.”

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70 / ENTREPRENEUR.COM / March 2019 START IT UP ECOSYSTEM | WHO’S GOT VC | Q&A | STARTUP FINANCE "IF THE STUDENTS ARE PASSIONATE ABOUT ADVANCING THEIR INNOVATIONS AND PURSUING THEIR GOALS, NOTHING CAN STOP THEM– ESPECIALLY IF THEY HAVE THE RIGHT TOOLS AND SUPPORT." Abdulmatheen Yousuf As striking as Project You’s growth has been to date, one cannot overstate the influ- ence the Expo Live UIP has had on its development to what it is today- and no, it wasn’t just about the funds, notes Expo 2020 Dubai’s Ibrahim. “If there’s one thing we’ve realized since launch- ing the UIP, it’s that while the financial support offered by Expo Live is undoubtedly important, the guidance and mentorship we provide is equally if not more valuable to student innovators,” she explains. “In many cases, these young people have not yet had an opportunity to gain real-life business experi- ence, so having access to support and expertise along their journey is vital. For this reason, we have joined forces with the Sharjah Entrepre- neurship Center (Sheraa) to provide a bespoke program that empowers young innova- tors with the tools necessary for the next stages of their entrepreneurial journeys. Specifically designed to support UIP grantees, this program will see innova- tors mentored by Sheraa’s in-house team of experts, helping them to develop skills and strategies that can be applied across all stages of their future growth. Our collaboration with Sheraa is a beautiful example of the fundamental values that underline Expo Live and Expo 2020 Dubai. We aim to offer support that will help to cre- ate a meaningful long-term impact.” As for Project You’s future, both Al Rais and Yousuf are keen on seeing it evolve and become a sustainable busi- ness venture. “We are cur- rently considering a number of business models as part of our long-term strategy,” Yousuf says. “In addition to human capital and youth de- velopment services, we have come to realize that Project You is uniquely positioned to offer insights that can be used by educational institu- tions. Wherever we have worked, the insights we’ve received from students have been eye-opening– not only for us, but also for school management teams, program development professionals, and curriculum creators. Our monetization phase will therefore probably be aligned with the insights we receive from students, and how they can be used to help schools optimize their resources, learning plans, structures and strategies. Right now, we believe Project You is the only organization in the market that can offer these types of insights to schools.” Al Rais adds, “You could also say that we’ve built a model that is both agile and flexible in terms of the content it deliv- ers. This means that future skills –those that will be needed in 2025 or 2030, for example– can easily be added to our model. At the same time, Project You’s adaptable structure means that it is possible to eliminate skills that are no longer relevant. We are building an enterprise that can incorporate any future changes.” As for Expo Live, Ibrahim hopes that Project You will inspire other young innova- tors to follow the young innovators’ lead in turning their projects into function- ing businesses. “We will be extremely happy if other UIP grantees follow this path, but the rate of progress depends on a variety of factors,” Ibra- him says. “How old are the students? What is the level of maturity of their innovation? Are they still at prototype stage? Do they require further expertise from a tech- nological perspective? All of these factors need to be con- sidered. However, in the long term, if the students are pas- sionate about advancing their innovations and pursuing their goals, nothing can stop them– especially if they have the right tools and support. So, hopefully, we’ll see more grantees follow in Project You’s footsteps in the future.” When asked if she had any advice for young innovators in the UAE, who may have ideas that perhaps could turn into viable businesses, but are unsure of what to do next, Ibrahim pointed again to Al Rais and Yousuf. “To answer this question, I’d like to use Project You as an example,” she says. “When the team applied to Expo Live, all they had was an idea on a piece of paper. They’ve since told us that they weren’t confident their project would move to the next stage of the evalua- tion program, because Expo 2020 Dubai is such a big name. As we know, Project You secured Expo Live’s support and they are now a registered startup in the UAE. The moral of Project You’s story is that if you’re dedicated and passionate, you maximize your chances of finding the right people to back you. It just goes to show that there’s no such thing as a small idea.”

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72 / ENTREPRENEUR.COM / March 2019 Building bridges Dubai Chamber’s Chamberthon in Rwanda pairs startups from the UAE and Africa to design a cross-border mentorship program by ABY SAM THOMAS START IT UP ECOSYSTEM | WHO’S GOT VC | Q&A | STARTUP FINANCE Yvette Mbabazi, founder, Icyeza T here was obviously a lot happening at this year’s Africa Tech Summit in Kigali, Rwanda, which ran from February 14-15, 2019 at the Kigali Convention Centre, but one of its most interesting sessions (in my opinion at least, and yes, I may be biased) happened a day before the event officially kicked off. This was the Chamberthon, put together by the Dubai Chamber of Commerce and Industry, with its name being a nod to the organizer, as well as its deadline-driven day-long timespan, much like a hackathon. Now, while there was no coding involved in the Chamberthon, the 20 entrepreneurs selected for this exercise had to work together in teams to come up with proposals for a three-month- long cross-border mentorship program for startups that Dubai Chamber wants to initiate between the UAE and the African continent. The entrepreneurs participating in the Chamberthon with the Dubai Chamber team IMAGE COURTESY DUBAI CHAMBER In order to understand the reasoning for this new initia- tive by Dubai Chamber, one needs to start by looking at the two departments within the non-profit entity that de- vised this concept in the first place. One of these was Dubai Chamber’s entrepreneurship support arm, Dubai Startup Hub, which has been offer- ing “clarity and direction” for the startup community in Dubai, and the other was its International Relations team, perhaps known best for the Global Business Forum (GBF) series of events that they organize, which aim at positioning Dubai as “the gateway to the world,” and look into developing trade and exploring investment opportunities in emerging markets around the globe. Launched in 2013, the GBF series started off with a flag-

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73 March 2019 / ENTREPRENEUR.COM / ship event focused on the African continent and the opportunities it presents, and Dubai Chamber has since spun off GBF to look into other regions like the Com- monwealth of Independent States and Latin America. The mentorship program that the Chamberthon participants were present- ing their ideas for is meant to be an extension of Dubai Chamber’s GBF series- in fact, it’s been named the GBF Mentorship Program, and it seeks to pair startups with mentors who could provide them with support, guidance, and expertise in growing their businesses in an over- seas location. For instance, entrepreneurs in Dubai could take part in the GBF Mentor- ship Program to find people who’d be able to advise them on how they could do business in, say, Kigali, and this would work vice-versa as well- Dubai Chamber is thus putting together a platform that’d help startups in either location to expand their respective enterprises. Dubai Chamber plans to run the first iteration of the GBF Mentorship Program as a three-month-long exercise for entrepreneurs located in Africa and the UAE in August, with the aim being to showcase the initiative’s re- sults at this year’s instalment of GBF Africa in November. According to Layla Derraz, Senior Manager, Interna- tional Relations, Dubai Chamber, the objective of the GBF Mentorship Program is to showcase tangible out- comes resulting from the GBF platform’s efforts to build bilateral trade relationships between Dubai and the rest of the world. “I think the GBF Mentorship program is unique, because I don’t think we have found a mentorship program globally, which is cross-border,” Derraz notes. “We hope that with its suc- cess, we’ll be able to roll out across our other offices and our overall global expansion plans.” Africa was chosen as the trial ground for this inno- vative program, given Dubai Chamber’s work so far in en- abling mutually beneficial re- lationships between the UAE and the continent. “There’s always that perception that when people think of doing business with Africa, it is [often] in a hand-out, or in an aid perspective- and that isn’t what we’re about,” Der- raz says. “That is not what we want. We truly believe that in order to really grow trade, to really solidify that relationship, it must be done on an equal playing field.” The initiative’s focus on entrepreneurs and startups was quite deliberate as well- Dubai Startup Hub’s Natalia Sycheva, Manager – Entre- preneurship, Dubai Chamber, points out that with the global business arena today being driven by innovative startups and entrepreneurs, it was only natural for the GBF Mentorship Program be catered toward this segment of the economy. But what should such a program look like? That’s where Dubai Chamber decided to think out of the box. “The natural way would be, probably, to develop a mentorship program using our own knowledge- but there is al- ways a smarter way,” Sycheva says. “And the smarter way in this case is to actually ask startups themselves how would the ideal mentorship program look like, that would enable them to scale across markets.” And that explains why the Chamberthon played out as it did: 20 entrepreneurs, hailing from 13 different countries, each with startups based either in the UAE or in the African continent, collaborating to formulate a mentorship program that’d allow for businesses like theirs to grow beyond their respective borders. The en- trepreneurs came from differ- ent sectors -the startups they represented included social enterprises, online market- places, insurtech ventures, and more- and they worked together in teams to come up with holistic frameworks for the GBF Mentorship Program. At the end of the Chamberthon, five teams presented their proposals for the program, with Dubai Chamber’s personnel noting that ten of the entrepreneurs at the event would eventually be selected as the first ben- eficiaries for the inaugural GBF Mentorship Program. “I THINK THE GBF MENTORSHIP PROGRAM IS UNIQUE, BECAUSE I DON’T THINK WE HAVE FOUND A MENTORSHIP PROGRAM GLOBALLY, WHICH IS CROSS- BORDER. WE HOPE THAT WITH ITS SUCCESS, WE’LL BE ABLE TO ROLL OUT ACROSS OUR OTHER OFFICES AND OUR OVERALL GLOBAL EXPANSION PLANS.” Assia Riccio, founder, Evolvin’ Women Natalia Sycheva, Manager - Entrepreneurship, Dubai Chamber Layla Derraz, Senior Manager, International Relations, Dubai Chamber >>>

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74 / ENTREPRENEUR.COM / March 2019 START IT UP ECOSYSTEM | WHO’S GOT VC | Q&A | STARTUP FINANCE "THE SMARTER WAY IN THIS CASE IS TO ACTUALLY ASK STARTUPS THEMSELVES HOW WOULD THE IDEAL MENTORSHIP PROGRAM LOOK LIKE, THAT WOULD ENABLE THEM TO SCALE ACROSS MARKETS.” Yvette Mbabazi, founder, Icyeza FreshBox Rwanda founder Abhinav Gautam presenting at the Chamberthon A scene from the Chamberthon Assia Riccio, founder of the Dubai-based social enterprise Evolvin’ Women, was one of the UAE-based entrepreneurs that partici- pated in the Chamberthon, who noted the experience of working with her peers in Africa as being especially informative and insightful. “It was really helpful to listen to entrepreneurs from outside of Dubai,” she says. “Because they face different challenges from what we do, and so it was nice to listen to them, and design a mentorship program that would benefit them, as well as us.” Riccio’s feeling was echoed by Yvette Mbabazi, founder of a head wrap brand in Rwanda called Icyeza, who said that the very fact that she got selected to be a part of the Chamberthon exercise was gratifying by itself, as it allowed her to learn from her peers in the entrepreneurial realm. With Icyeza being her first foray into the startup world, “I was really needing knowledge that would help me grow my business,” Mba- bazi says. “And so, when you meet someone from the same industry, I think it helps you to learn and give yourself that impetus to keep going with your own venture.” The African contingent of entrepreneurs also included Abhinav Gautam, co-founder of FreshBox Rwanda, who applied to be a part of the Chamberthon in a bid to learn more about doing busi- ness in Dubai and the wider Middle East. “From what I’ve seen and read and even hav- ing been there, Dubai is, in our lifetime, is a very critical place as a central hub to do a lot of operations for the Mid- dle East and Africa, and even Asia as well,” Gautam says. “Physically, its geographic location serves as a perfect place to run things out of,” which is especially pertinent for his enterprise, given that it focuses on building cold chain logistics solutions, a sector that’s an integral part of Dubai’s economy. Much like Gautam, Ketaki Sharma, founder of the UAE-based consulting firm Algorithm Research, noted that with Africa already on her startup’s radar as a potential market to expand into, the Chamberthon was a good opportunity to learn from those who are already work- ing in the continent, thereby reinforcing the value that an initiative like the GBF Men- torship Program could poten- tially bring to entrepreneurs like her. “Entrepreneurship can be a very lonely journey,” she says. “And so many times, [when encountering issues], we often have this impression that ‘this is hap- pening only to us,’ whereas it is often an experience this is universal. A lot of startups have encountered the same problems, and it is so much easier to just go and seek out solutions, rather than reinventing the wheel.” It’s safe here to say that these are the kinds of ideas that Dubai Chamber wants to spark in the minds of entrepreneurs with its GBF Mentorship Program, and as such, the Chamberthon proved to be a great testing ground for the premise that when it comes to entre- preneurship, there are no boundaries. The ideas and concepts presented at the Chamberthon will now be used by Dubai Chamber to build and structure the GBF Mentorship Program, whose beneficiaries will definitely take comfort in the fact that they are partaking in a program that was designed by entrepreneurs, for entre- preneurs. As for the benefits the GBF Mentorship Program will bring to the UAE busi- ness ecosystem, we’ll prob- ably have to wait a little bit to see them happen- but if the Chamberthon was any indication, then the future does look promising.

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76 / ENTREPRENEUR.COM / March 2019 "THE MOST UNIQUE SELLING PROPOSITION OF SPHEERZ IS THE FACT THAT IT’S IN THE PERFECT SPOT BETWEEN ADAPTABILITY AND TRADITION. IT KEEPS THE AUTHENTICITY OF THE JAPANESE DISHES, BUT ALSO CATERS FOR THE GENERAL TASTE IN THE REGION. Inspired pursuits Spheerz founder Ahmed Tahnoon couldn’t find an establishment serving Japanese takoyaki to his liking in the UAE- so he created his own by ABY SAM THOMAS Ahmed Tahnoon, founder, Spheerz A behind the scenes shot with Aly Mazhar IMAGES COURTESY SPHEERZ CULTURE BUSINESS UNUSUAL | LIFE | TRAVEL | DESIGN | TRAPPINGS A hmed Tahnoon exudes excite- ment as he remembers the first time he got to taste takoya- ki, a popular Japanese snack made out of a batter from a special kind of wheat flour, which is cooked as balls with fillings contain- ing octopus, green onion, and pickled red ginger, and then finally topped off with may- onnaise, takoyaki sauce, and bonito flakes. It was March 2014, and Tahnoon was in Japan’s culinary capital of Osaka when he was treated to a serving of takoyaki, blissfully unaware that this was the moment that would transform his life as he knew it to be then. Tahnoon remembers: “After taking the first bite of the takoyaki, I had only one thought on my mind: ‘How come I’ve never tried this before?’” This was the question that Tahnoon, an Emirati electronics engineer working with the government, tried to answer on his return to the UAE, as he attempted to find places in the country that served this dish that he was so taken up by. But his quest for takoyaki didn’t yield any satisfactory results, and this story would have ended here, had it not been for Tahnoon donning his entrepreneurial cap. Tahnoon decided that if there was no place in the UAE serving takoyaki to his liking, then he’d create one of his own- and this endeavor began with him importing a takoyaki stove, along with some of the ingredients, from Japan. Experimentation with takoyaki recipes soon fol- lowed, with his friends and family becoming the test au- dience for the same, who re- acted in the same manner as he did: “How come we never tried this before?” And it was this reception that cemented Tahnoon’s belief that starting up an F&B enterprise serving takoyaki would do well in the UAE. “I had confidence in the product, and I was absolutely sure that I had no competition yet,” Tahnoon says. “And then, I started the first takoyaki kiosk in UAE at the Global Village, Dubai, in 2016.” Tahnoon decided to name his enterprise Spheerz, a nod to the round shape that is characteristic of the takoyaki, and it was only a matter of time before his kiosk at the Global Village began to garner a fan following. In fact, the overwhelmingly positive feedback was what led Tahnoon to grow Spheerz further- September 2018 marked the launch of the Spheerz restaurant, armed with a full-fledged Japanese street food menu (which in- cludes, besides its signature takoyaki, okonomiyaki and taiyaki as well), at Marina Cubes, a new leisure develop- ment located in the Port Rashid neighborhood of Dubai. In addition, Spheerz now also has a takoyaki cart that makes its presence felt at various pop-up events in the country, as well as a sub-brand called Yaki Box by Spheerz, which Tahnoon declares to be “the first Japanese BBQ box available through delivery” in the UAE.

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77 March 2019 / ENTREPRENEUR.COM / “AFTER TAKING THE FIRST BITE OF THE TAKOYAKI, I HAD ONLY ONE THOUGHT ON MY MIND: ‘HOW COME I’VE NEVER TRIED THIS BEFORE?’” 1. Passion matters “When you decide to start your own business, make sure that you are passionate about it. Don’t do it, because it’s a trend these days. Starting a business can be challenging and stressful, and unless you have the passion for it, you will struggle to push through those challenges.” 2. Stand out (to get noticed) “When you start a business, look for a unique selling proposition. Do something different. Stand out from your competitors, and last but not the least, think outside the box.” 3. Determine your brand values “When creating your business brand, make sure you have an identity. Not only that, but also be specific about the identity of your brand, and make sure that you stay true to it throughout your venture.” 4. Preparation is key “Don’t try to skip anything in the process. Start with the planning, make a business plan, do the market research, understand your competition, create your business model, and build your feasibility study. Only then, start with the execution.” 5. Feedback is important “Always, always, and always, listen to your customers. Take their feedback and criticism, and use it to improve yourself and your business.” 6. Keep up with the times “Keep your business dynamic. The business world is a very competitive world. Unless you renew and adjust and enhance your services and products, you will be overthrown by your competitors.” spheerz.online ‘TREP TALK SPHEERZ FOUNDER AHMED TAHNOON’S TIPS FOR ENTREPRENEURS Takoyaki at Spheerz Spheerz restaurant interior >>> It isn’t hard to see that Tahnoon is elated with (and proud of) what he and his team have built so far with the Spheerz brand, but he is quick to credit the feedback they have received from their patrons as being a key driver in making the business what it is today. “I would love to say that Spheerz is a tradi- tional Japanese restaurant, but, in fact, intentionally, Spheerz is not,” Tahnoon says. “To be honest, the most unique selling proposition of Spheerz is the fact that it’s in the perfect spot between adaptability and tradition. It keeps the authenticity of the Japanese dishes, but also caters for the general taste in the region. An example is the takoyaki that we serve. While our octopus takoyaki is as traditional and authentic as takoyaki can get, we also cater to the general taste in UAE, by providing original flavors like shrimp, chicken, and mushroom. This also leads me to my personal mantra about running the business, which is always lis- ten to people’s opinions and feedback, and be able to take responsive actions, while staying true to the business model that Spheerz was built around.” From a financial perspec- tive, Tahnoon admits that the Spheerz restaurant wouldn’t have come into being had it not been for the support he received to set up and run his business. The first person he mentions in this regard is his friend Adnan Al-Raeesi, who came on board Spheerz as an investor in the restaurant after being impressed by its success at Global Village for two years, and by Tahnoon’s business plan and feasibility study for the venture. The business also found support from UAE entrepreneurial support initiatives like the Khalifa Fund for Enterprise Development, with the entity providing Spheerz with a 0% interest fund, as well as from Dubai SME, which provided Tahnoon with exclusive of- fers and fee exceptions that helped boost his business’ development and growth. The set-up phase wasn’t all hunky-dory though- though Tahnoon thought he was ready for the task at hand by reading books and online publications on entrepreneurship, he soon found that not of all what he read applied to doing business in the UAE. “For a person who is entering this field for the first time, you get overwhelmed with trying to understand which entity is responsible for what,” Tahnoon says. “What is the difference between Trakhees and the Department of Economic Development (DED), for example? Another confusion is about the roles of the Ministry of Human Resources and Emiratiza- tion (from a business owner point of view), compared to the Ministry of Foreign Affairs and International Cooperation (which is more confusingly referred to in the field as simply ‘labor’ and ‘immigration’). One more confusion came from the services provided by Tasheel, compared to Amer, etc.” In order to get these ques- tions answered and perform the requisite processes for his business, Tahnoon was advised to get a public relations officer (PRO) for Spheerz, and he did make use of one’s services for a short while. But Tahnoon soon realized that if he wanted to learn about the business set-up process, then he’d have to go and get his

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78 / ENTREPRENEUR.COM / March 2019 CULTURE BUSINESS UNUSUAL | LIFE | TRAVEL | DESIGN | TRAPPINGS "THE JUGGLING BETWEEN MY DAY JOB AND THE BUSINESS HAVE NOT BEEN EASY, AND HAVE PROVED TO BE CHALLENGING AT TIMES, BUT MY PASSION FOR THE F&B BUSINESS HAVE OVERCOME THOSE CHALLENGES." Spheerz restaurant interior Salmon teriyaki sushi at Spheerz hands dirty- as he put it, “I needed to get out there, and do things myself. Which, in the end, helped me get rid of the confusion that I had.” But despite hurdles like these along the way of his entrepreneurial journey, Tahnoon acknowledges that he’s had it better than most when it comes to setting up a business in the UAE. “Being an Emirati going through this journey, I absolutely and thankfully think that I am privileged. When setting up a business, I came to realize that I get to equally choose to set up in the Dubai mainland or a free zone, and still have sole ownership of my compa- ny (which, for a non-Emirati, is limited to a free zone or having a local partner). The other privilege is having ac- cess to the support entities and funds like Dubai SME and Khalifa Fund,” he notes. From a personal perspec- tive, Tahnoon believes his lack of know-how when it comes to managing finances for a business was a definite weak point- he didn’t have any clear financial state- ments in the first year of Spheerz, he claims. “But, realizing this problem and learning from my mistakes, I managed to improve my financial skills in my second year, and more so in the third year,” Tahnoon adds. “Up to now, I still do my best to im- prove myself in that depart- ment. I do believe that while it would have been ideal if I didn’t have this problem, but in realizing the problem, I managed to get over it, and it did make me a better entre- preneur.” This has, in turn, allowed Tahnoon to have a grand vision for the future of Spheerz as a business. In the short-term, Tahnoon wants to better shape and strengthen the Spheerz brand and its foundational pillars, and thus allow it to grow, with its branches all over the UAE. “In the not- so-far future, after building those bases and pillars, I want to create a franchise for Spheerz, and be able to cover the GCC,” Tahnoon adds. “Making Spheerz an international company is also one of my future goals and objectives.” When Tahnoon speaks about his entrepreneurial endeavor, one may be inclined to think that this is a full-time exercise for him- and so, it may come as a surprise that besides run- ning Spheerz, he continues to have a day job. “Spheerz is indeed my first entrepre- neurial outing, but, for sure, it is not the last,” Tahnoon says. “I am an electronics engineer, and I have a day job as such in Abu Dhabi. I really love electronics and I plan to continue to pursue my pas- sion for it, but since starting Spheerz, I have become fond of the F&B sector, and about being an entrepreneur. The juggling between my day job and the business have not been easy, and have proved to be challenging at times, but my passion for the F&B business have overcome those challenges. It made me be able to give almost all of my free time beyond my day job to the business. I really love and enjoy it. Ultimately, in the future, I want to be a full-time entrepreneur, working in both the F&B and electronics sectors.”

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80 / ENTREPRENEUR.COM / March 2019 START IT UP ECOSYSTEM | WHO’S GOT VC | Q&A | STARTUP FINANCE IMAGE COURTESY TRUST STAMP Identity matters Trust Stamp offers AI-powered facial biometric solutions to keep internet fraudsters at bay by PAMELLA DE LEON Andrew Gowasack, co-founder and CEO, Trust Stamp Gareth Genner, co-founder and General Counsel, Trust Stamp ‘TREP TALK ANDREW GOWASACK, FOUNDER AND CEO, TRUST STAMP OFFERS HIS THREE TOP TIPS FOR HIS FELLOW ENTREPRENEURS 1. Get to know your customer “Start your custom- er discovery early, and ensure that you do not have avoidable inbuilt biases. Before starting Trust Stamp, we ran multiple iterations of multiple surveys and collected thousands of responses. These proved invaluable when approaching incubators and investors.”
 2. Get support (and use them wisely) “Find the right incubator/accelerators for your company, and put in 110% effort. Most of our milestones were achieved thanks to sup- port from incubators/accelera- tors.”
 3. Be nice “Actively look for ways to show everyone that you interact with more kindness than they generally expect. This applies to everyone from your most prominent clients and top performing team members, to the crew who cleans your co-working space. Any one of them may provide you with a helping hand when you need it most, and even if that does not arise, you have made your and their lives a little better along the way.” >>> "WE CAN EASILY AND COST-EFFECTIVELY OFFER VARIATIONS BY LEVERAGING OUR MICRO SERVICE ARCHITECTURE, WHICH BREAKS SOFTWARE INTO INDEPENDENT MODULES EACH RESPONSIBLE FOR DISCRETE TASKS AND COMMUNICATING VIA UNIVERSAL APIS.” T hough there have been ef- forts to prevent identity fraud, data hacks, email phishing, account take- overs, and more, fraudulent identity crimes continue to rise, with Javelin Strategy & Research’s 2018 Identity Fraud Study show- ing how fraudsters have suc- cessfully adapted to net 1.3 million victims in 2017, with the amount stolen rising to US$16.8 billion. Two tech entrepreneurs are now seek- ing to counteract this prob- lem- Trust Stamp founder and CEO Andrew Gowasack, whose background is in financial services, sales, and marketing, and who had his share of stints in a number of US-based accelerator programs, and co-founder Gareth Genner, whose back- ground is in corporate law, and who has successfully launched and exited multiple businesses. The entrepre- neurial duo came up with the idea for Trust Stamp, an AI-powered facial biometric identity authentication solu- tion, with the startup aiming to ensure identity and trust as part of its services by answering two questions: “Who are you?” and “Do I trust you?” Trust Stamp has developed proprietary AI solutions and biometric “hashing” technology, which makes use of multiple “proof of life” evaluations to create a tokenized identity, trans- forming biometric data into a 512-byte hash using a deep neural network. Gowasack explains that this hash is then added to an “Identity Lake,” which can be hosted on a server or a blockchain, and then compared to exist- ing hashes using proprietary AI to predict the probability that the two hashes came from the same face. With experienced fraudsters hav- ing multiple fake or stolen identities, Gowasack asserts that what makes Trust Stamp solve issues better compared to other players in the space is their use of the combination of proof of life and the Identity Lake, making it quicker to identify synthetic and stolen identi- ties. Plus, to ensure clients’ privacy, the company them- selves don’t receive any data as it is processed on their client’s servers. “Where we do receive data,” Gowasack explains, “it is kept to a minimum, and encrypted at rest and in transit.”

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81 March 2019 / ENTREPRENEUR.COM / START IT UP ECOSYSTEM | WHO’S GOT VC | Q&A | STARTUP FINANCE TRUST STAMP’S OFFERING WILL ALSO SOON BE PILOTED BY THE ATTORNEYS GENERAL OF NEW MEXICO AND GUANAJUATO, MEXICO, WITH THE GOAL OF HELPING HUMAN TRAFFICKING VICTIMS AND RESOLVING HUMAN TRAFFICKING CASES FASTER. >>> The motivation for the startup ignited after the duo noticed security trends in internet transactions. Initially, Genner introduced Gowasack to the intellectual property he was developing at the time to verify the identity and evaluate the trustworthiness of an online counterparty. Their goal then was to use data to predict the probability that an individual is who they claim to be, as well as to analyze evidence of trustworthiness- thus, making peer-to-peer transactions the ideal mar- ket opportunity to test their proposed solution. They started testing it on Craig- slist, a classifieds website popular in the United States, wherein online-to-offline exchanges also encounter countless crimes. The two soon realized there was an opportunity to give both buyers and sellers guarantee by authenticating both parties before transactions occur. To validate this idea, they started collecting thou- sands of survey responses from Craigslist users, and found that over 45% of respondents would be will- ing to pay to identify a user before meeting or transact- ing business. They took a similar ap- proach with online dating and ridesharing platforms in US, and found out that almost 50% of users would pay for the services they were offering. The co-found- ers figured that tackling identity through a B2C route would be costly without a huge budget to drive mass adoption of their solution, so they started by focusing on a B2B model to validate their technology, while funding the operations. Officially launching in January 2016 in Atlanta, Georgia in the US, they decided that starting off with the financial services sector was ideal, after dis- cussions with a local VC. In March 2016, they joined QC FinTech Incubator program, wherein Gowasack divulges that within 24 hours of the incubator kicking off, the startup already had a number of banks expressing interest in their offering. In the span of a few years, the startup has had its work cut out for them. In 2016, Trust Stamp raised for their angel and seed funding rounds, delivered a Proof of concept (POC), and gained a S&P 500 bank as a client. The following year also proved to be bustling with a list of wins such as a POC for another client bank, an authentication launch for a bank, and the acquisition of Warsaw-based Sunflower AI Technologies to improve the company’s offerings. As an alumnus of the National As- sociation of Realtors (NAR) REach Accelerator, NAR was also signed on as a strategic partner to reduce assaults on real estate agents. The startup developed a custom- ized product for real estate agents to validate potential prospects before a realtor shows a property. The re- sult? A freemium safety tool that is now being used by 1.3 million of its members. In 2018, besides graduating from the MasterCard Start Path Program, winning dur- ing demo days at both Plug and Play Fintech Expo in Atlanta and the accelerator program at Plug and Play Abu Dhabi General Market (ADGM), Trust Stamp also signed on two strategic part- ners. First, with the National Association of Estate Agents Propertymark, for which Trust Stamp provides an automated KYC/AML (Know Your Customer and Anti- Money Laundering) solution to meet new EU and UK laws and regulations for property transactions, by offering an automated process to speed

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82 / ENTREPRENEUR.COM / March 2019 START IT UP TRUST STAMP HAS DEVELOPED PROPRIETARY AI SOLUTIONS AND BIOMETRIC “HASHING” TECHNOLOGY, WHICH MAKES USE OF MULTIPLE “PROOF OF LIFE” EVALUATIONS TO CREATE A TOKENIZED IDENTITY" ECOSYSTEM | WHO’S GOT VC | Q&A | STARTUP FINANCE Ahmed Alireza, Head of Ventures, Plug and Play Middle East the process for both institu- tions and customers- which, according to Gowasack, now has over 600 enrolled organizations. Trust Stamp’s offering will also soon be piloted by the Attorneys General of New Mexico and Guanajuato, Mexico, with the goal of helping human trafficking victims and resolving human trafficking cases faster- a problem that Gowasack admits they didn’t imagine their solution would be selected for, calling it a privilege to be asked by the Attorneys General for assis- tance in this regard. The company has had its fair share of hurdles too. First, sales, especially as selling to financial institu- tions tend to be long and complex- but the team has found an effective solution for it: join highly regarded accelerator programs to di- rectly connect with decision makers and determine sales opportunities. Next was building their tech team- to get past this hurdle, being an AI company outside Silicon Valley, instead of competing from the same talent pool as other tech companies, the founders looked abroad. And of course, there was also fundraising, which was a time-consuming and difficult process. The founders credit their accelerator partners as extremely helpful in making introductions to VCs and strategic investors in their networks. Today, Trust Stamp has offices in and team members in US, Warsaw, London, and now Abu Dhabi. Since its launch, according to Gowasack, the startup has raised $7,222,300 from investors that include FSH Capital LLC, Second Century Ven- tures, 630 Cyber Security Accelerator, Ferceptive LLC, Reach Ventures LLC and Emergent Technology Hold- ings. As for its business model, Gowasack says that Trust Stamp’s tech can be implemented either on premises, via API or as a managed solution. “Most partners elect to be charged on a per-verification basis (with costs dropping with volume) and minimum monthly usage. Others elect a flat fee based on incre- ments of time (e.g., monthly, quarterly, annual).” Their tech can also be leveraged to various industries such as banking, fintech, bio- metrically secured email, KYC/AML compliance, law enforcement, P2P transac- tions, and real estate, with Gowasack noting the tech’s adaptability: “While our core offering remains consistent, we can easily and cost- effectively offer variations by leveraging our micro service architecture, which breaks software into independent modules each responsible for discrete tasks and communi- cating via universal APIs.” As a company that origi- nated in the US, Gowasack believes that one of the greatest advantages of be- ing a part of Plug and Play ADGM’s program is the ability to work on the ground in a new market. Given how European and US companies often try to do business remotely, and end up having no interest or experience in the local community, he was keen on doing it dif- ferently: “If you want to succeed in the region, you should commit to investing and operating locally.” As a result, Trust Stamp is doing just that- with the startup already securing a POC, and two others in the negotia- tion stage, the enterprise’s footing in the region has strengthened. In his pitch at Plug and Play ADGM's demo day, Gowasack says that the startup is look- ing towards setting up its regional headquarters at ADGM, and then continue to expand its presence in the UAE. Ahmed Alireza, Head of Ventures, Plug and Play Middle East, noted: “While all the technology companies in the program displayed tre- mendous success in building commercial opportunities with our corporate network, a focus on security has been a strong area of interest in the GCC. It has become more of a business risk rather than just an IT problem. Trust Stamp’s compre- hensive AI-powered facial biometric solution proved to be the most in-demand for the market currently. We’re incredibly excited and proud to continue support- ing Trust Stamp with their growth in the MENA region, as our policy in PNP for our alumni network globally is, ‘once you’re a Plug and Play startup, you’re always a Plug and Play startup.’” And for Trust Stamp, such support is important as the startup works toward its long-term objective: “Our goal is that the hash becomes a preemi- nent part of the biometric authentication ecosystem,” Gowasack declares.

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MARCH 20, 2019 FAIRMONT THE PALM, DUBAI The Design Forum 2019 is an exciting platform to trigger design conversations, interact with industry leaders and network amongst peers. The forum will feature interactive panel discussions and presentations. Tapping into the region’s current trends, the forum will include industry experts with their opinions on the topics which matter today: • How millennials’ approach to design is different from the previous generation? • Are we aiming for human-centric designs? • How healthcare design is more than just aesthetics? • Striking a perfect balance between lighting and architecture To be part of this exciting event, contact us on the details listed below: JOAQUIM D’COSTA GROUP Publishing DIRECTOR MOBILE: +971 50 440 2706 DIRECT: +971 4 420 0506 JO@BNCPUBLISHING.NET Delphene Fletcher Commercial Director MOBILE: +971 55 991 0706 DIRECT: +971 4 420 0506 DELPHENE@BNCPUBLISHING.NET Sponsorship GOLD SPONSORS PLATINUM SPONSOR SOCIAL MEDIA AND LANYARD SPONSOR

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84 / ENTREPRENEUR.COM / March 2019 START IT UP ECOSYSTEM | WHO’S GOT VC | Q&A | STARTUP FINANCE IMAGE COURTESY MEDICUS AI “WE EMPOWER LABS TO DELIVER DEFENSIBLE VALUE-ADD SERVICES THAT AUGMENT THEIR EXISTING SERVICES. THROUGH INNOVATION, WE HELP LABS BUILD AN ATTRACTIVE AND INTEGRAL SERVICE OFFERING.” Onward and upward Medicus AI, a Dubai-born healthcare tech startup founded by Dr. Baher Al Hakim, raises EUR2.75 million in its ongoing Series A round by TAMARA PUPIC Dr. Baher Al Hakin, founder, Medicus M edicus AI GmbH, a Dubai-born healthcare technology innovator, announced in February the completion of the first tranche of its Series A funding round at EUR2.75 million, with it expecting to close the second tranche of over EUR2.25 million over the coming months. Founded in Dubai in 2015, Medicus is an AI-based platform used by diagnostic labs and health insurance companies to provide patient- friendly health reports and foster continuous and person- alized wellbeing coaching. To- day, the company is based in Vienna, with offices in Berlin, Paris and Beirut, and is already revenue-generating, with EUR900,000 booked in its first year of commer- cialization, and with another EUR2.3 million worth of deals in the closing stage. Amongst its regional clients is Al Borg Medical Laboratories in Saudi Arabia. The ongoing Series A round is led by Germany-based DieBrückenköpfe, with con- tributions from Atieh Capital, Biopart and others, and once completed, will be used to further fuel the company’s global expansion, as well as the development of the Medicus diagnostic lab and insurance products, across core markets and in new languages. To date, Medicus supports Arabic, German, French and English, with Ital- ian, Chinese, Portuguese and Spanish in the pipeline for 2019. In addition to product development, Medicus will be focused on its distribution strategy in core markets. In late 2018, the company signed a market access cooperation with Roche Diagnostics, which is expected to amplify its global reach with a few potential projects that are currently being explored in Asia and Mexico. Dr. Baher Al Hakim, founder and CEO, Medicus, explains that the diagnostic lab space, which makes up Medicus’ current core client base, generates approximately 20 billion reports worldwide annually, but that the labs operate in highly consoli- dated markets and struggle to differentiate themselves, cut costs, and introduce future-proof business models. “We empower labs to deliver defensible value-add services that augment their existing services,” Dr. Al Hakim adds. “We believe that lab direc- tors only have a few years to decide how to react to the impending waves of innova- tion incrementally disrupting their industry, as the industry is under severe pressure because of rising healthcare costs, and diagnostic spend is one of the easiest to squeeze. The market is really strug- gling under this pressure, and regulations are becoming tighter and tighter. This is where Medicus comes in: through innovation, we help labs build an attractive and integral service offering.” When it comes to insurance providers, Medicus’ solution is aimed at cutting costs by targeting high-risk customers, then using the company’s proprietary method to give a detailed and granular view of a customer’s individual health situation, and finally working with them to trans- form their health awareness, and coach them step by step towards better health, while also providing the insurance provider with anonymous and aggregate reporting of the customer’s health status improvements. Dr. Al Hakim bootstrapped Medicus from its inception until August 2016 when he closed the company’s first pre-seed round from Dubai- based Audalion Ventures and Speedinvest, Atieh Capital, and Vlady Varnier, all three of which are from Europe. In September 2016, Medicus was officially incorporated in Vienna, offering the team a

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85 March 2019 / ENTREPRENEUR.COM / Ahmed Wadi, founder and CEO, Moneyfellows START IT UP ECOSYSTEM | WHO’S GOT VC | Q&A | STARTUP FINANCE “THE MOST ADVANTAGEOUS MARKED DISTINCTION WE’VE OBSERVED IN EUROPE IS HOW SCIENTIFICALLY IMPRESSIVE AND IP-HEAVY THE STARTUP ECOSYSTEM IS. 1. Be on the move (and look beyond your borders) “Just because you’re in Dubai doesn’t mean your business or investors have to come only from Dubai. Be continuously on the move, travel a lot, go to events and conferences- connect with others. You can’t build a global business by staying in one place.” 2. Look for the spark in people’s eyes “Whether it’s your investors or team, some people look great on paper, but don’t really have a passion for what you do. The investors that we noticed immediately being impressed with the business we’re building ended up being the ones that were most supportive. The investors looking at this as a commercial opportunity only ended up being the disappointing ones." 3. Invest in IP “Investing in our intellectual property is something that really helped us in establishing the right partnerships, such as that with Roche Diagnostics, and helped us really stand out in our industry. Filing patents, developing defensible tech, and building something truly unique from a technology perspective is key.” 4. Run experiments and assess them “Look at all of the company’s activities and investments like scientific experiments. Look at how much you’re investing, consider the returns, assess the evidence and then decide what to do next based on that- whether to invest further, iterate or kill the idea.” ‘TREP TALK DR. BAHER AL HAKIM, CEO, MEDICUS, OFFERS HIS TIPS FOR MENA ENTREPRENEURS strategic location to expand it geographically across Europe. “I knew then that to make it successful, Medicus would have to be in those markets, and learn from the market itself,” Dr. Al Hakim says. “I spent much of 2016 traveling, with a trip to Europe every month that allowed me the opportunity to learn what other markets were lacking and what opportunities we could harness as we looked to market Medicus to more people in more languages.” However, Medicus is not the first company he started up in the UAE. Having moved to Dubai in 2005, Dr. Al Hakim founded CloudAppers in 2008, he says, adding that a few more followed, including an attempt to build a global company out of Dubai, the personal finance app Wally. “Being in Dubai and work- ing here has contributed a great deal in my ability to think more globally," he says. "You interact and work with entrepreneurs and ambitious builders from all over the world and everyone brings different perspectives, experi- ences and stories, so even without necessarily leaving the city, you absorb a wealth of global learnings just from being here.” When asked to compare the startup scenes in the UAE and Austria, he explains that the UAE’s advantage is in being a hub that allows businesses to achieve scalable operations. “Austria, on the other hand, is not a hub, so geographic scalability is limited, and requires local presence in nearby countries to have a real impact,” he adds. “The most advantageous marked distinction we’ve observed in Europe is how scientifically impressive and IP-heavy the startup ecosystem is. Patents are common, and every startup we’ve come across in Vienna, across different verticals, has a few patents under their belts. There’s widespread public support for deep tech and scientific depth- we managed to lever- age this to win three grants, and are applying for a couple more. There is a focus on generating IP, and startups are really focused on building defensibility in this way.” Dr. Al Hakim opines that the MENA region will remain an exciting startup ecosystem, especially if more early-stage -pre-seed- capital becomes available to regional entre- preneurs. “While the investor ecosystem is becoming more sophisticated, the capital available to startups in their very early stages is still lim- ited compared to the entre- preneurial activity,” he notes. “In Europe, what you see are entrepreneurs with great ideas, great IP, and a great team, but no funding, yet they are able to tap into public money to fund and launch their startups in its very early stages. It’s not uncommon to hear of up to EUR1 million being available to a three- or four-person team to launch their product, and I’ve seen startups go from these very early seed stages, to fast- growing companies valued at EUR20 million today. This kind of access to public funds at early stages, whether from grants or universities, can make a huge difference to the MENA startup ecosystem. In addition to that, there’s room for the encouragement of more deep-tech startups and IP creation to create intel- lectual wealth, which is where real lasting value is created for an ecosystem.”

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86 / ENTREPRENEUR.COM / March 2019 Ambareen Musa is the founder and CEO of Souqalmal.com. Before founding Souqalmal.com in 2012, Musa set up the consulting arm of MasterCard Middle East and Africa. Previously, Musa held had various roles including marketing, financial literacy, customer advocacy, and e-commerce for GE’s financial arm, GE Money. She led the first online financial literacy initiative in the U.K., Moneybasics.co.uk., later relocating to the Middle East in 2008 where she consulted for Bain & Company Middle East, focusing on financial services projects such as growth strategies for banks in the region. souqalmal.com From startup to scaleup ‘TREPONOMICS ETHICS | SKILLSET | MARKETING | PRO Takeaways from the Souqalmal growth journey by AMBAREEN MUSA S caleup is a fairly new concept that’s been doing the rounds in tech business circles, and for good reason. Given the high failure rate of startups the world over, coining the term “scaleup” has helped differentiate scalable and sustainable businesses from the rest of the pack. To sim- plify further, you could think of scaleups as “established” startups. So, when does a startup become a scaleup? The transition doesn’t happen overnight. A company quali- fies as a scaleup after it moves past early-stage barriers, demonstrates a track record of high growth, and shows po- tential for long-term success. The scaleup stage is where it’s trying to unlock new growth opportunities, access new markets, expand its team, and build upon its core strengths. Unlike most new startups, scaleups do things a bit differ- ently. Case in point: Souqal- mal.com. We’ve successfully completed seven years of run- ning the UAE’s most trusted personal finance and insur- ance aggregator. Taking a page from our own book, we define how a business can prepare to scale up, and execute its vision successfully. IS YOUR BUSINESS VIABLE FOR SCALING? Here’s the harsh truth: for ev- ery remarkable success story, there are countless others that crash and burn. Unfortu- nately, many startups simply fizzle out before they’ve had a chance to make a ripple in the market. Reasons range from running out of cash, product- market misalignment, an inef- ficient team, and many more. Before you think about scaling your business, you have to make sure your business is sitting on a solid foundation and is ready to be scaled up. Ask yourself the following questions: what is your ulti- mate goal for the business? Do you understand your core product/service strengths? Which marketing channels get you the highest ROI? Do you have a great team to help execute your ideas? How are you going to access the cash you need to scale up? As an entrepreneur, you have to fully understand the econom- ics of your business, before you decide to scale up. Your focus has to shift from simply selling, to optimizing as well. And just as important it is to understand whether your business can be scaled, it is equally important to get the timing right. Premature scal- ing can kill your startup. You have to ensure that your scal- ing efforts are in sync with the rest of the operation. Consider all aspects –the product, the customer, the team, and the funding– to establish that you’re not diving in too early. Since launching Souqalmal. com as a personal finance ag- gregator in 2012, we’ve always been on the lookout to expand our services and tap into new markets. We took a big leap when we launched our insur- ance aggregator business in June 2016. And in hindsight, this was the best decision for our business. We've grown our insurance business by 800% in the last one year alone. And our focus remains on building efficiencies as we grow. By optimizing our service delivery and market- ing efforts, we’ve managed to slash our customer acquisi- tion cost by 80%. SECURING THE FUNDING TO ACTUALLY SCALE UP Startup funding looks quite different from scaleup fund- ing. Early-stage funding constitutes of the seed and Series A rounds. At the seed funding stage, investors are essentially backing an idea, a proof of concept, and the founders. Next comes the Series A round where you’ll have to prove that you have a working business model that can be scaled. After that comes the Series B round, which is all about scaling. With an established customer base, revenue stream, and management team, you’re now looking to scale up– expand to a new market, launch new verticals, and grow your team. Souqalmal.com closed its Series B round just over a year back, and raised US$10 mil- lion from a great team of not just investors, but strategic investment partners. With Saudi Arabia-based Riyad TAQNIA Fund (RTF) being our lead investor, we’re all set to expand our online presence in the Kingdom. Our inter- national strategic partner, GoCompare, allows us to tap into the tech know-how and best practices in the financial aggregator business. All in all, we’ve been busy expanding the scope of our business, launching new business lines, improving our user experience, and making inroads into new markets. We've launched three new insurance verticals over the last year- travel, yacht and bike insurance, and are al- ready working on adding more comparison services to this growing list. We’re on track to building a successful business, one that’s built to last. Whether it’s a new service, a new geographic expansion, or a new project that’s set to shake things up in the industry– there’s always something exciting brewing at Souqalmal.

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