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november 2016 | www.entrepreneur.com/me | UAE AED20 9 7 7 2 3 1 1 5 4 1 0 0 8 > Staying on top Five tips to maintain relevance (and authenticity) in a competitive environment Eyes on the prize Six ways to maintain your sanity while you go about being an entrepreneur Identity matters Hublot CEO Ricardo Guadalupe How this Swiss luxury watch brand founded in 1980 is using innovation to beat its older competitors in the market (and consolidate its future) “Becoming an entrepreneur is not just a title that you’ll carry- it’s a responsibility.” Enabling innovation TECOM Business Parks CEO Malek Sultan Al Malek

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november 2016 Entrepreneur 3 60 A panel discussion at ArabNet Kuwait 2016 CONTENTS november 2016 Hublot CEO Ricardo Guadalupe at the World of Hublot exhibit in Dubai Mall 26 20 INNOVATOR: Enabling innovation TECOM Business Parks CEO Malek Sultan Al Malek “Becoming an entrepreneur is not just a title that you’ll carry- it’s a responsibility.” 26 INNOVATOR: Identity matters Hublot CEO Ricardo Guadalupe How this Swiss luxury watch brand founded in 1980 is using innovation to beat its older competitors in the market. 40 ‘TREPONOMICS: SKILLSET Staying on top Mumzworld CEO Mona Ataya lists five tips for your business to maintain rel- evance (and authenticity) in a competitive environment. 42 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. 82 START IT UP: ECOSYSTEM Nurturing innovation Qatar Science & Technology Park’s newly appointed Managing Director Dr. Maher Hakim says that in order to advance Qatar’s tech ecosystem, an investment in human capital is definitely needed. 56 ‘TREPONOMICS: MARKETING Fueled by data Profusion co-founder Guy Marson delves into the power behind personalization engines.

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Entrepreneur november 2016 10 CONTENTS 46 The living room lounge at Hyatt Regency Dubai Creek Heights november 2016 42 BlackBerry DTEK60 Malek Al Malek, CEO, Tecom Business Parks 20 38 START IT UP: WHO’S GOT VC? Staying the course Kunal Kapoor, founder, The Luxury Closet explains how he got his startup funded all the way from seed capital to Series B. 74 START IT UP: Q&A Digital detectives UAE startup Comae Technologies offers digital forensic solutions for law enforcement and enterprises. 48 ‘TREPONOMICS: ESQUIRE GUY Keep it clean The Esquire Guy on how to keep your social media SFW. 44 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. 62 ‘TREPONOMICS: SKILLSET Pulling the plug Sometimes, shutting down your startup may be the best way forward for an entrepreneur for you as an entrepreneur, says DTEC’s Sirine Fadoul. 46 CULTURE: TRAVEL Fresh vibes Business travellers, check out the new Hyatt Regency Dubai Creek Heights, the latest addition to the Hyatt portfolio in the UAE.

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Entrepreneur november 2016 12 CONTENTS november 2016 74 Matt Suiche, founder and CEO, Comae Technologies in a panel discussion on cyber security at Dubai Future Accelerators 38 Kunal Kapoor, founder, The Luxury Closet 68 TREPONOMICS: SKILLSET Don’t drink the Kool-Aid Starting an enterprise? Here’s what not to do, according to Price Global Group’s Vishal Mahtani. 58 CULTURE: LIFE Eyes on the prize Direction Dose founder Samia Hasan lists six ways to maintain your sanity while you go about being an entrepreneur. 34 TREPONOMICS: PRO Success oriented Bayt.com’s Lama Ataya offers eight steps to build teams that last in your enterprise. 16 EDITOR’S NOTE By Aby Sam Thomas 70 FRANCHISE: Cracking the market HintHunt Dubai Managing Partner Lina El-Saheb on what you need to know about building a successful franchise business. 76 START IT UP: Q&A Catching ‘em young BizWorld UAE wants to prepare MENA’s future generations for their entrepreneurship journey. 78 START IT UP: STARTUP FINANCE “We got funded!” Online travel startup HolidayMe.com raises US$7 million in Series A funding from Accel Partners, F&C Overseas Investment, and Al Sanie Group.

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27 Henri Asseily, Manager Partner, Leap Ventures

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Entrepreneur november 2016 14 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 MANAGING DIRECTOR Walid Zok walid@bncpublishing.net DIRECTOR Rabih Najm rabih@bncpublishing.net CREATIVE LEAD Odette Kahwagi STARTUPS SECTION EDITOR Pamella de Leon COLUMNIST Sindhu Hariharan COLUMNIST Tamara Clarke COLUMNIST Shoug Al Nafisi COLUMNIST Erika Widen 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 © 2016. 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 Raidy Emirates Printing Group LLC www.raidy.com Images used in Entrepreneur Middle East are credited when necessary. Attributed use of copyrighted images with permission. All images not credited otherwise Shutterstock. Jamilla Ali Lama Ataya Mona Ataya James Clear Fida Chaaban Lina El-Saheb Sirine Fadoul Dr. Maher Hakim Samia Hasan Manish Jeswani Kunal Kapoor Ahmad Khamis Vishal Mahtani Guy Marson Ross McCammon CONTRIBUTING WRITERS www.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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Entrepreneur november 2016 16 E ver get that feeling when reading something that those words you are seeing were written especially for you? That’s the impression I got when I read Shoug Al Nafisi’s contribution for this month’s issue of Entrepreneur, in which she warns us to be wary about the rather thin line between be- ing ultra productive vs. mindless activity. This past month has been a very busy time for us at Entrepreneur, yet we kept pushing through, tackling one struggle after the other. Looking back at it now, it seems almost a wonder that we didn’t keel and fall over in the process. The funny thing, though, is that while I was indeed aware of the overwhelming workload we had pending, it was only after I read Shoug’s article that I realized that somewhere along the way, we had seemingly lost control about what we were being subjected to in terms of work. Sure, we were getting everything done as per our standards, yes, but we had also stopped considering our personal welfare in the process. The signs of this were plenty to see- but only when I made an effort to look for them. For instance, it had become a norm rather than an ex- ception to work from home while sick, when ideally we should have just taken the day off. Another ex- ample: those times when we can- celled our personal plans without a word of protest, just so that we could use those extra hours in the day to get some work done. Then there was my personal Achilles heel: my senseless wanting to be nice to people led me to say “yes” to things that were simply adding to my workload- and yet again, I was doing this without properly considering its consequences on me. Shoug’s words were especially haunting: “The facts may show that you’re able to complete all the tasks you want to, but then lately, you’ve been feeling pres- sured, anxious, and have had dif- ficulty sleeping. Before you know it, you’ll feel the tug and pull, and you will be dragged down, com- pletely drained.” Now, that last line was like a wake-up call of sorts: after emailing Shoug with a dozen mut- terings of gratitude, I did a self- evaluation of sorts and considered the hole we had dug ourselves into thanks to our utter lack of mind- fulness. While we had all signed to be a part of Entrepreneur well aware of the busy-ness of this job considering the mandate we had set for it, the realization came that overextending ourselves and burning out is, well, not going to help anyone. This is something that you entrepreneurs out there need to understand- yes, being a hustler is a part and parcel of your lifestyles but don’t let it overrun yourself entirely. The core of your business is you and your team- so don’t work yourselves into a rut. This is the same principle I have decided to put in place for myself and my team: be it by saying no to things that may sound good but will drain us out, or by simply committing to making time for ourselves as we get through our work load- that’s how we’re go- ing to get ahead, and not burn ourselves out. Of course, this is easier to say than do for us Type- A personalities at Entrepreneur- but hey, we won’t know until we try. Wish us luck! EDITOR’S NOTE Aby Sam Thomas Editor in Chief @thisisaby aby@bncpublishing.net Hustling smarter (not harder) It’s not about how much work you do, it’s about how you do it

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Entrepreneur november 2016 18 IN THE LOOP Partners for growth Dubai Institute Of Design And Innovation launched in the UAE Online grocery retail app InstaShop raises funds from Souq.com Dr. Amina Al Rustamani, Chairperson, DDFC, and CEO, TECOM Group at the announcement of Dubai Institute of Design and Innovation Left to right: Ronaldo Mouchawar, co-founder and CEO, Souq.com and John Tsioris, founder and CEO, InstaShop Video by Broadcast Exchange © vimeo O nline hyperlocal grocery ordering app InstaShop has raised an un- disclosed amount of funding from Souq.com, the region’s e-commerce major. As the sole investor participating in this round of funding, Souq takes “a significant minority stake” in InstaShop. Launched in June 2015 in the UAE’s competitive on- demand grocery delivery market, InstaShop counts over 50 super- market chain partners and claims to fulfill “tens of thousands of orders” for a user base of 60,000+ active users. InstaShop plans to deploy the funds “to speed up” expansion in the MENA region, to accelerate their growth, and also invest in technological innovation to enhance the app user experi- ence. Jabbar Internet Group and VentureFriends are InstaShop’s existing investors from previous rounds. In reference to the funding, Souq says that the investment is driven by a view to “further expand its offering in the fast-growing FMCG and grocery categories, leveraging on its current user base.” Ronaldo Mouchawar, co-founder and CEO, Souq.com says, “InstaShop has a strong concept and platform in its own right, but by utilizing our leading logistics app, it is looking to further grow its presence in Dubai and the other Emirates.” Speaking about the process, InstaShop founder and CEO, John Tsioris says that the deal was sealed after being in touch with Souq.com “for many months” and was a result of Souq’s interest in the groceries vertical. “The best part about Souq.com investing in InstaShop is the fact that we’ll have the largest online retail platform in the Arab world by our side, an experienced strategic player to provide guidance and offer valuable resources, such as their enormous user base,” says Tsioris. With a “rather straightforward” approach to arriving at the valuation, Tsioris is pleased to note that the process was free of intense negotiations in this regard, and says that Souq’s marketplace model also helped InstaShop have an investor without a “conflict of interest” with their existing retail partners. “With Souq.com, it was clear that our business approach and chemistry blended well, they wanted to enter into groceries and they liked the way we do it.” Operating as a typical on- demand service application, InstaShop is available on both Android and iOS, and says that it can deliver groceries to customers in “30 to 60 minutes” (depending on location). The users can choose the products on the app, which provides for both credit card payment and cash on delivery option. With increase in the acceptance of e-commerce in the Middle East, and with a growing population of a consumer class seeking convenience in the quickest means, online grocery has seen improved adoption in the UAE, and the region as a whole. Even as large supermarket chains have added omni-channel capabilities by expanding their online services, many tech startups enabling grocery e-retail are giving them close competition. D ubai is gearing up to welcome a world- class design educational institute. The UAE announced plans to set up Dubai Institute of Design and Innovation (DIDI) in collaboration with Massachusetts Institute of Technology (MIT) and The New School’s Parsons School of Design. Established by Dubai Holding and Dubai Creative Clusters Authority, under the directives of H.H. Sheikh Mohammed Bin Rashid Al Maktoum, DIDI will be located at Dubai Design District (d3), and will welcome its first intake of students in 2018. According to a statement from MIT, the faculty from MIT’s School of Architecture and Planning will support the creation of the curriculum and launch of the new undergraduate design educational institution. Dr. Amina Al Rustamani, Chairperson, DDFC, and CEO of TECOM Group, said, “We constantly work to empower youth to take ownership of the journey towards a sustainable economy and a future led by innovation. DIDI will be a strategically critical platform for providing youth with the tools they need to drive the UAE’s future development.” Strategic design management, product design, visual arts and media design, and fashion design are a few courses expected to be part of DIDI’s curriculum. The MENA Design Education Outlook, a recent industry study undertaken by Dubai Design and Fashion Council (DDFC) and d3, estimates that “at least 30,000 design graduates” are needed in MENA (a nine-fold increase) by 2019, to support the growth projected for the sector. Given that the absence of a competitive and modern educational framework has often been cited as a missing link in the ecosystem, DIDI may well be just what the region’s design enthusiasts were looking for, and also attract creatives to the Emirate.

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Charles Blaschke and Chris Burkhadt of Taka Solutions, winner of The

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Entrepreneur november 2016 20 innovator .

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november 2016 Entrepreneur 21 By Aby Sam Thomas “Becoming an entrepreneur is not just a title that you’ll carry- it’s a responsibility.” Enabling innovation TECOM Business Parks CEO Malek Sultan Al Malek

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Entrepreneur november 2016 22 innovator “we are now competing and also bringing this spirit into ourselves in industries that we only used to import. I think that’s probably the clear shift that we have had. And this couldn’t have been done if we didn’t have a sustainable ecosystem.” Dubai Internet City Entrepreneur november 2016 22 C onsidering the size and scale that TECOM Group boasts of today, it can be hard to imagine its inception in Dubai back in 2000, when it started through the establishment of Dubai Internet City with a vision from Vice President and Prime Minister of the UAE and Ruler of Dubai, H.H. Sheikh Mohammed Bin Rashid Al Maktoum. This initiative’s early days should resonate well with the entrepreneurs among you, and TECOM Business Parks CEO Malek Sultan Al Malek acknowledges the startup-like origins of the organization, which saw it not go down the traditional industry development agency route. “We had chosen [to do] things that no one has done before,” Al Malek says. “We had chosen a different way of doing things. We set a benchmark; we were being disruptive from the day we set out on this project. So, from that end, we were innovative, and we started very small as well. So, from its DNA, when TECOM started, I would claim that it is, partially, an entrepreneurial trip that we have chosen, to build all of this.” And what a trip it has been: TECOM Business Parks has grown to encompass today the region’s most prominent business hubs like Dubai Internet City, Dubai Media City, Dubai Knowledge Park and Dubai Science Park, and its pace of progress is showing no sign of slowing down anytime soon. Having concentrated on developing the industries of technology, media, science and education, it’s good to note that TECOM Group, a member of Dubai Holding, has not only been able to bring the world’s leading organizations in these areas to set up shop in Dubai, but it has also facilitated the creation and development of SMEs in these particular sectors as well. After all, the aforementioned industries are the ones where entrepreneurs have been making their mark around the world, and it’s been no different here in Dubai- as Al Malek explains, these industries were selected in the first place owing to their potential to create future value for the city and the country at large. Al Malek points out the plethora of media and technology companies that have been created and developed, thereby contributing to the making of a robust entrepreneurial ecosystem in the Emirate- which, according to Al Malek, has a couple of beneficial knock-on effects as well. “We think that if everyone grows, ultimately, our cities and our industries will grow as well,” he explains, noting that today, there are over 75,000 people working in the communities built up by TECOM Group. With this being the case, it should come as no surprise that facilitating and enabling the development of the entrepreneurial ecosystem in Dubai has been on the agenda for TECOM for quite a while now. Perhaps its most prominent endeavor in this regard has been the setting up of the in5 Innovation arm in 2013, which has been wholly dedicated to incubating startups in the ICT and digital media space. Al

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november 2016 Entrepreneur 23 His Highness Sheikh Mohammed bin Rashid Al Maktoum with Malek Al Malek, CEO of TECOM Business Parks at GITEX 2016 Visa’s Jim McCarthy and TECOM Business Parks’ Malek Al Malek at the launch of the VISA Innovation Center in Dubai >>> Malek explains that in5 came into being after the team recognized a gap for focused industry resources catering to the specific needs of entrepreneurs setting up their businesses in Dubai. “Entrepreneurs want easier entry [into the marketplace]; they need guidance; they need support, both technically and from a business point of view. They need connections in business development. All of this was translated by TECOM into a vertical, which is our incubator, in5… With in5, we created a brand that has a mandate to deliver [on the aforementioned points].” While over 70 companies have been housed at in5 since its launch, the center has also managed to engage with more than 20,000 people as its community members. “In the last two to three years, we have received more than 1,000 applications [to in5],” Al Malek reveals. “Those applications go through a process with industry members- we have a steering committee who decide on who’s qualified and who has an idea that can be supported, accelerated and incubated.” Besides helping with setting up, training, networking and mentorship, in5 has also made alleviating one of the key pain points of entrepreneurs starting up businesses in the UAE – access to funding- a key priority- in fact, in5 has helped startups raise AED58 million since its launch. “I think this is clear evidence of the success of this entrepreneurial platform,” Al Malek says. It is thus in5’s success as a startup incubator in the tech space that has been a key driver for TECOM Group to now invest in the creation of a similar creative space for the media industry- announced in late 2015, in5 Media, which will be located in Dubai Production City, has declared its mission to be to “empower entrepreneurs and champion innovation and creativity across the media sector.” The new space, which is a part of TECOM Group’s AED4.5 billion Innovation Strategy, is expected to support over 200 media entrepreneurs annually, with the development including everything from studios to fabrication labs to co-working lounges. Much like the original in5, the new center will also facilitate access to mentors and investors for startups housed under it, and thus drive the development of Dubai’s media industry. When asked if there could be other in5 centers in the making, Al Malek says that in5 Design catering to design entrepreneurs, freelancers and startups will be launched in the coming month, and that the other sectors that TECOM Business Parks currently works in, such as science, and education, are also being assessed in terms of them having their own dedicated innovation centers. With initiatives like these, it’s clear that TECOM Group is keen on playing a key role in encouraging (and enabling) entrepreneurship and enterprise in the UAE, and from Al Malek’s perspective, such a shift in mindset is well in line with global business trends. According to him, the UAE has the benefit of having always been innovative in whatever it does, and this has now translated into the country’s business sphere as well: “I think it’s very clear that we are now competing and also bringing this spirit into ourselves in industries that we only used to import,” he says. “I think that’s probably the clear shift that we have had. And this couldn’t have been done if we didn’t have a sustainable ecosystem.” And Al Malek is very emphatic on the important role large corporates (many of which are housed in TECOM Group) have played in building up Dubai’s entrepreneurial community. “They have done a marvelous job,” he says. “One of the important things they have done is to establish the industry, to do their regional development out of here. Many of the partners we have already have their own entrepreneurial development programs for startups and SMEs, and many of them have

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Entrepreneur november 2016 24 innovator Startups showcase A look at the companies that have come out of in5 • Anghami | anghami.com • Bridg | bridgtheapp.com • Carpool Arabia | carpoolarabia.com • Jamalon | jamalon.com • Melltoo | uae.melltoo.com • MrUsta | mrusta.com • Snapp Card | snappcard.com • Teach Me Now | teachmenow.com • Wrappup | wrappup.co Source: infive.ae “In the last two to three years, we have received more than 1,000 applications [to in5],” Al Malek reveals. “Those applications go through a process with industry members- we have a steering committee who decide on who’s qualified and who has an idea that can be supported, accelerated and incubated.” in5 Innovation Centre contributed to the growth of many of our ecosystem’s smaller players. If you look at Microsoft, they come up with their own partnership program, they have a competition where they take the winners to a global stage, etc. Our partners have thus definitely contributed to the development of the industry, to the availability of knowledge, to the quality of the individuals they bring as part of their companies, and ultimately, produce entrepreneurs, either directly or indirectly… I think it’s fair to say that, without these partners, this industry could not exist.” Hearing Al Malek speak, it seems very evident to me that this CEO has a particular interest in entrepreneurs, and he admits to the same as well. “My passion is, of course, recognizing the critical value these individuals can bring to the city, to their people, to the country, and to the UAE economy,” he says. “It gives me the fuel to make sure we address anything that they will require- from what we have seen globally, we’ve seen the value that entrepreneurs can bring. So what drives me to make sure we are addressing this is the recognition of their value to Dubai and the region… My passion is to see more companies created in our creative spaces, and hopefully, we see some of them recognized globally too.” Given that Al Malek is someone who has seen entrepreneurs by the dozens, I ask him if he has any advice for those who are considering taking on this mantle. Al Malek replies that while entrepreneurs need to be extremely passionate about what they are doing, they need to remain cognizant of their surroundings and the market at large, and be willing to pivot their services or products as per business requirements. “You should have passion- it should take over everything, but it should not make you blind to benchmarks, comparisons or the sustainability of the business,” he says. Most of all, Al Malek says that one should remember that becoming an entrepreneur comes with great commitments- and one should be prepared for the kind of lifestyle it brings. “Becoming an entrepreneur is not just a title that you’ll carry- it’s a responsibility,” he says. “It’s not something that you just jump in to because it looks good.”

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Entrepreneur november 2016 26 Identity matters INNOVATOR Hublot CEO Ricardo Guadalupe How this Swiss luxury watch brand founded in 1980 is using innovation to beat its older competitors in the market (and consolidate its future) By Aby Sam Thomas Brought to you by >>> W aiting in the finely-appoint- ed interiors of the Hublot boutique in The Dubai Mall for my interview with the company’s CEO Ricardo Guadalupe, I couldn’t help but feel a sense of foreboding as I examined the stunning timepieces on display in the showroom. The reason for this un- ease was because I had, on this par- ticular day in early October, chosen to wear my Apple Watch on my wrist, which, when compared to Hublot’s offerings in the haute horology space, looks –in my opinion at least- decid- edly inferior as a watch (sorry, Apple fanboys!), and I did worry about Guadalupe’s thoughts on it, if he were to see it. And sure enough, in true adherence to Murphy’s Law, the Hublot CEO did indeed note my wearing of the Apple Watch, and his thoughts on my smartwatch were perfectly encapsulated in this pithy remark he made about it: “It’s a de- vice; it’s not a watch.”

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november 2016 Entrepreneur 27 Hublot CEO Ricardo Guadalupe november 2016 Entrepreneur 27

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Entrepreneur november 2016 28 INNOVATOR “Our consumer is a guy who can go to the World Cup to watch football; he can go to the Formula 1 Grand Prix to watch Ferrari; they can go on holiday to St. Tropez; they can come here to Dubai. [Our aim is that] everywhere they go, they should see Hublot. At the end, they [should] think that Hublot is a part of their world.” Hublot Classic Fusion Berluti Scritto Emerald Green Big Bang Unico Sapphire All Black That succinct statement by Guadalupe can be perhaps better understood when one takes into consideration the exacting art, engineering and tradition of watchmak- ing, which is a hallmark of a luxury timepiece brand like Hublot. While it is a relatively young enterprise (Hublot was founded only in 1980), this Swiss company is today recognized as being one of the world’s leading brands in the horology space, with its key characteristic being its ability to combine traditional watchmaking with futuristic innovations, a leitmotif that has now been enshrined in Hublot’s ‘Art of Fusion’ philosophy. And to its credit, this theme can be seen in just about any Hublot watch- consider, for instance, the All Black timepiece launched in 2006. As the name suggests, it was a watch that was entirely black (think black dial, black case, black markers, black everything), which made reading time on it a little tricky, to say the least- but as Guadalupe points out, that wasn’t the point of the All Black. Given that one can today find the time from just about anywhere, be it a cellphone or a smartwatch, the All Black’s concept of “invisible visibility” was to put out the idea that for a brand like Hublot, its watches aren’t made to tell time. “We sell watches that express what the consumer is himself, what he rep- resents, what he wants to show about his personality,” Guadalupe explains. “That’s why we created this concept, and I think it has been very successful, thanks to this philosophy.” Perhaps the best measure of All Black’s success is to take a look at the number of inspired completely mono- chrome watches that are out in the market today- but, as Guadalupe proudly declares, Hublot was the first to bring out this revolutionary concept that set a standard of sorts in the luxury watch sector. The All Black is cel- ebrating a decade of success this year, with Hublot com- memorating this triumph with an exhibition called The World of Hublot in key cities around the world, including Dubai. While the exhibit goes through the various iterations of the All Black through the years (including 2016’s Big Bang Unico Sap- phire All Black), The World of Hublot also showcases its

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november 2016 Entrepreneur 29 “We are in sports. We are in lifestyle [with] Berluti, Italia Independent. We are with cars [with] Ferrari. We are in art- we are in music: Lang Lang, Depeche Mode. So I think that today, you must really go in all these different worlds, and that’s how you can really touch your consumer.” Hublot CEO Ricardo Guadalupe at The World of Hublot exhibit in Dubai Mall Italia Independent’s Lapo Elkann with Hublot’s Ricardo Guadalupe >>> other timepieces that have been crafted in collaboration with brands like Ferrari, Italia Independent and Ber- luti. In terms of outreach efforts, Hublot is a brand that has managed to rack up an impressive list of a global who’s who as brand ambas- sadors, which include sport- ing legends like Pelé, Usain Bolt and Kobe Byrant. These larger than life names make it clear that sports are a key component of Hublot’s com- munication strategy, with the brand having aligned itself with everything from football to basketball to box- ing. Football is where Hublot has made its presence particularly felt, with the brand starting its association with the sport in 2004 in a bid to raise brand awareness. Guadalupe reveals that the company decided to zoom in on football at the time essentially because, well, all the other sports were “taken,” noting how sports like golf and tennis had big- name watch brands allied with it already. “There was no luxury watch brand that was in football then,” Gua- dalupe remembers. “And we started step by step. We did a small deal at the time with the Swiss national football team. And afterward, the UEFA Euro Cup was coming to Switzerland- [we said] the Swiss watch industry should sponsor the Euro Cup organized in Switzerland… And then we saw the po- tential of football of giving brand awareness. Of course, you touch millions of people, and those millions all cannot afford to buy a Hublot watch, but it doesn’t matter- we said, if people know that Hublot is a watch brand, then it is already good, because then we can become aspirational.” But such marketing efforts are not just about making Hublot an aspirational brand- Guadalupe notes that the events or places that the company aligns itself are also where its ideal custom- ers are going to be likely present. “Our consumer is a guy who can go to the World Cup to watch football; he can go to the Formula 1 Grand Prix to watch Ferrari; they can go on holiday to St. Tropez; they can come here to Dubai,” he says. “[Our aim is that] everywhere they go, they should see Hublot. At the end, they [should] think that Hublot is a part of their world.” The underlying concept, according to Guadalupe, is that the brand should go to wherever its consumers are. “The customer is moving today. So he goes to different places; he comes to Dubai, he goes maybe to New York, he goes to Miami… So the idea is, really, to follow our customer, and to be a part of his world. That’s the key element of our strategy in marketing. Because, before, the brand was saying, we focus on one sport, or one activity, and we stick to that. But now, it’s changed. We are in sports. We are in lifestyle [with] Berluti, Italia Independent. We are with cars [with] Ferrari. We are in art- we are in music: Lang Lang, Depeche Mode. So I think that today, you must really go in all these differ- ent worlds, and that’s how you can really touch your consumer.” Of course, it must be noted here that Hublot’s success in the luxury market isn’t just because of its celebrity patrons, or its clever mar- keting endeavors- there’s no mistaking the fact that the company’s concerted efforts at being truly in- novative while staying true to the hallmark traditions of watchmaking is what has made Hublot the brand that it is today. A look at Hublot’s most talked about watches over the years –consider the Big Bang, King Power, Classic Fusion, and the All Black- is

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Entrepreneur november 2016 30 INNOVATOR “You have to reinvent yourself. For us, to come with products that have a strong identity and a lot of value, it’s really important. A watch that is round, with just three hands and a dial, today, is not enough. So I think the future of the watch industry is through innovation, through giving value, and through giving a strong identity to the products that we sell.” Hublot CEO Ricardo Guadalupe proof enough of its prowess in its craft, with the com- pany today using all sorts of materials like rubber, carbon fiber, ceramic, titanium, and its proprietary Magic Gold (a fusion of liquid gold and ceramic) to build its watches, all of which were practically unheard of in the watch industry until Hublot brought it center stage. It’s clear that the company’s ‘Art of Fusion’ philosophy continues to drive it even today, with Guadalupe saying that this essentially requires the company to continue to be creative and innovative. “The ‘Art of Fusion’ is hav- ing beautiful watches with mechanical movements, all respecting the tradition [of watchmaking], but making watches that connect you to the future by using materi- als of today. Rubber didn’t exist 100 years ago, ceramic didn’t exist 50-60 years ago, carbon fiber, the same; Magic Gold’s the same- so we’ve really created watches that no other brand offers. So when you are unique, when you are different, nor- mally, if the product is good, the marketing is good, then you’re a success. Thanks to that, we’ve been able to grow in the last 10 years, and to become now a part of the best watch brands of our industry. Some brands, they have 200-300 years [behind them], but I’d say the difference is that we have a concept, an identity, which is different, and we have also people in the brand [who believe in that].” While there’s no getting away from the fact that Hublot has been innovative with its products so far, I ask Guadalupe what innovation means for the company in its current milieu, in today’s day and age. “Innovation is defined by the fact that you come up with products that are not repeating the past,” he replies. “So it’s not a repetition of what has been done before; it’s creating something different to con- nect you to the future.” Gua- dalupe uses the company’s track record so far to prove his point: be it when Hublot was the first to use a natural rubber strap for a watch, or even when its iconic All Black became a trend for others to follow, the brand has always managed to stand out in the market over the years. As for the future, Guadalupe says while the watch industry today may be in a sort of crisis, if Hublot can continue to remain really creative and innovative, then this is a chance for it to be stronger than its competi- tors. “We must think how we can be different, and still exist,” he explains. “You have to reinvent yourself. For us, to come with products that have a strong identity and a lot of value, it’s really impor- tant. A watch that is round, with just three hands and a dial, today, is not enough. So I think the future of the watch industry is through innovation, through giving value, and through giving a strong identity to the prod- ucts that we sell.” Guada- lupe’s statement thus offers an indication of how Hublot is strategizing its future- and all signs indicate a smooth ride ahead.

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etro.com

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GETTING CLOSER TO THE TOP... Getting closer to the top of the tallest mountain in the UAE will soon be a lot easier, thanks to the fleet of Volvo construction equipment used in the building of the road to the Jebel Jais mountain. When it’s finished, the route will run from Ras Al-Khaimah right to the 1,910 metre summit. The road has already become a popular destination for motoring enthusiasts, who like to show off what their machines can do. But when the road runs out, that’s where the Volvo operators show off their machines. And it’s impressive to see what they can do. If you want to get closer to the action, scan the code and watch the video. Building Tomorrow. VIDEO http://goo.gl/FPsU43

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Entrepreneur november 2016 34 ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO TREPONOMICS Success oriented Eight steps to build teams that last By Lama Ataya I n any work environment, we frequently communicate, coordinate, collaborate, and correspond with other professionals. No job is truly isolated. Even if a particular position does not clearly fall under a distinct team, it will always require interact- ing with coworkers, managers, and subordinates in order to accomplish the job responsi- bilities. So whether explicitly or implicitly fashioned, teams are an instrumental working mechanism at every com- pany and every organization consisting of more than one person. It is perhaps for that reason that many HR manag- ers and recruiters pay close attention to teamwork and communication skills before hiring someone. Without effec- tive and efficient teams, many businesses would fail to de- liver the simplest of projects. Workplaces in the Middle East and North Africa (MENA) region are no different from other markets in this regard; team functionality is extraor- dinarily valuable for accom- plishing the day-to-day tasks, as well as placing the business on the right path. But simply building teams will not get the job done. Team dynamics can be rather finicky and are often influenced by various factors, including their size, leader- ship, communication style, work division, and many other elements. In order to truly harness the power of teams, there are a few indicators of successful teamwork that every manager should know about. In an effort to comprehend the characteristics and the underlying forces of success- ful teams in our region, the Bayt.com Teams in the MENA Workplace poll, October 2016, took a close look at teamwork in the MENA. The poll revealed many positive results in terms of team effectiveness and pro- ductivity in the region. The far majority of the surveyed teams are successfully accomplishing their tasks, delivering results on time, resolving their con- flicts, and maintaining effec- tive performance levels. These results are truly noteworthy as they pinpoint many traits and practices of successful teams, which are summarized in this article. 1. Manageable size The first thing to note about team size is that there is no perfect size. The number of team members will largely depend on the company size, nature of project, and the required workforce. One of the good qualities of larger teams is their tendency to have more ideas, diverse perspectives, and overall more human capi- tal. However, it is important to know that smaller teams maintain a leg up in this equa- tion. Smaller teams tend to be more cohesive and are often easier to manage. Arranging for meetings, distributing tasks, and taking decisions can also be logistically smoother as an advantage of having smaller teams. Most teams in the MENA are in fact small, consisting of two to five members each. By creating sub-groups based on assigned tasks or area of expertise, large teams can also benefit from the smoother and swifter dynamics, otherwise reserved for small teams.

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november 2016 Entrepreneur 35 infographic © bayt.com 2. Equitable work division There is nothing more effec- tive in starting a conflict and impeding the workflow of a team than a biased distribu- tion of duties and responsi- bilities. Dividing work and responsibilities between team members can be tricky and contentious. Nonetheless, it ought to be done in the most equitable manner. Doing so helps in mitigating conflict and results in higher contribution and optimized use of all the resources on hand. In a team where everyone is considered equal and valuable, participa- tion and efficiency are likely to increase. For professionals in the MENA, more than eight in 10 of them agree that work in their teams is spread equally and fairly. What equitable work division also promotes is a unanimous ownership over the outcome: everyone receives credit when the team succeeds and everyone takes responsibility when the team fails. As predicted, this sense of collective responsibility, or accountability, is evident in more than half of surveyed professionals in the MENA. 3. Balanced leadership A team without a decisive, skilled, and hardworking leader is deficient. A team leader gives direction and clar- ity to the team, coordinates between different members, updates and corresponds to management, and generally ensures that the team is on the desired track. Team leaders are also vital because they have the ability to influence other dynamics in the team such as work division and communica- tion. A team leader who is able to make decisions but also negotiate, take responsibility but also delegate, speak up but also listen, work hard but also help others reach their potential, is the ideal type for every team. Nearly two-thirds (65.8%) of professionals in the MENA think of their team leaders as hardworking. Indeed, when the team leader is dedicated and serious about his or her responsibilities, the rest of the team will be motivated to perform their best and keep up with what is expected of them. 4. Open communication Communication is a keystone for teamwork; without it, teams will be stuck and have no momentum. In order to accomplish their tasks, teams rely on brainstorming, sharing ideas, providing feedback, and continuously following up with one another. There are various channels and modes of communication that can be adopted among teams. But the most important communica- tion style for teams to have is that of openness, transpar- ency, and active participa- tion. Open communication encourages all team members to engage and share their input without being shunned or subjectively criticized. Encouraging more participa- tion means having more ideas and material to work with. The Bayt.com infographic showed that teams in the MENA have excelled in this aspect, where two-thirds of them (66.3%) are always communicating openly and honestly, and growing together as one unit. 5. Quick conflict resolution It would be unrealistic to suggest that successful teams have no conflict. The truth is, any team is prone to disagree- ments and disputes. Conflict can help teams consider new points of view, conduct more thorough analysis of their practices and decisions, and sometimes can bring the team together in a stronger fashion. What really matters, though, is the team’s ability to move past their differences and resolve their conflicts in a healthy and

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Entrepreneur november 2016 36 Lama Ataya is the Chief Marketing Officer at Bayt.com. In this role, she heads the Marketing department at Bayt.com, and within that role, she is also responsible for communications, content, community experience, and corporate social responsibility. ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO TREPONOMICS infographic © bayt.com productive manner. Conflict should never be a reason to obstruct the work progress and should be dealt with as a quick learning experience. Sometimes, when conflict occurs as a result of inter- personal or non-job related matters, teams are in need of a reminder of the business goals at hands in order to move away from any irrelevant topics. In this regard, teams in the MENA showed a very healthy approach, as 88.6% of them said that they resolve conflicts honestly, quickly, and effectively. 6. Efficient use of resources Being an efficient team means having the capability to create the highest value out of the given resources and limita- tions. Teams are always faced with limited budgets and time, which can sometimes create a feeling of frustration. However, successful teams are capable of overcoming such obstacles using their creative side and optimizing what is available to them. With regard to time, for instance, more than half of professionals in the MENA are able to fully utilize their team meetings to increase produc- tivity. Time, being one of the most valuable assets of today’s workplace, is certainly not to be taken for granted. An ef- ficient use of time and similar limited resources, leads to a more impressive success story. 7. Ability to deliver In addition to how a team op- erates and internally handles their daily tasks, delivering the required outcome within the given resources, budget, and time frame is one of the most irrefutable indicators of team success. In the MENA, the far majority of teams (93.3%) are able to meet their deadlines all or most of the time. It is certainly desirable if the team communicates well, resolves conflict, assigns tasks fairly, and encourages everyone to participate. But these dynam- ics on their own are not suf- ficient for the company; the team must not fail to complete their projects in a timely manner and show measurable results. The ability to deliver the envisioned outcomes can also depend on the skills and expertise of the team mem- bers as well as the ability of the team to work united as effectively as possible. Nearly eight in 10 professionals in the MENA agree that their teams work together effectively in furtherance of the intended business results. 8. Team satisfaction At the end of the day, a team that is working together successfully is more likely to have satisfied and productive members. A good way to measure team success and healthy team dynamics is by gauging the team satisfaction level. Around two-thirds (62.8%) of professionals in the MENA are happy with their teams at work. Not only does team satisfaction impact the work progress and the accomplishments within the team, but it can also have an effect on the individual’s job satisfaction and performance at work. In fact, 90% of professionals report that teams are a very important part of their satisfaction at work. Happier and more productive teams translate to happier and more productive individuals, and consequently longer strides for the business on the path towards success.

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Entrepreneur november 2016 38 Staying the course How to get funded (and keep investors on your side) ecosystem | who’s got VC | Q&A | STARTUP FINANCE start it up Kunal Kapoor, founder, The Luxury Closet By Kunal Kapoor I knew from the early stage of my research and planning for The Luxury Closet that it had the potential to be a viable business, which could build up to become a multi-million dollar company- and shake up the luxury retail market in the process. Online luxury retail has been shaping up its own identity, heavily driven by digitally-connected mil- lennials with a penchant for high-end brands, and new technology that enables them to exchange goods in a grow- ing sharing economy. The Luxury Closet was the one to meet this market opportuni- ty, by offering digitally savvy consumers a convenient, safe and customized online marketplace to sell and buy authentic, pre-owned per- sonal luxury products. But knowing this meant nothing. I had to prove it. Every entrepreneur knows what the steps are: create a compelling service, find and grow a customer base, build a great team, increase sales, set your growth milestones and hit them one by one. But sheer will and commit- ment alone don’t add up to a multi-million dollar company. There’s this little detail you can’t lose sight of: the growth of your startup is conditioned in every way by capital. In my case, I decided early on to get this via VC funding. My top priority was to identify, pursue, and secure the most relevant and beneficial investors for The Luxury Closet, and to convince them that my startup was the sure bet, the next hundred-million-dollar company they needed to invest in. As the startup grows and matures as a business, how the money is raised and spent, and the types of inves- tors brought in can make all the difference for its future path. All these Series A, B, C funding rounds are essen- tially stepping stones in the process of turning a startup into that industry changer, a multi-million-dollar com- pany. Seed capital It’s how you get started Raising seed capital from investors is a lot about trust. Many companies raise fund- ing from a business plan, while some wait to have a prototype or basic initial traction. Nonetheless, what you have in your hand when you approach investors is initial groundwork on what could potentially be a large business. Thus the biggest factor by far that gets com- panies funded is the strength of the founding team. Inves- tors need to trust that you will execute and build a large business. There is some ba- sic research involved as well: how big is the market, how large are comparable global companies in the field, and if the model is scalable in terms of operations and the financial model.

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november 2016 Entrepreneur 39 www.theluxurycloset.com Founder of The Luxury Closet, Kunal Kapoor is a serial entrepreneur with a background in luxury and fashion. He built a successful sportswear brand in India, and then received an MBA from INSEAD in France. Kunal subsequently landed in Dubai, working for the French fashion empire Louis Vuitton. In 2011, Kunal founded The Luxury Closet, the largest marketplace for luxury items in the Middle East. This successful and unique venture sees luxury products from Louis Vuitton, Chanel, Rolex, Cartier, Louboutin and 100 other top brands sold for up to 70% off the original price. Kunal strongly believes that the ability to buy luxury items should be available to everybody. His love of entrepreneurship and fashion has been the heart behind The Luxury Closet. At present, The Luxury Closet has acquired over 300,000 members, and nearly half a million monthly visitors from around 60 countries, and designed the most personal and social shopping experience in the regional e-commerce space. . . When The Luxury Closet started, we went through a similar process. We had a business model, initial customer traction, and a site based on WordPress, all of which was backed by a sound plan on how the busi- ness could successfully scale. As a founder, I was able to convince our first investor Middle East Venture Part- ners (MEVP) that they could bet on me. I had a back- ground in entrepreneurship, experience in sales manage- ment at Louis Vuitton, and an INSEAD MBA- and these factors certainly helped in getting MEVP on board. Series A It’s all about optimization Once the business proves it can grow, the next step is to build the foundation for scalability. At this stage, the startup needs to have a working model that is scalable and figure out where the growth will come from, i.e. will your core business expand with more users, will you diversi- fy categories or markets, etc. It is also really important to think about your processes and technology that will enable you to operationally manage volumes. The inves- tors involved in the Series A are usually institutional regional investors with a lot of experience in the tech and e-commerce world, so in ad- dition to capital, the startup may also benefit from their collective expertise. During our Series A fund- ing, we were able to secure the backing of visionary investors who shaped the startup ecosystem in the region, such as Dubai Silicon Oasis Authority, twofour54, and MENA Venture Invest- ments, while continuing to have the support of our seed investors, MEVP. The most important mile- stone at this stage for us was customer traction, to keep the existing customers en- gaged and loyal, and expand the customer base simulta- neously. It’s crucial to have a high returning customer base and a good return on customer acquisition over a time period that is within your investment horizon. We focused on making sure that each month over 50% of our revenues were generated from returning customers, and our acquisition costs were paid back within six months. While investors are keen to get to know and give a lot of credit to the founding partners and the core team and their expertise, as the company grows, they want to be assured there is a team in place with the ability to carry out the operational plan and hit the milestones ahead. It’s vital to expand the team with a handful of capable, experienced people with complementary skills to fill in key roles, from technology and customer experience to marketing and finance. We had some sharp young talent who had joined our team in the early stages, and by the time of our Series A funding, they managed key operational tasks. A maver- ick CTO joined our team as well who built our technol- ogy stack, which was pivotal to move us to the next stage. Series B It’s time to get all engines on Now it’s time to really take the business to the next level! While Series B may appear similar to Series A in terms of growth objectives, processes and investor rela- tions, everything is bigger and bolder. By this stage, it becomes clearer that the team can scale the business, the model is efficient and scalable, and that a large part of the market will adopt the product. It’s then the time to think about achiev- ing much bigger scale, ex- panding into new countries, adding more product lines. However, this period is also the time when some or most of your processes will show cracks, and they will have to be rethought. Costs become extremely important as servicing a larger volume can be very expensive, which is why you need to pay serious attention to unit costs for different processes. Our business model has been optimized and we have proven traction with consumers. At present, The Luxury Closet has acquired over 300,000 members, and nearly half a million monthly visitors from around 60 countries, and designed the most personal and social shopping experience in the regional e-commerce space. As for our team, we went out to find the best of the best for our key positions. The size of our team al- most doubled in a matter of months, as we needed to have the right talent in place, well adjusted in their roles, across operations, tech, sales, customer sup- port, marketing, to be able to accelerate our growth at the opportune moment. In October this year, we completed a US$7.8 million Series B round of funding, led by two of the region’s leading VCs, Wamda Capital and MEVP. This new capital fuels our engines as we’re preparing to enter Saudi Arabia. Now, our focus is entirely on scaling up and expanding market reach, as this is the path for The Luxury Closet to reaching profitability and becoming a market leader. I hope to come back to Entrepreneur in one year for a tell-all. Until then, keep an eye out for wwwitheluxurycloseticom!

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An international forum CONNECTING SUSTAINABILITY & ENTREPRENEURSHIP 28-29 November 2016 Rotana Hotel, Amman, Jordan Under the patronage of HRH Prince El Hassan bin Talal of Jordan Towards a Sustainable Future in MENA Media Partners Social Entrepreneurship Partners An initiative by bit.ly/AMWAJ2016 # # Strategic Partners

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november 2016 Entrepreneur 41 Mona Ataya is the founding partner and CEO of Mumzworld and is responsible for the overall strategic direction and management of the company. Mona established Mumzworld.com following the frustrations and challenges she faced as a mother in the region. She recognized a gap in the market for a comprehensive bilingual online shopping and information portal dedicated to everything mother, baby and child, and subsequently launched Mumzworld in October 2011. Prior to establishing Mumzworld, Mona was part of the group of successful entrepreneurs who founded Bayt.com, a well-established and recognized market leader in online recruitment in the region. Five tips to maintain relevance (and authenticity) in a competitive environment By Mona Ataya Staying on top TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO E very brand idea has an expira- tion date. We live in an iterative economy, where consumers are constantly seeking new versions and upgrades, and the time- frames within which a brand must implement bold develop- ments are becoming shorter and shorter. It’s a terrifying notion for startups, but something which influences every deci- sion we make, because at some point, the idea on which any brand pivots can quickly lose its relevance. Whether the category we are servicing declines, or new subcategories emerge to direct demand elsewhere, maintaining the status quo is not always possible. But remaining relevant is, if the right strate- gic steps are taken. Remaining relevant is inextricably linked to a brand retaining authentic- ity; evolving while staying true to itself, its mission, vision, values and custom- ers. Reinvent a company completely and it risks losing the customer affinity it once garnered. Reinvent too little and it becomes stale, beaten by newcomers. It’s a delicate balancing act. When we first launched Mumzworld.com, the e-com- merce market was nascent. As the first mother, baby and child e-commerce play- er, we certainly had an advantage, but it was not without it’s challenges (as with any new service), and we had to educate customers on the merits and security of ordering online. Nowadays, e-commerce is thriving and customers understand the benefits, which means there are a lot of new entrants to the market. Some tips we use to remain on top include: 1. Stay close to the customer Customer is key, and as a brand, we make ourselves customer-centric by listening. We listen to the market, to feedback, to preferences, trends and advice, and we take it all on board. We use customer feedback to evolve, to create relevant, engaging and seamless consumer experi- ences, to add new products where there was a gap, and to create solid relation- ships that keep customers coming back. We are a company founded by mums, for mums and that means we know what our customers want– but we never stop asking and listening. To do this, we have expanded our customer service team, because we want to ensure parents get all the help they need, and if there is a problem, we want to know about it im- mediately so that we can address it. 2. Be consistent Warren Buffet famously said: “It takes 20 years to build a reputation, and five minutes to ruin it.” More than anything, inconsistency is a surefire way to lose customers, credibility and a reputation. Even though there are a number of touch points in the supply chain which have the ability to impact delivery schedules, and over which Mumzworld.com has no control, steps must be taken to pre-empt shortfalls. Putting robust processes and procedures in place, harnessing the latest technology for stock keeping and shipping, and building great relation- ships with long term suppliers are the first steps in ensuring the same consist- ent service time after time. Customers need to trust they will receive what they ordered, within the specified timeframe, and in perfect condition. If there is no consistency in the customer experience, there is no trust. 3. Innovate and adapt Agility and a quick response time in an industry as fast-moving as e-commerce is crucial. Businesses must be able to em- brace change as fast as, or faster than the changing environments to ensure they aren’t left behind. Reinventing our search functions, identifying new distribution methods, and launching a new bilingual app are just some of the many ways we have developed to stay ahead. 4. Marry quality with value We recognize the importance of offer- ing mothers both quality and value for money. We select the widest range of high quality must-haves from the best suppli- ers around the world, and secure the best prices on all products, so mothers can be assured they are getting the best value for the best products. If a customer spots a product at a lower price elsewhere, we will also match it. 5. Be you, and do it well There will always be competition in any market, but spending too much time worrying about what the rest are doing instead of focusing internally can be a fatal error. Although market awareness is crucial, knowing exactly who you are as a brand and what you stand for, staying true to that, and constantly working to deliver the best possible service -in a way that is distinctive for your brand- will be your key to success. Authenticity is key to growing a brand; relevancy is how it stays on top.

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TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX This month’s tech lineup includes headphones that allow you to get your game mode on, Blackberry’s final in-house smartphone, and a compact camera that the snap-savvy among you will want to take on your next trip. Get in the game Sennheiser enters the world of gaming HTC Desire 10 Lifestyle Entrepreneur november 2016 42 Sennheiser GSP 350 The GSP 350 headset deliv- ers an immersive experience for PC gamers thanks to Sennheiser’s high-end acoustic technology and Dolby 7.1 Sur- round Sound. As one of the first products in Sennheiser’s all new gaming portfolio, the closed-back GSP 350 headset sports a new design that fuses fresh looks with high-end features for gamers. Its memory foam ear pads offer a best-in-class acoustic seal to allow you to focus on the game without being inter- rupted by outside sound. The ear pads have been designed in accordance with Sennheiser’s dedicated research into the ergonomics of the human ear for superior comfort– even for longer periods of gameplay. It’s also easy to precisely adjust the sound experience. GSP 350 comes with a new Surround Dongle for PC to quickly toggle between stereo and Dolby Surround Sound, while Sennheiser’s software interface tailors the experience to each gamer, their game, or their surroundings. For team communication during gaming, the GSP 350 includes a broadcast quality noise- cancelling microphone that minimizes background noises and breathing sounds, so you can be sure to be heard by your teammates with perfect clarity. Want a better experience? Grab a GSP 350 headset and get in the game!

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november 2016 Entrepreneur 43 Image courtesy Sennheiser, Sony, BlackBerry Picture perfect Sony expands the Cyber-shot series Safety first BlackBerry releases DTEK60 device #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 www.theglobalgazette.com and talk to her on Twitter @TamaraClarke. TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX BlackBerry DTEK60 Sony RX100 Blackberry DTEK60 BlackBerry puts safety first with the release of its new- est (and its last in-house) smartphone. DTEK60 is the second device in the compa- ny’s DTEK series of Android smartphones. It provides enterprises and organiza- tions with full access to the Android ecosystem with higher-end specs to help power productivity. It comes equipped with all the security features that BlackBerry’s Android OS devices have, in- cluding security patching and the DTEK by BlackBerry app that allows you to monitor and control your privacy on their phone. The BlackBerry Fingerprint Sensor provides added security for unlock- ing your phone, accessing Password Keeper and mak- ing purchases– including Android Pay. Add up to five fingerprints, which are fully encrypted with security you can trust. DTEK60 has an 8MP front facing camera and a 21MP auto-focus rear camera with features like Phase Detection Auto Focus and a dual-LED flash. With support for micro SD cards up to 2 TB and a 3000 mAh battery, DTEK60 keeps you going by providing up to 24 hours of power. The Sony Cyber-shot RX100 V model brings a new level of performance and speed to compact cameras. It features a 20.1 megapixel sensor, an autofocus system and a Fast Hybrid AF system shooting 24 frames per second. The RX100 V is packed with a newly developed 1.0-type stacked Exmor RS CMOS sensor with a DRAM chip, and a Zeiss Vario-Sonnar T* 24-70 mm F1.8 - 2.8 large aperture lens. With 4K video recording and full pixel readout, the RX100 V condenses about 1.7 times more data than what’s required for 4K movies so the output looks unbeatably brilliant. RX100 V combines technological advancements and a compact body making it an ideal choice for photographers.

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Entrepreneur november 2016 44 business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS CULTURE F rom better goods to boardroom wardrobe bests, each issue we choose a few items that make the approved executive selection list. In this issue, we present our picks from Christian Louboutin AW16 men’s footwear range, new additions to your grooming routine, and a timepiece for your next long-haul flight. Got a long-haul flight coming up? Then make some room for Breitling’s Chronoliner Blacksteel. After its steel and red gold limited editions, the brand is injecting some retro vibes into its flagship model by taking a cue from the 1950s and 1960s. Perfect for the frequent flyer, the timepiece boasts powerhouse functions like a chronograph to measure flight times displaying not one, but three time zones, and Breitling’s self-winding Caliber 24 chronograph movement. The ceramic bezel with a black steel case is coated with a high-resistance carbon- based treatment and paired with a black rubber strap, and also boasts water resistance up to 100 meters. As for aesthetics? It’s all good. All black everything, of course. www.breitling.com READY FOR TAKE OFF BREITLING ‘Trep trimmings The executive selection Entrepreneur november 2016 44 Breitling Chronoliner Blacksteel

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november 2016 Entrepreneur 45 business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS CULTURE images courtesey breitling, christian louboutin, tom ford, guerlain OMEGA Pilot Style Sunglasses THE PATH TO SUCCESS CHRISTIAN LOUBOUTIN AW16 Editor’s pick TOM FORD FOR MEN Incorporating one more skincare staple into your weekly routine sounds like something you don’t want to do, doesn’t it? We beg to differ, sir. Once every five days, get scrubbing (gently) using the Tom Ford exfoliator for men. With just the right amount of “squeaky clean” afforded by this powerful product, it’s really not something we consider optional. www.tomford.com With L’Homme Idéal, as its translated title suggests, the House of Guerlain sought to develop a fragrance for the ideal man. Conceptualized by in- house perfumer Thierry Wasser, tonka bean, leather, vetiver and cedarwood are put to work as base notes, topped by citrus, rosemary and orange blossom with a center of amaretto accord. And the smooth almond note? A hat tip to one of the House’s classic scents, Jicky. Sophisticated and balanced, L’Homme Idéal is well, an ideal addition to your olfactory wardrobe. www.guerlain.com It’s hard to play favorites with the AW16 Christian Louboutin men’s range, but if we have to pin down what we’re keen… For the boardroom, we like the Alpha Male, a lace-free oxford in black leather and suede with an elegant finish. In your off hours, get edgy with the Nono Strap Flat. Designed with the House’s signature buckle strap, this high- top sneaker has the makings of a mountain boot but is still cool enough for an on-point exec. www.christianlouboutin.com THE IDEAL CASE SCENARIO GUERLAIN OFF THE CLOCK Nono Strap Flat ON THE CLOCK Alpha Male

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Entrepreneur november 2016 46 The Hyatt Regency Dubai Creek Heights is the newest addition to the Hyatt portfolio in the UAE Fresh vibes Hyatt Regency Dubai Creek Heights Vipin Khattar, General Manager, Hyatt Regency Dubai Creek Heights W ith General Manager Vipin Khattar saying that more than half of Hyatt Regency Dubai Creek Heights’ business is generated from a business travel-related guest, it’s pretty safe to say that this hotel knows a thing or two about catering to this particular kind of guest. Located within Dubai Healthcare City, the Hyatt Regency Dubai Creek Heights is situated only a few kilometers away from Dubai International Airport, thereby allowing its resident guests easy access to the bustling metropolis that is Dubai to- day, as well as the tourist attractions of old Dubai. “We are the newest edition to the Hyatt portfolio within the UAE, and have our own unique product and offering, as well as a location that sets the scene,” Khattar explains. “We are part of a destination with a buzzing city lifestyle full of shopping and entertain- ment options, and this translates into the hotel as well.” Khattar, who was formerly the Gener- al Manager of the Hyatt Regency Sharm El Sheikh Resort in Egypt, is an experi- enced hotelier with 16 years of experi- ence in this business, which included stints at the Grand Hyatt Dubai and the Atlantis, The Palm, Dubai. In his cur- rent role, Khattar looks to be focused on building up his property’s brand, and his priority seems to be on ensur- ing excellent customer service. “We have a strategy based on retention and development of our current business clients, as well as ensuring new clients are acquired unceasingly,” he says. “A larger part of retention is ensuring that the best service is provided con- tinuously and consistently, with every guest receiving a personalized service offering, with a touch of care. Creating new business for ourselves within the UAE means being at the doorstep of potential clients. We capture business from overseas by conducting frequent business trips to our feeder markets, as well as online and offline marketing initiatives.” One indication of the success of Khat- tar and his team’s efforts at marketing the Hyatt Regency Dubai Creek Heights can be seen by the many events that have been hosted in the hotel since the beginning of this year- these include conferences organized by the Ministry of Education (which featured 325 delegates) and the Ministry of Culture (200 delegates), as well as the Nobel Prize Series Dubai 2016 Awards, which had over 300 delegates attending the same. The number of guests at these events is testament to the scale and size of the property- as Khattar put it: “What the hotel doesn’t lack is space.” Of course, the service that Khattar and his team provide cannot be discounted either. When asked what he considered to be the three most important facets of a luxury property catering to a business audience, Khattar replied, “The people, the convenience, and letting business travelers make the most of being away.” For what it’s worth, it does seem to be a strategy that works- and the evidence can be seen during a stay at the Hyatt Regency Dubai Creek Heights.

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november 2016 Entrepreneur 47 Recommended by the GM images courtesy Hyatt Regency Dubai Creek Heights CULTURE business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS “Hyatt Regency Dubai Creek Heights offers 10,500 sq. ft. of meeting facilities dedicated to providing the most versatile and flexible options to suit every event organizer’s personalized needs.” The La Tablita restaurant at Hyatt Regency Dubai Creek Heights A deluxe king room at Hyatt Regency Dubai Creek Heights The living room lounge at Hyatt Regency Dubai Creek Heights EXEC STAY “With the Regency Rooms starting at approximately 131 sq. ft. to Executive Rooms of 226 square feet and the ample selection of 74 suites, the hotel offers many options to cater to the wide variety of needs a traveler may have. Aside from the standard amenities one has become accustomed to in any five star hotel nowadays, Hyatt Regency Dubai Creek Heights also offers every guest a complimentary non- alcoholic minibar stacked with refreshments and snacks. All rooms have a rain shower, a media hub with inclusions such as Bluetooth technology to connect to the in-room TV, and sensory lighting technology with multiple switches to control the mood in the room.” CONFERENCE CAPABILITIES “With a dedicated separate entrance, Hyatt Regency Dubai Creek Heights offers 10,500 square feet of meeting facilities dedicated to providing the most versatile and flexible options to suit every event organizer’s personalized needs. Two spectacular, pillar-less ballrooms, nine flexible meeting suites and a multi-event enclave are complemented with unique touches for a personalized experience. We also have Al Manzil, which is the most exclusive residential-style entertaining venue both for business meetings and social gatherings. Based on the concept of a private mansion, this theatrical setting comprises a collection of five individually styled rooms, serviced by two interactive open kitchens. It gives organizers the opportunity to hold events in a sophisticated and exclusive personal residence environment. Our biggest ballroom, Al Maha, offers an uninterrupted space of 1780 square feet and advanced audiovisual technologies, divisible into three soundproof sections with a designated pre-function area. Skyhooks are available throughout, and an elaborate lighting system to control the mood in the ballroom. Four projectors and screens that hang from the ceiling span over this large space, and the hotel works with an extensive list of partners to ensure the best and latest cutting edge technology or design options are available for a flawless execution of any event.” MUNCH “La Tablita, our Mexican restaurant, is really one- of-a-kind. Having gained immense popularity in the Dubai scene since its opening last December, the lively team and the food make anyone want to sit there all night and enjoy [themselves]… It’s the most fun, quirky, and playful dining destination in the hotel! Live cooking and a passionate team of native Mexicans both in the culinary and service teams enliven the Mexican culture of shared dining, food, entertaining and celebrations. [My] favorite dish would be the crispy chicken taco, and of course, I cannot leave out a mention of the guacamole.” DOWNTIME “[I would suggest our guests] spend time at NYSA Spa and Fitness, where one can enjoy the gym, make use of the freeform outdoor swimming, indulge in a treatment, or unwind at the Water Temple that includes hydrotherapy facilities such as three plunge pools, a vitality pool, relaxation showers, an ice fountain, and heated ergonomic loungers.”

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Entrepreneur november 2016 48 TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO KEY TECHNICAL MATTERS The Twitter disclaimer “Opinions are mine alone” does not fully disclaim your ties to your company. Especially when the first thing you list in your bio is your job title. Before posting something on social media about your company, ask yourself: if my company were a person, would it appreciate this? You’re not harming the company when you post something that isn’t “on brand.” You’re taking away its brand-ness altogether. You’re “un-branding” it. In fact, you’re humanizing it. But you may be humanizing it in ways it doesn’t want to be humanized. Especially when you tweet from the restroom. Keep it clean The Esquire Guy on how to keep your social media SFW By Ross McCammon “We use the example of the player-coach model, where the social executive is not only giving the orders, what a typical executive does, but is also very involved in social, tweeting or blogging. When the employees see that… they feel great about that person, they feel great about their company.” S omething happened to all of us about four years ago. Quietly, and without our approval, a new responsi- bility was added to our job descriptions: brand ambassador. It happened to each of us the first time we made a company-related post on social media. The Facebook post of colleagues at a bar after a conference in 2011. The Instagram shot of the dangling M&M’s bag in the candy machine with the hashtag “#soclose” in 2012. The tweet “bored at work” and accompanying photo of a (legitimately impressive) paper-clip sculpture. We were involved in acquiring this responsibility- we practically gave our companies no choice but to confer it. But this responsibility was never agreed upon. And there- fore, the ramifications of failing to meet the duties associated with it haven’t been fully considered. It’s not like we haven’t known it was a problem. There have been many casualties. Consider Gene Morphis, former CFO of clothing retailer Francesca’s Holdings. In 2012, he tweeted the following from his private Twit- ter account: “Board meeting. Good numbers = Happy Board.” Problem was, the official earnings reports weren’t available to all the inves- tors. His tweet violated SEC rules. He was fired, even though he had only 238 Twitter followers. Rule 1 Be especially careful in the finance world or other highly regu- lated fields, such as healthcare and government. Consider the GOP staffer who insulted President Obama’s daugh- ters, the paramedic who took dis- graceful pictures of dying patients, the assisted-living employee who posted a photo of a client on the toilet. Rule 2 Uh, don’t do that, either. Consider Trevor Noah, Jon Stew- art’s replacement on The Daily Show. Some of his old tweets re- surfaced, depicting him as anti-Se- mitic and sexist. He is a comedian, though, and was able to recover by faulting it to the nature of the job- a few bad jokes. Rule 3 Your social media history never leaves you. Scrub it. Now scrub what you scrubbed. In the social media world, we’ve be- gun referring to people’s “personal brands.” So it would follow that the tricky part about posting company- related stuff is combining two brands (yours and the company’s) in a kind of merger. But I believe this is the wrong way to think of it. I don’t believe people are brands. People are people. When you post about your company, you’re making your company a person, too. You’re humanizing it in ways that might

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november 2016 Entrepreneur 49 how great companies make social meida work: the social employee © mc graw hill education make the company uncomfort- able. So, ask yourself: would the company want this information out there if the company were a human being? Here are two scenarios: Scenario A You and Kyle just won the potato-sack race at the com- pany picnic. Jenny took a video and wants to turn the part when you fell down at the finish line into an Instagram video. And you all work for a defense contractor known for secrecy, success and whatever the opposite of “wacky” is. Scenario B You and Kyle just won the potato-sack race at the com- pany picnic. Jenny took a video and wants to turn the part when you fell down at the finish line into an Instagram video. And you all work for a startup that is literally named Whacki and encourages posts about company events as part of its mar- keting strategy. The problem with Scenario A is that you’re humanizing the compa- ny in a way that no one wants it to be humanized. You’re forcing it to be something it isn’t. You’re embar- rassing it. And it wants to leave the picnic. Now. You have to know how you fit into your company’s marketing efforts, says Mark Burgess, co-author of The Social Employee: How Great Companies Make Social Media Work. “Maybe you work for an airline, right? And maybe you share on social media some interesting articles on different destinations or what you could do there … rock climbing, scuba diving, whatever. The point is that what you’re shar- ing should be about the audience and their needs.” But what about a policy? Burgess says social media policies tend to fall into one of two categories. The first is something like Southwest Airlines’ approach, which boils down to: employees are responsible for their actions on the internet and are encouraged not to post materi- als that may reflect negatively on the company. WhoSay, a social media and branding platform for celebrities, has a similar policy. “One simple rule: assume everyone you know will see it, and it will live until the end of time,” explains chief revenue officer Rob Gregory. “Use judgment. No one wants to see the inebriated BFF squad from 3 a.m.” The second option is the 10,000- word policy that no one will ever read, written by a team of lawyers, that boils down to: don’t express yourself in any way, ever. You’re not a real person. Stop being a real person! The second works well in the short-term. That’s what draconian ideas do: they eliminate conflict by destroying rights. But the first works well, too. And it works really well if the boss takes the lead. Bur- gess refers to this kind of boss as a social executive. “We use the example of the player-coach model, where the social executive is not only giving the orders, what a typical executive does, but is also very involved in social, tweeting or blogging. When the employees see that… they feel great about that person, they feel great about their company.” The other benefit is that the leader provides an example to follow. The leader’s social media presence offers guidelines and boundaries, making clear the limits of the company’s online personality and the point at which things get inappropriate. We must, once and for all, ac- knowledge that our social media profiles don’t reflect only ourselves. We must acknowledge that when we post a photo of our hotel’s pool area and our bathing-suited col- leagues during the team-building retreat, we are saying to the world: if our company were a person, it would be hanging out in a Jacuzzi with a Corona in its hand, yelling “Woo!” Is that how your company sees itself? For what it’s worth, I see your company as more: sitting in an Adirondack chair drinking an IPA, whispering “Right on.” But maybe that’s just me. See this article in its entirety at Entrepreneur.com

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november 2016 Entrepreneur 51 M any people, myself included, have multiple areas of life they would like to improve. For example, I would like to reach more people with my writing, to lift heavier weights at the gym and to start practicing mindfulness more consistently. Those are just a few of the goals I find desirable and you probably have a long list yourself. The problem is, even if we are com- mitted to working hard on our goals, our natural tendency is to revert back to our old habits at some point. Making a permanent lifestyle change is really difficult. Recently, I’ve come across a few research studies that (just maybe) will make these difficult lifestyle changes a little bit easier. As you’ll see, however, the approach to mastering many areas of life is somewhat counterintuitive. Too many good intentions If you want to master multiple habits and stick to them for good, then you need to figure out how to be consistent. How can you do that? Well, here is one of the most robust findings from psy- chology research on how to actually fol- low through on your goals: research has shown that you are 2 to 3 times more likely to stick with your habits if you make a specific plan for when, where and how you will perform the behavior. For example, in one study scientists asked people to fill out this sentence: “During the next week, I will partake in at least 20 minutes of vigorous exer- cise on [DAY] at [TIME OF DAY] at/in [PLACE].” Researchers found that people who filled out this sentence were 2 to 3 times more likely to actually exercise compared to a control group who did not make plans for their future behav- ior. Psychologists call these specific plans “implementation intentions” because they state when, where and how you intend to implement a particu- lar behavior. This finding is well proven and has been repeated in hundreds of stud- ies across a broad range of areas. For example, implementation intentions have been found to increase the odds that people will start exercising, begin recycling, stick with studying, and even stop smoking. However (and this is crucial to understand), follow-up research has discovered implementation intentions only work when you focus on one goal at a time. In fact, researchers found that people who tried to accomplish multiple goals were less committed and less likely to succeed than those who focused on a single goal. This is important, so let me repeat: developing a specific plan for when, where and how you will stick to a new habit will dramatically increase the odds that you will actually follow through, but only if you focus on a single goal. What happens when you focus on one thing Here is another science-based reason to focus on one habit at a time: when you begin practicing a new habit it requires a lot of conscious effort to remember to do it. After a while, however, the pattern of behavior becomes easier. Eventually, your new habit becomes a normal routine and the process is more or less mindless and automatic. Researchers have a fancy term for this process called “automaticity.” Automa- ticity is the ability to perform a behav- ior without thinking about each step, which allows the pattern to become automatic and habitual. But here’s the thing: automaticity only occurs as the result of lots of repeti- tion and practice. The more reps you put in, the more automatic a behavior becomes. For example, the follow- ing chart shows how long it takes for people to make a habit out of taking a 10-minute walk after breakfast. In the beginning, the degree of automaticity (According to science) By James Clear Why you should focus one thing at a time James Clear writes at JamesClear.com, where he uses behavior science to share ideas for mastering your habits, improving your health, and increasing your creativity. To get useful ideas on improving your mental and physical performance, join his free newsletter JamesClear.com/newsletter. To have James speak at your entrepreneurial event contact him jamesclear.com/contact >>> CULTURE business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS

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november 2016 Entrepreneur 53 CULTURE business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS ‘TREP TALK ME The Business Biopipe biopipe.co The ‘Trep Enver Misirli, co-founder and co-CEO q What are your tips for aspiring entrepreneurs in the region? A “I believe that any entrepreneur working with a valuable technology needs a strategic partner. Without having a partner, it won’t be easy to expand. You will be dealing only locally and your technology can’t be commercialized. If founders do not have the business mentality that is needed to expand, they should look at business partnerships and not be scared about entering into them [such partnerships]. At the end of the day, you need trust in business and nothing can be achieved without trust. [Second], having a mentor, who you can reach out to whenever you are stuck with anything, is also important.” walking for 10 minutes after breakfast chart source “how are habits formed: modelling habit formation in the real world” european journal of social psychology Biopipe co-founders and co-CEOs Enes Kutluca (left) and Enver Misirli Automaticity Day Modeled values Real values 40 30 20 10 0 0 10 20 30 40 50 60 70 80 90 100 Walking for 10 minutes after breakfast is very low. After 30 days, the habit is becoming fairly routine. After 60 days, the process is about as automatic as it can become. The most important thing to note is that there is some “tipping point” at which new habits become more or less automatic. The time it takes to build a habit depends on many factors includ- ing how difficult the habit is, what your environment is like, your genetics and more. That said, the study cited above found the average habit takes about 66 days to become automatic. (Don’t put too much stock in that number. The range in the study was very wide and the only reasonable conclusion you should make is that it will take months for new habits to become sticky.) Change your life without changing your entire life Alright, let’s review what I have sug- gested to you so far and figure out some practical takeaways. 1. You are 2-3 times more likely to follow through with a habit if you make a specific plan for when, where and how you are going to implement it. This is known as an implementation inten- tion. 2. You should focus entirely on one habit. Research has found that implementation intentions do not work if you try to improve multiple habits at the same time. 3. Research has shown that any given habit becomes more auto- matic with more practice. On average, it takes at least two months for new habits to become automatic behaviors. This brings us to the punchline of this article… The counterintuitive insight from all of this research is that the best way to change your entire life, is by not changing your entire life. Instead, it is best to focus on one specific habit, work on it until you master it and make it an automatic part of your daily life. Then, repeat the process for the next habit. The way to master more things in the long-run is to simply focus on one thing right now.

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Entrepreneur november 2016 54 How to make a positive first impression at your first (real) job By Jamilla Ali Get noticed CULTURE business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS A graduate of St. Francis College in Brooklyn, New York, Jamilla Ali began her writing career as a freelance journalist in New York City. She has covered various musical events, beats, and brand launches for multiple online platforms. S o you’ve finally landed a job that will launch your promising and ex- citing career: congratu- lations! After countless resume submissions, net- working, several interviews, and perhaps some tears too, the daunting task of job searching is finally over. But in the midst of narrowing down the ideal companies to work for and picturing yourself there, you may have overlooked the seemingly mere yet complex obstacles you’ll face once you’ve been hired. In my opinion, one of the most considerable challenges in career progression is get- ting noticed at work. When you’re just beginning your career and unsure of where you may belong amongst a small or large pool of talent (your colleagues), your con- fidence can potentially take a hit if you’re not strategic during the ever so important first few days at work. The importance of adding value through initiative will cer- tainly get you on the radar of important company influenc- ers and potentially excite your new counterparts. Here are some ways to do just that: 1. Observe your new surroundings There will inevitably be a vast variety of characters at your new job. The dynamics of a new environment can be, to put it simply, rather overwhelming. Outside of settling in and meeting your new team, become your own private spy. Observe the in’s and out’s of those you’ll interact with on a daily basis. Watch the behaviors of col- leagues and superiors that are under tremendous pres- sure. Attempt to make out the trigger points and per- sonalities of your new team. This will be beneficial to you in the long run. Why? Well, observation gives you an idea of who to turn to in times of need, success, or advice. 2. Curiosity demon- strates respect During the first week of a job I recently accepted, I saw an opportunity to sit down with a few of my new colleagues to learn more about their day- to-day tasks, and how I could possibly help with that. I ex- plained that I’m a genuinely curious person, and under- standing the diverse back- grounds of my teammates is incredibly important to me. They happily discussed their roles and seemed impressed with my initiative. This in turn has given me a leg up at work, and put me on radar of some important people. Remember, most of today’s novice professionals may be intimated by demonstrating initiative too early in their careers. Be the one to stand out, and show that you’re excited to be there. 3. Be authentic Not only will you be observing your colleagues, your new colleagues will be critically observing you. Be as authentic as possible during your early interactions at work. Avoid being too passive or overbearing. Instead, share some positive stories of your previous experiences in work or life. Be sure to make strong eye contact and introduce yourself in a graceful and respectful manner. This in turn, will ease your new colleagues, uncertainty of having a new person on board, which may upset the dynamics of the current workplace vibe. 4. Think like your new boss In my experience thus far, you can learn a lot about your boss and their expectations of you from simply observ- ing how they treat your colleagues. As I said above, being observant can benefit you in the long run. Thinking like your boss can relieve you of any uncomfortable talks or warnings you may encounter, if you’re not measuring up to expectations. Adjust your mentality to think like your boss while at work, and I can guarantee you’ll find yourself cultivating solutions, prob- lem solving, and adding value without even knowing it. A good boss promotes proac- tive and forward thinking. If you’re so lucky to have a boss like this, you’ll shine and succeed in all you set out to do. 5. Find a best friend at work Finding a pal at work can take extended periods of time. However, developing a strong friendship with a counterpart or superior will give you the much-needed support you’ll need in your new role. A best friend at work will be a shoulder to lean on in bad times, but they will also empower you to do your best, despite the odds that may stack against you during the bad times. This person will always have your back, and embodies some of the same qualities you have. Once you’ve explored your new job and all that it can offer you, you’ll be making waves through the company in no time. Remember to stay confident, positive, prompt, and consistent in adding significant value at work, and you’ll be on your way to a promising career.

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november 2016 Entrepreneur 55 ARK Solutions provides comprehensive business IT services and support for significantly lower initial costs. Our team of specialists will work closely with your business model to customize a package that will adhere to your professional requirements.      24 hour Technical Support Secure File Sharing Application Development File System & Storage Disaster Recovery & Backup Want to get your business or project up and running efficiently? Empower your business Contact us today for a free consultation www.arksolutions.me

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Entrepreneur november 2016 56 Guy Marson is co-founder and Director of Profusion, a data science and intelligence marketing company. He has 16 years of experience in data driven digital marketing, which has led him to work across a wide range of sectors including technology, retail and finance. Guy is passionate about creating and using cutting-edge techniques to improve digital marketing. This led him to set up Profusion, which Guy co-founded with business partner Russell Parsons in 2011. TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO Fueled by data Behind the power of personalization engines By Guy Marson Netflix on the App Store W hen you look under the hood of your car, it can be forgiv- able if you haven’t got a clue what most of the things inside actually do. The same cannot be said about your sales and marketing efforts. Knowing exactly what your customers are going to buy, not just now but also in the future, is a dream most businesses aspire to and it is already a reality for many. The likes of Souq, Netflix, eBay and BasharaCare are all giving personalized recommendations to consumers based on their browsing and purchase behavior. Being able to offer your customers a per- sonalized service, however, is not reserved for only large companies. Businesses of all shapes and sizes can offer personalized recommendations to their customers. The key to unlocking these recommen- dations for your customers is data. Your customers create data every time they interact with your business. Everything from their online browsing behavior, to their social media and previous purchase data can be analyzed to work out what they are likely to buy next. Once you know this information, suggesting the products your customers are likely to want to buy becomes common business sense. Before you get those recommendations for your customers however, the data you collect must first be run through a series of algorithms that are collectively known as a personalization engine. Personalization engines are nifty piece of data sci- ence that, at their most detailed, allow you to make the kind of recommenda- tions customers usually re- ceive from friends and fam- ily. Personalization engines are the data equivalent of a teacher recommending a book to a student. The important point to note here is that friends, family, teachers and personaliza- tion engines cannot make any suggestions without context. They all need informa- tion in order to make informed decisions about what an individual may or may not like. Personalization engines are particularly powerful, as they not only allow busi- nesses to recommend items to customers that they are most likely to purchase. With the right data, a personalization engine may suggest products and services to a customer that they may otherwise have not considered, but that are suitable for them based on their interests, needs and desires. A good example of this is how Netflix suggests TV series and movies based off of previous viewing behavior. Going a little left field with some recom- mendations could pay dividends, diver- sifying the type of products and services an individual looks to purchase from a business. Likewise, offering a customer something a little different to what they are accustomed to, which they then enjoy, will help strengthen your relationship with that customer and the sense of loy- alty they feel towards your business. Before you look to bring a personaliza- tion engine into your business, it is worth having some background knowledge of how the technology works. There are actually three different types of person- alization engine available, each working in slightly different ways and suitable for different business needs. The first of these is known as collabo- rative filtering. A large amount of data is collected on customers’ interactions with a business, including their previous purchases, when they have purchased, where they have purchased (online or

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november 2016 Entrepreneur 57 How to design an abandoned shopping cart campaign that works In the final stage of complet- ing your shopping online, but you then exit the page without making the buy? We have all done it, and while it’s just a few minutes spent away from work for shoppers, it is perhaps a marketer’s worst nightmare. To help e-commerce sites reengage such undecided customers and prevent missing out on potential orders, PayFort has released an infographic depicting ways to bring abandoned shopping carts back to life. The infographic suggests that the first step in the process should be to identify the why- the reasons for abandonment. High shipping costs and not being ready to complete the buy rank among the top reasons for a customer shunning a purchase. The infographic also provides tips for devising strategies to win back such customers, stressing on the effectiveness of simple steps like email campaigns. Timing the reminder emails right, offering discounts on shipping, and providing more information to the customer on the products abandoned at checkout, are a few sug- gestions put forward. Make the sale infographics © payfort Before you look to bring a personalization engine into your business, it is worth having some background knowledge of how the technology works. There are actually three different types of personalization engine avail- able, each working in slightly different ways and suitable for different business needs. offline) and any other engage- ments they may have had with the company. All of this data is then used to predict what an individual customer may be likely to buy, based on their similarity to the business’ other consumers. The second method is called content-based filtering and it works through keywords that are used to describe individual products or services. Profiles are then built to indicate the type of product or service a specific customer may like, according to the keywords used. Individual customers are therefore recommended items that bear similarities with previous purchases or ones they have browsed online and are possibly considering. Recommendations through this method can also be made based on ratings and reviews a customer has given on other items. The third type of engine is actually a hybrid, mixing the other two methods and in some cases, this approach can be the most effective. Netflix’s recommendations are a good example of this approach in action. Another point to note is on the potential issues these engines could encounter. The most significant of these is known as the cold-start prob- lem. Much like how a car en- gine needs fuel, the personali- zation engine needs data, and if it doesn’t receive enough, it cannot accurately recommend items. Therefore, there is a minimum amount of data that the engine needs to get going, and for a new business with little to no purchase history, this could pose a problem. The cold-start problem can partly be resolved through con- tent-based filtering, if items are classified well. Potential customers will then have to list their preferences from the beginning so the engine can match those preferences with the items’ classifications. A constant feedback loop, where customers then tell the system whether or not a recommenda- tion was useful to them, would then train the engine to get better with each personaliza- tion. A further issue could arise if a personalization engine is set up incorrectly. If the engine is fueled by data that isn’t suit- able for the method used or needs of the business and its customers, then the recom- mendations given may simply state the obvious. A customer who buys a puppy is obviously going to need puppy food, so that recommendation will not be useful to them. Suggest- ing that they also get a radio because other puppy purchas- ers have discovered it helps keeps the dog calm at night is the kind of recommendation that will surprise and delight a customer. Personalization engines are still a growing and niche tool for many businesses, and until now, have largely been reserved for larger businesses. With the right method and the right data however, businesses of any size can offer the kind of recommendations to their customers that will keep them coming back to you time and time again. More and more businesses will soon realize the potential in predicting what consumers want. When this happens, personalization engines will become as com- monplace as their mechanical counterparts. Just as there is a car on every street, there will soon be a personalization engine powering every store.

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Entrepreneur november 2016 58 Part of being positive and optimistic is to top up those motivational highs that you get during your early days. It might be a new client, more business or it could be something as simple as people referring you and appreciating what you do. Make the most of it and let this positive energy flow back into your plans, taking them from good to great. Six ways to maintain your sanity while you go about being an entrepreneur By Samia Hasan Eyes on the prize CULTURE business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS Samia Hasan helps millennials to know who they really are, and achieve what they are capable of. She is the founder of Direction Dose - Career and Business coaching for millennials. She’s an ICF certified career coach, NLP Practitioner, writer and speaker, based in Dubai. Having over nine years of experience at Procter & Gamble in brand management and coaching, Samia knows what it takes for Gen Y to excel and succeed in their careers. Check out her website www.directiondose.com. I t was an early Friday morning. I was exhaust- ed after a long week of work, from being the CEO to all the way a peon of my self-proclaimed jazzy new startup. I wanted to sleep in a little longer- if only it wasn’t for that terrific new idea that hijacked my dream to wake me up, and make me work on it right away. Excited by the myriad of possibilities, I kissed my weekend goodbye. After all, this is the life I had signed up for. Diving into the topsy- turvy world of entrepreneur- ship, I was well aware that it would be like being on passion steroids for months on end. Those heavy-duty doses that make the impossi- ble possible. Taking you to a place where the line be- tween work and life is quite misconstrued, the distinc- tion between weekdays and weekend is often blurred. One of the many joys of run- ning a startup is that you are always on a roller coaster ride of extreme, intense emotions. Initially, it felt a wee bit inconceivable and unfathomable that the week could begin with me feeling as resourceful and accom- plished as Tony Robbins, but mid-way into it, I would feel like an utter measly failure. For the longest time, I blamed my hormones for acting up, but then I figured out there’s definitely more to it than that. In a matter of weeks, I had gone from a buzzing office environment, early morning coffee chats, huge team working together, back to back projects and meetings, processes and systems in place, to being pretty much on my own without having anyone to hi- five with, bounce off ideas or delegate work to. At times, the silence was deafening. Banking on one of my most favorite strengths that have always come forward to save the day, I tuned into “posi- tivity” with all my heart and soul. Believing in the adage “when the going gets tough, the tough gets going,” I marched into this seemingly chaotic situation with all the belief, faith and confidence life has to offer. Six months down the road, I’m proud to say that I have exceeded my own expectations. Those who know me are well aware that I set pretty high standards. For all of you who are done with the 9-5 grind, wanting to take that huge leap of faith or those who have mustered the courage to do so already, I want to share with you a few handy tips that have served me extremely well along the way. 1. Know what drives you at a deeper level Self-awareness has been my mantra through and through. Not only because it is at the heart of my new found profession, but also because it helps you know what drives you at your core. Without that knowledge, your passion and energy will run out faster than you had probably imagined. Case in point: people drive me. Deep conversations stimulate me. Making a meaningful impact in their careers and lives is what keeps me going. Foster- ing creativity in whatever I do is my outlet. Coming back to these crucial factors and designing my work and life around it has been an immense source of gratifica- tion. Whenever I’m feeling low, I know that I’m running out of gas on probably one of these. And so, I find a way to fuel up just in time. 2. Find an uplifting daily activity Something that has stuck with me since I left the corporate job is to have an action plan of crafting my life around things I like to do. I did not leave the stressful work environment to be con-

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november 2016 Entrepreneur 59 I n a first for the Middle East region, The National Achievers Congress 2016, a conference aiming to “educate, equip, and empower” attendees to achieve their professional and personal goals, comes to Dubai this year. Organized by Najahi and Success Resources, the Congress will be held on November 18-19, 2016 at Festival Arena in Dubai. In its 23rd edition, the global event brings together a line-up of international speakers and influencers to address participants in the region to inspire them in their entrepreneurial pursuits. Keynote speakers at the event include Robert Kiyosaki, businessman and author of personal finance book Rich Dad, Poor Dad, Emirati business consultant and author Ali Al Saloom, British entrepreneur and mentor Baroness Michelle Mone of Mayfair, OBE, among others. A few areas that the Congress aims to focus on are finance education with emphasis on “making your money work harder for you,” developing strategies for business success, investment avenues for entrepreneurs, and others. Sponsors for the 2016 edition include The Dubai Business Women Council, Etihad Airways, and others. In addition to the forum, the event is also offering entrepreneurs and business leaders attending the conference their own booths to showcase their ideas and products- however, only 40 such booths are available, and so requests for the same should be sent to info@najahi.org at the earliest. These platforms will allow exhibitors to interact with potential sponsors, VCs, government officials, etc., as well as royal dignitaries like H.E. Sheikh Nahyan Bin Mubarak Al Nahyan, Cabinet Member and Minister of Culture and Knowledge Development, who will be visiting the event on its first day. Established in 1992, National Achievers Congress is a platform that brings together experts in business, finance, personal development, and other fields to share their success stories and “inspire” participants. Sir Richard Branson, Bill Clinton, Tony Blair, and others are a few of the well-known personalities who have been part of the Congress in the past. www.nationalachieverscongress.ae The National Achievers Congress 2016 in Dubai seeks to inspire its attendees Carpe diem Robert Kiyosaki Robert Kiyosaki Image via RichDad.Com Connecting with people who are on the same journey as you is surely a breath of fresh air. On one hand, you could benefit from some hands-on practi- cal business advice and on the other you’ve found someone who truly understands what you are going through. sumed by another hectic life where I do not have much control. From simple things to making sure I work out regularly, keeping my energy flowing, to ensuring that I spend quality time with my daughter- it is these short, worry-free moments of sheer freedom and connection that make my life so worth it. 3. Grab the motivational highs and make the most of them I hear you. There’s no one to celebrate your achieve- ments unless you brag about it endlessly. There’s no one who has worked together with you to acknowledge all the sweat and tears you have put in, for weeks and months now. If you do not find a way to give yourself a pat on the back, no one else will be bothered to do so. Part of be- ing positive and optimistic is to top up those motivational highs that you get during your early days. It might be a new client, more business or it could be something as sim- ple as people referring you and appreciating what you do. Make the most of it and let this positive energy flow back into your plans, taking them from good to great. 4. Outsource non-value added, time consuming tasks Don’t we all just love DIY as entrepreneurs. Even when someone else is offering to help. Even when we can afford it. When the time is right, evaluate what are the non-value added tasks in your business that could be outsourced. Instead of continuing to exercise control across all areas of business, approach it with a savvy business mindset. Your time is billable. If you are spending two hours every day keeping your social media alive, you are doing so at a much higher hourly rate (your fee) that an intern could manage for one-tenth of that amount. 5. Talk to other like- minded entrepreneurs Connecting with people who are on the same journey as you is surely a breath of fresh air. On one hand, you could benefit from some hands-on practical busi- ness advice and on the other you’ve found someone who truly understands what you are going through. Don’t shy away from building mutu- ally beneficial relationships, even with people not in your industry or line of work. I’m sure you have learnt the importance of networking by now– it is not a nice to have, it’s a must have. 6. Practice patience After years of solid corporate experience, entrepreneur- ship will be a challenging journey that might make you question everything you know about, well everything. And that is precisely when you need to be a walking and living example of “patience is a virtue.” You. Will. Get. There. It might not happen overnight, but it will hap- pen if you keep at it with this insatiable hunger for success that you started out with. Even if you fail a few times, know that it will only serve as a stepping-stone to something bigger and bet- ter. Does anyone remember what the founders of Twit- ter, LinkedIn, PayPal failed at before succeeding with these ventures? No. Always remember that, and keep at it with your dream!

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Entrepreneur november 2016 60 ArabNet Kuwait 2016 Come together ArabNet founder and CEO Omar Christidis with the winners of ArabNet Kuwait 2016 Startup Demo challenge, Meddy, SoukDesigner and Pricinity A panel discussion at ArabNet Kuwait 2016 in pictures MENA ‘treps congregate at ArabNet Kuwait 2016 T he digital future of Kuwait, the diversifi- cation of the economy to new generation businesses, and the development of the entrepreneurship community took center stage at ArabNet Kuwait 2016, the first edition of ArabNet’s conference in Kuwait held on October 4-5, 2016. Held under the patron- age and in the presence of H.E. Sheikh Salman Sabah Al- Salem Al-Homoud Al-Sabah, Minister of Information and Minister of State for Youth Affairs, the event welcomed around 650 attendees from across 25 countries, including government officials, busi- ness leaders, entrepreneurs, investors and others. The conference hosted over 50 ex- pert speakers, who discussed digital businesses and shared insights with the startup community, with participants including Tarek Sultan, CEO and Vice Chairman, Agility, Abdulla Elyas, co-founder, Ca- reem, Benjamin Ampen, Head of Revenue, Twitter MENA, Dany Farha, co-founder and CEO, BECO Capital, and Aby Sam Thomas, Editor in Chief, Entrepreneur Middle East. ArabNet also hosted its signature competitions Startup Demo and Ideathon, where entrepreneurs pre- sented their business to a jury panel. Qatar-based Meddy (a portal connecting doctors and patients), Lebanon e-com- merce startup SoukDesigner, and Kuwait price discovery platform Pricinity were the top three winners of Startup Demo. Kuwait-based parking discovery platform My Spot won the Ideathon challenge.

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Entrepreneur november 2016 62 Sirine Fadoul is the Incubation Manager at DTEC Tech Startup Incubator, Dubai Silicon Oasis Authority. She is a founding member of Girls in Tech Middle East and a Mentor and Coach for The Cherie Blair Foundation for Women’s Mentoring Women Program. Fadoul is also the founder of Generation Disrupt, a nonprofit product design educational program for children. TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO Pulling the plug Sometimes, shutting down your startup may be the best way forward for an entrepreneur By Sirine Fadoul A s an entrepreneur, you know that, statistically, your ven- ture is 90% expected to fail- but how does one learn to accept and manage that prob- ability of failure? Rest assured that no one and nothing will ever prepare you for that painful moment when you will be asked to unplug your dream. You’ll be asked (or even encouraged) to do so by your inves- tors, your advisors or even your team- the founders are rarely the ones initiating the euthanasia, but they are definitely the ones who should turn off the last light. It is often said that the best way to manage difficulties and overcome them is to face and accept them. But then again, that’s easier said than done. Here are three pointers that may help in this regard though- these are lessons that I have learnt observing some entrepreneurs, as they went through the process of shutting down their own companies. 1. The ‘I’ in failure is you It’s not destiny, nor is it bad luck. It’s not just bad timing, nor is it just fierce competition. It’s all of the reasons you can imagine, and none at the same time. When your startup fails, take on all of the blame and save all the lessons you’ll learn. Blaming everything except yourself will not allow you to truly move on- in- deed, doing so will also hinder your future moves. Blame is surely part of the healing process, but unfortunately, what some en- trepreneurs fail at is taking responsibility, admitting their shortcomings, and most importantly, putting the much-needed effort into understanding the reasons behind these shortcomings. Some argue that failure in our part of the world carries a heavy cultural impedi- ment, a “what if and what would” mental- ity that stalls the entrepreneurial drive. Such cultural nuances are irrelevant when reality hits and it’s time to move forward. Avoiding responsibility and blaming the universe (and the investors) will not take you far. The founding team of a tech startup blamed its failure on a new competitor that entered their market with more funds and a larger team. While such a threat is undoubtedly substantial and the decision to raise the white flag might have been the wisest, what this team did not demon- strate was humility and accountability. I have, in admiration, listened to found- ers take the blame and admit failure due to rushed and uninformed decisions they made to later, admiringly witness their triumphs after long, soul-draining and cashless hassles. Some of them are still hustling today- but they find excitement in difficulties as much as successes. 2. Fool me once When you accept your shortcomings and your responsibility, the liberating decompression will allow you to inves- tigate what went wrong with a clear and open mind. Don’t close the chapter before making sure that you are ready to open a new one. Some entrepreneurs rush into pivoting by capitalizing on the 1% success they had, before taking the time to understand why the 99% was a flop. Most challenges are industry agnostic, whether it’s a product flaw, a marketing misstep, a budget blunder or a fundraising muddle; make it your duty to understand why certain decisions or actions did not yield the desired results. Analyze the data and stay away from assumptions and personal hunches; dissect the data, bench- mark it, and it will unveil itself to you. You could also talk to those who suffered the same losses, don’t be ashamed of your failures, talk about them and discuss them with mentors and advisors who can help you understand what went wrong. 3. Just do it Shutting down a startup is no walk in the park. I have closed two in the past, even after raising funds from angel inves- tors. It is a painful process but one that has to be triggered and concluded by the founders. Mentors and investors will advise you, encourage you or even push you to close your company, but the ultimate decision should be yours. It takes a great deal of courage to admit that there is nothing more you can do to save your dream, and I have seen entrepre- neurs run in circles and delay the decision for many reasons, some quite absurd. Some founders, mainly those who have been hustling for more than two years, think that they lost their way back, and that the marketplace will not understand or appreciate their failed entrepreneurial experience. While such assumptions might be true, it all boils down to packaging. The way you package and present your failure, turning

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november 2016 Entrepreneur 63 By Shoug Al Nafisi This is the kind of thing you might want to read with your morning coffee. I say this because if we’re alike in any way, this is probably the only time you have to yourself. While you let the coffee cool off for a little bit, I just want to tell you what’s been on my mind in the meantime. You see, it appears that there really is a thin line between being ultra productive, and mindless activity. We’ve all been using a number of productivity hacks to essentially do more with the resources that we have, namely time and energy. We’ve even gone to the extent of considering the ideas of working out-of-office and shorter working days. In trying to cram as much work in as we can during usual office hours, we’ve fallen into the trap of automation. Unfortunately, in doing so, we lose control, even though we get everything done. From the moment we wake to the end of the day, we’re rushing to tick off all that we had planned for the day, every day. What I’m trying to say is that it has become easier to work harder and faster on cue, but what about trying to slow down? Have you noticed how difficult it is to sit still, away from all the noise, and think of nothing? This has become another challenge altogether. One of the things I look forward to every morning is my time with my cup of coffee; its warmth, smell, taste, and nothing else. It’s one of the few things that I do consistently, in the same way, wherever I may be, and yet, it always feels just as good. This is probably the case because, at the time, I’d be focused on only one thing, and I’d be very mindful of it. As an entrepreneur, established or up-and-coming, success is majorly associated with your resources and how you sustain them. That said, burnout is a lingering threat that’ll drain the core of your business– you. Knowing that, a great part of maintaining your energy is knowing how much effort is needed to put into given tasks, physical or otherwise. Another part of keeping that momentum is in routine self- evaluation, and in slowing down whenever you need to. This is where mindfulness comes in. Being mindful is being present, and being present is slowing down and consciously understanding signals and their consequences, rather than being simply subjected to them. It is an art that you can only master through continuous practice, and just as it takes discipline to live an energy-efficient lifestyle, it takes just as much to live mindfully. The facts may show that you’re able to complete all the tasks you want to, but then lately, you’ve been feeling pressured, anxious, and have had difficulty sleeping. Before you know it, you’ll feel the tug and pull, and you will be dragged down, completely drained. It is for that reason that mindfulness should no longer be a luxury. Mindfulness has been linked to reduced anxiety, and curbing unhealthy and debilitating habits. It has become more of a necessity now that the pace of life has become faster. It’s really the kind of thing you want to start your day with, and with an act as simple as having that regular cup of coffee in the morning. Feel like you’re caving into pressure? Try slowing down then treat yo self negatives into positives, will obviously im- pact your potential employer’s perception, and ultimately, the hiring decision as well. True entrepreneurship has no dead end If it runs in your blood, then an entrepre- neur, you will be. Failure can only make you stronger, smarter and wiser. You have to lose some to gain some, is what I personally believe. Ask the knowledgeable internet, and it will tell you interesting stories of successful multimil- lion entrepreneurs who failed miserably more than once. I once witnessed a very entertaining conversation over dinner between two co- founders of a Silicon Valley startup that recently exited, making them very rich at a very young age. They competed over who made the most expensive mistakes trying to scale the company, and the figures were in hundreds of thousands of dollars. They were able to joke about it now, but those lessons helped them scale a new business they started together. One cheesy bit of advice I leave you with: stay true to yourself, and if the corporate world is what you are destined for, don’t fight it. If entrepreneurship failed you, you can either try again, or venture into intrapreneurship. Good luck!

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Entrepreneur november 2016 64 Future perfect fig. 1 source: bloovo.com analysis A blueprint for the evolution of the SME sector in the Middle East By Ahmad Khamis ecosystem | who’s got VC | Q&A | STARTUP FINANCE start it up     Challenges  Faced  by  SMEs  in  the  GCC   Category   Description   Finance   §   Lack  of  enough  credit  lines  to  SMEs.   §   Harsh  bankruptcy  laws.   §   Limited  array  of  Islamic  finance  products  for  SMEs.   Difficult  business  environment   §   Poor   ease   of   doing   business   rankings   in   many   GCC   countries.   §   Difficulty   in   accessing   appropriate   domestic   workers   (i.e.,  the  need  to  depend  on  expatriates).   Slower  than  expected  progress   in  reforms   §   Frequent   legislative   disagreements   result   in   delay   for   reforms.   §   PPP  projects  are  facing  inertia  in  some  GCC  countries.   Educational  sector  challenges   §   Lack   of   enough   emphasis   on   modernizing   the   educational  sector  across  some  GCC  countries.   §   Little  vocational  training  and  internships,  which  means   that  the  pool  base  of  knowledge  workers  in  limited.   No  research  and  additional   support   §   In   many   GCC   countries,   there   are   no   bodies   or   organisations   to   which   entrepreneurs   can   turn   to   for   extensive  research,  data  and  reports  on  niche  markets.   §   Absence  of  incubators  and  mentors  in  some  cases.   ICT  lag   §   In   some   GCC   countries,   digital   governance   or   smart   governance   with   respect   to   facilitating   SMEs   through   apps  for  registering  for  licenses,  etc.,  is  missing.   Fig 1. Challenges faced by SMEs in the GCC Some 3.4 million people in the UAE are employed directly by SMEs. Around 9.5 million people in Saudi Arabia also benefit from SME-generated employment. Kuwait has around 0.6 million people employed by SMEs, Oman has 0.8 million, Bahrain has 0.4 million, and Qatar 0.3 million. I t’s no secret that SMEs are powerful drivers of economy, industry and employment throughout the GCC, and the MENA region as well. And their economic contribution is becoming more essen- tial through a confluence of three factors– large, young, national populations seeking gainful employment; a drop in oil prices hurting gov- ernment revenues; and the onset of the fourth industrial revolution, where nation states are gaining com- petitive advantages through investments in technol- ogy, innovation and IT, as conventional relationships between citizen, state and economy are renegotiated. In the MENA region, some 40% of the population is under 25 years old. Apart from expatriate workers, GCC countries host a large percentage of young nation- als who need to be incul- cated effectively into the economic narrative. With public sector job crea- tion plateauing, SMEs will compose the next wave of employment opportunities. The lower price of oil has had a significant impact on GCC countries, given that they have historically de- rived 80% of all government revenues from petrochemical sources. IMF figures show that export revenues for GCC countries fell by around US$275 billion in 2015 due to lower prices. A way of offsetting this shortfall is by building up the SME sector to be more innovative, pro- ductive and adding economic value. At the same time, the World Economic Forum has defined the fourth industrial revolution as “…a fusion of technologies that is blurring the lines between the physi- cal, digital, and biological spheres.” With technological change occurring exponen- tially, the revolution puts innovation at the heart of national competitive ad- vantage. GCC countries will need a new wave of capable SMEs to stay relevant to this new ecosystem. Why SMEs matter today 94% of all companies in the UAE are SMEs. Together, they contribute 30% of the country’s GDP, and employ 72% of the country’s work- ing population. SMEs oper- ate extensively throughout the rest of the GCC too. 90% of all companies in Kuwait, Oman and KSA are SMEs, while the Qatari business ecosystem is 75% composed of SMEs. They employ 60% of Saudi Arabia’s workforce, 43% of Oman’s, 57% of Bahrain’s, 23% of Kuwait’s, and 20% of Qatar’s. Collectively, these SMEs and the people they employ are crucial to economic growth in GCC countries. Our research at Bloovo.com shows that SME activity ac- counts for 30% of the UAE’s GDP, 28% of Bahrain’s, and 22% of KSA’s. Kuwait’s GDP is 20% composed of SME activity, with Oman’s GDP relying on SMEs for 17% of its total. In terms of absolute numbers, the latest available numbers show that there are around 350,000 SMEs operating in the UAE, some 670,000 in Saudi Arabia, 30,881 in Qatar, 27,000 in Kuwait and 29,600 in Bah- rain, and 13,741 in Oman. While SMEs are largely as- sociated with service provi- sion, Bloovo.com’s research shows them also playing a very important role in boosting GCC manufacturing

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november 2016 Entrepreneur 65 of  quality  jobs,  the  situation  will  prove  difficult  to  rectify.     Youth  unemployment  in  the  GCC  (2014)     Source:  World  Bank  Database           4.4  Existing  challenges   29.5% 19.4% 18.8% 10.9% 10.0% 1.3% Saudi Arabia Kuwait Oman Bahrain United Arab Emirates Qatar fig. 2 source: world bank database | fig. 3 source: bloovo.com   Employment  transition  pathway       Source:  BLOOVO.COM      Fig. 3 EMployment transition pathway Fig. 2 YOUTH UNEMPLOYMENT IN THE GCC (2014) >>> capabilities. 2014 data from the Gulf Organization for Industrial Consulting (GOIC) shows 13,480 small and medium sized factories in operation, of which 10,809 were small- and 2,671 were medium-sized. Collectively that year, they accounted for a staggering 82.7% of the total number of factories in the GCC, and also employed 44.1% of the total industrial sector workforce despite the small investment size. Employing future generations SMEs already employ around 17 million people across the GCC, with that number head- ing towards the 20 million mark by 2020– a healthy growth of 2.5%. But that’s only the middle of the road scenario: a more optimistic scenario (where govern- ments, regulators and in- novation drivers align) could take that figure to 22 million. Some 3.4 million people in the UAE are employed directly by SMEs. Around 9.5 million people in Saudi Arabia also benefit from SME-generated employ- ment. Kuwait has around 0.6 million people employed by SMEs, Oman has 0.8 million, Bahrain has 0.4 million, and Qatar 0.3 million. SMEs’ capability to gener- ate jobs is crucial not just for economic progress but also social stability. With GCC population growth rates ranging between 0.5% (UAE) and 8.1% (Oman), and around 40% of the pop- ulation being under the age of 25, thousands of young GCC nationals are expected to be looking for gainful employment every year. It’s important for long-term se- curity and sustainability that nationals be meaningfully integrated into economic productivity. However, top-down nation- alization has its limitations. In an era of tighter budgets and increasing populations, government jobs aren’t plentiful. Yet nationaliza- tion in the private sector has proved elusive, with most nationals preferring the prestige and perks that come from public sector employ- ment. With government sector employment reaching saturation, SMEs will play a crucial role in generating rewarding job opportunities that are innovative enough to attract national talent, and challenging enough for skill-building. But for SMEs to take center stage in generating viable employ- ment opportunities that can attract young national talent throughout the GCC, they’re going to have to overcome some significant challenges that limit their ability to in- novate and scale up. Systemic challenges It’s easy enough to estab- lish that SMEs are a crucial component for sustainable economic growth in the GCC post the oil price decline. Not only do they contribute very significantly to GDP, they also generate high job numbers. But they are con- fronted by substantial and systemic barriers to growth, including a lack of credit support- which is partly the reason they still don’t have the same economic signifi- cance, or play the same role, as their counterparts in the EU, for instance. SMEs suffer a lack of credit lines, with banks in the GCC unwilling to lend to smaller concerns at a time of squeezed liquidity. Bloovo.com shows that finance rejection rates run as high as 75% for most GCC countries. Only 2% of total bank lending across the GCC goes to SMEs. Meanwhile, bankruptcy laws either don’t exist or are harsh. Funding challenges are a big constraint for SMEs. They find it very difficult to raise conventional debt-based finance due to

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Entrepreneur november 2016 66 ecosystem | who’s got VC | Q&A | STARTUP FINANCE start it up                4.29% 3.58% 3.17% 3.16% 0.49% 0.47% 0.30% 0.25% 0.17% 0.04% South Korea Japan Finland Sweden UAE Qatar Oman KSA Kuwait Bahrain   Regulatory  development  in  the  GCC   Category   Description   Saudi  Arabia   In  2015,  the  Public  Authority  for  Small  and  Medium  Enterprises  (PASME)  was   formed.   Kuwait   In  2013,  Kuwait’s  National  Fund  for  Small  and  Medium  Enterprise  Development   (National  Fund)  was  established  (fund  value  of  USD  7bn).   UAE   Federal  Law  No  2  of  2014  was  set  up  that  will  work  towards  categorizing  SMEs,   establishing  a  dedicated  council  and  determining  incentives  to  be  offered  to   small  business  owners.   Qatar   In  2011,  a  body  called  ‘Enterprise  Qatar’  was  established  to  support  the  SME   sector  in  Qatar.     Oman   In  2012,  Oman  launched  a  SME  Development  Fund,  which  offers  subsidized   finances  to  SMEs  and  makes  available  training  and  mentoring  support,  too.   Bahrain   In  2006,  a  body  called  ‘Tamkeen’  was  established  with  the  aim  of  supporting   the  private  sector,  including  SMEs.   Source:  BLOOVO.COM  Analysis         Fig. 4 REGULATORY DEVELOPMENT IN THE GCC Fig. 5 r&d expenditure in gcc when compared to global peers fig. 4 source: bloovo.com analysis | fig. 5 source: world bank database SMEs currently play a very important role in GCC economies. They will also power future prosperity by leading the charge in terms of innovation and helping to provide gainful employment to nationals who can no longer look to the public sector for jobs. risk-aversion on the part of lenders. There is also no way to fail safely because of financial laws. Other challenges include a difficult business environment caused by poor ease of doing business rankings in many GCC countries, slower than expected reforms in regulation and legislation, and a lack of emphasis on modernizing the GCC education sector to produce the talent needed to create knowledge workers. A lack of research, data and reports also hampers effective decision-making. The transition to a knowledge economy GCC SMEs are going to be impacted by the fourth industrial revolution, or In- dustry 4.0, whether they are ready or not. While the jury is still out on what Industry 4.0 entails, consensus is emerging around a potential renegotiation of the relation- ships between producers, consumers, governments and citizens. This renegotiation will change how services are offered and consumed, and will be driven by big data capabilities and the Internet of Things (IoT) where more and more devices are able to communicate with one another– and with human users. Bloovo.com’s research shows there isn’t just room for SMEs to grow in scale, but also to become smarter and more innovative. Advanced data capabilities and artificial intelligence are bringing back the concept of the knowledge worker, and favoring technologically in- novative economies over tra- ditional manufacturing ones. Bloovo.com’s research treats the World Economic Forum’s (WEF’s) Global Competi- tive Index as a proxy for the innovation-centricity of GCC economies. And while Swit- zerland, Singapore and the United States lead the CGI charts, the first GCC country (Qatar) comes in at 14th. Qatar is followed by the UAE at 17th. Saudi Arabia is 25th and Kuwait 34th, with Bah- rain and Oman coming in at 39th and 62nd respectively. While Qatar leads the GCC across a number of innova- tion variables –thanks partly to a clearly defined national research strategy– R&D expenditure remains wor- ryingly low across the GCC when compared with in- ternational peers. Germany allocates 2.85% of its GDP to R&D, while the USA ear- marks 2.81%. In comparison, the UAE leads the GCC by investing 0.49% of its GDP in R&D, followed by Qatar, which sets aside 0.47%. For SMEs to cope with Industry 4.0 while gener- ating the innovation and viable employment oppor- tunities, the order of the day is to upgrade the entire SME ecosystem– supported by technology acquisition, application oriented R&D, skilled workforce develop- ment, favorable regulations and a strong intellectual property regime. The way forward Despite challenges along the way, Bloovo.com research shows that GCC countries are aware of the importance of creating an effective SME ecosystem, and have been implementing support meas- ures for some time now. Bahrain was the first GCC country to actively acknowl- edge the importance of SMEs in 2006 by setting up the Tamkeen body to support the sector. Qatar followed in 2011 with its Enterprise Qatar support body. Oman established its SME Develop-

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november 2016 Entrepreneur 67 Ahmad Khamis is the co-founder and CEO of Bloovo.com. He brings over 12 years of expertise in private equity and venture capital to this new venture. He started his career with KPMG, before moving on to become a Director at Global Capital Management, one of the largest private equity houses in the MENA region. Ahmad served as a board member in several leading companies in the MENA region in different economic sectors. He also co-founded Arab Business Review and has advised several startups in the GCC. Ahmad has a vast experience in enhancing companies’ performance through strategic direction and operational restructuring, as well as starting up new companies and implementing growth initiatives.     Building  an  effective  innovation  framework     Source:  OECD  &  BLOOVO.COM  Analysis                       Fig. 6 building an effective innovation framework fig. 6 source: oecd & bloovo.com analysis ment Fund in 2012 to deliver subsidized finances, training and mentoring for SMEs. In 2013, Kuwait established a $7 billion National Fund for Small and Medium Enter- prise Development from government coffers. More recently, Saudi Arabia has formed its Public Authority for Small and Medium Enter- prises (PASME) in 2015. In 2014, the UAE estab- lished Federal Law No. 2 of 2014 to categorize SMEs, establish a dedicated council and determine incentives to be offered to small business owners. In Abu Dhabi, the Khalifa Fund for Enterprise Development launched in 2007 with AED2 bil- lion in capital to create a new generation of Emirati entrepreneurs. It supports and develops small and medium-sized businesses in the Emirate. Meanwhile, Dubai has the Mohammed bin Rashid Establishment for Small and Medium Enter- prises Development, also known as Dubai SME. The organization enables startups and high-potential SMEs through a range of support services such as development advisory, capability building, licensing, funding and busi- ness incubation. While these efforts have laid the groundwork for a SME growth policy, more needs to be done. Facilita- tive regulatory mechanisms can include setting up SMEs funds for subsidized financ- ing and effective mentoring, changing company laws to allow more flexibility in structuring companies and allowing greater foreign national ownership, making intellectual property protec- tion and commercialization easier, and integrating SMEs into critical supply chains through inclusive procure- ment policy. For instance, the UAE Federal Law No. 2 stipulates that government authorities and ministries must procure at least 10% of their goods, services and consultation from SMEs. Human capital needs to stay very much in focus. SMEs will need access to suitably trained national talent. Yet public schooling systems in GCC countries often have trouble producing candidates of the requisite level due to old curricula, rigid pedagogy and language barriers. Innovation requires a pipeline of talent, which in turn necessitates educa- tion sector reforms across two fronts. First, the public schooling system needs to be made more effective in pro- ducing the right talent with the skills needed to adapt to the present and future. Second, the private schooling system should be supported by fair regulations that keep the ecosystem accessible for parents wanting quality education for their children without spiralling costs. The road ahead SMEs currently play a very important role in GCC economies. They will also power future prosperity by leading the charge in terms of innovation and helping to provide gainful employment to nationals who can no longer look to the public sec- tor for jobs. Yet to evolve the requisite size and maturity, the SMEs ecosystem needs broad-based collabora- tive action to overcome key hurdles and build the neces- sary human capital, R&D capacities and institutional capability needed. Political will, imagina- tive solutions and a shift in mindset are all required to effect meaningful change across they key areas of education, private sector activity, government, public companies and technology transfer. Educators need to be empowered to create the right talent, while the private sector should be incentiv- ized to invest in research. Governments can accelerate educational investments and focus on establishing scientific institutions and supporting infrastructure. Meanwhile, public-private partnerships can facilitate technology transfer and scale up local value chains. Bloovo.com’s research is meant as an analysis of the status quo on the way to setting a blueprint for future goals. It wants to support GCC governments in catalyz- ing growth in their SMEs sectors. It might point out systematic challenges, but also offers comprehensive recommendations for over- coming these hurdles. The aim is to deliver a road- map for decision-makers to develop a sophisticated SME ecosystem, driven by knowledge, technology and innovation.

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Entrepreneur november 2016 68 Vishal Mahtani is a serial entrepreneur and seasoned businessman. Entering the business landscape in 1997, Vishal started his venture by heading Price Club, one of West Africa’s biggest electronic retail companies for over 10 years, from 1997 to 2007, in Ghana. In 2007, he came to Dubai and founded Price Global Group, the conglomerate company under which he established Price Global LLC, Office Direct, Perfection Rent A Car, Second Chance and Price Global Conference & Events. With a turnover of over AED40 million and a wide client base in markets like UAE, India, Kuwait, West Africa and USA, Price Global shows potential for great success under his leadership. TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO Don’t drink the Kool-Aid Starting an enterprise? Here’s what not to do. By Vishal Mahtani S tarting a busi- ness is like being on a rollercoaster ride- with no one operating the controls. You just do not know if you will make it in one piece. And the possibilities of disaster are too numerous to enumerate. The problem is that there are so many myths, half-truths and outright falsehoods doing the rounds that it is easy to be misled. Add to that the fact that most people who start their business are often overtly optimistic and operate under the misconception that all they need to succeed is a good idea. They couldn’t be more wrong– business, particularly in a place like Dubai, which is a melting pot of different nation- alities and cultures, is a very tough proposition. You need to tread carefully, and learn as you go. And if you know what not to do, chances are you will learn what to do more quickly. So, here’s a laundry list of the most common business myths- ones that you, as an entrepre- neur, should certainly not be entertaining: MYTH 1 The UAE is a rich country; profits will come auto- matically This is one of the most enduring myths about do- ing business in this region, particularly in Dubai and the UAE. First-time entrepreneurs often just assume that since the Gulf is flush with funds, the region is going to shower money on them, and that even half-baked ideas will result in profits in double-quick time. Nothing could be farther from the truth. People in Dubai have trust issues, and they do not fall for any and every idea. You need to convince them by hard work and good intentions. It takes time to build that kind of trust. Remember, you will not make money overnight. MYTH 2 The customer is always right Much as this has been propa- gated over the years, it is just not true. The customer is very important, but s/he is not al- ways right. In fact, sometimes, s/he has to be told so. Some- times, customers are so wrong that you have to take the tough decision of cutting them out, as they might be costing you more money than you make from them. Running a business at the whim of the customer will not make you a profitable company. This does not mean you stop seeing things from their point of view, or that you stop listening to them. It just means you have to be firm at times, make them see your point of view, and set realistic expectations for them. MYTH 3 A good idea will result in profits from the word go Please remember that no mat- ter how good your idea is, it is very rare to make profits in the first year of business. It does happen sometimes, particu- larly if you are supported by a well-known company, or if you are the offshoot of an existing, profitable business. In that case, you are cashing in on the goodwill of the associ- ate company. But if you have no such support, the journey is going to tough. One of the challenges in this part of the world is that you are not deal- ing with any one nationality. People from many cultures and thought processes operate here, and you have to invest time and build trust before you can break even, let alone make profits. MYTH 4 If I know about it, I can make it work Many startups operate on the premise that knowledge is power: if they are good at something, the business will turn out to be a success. This is a fallacy, and the sooner you junk this notion, the better. For instance, just because you are a good chef does not mean you can run a restaurant busi- ness profitably. Similarly, your interest in, and knowledge of sports, will not make you a whiz kid at running a sports venture. Your awesome fashion sense will not make your boutique sell clothes like hot cakes. You will also have to be involved in buying, budgeting, payroll, managing employees, taxes, and so forth. There are many aspects to running an enterprise, and you will be wise not to have any fancy no- tions of making it work on the basis of a cool attitude.

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november 2016 Entrepreneur 69 www.vz.ae 2,500 AED REWARDED REFER A FRIEND AND GET UP TO BY INTRODUCING YOUR FRIENDS TO GET E S TA B L I S H I N G S I N C E 2 0 0 9 +971 4 457 8200 TERMS & CONDITIONS APPLY Harvard Arab Weekend (HAW), an annual pan-Arab conference organized by the Harvard Arab Weekend Committee and Harvard Arab Alumni Association, will be held at the Harvard University campus on November 10-13, 2016. The event provides a platform for MENA startups to showcase their business to a global audience as HAW 2016 hosts the fifth edition of the Harvard Arab Weekend Startup Pitch competition, organized by the Harvard Business School MENA club and the Harvard Arab Alumni Association. Ten pre-selected early-stage startups will get a chance to pitch at the challenge, and compete for monetary prizes up to US$25,000. In its tenth edition, HAW 2016 is themed “Beyond the present; striving towards a brighter future,” and being at its decade mark, its focus is on the Arab world’s future, key challenges that lie ahead, and the catalysts required to make a difference. Divided into six segments on the basis of six themes: arts, healthcare, activism, identity, migration, and development, the event brings together individuals to engage with one another in various forms including panel discussions, keynote speeches, workshops, and networking events. Running across the three days, the workshops and talks cover topics such as building startups in MENA, role of venture capital and private equity in the region, diversifying the economy away from oil, and others. The role of innovation in tackling the refugee crisis also figures as a key theme on the event’s agenda. In line with its objective to empower the youth, the event also features a career fair to connect job seekers to potential employers. Speakers sharing insights at the event include Dr. Dalya Al Muthanna, president and CEO, General Electric Gulf, Tirad Al-Mahmoud, Group CEO, Abu Dhabi Islamic Bank (ADIB), H.E. Hussain Al Nowais, Chairman, Al Nowais Investments, and others. www. harvardarabweekend.com Harvard Arab Weekend invites MENA startups to its pitch competition Ideas welcome MYTH 5 If I work nonstop, I will surely achieve success Working nonstop is not the magic mantra you need to be successful. You have to work smart, and not 24/7. In fact, if you overwork yourself, you are most likely to burn out and have no energy left to take crucial decisions. Just being busy does not give you a healthy bottom line; you have to be busy doing the right kind of things. While you will need to work hard, and there will definitely be periods of seriously intense work, you also need to balance that with good sleep, good food, plenty of movement, and some fun. MYTH 6 If my product is cheap, I will beat the competition This is a very common misconception. Pricing your product aggressively might work in the short run, but if it is not backed by quality, if you do not know how to market it, if the market is not ready for your offering, if you do not invest in your supply chain, if you do not motivate and reward your sales people, you will not succeed, no matter how cheap your product. These are just some of the common business myths that people believe in. There are many more. Ultimately, you have to realize that starting a business is a big challenge. You will need to have a clear business plan that outlines your cash flow. You have to identify your customers, and make sure they are ready to pay the price you have set for your product or service. But you also have to be flexible. Your business plan should leave plenty of room for contingencies. Starting an enterprise is hard work, but if you are ready for it, and have realistic expectations, chances are you will be successful. Step into business with your eyes wide open and enjoy the journey.

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Entrepreneur november 2016 70 What you need to know about building a successful franchise business franchise By Lina El Saheb Cracking the market www.hinthunt.ae Lina El-Saheb set up HintHunt Dubai in November 2013 and has been the Managing Partner of HintHunt Dubai since June 2014. She is responsible for its day-to-day operations, and continuously works on its development, while also being the main point of contact with the franchisor based in Budapest. Lina is a graduate of the American University in Cairo, with a major in Mass Communication, specializing in Public Relations and Advertising, and one course away from a Psychology minor. I t’s been a thrilling journey being the Managing Partner of a franchise business in the UAE, with the process enabling me to learn many lessons on how to ensure success in a competitive market. After all, according to a new study by LinkedIn, the number of entrepreneurs in the UAE has nearly doubled in the past year, turning it into the country with the highest percentage of entrepreneurs in the Middle East. The gov- ernment’s encouragement and support toward startup businesses and SMEs has been one of the many key drivers for the rise of entre- preneurs. My company, HintHunt Dubai, is a franchise business originally from London. Although this type of business model provides an established product or service that may already en- joy widespread brand name recognition, it is crucial to understand the challenges and best practices to ensure a successful franchise business. Here are some of my insights from my own journey: 1. Being an entrepre- neur is not a job; it is a state of mind Before developing a new business, people should understand that entrepre- neurship comes from within, and that it should be part of their life’s philosophy. As a female entrepreneur, I con- sider myself a true believer of the fact that when you love what you do, you will make your business work and succeed. Any business needs a high percentage of dedication, but passion does, if I may say so, 90% of the job. With passion, time and teamwork comes creativity, which will then lead to the business’ scalability. 2. Take risks and strive to be different Taking risks is a feature intrinsic to any entrepreneur. However, it is always good to keep a note and remind ourselves to create value in everything we perform by thinking out of the box. Entrepreneurs have fears too, but it is crucial to believe in the vision of the brand and strive to achieve the competitive edge, whether it’s through the services or through a constant innovation of the product offering. Being different was undoubtedly the reason why I decided to bring HintHunt to Dubai, even though that could have brought some challenges in the early stages, as people couldn’t completely comprehend the new concept. The first challenge of an “escape game” is that people were threatened by the thought that they might not be able to complete the game successfully, and that might lead to frustration. However, with a solid and consistent messaging as part of an integrated marketing and communication plan, HintHunt Dubai has been able to change people’s perceptions. Also, the fact that it is a franchise originally from the UK means the brand is recognized by a significant number of expats, who are willing to experience it with their family, friends and even co-workers. 3. Believe in your brand This step is crucial to de- velop a successful business. Just as important as being

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november 2016 Entrepreneur 71 The Zen Room at HintHunt Dubai HintHunt Dubai to guarantee a solid business strategy, both the franchisor and the franchisee need to share the same vision and have an open door of communication on how to continue developing the brand. passionate, entrepreneurs must believe in their brands, and understand why and how their concepts are bringing and adding value to the community. With HintHunt, we saw the great opportunity escape games brought to the UAE, as they are great alternatives to the mainstream activities such as going to cinemas and malls. Being in a country where indoor activities are highly promoted, this represents one of the many strengths of HintHunt that attracts more people, especially tourists who are eager to search every corner of Dubai. Apart from the entertainment feature, HintHunt is also relevant to corporates as its games are highly engaging, and hence corporates aim at enhanc- ing teamwork through this creative team-building activ- ity. In such a cosmopolitan country, the corporates in the UAE understand the importance of engaging their employees from different cultural backgrounds. Being relevant across different targets, whether they are families, hospitality or even corporates, is key to ensure a sustainable continuity of the business. 4. Franchisor + franchisee = best match In order to guarantee a solid business strategy, both the franchisor and the franchi- see need to share the same vision and have an open door of communication on how to continue developing the brand. As a franchisee myself, I truly believe the chemistry between the different parties highly facilitates communications and that naturally helps in the success of a business. It is crucial to have two-way communication to ensure healthy synergy and support between the two entities. To recreate the brand’s experience across different markets is challenging, and it requires a trained and an experienced team. This is where the franchisors play a vital role in presenting their unique products that guarantee an unforgettable experience, which is consis- tent across their different franchise businesses. 5. Staying ahead of business competitiveness Uncertain economies are dreaded elements for some business people- but you should never give up on your brand, regardless of the obstacles. Opening a business requires caution, but at the same time, it also needs boldness. To stay ahead in any com- petitive market, businesses must always maintain a high standard approach across all stakeholders, whether internal or external to the organization. In addition, team work is another crucial element to ensure a positive synergy between management and its employ- ees. Investing in people and giving them opportunities to grow within the company will reflect positively on the employees’ productivity and customer service as well. 6. Glocalize your messages The term “glocalization” is already known among the business market; however, it is worth underlining the importance of being region- ally relevant to the com- munity where the business is present. Being a franchise originally from London, the opening of HintHunt Dubai was the brand’s first exposure to the Middle East and North Africa market. In order to attract the local community, we understood the importance of conveying relevant messages to our targets not disregarding the overall positioning from global franchise. That is why HintHunt Dubai’s team developed in-house a solid messaging plan tuned into the region’s profile in order to add value to our target audiences. Glocalizing the brand’s messages build a powerful brand narrative that will guarantee a sus- tainable business strategy and also create social value. As you can see from the above, perseverance, vision, creativity and relevancy are four of the top elements that must be intrinsic to any successful business model. It is important to keep track of these features on an ongoing basis, and promote a culture of excellence among the employees, while ensuring their engagement with the company’s vision.

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Entrepreneur november 2016 72 franchise How to bring an international franchise to the UAE By Manish Jeswani Ready for launch Manish Jeswani is the Managing Director of Eaters LLC and Franchise Rights owner of 800 Degrees Neapolitan Pizzeria. Cracking a franchisee deal can be quite intense. One will need to hire a sound legal team to advise on a strong, solid franchise contract, and sign a well thought out Franchise or Area Development Agreement. All of these need checking, re- checking, as franchising can be legally crushing if done wrong. Left to right: Anthony Carron, Sapna Jeswani, Deepak Khushalani, Micky Jagtiani, Omer Ali, Kishen Khushalani, Manish Jeswani, Neelesh Bhatnagar, Ashraf Bahrawi, Rosario Accaria. www.800degreespizza.com M y journey with 800 Degrees has been one of great love, happiness and paperwork. In my career before founding Eaters, I have often signed for franchising great con- cepts from far and wide to introduce here in the UAE. My most recent franchising affair, 800 Degrees, was with the start of my com- pany Eaters, with Anthony Carron’s original concept from L.A., and we have so far introduced five branches of this chain of delectable Neapolitan restaurants to Dubai. But the very first time I be- gan delving into franchising, I was caught off-guard with just the exact steps to take for a successful launch. You start by choosing a brand, understanding it, legally receiving rights, and then working on collating capital. But that’s just the start– there’s much, much more to franchising than what meets the eye. 1. Breathe the brand Choosing a brand simply isn’t enough: you need to know the ins and outs of the brand you wish to open out- lets for. Understand the mar- ket position of the brand; its net worth in terms of social and financial capital; its commercials and marketing strategy. Knowing this not only helps one’s pitch, but also creates a foundation on which one can base one’s own marketing and brand positioning efforts with a regional expertise. Conduct- ing a feasibility study is key, so it is always wise to hire a marketing company to take surveys in order to assess how lucrative the business might be in the region. Also, it is required to negotiate with landlords for commer- cial space, as well as with the brand to be franchised for rights of selected areas along with commercials and development plans. 2. The tough cookie Cracking a franchisee deal can be quite intense. One will need to hire a sound legal team to advise on a strong, solid franchise contract, and sign a well thought out Franchise or Area Development Agree- ment. All of these need checking, rechecking, as franchising can be legally crushing if done wrong. This is the most sensitive part of the endeavor. At this point, one must also have a control on expenses as the legal costing for such an agree- ment can rack up, fast. A lawful contract with all met guidelines from both ends –locally, in the UAE, and in the country of the brand– are essentially the founda- tion on which the business success rests. Locations, concept designs, packaging, local branding strategies, social media handles and operations will all need to be on the table. Once a location is acquired and the concept design is submitted by the franchisor, it is good to hire a qualified designer to work on the detailed design of the brand. 3. Setting up in the UAE Once criteria are met and issues solved and resolved, one needs to collate capital of all sort. Equipment, small ware, packaging and label- ing to be as per required discussed standards need to be bought. Sponsorships and other deals for financial capital need to be executed. Hiring and training human resources as per the brand guidelines is key, and this is when one can synergize efforts with the franchisee brand to create a body of well-trained professionals who live the brand interna- tionally as well as locally. Public relations, marketing and media buying plans must go into order to get the buzz about the new franchise chain out into the local press. Once all of these items are in check, then one is free to run a trial run. Try and try until the trial is successful. Only then is the brand truly ready for a launch. Finally, while the setup of a franchise is a long process, and the work never ends there, it is fulfilling to have one’s name attached to a wonderful concept, that has been tailored to one’s region based on one’s understand- ing of the needs and wants of the hour.

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Entrepreneur november 2016 74 Digital detectives UAE startup Comae Technologies offers digital forensic solutions for law enforcement and enterprises By Sindhu Hariharan ecosystem | who’s got VC | Q&A | STARTUP FINANCE start it up Comae signing a MoU with the Dubai Police Matt Suiche, founder and CEO, Comae Technologies in a panel discussion on cyber security at Dubai Future Accelerators A routine Friday like any other was thrown out of gear for inter- net users in the US and parts of Europe in October when hackers disrupted access to some of the world’s best known and widely used websites such as Twitter, Netflix, PayPal and others. The fact that the outage seemed to have been initiated with simple inter- net-connected devices made it all the more astonishing. Hardly a day goes by without an alert of a new breach in the cyber world, and the is- sue is turning more real with cyber security finding a top spot on any CIO’s agenda. Matt Suiche, founder of the UAE-based Comae Technolo- gies, explains the importance of digital security by drawing attention to the testimony delivered in 1998 by hacker group L0pht to a panel of senators in America. L0pht spoke about how unsafe the use of computers were, and how easy it was for anyone to cause disruptions with it. “Now, almost 20 years later, the risk is still present and almost nothing has changed, even though we [have] witnessed different cycles of innovation,” Suiche says. It is this need for advanced digital forensics capabilities in today’s “smart” world that led Suiche to the UAE in early 2016 to create a forensic product for law en- forcement and enterprises to investigate cyber incidents. Suiche’s interest in the field goes back to his teenage years- reverse engineering Windows kernel (a close- sourced memory manage- ment tool) and figuring out ways to extract information on user and system activ- ity was something Suiche took on as a challenge then. Cracking the process in just a couple of months, Su- iche started presenting his insights at industry confer- ences, and went on to work at The Netherlands Forensics Institute. Suiche became an entrepreneur in 2011 when he started CloudVolumes, an application virtualization company, which he subse- quently sold to US-based software company VMware. Suiche’s current enter- prise, Comae, aims to assist investigators and incident re- sponse teams in the process of managing a cyber-attack. “Every company or govern- ment entity gets hacked, in- cluding the National Security Agency (NSA) and companies like Google,” Suiche notes. “Nobody wants to be the last one to know about their own breach, especially not in the news.” Comae thus works on developing endpoint detec- tion and response software that will help identify threats in both law enforcement and enterprise settings. While law enforcement agencies can monitor system activi- ties and gather memory data using its digital forensic capabilities, enterprises can use Comae’s products to understand the entire trail of how a cyber-attack occurred and mitigate the damage. Comae has another segment as well, which focuses on advisory services thereby functioning as an “active discovery” for its develop- ing products. Given that the enterprise is still finding its feet in the MENA market, it recently launched a range of free cyber security tools on its website, which was aimed at “raising the profile of Co- mae as a company and leader in cyber security technol- ogy.” The strategy seems to have paid off- Suiche reveals that the company saw 1,000 downloads of its offerings after only a few weeks. As an entrepreneur who moved from San Francisco to Dubai, Suiche often gets the question of why he moved from Silicon Valley to here: “I often joke that I moved

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november 2016 Entrepreneur 75 ‘TREP TALK Matt Suiche, founder, Comae What are your tips for entrepreneurs looking to start a business in Dubai? “Make sure to find a free zone that will not bug you with problems from the last century (like not matching signatures), and that delivers quickly. Also, look for a good attorney to draft contracts for you. [In your enterprise], do not dismiss the technical aspect of what you do, or leave it to someone else, especially if you are a student, and you are thinking about starting your own business. Software engineering became its own culture in places like Seattle or the Bay Area for a [lot of] reasons; this provides you a very powerful framework to identify and resolve problems.” IN TERMS OF ECOSYSTEM, HOW WOULD YOU COMPARE DUBAI to San Francisco? “From the way I looked at the Bay Area and San Francisco, it had several limitations as a city, and as an ecosystem, the monoculture, the poor quality of life, the outdated airport. As an ecosystem, Dubai has its challenges, but from a potential point of view, if you have the right ideas, this place has no limits. Dubai is very KPI-oriented, and the decision process on big ideas can be very short and efficient. One of my big prediction for the next 10 to 20 years is that innovation centers will deeply shift to developing countries and be decentralized from main centers like the Bay Area. We are entering in a new cycle, and we’ve already started to see this happen: [cities like] Seattle, London, Berlin, Singapore or even unique poles like Shenzhen, where Apple recently set-up an R&D center and where hardware hacking is as common as software development in the Bay Area, are becoming relevant as global players for innovation.” What’s a MENA-based startup that you think has made a difference to the region? “I’m a big fan of Fetchr. Idriss Al Rifai [founder and CEO of Fetchr] is a smart guy who created a service that makes sense for the region, but you could not achieve a similar goal in the U.S. or in Europe due to the high operational cost that it would represent. Also, the fact that they attracted a foreign VC means a lot for the region and its ecosystem. Every entrepreneur in the region should thank them for that.” “Every company or government entity gets hacked, including the National Security Agency (NSA) and companies like Google. Nobody wants to be the last one to know about their own breach, especially not in the news.” Matt Suiche, founder and CEO, Comae Technologies here for the hummus,” he quips. On a serious note, he explains that think- ing out of the box and having a vision are both important for entrepreneurs, and the UAE ecosystem supports that kind of thinking. “It is also a great hub, and the vision of H.H. Sheikh Mohammed Bin Rashid Al Maktoum is remarkable- you can feel the positive changes every day.” This is perhaps why Comae was quick to apply for the Dubai Future Accelerators (DFA) program, a Dubai government initiative that pairs selected innovative enterprises with government bodies to make govern- ance hi-tech. DFA picked 30 companies from over 2000 applicants, and Comae was selected to collaborate with Dubai Police in tackling cyber investigations. Speaking about the benefits for Comae in being part of DFA, Suiche says, “As a business, it means sitting down with relevant actors and potential clients, and developing a long-term strategy and partnership to solve global chal- lenges.” And Comae’s efforts to gain visibility are already bearing fruits. Comae Technologies and Dubai Police recently signed a partnership to focus on AI-based memory forensics analysis solutions. The agreement goes be- yond the 12-week DFA program, and as Suiche puts it, Comae is building a relationship “where we want to set a standard in terms of law enforcement technologies in the region and globally.” Suiche adds that working with Dubai Police at DFA has been smooth sailing as well. “I was lucky they knew about my prior work even before the program, so both parties are really excited about this collaboration,” he says. “From the daily operations at the Dubai Future Accelerators, to the Chief Commander, everybody has been very helpful and motivated on making this agreement happening- everybody is very pleased by how fast we are moving.” Entrepreneurs working on new solu- tions for safety of cyber space often face hurdles associated with a dense and saturated market, making it difficult for startups to capture industry or investor interest. According to a 2016 CB In- sights study on investment trends in cy- ber security, even as five out of the nine “unicorns in cyber security” reached more than US$1 billion valuations in 2015, and though the category is still considered “hot,” funding has since slowed down. The Middle East market is no different, with large investments in this space being rare. However, Su- iche believes that given the “ambitions of the country” and tendency to rapidly adopt advanced tech, “heavy invest- ment in cyber security including R&D, products and solutions” are likely over the next five years. And will Comae vie for this funding? Suiche says there are no plans to “do any funding rounds at the moment,” and agrees with the view that, while capital is key to develop products, smart money, which comes with investors who are seasoned entre- preneurs and great advisors, is better. In terms of challenges for his enter- prise, Suiche declares access to talent as being his biggest issue. “I initially thought this would only be a problem for Windows kernel developers, but this also seemed to be a problem for full stack developers,” he says. While Comae’s team of four may come across as small in conventional terms, the startup does have the benefit of having global partners, with Suiche believing that “talent is borderless” in a digital world. I ask Suiche if a program such as DFA, which has global enterprises working alongside regional startups, helps bridge such ecosystem gaps, and he agrees that potential collaborations can keep the community “running and evolving.” As for Dubai’s entrepreneur- ial ecosystem itself, Suiche predicts a change in the startups it produces very soon. “The model where successful startups in the region just had to rep- licate existing models in e-commerce, etc. is coming to an end,” Suiche says. “Dubai is entering in a new cycle, where innovative solutions will emerge from here.”

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Entrepreneur november 2016 76 Catching ‘em young BizWorld UAE wants to prepare MENA’s future generations for their entrepreneurship journey By Sindhu Hariharan ecosystem | who’s got VC | Q&A | STARTUP FINANCE start it up > The MENA education market is forecast to be worth US$230bn by 2020, and the public sector holds 54% of the market > Education expenditure in the region is above the global average > Education figures as a key priority post the Arab Spring in 2011 > The region enjoys favorable demographics > No other program similar to BizWorld currently exists > Key skills that BizWorld’s programs can develop in children: innovation and creativity, problem solving, curiosity, self- confidence, resilience, industriousness www.bizworlduae.org Stats don’t lie Making the case for BizWorld in the MENA region A scene from a BizWorld program E arn good grades and build an enviable resume- these are what most parents expected of their kids for a long time now, with nurturing entrepreneurial tendencies in children tak- ing a back seat of sorts. But today, the value of encouraging a child’s hustler side start at a much earlier stage in life is clear to see, as the ambition of be- coming an entrepreneur becomes more and more common among millennials. Silicon Valley-based social enterprise BizWorld.org took this up as its mission as early as 1997, and it has since been teaching elementary and middle school children (ages 7-15) across the US and in 100 countries around the world about running a business, with an aim to “empower children to become 21st century thinkers by awakening their entrepreneurial spirit.” Spearheading BizWorld’s entry into the MENA region is Helen Al Uzaizi, who, after over a decade-long career in the marketing and communications industry, has now taken up community development and entrepreneurship as a cause. After brainstorming on starting an initiative that combined her passion to grow entrepreneurship and education in the region, Al Uzaizi stumbled upon BizWorld’s programs, and considered them to be ideal partners to implement her vision for the region. BizWorld UAE, a social enterprise that is a part of Future Entrepreneurs group, aims to develop creative thinking and problem solving skills among the student com- munity, along with building traits such as resilience and self-confidence. “I was interviewed by the BizWorld group, and I had to share the plan and potential of the Middle Eastern market, as they had never operated here before,” recalls Al Uzaizi. “We had to look into the vi- ability of Arabizing and localizing the content to meet the needs of the MENA region.” Launched in July 2016 and head- quartered in Dubai, BizWorld UAE has already implemented a pilot program in Jordan, and programs are also under- way in a private school and the Abdul Hameed Shoman Foundation in Jordan. Other projects in UAE, commencing in January 2017, are also on the cards. Al Uzaizi admits that while many schools have begun to introduce entrepreneur- ship as a subject to their students, the changes are happening in an “unstruc- tured way without a long-term plan. The programs that are being used only touch upon a very small part of the cy- cle and journey, and do not focus on the core behavioral and technical skills,” she notes. In contrast, BizWorld UAE is structured to integrate entrepreneur- ship into schools in a holistic manner, which involves training teachers as well. The organization will run project- based courses for children including entrepreneurship programs of 12-15 weeks duration, a comprehensive 60- hour program that introduces kids to concepts such as setting up a business, marketing, coding, and launching a product, among others. The programs can either be integrated into other sub- jects in the curriculum, or also be of- fered as extra-curricular workshops and camps. “They [students] are immersed in the experience, learning to creatively come up with an idea, work in a team, know their strengths, manufacture a product, raise money, give up equity in exchange for money, and the other basic principles that surround entrepreneur- ship.” According to Al Uzaizi, assess- ments reveal that children finishing the program are found to develop team skills, responsibility and accountability, understand company framework, and also improve their presentation and soft skills- critical skills which they can take on to their adulthood. “No matter what career path they choose, they will grow up to become well-rounded individuals prepared to take on professional and personal challenges,” she says. The venture now aims to expand to Egypt and Saudi Arabia, and Al Uzaizi

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november 2016 Entrepreneur 77 The road to resilience How an executive coach can help you lead in challenging times By Martin Braddock ‘TREP TALK Helen Al Uzaizi, CEO, BizWorld UAE Q What have been your biggest lessons learnt as an entrepreneur? A “It has definitely been a challenge establishing a new business, but one that has taught me many things along the way. The term entrepreneurship is tossed around like it’s a simple decision; follow your heart, forget employment, and just be an entrepreneur. Truth is, it’s not that easy. Setting up a company, the right way, has a lot of details that we don’t realize exist until you get in the middle of it. It takes patience. There will be days when you want to quit, but you have to remain persistent. If you believe in it from the bottom of your heart, you’ll keep going no matter what happens because you hold yourself accountable at the end of the day. If you’re in it for the wrong reasons, you’ll give it up because it is tough. This is one important takeaway for me, and should be for all entrepreneurs- if what you are doing is aligned with your values and is something you believe in, then your persistence and hard work will pay off.” Martin Braddock is an Associate Director of Performance Development Services (PDSi) based in Dubai. He has over 25 years senior management experience within international blue-chip and privately-owned fast growth organizations. Braddock coaches throughout the MENA Region across a range of sectors including financial and business services, healthcare, manufacturing, energy, automotive and engineering services, pharmaceutical, and retail. Braddock holds a Diploma in Advanced Executive Coaching accredited by The International Coach Federation. claims to already have interest from both countries for their programs. Though self-funded currently, BizWorld UAE has investments in the pipeline secured by friends and family. “We will look to raise money to further expand in the region down the line,” says Al Uzaizi. With industry and education partners such as Aramex, Entrepreneur Middle East, Bishop School, Abdul Hameed Shoman Foundation, and other organizations in Jordan, BizWorld UAE is focused on its objective to provide children “the opportunity to explore beyond the traditional boundaries for their future.” A ll organizations face challenging times in their lifecycles. Rarely in the commercial world are the “fertile waters of growth and development” calm and tranquil. That’s the organization though- but what about you, the individual, who may be leading that organization, and responsible for guiding the ship through these troubled waters? As the captain of the ship, you may also need the powerful combination of support, encouragement and challenge to assist in your navigation. But where can you get this backing from? As the leader of the business, aren’t you expected to deal with all the challenges and obstacles that can emerge? Well, yes, of course it’s the leader’s role to lead, but securing the ear of an independent coach can prove really beneficial in helping you to navigate “unchartered waters.” Most of us (at times) can find our daily challenges overwhelming. It’s how we face, address and manage these challenges that distinguish the leaders from the followers. A great deal has been written about stress management in response to the emotions an individual can experience in difficult times. This has included the utilization of coaching to highlight methods such as suppressing feelings (not always a healthy strategy), reframing, where a different perspective can help realize a new approach to a difficult problem, and of course (the increasingly popular) mindfulness, where a coaching conversation can bring people into the moment, rather than focusing their thoughts on regrets from the past or worries about the future. These are all very credible (and where used appropriately), useful methodologies. However, additionally and perhaps more importantly, from a practical viewpoint, the leader’s ability to be resilient is becoming ever more significant in particularly challenging times. Being resilient is a critical quality at such times. Resilience helps you to cope more effectively with uncertainty, enabling you to bounce back from physical and emotional stress, absorb high levels of constant change, and remain effective, adjusting positively to the inevitable disruptions in life. Your mindset will be a primary factor in your resilience profile, of which there are three critical elements. These are: 1. Optimism A favorable view of a situation, expecting a positive outcome. 2. Attitude The way a person views something and behaves towards it, including openness, flexibility, self-care and well-being. 3. Awareness The ability to understand yourself with regards to behaviors, thoughts, emotions, skills, strengths, weaknesses, traits, and issues. Working with a coach can help you identify ways you practice constructive behaviors and attitudes, providing you with an opportunity to think seriously about yourself and help uncover areas in which to focus on to build your own resilience. This includes specifically taking action in terms of seeking help and support to discover or search for assistance, generating and exploring options to identify and investigate possible approaches, solutions or outcomes and taking action to resolve problems, reduce obstacles, decrease negative impact, reach goals and positive solutions. And remember, no matter how resilient you may think you already are, a sounding board in the form of an executive coach may be able to support you in your navigation through the aforementioned “fertile but turbulent waters.”

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Entrepreneur november 2016 78 ‘TREP TALK Geet Bhalla, co-founder and CEO, HolidayME.com ON THE ECOSYSTEM “I think the MENA ecosystem has started maturing well. There are a number of smart investors who are looking at the right investment oppor- tunities, which align with the market requirements. E-com- merce in the region is growing phenomenally, so the market opportunity is not in question. It is more about the execution capabilities, differentiation and traction. With this in mind, investors will be investing in teams that will build compa- nies of the future.” “We got funded!” Startups showcase HolidayMe.com raises US$7 million in funding DTEC to host its 2016 edition of The Entrepreneur Day in November ecosystem | who’s got VC | Q&A | STARTUP FINANCE start it up A scene from DTEC’s TED 2015 Digvijay Pratap and Geet Bhalla, co-founders, HolidayMe.com image credit holidayme.com A ccording to the 2015 research findings of the firm Pho- cuswright, the Middle East travel industry is expected to rise to US$98 billion by 2017. This is the market that online travel portal HolidayME.com is tar- geting, and to its credit, it’s been gaining traction stead- ily, and catching the atten- tion of investors. In a Series A funding round, HolidayME. com has raised $7 million from a variety of investors, which consisted of U.S. VC firm Accel Partners, Saudi Arabia-based F&C Overseas Investment and former in- vestor Al Sanie Group, which had invested $4 million in the enterprise in 2015. The startup can be seen as one of Accel Partners’ entry points into the MENA market, as its previous investments include Silicon Valley companies such as Facebook, Dropbox and Spotify. In a statement, Prashanth Prakash, Partner at Accel Partners, comment- ed that it was the startup’s focus on “building a person- alized customer experience platform” that makes it well poised towards capitalizing on the MENA’s future travel market. Founded by Geet Bhalla and Digvijay Pratap in 2014, Hol- idayME.com is available in both English and Arabic and offers customized travel ser- vices and curated itineraries for holidays, hotels, flights and activities, integrated with customer reviews from TripAdvisor. On deciding its valuation, Bhalla explains that they looked into the cur- rent traction and gross mer- chandise value, the tech and differentiators, market size opportunity and the team. “A lot of good money is chasing good startups,” says Bhalla, on how they determined which investors to seek. “But it is important to go beyond money and understand how an investor can add value in the long run.” He notes the benefits of having investors like Accel Partners “who are very adept at providing the technology and busi- ness expertise” with their experience from numer- ous startups, as well as the advantage of having regional investors who could “help open doors for conversa- tions to expand our business across the GCC”- all of which are important attributes to their future growth plans. The process The funding process started at the end of last year, with Bhalla saying that it took about 5-6 months to com- plete, noting the relevance of having structure and schedule through the course. “It includes convincing the investors of the overall vision of the company, current trac- tion and how it can be scaled for the future, technology de- velopment, the team and its execution capabilities,” re- calls Bhalla. Once the inves- tors were convinced, getting the standard paperwork and agreements together took about 2-3 months, resulting for the entire procedure to take 5-6 months. What happens next The CEO explains that it’s all about using the funds across multiple areas of the business, particularly in enhancing their technol- ogy, acquiring customers, expanding regionally and making strategic hires as part of their 12-month plan. Dubai Technology Entrepreneur Center (DTEC), the tech entrepreneurship arm of Dubai Silicon Oasis (DSO) is back with The Entrepreneur Day (TED), its annual flagship startup conference that brings together entrepreneurs, investors, and other business leaders. The event, to be held on November 16-17, 2016 at DTEC, expects to welcome around 500 attendees, and plans to address topics such as funding, success stories, corporate-startup partnerships, etc. Aiming to provide exposure to business ideas of the tech startup community (regardless of their location), TED plays host to DSO’s annual pitch competition, which offers cash prizes up to US$10,000 and free incorporation and incubation support in DTEC for the winners. In a first for the event, TED 2016 will extend to a second day to include workshops for entrepreneurs. TED also makes space for a startup showcase area for businesses to exhibit and network, and startups shortlisted to pitch also get a free showcase space at the event. www.dtec.ae/ted16

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13-14 DECEMBER 2016, RAS AL KHAIMAH Register at www.rakfif.com | #RAKFIF ARRIVE... CONNECT… CAPITALISE…. SUPPORTED BY OFFICIAL MEDIA PARTNER RAK Media Office Government of Ras Al Khaimah STRATEGIC PARTNERS SILVER SPONSORS BRONZE SPONSOR H O ON SME ENHANCEMENT PARTNER CONSULTING PARTNER No.1 SME Platform OFFICIAL TRADE MEDIA PARTNERS MEDIA PARTNERS SUPPORTING PARTNERS FORUM HIGHLIGHTS HIGH-LEVEL EXPERT SPEAKERS Gain first-hand information and knowledge from our expert line-up of speakers on investment projects that are underway and planned within the Emirate UNDER THE PATRONAGE & WITH THE PRESENCE OF HH SHEIKH SAUD BIN SAQR AL QASIMI, SUPREME COUNCIL MEMBER & RULER OF RAS AL KHAIMAH Bringing investors and financiers together with key RAK entities to explore real investment projects and venture opportunities in the Emirate SECTOR SPECIFIC BREAKOUT SESSIONS Targeted discussions on key economic sectors: Infrastructure Development – ports, airport, utilities Manufacturing & Production Hospitality, Tourism & Real Estate UNPARALLELED NETWORKING Mingle with key officials and executives from local government and private sector entities in Ras Al Khaimah as well as with regional and international senior level industry practitioners, financiers and investors DEDICATED ONSITE EXHIBITION Meet local entities showcasing the best of RAK’s investment offerings SITE VISITS Gain an even greater perspective of all that Ras Al Khaimah has to offer by participating in site visits to selected locations Quote code BNCRKF16 for your free entry pass before 21st November

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Entrepreneur november 2016 80 Virality matters Startup Kasra wants to create Arabic content that trends on the internet By Pamella de Leon ecosystem | who’s got VC | Q&A | STARTUP FINANCE start it up www.kasra.co 1 Dennis, E. E., Martin, J. D., & Wood, R. (2015). Media use in the Middle East, 2015. Northwestern University in Qatar. Retrieved from www.mideastmedia.org A study conducted by the Northwestern University in Qatar, which polled more than 6000 respondents in six Arab nations in 2015, indi- cated that nationals in these countries are increasingly interested in accessing Arabic content online (93% in 2015, compared to 80% in 2013), with online English content finding less favorability among them as well (33% in 2015, compared to 41% in 2013)1. It is this need for Arabic content that ignited Kasra’s inception- founder Nawaf Felemban says the Arabic web- site aims to “empower Arabs to be nar- rators of their own stories by publish- ing compelling content that readers will want to share.” Though there is Arabic content already available on the web, Felemban says that “what does exist is niche, intended for some, but not for all. This lack of content makes people feel alienated from the Arabic internet- and do not see the value of expressing themselves in Arabic.” With that being the case, Felemban explains that Kasra was built with the purpose for Arabs to find “relevant and engaging stories” that speak to them. Launched in May 2014 and currently in growth stage, Kasra is headed by founder and CEO Nawaf Felemban who describes himself as an engineer- turned-management consultant. Originally from Jeddah, Felemban had stints in Boston as an engineer develop- ing advanced algorithms for radar tech, as well as advising CEOs and ministers on education and healthcare reform at McKinsey & Company in Dubai. He was also one of the authors on a 2011 report on the state of Arab youth E4E: Realizing Arab Youth Potential pub- lished by the IFC/World Bank. With its headquarters in Dubai, the startup also has offices in Riyadh, Jeddah, Cairo, Amman and Gaza, and its user base ap- peals to the young and old alike, while also boasting of clients in the FMCG, e-commerce and automotive sectors, among others. Looking at the usage of Arabic content online, an intriguing aspect that Northwestern University’s study found when they looked at the 50 most popular websites was that, Egypt and Saudi Arabia ranked the highest for having popular websites with Arabic as its primary language. As a result, it’s easy to see why these two countries account for Kasra’s top markets right now. Building the startup, the team be- lieved (and still do) in the lean startup approach: “We started with a MVP to launch quickly into the market, with the objective of validating critical busi- ness hypotheses that we made about the market. Once we validated those hypotheses, we started collecting data in terms of user feedback, behavior and engagement to learn more about what makes a good product.” Felemban as- serts that this philosophy would enable them to “never leave the testing phase,” and be in constant pursuit to learn about their users. As for its source of funding? “Venture capital,” Felemban says, opting not to disclose other de- tails of its financials. As for its business model, the team decided to pry away

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november 2016 Entrepreneur 81 ‘TREP TALK Nawaf Felemban, CEO and founder, Kasra What should businesses keep in mind when it comes to working with online Arabic content? 1. Building a non-tech based content business is outdated and relies on subjective, stereotypical views of users. 2. Businesses should think of themselves as content developers not a website vs a YouTube channel, etc. Platforms change rapidly and publishers must evolve as fast as platforms do. 3. Embrace native editorial advertising and leave display advertising behind. We are seeing business fall apart now because display advertising is starting to slow down. What are your tips for starting a business in the MENA region? 1. Make sure you are passionate about the idea and go all in. Don’t run a business on the side. 2. Be in a constant mode of learning. 3. Focus- in this region where opportunities are plenty, we could be tempted into doing everything at once, and thus, start to lose focus of what truly matters. Besides funding, what is lacking for startups in this region? Seasoned mentors. We’ve seen an increased number of mentors for startups, however, many of them come from academia or big industry. These mentors may have the academic or traditional knowledge, however, many times that knowledge is not relevant in the startup environment. The ecosystem needs mentors who are founders or have experience working in startups. Nawaf Felemban, CEO and founder, Kasra Kasra team from display advertising, avoiding the negative impact it would have on user experience as well as its ineffectiveness for advertisers and brands. Instead, the startup decided to “pioneer Arabic native advertising, where ads are crea- tive editorial that delivers value to the reader and the advertiser. Our broad presence and deep understanding of lo- cal markets allow us to target the entire Arabic speaking market. We work with brands on regional companies as well as hyperlocal ones.” It’s an exciting time for the startup right now, as the demand for Arabic content is currently very high. It’s quite a turnaround from when they launched- Felemban says Arabic con- tent wasn’t a “hot topic,” especially among the investor community- he recalls that they met naysayers who didn’t believe Arabic content would be successful. Another difficulty for the startup was finding creative talent- the region had abundant journalists, but Felemban says that the market “pro- vided little opportunity for creative talents to hone in their craft.” Recog- nizing the gap, Kasra sought out raw talents themselves and train them. Despite their initial challenges, the team “continued to pour our energy” into Kasra. “This taught us that if we believe in something, then we must work hard and persevere for us to real- ize our dreams.” With the current demand for Arabic content, there’s several startups vying to bridge that gap. During a talk on building a startup at Tomouh Sum- mit 2016 in Dubai, Felemban asserted Kasra’s strategy to vary from tradi- tional mediums and style of creating Arab content. He noted how consumer habits have changed, and English- based content has “evolved with every generation to stay relevant,” yet the Arabic sphere in this regard had stayed stagnant. Kasra’s strategy stems from understanding how their readers consume content and engage with others, with even an “intelligent tech-based platform” in the works to allow the team to understand user behavior, interests and affiliations. “To break the cycle of stag- nant Arabic content, Kasra has launched a website where Arabs can find stories that are relevant and engaging,” Felemban says. “Content becomes accessible when it is written in accessible language that everyone can understand. And in today’s global world where content is at your finger- tips, content must be engaging. For example, we understand and recognize that in our daily lives, we communicate in dialect, therefore we encourage our writers at times, to write in dialect if it could better communicate the emotion intended by the piece.” As for the future of Arabic content, Felemban remarks on a “revolution in video content” happening with Telfaz11, a YouTube production studio startup in Saudi Arabia, but none so far in the realms of non-video content. The next big thing though? Integrated content, Felemban says. “Today, we segment content into text, video, audio, print, etc. Going forward, we will see con- tent that is agnostic of format. The user today tries to experience content using different format by seeking the same topic across different formats. Publishers have a role in providing that rich experience in one place.” And for Kasra’s future timeline? On a short- term level, Felemban says it’s all about continuing to pilot their advertising offerings with top brands in the region, while on a long-term level, Felemban states that they would continue to invest in tech and expand their content verticals. “We often joke and say we want to ‘unite the Arab world one cat picture at a time.’ Our goal is to break the status of Arabic media by becom- ing the first large-scale publisher of viral Arabic content, on a safe platform where everyone feels welcome. Along the way, we hope to inspire [the] youth to express opinions, thoughts and creativity.”

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Entrepreneur november 2016 82 Nurturing innovation To advance Qatar’s tech ecosystem, an investment in human capital is needed By Dr. Maher Hakim ecosystem | who’s got VC | Q&A | STARTUP FINANCE start it up Dr. Maher Hakim is a sought-out expert and educator in technology innovation and entrepreneurship, entrepreneurship financing, venture capital, and mergers and acquisitions in the tech industry. He has been recently appointed as Managing Director of Qatar Science & Technology Park, Qatar’s primary accelerator and incubator for technology development, also part of Qatar Foundation Research and Development. Before assuming his most recent role, Dr. Hakim was an Associate Professor of Entrepreneurship at Carnegie Mellon University Qatar (CMUQ) and head of CMUQ-Al Faisal Innovation Entrepreneurship Center. Qatar Science & Technology Park T hrough its nu- merous affiliate organizations, Qatar Founda- tion is making a significant impact in the technol- ogy and research development sector in Qatar. Thanks to the extensive research being conducted by a number of its institutions including, but not limited to, Qatar Computing Research Institute, Qatar Environ- ment and Energy Research Institute, Qatar Biomedical Research Institute, Carnegie Mellon University Qatar, Texas A&M Qatar, and Weil Cornell Medicine in Doha, Qatar has arguably become the most progressive and largest technology hub in the region. Largely funded by the Qatar National Research Fund, the research being carried out is advancing the local technol- ogy sector, while address- ing many local and global challenges. Although our researchers are making tre- mendous progress in further developing the technology and research development ecosystem in the country, figuring out how we can turn our investment in research and technology development into tangible products and services for the benefit of the wider community remains a challenge. If we are to make a sig- nificant social and economic impact from our investment in technology research, it is crucial for Qatar to continue to advance its local tech- nology ecosystems while integrating into the regional ecosystem. Emphasis needs to be placed on encourag- ing the private sector and entrepreneurs to not shy away from risk-taking, but to rather branch out from tra- ditional service-based sec- tors such as transportation, retail, education, healthcare, and finance, and tap into the product-based and solution- based sectors. We must make it our prior- ity to challenge industry and thought paradigms that are resistant to change and hinder risk-taking. It is our responsibility to encourage our future leaders to forge a new path and to actively seek out solutions to local challenges through techno- logical innovation. Having recently taken on the role of Managing Direc- tor of Qatar Science and Technology Park (QSTP), it is a great honor for me to be part of an organization that aspires to lead on technology entrepreneurship in Qatar and the wider region. QSTP actively explores new routes to advance technological growth in the non-tradition- al sectors. As the main con- tributor to the innovation entrepreneurial ecosystem and an applied technology enabler in Qatar, QSTP in- tends to help with economic diversification and boosting homegrown technologies, as well as investing in human capital that benefits Qatar and the rest of the world. I believe that being adaptable, while remaining focused on our vision, is the key to our success, enabling us to further drive the success of our resident companies, programs, and the local and regional ecosystems. Investing in human capital is key to addressing the challenge of translating our technology and research development into tangible products or services that have a positive impact on society. This means going be- yond the traditional science and technology education into educational and men- torship programs to create know-how in all aspects of product development, inno- vation entrepreneurship, and creative collaboration. I have had the privilege of seeing the support Qatar Founda- tion offers youth in Qatar, and how they are encour- aged to be creative, inven- tive and entrepreneurial. The educational institutions within Education City are encouraging our future lead- ers to forge a new path and to actively seek out solutions to local challenges through technological innovation. Youth in Qatar –both local and expats- are our future leaders and the change agents who will one day be responsible for advanc- ing the nation and region through their innovation in entrepreneurship and re- search development. Nurtur- ing a creative environment that encourages youth to be both adaptable and innova- tive in the ever-changing technology ecosystem, will inspire them to proactively address local and global challenges through advanced technology and research development solutions that are far-reaching.

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