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#ComeTogether How to attract, empower, and inspire the right team november 2017 | www.entrepreneur.com/me | UAE AED20 9 7 7 2 3 1 1 5 4 1 0 0 8 > A tale of triumph ambareen musa Fresh off a US$10 million Series B raise, the founder and CEO of Souqalmal is making the most of her enterprise’s momentum Evolving an industry Eureeca co-founders and co-CEOs Sam Quawasmi and Chris Thomas The equity crowdfunding enterprise is proving a point by raising US$400,000 on its own platform as part of a $5 million Series A round Delivering through discipline Salem Rashid Al Noaimi The art of investment -as explained by a seasoned player in the MENA space MD and CEO, Waha Capital

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november 2017 Entrepreneur 3 CONTENTS november 2017 56 Cadillac Middle East Managing Director Christian Soemmer on how his 115-year-old brand is still making waves around the world 20 20 innovator: Evolving an industry Equity crowdfunding portal Eureeca is proving a point by raising US$400,000 on its own platform as part of a $5 million Series A round. 26 INNOVATOR: Delivering through discipline Salem Rashid Al Noaimi, MD and CEO, Waha Capital The art of investment- as explained by a seasoned player in the MENA space. 32 INNOVATOR: On route to the future Dirk Ahlborn The co-founder and CEO of Hyperloop Transportation Technologies is accelerating innovation. 36 INNOVATOR: A tale of triumph Ambareen Musa Fresh off a US$10 million Series B raise, the founder and CEO of Souqalmal is making the most of her enterprise’s momentum. 60 INNOVATOR: The connoisseur Basil Al Salem The founder and CEO of Gastronomica on building (and scaling) a F&B brand out of Kuwait. 70 START IT UP: ECOSYSTEM The (right) formula to cultivate entrepreneurial talent Sheraa General Manager Najla Al Midfa on the lessons she learnt in the road to building a startup ecosystem in Sharjah. Sam Quawasmi and Chris Thomas, co-founders and co-CEOs , Eureeca

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Entrepreneur november 2017 10 CONTENTS november 2017 Fresh off a US$10 million Series B raise, Ambareen Musa, founder and CEO of Souqalmal, is making the most of her enterprise’s momentum 36 32 Hyperloop Transportation Technologies co-founder and CEO Dirk Ahlborn is accelerating innovation 56 ‘TREPONOMICS: PRO Leading the way Cadillac Middle East MD Christian Soemmer on how his 115-year-old brand continues to make its presence felt around the world. 68 MONEY: ASK THE MONEY GUY Seal the deal Lumina founder and Managing Partner George Traub on five ways to better your business’ chances at a successful exit. 72 START IT UP: WHO’S GOT VC Restaurant management SaaS startup Foodics and insurtech startup Democrance on their latest early-stage funding wins. 52 CULTURE: LIFE This ain’t no joy ride Iman Ben Chaibah, founder, Sail Publishing, and Editor in Chief, Sail Magazine, shares 10 things you should know before uprooting your life to become an entrepreneur. 80 START IT UP: Q&A Digitizing payments Having made its impact felt in Kuwait, Ajar Online is now gearing up to take its platform to the rest of the GCC. 48 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.

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Entrepreneur november 2017 12 CONTENTS november 2017 42 ‘TREPONOMICS: PRO Talent knows talent Talentera’s Muhammad Younas offers seven ways to make your employee referral program work for you. 66 MONEY: VC Viewpoint Show me the money! Careem’s VP of Corporate Development Zach Finkelstein on the six key factors that can help attract investors for your startup. 64 MONEY: ASK THE MONEY GUY Making it big Hasan Haider, Partner, 500 Startups, offers ten tips for first-time entrepreneurs to better their startup’s chances at securing funds. 54 ‘TREPONOMICS: SKILLSET #ComeTogether Benjamin Ampen, Head of Revenue at Twitter MENA, on attracting, empowering, and inspiring the right team. 50 ‘TREPONOMICS: ESQUIRE GUY Write till you talk The Esquire Guy on how to find your authentic voice on social media. 46 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. 47 BlackBerry KEYone, fully Android, with access to over a million apps on Google Play 82 Noor Shawwa, MD, Endeaovor UAE Salem Rashid Al Noaimi, MD and CEO, Waha Capital 26

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60 YEARS OF ADVENTURE AND DISCOVERY

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Entrepreneur november 2017 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 MANAGING EDITOR Tamara Pupic STARTUPS SECTION EDITOR Pamella de Leon COLUMNIST Sindhu Hariharan COLUMNIST Tamara Clarke EVENTS LIAISON Mark Anthony Monzon PO Box 502511 Dubai, United Arab Emirates P +971 4 4200 506 | F +971 4 4200 196 For all commercial enquiries related to Entrepreneur Middle East contact sales@bncpublishing.net All rights reserved © 2017. 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 International Printing Press ippuae.com Images used in Entrepreneur Middle East are credited when necessary. Attributed use of copyrighted images with permission. All images not credited otherwise Shutterstock. Najla Al Midfa Benjamin Ampen Iman Ben Chaibah Fida Chaaban James Clear Zach Finkelstein Hasan Haider Ross McCammon Christian Soemmer George Traub Muhammad Younas 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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HONORING INTERNATIONAL ACHIEVEMENTS IN KNOWLEDGE DUBAI WORLD TRADE CENTRE NOVEMBER 21 Knowledgeaward.com Winners will be announced at the Knowledge Summit 2017 knowaward KnowAward

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Entrepreneur november 2017 16 EDITOR’S NOTE Aby Sam Thomas Editor in Chief @thisisaby aby@bncpublishing.net Stand down Entrepreneurs, you are entitled to nothing E very now and then, I get stopped by someone – both literally and figura- tively- who asks me, often in a rather accusatory manner, as to why I haven’t re- sponded to an email that they sent to me. This can sometimes happen in real life, at an event or some other sort of gathering, or even on social media, where I’m jolted sometimes by a PR professional asking for feedback on a press re- lease, or other times, an entrepre- neur demanding why they haven’t been featured in the publication yet. Now, I understand the need (and importance) of following up on things- it’s often a critical step in getting things done in the real world. But let’s take a step back here: is whatever you are chasing up on really worth a follow-up? For instance, here are a couple of situations I come across in my day-to-day life as an editor: does that generic press release that you shot out to all your media contacts really need you to call up each one afterward asking “if it is going to be published?” Or, for that piece you wrote, which is clearly not in line with the publication’s style and tone, do you really need to ask the editor as to why it hasn’t gone online yet? Surely, you know that editor is busy and has a limited number of resources- so, what makes you so special that everything else be dropped and you be taken on as the first priority on the to-do tasks list? And, oh, let’s not forget the repeated requests from the often young, budding entrepreneurs (who are only just starting out on their businesses) asking/demanding to be featured in (or worse, be on the cover of) the magazine: really? Are you really that confident about the prospects of your company you’ve only just began- after all, we’ve had much “bigger” individuals with stronger backgrounds and deeper pockets announcing ventures that have ended up floundering in the market. So, for all of you who wonder why your press release hasn’t got a response from an editor, or why your pitch deck has been ignored by an investor, or in general, why your plea for help has gone ignored, here’s what a well-meaning friend (with a penchant for no-nonsense- quips) once told me: “You’re not entitled to anything. The world owes you nothing.” For the record, I know that my friend is not the one who originally made this statement, but regardless, in my opinion, this is a paradigm that should essentially be drilled into everyone’s heads, but especially so, for entrepreneurs. Listen up, ‘treps: you are never going to gifted anything on a silver platter; you’re going to have to work hard for everything you want or dream about. Don’t expect anyone to drop everything they have on their hands to help you out- trust me, they have enough on their plates already, and so, no, they are not obliged to do you a favor, for any reason whatsoever. So, when you follow up, when you chase up on something, consider who you are approaching, and please, don’t be arrogant about whatever it is you are doing. You might have not got a response because maybe the pitch was too weak, or maybe what you were offering was not up to stan- dard, or yes, maybe it was simply not interesting enough to warrant a reply. What you need to do is figure out what was wrong, how you can make your offering better, and, quite simply, keep at it- you’ve got to hustle, and earn everything you want. You are entitled to nothing.

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Entrepreneur november 2017 18 A rab Angel Fund has announced raising US$15 million for its flagship Arab Angel Fund I (AAF I) thereby closing its target of $25 million, and also being oversubscribed in the process. According to a statement, the investment was raised from 65 private family offices and high net worth individuals (HNWI) belonging to the GCC and larger MENA regions. As a mandate, AAF in- vests in venture-backed early- stage technology startups in North America, and supports the entry and growth of these ventures in MENA and GCC, as part of their expansion plans. Speaking about the specific avenues that AAF I is likely to look at going forward, General Partner and MD Omar Darwa- zah says that while the Fund is “sector agnostic and stage- focused,” four key themes that have emerged in the last 12 months are connected health- care, Software-as-a-Service (SaaS), fintech, and Direct- to-Consumer sectors. “On the short-to medium-term, I ex- pect the Fund to deploy more capital along these investment themes. The team and I are encountering impressive early- stage companies in blockchain, applied artificial intelli- gence, robotics, healthcare and e-commerce,” he says. “We will continue to invest in companies which we feel have disruptive capabilities to their respective industries and especially those which have commercial relevance in the MENA/GCC regions.” Having said that, he says the AAF team will continue to be on the look out for emerging technologies, and deploy funds in those that have massive growth potential. With the firm’s partners and advisors comprising of former diplomats, international busi- ness executives, fund manag- ers, and others from Egypt, Jordan, Lebanon, Morocco, Saudi Arabia, Kuwait, Turkey and the UAE, AAF is able to provide expertise and experience in a variety of sectors, and thus helps its portfolio companies enter emerging markets in the MENA region through joint ven- tures, IP licensing, and other modes. “The Fund is bridg- ing Middle Eastern capital to the US venture ecosys- tem and imports the commercially viable and applicable tech- nologies back to the region,” Darwazah explains. “While the Fund does not invest in regional startups, the team and I believe that bringing the most cutting-edge and innova- tive technologies from Silicon Valley and North America in general will add significant value to the MENA/GCC tech ecosystem as well as the broader population,” he adds. In a statement on the fund- raising, AAF General Partner and MD Kyle Hendrick added, “We are excited to report that our flagship fund was oversub- scribed after receiving strong interest from individuals, family offices and HNWIs from across the region. The over- subscription is a testament to the growing demand from the region for early-stage venture investing in North America as well as an interest to diversify in to an asset class which in- vests in cutting edge technolo- gies.” Since its first close in September 2016, AAF I has already invested in close to 50 startups along with US-based VC firms and accelerators in- cluding New Enterprise Asso- ciates, Andreessen Horowitz, Y Combinator, GE Ventures, and Microsoft Ventures, among others. Darwazah says AAF helps these enterprises “localize their product and services,” and assists them in navigating the nuances associated with the regional markets by connecting them with prominent HNWIs and family offices in the region. With regard to the current fundraising round, Darwazah notes from his experience that family offices and HNWI’s in the region are keen to diversify their investments in a higher risk-return product. “I believe the risk appetite for MENA / GCC investors has increased dramatically over the past sev- eral years as a result of lower and more volatile commod- ity prices. Today, it is more important than ever for these family offices and HNWI’s to continue to diversify away from conventional asset classes such as equities, bonds and real estate and allocate a small portion of their liquidity in the early-stage venture as- set class,” Darwazah observes. www.arabangel.vc IN THE LOOP Arab Angel Fund closes US$25 million fund to help American startups enter MENA images courtesy arab angel fund Strategic support Hala Fadel “On the short-to medium-term, I expect the Fund to deploy more capital along these investment themes. The team and I are encountering impressive early- stage companies in blockchain, applied artificial intelligence, robotics, healthcare and e-commerce.” Omar Darwazah, General Partner and MD, Arab Angel Fund Kyle Hendrick, General Partner and MD, Arab Angel Fund

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Entrepreneur november 2017 20 innovator image courtesy eureeca “getting into as many markets as we can, getting our flag in the sand, and getting the licenses there is to be winning this race globally, and we know how to do it. We are already fast at it.” Eureeca co-founders and co-CEOs Sam Quawasmi and Chris Thomas

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november 2017 Entrepreneur 21 The equity crowdfunding enterprise is proving a point by raising US$400,000 on its own platform as part of a $5 million Series A round By Tamara Pupic Evolving an industry W hen reviewing a pitch deck, investors look for signs of the growth potential and longevity of a business. Hardly can entrepreneurs present a bet- ter proof of this (or show that their product has a stable marketplace full of current and prospective clients) than having 87 of them invest US$400,000 in the business in just six hours. Eureeca, a Dubai-based equity crowdfund- ing enterprise, has achieved this twice, raising the same amount from their own platform. The first self-funding campaign was completed after 12 days of being online in 2016. The latest one was initiated as part of the Eureeca team’s efforts to raise $5 million in a Series A funding round from institutional investors across the globe, and reached its target over the course of just one afternoon. “When we embarked on this self- funding campaign, it was actually quite refreshing to see that there was more demand than we had anticipated,” says Sam Quawasmi, co-founder and co-CEO of Eureeca. “Those were an interest- ing six hours in the office for all of us, to witness how many investments came through. Never had we anticipated that it would take us just six hours to reach the funding target- we thought it would probably be 12 days, like last time.” >>>

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Entrepreneur november 2017 22 Sam Quawasmi and Chris Thomas, seasoned entrepre- neurs and former invest- ment bankers, launched Eureeca in Dubai in 2013 as an accessible digital platform connecting growth-oriented private businesses with investors -ranging from angel investors to strategic institutional investors- glob- ally. With the model being a disruption of the way people invest and businesses raise capital, the co-founders soon found themselves in a legal grey area, having to assist regulators around the world to catch up with the chang- ing market conditions. The direct result of these efforts is that Eureeca is today the first equity crowdfunding platform that is multi-reg- ulated. It first got regulated by the UK Financial Conduct Authority in 2015, which was followed by a license from the Securities Commis- sion Malaysia the same year. Then in 2016, Eureeca got the license from the Dubai Financial Services Authority, and that was soon followed with one from the Neth- erlands Authority for the Financial Markets. Being actively involved in fostering robust fintech eco- systems in several countries, Quawasmi notes, helped them gain trust of potential investors worldwide. The platform currently lists close to 15,000 investors from 42 different countries. In ad- dition of not being charged commissions, Chris Thomas, co-founder and co-CEO of Eureeca, explains that their main benefit is enjoying a steady deal flow of vetted equity investment oppor- tunities in which they can invest by simply crediting their account via credit card or bank transfer from their phone. “It is about access,” Thomas says. “Whether you are a large or small inves- tor, you simply do not have access to a decent enough deal flow globally. With Eureeca, it is easy to go on the platform, and see the deals from around the world that suit you. But, further than that, investors can be assured that, when a deal is going through the Eureeca platform, we have done the compliance checks, we have done the background checks, and so on, which is impor- tant because it ensures that the investor is protected throughout the journey. If you are investing offline, you don’t know whether you are getting the best deal or might not know how to navigate the term sheet, but what Eu- reeca does is make the pro- cess a lot more compliant, a lot more secure, and frankly, it is much easier. But, larger investors have the right to negotiate additional rights. It is totally fair and proper, and entrepreneurs under- stand it, that for example, if I’m investing $100,000 or $1 million, I should be able to do that. The platform itself allows larger investors to have offline discussions in order to determine a deal that suits them best.” On the other side of the spectrum, out of approxi- mately 2,800 applicants, only 50 businesses -repre- senting only 2%- have got passed by Eureeca’s due diligence process and have got listed on the platform. If not able to reach their funding target within 90 days, the entrepreneurs are refunded the application fee costs which, Quawasmi explains, are much lower than the industry average. “There is an application fee, or a listing fee if you like, which is $1,500,” he reveals. “It is nowhere near to what you would pay for on the exchange. If you are to get listed on the SME market on Nasdaq Dubai as a growth company, you are look- ing at somewhere between $30,000 to $50,000. We charge just a small portion of that.” Similarly, the inves- tors participating in a failed funding round are reim- bursed. To date, 20 businesses have successfully closed their funding round on the platform, for which Eu- reeca charges a success fee of 7.25% of the funding amount. “Our success of 40% is about the double of what the industry average is globally, which is between 12% and 18% of deals get- ting funded,” says Thomas. “The businesses who didn’t get funded either lifted up their valuation too high or didn’t manage to mobilize their network. A very impor- tant part of equity crowd- funding is the ability of the entrepreneur to shout out loudly to their customers, their followers, the people who know and love their product and have an emo- tional connection to it. Our job is to help them convert that emotional connection into a financial investment. The larger your network is, the readier you are as an entrepreneur to be proud of “A very important part of equity crowdfunding is the ability of the entrepreneur to shout out loudly to their customers, their followers, the people who know and love their product and have an emotional connection to it. Our job is to help them convert that emotional connection into a financial investment.” innovator Sam Quawasmi, co-founder and co-CEO, Eureeca

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november 2017 Entrepreneur 23 the fact that you are raising money, and to mobilize it to really shout loudly, the more likely you are to raise that cash.” In addition, Thomas warns entrepreneurs not to be idle. “When people think of the crowd, they think of little guys who are investing $10 or $100, the novice inves- tors, but actually the crowd can be 10 people putting $100,000 each,” he says. “So, platforms like Eureeca give the entrepreneur ac- cess to that type of market. They are still going to do the same job offline, they will be knocking on doors, speaking to investors, going to pitch events, but doing it online as well makes the process much more efficient, transparent and easier. It is best described by one of our entrepreneurs who got funded, who said that fundraising was a full-time job, but Eureeca made it a part-time job. This is an im- portant point- entrepreneurs should not think of this as an alternative way of raising money, as they will still have the same conversations, but they will be doing it via an online system.” And the Eureeca team takes pride in a number of their success stories. Homes or Houses, a UK-based real es- tate business, set the record for the largest equity crowd- funding raise on Eureeca, raising $611,000 in less than 30 days. This included a $200,000 investment from a UAE-based institutional investment firm. Similarly, Roula, previously Poupee Couture, a Dubai-based fashion brand, secured 165% of its funding target, but also generated great PR cover- age and attracted a strategic investor who helped with market expansion. However, it was Search in MENA, a Dubai-based B2B online marketplace, that made headlines when it became the first business on the Eureeca platform to provide their crowd investors with an exit- only a year after clos- ing a $140,000 investment round on Eureeca in 2014, the participating sharehold- ers exited with 150% profits on their investment through a share buyback. “We are proud of the fact that we are about to have our second exit,” states Thomas, not being able to reveal more details about this deal at the time of the interview. “The first exit we did provided about 150% ROI. If you invested $10,000, you were offered $25,000, and it was up to you to decide whether to accept it or reinvest it on the platform. That was a very strong and quick return for those investors, in just 13 months. I would say that that was an unusual return, and investors cannot expect to get that return from every business they invest in.” The 17-strong Eureeca team is now focusing their marketing and communica- tions efforts on Thailand, Indonesia, Bahrain, and Saudi Arabia, as Quawasmi explains geographical expan- sion tops their agenda at the moment. In addition, following phase one of its “The larger your network is, the readier you are as an entrepreneur to be proud of the fact that you are raising money, and to mobilize it to really shout loudly, the more likely you are to raise that cash.” Chris Thomas, co-founder and co-CEO, Eureeca www.eureeca.com >>>

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Entrepreneur november 2017 24 development which included raising funds ranging from $50,000 to $250,000, Eureeca has entered phase two, raising from $250,000 to $1 million, while phase three will start in 2018 enabling them to raise funds of up to $5 million on the platform. “It is clear that it is a success when you see a Dutch investor investing in a Dubai-based business, and a Malaysian investor investing in a Dutch business, which we have seen this year; that’s when you know that what you’re doing is right,” says Quawasmi. “These cross- continent and cross-border transactions really are a validation of what we are trying to do. Our strategy is that we are not focused on revenue right now but on geographical expansion. We are pre-known in some mar- kets since our strategy is a light touch strategy, meaning to get our flag in the sand, to have the ecosystem know and understand that we exist there, but not to be fully en- trenched yet. Therefore, our Series A is very important because we will move from that light touch strategy to being fully entrenched in some markets. You cannot market or do any kind of advertising for the platform if you are not regulated, so getting the regulatory approval in those markets will catalyze the business and make it a truly global business. For us, getting into as many markets as we can, getting our flag in the sand, and getting the licenses there is to be winning this race globally, and we know how to do it. We are already fast at it.” Globally, the equity crowd- funding industry is expected to be worth more than $93 billion by 2025, according to the World Bank. Despite reg- ulation currently being the most important factor deter- mining the spread of equity crowdfunding, Quawasmi is confident that we are about to witness a dynamic era for this industry. “The term crowdfunding is somewhat misleading, but what we ac- tually do on the platform are mini IPOs,” he concludes. “If we are following any route to market in terms of the busi- ness model, we are follow- ing the investment banking business model. So, in the future, once we cross the $1 million to $5 million raises, and have 500,000 subscrib- ers on the platform from all of these different markets, I wouldn’t be surprised that we would be conducting IPOs on the platform subject to regulatory approvals, of course. And why? Because we brought it to your phone. Why would flydubai do it through an investment bank, where investors need to queue at Emirates NBD to fill out forms, or correspond via fax? We digitized the whole process. Yes, we are small right now, but as the industry evolves, we will fol- low the investment banking business model, and frankly, it will disrupt the industry, slowly. I’m not saying that investment banking will not exist, but the smaller ones will start feeling that the world is moving into the digital space, and that equity crowdfunding platforms and peer-to-peer platforms have started to eat into that lunch.” “Never had we anticipated that it would take us just six hours to reach the funding target- we thought it would probably be 12 days, like last time.” innovator Sam Quawasmi and Chris Thomas, co-founders and co-CEOs, Eureeca

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innovator Chief Executive Officer and Managing Director, Waha Capital Salem Rashid Al Noaimi I n early 2008, Waha Capital was hardly a place for beginners. The ambitions of H.E. Hussain Al Nowais, who founded the com- pany in 1997 as Oasis International Invest- ments to operate primarily in the aircraft leasing sector, were about to leave no space for hesitation. Slightly more than a dec- ade after the company’s inception, H.E. Al Nowais announced its bold reinvention- rebranded as Waha Capital, it was to pursue economic diversi- fication and exploration of new sources of income. A gala dinner at the Emirates Palace Hotel in Abu Dhabi, accompanied by a laser show to unveil the company’s new corporate identity and vision, was as sumptuous as the task at hand was daunting. Yet, he was sanguine about the team’s ability to effectively surmount every challenge along the way. Today, Sa- lem Rashid Al Noaimi, Waha Capital’s Chief Execu- tive Officer and Managing Director, seems peaceful and content with what the company has achieved. Not short of relevant experience from the outset, he has built up a reputation for being an astute investor over nearly a decade at the helm of the company. “I’m very proud of what we have achieved over the last 10+ years in this business, I think we have exceeded expectations,” he says. “Remember that 10 years ago, we were in the aircraft leasing business, and today, we are a diversified investment company, touching multiple sectors, multiple geographies, and multiple asset classes. We have a proven ability to deploy capital, to invest in the right space, and make returns in tough markets.” The art of investment- as explained by a seasoned player in the MENA space By Tamara Pupic Delivering through discipline Entrepreneur november 2017 26 >>>

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imageS courtesy waha capital november 2017 Entrepreneur 27 “today, we are a diversified investment company, touching multiple sectors, multiple geographies, and multiple asset classes. We have a proven ability to deploy capital, to invest in the right space, and make returns in tough markets.” Salem Rashid Al Noaimi, Chief Executive Officer and Managing Director, Waha Capital

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Entrepreneur november 2017 28 Before taking Waha Capital’s reins in 2009, Al Noaimi was closely familiar to the ins and outs of the company- the US-educated Emirati joined the company in 2004 and rose through the ranks to hold a series of leadership positions, namely Deputy CEO (2006) and Acting CEO (2007) of Waha Leasing, followed by CEO of Waha Leasing and Deputy CEO of Waha Capital (2008). Yet, the company’s success has been fueled by more than just Al Noaimi’s shrewd instincts. “If you look at the overall per- formance of Waha Capital, our average ROE over the last three years has been close to 15%, which is hard to find for an investment company in these market conditions,” he says. “The real reason why that hap- pened is because we do things very cautiously, and because of that, when the market turned south, we didn’t have to change too many things, because we were always very disciplined. Just because we have a lot of funds available to deploy for a specific strategy, doesn’t mean that we are going to rush into deploying it. For example, we have been talking about private debt for over 12 months, and we have yet to deploy one dollar into a business. Some people look at that and ask whether that is a failure of the private debt unit of Waha Capi- tal, and I say no, on the con- trary, it means that we observe discipline. We could have easily deployed capital into different opportunities, but we chose not to, because we wanted to maintain our focus on the long- term, making sure that we have the cash allocated for a specific strategy, and because there is a little bit of pressure from the market about it, our core focus still remains on doing the right deal.” We are only about 15 minutes into our meeting at the company’s headquarters in Abu Dhabi’s prestigious Etihad Towers office block, but the conversation has already brought us rather neatly to two (for me) crucial questions: how has Waha Capital weathered the storm potentially arising from the currently challeng- ing market conditions, and when will the company widen its focus to encompass early- stage business ventures. Aside from these being potentially sensitive topics, to Al Noaimi however, hindsight seems to bring satisfaction- neither do any of my latter questions get evaded or left unanswered, nor does any minute of the hour and a half exclusively committed to Entrepreneur Middle East pass in tension. Al Noaimi’s flawless manners aside, one can glean further insights into the company from its latest financial report. Waha Capital deploys capital through its principal investments unit and, more recently established, asset management unit. The total income from the for- mer, which includes portfolio companies AerCap Holdings, Dunia Group, Waha Land, Stanford Marine Group, MENA Infrastructure Fund, National Petroleum Services (NPS), and Channel VAS, decreased 21% in 2016. However, its strong investment record over the years has laid the foundations for the company’s new asset management unit to start growing- in 2016, total income generated by one of its three pillars, the Capital Markets division, which included Waha CEMEEA Fixed Income Fund, Waha MENA Equity Fund, and Waha MENA Value Fund, in- creased 76%. The other two of its subdivisions -Waha Private Equity and Waha Private Debt- are expected to bear fruit in the future. Al Noaimi explains that the company’s principal invest- ments portfolio is still the core of the business (“It is the bulk of the balance sheet; it is what pays the bills at the end of the day.”), but it is getting smaller only “because other areas are growing.” He adds, “We have planted the seeds of our asset management platform, which is now visible to the market, but even in that space, if you com- pare it to the index, we have outperformed the index by far; we have outperformed our peers by far. If we look at our two funds, both of which have an absolute return strategy, year-to-date (YTD) returns are about 15%, and the S&P GCC index is around 1%, so we have outperformed dramatically. For the fixed income strategy, it’s the same thing. The index is about 6%, and our returns are north of 12% YTD. When you do things right and in a structured way, there are ways of making money even in these difficult conditions.” The results serve as a testament to the investment principles he has closely guarded for years. “The core part of how we do things is one step at a time, and in the right order. It is a really simple recipe,” Al Noaimi elaborates. “So, you don’t get carried away with what’s hap- pening in the market, when things are too overhyped or too underhyped. We are conserva- tive in our approach, generally innovator “we are a publicly listed business, we have over 22,000 shareholders, and thus we are very careful with what we do. So, having a long-term view and having an extremely capable risk management team who are really close to the investment team has proved to be our recipe for success.” innovator Salem Rashid Al Noaimi joined Waha Capital, previously known as Oasis International Investments, in 2004 H.E. Hussain Al Nowais speaking at the launch of Waha Capital’s new brand and business strategy at the Emirates Palace Hotel in Abu Dhabi in 2008

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november 2017 Entrepreneur 29 because we are a publicly listed business, and we cannot just be swinging from right to left too quickly. Our eyes are always on the ball for the long-term. Our tolerance for risk is much lower than your average inves- tor. Yet, our returns are higher than your average investor. The reason I think is that we look at risk in a very disciplined way. Discipline is key.” “Also, to put things into perspective, out of the AED1.8 billion allocated in our capital markets funds, approximately AED300-400 million is from external parties, and the rest is our own balance sheet,” Al Noaimi adds. “So, we are still the biggest investor in our products. This, I think, is a key differentiator for Waha Capital, because most asset manag- ers out there are seeding their investment strategies with a very small amount and they are fundraising a lot of money. A lot of them have done very well, I don’t want to talk badly about them, but I like the fact that our team is managing our money before they are manag- ing somebody else’s money. Somebody with a brand name that Waha has established over the last decade can easily create a new strategy and invite others to invest with us, but that is not how we do things. We put our own money first, we tinker with it, we fine tune it, we increase the things that are working well, and we take away the things that are not working well, and that is when we reach a point when we want to raise third-party funds. Why we want to raise third-party funds is also important, and for two reasons. Firstly, if we look at our five-year strategy, as a publicly listed business, we are increasing our diversification by adding fee income, which we will generate from our asset management platform. So, there is a diversification within the resources of income for Waha Capital. Secondly, within each strategy we also want to have more volume so that our team has more capital to deploy. It is not only about generating fees this year, next year, or the year after, but I want to do that over a five or ten-year period.” In 2014, the company re- corded its strongest results to date- a net profit of AED1,733 million, representing a stagger- ing 466% increase on the pre- vious year, and a 51% return on equity. In the ensuing years, however, Al Noaimi’s invest- ment philosophy was put to test. In 2015, Waha Capital re- ported a preliminary net profit of AED588 million, recording a 18% increase year-on-year, however, its 2016 full year net profit was 30.7% lower than in 2015. Not denying the impacts of the economic slowdown over the past three years, Al Noaimi points out to a silver lining. “I think the fact that it has been challenging has revealed spaces that are much more interesting and exciting in the long run,” he says. “You could argue that you don’t want an overheated market, you’d rather have a more balanced market. This is an opportunity for players like us to continue to grow. For example, we entered NPS Holdings Limited when it was a challenging time to enter the oil and gas space, but the performance of NPS has proven that we did the right thing at the right time. The busi- ness has continued to grow. Margins have been compressed slightly, but the business has been growing consist- ently year-on-year, which is what we look for in that type of investment. Again, we are long-term players, we are not trying to time the market, make short-term gains, a quick buck, and then exit. We are looking for platforms that can show sustainable growth and profit- ability, and when you have that approach to life, you are less scared by what is happening.” A quick research reveals that Al Noaimi has always been able to see and seize opportunities when other investors wanted to get out. When the 2008 economic slowdown caused innovator WWW.WAHACAPITAL.AE >>> Waha Capital website In December 2015, Waha Capital launched a new division focused on private equity-style investments with a mandate to deploy capital into high return investment opportunities across the Middle East and North Africa. “the success over the five-year period would be a continued diversification of asset classes into other sectors and geographies, maybe a proper VC platform, maybe even an accelerator or a seed investor unit.” Offering shareholders and third-party investors exposure to high potential opportunities

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Entrepreneur november 2017 30 many aviation companies to defer business until the market conditions stabilize, Al Noaimi, as the CEO of Waha Leasing at the time, purchased two aircrafts to forge a long-term partnership with Aeroflot, the company’s first Russian client. It is one more example to prove why the investment communi- ty’s current inclination towards short-termism is a foreign con- cept to him. “There are people who are specialized at timing the market and can do it really well, but those generally get burnt once in a while,” he says. “From our point of view, we are a publicly listed business, we have over 22,000 shareholders, and thus we are very careful with what we do. So, having a long-term view and having an extremely capable risk man- agement team who are really close to the investment team has proved to be our recipe for success.” Furthermore, the sharp divid- ing line preventing this large investment fund, known for a historically narrow focus on more mature businesses, from dabbling into the early-stage investments space is slowly becoming more permeable. Re- cently, Waha Capital diversified its principal investment port- folio by acquiring a significant minority stake in Channel VAS, a Dubai-based fintech company operating in over 25 emerging markets and providing micro- finance lending solutions to over 500 million mobile network subscribers. “In terms of life stage, we are broadening our tolerance for less mature businesses, and with Channel VAS, we have proven that we are now more able to have a wider range of businesses, but we are not yet ready to invest in earlier stage businesses, for now,” Al Noaimi says. “In 2-3 years, I’m sure things will be different. Right now, we are not there. The way we look at it is that there are different asset classes at different stages of businesses, and within each stage, there is always an added diversification angle that we can get from increasing our po- sition in a certain asset class, a certain sector, a certain geogra- phy. After a while, it becomes a little bit saturated. Then, if you want to diversify further, and if you want to change your risk profile, it becomes necessary to make yourself less exposed. And instead of putting the same dollar in the same asset class or the same life stage, it makes sense to move to another bucket. At that stage, we would start looking at that [investing in early stage busi- nesses].” In December 2015, Waha Capital launched a new division focused on private equity-style investments with a mandate to deploy capital into high return investment oppor- tunities across the Middle East and North Africa. When asked for the company’s main criteria for this type of investments, he replies, “When we start a new strategy, we generally prefer for the asset to be up and running and able to generate income immediately. But, the company must be a well-run business. It is easy to say that, and a lot of people talk about that, but there are so many promising companies out there that are doing well, but they are doing well because the markets are lifting them. Yet, we look for businesses that are doing well and will do well [even] if the markets are not lifting them because they have a really capable management team who will be able to transform the business. [When analyzing a business], we take a typical approach that anyone would follow, but for me, emphasis on risk is important. When you look at entrepreneurial businesses out there which seem to have done very well, in reality, their approach is that they are too ready to cut some corners. That’s key. We look for businesses that have proven that they don’t cut corners and do things in a methodi- cal, organized and structured way. You are not going to find a perfect business out there, but you want to have a team that is willing to transform the business. If it is an earlier stage business, the manager is the owner, so it makes it even more important that you have the right partner with you. Also, chemistry, making sure that they recognize the value that you bring and that you recog- nize the value that they bring. History has taught us that in good times you can find a lot of good partners, but when things turn, you might end up having innovator “we entered NPS Holdings Limited when it was a challenging time to enter the oil and gas space, but the performance of NPS has proven that we did the right thing at the right time. The business has continued to grow.” H.E. Hussain Al Nowais founded the company in 1997 as Oasis International Investments to operate primarily in the aircraft leasing sector Waha Capital’s team pictured with Bassim Haidar, founder of Channel VAS, during the announcement of Waha Capital’s investment in the fintech company. leasing sector

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less straightforward partners than you would want. That is why we are very careful with what we do.” An in-depth analysis preced- ed the Waha Private Equity’s investment in Anglo Arabian Healthcare (AAH), a UAE- based integrated healthcare management provider, which reported a total revenue in- crease by 18% in 2016. Poised for strong future growth, it now owns 30 healthcare assets in the UAE, employ- ing 900 people, and serving over 540,000 outpatients. Another area of the Waha Private Equity’s interest is the education sector; however, no investment has been made to date. “We’ve been talking about investing in the educa- tion sector since 2012/2013,” Al Noaimi explains. “Yet, we have not done much in that space although we have done a lot of analysis, looked at many different opportunities, but there was nothing that ticked all our requirements. We found a beautiful asset, which had a good mix of exist- ing and brownfield projects, yet the valuation was way off. Strategically, we want to do something in education, but we are not going to do it unless we find something that checks all our boxes. Our boxes are quite strict, and we don’t change them just because more people are doing stuff in education. From 2013 to 2015, there was so much buzz around education which, I believe, overheated the market very quickly, and therefore we couldn’t find the right entry point. That shows our discipline.” The much talked about Waha Private Debt unit was launched in 2016 to provide bespoke financing and direct lending so- lutions to mid-market compa- nies in the Middle East, Africa and Turkey. For Al Noaimi, it is due to the company’s evolution from investing in the public equity space, private equity space, public debt space, and now private debt space. “Es- sentially, we said that there were companies out there which looked very interesting to invest in, yet they didn’t fit within the public equity space as they were smaller, private companies, and from a risk tol- erance point of view, we were not yet ready to invest equity into them because we wanted a little bit more security,” he adds. “We saw that as an op- portunity and we are now com- mitted to this space, but we will only deploy our own capi- tal for the time being, and once we have a few deals under our belt, we will probably look to get third-party investors along- side us. I would say that over the past 12 to 18 months we have developed our approach to this space. That research happens in the background and people don’t value it enough, unfortunately. When some- body comments why we still haven’t deployed capital into the private debt space, I think it’s a short-sighted approach. We have looked at many deals within the private debt space and in the end, the risk profile might have been too much, the return profile just wasn’t enough, or something turned us off in some way. There are several deals that we are look- ing at right now, and we will continue to do that. However, in 12 months’ time, even if we still haven’t done any transac- tions, yet we’ve evolved, I’ll be happy with that.” To gaze out onto the stunning Abu Dhabi Corniche and the Arabian Sea from Al Noami’s office at 42nd floor of Etihad Towers is to be conscious of a thin line between the things once only imagined and now accomplished. On the day of our interview, this is felt even more as a fleet of gold fighter jets whizzed in front of the window (as part of the city- wide celebrations of another Abu Dhabi-based corporate giant), just as the time allotted for our interview has started to run out. Rarely could I recount a similar experience during an interview, but it serves as a symbol of a potential for achievement of Waha Capital. “I’m also very excited about the next five to 10 years,” Al Noami adds. “I think that during that period we will really prove the capabilities that we have here. What I would like is more asset classes, more successful strate- gies, more geographies, and in five years’ time, I would say that third-party asset under management would need to be substantial. So, the success over the five-year period would be a continued diversification of asset classes into other sec- tors and geographies, maybe a proper VC platform, maybe even an accelerator or a seed investor unit.” If whatever he has achieved so far is any indication, Al Noaimi shouldn’t have an issue delivering on this premise- and the UAE’s entre- preneurial ecosystem will only be the better for it. Ecosystem outlook Waha Capital CEO Salem Rashid Al Noaimi’s take on the UAE’s startup scene “The startup scene is very exciting in the UAE right now, and I think it’s going to get even more exciting, because the regulators are looking at it: ‘How do we help these guys and how do we help small companies grow?’ I think that the government has noticed that the regulations were historically put in place for bigger companies, but if you want to encourage startups, it becomes too burdensome, and the government is looking at adjusting that. You can also see that the approach of different entities is focused on how to enable these businesses to grow and nurture them, rather than put too much burden on them.” “we look for businesses that are doing well and will do well [even] if the markets are not lifting them because they have a really capable management team who will be able to transform the business.” The much talked about Waha Private Debt unit was launched in 2016 to provide bespoke financing and direct lending solutions to mid-market companies in the Middle East, Africa and Turkey.

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Entrepreneur november 2017 32 F or a concept that has managed to capture the imagination of the general populace as much as hyperloop has, it shouldn’t come as a surprise that there are multiple companies that are working on making it a reality today. But what stands out about Hyperloop Transportation Technolo- gies (HTT) in its attempt to develop this proposed mode of transportation is the collaborative nature of its efforts in this endeavor- the startup proudly declares that it has a team of more than 800 people around the world, who, alongside 40 leading industry play- ers, are working on building this fantastical concept. Passion is almost certainly the major driving force at this enterprise, with HTT utilizing a crowd collabora- tive approach to build up the company, which means that most of its team contribute their talent and expertise in exchange for stock options. During my conversation with HTT co-founder and CEO Dirk Ahlborn, which was on the sidelines of the Oslo Innovation Summit in late September, he kept refer- ring to the work he and his team were doing as “a global movement,” with his com- pany having so far mobilized more than 50 teams in 38 countries around the world. “The bigger the movement is, the more invincible it becomes,” Ahlborn explains. “Our model, by using people, collaborating with industry partners, in making every- body part of the company by giving them stock options, working with our community in an open way, and letting people bring us the best ideas, the best technologies, the best contacts, really al- lowed us to accelerate, and be faster –and better- in development.” For the uninitiated, the hyperloop mode of transpor- tation would see passengers or cargo in pods or cap- sules levitated magnetically through reduced pressure tubes, with the low-friction environment allowing for travel speeds as high as 760mph. The current inter- est in this proposed technol- ogy began in 2013 after Tesla and SpaceX CEO Elon Musk published a research paper that outlined the hyperloop concept, and then invited other companies to develop it into an actual means of Hyperloop Transportation Technologies co-founder and CEO Dirk Ahlborn is accelerating innovation By Aby Sam Thomas On route to the future innovator Dirk Ahlborn, co-founder and CEO, Hyperloop Transportation Technologies images courtesy hyperloop

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november 2017 Entrepreneur 33 transport for our time. At the time, Ahlborn put the idea up on JumpStarter, a crowdsourcing incubator he had co-founded, and asked the community he had on the platform if they should work on making hyperloop a reality. Ahlborn remem- bers being blown away by the response: “Not only did they say we should be doing it, but they also said, hey, we want to be a part of it.” This led to the incorporation of HTT, with Ahlborn then calling for people to invest their expertise and hours in the company, in exchange for stock options. Ahlborn and co-founder Bibop Gresta (who now functions as the Chairman of HTT) thus started getting together a team of people with highly diverse and specialized backgrounds, all of whom got to work on determining the build of the hyperloop. And as they studied its fea- sibility, the HTT team soon realized that the technol- ogy needed to execute their vision already existed- it was thus just a matter of getting the right partners on board to actually build it. “Through our model, we are able to partner with the right companies that have that knowledge,” Ahlborn explains. “So, rather than hire someone who’s a spe- cialist in vacuum [technol- ogy], I have the inventor of the vacuum pump, the whole company, on the team, and if I want, I have 30-40 people working for me, giving me the whole expertise. That’s a huge advantage, because you literally have the best people that have the best knowledge in the industry. And it’s like that in many, many fields… So, those are essential- to have that knowledge [with us], rather than trying to reinvent the wheel.” This strategy explains the host of partners that HTT now boasts of on its website, which includes names like Atkins, Carbures Group, and Lawrence Livermore Nation- al Laboratory, among others. “We want our partners to have skin in the game,” says Ahlborn. “Because then, they are passionate about what they’re doing, and they’re re- ally showing their best work- they are not doing it for the margin.” Indeed, when HTT an- nounced in December 2016 that it had raised a total of over US$108 million for it- self, breaking the figure down revealed that the company had raised only $31.8 million in cash from investors- the remainder $77 million re- ferred to man hours, services rendered, land rights usage, and future in-kind invest- ments. That figure may pale in comparison to the total funding its main competi- tor in the hyperloop space, Hyperloop One, has raised (a total of $245 million so far), but Ahlborn doesn’t seem to be too perturbed by that fact. “I actually believe that we can do much more without money,” he says. “I think, sometimes, we work better when we don’t have money.” At the same time, Ahlborn believes that having more than one company working on the hyperloop is actu- ally good for the business at large. “Today, you hear about hyperloop everywhere,” he notes. “And that’s great, because, at the end, you, as a normal person, you don’t care [about the name of the company]. You don’t even know the difference. But at least you hear it’s moving forward- and it’s the same for politicians, it’s the same for investors, and so forth.” Everybody helps each other at the end.” Ahlborn then goes on to dismiss the idea of any apparent bad blood between the competitors. “We wish everybody to be successful,” he declares. “I think the worst thing that can happen to them is that we fail, and the worst thing that can happen to us is that they fail.” Hyperloop transportation technologies Hyperloop transportation technologies “for us, it’s not only about capsules moving inside a tube, but it’s about building the transportation systems the way you would do in 2017.” >>>

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Entrepreneur november 2017 34 innovator Investments aside, Ahlborn notes that the main chal- lenge that actually lies before HTT (or any of the other companies in this space, re- ally) in making the hyperloop a reality is something quite different. “The hurdles are [often] governments,” Ahl- born admits. “So, finding a government that’s visionary enough to taking this on, to understanding this concept, to understand that innova- tion is a good thing, and to be able to push the regulato- ry framework, that’s crucial.” This is why HTT has been in talks with governments around the world to figure out feasibility studies for the hyperloop, and thereby ensure its practicality as a mode of transportation. “The most important part is work- ing with the governments,” he says. “We’re working now with, I think, seven or eight governments around the world, and that’s really the main key. You need to be able to convince these gov- ernments to create these new regulations. Technology you can buy, right- but if these regulations are not there, you can’t do anything.” According to Ahlborn, this approach HTT has chosen to work with governments is also how it is differentiating itself in this space. “We have a more holistic approach,” he notes. “So, for us, it’s not only about capsules moving inside a tube, but it’s about building the transportation systems the way you would do in 2017.” Ahlborn notes that public transportation systems today, regardless of where they may be located, are mostly losing more money than what they are making, and that’s why HTT is trying to reimagine this whole busi- ness around mobility with the hyperloop. According to Ahlborn, ticketing doesn’t have to be the only option to make revenue- there’s advertising to be considered, of course, plus a passen- ger’s time and experience in the capsule or pod can be monetized. “When you really think about how you move people, and you look into that business model, and you find out that everything you see around you does not make economic sense,” he explains. “Because they’re all losing money. So that’s exactly where we come in- we’re looking into creating a better passenger experience. So, [it’s] not [about] bring- ing people closer together, being cramped, but having a better experience by find- ing out alternate revenue streams. And you do that normally through enabling an ecosystem. You’re build- ing basically a completely new economy, just like peo- ple have done with the App Store on the iPhone. You can do the same thing in mobil- ity, and that’s our approach.” The United Arab Emir- ates is one of the countries where Ahlborn and his team have been in talks with, with the Abu Dhabi Depart- ment of Municipal Affairs and Transport signing an agreement with HTT in November 2016 to conduct a feasibility study that’d see Abu Dhabi and Al Ain connected via a hyperloop track. In January this year, the Office of H.H. Sheikh Falah Bin Zayed Al Nahyan also announced the signing of a strategic partnership agreement with HTT, which was in line with Abu Dhabi’s Vision 2021 that sees the Emirate take “a leading role in the launch and adoption of initiatives and projects that are sustainable and based on the latest technolo- gies and innovations.” From Ahlborn’s perspective, the UAE has been a country that “We just put the first passenger Hyperloop capsule into production. This is like an airplane; it’s a complete fuselage. It takes over a year to manufacture. It’s done in a way that the cabin is pressure proof, that you can be inside, all the components will be together.” Hyperloop transportation technologies Hyperloop transportation technologies

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november 2017 Entrepreneur 35 has seemed more interested than others in helping HTT achieve its goals- he declares the government to be one of the few that seem to be re- ally eager (and able) to push ahead with the realization of the hyperloop. As for why: “Because they’re visionar- ies,” Ahlborn states, quite simply. “I think the UAE is an interesting market,” he adds. “The government is pushing a lot towards in- novation, so they are very open. It is, of course, a new ecosystem, so it’s a lit- tle bit challenging. But it’s definitely one of the places where big ideas can be born, and I’m a big fan of entrepre- neurs that go after solving big problems in the world, rather than going after trying to just build the next Insta- gram or something.” At the end of the day, for all of the talk regarding hy- perloop, people today seem to be more eager to find out when they can expect to see this concept become a reality. “We just put the first passenger Hyperloop capsule into production,” Ahlborn reveals. “This is like an airplane; it’s a complete fuselage. It takes over a year to manufacture. It’s done in a way that the cabin is pres- sure proof, that you can be inside, all the components will be together. So, I would say we are much ahead of our competition- all of them.” As for exactly when (and where) the hyperloop would be first launched, Ahlborn is keeping his cards close to his chest, though he does say that if it were to happen in Abu Dhabi, the goal would be to have it in 2021. “We hope to be able to announce the first com- mercial line over the next six months,” he adds. “And I can’t talk about where, but let’s say that we hope the Emirates is part of it.” As an entrepreneur, what are some of the biggest challenges you face on a personal level? “The biggest challenge is that when you’re doing any kind of [entrepreneurial] vision, you do whatever it takes, and people say that’s a sacrifice- but in reality, that’s not the problem. Because I don’t sac- rifice- I do what I really like to do. The big burden that you carry is that you are making other people sacrifice... So, my kids, for example, they sacrifice, and they don’t have a choice- they don’t care if I’m building the hyperloop, or if I do anything else, they just want me to be home. They just want me to be with them. And I’m not giving them a choice. You know, for me, I could say, tomorrow, I’m going to go home, I’m going to stay with my kids. So, I’m doing something based on my free will. But the time you take away from the people that you love, that you care about, things that you don’t -you can’t- get back, that’s really the big burden. And, of course, like every entrepre- neur, you have great days, and you have days where you’re very, very low, and you just think, nothing’s working. It’s just normal; it’s really hard on the psychol- ogy.” When the going gets tough, what keeps you moving? “In a way, what we’re doing is already walking by itself, right? So, it’s not me. I’m not the company, and it’s not Bibop [Gresta], my business partner. You know, it’s never the person- it’s the team that we have created. It’s every- body; everybody’s pushing, everybody’s moving forward. If I look in to our inner social network, for example, right now, I see so many people doing something, moving it forward... By using our model, it’s literally unstoppable, because it’s so much passion-driven. And even if you have a very low, low day, you’re still get- ting pushed forward. I mean, I hope that I’m bringing something to the venture by guiding its strategy, and making sure we are going in the right direction, but at the end, really, it’s more that I’m guided by what we’re doing.” What advice do you have for entrepreneurs who are just starting out? “The advice that I can give [entrepreneurs] is probably to ask [other people for their feedback]. Ask for help. There’s a lot of people who don’t do that. If you talk to someone, and you explain your company or your idea, and they say ‘Wow, that’s awesome,’ your next thing should be asking him to join you, and you would be sur- prised at how many people would join you, or how many people would actually help you. You don’t necessarily need money. It’s not about that. If you have a good vi- sion, if you have a great idea, people will love to be part of it. And if they don’t say wow, then maybe it’s time to look for a new idea.” Dirk Ahlborn, co-founder and CEO, Hyperloop Transportation Technologies ‘TREP TALK Hyperloop transportation technologies

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Entrepreneur november 2017 36 In hindsight, Musa recalls being fearful when receiv- ing a call from a SAMA representative, although it ultimately led to an unfore- seen benefit. “They called us in after learning about us on Twitter, and I went there thinking they would shut us down,” she says. “I had never been to Saudi Arabia before; that was my first time, and yet, that was when they offered us to do financial education for them. That’s a new business for which we are paid a fixed price.” If an- ything, this episode speaks volumes about her eager- ness to follow through on opportunities that present themselves to her, notwith- standing the fact that she isn’t concerned with pre- senting only the strongest or any other best-behavior ver- sion of her public self. When we met at Souqalmal’s office in Jumeirah Lakes Towers for this interview, I found it I n early October, Souqalmal, a UAE-based financial and insurance aggregator, an- nounced it had raised US$10 million to expand and move ahead of the pack, allow- ing Ambareen Musa, the company’s founder and CEO, to deservedly ride a wave of support on the internet as the entrepreneur of the moment. With the Saudi-based Riyad TAQNIA Fund (RTF) as the lead investor, and UAE Exchange Group and UK-based GoCompare joining the round, Musa has been applauded for building a business with an appeal that effortlessly crosses borders and investor hesitation. But the fundraising was soon followed by another triumph for Souqalmal- after a formal pitch process, her company won a three-year agreement to help the central bank of Saudi Arabia, Saudi Arabian Monetary Authority (SAMA), build, populate and manage an official financial awareness platform for KSA consumers -SAMACares- including handling complaints from both Saudi consumers and banks, finance, and insurance companies. Fresh off raising a US$10 million Series B round, the founder and CEO of Souqalmal is making the most of the momentum on her business today By Tamara Pupic Ambareen Musa images courtesy souqalmal innovator >>>

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november 2017 Entrepreneur 37 innovator Ambareen Musa, founder and CEO, Souqalmal

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Entrepreneur november 2017 38 interesting to note that she didn’t bat an eyelid when answering my plethora of questions, always maintain- ing a word-perfect commen- tary about every detail of the business she has built, and how it has changed her and her life. When an employee walks into Musa’s office in the middle of our interview, looking to her for advice on something, she takes a quick glance at an excel sheet on the former’s laptop, suggests a solution, nods, and as if not distracted in the slight- est, continues talking to me. At one point, she takes my pen to circle or cross out a few points in my notebook, saving the time that uttering the answer would require. And it is there that her multi-tasking expertise -in addition to being a founder of a fast-growing company, Musa is a mother of two, to name just two of her many roles- displays itself as a pivotal part of her success. “I have to say that over the last 12 months, I learnt that I didn’t even know how strong I was,” she says. “Every single experience you go through just makes you stronger. Every time I raise more funding now, I just get more self-confident because it’s about knowledge, pure knowledge. The way to stay calm and be able to deal with all of this is that the more knowledge you have, the calmer you are. What you really should stay out of is panic mode, no matter what happens. In the end, it is about your mindset, your ability of be calm and find solutions.” When I first interviewed Musa some time ago, she noted she was struggling then to strike a balance between motherhood and entrepreneurship. Now, instead of trying to define it, she says, she takes it as it is. “The trick about doing it as a mum is to bring the kids with you along your jour- ney, so that they know and understand what you do,” she says. “I sometimes intro- duce my kids to my clients, my partners, because I also want people to understand that I am a person, and not just a founder and CEO. It is important for them to know that it’s okay if I don’t an- swer their call immediately. Also, as I have the household to manage, I have learnt that you have to be super strict on timing, and you have to be productive. I don’t do two-hour lunches anymore. I also rarely do meetings after 6pm. So, I think it’s doable, it’s manageable as long as you know where your priori- ties lie. At different times, I have different priorities. My kids understand that. And, for example, when I signed the term sheets, I went out for dinner with my kids.” It isn’t hard to discern why her business is based on offering online price trans- parency and comparison tools -or, in other words, learning opportunities to keep our finances in order- that enables consumers in this region to make more educated financial choices. Musa seems to have had this hunger for learning in abundance from an early age. Her path reads as a guide to venturing into entre- preneurship, where a good educational background, a successful corporate career, and a passionate personality resulted in the creation of a solid business. She holds an undergraduate business degree from RMIT University in Melbourne, Australia, and an MBA from INSEAD. Her first forays into entrepre- neurship include founding an online property portal for international students in Australia, and an online financial education site in the UK. Later on, her corpo- rate career saw her working for GE’s financial arm, GE Money, in London, and for Bain & Company Middle East after moving to Dubai in 2008. In Dubai, she went on to set up the consulting arm of MasterCard Middle East and Africa, where she stayed for two years before found- ing Souqalmal.com in 2012. Souqalmal has been conceptualized as a highly transparent marketplace to empower consumers to make the right choice by bringing together on one convenient platform all the latest details on more than 3,200 retail banking, insurance, and edu- cation products offered by various providers in the UAE and Saudi Arabia. Financial literacy has been its main mission from the outset. Those familiar with the prevalent, often decadent, lifestyles of the region’s residents do not doubt the innovator “The training itself becomes a process, and then you can add more. the trick is to learn how to delegate, but also to keep a bit of a personal touch.” Ambareen Musa, founder and CEO, Souqalmal

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november 2017 Entrepreneur 39 need for a trusted partner in these matters- a recent Souqalmal survey of 300 UAE residents revealed that 83% had at least one active loan, while over a quarter (27%) had three or more active debt obligations. “Over the last five years, we have built a brand, which I would say is the most trusted brand when it comes to an aggregator, and it’s because we’ve brought the full financial education to the core of the busi- ness,” Musa says. “Honestly, 60% of our traffic comes through the content today. So, more than half of our traffic is due to people finding us and asking for help. Putting the customer, and the financial education as an aspect of it, at the core of the business, really helped us build the brand. Our USP is really about that, and not about short- term revenues. It really is a long-term strategy of building a customer base of residents who are smart enough to un- derstand what they are getting them- selves into. Naturally, because all this information comes from us, we have become a trusted brand. It is about our customers because, at the end of the day, the moment you get a whole bunch of customers that trust you, the revenue follows.” Souqalmal’s business model is a sustainable solution for the provid- ers of these services as well. “On the banks’ side we get paid per lead, meaning any eligible customer they get from us,” Musa adds. “In the insur- ance business, it is different as it is a commission-based model, meaning that we have partnered with Life Care International, which is our broker, and we do a revenue share with them. It is a revenue share between us and the in- surance companies. That is very much a scalable business. For others, it’s all customer-per-lead. Yet, even the way we make money is all about education. For example, banks pay us, but some of them weren’t excited about some of their products at the beginning, and then we tried to explain to them that if they didn’t stop hiding details about those products, they would get wrong customers to start with. This has re- sulted in us expanding our cooperation with those banks.” The successful raise of the aggrega- tor’s $10 million Series B round comes following its revenue increase of 300% year-on-year since inception, with only insurance vertical growing 800% in the last 12 months. Previously, Souqal- mal received funds from seven angel investors (2012), and closed a $1.2 million Series A round by London and Antwerp- based Hummingbird Ven- tures (2013), known for supporting high-growth startups like Deliveroo. Musa is acutely conscious of the responsibility this conferred. “When it comes to angel investors, I remember that I spoke to two guys on Monday, and next Thursday I had a check- in four days,” she reveals. “There are a couple of reasons for this. Angels liked that we were already making money which proved to them that the customer wanted to buy our product. We were making $4,000 a month. We were making nothing at the time. But, I remember really well that one of the angels sat with me and said he wanted to invest in me because, one, we were making money, and two, I had INSEAD and Bain on my CV. That just says something. Then, you realize that your background, what you’ve done before, does count. We closed seven of them within a period of three months. My angel investors are always close to my heart, because if you think about it, I was just one person working out of a coffee shop, and these guys put their savings into my business. It is impor- tant for me, as a founder, to look after the guys who backed me up early on. So, in every other investment round that I do, I always take care of them. I think the whole entrepreneurship world -and the whole journey- is about the relationships that you build with people. It’s about the trust that you can bring out there and that is the only reason people will give you money. If they don’t trust you, they will not give you money. And, even at this stage we are at now, I cannot tell you how many times I’ve heard that they are still investing in the founder. Trust is still a big part of it.” The concept of an aggregator website has been proven around the world, she explains, leading Souqalmal’s investors to base their decision only on whether Musa has enough local knowledge and ability to execute- to put it simply, “the whole entrepreneurship world -and the whole journey- is about the relationships that you build with people. It’s about the trust that you can bring out there and that is the only reason people will give you money.” Promoth Manghat, Group CEO and Executive Director, UAE Exchange, Ambareen Musa, founder and CEO, Souqalmal, Faisal Galaria, Chief Strategy & Investments Officer, GoCompare, and Ivo Detelinov, Vice President - Head of Private Equity Funds, Riyad Capital The Souqalmal team >>>

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Entrepreneur november 2017 40 whether she will be able to build a business that shows signs of long-term sustain- ability and a path to profit- ability at some point of time. When asked for her main lessons from all three found- ing rounds, she replies, “You learn what to watch out for. You start to know what to look out for, but you also start to learn that in every single race, there is give and take. I also think that it’s important to understand that every round is different because people come in at different prices, people come in for different reasons. So, when you negotiate the terms, you need to take all of this into consideration. And you need to make sure that you, as a founder, get motivated as well. You need to pass this message on very clearly to the investors that are coming in. Also, what you have to remember is that you should always think about the next round because next time you will have to accept even bigger terms than the terms that you accept today. The inves- tors that are coming in next time will normally request preferred terms to the ones who came before because they are coming in at a higher price. If you give more today, you’ll have to give even more next time. So, if you give it all out in your first round, what else do you have to give later?” For now, Musa and her 33-person-strong team are focused on preventing a fairly common fate among tech startups- not handling fast-paced growth properly. There are two rules for scal- ing up a business that she is unapologetic about: build- ing solid foundations and keeping her personal touch in all aspects of the busi- ness. “Scaling up a business is all about the objective,” she says. “It can be done in two ways. You can just go out and burn a whole lot of money on marketing and be like: ‘We’ll figure it out when the cash is gone.’ The other way to do it is getting your foundations right. That’s what we’ve decided to do. We’ve been very careful in terms of how much invest- ment we burn out. There is a very good reason for that. One, I believe very strongly that before you start burning marketing budgets, you need to have your economics posi- tive. You need to have your foundations right, and when I talk about foundations, it can include everything, starting with your conver- sion rate, for example. We have decreased our customer acquisition costs by 80%. It is about being smart to use the money that you raise in the most efficient way and literally making sure that the foundation that you are going to scale up on doesn’t just break down. That’s one part of it.” “The second part of it is that most companies take their call center as an admin, but when you think about it, most of the complaints are because of that,” she continues. “If these are the people who are represent- ing your brand, don’t you think you should put more effort into it? A consumer judges Souqalmal by them, not by me; they might not even know who I am. So, I go to our call center in Al Quoz once a month just to listen what’s going on there. I also meet all 12 of our team members [who work in the call center] over dinner once a month. As a founder, it is easy that at some point you just start delegating, and lose that personal touch you had when it was only five or six people doing everything. I try not to lose that. I spend a couple of hours with them, hear things that I bring back into my world, and think what I can do to help these guys. It is about me show- ing them that I need to give them what they need to do their job. It is easy to just say: ‘Why didn’t you meet your targets?’ It is better to add layers and support good employees. So, scaling up is about that as well- train them properly, get that foundation right, so when you scale up it becomes a process. The training itself becomes a process, and then you can add more. So, the trick is to learn how to delegate, but also to keep a bit of a personal touch.” This is a tricky art, sure- but all signs point to Musa having been able to master it like a pro. And it bodes well for her enterprise as well- we’re already gearing up for the next big announcement from Souqalmal soon. It’s only a matter of time. innovator “you need to make sure that you, as a founder, get motivated as well. You need to pass this message on very clearly to the investors that are coming in.” Ambareen Musa, founder and CEO, Souqalmal

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Entrepreneur november 2017 42 Talent knows talent ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO TREPONOMICS Seven ways to make your employee referral program successful By Muhammad Younas To promote your program, publicize your incentives and keep showing your employees what’s in it for them. When there’s a company opening, you don’t want to settle after announcing it once. To keep your employees actively thinking about it, provide them with regular updates about the progress, but without spamming their inboxes. I t is very common for companies and organizations, regardless of size or industry, to use a mix of different hiring tools and methods to find their ideal hire. Depending on the specific vacancy or the career level, certain companies opt to use a CV search tool, traditional job postings, assisted sourcing services, or even a fully branded career portal with an applicant tracking system. But most of the time, companies complement these technologies with an internal referral program. Employee referral programs are, in fact, a leading tool for talent sourcing based on the resulting candidate quality and retention rates. According to the Bayt.com Hiring Practices in the Middle East and North Africa Survey, employee referral was among the most popular methods for recruitment, especially for managerial positions, where 38% of employers said they use this approach. This is why a well-executed referral program can do wonders for your talent pipeline. Nurturing a system to obtain employee referrals should be a top priority for every business due to many reasons: referred hires dramatically reduce cost-of and time-to hire, referred hires generally exhibit a higher culture-fit and truly reflect your employer brand, among other benefits. Setting up a referral program is also not that complicated. You’ll first need to come up with a goal or a vision for the program. For instance, are you attempting to have more senior candidates in your pipeline? Are you trying to increase your workforce diversity? Are you trying to cut hiring costs? After you determine the objectives of the program, set up a very simple and user-friendly referral system, communicate to your employees what the program is all about, and bring it to life. But wait, that’s not all! In fact, coming up with an employee referral program is the easiest step to accomplish. What your program’s success truly depend on is how it is promoted and received by your existing employees. Once you’ve set up a killer program, you know right away that it’s time to start promoting it within your team to give it momentum. Here are a few ways you can ensure that your employee referral program stays on top for your employees’ minds whenever a new vacancy pops up: 1. Educate your hiring managers Be it new joiners or existing employees, it is crucial that you educate everyone in your company on the benefits that an employee referral program provides for them and the company in general. Highlight the various tools that they can use to achieve these benefits. Data works best because it gives an objective view of the program’s returns. Share stats and figures with the executive team members, hiring managers, and directors. Present cases of companies that have truly thrived because of a good employee referral program. Show how the program is projected to influence your time- to-hire, cost-of-hire, retention rates, and employee turnover if you opt for a model that has worked for similar competitor companies. Some figures to get you started: • 88% of employers rate employee referrals as the leading source for quality hires. • 70% of referred hires exhibit higher retention rates compared to employees hired from other sources. After educating your senior employees and obtaining their buy-in, encourage them to share this information with their team

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november 2017 Entrepreneur 43 members so that they are incentivized to refer their personal connections for company vacancies. Also, make it a practice to highlight the program and its benefits during employee onboarding and training as this will motivate people to sign up for it from day one. 2. Make it simpler If you want your employee referral program to get a following, you must focus on its user experience. The easier it is to use, the more often it will be used. When you designed the interface of the program, you should have asked yourself these questions: • Is it easy to submit a referral? • Is it easy to track if the referring employee was given credit? • Is it easy to track the incentives that were earned? If you get a “yes” to all of these questions, then you are well on your track to deploying an engaging employee referral program. However, if the program makes your employees jump through hoops to place a referral, you can be sure that it won’t attract many participants. Therefore, give a lot of attention to making the process smoother and simpler in order to give your program organic reach. 3. Don’t forget the rewards Much like any voluntary behavior, it’s essential to incentivize the referral process. To promote your program, publicize your incentives and keep showing your employees what’s in it for them. Doing something as simple as highlighting employees who participate in the program, regardless of the outcome of their referrals, can bring favorable results for the program’s popularity. Because one size doesn’t fit all, you can always incorporate a mix of monetary and non-monetary rewards to keep your employees interested. Naturally, the best way to attract participants is to make it look like they need the program, and not the other way around. 4. Partner with your marketing department When there’s a company opening, you don’t want to settle after announcing it once. To keep your employees actively thinking about it, provide them with regular updates about the progress, but without spamming their inboxes. You should also involve your marketing team to encourage employees to opt into automated social sharing to expand the reach of your job postings. Since your employees’ personal connections mostly live across their social media accounts, use software like GaggleAmp to automate this process and share job ads across their Facebook or Twitter accounts with a few simple clicks. This will keep the referral process top-of-mind and convenient for all employees, which makes it that much easier for them to take part in it. 5. Keep it fresh Once you launch an employee referral program, you’ll notice its engagement fall over time. It’s natural for people to be more interested when the program is new. To keep employees interested long after its launch, keep shuffling your incentives each quarter and periodically send out internal newsletters to keep employees up to speed with the latest rewards mix and job openings. You can also introduce a social hour for new hires and the employees who referred them as a gratuitous gesture. This will not only bolster your employer brand, but will also contribute to keeping your program on top of everyone’s mind. 6. Use a transparent process Don’t leave your employees in a limbo when they refer their best connections for a job opening. Nothing will repel participants from the program faster ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO TREPONOMICS www.talentera.com An ATS will save you from switching back and forth between different applications to view, store and share all the referred profiles. 14 17 37 >>>

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Entrepreneur november 2017 44 ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO TREPONOMICS Muhammad Younas is General Manager at Talentera, the #1 ATS Provider in the Middle East and a product of Bayt.com. Talentera powers more than 250+ companies’ career portals in the region. Younas can be contacted at younas@talentera.com. Data works best because it gives an objective view of the program’s returns. Share stats and figures with the executive team members, hiring managers, and directors. It is crucial that you educate everyone in your company on the benefits that an employee referral program provides for them and the company in general. Highlight the various tools that they can use to achieve these benefits. www.bayt.com with the employees, don’t forget the ones sitting in the HR department. Once the referrals start flowing in, they’ll appreciate the technological relief brought about by an ATS too. Recruiting technology, like Talentera, requires minimal effort from the employee and recruiter end to keep the program afloat. It makes it easy to track which employee applied to the program and, in turn, makes it easy to extend a reward when their referral is hired. With its robust features, you can quickly find the most relevant referrals and prioritize your star referring employees who have a history of recommending the best candidates. The bottom line If you provide convincing reasons for your employees to make referrals, they will definitely do it and if you manage to keep your employees happy, you will increase their chances of engaging with the program and in making repeat referrals with their best recommendations. Discuss the importance of referrals with your employees frequently. Use recognition and creative incentives to keep them engaged in the program. Remember: large monetary incentives and persistent nagging don’t have to be your only resort. By simply focusing on your employees, their satisfaction and your employee value proposition, you can ensure that your employee referral program thrives. than the notion that their involvement didn’t matter. Keep them involved in the hiring process by actively letting them know which stage of the hiring funnel their referral has reached. Provide a follow-up before they ask for it as doing this will make them feel valued. Even if an employee’s referral doesn’t get through, deliver this news honestly without criticizing them for their referral choice and show gratitude for their help in the process. This transparency will breed an environment of trust and that will keep the referrals coming. 7. Marry the program to your technology If you use an Applicant Tracking System (ATS), managing your program will become very simple. Through your ATS, you can centralize all the referrals and keep them organized. It will also help you in identifying duplicate referrals in case two employees refer the same candidate or if the candidate already exists in your talent pipeline. An ATS will also save you from switching back and forth between different applications to view, store and share all the referred profiles. It will allow you to easily evaluate the performance of the program and spot areas that need improvement. When you work so hard on making your referral program a success sources used for recruitment Employee referrals 38 43 32 38 34 30 37 42 30 40 19 31 28 26 29 42 26 28 23 38 24 28 21 23 21 19 23 31 19 18 18 23 18 24 12 19 12 12 8 8 8 9 6 12 7 6 9 4 Ads in newspaper Recruitment agencies Outside referrals My company’s website General online job sites Industry-specific online job sites Social media channels My company’s internal network Job fairs University online career site / programs Mobile recruiting / mobile apps Total GCC North Africa Levant

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THE REGION’S LEADING INNOVATION AND ENTREPRENEURSHIP SUMMIT 0 1 , 0 2 , 0 3 D E C E M B E R #RiseUp17 will bring together the world’s most most influential creatives, investors, and techies. Join thousands of entrepreneurs, CEOs, speakers, and supporters from all over the world for three days of non-stop content, events, and networking in the heart of Downtown Cairo at the Greek Campus and AUC Tahrir. This year, our purpose is to spotlight how innovation can improve human experience (HX), at the intersections where creative, capital, and technology meet. REGISTER NOW: www.riseupsummit.com #ThinkHX #RISEUP17 RISEUP SUMMIT

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Entrepreneur november 2017 46 The new Moto Z2 Force Edition redefines your expectations from a smartphone with a 5.5 inch Quad HD AMOLED screen that’s guaranteed not to crack or shatter- yes, drops don’t matter when it comes to this device. Powered by the Qualcomm Snapdragon 835 Mobile Platform, Moto Z2 Force allows you to download large files and apps in no time, or stream music and videos effortlessly. The slim, all-metal device features dual 12MP cameras, one monochrome and one color. Extended camera features allow to take brilliant photos with the option to add a blur effect to the background or foreground, as well as capture true depth of field. The Moto Z2 Force Edition is packed with the latest Moto Experiences including the front fingerprint reader, night display and instant queries in Moto Voice. Moto Z2 is also compatible with Moto Mods, which gives you more control over your mobile experience. You can instantly transform the smartphone into a 360-degree camera, gaming console, or battery powerhouse. Simply snap the new 360 Camera Moto Mod onto the device, and turn it into a 360-degree camera. With the click of a button, you can record interactive 360-degree 4K video with immersive 3D audio that will follow the direction you’re viewing. Advanced editing software allows you to adjust content and share easily on social media or Google Photos. Transform your Moto Z2 into a handheld gaming console by sliding on the Moto GamePad. Use the dual control sticks, D-pad and four action buttons for a true gaming experience, similar to that of a traditional gaming controller. And with the 1035mAh built- in battery, you can play as long as you like. Finally, you can add charge to the device almost instantly with the Moto TurboPower Pack. TurboPower charging adds eight hours of power in just a few minutes. Gadgets and doodads that you might have missed out on, sourced by a tech aficionado. Yes, it’s okay to want them all… and no, it’s not our fault. IMAGES COURTESY: motorolla, lenovo, blackberry TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX A force to reckon with Moto Z2 Force Moto Z2 Force Edition Moto Z2 Force Edition The new Moto Z2 Force Edition can be transformed into a 360-degree camera, gaming console, or battery powerhouse.

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november 2017 Entrepreneur 47 Mix it up Lenovo Explorer Lenovo Explorer is a standalone, PC-driven mixed reality headset. With it, you can experience more than 100 VR-ready titles, access the Microsoft Office suite, browse online, watch shows in a virtual home office environment, and watch 3D, 360-degree and 4K videos. It sets up in minutes by connecting a three meter cable to your PC, and weighing in at just 380 grams, the headgear is lightweight and adjustable with flip up spectacles that are large enough to accommodate glasses. Lenovo Explorer achieves spatial recognition using an inside out camera tracking system, whereby tracking takes place inside the device, eliminating the need to place sensors around the physical space. With Lenovo Explorer, you can also experience content with mixed reality on Windows 10: swim with dolphins, tour top travel destinations, or be the hero in an exciting game right in the comfort of your own home. BlackBerry KEYone, fully Android, with access to over a million apps on Google Play Lenovo Explorer immersive headset for Windows mixed reality Lenovo Explorer Back to basics Blackberry KeyOne The BlackBerry KEYone is the first smartphone released from TCL Communication under a new brand licensing agreement with BlackBerry Limited. The BlackBerry KEYone combines a sleek aluminum frame and soft grip textured back for the best in durability. It runs on Android 7.1 Nougat, which gives you access to the entire Google Play store. The iconic physical BlackBerry keyboard is back with this device, giving you more flexibility than ever before. It can be programmed to launch up to 52 customizable shortcuts, and you can use it to scroll through web pages, the picture gallery, or even take a picture. BlackBerry Hub brings all of your messages into one consolidated place that will include emails, texts and messages from any social media account. The device includes a 12MP rear camera with an industry leading camera sensor that captures sharp, crisp photos in any light, and an 8MP front camera with a fixed focus 84-degree wide angle lens. With its 3505mAh battery -the largest battery ever found in a BlackBerry smartphone- the BlackBerry KEYone will keep itself up and running for nearly 26 hours. #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

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Entrepreneur november 2017 48 images courtesy Breitling business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS CULTURE ‘Trep trimmings The executive selection From better goods to better wardrobe bests, every issue we choose a few items that make the approved executive selection list. In this issue, we present a timepiece worth adding to your collection, a notable brand with a social mission, and a fitness technique worth looking into. TIME FOR A CHANGE Breitling Making its debut at the 2017 Frankfurt Motor Show, the partnership between Swiss watchmaker brand Breitling and luxury carmaker Bentley have brought the Bentley GT Dark Sapphire Edition. Taking its design influences from Bentley’s third-generation Continental Grand Touring model, the timepiece has a 48 mm diameter case from Breitlight, a Breitling material that the brand assures is four times lighter than titanium. Other cool aspects are its resistance to scratches, corrosion and thermal stability, plus its cool black-streaked surface texture, echo- ing the patterns of the Continental GT. It runs on Breitling’s self-winding Caliber B06, officially chronometer- certified by the COSC, and features a 30-second stopwatch and a simple calendar. For enthusiasts looking for a timepiece with a rugged and sporty demeanor, here’s one for you. www.breitlingforbentley.com Bentley GT Dark Sapphire Edition Bentley GT Dark Sapphire Edition Bentley GT Dark Sapphire Edition

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november 2017 Entrepreneur 49 Editor’s pick ON THE CUFF Jan Leslie Stand out from the crowd, and add a dash of personality and sleek details to your look with a pair of cufflinks. Whether you want to make a good impression in the boardroom, or an evening event, consider getting one of these accessories from Jan Leslie’s line. www.modaoperandi.com images courtesy palestyle, Moda Operandi, redustim business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS CULTURE Shape up Need help realizing your fitness goals? Consider a session with ReduStim Researching ways to burn fat off our bodies is something most of us spend a lot of time doing, and that’s what led us to discover ReduStim, a class IIa medical device for abdominal fat reduction. As for how it actu- ally does this, it’s based on the principle of cellular activation- ReduStim makes use of bio magnetic fields to stimulate the reduction of fat cell accumulation. So, how does one actually make use of ReduStim? Well, you spend 30 minutes in this single-person device that envelopes your body from the waist down. During this clinically-recognized treatment -which is fully hands-free, non-invasive, non-aggressive and totally painless- the stored fat is eliminated though your body’s natural fat-burning pro- cess. A double-blind clinical trial demonstrat- ed an average loss of more than 6 cm after twelve 30-minute sessions, while resulting in neither any side effects nor any impact on metabolism. As for who should try it and why: well, it’s for all of you executives who spend a lot of time sitting, it’s as simple as that. After all, sitting is today widely considered as “the new smoking,” and as one of the most underrated health threats of the times we live in today. But the ReduStim device does much more for your health than just making you fit- it also eliminates the bad fat (abdominal or visceral) that is responsible for certain types of cardiovascular diseases, strokes, cancers and infertility, especially in obese patients. Following its success in France, Cosmosoft, a designer, manufacturer and distributor of professional slimming equipment, opened an office in Dubai in order to meet the needs of the local distributors, one of which is ReduStim Middle East. Want to check the device out for yourself? If you’re in Dubai, head down to the Quality Life Medical Center in Dubai Marina for a session that will leave you feeling (and looking) better than you did before it. https://redustim.com/me Founded in 2009 by siblings and entrepreneurs Zeina and Ahmed Abou Chaaban, Palestyle is a UAE-based luxury brand with a social mission, featuring genuine leather handbags with embroidery and Arabic calligra- phy. Having visited refugee camps in Lebanon, the duo formed Palestyle, partnering with refugee women to empower them, and support the art of Palestinian embroidery. Having helped more than 100 refugee women, the brand also has several social develop- ment projects towards the planta- tion of olive trees to help Palestinian farmers, as well as providing more access to clean water supply, and opening a community library for refu- gee children. Besides the handbag’s intricate design, the duo also selected Italian leather for its durability and aesthetic. With retailers in Dubai, Abu Dhabi, Marrakesh, London, Lahore and California, grab one of the brand’s handbags for ample accessorizing, and support the brand’s mission. www.palestyle.com FOR ART (AND A SOCIAL CAUSE) PALESTYLE Palestyle Palestyle founders Zeina and Ahmed Abou Chaaban Jan Leslie cuffs

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Entrepreneur november 2017 50 TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO L et’s assume you’re rep- resenting your business in some official capacity. Let’s assume you’re the one in direct control of the messages. Let’s also assume you’re identifying yourself as “The Com- pany,” i.e. you’re “Crazy Pete’s,” not “Crazy Pete.” Let’s also assume that, in general, you market to your customers with some measure of humanity, and that even though it’s the company talking, there seems to be a human being driving the message. It’s really about voice. Which used to be something only novelists had to figure out. But now we all need a voice, because we write all the time. We e-mail. We post. When we use social media, we’re writing. And if the words -and sounds and images- that we create appear for all to see, then we have a voice- be it in a novel, or on LinkedIn. Or Facebook. Or your company’s blog. Or Tumblr. Or Twitter. The unified theory of social media voice “Don’t get too caught up in the fact that this is a shiny new technol- ogy,” says Martha Barnette, co-host of the public radio language show, A Way with Words. “It doesn’t matter what the medium is; there are still a lot of basics for effective communication that apply here and elsewhere.” The basics are everything. Social media is often so spontaneous that basic principles are necessary. And the most basic principle of all is: write like you talk. Which is the best piece of advice any writer can ever get. “Write like you talk” ultimately results in authenticity. What people -even people who are well aware that they’re being marketed to and that this isn’t entirely a “social” situation- respond to is authenticity. However, when you write like you talk, it is important you realize that you don’t do the following: • respond to some jerk on Twit- ter with a canned response like “Thanks for the feedback!” • copy and paste a press release onto a LinkedIn discussion board. • post a PowerPoint to YouTube and The Esquire Guy on how to find your authentic voice on social media By Ross McCammon KEY TECHNICAL MATTERS Write like you talk • Stay positive. • “Thanks” is not a rich enough social media message on Twitter (or elsewhere). • “Thx” isn’t either. But it’s easier to type. • Your “special social media language” is the language of your audience. For instance, if you’re marketing to English speakers, your special social media language would be English. • “Awesome” is not a language. • Never attempt to use slang on social media that you would not use in real life. • Reread your tweet. Do not respond in an official capacity via social media while distracted. • Actually, do not respond even in a non-official capacity via social media while distracted. • If your company’s annual revenue is more than US$20 million, you may not abbreviate “great” as “gr8.” (For more, see our Twitter Abbreviation Guide.) • If your company’s annual revenue is less than $20 million, you may not abbreviate “great” as “gr8.” • This is good: light, amusing, useful. • This is not so good: languid, ponderous, moralizing. • No grammatical errors. • Funny only if you’re funny. • No lawsuit threats via social media. • If it involves “tips” of any kind, people will click. • Especially “simple tips.” • Also, “giveaway.” social media should be thought of as “social” in the way we used to think of social -the way we thought of social before social media existed. Pretend you’re actually being social. Pretend you’re speaking to your customers and that they’re right in front of you.

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november 2017 Entrepreneur 51 See this article in its entirety at Entrepreneur.com call that “engaging your customers via social media.” The world’s largest cocktail party “A great analogy for social media is the world’s largest cocktail party, only without the drinking and at incredible scale,” says Dave Kerpen, CEO of Likeable Media and author of Likeable Social Media: How to Delight Your Customers, Create an Irresistible Brand, and Be Generally Amazing on Facebook (And Other Social Networks). “At a cocktail party, you wouldn’t walk up to someone and say, ‘Hey, I’m Dave. My stuff is 20% off.’ What you do is ask questions, tell stories, listen and relate to people.” A couple of things to note here: one, walking up to someone at a party and saying, “My stuff is 20% off” just might work (depends on the party); two, there’s a bucket load of wisdom in this. What Kerpen is saying is that au- thenticity is important. Transpar- ency is important. Accountability is important. What he’s saying is that social media should be thought of as “social” in the way we used to think of social -the way we thought of social before social media ex- isted. Pretend you’re actually being social. Pretend you’re speaking to your customers and that they’re right in front of you. Says Kerpen: “The way to market content with- out sounding like you’re marketing content is to not market content.” All this content everyone’s talking about We have a complaint. The word content is a problem. Maybe it’s a useful term, but is it the right term? Content implies mass and utility. But what it doesn’t imply is “fun” or “ideas” or even “words” or “writing and sounds and pictures.” Which is what you should be employing in social media. Content is what’s inside a mattress, or a Toaster Strudel, or the brain of a frivolous man. Content is filler. We need another word. Stuff? No, stuff is too weak a word. Sturf? Storf? Stoof? The test for good content (until we come up with another word, it will have to do) is: would I care about this if someone said this to me? “We call it notability,” says Gary Wohlfeill, VP, Brand and Vision at CrowdRise, and formerly Creative Director at outdoor apparel retailer Moosejaw. “If it’s not notable; if it feels too sales-y or pushy; if I wouldn’t forward this to my friends- then maybe we should think about doing something else.” The bottom line is that, even in the social media universe, peo- ple don’t want fast and easy. (Or “quick and shitty,” as we say in the Esquire universe.) They want rich and smart. And efficient. Every- thing should be rich and smart and efficient. And occasionally amus- ing. That has always been true. War and Peace is rich and smart. It is also efficient. And there are at least a couple of lines -I’m thinking Book 4, Part 3, Chapter 5- that are amusing. Which is why it’s “good.” A tweet can be rich and smart and efficient and amusing, too. Thus, it can also be good. b4 yyd Cld DM Twitter Abbreviation Guide b be b4 before here24 heretofore abt about gr8 great idk I don’t know yyd yes you do DM direct message Cld could FF Follow Friday MM Music Monday WW Wonderful Wednesday* OU812 Not a good Van Halen album !!!!!! ! $$$$$$$ $ * Some items on this list may not be a real thing. See this article in its entirety at Entrepreneur.com The bottom line is that, even in the social media universe, people don’t want fast and easy. They want rich and smart. And efficient. Everything should be rich and smart and efficient. And occasionally amusing. That has always been true. Social media is often so sponta- neous that basic principles are necessary. And the most basic principle of all is: write like you talk. Which is the best piece of advice any writer can ever get.

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Entrepreneur november 2017 52 Iman Ben Chaibah, founder of Sail Publishing, a content hub for copywriting and e-books publishing, is also the Editor in Chief of Sail Magazine, a general interest online magazine about community and culture. Iman is a multi-award winner in digital publishing, entrepreneurship, and literature. She started her career in IT with the private sector, climbed the corporate ladder from a developer, to a project manager, all the way to a senior manager in IT, before she decided to leave her safe job and take the risk of running her own company in the field of publishing, a field she’s always been passionate about. T hrough my line of work, whether at Sail, as a magazine and a publishing house, or through teaching at a univer- sity, I meet a lot of youngsters who tell me they want to become entrepre- neurs. At times, I feel like they take that word rather lightly. I’ve heard this from some who haven’t yet gradu- ated from their universities, and I’ve heard it from some who have worked a few years and now plan to quit their jobs for this new career tra- jectory- but at such instanc- es, I often wonder: do they really know what they’re getting themselves into? Of course, I did ask the ones that came my way about why they want to be entrepreneurs, and the answers were amusing at times, because some of them implied a utopian view of what entrepreneurship is. I say “some,” because there were the ones whom I could see excelling at being entre- preneurs, well, others who I felt were heading toward self-destruction. Here are a few of the responses I’ve got: • “I want to be my own boss.” •“ I don’t want to wake up early every day.” • “I want to make a lot of money.” And the list goes on! In such scenarios, I always try my best to make time for them and advise them on what to actually expect as an entrepreneur, because as much as we like to believe sometimes that all of us can run businesses, but in real- ity, just like we have different personality traits, some of those traits as well define whether we’d be better off as a business owner, or as an employee. Of course, such definitions are not set in stone: it’s important to re- member that different stages in your life can have you exhibiting different charac- teristics: you can be a better employee at some stage in your life, and you could be a better business owner in another stage in your life. Neither is strictly better than the other, but you have to know what you’re getting into. So, here’s what I tell the youth when I discuss entre- preneurship with them: 1. Being your own boss is really not all that great You will be your own boss while running your business, but if you think this means you’ll work less because no one is bossing you around, then you’re sorely mistaken. You’ll end up working way beyond any working hours, and through weekends as well. At times, if you have suppliers who live in a different time zone, you’ll even put alarms in the middle of the night to wake up to be able to communicate with them and get quick responses. The only difference here is that you’ll be working on projects (and in an industry) that you love. 2. Entrepreneurship is not a joy ride No matter how much you like your business’ industry, don’t think it will all be pleasant. You will be doing some things that you won’t enjoy, whether clerical tasks, bookkeeping tasks, project pitching, meetings, and the list goes on. Yes, you’ll eventually hire people to do that for you, but while you’re not making enough money yet, you will be doing all that. 3. Revenue (often) takes a long time to come in Making money isn’t automatic while running a business, and it surely doesn’t happen immediately. While being an employee means you get a steady fixed salary on a monthly basis (even when you’ve been taking it slow and not bothered with the big projects), when running your business, you’ll be hustling for every dirham that comes to your account, and from whatever you make, there will be so many operational expenses you have to pay off before actually enjoying any of the remaining revenue. 4. Do remember to account for your existing lifestyle If you’re supporting your family, live on your own, or have loans, do not quit your job to become an entrepreneur without really, really thinking it through. Think a hundred times before you take that step. You can try to start your business on the side while you are still working, so as to ensure that you start making a little bit of money, before you take that leap of no steady salary for a while. At the same time, if you are going to take this leap soon, start cutting down on your lifestyle while you are still employed, and try to save as much money as possible to survive the early phase of your business. 5. Research, and research some more You will be blind towards competitors at first, and you might like to believe that your business idea is so unheard of and unique. But chances are, there are other businesses who are doing it This ain’t no joy ride 10 things you should know before uprooting your life and becoming an entrepreneur By Iman Ben Chaibah business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS CULTURE

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november 2017 Entrepreneur 53 Saudi Arabia’s Crown Prince Mohammed bin Salman announced in October the Kingdom’s most ambitious plan yet to free itself from dependency on oil. Prince Salman revealed a US$500 billion proposal to build a new transnational “independent special zone” on the Red Sea coastline that extends into Jordan and Egypt. Strategically located in proximity to international markets and trade routes, the 26,500 sq. km. zone -dubbed as NEOM- is set to be powered by renewable energy, and has its eyes on incorporating elements of key sectors such as energy, advanced manufacturing, biotech, and media & entertainment. Announced at the Future Investment Initiative in Riyadh, NEOM (short for New Future) will operate independently from the “existing governmental framework,” and is funded by the Saudi government, its sovereign wealth fund, and local and international investors, according to a statement. Dr. Klaus Kleinfeld, the former Chairman and CEO of Alcoa and Arconic Inc. has been appointed as CEO of NEOM. “The NEOM project is set to transform the Kingdom into a leading global innovation and trade hub through the introduction of value chains of traditional and future industries and technologies to stimulate local industry, private sector job creation and GDP growth in the Kingdom,” reads an official note on NEOM, explaining the project’s mission. The completion of the first stage of the project is expected to be by end of 2025, and its contribution to the Kingdom’s GDP is projected to reach “at least $100 billion by 2030.” It’s exciting times ahead for Saudi Arabia, as the world watches how the Kingdom follows through on its ambitious economic and social upheaval plans. discoverneom.com in other countries, or at least doing similar concepts but in different industries. Learn from their stories, mistakes, and business models. Don’t start from scratch when you can stand on a solid foundation by those who preceded you, whether it’s learning about how consumers behave towards a certain industry, business models that can’t work in this industry, new technologies that could save you some capital, or new services that can be used instead of investing in existing infrastructure. Benchmarking, research, and knowledge sharing are the keys here. 6. Don’t drink the Kool-Aid Don’t become an entrepreneur because it’s a cool trend. Become one because you’re so passionate about a certain industry that you just can’t get enough of it, or because you truly believe in this industry, and want to make a difference. 7. Find yourself Learn about yourself before you take the step. Do you have the self-discipline and self-motivation to continue doing a job no one is following up with you on, and one that no one is paying you directly for? And remember, you know yourself, no matter how much you might like to pretend otherwise. If you don’t think you have it in you, don’t do it. Or if you must, do it on the side of your job- don’t quit till your commitment to entrepreneurship is stronger. 8. Get help Make use of a life coach or a business coach to help you stay focused, face hurdles, and tell you what you might not want to hear at tough times. Coaches can do wonders! 9. Find your mentors Mentors don’t have to meet you regularly, nor do they have to be a single person. They are the people you look up to in your field who would answer your call or message when you are looking for advice, and they will share their experience and advice without any reservations. But the important thing here is: don’t wait for mentors to come to you. You need to articulate your questions, go up to them, and, well, ask. 10. Wanting to give up is part of the process You will want to quit a million times across the course of your business. Your project pitches will be rejected another million times. Don’t let that stop you. Learn why are the clients rejecting your pitch, adjust, and try again. Saudi Arabia’s NEOM envisioned as a US$500 billion city purpose-built ‘for a new way of living’ Redefining the future infographic © neom The worlds first independent special zone spanning 3 countries in the Northwestern region of Saudi Arabia NEOM incorporates the new way of life and the strategic crossroads in trade, innovation, and technology with livability at its core Will be developed independent of the Kingdom’s existing governmental framework with investors, businesses, and innovators consulted at every stage of development Expected to emerge as a leading global hub that exemplifies the future of human civilization by enabling the technology to serve the human needs and creating the safest destination environment with quality living P R O J E C T I N B R I E F S U P P O R T E D BY The Public Investment Fund NEOM will be back by more than $500 billion over the coming years by the Kingdom of Saudi Arabia, the Saudi Arabian Public Investment Fund, local as well as international investors O B J E C T I V E S PEOPLE Building a global community with tomorrow’s brightest talent that embraces innovation, creativity and friendship to all nations PROSPERITY Providing the best in class business environment and investors and innovators to build tomorrow’s economic models promoting collaboration to achieve sustainable economic growth PLANET Re-defining the art of good living through the most livable communities to promote a sustainable future and a healthy lifestyle L O C AT I O N Over 26,500 km2 in Northwestern Saudi Arabia – a unique location facilitating NEOM’s rapid emergence as a global hub bringing together the best of Arabia, Asia, Africa, Europe and America T H E V I S I O N The land of the future, where the greatest minds and best talents are empowered to embody pioneering ideas and exceed boundaries in a world inspired by imagination T H E M I S S I O N A unique location for private participation and investment within an effective governance system INVE STMENT CENTERS AROUND VARIOUS ECONOMIC SEC TORS The future of LIVING AS NEOM’S FOUNDATION ENERGY AND WATER MOBILITY FOOD TECHNOLOGICAL AND DIGITAL SCIENCES ADVANCED MANUFACTURING BIOTECH MEDIA ENTERTAINMENT

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Entrepreneur november 2017 54 Benjamin Ampen is the Head of Revenue at Twitter MENA. Since joining Twitter in 2012, Ampen has launched the company’s sales activities in France, Spain, The Netherlands, Germany, and Italy. More recently, he launched Twitter’s operations in the region in August 2015 in Dubai. Prior to joining Twitter, Ampen worked at Google for four years, where he spent his last year as an Industry Manager spearheading the business development team across the UK and EMEA region. Ampen holds three master’s degrees in management from highly esteemed universities in London, Germany, and Paris. Talk to him on Twitter @bampen. W hat does it take to build the right win- ning team for your enterprise? Here are five techniques that we have been using at Twitter, both in the MENA region and around the world, to get the right people on board- and then get them to perform their best. #PACEYOURSELF WHEN RECRUITING At the offset of any opera- tion, leaders are tempted to hire a large pool of talent in a short timeframe. This usu- ally stems from the assump- tion that excessive hiring will create a false sense of success and will therefore satisfy the organization’s in- ternal stakeholders. Howev- er, the ideal approach in this scenario would be to analyze the business requirements before making any short- sighted hiring decisions. In the long run, the most pertinent question is: would the business rather be im- pacted by delays in recruit- ing the right candidate, or by investing resources on training low performers (and potentially restarting the hiring process for a replace- ment)? This is particularly impor- tant at the beginning of a project when everyone needs to be autonomous in the work they deliver. The ideal approach would be to find a team member who embodies the company culture, grows with the business, and has an impact beyond the duties outlined in the role. #SEEKDIVERSEPERSPECTIVES It’s important to work in a company that’s committed to making its teams more di- verse. One of Twitter’s core values is to “seek diverse perspectives,” and we do so by hiring candidates with unique backgrounds and ex- perience, yet by maintaining a consistent, high talent bar across the organization. In our regional office in Dubai, we almost have as many nationalities as employees. But diversity goes beyond nationalities and gender. By hiring people with different backgrounds and experience, those individuals help shape the culture of the company with their unique perspec- tives. From a personal stand- point, diverse work environ- ments contribute to your development as a leader, since you’re able to maxi- mize the opportunities by seeking different outlooks and learning from your team. Hence, being open to imple- menting team ideas when making business decisions is both valuable to leaders, and those who contributed to them. Another way to incorporate diverse perspectives is dur- ing the recruitment process. Involve your team as much as possible in the hiring panel and work with your human resources depart- ment to put in place a refer- ral program that incentivizes employees for recommending candidates. #BUILDTRUST To motivate a team, a leader must first gain their trust. Being approachable and treating everyone in the team as your peer encourages open dialogue and feedback. An important lesson that I learnt from one of my managers recently is not to insinuate power in your interaction with your direct reports; they know you’re leading the team, and you don’t need to play “the boss” card or imply that their views are irrelevant to the business. To me, empowering a team is vital. Give your team the freedom to get the work done, but keep checking in regularly to see how you can; not manage, but rather, sup- port your team. Another approach that has worked well in my experi- ence is to maximize the number of times I engage with my team. The idea is to plan different types of engagements with the team based on the messages I need to deliver or the input I need from them. For ex- ample, every week, it’s one of my absolute priorities to have one-to-one meetings with my direct reports and functional leads. In addition, every Thursday at the end of the day, we have a get- together for the whole team to participate in “Tea-Time”. Globally, Tea-Time is a Twit- ter tradition at the San Fran- cisco headquarters where employees discuss a range of topics from team updates, business news, to the latest personal news within the team. This friendly environ- ment builds trust, making it easier for employees to understand how meaningful their work is and why they’re doing it. BIRDS OF A FEATHER #FLOCKTOGETHER Tea-Time also gives all team members the opportunity to feel involved in the business, its success and impact. It’s important to provide your teams with a clear vision on where we have to drive the business to succeed. With the most junior person in your team particularly, it’s crucial for them to under- #ComeTogether How to attract, empower, and inspire the right team By Benjamin Ampen TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO Always start with listening. The best way to make your team grow is to know who they are, what they want, and how they feel. In order to do this, just have them talk. Particularly true at the beginning of a relationship.

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november 2017 Entrepreneur 55 Embracing digitization in GCC’s sectors is critical to achieving national plans such as Abu Dhabi Economic Vision 2030 and Saudi Vision 2030. And for the region to attain the benefits of digitization, workforce skilled in the field are essential, according to a report by the Ideation Center at Strategy& along with LinkedIn. The Empowering the GCC Digital Workforce: Building Adaptable Skills in the Digital Era report has found that the proportion of digital jobs in GCC countries are particularly low- account- ing for only 1.7% of the GCC workforce, compared to 5.4% of the EU workforce employed in similar roles. To counter this, the study suggests that GCC companies should work on creating more digital job oppor- tunities. The report also found that GCC digital professionals show a high-growth rate for skills in technology sales and distribution, while globally skills in product development are growing most rapidly- indicat- ing the region’s underdeveloped digital jobs market compared to global markets. To develop a skilled workforce, the study proposes a crucial need to use tech innovations in academia, and empower students towards digital careers. It also places a high priority for digitization among companies in the GCC, and the significance of foster- ing a better entrepreneurial ecosystem for startups to pro- vide digital careers, and attract a well-skilled workforce. www.ideationcenter.com/gcc-digital- job-market stand the bigger picture as often as possible and explain to everyone, whatever their position, that they have an important role to play. For example: someone may believe that the role of a Twitter client servicing team is “only” selling ads. But that would be pretty reductive to think so. What truly matters is that the revenue generated by one team helps in main- taining the operations of the consumer platform, and hence gives a voice to more than 320 million people worldwide. A great way to motivate a team is taking some time to celebrate successes and in- vest in special moments- but a team lunch at the end of the week is not enough. One of the best pieces of advice that I received is that doing good work is not enough, and that people need to know about it. Through additional effort you can create quality moments, and more impor- tantly, build stronger ties between colleagues. INSPIRE BY #RESPECTING ONE ANOTHER When a competent team is hired and motivated, usually inspiring them is the easier task and this results from how you act as a leader. Here are three suggestions that have been yielding results for me, and some of the leaders who inspired me, over the past 12 years. Always start with listening. The best way to make your team grow is to know who they are, what they want, and how they feel. In order to do this, just have them talk. Particularly true at the beginning of a relationship. Secondly, accepting that your ultimate goal as a leader is not to be liked, but rather to help people grow and develop while doing what’s right for the busi- ness, is key. In some cases, this means having to break bad news, manage expecta- tions, and make unpopular decisions that might affect some of your teammates negatively. It is tough, but necessary for the team to recognize the sensibility of your decisions in the long run. This will earn you their respect, and as a result, the ability to inspire them. Third of all, acknowledge that as a leader, you set the standard and your team per- ceives you as a role model. Your team is a reflection of who you are. If you’re criti- cal and lack passion, they will behave similarly, but if you’re inspiring and elude positivity, the potential is limitless. Insights from LinkedIn And Strategy&’s study on empowering the GCC digital workforce Wanted: digital opportunities image and infographic © linkedin and strategy& The skills gap is the result of supply and demand challenges facing the digital job market Supply challenges 7% of GCC digital professionals studied locally vs. 64% 37% in the U.S. and in the U.K. IT 2,000 Other subjects … 8,700 Business /economics 01 Limited academic preparation for digital skills 02 Inadequate professional development environment 03 Limited interest in pursuing digital careers Outdated ICT education system contributes to the low number of digital graduates from the GCC Employers do not offer adequate internships or training programs Nationals prefer business and economics majors of Saudi employers offer apprenticeships or internships to make up for the skill shortage of organizations in Saudi Arabia have a formal ICT training program 34% 29% University graduates (2017) Professional development offerings (2015) UAE university graduates (2013) GCC countries’ digital job markets are underdeveloped compared to international benchmarks GCC digital professionals lack the skills that recruiters are seeking Top available skills of GCC digital professionals 1 Management 2 Team management 3 Project management 4 Microsoft Office 5 Team leadership Digital skills most in demand across sectors 1 Statistical analysis and data mining 2 Algorithm design 3 Web architecture and development framework 4 SEO/SEM marketing 5 Middleware and integration of software (March 2017) Supply Demand UAE Ireland Singapore Malaysia Saudi Arabia Bahrain India U.K. Canada U.S. Germany Qatar Kuwait Oman Modernizing the digital job market could create 1.3 million additional digital jobs in the GCC by 2025 The dynamics of the digital job market in the GCC Ali Matar, Head of LinkedIn EMEA Emerging Markets, Middle East and Africa, at the launch of the study on empowering the GCC digital workforce

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Entrepreneur november 2017 56 I t’s one thing to be an iconic luxury auto brand; it’s another thing altogether to be an iconic luxury auto brand that can boast of a 16-month run of consecutive growth. With the latter being what Cadillac announced in September this year, it’s a nod to how this New York- headquartered brand has been making its presence felt- and no, this isn’t a phe- nomenon that’s restricted to the United States; it’s happening around the globe, and yes, the Middle East is indeed a market where the company has been making “significant gains.” So, with that being said, what’s been fueling Cadillac’s rise as a brand? Christian Soemmer, Managing Director, Cadillac Middle East, puts it down to an apparently basic formula. “Pure and simple: it’s great products, great communica- tion and great service,” he says. “First and foremost, without a great product, you cannot compete in the lux- ury space. For us, it’s about having a relentless attention to detail, combining refined driving dynamics with purposeful technology that makes the experience of be- ing in a CT6 prestige sedan, for example, something quite special. Secondly, there is little use in having a great product if you don’t convey this properly; so, for us, it’s about inviting the people of the Middle East into our world through our channels, whether that be marketing campaigns, social media, or sponsorships, through to the experience at the dealer. And on that note, it’s these interactions with our people on the showroom floor that really make the difference in this region. This is why we introduced a certification program for showroom staff that holds them to our high standards of customer ser- vice. Together, I believe that products, communication and service are what gives us a competitive edge in the Middle East, and our other markets around the world.” Having been at Cadillac for nearly a year now, and having previously worked at Audi Middle East for seven years, Soemmer has obvi- ously been privy to the va- garies of the region’s luxury auto market, which has been, by all accounts, a rather challenging space to navigate for quite a while now. But Soemmer notes that while growth in the industry may have cooled over the last year, Cadillac has been mak- ing conquests in the region all the same, by introducing new people to its particu- lar take on sophistication. “I think we’ve done some great work in the last year in communicating who we are; an automaker that’s a risk taker, as one that doesn’t follow the pack, and one that Cadillac Middle East Managing Director Christian Soemmer on how his 115-year-old brand is still making waves around the world By Aby Sam Thomas Leading the way images courtesy cadillac | www.cadillacarabia.com TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO Cadillac Middle East Managing Director Christian Soemmer’s tips for entrepreneuers Keep your eye on the prize “So many ventures fall flat when entrepreneurs get swept up in all the great possibilities of what could be that they lose focus on what is doable. Consider what makes sense and prioritize.” Be flexible “Although it’s important to stick to your guns, as Darwin mentioned, it’s not those who are necessarily the biggest or strongest that thrive, it is those that can adapt to their environment.” Network, network, network “You never know when op- portunity may come knocking, or when an acquaintance may prove to be particularly helpful. Keep communication lines open, foster relationships, and try to learn not only from the best, but from as many people as you can.” It’s never too late “The founder of Cadillac, Henry Leyland, was 59 years old when he established the brand in 1902. Now, 115 years later, we sell over 300,000 vehicles a year, all over the world, and we are still growing. His passion and vision were a formidable driving force in our success.” Be brave “As we say at Cadillac, ‘Dare Greatly.’ If you don’t change, nothing will.” ‘TREP TALK Christian Soemmer, Managing Director, Cadillac Middle East

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november 2017 Entrepreneur 57 subsequently creates excit- ing and unique vehicles,” Soemmer explains. “And this is what has driven indepen- dently-minded people to include our brand into their consideration set. I often hear about instances where people have sat in a Cadil- lac for the first time, and from there, they’re hooked. We’re looking forward to this happening more and more in the coming year.” Of course, what helps Cadillac in this regard is its particular sense of distinctiveness- just turn your attention to its lineup today (which includes the Escalade, XT5, ATS and CT6) to get a feel of this particular characteristic. “We’re seeing people in the Middle East really identify with and re- spond to the fact that we’re doing something different, producing cars that don’t look or drive like anything else out there,” Soemmer notes. “We’re taking the best lessons we’ve learned over the last century in terms of engineering innovation and creating head-turning design, to embody what we see as a new type of luxury– one that’s bold, and sophisti- cated, and authentic.” And Cadillac has made sure that its new values are com- municated to the world, all of which are centered around its “Dare Greatly” ethos; be it with its own market- ing campaigns, or with the events that it has associated itself with. For the former, look no further than “Arabs of New York,” the slick mar- keting campaign that Cadil- lac launched in September showcasing entrepreneurial figures like Emirati com- poser Mohamed Fairouz and Lebanese architect Michel Abboud who have made it big in The Big Apple. “‘Arabs of New York,’ which show- cases real, young, ambitious, talented people from this region that are making it big in Cadillac’s home of New York City, helps to bring Ca- dillac’s reinvention full circle for us,” Soemmer says. “In its truest sense, it captures what entrepreneurials are about– millennial era, go- getters who are moving the world forward. We wanted to do something relevant for the Middle East, which is why it was so important to be able to showcase the next generation from this region who embody this spirit.” At the same time, Cadillac is making sure to get itself aligned with events and programs in the region that share its values, and Soem- mer notes that such efforts are already paying off for the brand. “By using a differ- ent look and approach in our communication, and by partnering with like-minded ambassadors and events like the STEP Conference and Sole DXB, we feel that we are showing our true selves,” he says. “We’re not necessarily portraying ourselves as just a luxury auto brand, but as “Daring greatly is not just a tagline to us: it is a mindset, and it’s a culture. It has to be led from the top, and it needs to be genuine and authentic.” Cadillac’s Arabs of New York campaign >>>

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Entrepreneur november 2017 58 a luxury brand, full stop. We think that people connect to this authenticity, and clearly, we have received a warm reception from optimistic, sophisticated, and bold peo- ple, who feel that Cadillac reflects their own image and values.” Of course, it’s not all just about how Cadillac presents itself to the world- the com- pany is also making heads turn thanks to its starring role in shaping the future of mobility, and this is particu- larly noteworthy when you consider that these innova- tions are being spearheaded by a brand that was born in 1902. “Cadillac is well and truly involved in shaping the future of mobility,” Soem- mer explains. “For instance, this year we launched Super Cruise– our autonomous highway driving feature in the 2018 CT6 in the US. Un- like other driver assistance systems, Super Cruise utiliz- es two advanced technology systems -a driver attention system and precision LiDAR map data- that bring new as- pects of safety and intuitive control to further elevate freeway driving. While the system requires drivers to be alert at the wheel, it al- lows for hands-free driving, and impressively, one of our Super Cruise enabled CT6s recently completed a journey from New York to Los Ange- les completely hands-free. It was the first official hands- free cross-country drive ever done.” With features like these to boast of, the CT6 has been praised for everything from “reinventing driving” to being declared “a technological leap step forward in the long march to full autonomy,” all of which is a testament to the future that Cadillac is crafting for itself. With respect to the Middle East market specifi- cally, Soemmer notes that technological advances aside, path breaking changes in the region could help elevate Cadillac as a brand as well. “The most exciting trend in this region for the year ahead is, of course, the royal decree allowing women to drive in Saudi Arabia,” Soemmer notes. “This is one of our largest markets, and this monumental change of- fers a lot of potential for our brand in 2018. Our motto at Cadillac is ‘Dare Greatly,’ which may resonate with the women in Saudi, who choose to take the new step of get- ting behind the wheel.” The future does look prom- ising for Cadillac in the Mid- dle East, and Soemmer, for his part, is excited about the road ahead. “It’s a once-in- a-lifetime opportunity when you get handed a 115-year- old iconic luxury brand, and asked to lead its reinvention here in the Middle East,” he says. “It’s a big responsibil- ity, but the great news is that the sky is the limit. Together with my team, we’re look- ing to disrupt the business, we’re looking to innovate, and we are taking our ‘Dare Greatly’ motto to heart, as we come up with new ways to approach to the previ- ously traditional automotive business. Daring greatly is not just a tagline to us: it is a mindset, and it’s a culture. It has to be led from the top, and it needs to be genuine and authentic. It has helped us to create an environment that is both motivating and inspiring, where great ideas are not shot down, because the execution is deemed too hard or unachievable. I am open to any creative, innova- tive ideas, and it doesn’t matter if it’s influenced by the non-automotive in- dustry. One of my favorite leadership philosophies comes from the great Nelson Mandela: ‘It always seems impossible, until it’s done.’ There is so much truth and courage in this, which sums up the Cadillac way per- fectly.’” TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO Can you give us a rundown on the models under the Cadillac portfolio that are especially popular in the MENA market? “In most of our markets, the ever-popular Escalade continues to be our bestseller, due to its iconic status and being in a league of its own when it comes to high-end, full-sized SUV luxury. Second on the list comes the newest addition to the Cadillac family, the XT5 crossover, which had its international debut in Dubai, and has picked up where the immensely successful SRX left off. Rounding out the top four are the ATS Sedan, which is renowned for its driving dynamics, and acts as a great introduction to the Cadillac lineup, and the newly launched CT6, which is packed with premium features such as massaging seats, a 32-speaker Panaray audio system, and redefines what it means to ride in or drive a prestige sedan.” Regional rundown Cadillac in the Middle East “‘Arabs of New York,’ which showcases real, young, ambitious, talented people from this region that are making it big in Cadillac’s home of New York City, helps to bring Cadillac’s reinvention full circle for us. Christian Soemmer, Managing Director, Cadillac Middle East

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Entrepreneur november 2017 60 B asil Al Sa- lem, founder and CEO of Kuwait-based hospitality group Gastro- nomica says he can’t pick a favorite from the varied dining concepts in his portfolio, but admits that his business came into being thanks to his particular love for “quality” burgers. “When I first came back [to Kuwait] from the US [in 1999], I found myself missing a lot of different foods, but nothing so much as a good burger,” he remembers. “Kuwait was not short on burger options at the time, but none of these focused on quality coupled with a good dining experi- ence. I immediately knew that if I was going to do something that would work, would carry minimum risk, and have great potential, it would have to be burgers.” Returning to Kuwait from the US as a finance gradu- ate armed with a passion for design, food, and to start a business of his own, the food and beverage sector seemed an ideal arena to Al Salem to explore his interests. With this culinary passion as a catalyst, Al Salem spent the next two years working on a business plan, and exploring design options and locations that could help him stand out in the industry. After a round of fundraising from family and friends, Gastro- nomica was born in 2003 with its first concept- the B+F Burger Boutique- opening its doors in 2005. Since then, as an operator of what it calls “original upscale dining concepts,” Gastronomica has grown to include eight restau- rants and 15 operating units -all created in-house from scratch- and currently oper- ates in Kuwait, KSA, Oman, the UAE, and Qatar (with Bahrain on the way). Ask him about the one constant business mantra that he trusts absolutely, and Al Salem replies with a realization he had early on in his entrepreneurial journey. “The future of the restaurant business is no longer [about] the food, but providing customers with a standout experience,” he says. Bring- ing various concepts under one umbrella meant that “all these brands needed to have a common DNA that ties them all together.” For instance, while B+F Burger Boutique is the group’s attempt at giving a makeover to a dish that’s historically considered junk food, Slider Station is an “industrial chic” restaurant serving sliders and other American food in the form of a “conveyor belt burger joint.” On the other hand, there’s Nomad Kitchen, which operates out of a vintage 1973 Airstream truck offering Kuwait’s customers gourmet Gastronomica founder and CEO Basil Al Salem on building (and scaling) an F&B brand out of Kuwait By Sindhu Hariharan The connoisseur Basil Al Salem, founder and CEO, Gastronomica B+F Open Flame Kitchen innovator Gastronomica founder and CEO Basil Al Salem’s tips for ‘treps 1. Fuel yourself with passion “You can’t excel if you are not passionate about what you do.” 2. Never stop learning “There is nothing better than continuing to educate yourself to get better at what you do and to have a better understanding.” 3. Patience is a virtue “Good things don’t come quickly.” 4. It’s not about you “The true owner of the business is the loyal customer.” 5. Believe in your hunches “You don’t get a hunch every day, but when you do it’s usually right.” 6. Take time to day dream “It sounds absurd but dreaming about your business, whether good or bad, helps you look beyond reality and step out of the box.” ‘TREP TALK “We have already crossed our US$50 million milestone, and I am personally looking forward to hitting our next milestone within the next few years.”

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november 2017 Entrepreneur 61 street food on the move. As for a common theme running across all of Gastronomica’s outlets, Al Salem calls it TDE -Total Dining Experience- and it’s a tool he and his team have diligently focused on incorporating in their brands. “It’s that intangible aspect of the business that is very hard to propagate in the corporate culture, but once set in place, would have an immense impact on the success and sustainability of our restau- rants,” Al Salem explains. “TDE focuses on all five senses, and thus we always need to think of all the vari- ous factors and elements that will have a positive impact on customers. It is through posi- tive emotions that customers will get the best memory of their experience, and that is always our ultimate aim.” According to Al Salem, it is TDE that’s helped B+F Burger Boutique –a restau- rant serving burgers made from organic grass-fed beef devoid of antibiotics and hormones packaged in 100% recycled paper- stand out among its more casual peers, and aided him in building up the Gastronomica brand. “We have been growing at a high double-digit compound annual growth rate, and our target is to open 15 additional units by 2018, out of which the following six is already under execution,” Al Sa- lem says. “We have already crossed our US$50 million milestone, and I am person- ally looking forward to hitting our next milestone within the next few years.” For all of Gastronomica’s impressive figures today, entrepreneurs with scanty resources trying to follow in Al Salem’s foot- steps, can take solace in the fact that his business got off the ground with only a mod- est grant from his father, a conviction to “throw himself wholeheartedly” in his busi- ness, and a firm decision to align with those who believed in his concepts. Beginning his career at Ku- wait’s sovereign fund Kuwait Investment Authority, Al Salem admits that the plunge into entrepreneurship from the corporate world comes with benefits, but also a lot of pressure. “I left behind a very good job, as Head of Asset Management at one of the leading regional real estate companies, to build this business,” he remembers. “This decision meant that I was constantly under mental, physical and emotional pres- sure to grow and develop this business, and I had to work tirelessly to build a large, profitable and sustainable business.” At the same time, setting out to grow Gastro- nomica with what he calls “a limited knowledge of F&B, and almost no experience in this field” just added to the struggle. But, luckily for him, his passion and drive to succeed proved to be strong enough to surpass such obstacles. “There were many hurdles along the way- from complicated bureaucratic red tape, to finding locations, and hiring the right team. It was tougher than I had expected, but I was young, and was more than able to take on the pressure.” Getting into the restau- rant business 12 years ago, at a time when there wasn’t Instagram to help get patrons in, Al Salem considers it quite “the learning curve.” For instance, expanding into other countries meant going through similar complex business procedures, which the group tackled by adopt- ing a joint venture (JV) business model that enabled them to offload the proce- dural responsibilities to the JV partner. “That strategy worked and allowed us to grow quickly and establish Gastronomica as a regional player in the F&B industry,” he notes. This numbers-first approach has also helped Al Salem get out of spots of images courtesy gastronomica me >>> Slider Station

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Entrepreneur november 2017 62 bother with his business. “We did a gourmet falafel concept back in 2009 next to Slider Station, but the huge success of Slider Station overshad- owed it. I felt we were miss- ing out, and the opportunity cost of being there was great, even though we did fairly well with the concept. Six months later, Falafel & Co was shut down to make way for an extension to Slider Station. That was the best decision I had made, which gave Slider Station a life of its own till this day.” The entrepreneur’s own involvement with scaling Gastronomica and its award- winning culinary concepts is perhaps a key reason why Al Salem is not just an inspira- tional figure for Kuwait and the region, but, in his own words, but he is “somewhat of an activist,” working to improve the ecosystem as a whole. “Personally, I have lobbied with other entrepre- neurs for years, to change some of the more complicated and outdated rules governing our industry, and those ef- forts have come into fruition with the establishment of a dedicated SME department [in Kuwait],” he says. And Al Salem counts this as a criti- cal development for the Gulf nation, because be believes Kuwait houses substantial talent that remains hid- den without institutional support. “Many aspiring entrepreneurs felt that stick- ing with their government and corporate jobs was the safest way to go… Having a better ecosystem would mean that these risks are mitigated with better opportunities,” he stresses. As for the chal- lenging nature of the sector that Gastronomica is a part of, Al Salem feels that what started out as an underserved industry is now “over-satu- rated with operators, most of which are failing, [and] the idea of supply and demand is very difficult when there are no SME resource centers that can provide research and professional counsel.” However, the crowded market doesn’t seem to have impacted Gastronomica adversely, which, according to the founder, has been cash flow positive from day one, and he counts the JV model as a key contributor to this, since it provided almost 50% of the finances needed for expansion. “We are enjoying high levels of cash flow at the moment, as we are adopt- ing a more cautious stance towards a saturated market,” he reveals. “At this stage, our focus is not so much on further growth as stability and sustainability. We are, however, always on the look- out for good opportunities, but these opportunities are not as abundant as they once were.” There’s little doubt that for any investor shop- ping around in the region’s F&B market, Gastronomica, with over a decade of experi- ence, would be an exciting acquisition opportunity. Is Al Salem interested in such a move? “We are not looking for an exit at any point in the future, but we could possi- bly look into entering into a strategic arrangement with a partner that would enable us to achieve our goals in both the short and long-term,” he replies. Admittedly, this sort of a practical approach towards his business flows from Al Salem’s background in finance, and also tells you why, if you are a non-finance founder, you really need to get a numbers person by your side. “I had used this [finan- cial] background to assess the viability of every opportunity we got,” Al Salem says. “I consider myself to be risk averse and would build the projections on very conserva- tive assumptions.” But ask him what’s the one thing he wished he’d known before he started out, and that’s when you realize how involved he’s really been in build- ing Gastronomica. “I wish I had known that I would gain weight!” he laughs. “Making sure the food is good meant that I had to taste and sample before serving to customers, and that came at an expense. I would have forced myself to set aside time for daily exer- cise in my schedule to make it a habit. But I guess, it’s never too late.” Well, perhaps you can’t top an entrepreneur who gave a part of himself to make his business a success, but you sure can emulate his learning! innovator The Gastronomica portfolio B+F Burger Boutique An upscale burger experience that takes a green approach to both food and design. www.burgerboutique.com Slider Station A small bites place that’s inspired by American gas stations of the 40’s and specializes in sliders, grills, tapas and more. www.sliderstation.com B+F Open Flame Kitchen Offering a high-end dining experience, and featuring a live fire grill, the restaurant caters to the global connoisseur. www.openflamekitchen.com BRW Coffee An “artisanal coffee” and bakery in Kuwait that has a mission to satiate the coffee lover’s thirst for a quality brew. www.brwcoffee.com Nomad Kitchen As the name suggests, the food truck concept is for nomads who can manage to chase it down. www.instagram.com/nomadkitchen Cocoa Room This tastefully designed place is for those who never miss a good breakfast and cocoa cup. www.cocoaroom.co B+F Roadside Diner A less-fancy and more roadside- diner version of the B+F Burger Boutique. www.facebook.com/Roadsidediner Skinny Cloud The place offers a natural twist to ice cream- made out of organic skimmed milk, agave nectar, probiotics, and other ingredients. www.instagram.com/skinnycloud “We are, however, always on lookout for good opportunities, but these opportunities are not as abundant as they once were.” Slider Station in Dubai From the menu of Slider Station

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#EFICA_Awards The EFICA gala dinner is one of the largest financial services events in the UAE with a unique focus on ethical finance. At the dinner, delegates will get to vote for the best initiative, which will win the Ethical Finance Initiative Award and US$100,000. Help decide whose innovations could make the greatest impact. Register for the gala dinner at EFICA.com Witness how ethical finance changes lives. Gala Dinner / 15th November 2017 Ritz Carlton, Dubai International Financial Centre

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Making It big By Hasan Haider to better their startup’s chances at securing funds (and long-term success) 10 tips for first-time entrepreneurs O ver the past few years, we’ve seen an incredible growth and development of the startup ecosystem in our region. There are more startups, more founders and more industries covered than ever before. I see around 700 to 1,000 startups a year. I’ve come up with a few tips for the first-time founders who are looking for funding right now in the MENA region. money ask the money guy | vc viewpoint | your money | ECON Entrepreneur november 2017 64

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november 2017 Entrepreneur 65 1. You have an idea? Great! It’s worthless A lot of founders think that their idea is what makes them unique and offers enough value for investors to fund them. That’s not the case. Ideas are really worthless. Google wasn’t the first search engine, Facebook wasn’t the first social net- work- they entered markets that already had incum- bents. Their ideas weren’t unique. It was their execu- tion that led to their suc- cess. Don’t pitch investors ideas- pitch your execution of that idea. 2. Build a solid founding team We see a lot of former consultants and bankers turn to entrepreneurship. It’s become a sexy thing to do. Although they can put together a nice pitch deck, what you need in a founding team is someone that can lead the business, someone that can lead the market- ing, and someone that can lead the technical side of the startup. If you have two out of three that’s fine, but a single founder with no marketing or technical talent isn’t going to get far without a strong, motivated team around them. 3. Have divorce papers written up Although I advocate for a founding team, one of the most common causes of a startup’s failure is an inter- nal fight and breakup of the founding team. A startup is a high-stress environment. If you and your co-founders are not aligned, things will escalate quickly and kill the startup, no matter how much money you raised or traction you’ve seen. Make sure all founders are on a vesting schedule for their shares, draft a process to resolve disagreements, and have everyone commit to it. Finally. draft a document to anticipate a potential disagreement between the founder, and spell out a fair resolution in case of a split. 4. Don’t give up too much equity Too many founders still sell too much of their equity early on. I would recom- mend not selling more than 20-30% of shares in your startup at any financing round. If you get to a Series A round of funding and you only own 20% of your startup at that stage, it will be very hard for you to raise further rounds of capital. VC investors always want to ensure that you have enough of an incentive to see the startup through further rounds of financing to the eventual exit. 5. Winning prizes and competitions doesn’t mean you’re successful I’ve seen a lot of founders, once they’ve won a competi- tion or a prize in their local ecosystem, fall into this trap of believing they’ve already succeeded. You haven’t. While prizes might be nice for press or your ego, you haven’t succeeded until you have a profitable business or have had a significant exit. Don’t rest on your laurels- the battle is just beginning. 6. The Goldilocks rule Don’t raise too much. Don’t raise too little. Most start- ups that we look at in the region at the seed stage are between US$1-3 million in valuation. These are startups with significant traction, likely have strong revenues and demonstrated execution and growth. If you’re still not seeing significant trac- tion and are going out to talk to investors trying to raise a $1 million round, you’re probably wasting your time. On the other hand, if you’re too worried about dilu- tion and don’t raise enough funding to get you to the next stage, you’re shooting yourself in the foot. My ad- vice for seed stage startups would be to raise between $200,000-600,000, de- pending on your market, to get you to the right metrics to raise a Series A within the next 12-18 months. 7. Fundraising is a marathon If you think you’ll be done fundraising in a month, think again. Although there are rare cases when this might happen, the major- ity of fundraising in the MENA region takes at least six months to close from the first meeting. Don’t leave fundraising until you have a month of runway left. Fun- draising is a full-time job. Make sure you understand that; it needs to be the core focus of at least one of the founders to fundraise, while the other founders focus on continuing to grow the business. 8. Do your research before approaching investors The worst thing you can do is pitch an investor that has no interest in your sector, stage or geography. They’ll either think you’re an idiot- or lazy. You don’t want that to happen- first impressions count, and the ecosystem is a small place. I have men- tioned in a lot of places that I only look at investments in the MENA region, at the seed stage, after an estab- lished product-market fit. These are clear guidelines: if you just have an idea, or are not in the MENA region, or not from the MENA region, I will not be interested. Nonetheless, you’d be sur- prised how many idea stage startups from other geogra- phies send me emails. Also, don’t send cold emails- try to get an introduction. We’ve invested in almost every ge- ography, and have relation- ships with many ecosystem players- there should be someone willing to introduce you to us. 9. Focus on growth Startups are not SMEs. You need to show growth and you should be aiming for at least 20% monthly growth in the key metrics you are tracking. Inves- tors and VCs are looking to generate significant multi- ples on their investment in you. Let’s take $100,000 in annual revenues as an example. If you’re growing 5% every month, by the end of the year you’ll have about $180,000 in annual revenues. If you’re growing at 20% every month, that number becomes nearly $892,000. That’s a signifi- cant difference. Your whole startup should be focused and set up for growth. 10. Track metrics obsessively Lastly, and most impor- tantly, you need to track your metrics obsessively. If I ask you what was your growth rate last month, your customer acquisition cost (CAC), lifetime value (LTV), you should have these all at the top of your head. You need to build a full market- ing funnel, have data and stats on every aspect of your marketing and business. How can you grow unless you track your numbers? Set this up right, and make it a priority from the start. Hasan Haider is a Partner at 500 Startups, the most active early-stage VC firm in the world, based in San Francisco. He oversees 500 Falcons, the MENA-focused fund that is a part of the global 500 Startups network. money ask the money guy | vc viewpoint | your money | ECON

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Entrepreneur november 2017 66 In addition to financing, good investors provide advice, guidance and vast networks that will help you reach your business goals. However, along with the money and other benefits, come big expectations. You read articles every day about startups raising mil- lions of dollars of venture funding, but this doesn’t mean that it’s a simple task. While there is a nearly unprecedented amount of VC money available, the bar for fundraising is higher than ever. Before pitching to investors, there are certain essentials that your startup should already possess. 1. Have a (multi-) billion dol- lar idea Venture capital is risky, and consequently, VC invest- ments have a very low suc- cess rate. For many VCs, a successful investment should be able to return their entire fund. A business that’s worth tens of million dollars might be life-changing for its founder, but it barely moves the needle for its investors. As a result, VCs like to back entrepreneurs who are will- ing to boldly chase billion dollar opportunities. 2. Build for scalability In order to get big returns, VCs want entrepreneurs to achieve massive outcomes with a relatively small amount of capital. Start- ups need to balance their immediate need to survive with the type of long-term thinking that will get them from 100 transactions to one million transactions or more. This involves pursuing scalable business models, and executing them with the long-term in mind. 3. Put technology first A truly scalable startup needs to put technology first. Humans can solve problems one at a time, but only soft- ware can do so on a mas- sive scale. One issue with startups in the Middle East is that they often outsource development to save costs and focus on operations. This can work deceptively well at a small scale but rarely leads to multi-billion dollar outcomes. It’s difficult to build a technology-led company without a strong technology team and inves- tors realize this. 4. Bet on people Michael Dell once said: “Ideas are a commodity. Ex- ecution of them is not.” VCs know that a great team is the only way to bring a great idea to life. A strong team can even salvage a not-so-great idea. Slack started out as an online game, Venmo started as a way to communicate with bands, Twitter started as a podcasting platform. World-class teams find a path to success regardless of the odds. 5. Apply your resources to the right problem Even if a startup checks these first four boxes, VCs often ask entrepreneurs a very simple question: “Why are you the right one to solve this problem?” In other words, entrepreneurs should think long and hard why this problem hasn’t been solved before, because they’re certainly not the first people to think of it. Myspace came before Facebook. The BlackBerry came before the iPhone. Seeing a problem is not enough, an entrepreneur must solve it with the right team at the right moment in history in order to be suc- cessful. 6. Demonstrate traction It’s cheaper than ever to start a business. This is great news for entrepreneurs, but it also raises the expecta- tions of VCs. In the 1990s, many entrepreneurs raised huge amounts of capital with ideas alone. Those days are long gone. VCs will rarely risk significant capital on an idea without a product and customers. They want to see a signal from the market that a product is taking off. Without traction, everything else may be for naught. Walt Disney once said, “If you can dream it, you can do it.” At its heart, fundraising is about helping VCs to share your dream. Show me the money! Six key factors to attract investors for your startup By Zach Finkelstein O ne of the biggest challenges of being an entre- preneur, especially in the Middle East, is attract- ing your first institutional investment. It’s a key milestone because it serves as a signal to poten- tial employees, customers and future investors that your company is here to stay. Most importantly, it provides you with the capital that you need to realize your vision. Zach Finkelstein is the Vice President of Corporate Development at Careem, the leading ride-hailing service in the Middle East and North Africa. Zach joined Careem from Lumia Capital, where he was responsible for investment sourcing, due diligence, and portfolio company management. As a Vice President, General Partner, and a co-founding member of the fund, Zach participated in Lumia’s investments in Careem, OpenDNS, Xtime, Kabbage, Pitzi, EatStreet, Procore, and Hired, among others. In 2016, he was named one of the 30 Under 30 in Venture Capital by Forbes magazine. money ask the money guy | vc viewpoint | your money | ECON

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Entrepreneur november 2017 68 A s the Middle East’s corporate landscape continues to develop, there is a growing need for owner- managed businesses in the region to consider, plan and prioritize their succession planning and exit plan- ning. We at Lumina Capital Advisers are witnessing a whole new emphasis on exit planning by owner-managed businesses in the region, and many of these enter- prises that started life 10-15 years ago are now sizeable businesses, with significant value. Typical owner-managed businesses can range from the smaller US$5-10 million range to in excess of $100+ million and beyond in value. We specialize in working with owner-managers on mergers and acquisitions (M&A) and corporate financ- ing transactions across a range of sectors including healthcare, education, hos- pitality, manufacturing and distribution and construc- tion sectors. On the buyer angle, as the large conglomerates (listed and private companies) in the region look for new ways in which to deliver sustaina- ble top line growth, a combi- nation of divesting non-core subsidiaries and acquisition of companies in their focus sectors are becoming an integral strategic tool for these groups to deliver on their stated growth plans. This focus, combined with owner-managed businesses seeking exits, are creating a perfect storm for private company M&A in the UAE, and the region. If you are an owner-man- ager, it is likely that selling your business is the culmi- nation of a lifetime’s work– a once-in-a-lifetime transac- tion. Your prevailing buyer pool is likely to be highly professional, experienced in M&A, and consisting of large conglomerates with specialist departments or private equity purchasers. An acquisitive conglomerate or private equity fund would typically screen literally hundreds of opportunities annually. So, they will expect you to be well-prepared, the business structured for a sale, and shareholders ready to execute a transaction with very clear objectives, param- eters and defined strategic plans for the business post sale or merger. In our experience, there are some key must-haves in order to not only generate buyer interest, but to give yourself the best chance of actually successfully completing the transaction intended. 1. Strong financial systems and timely audited reports Timely and up-to date accounting and controls will significantly ease the burden of the often detailed due diligence process that can ensue. In addition to inspiring confidence to a buyer about the management and operations of the business, it spares months of data collection and information gathering on the seller’s part, which often means taking their eye off the ball and the decline of day-to- day operating performance. More importantly, a typical acquisitive company looks at several potential acquisitions a year, and quite often many at the same time, so this aspect is imperative, to avoid “deal fatigue.” 2. Keeping personal and business dealings separate Having founded and guided an organization from its very conception to a flourishing and thriving business, many owner-managers view the business as an extension of themselves. Many owner- managers may therefore find it difficult to separate per- sonal and business dealings, often leading to complex carve-out structures of personal versus business as- sets, unnecessary operating dependencies, and related party transactions. This is bothersome to a buyer– why? Because they cannot accurately ascertain if the business performs the same without these dependencies, and it is difficult for them define to what extent. This adds a level of risk percep- tion which then reduces the potential price or value. 3. Key man risk This comes to the heart of the “succession planning” issue. Grooming a second- tier management team that is competent, well-moti- vated, and have the author- ity and skills to lead the business post-sale is critical to capturing the ongoing operating sustainability of the business– which, in short, is how the business is valued, i.e. on its sustainable future earnings, and not on the past results of perhaps one key person, who is likely to transition out of the business post sale. In paral- lel with this, the business would be expected to have documented methodologies, decision making processes, operating procedures, manu- als and ancillary policies. We often ask the question that if the owner-manager takes a 12-month vacation without being able to be contacted, will the business continue By George Traub Five ways to better your business’ chances at a successful exit Seal the Deal If your business is dependent on a handful of clients, projects, a particular supplier, or a particular personal or business relationship, this increases the level of risk of the future operating earnings sustainability and hence negatively impacts value. money ask the money guy | vc viewpoint | your money | ECON

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november 2017 Entrepreneur 69 to function and show similar operating results for that year? If the answer is “yes,” you’re in good shape. If the answer is “no,” then you have work to do prior to considering a sale. 4. Revenue diversification If your business is depend- ent on a handful of clients, projects, a particular sup- plier, or a particular personal or business relationship, this increases the level of risk of the future operating earn- ings sustainability and hence negatively impacts value. If you have diverse sources of revenue this will ensure there is less risk, and under- pin the value of the business. 5. “Focused growth” versus “just growth” A typical mid-sized owner- managed business’ core appeal to a potential buyer is its fundamental specialty and niche market. Growth in that focused market through customer revenues and operating earnings is what a buyer is looking for. Rev- enue streams outside of this core focus, may be viewed as a distraction and non- repeatable and usually taken at a discount or ignored. For example, one-off projects or gains from non-core trad- ing activity. However, this is distinctly different from diversification of revenue streams mentioned above, that are within the business specialty (rather than with- out). For example, a health- care business that generates diverse revenue from differ- ent medical specialties will be sold at a premium to a healthcare business that also generates part of its financial metrics from café’s and gyms for example. George Traub is the founder and Managing Partner of Lumina, a DIFC Category 4-licensed firm that provides services focused on M&A, equity capital, debt advisory, and infrastructure project financing. Traub is a senior banker, finance professional and entrepreneur who has enjoyed a global career as a Managing Director, a CEO and a Partner at multinational investment banks, global advisory firms and regional financial institutions. His professional career spans ten years in London, five years in South Korea, and eight years in the Middle East. George’s Middle East experience includes roles as a Managing Director of Investment Banking at Macquarie Bank with coverage of the MENA region, Head of Corporate Finance Advisory for KPMG in the UAE, and as a Partner with one of the largest private equity firms in the MENA region managing US$2.5 billion of equity. What are you worth? When selling your business, you can generally expect the offered price to be a multiple of annual profits. The most common profit measure upon which buyers are likely to assess the value of your business is EBITDA (earnings before interest taxes depreciation and amortization). The EBITDA measure is often used as a proxy for the cash generated by the business, and a multiple is often applied to value the business as an approximation to the future cash flow that the business is likely to generate for the buyer, in today’s terms. EBITDA strips out the effect on many non-cash charges such as depreciation, provisions and financing costs and taxes. It therefore represents the operating cash profits that the core operations of the business generate on a yearly basis (subject to growth/decline), in return for the lump sum invested, i.e. the purchase price. It is important to note that the value of the business derived above is the value attributable to all stakeholders in the business– equity, debt and long-term financiers (such as finance companies providing long-term equipment leases, employees accruing their end of service benefits yet to be paid, and so on). What most business owners fail to appreciate is the amount of attributed value implicitly embedded in the business of stakeholders, other than equity holders. This often leads to a number of misunderstandings and negotiating points on purchase price versus business valuation between seller and buyer. We examine below the typical adjustments made to both EBITDA and value, in order to arrive at a fair estimate of what the equity price should be. Adjustments to EBTDA or earnings When assessing the earnings of a business, what a buyer is typically assessing is the expected sustainable level of earnings of the business into the future. Most owners expect that the higher the most recent year earnings are, the higher the value of this business. But there are a number of instances where this may be challenged. For example: • One-off or non-recurring revenues. For instance, if the business benefitted from a one-off project that contributed significantly to the profits of the year, this may be adjusted downwards on the basis that this isn’t repeatable or sustainable on a future annual basis. • Similarly, one-off costs or non-operational expenses incurred may be added back to show a higher level of earnings. For example, one-off rebranding or marketing costs, one-off legal fees incurred, charitable contributions, or a one-time cost of either expansion or closure of certain units, including staff costs. • The shareholders’ salary is another key area of examination by a buyer. If earnings have been boosted by lower than market salaries for shareholders (who are often also the key management), often buyers will make an upward adjustment to reflect a market cost of the management. Similarly, in some cases, the reverse may apply. Every upward or downward adjustment to the adjusted EBITDA will have a multiplier effect on the value of the business. How much value is attributable to shareholders? We have discussed that the value of the business is attributable to all stakeholders above (the enterprise value). Once the enterprise value of the business is agreed, in our example, by the methodology described above, it is now key to examine how much of this value belongs to each stakeholder. Typically, this total value would be carved up into: Net debt Typically bank borrowings and the capital value long-term finance leases outstanding less any cash in the business. This value is attributable to the debt holders Other long-term liabilities Typically employees- accrued gratuities or unfunded pension entitlements. This value is attributable to the employees. Working capital requirements The deficit or excess of current assets (receivables, inventory and prepayments) over current liabilities (supplier payments due and other short-term liabilities due). This value is attributed to the day to day cash operating requirements of the business. What’s left over is then the value that is attributable to the owners or shareholders of the business. - By George Traub How to assess a business offer

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Entrepreneur november 2017 70 I n a region with the highest official unemployment rate in the world -as high as 30% amongst youth- creating entrepreneurs out of disenchanted young talent in MENA can seem an arduous task. At the moment, over 25 million working-age youth are unemployed, most of them university graduates. These are even more drastic statistics when one considers that 60% of Arabs are under the age of 30, thus causing “a huge loss of productive capacity” and costing the Arab world’s economy about US$40-50 billion in lost revenue every year. According to the openDem- ocracy article, Jobs Above All Else, the International Labor Organization estimates that the MENA needs to generate 5 million new jobs per year up till the year 2030 to keep up with the growth of the working-age population. At Sheraa, we believe in building generations of job creators, not job seekers. Entrepreneurship is exactly what our youth need- to learn to see not just the problems of a society, but the potential solutions, and to take the responsibility of solving them into their own hands. We’re not doing it alone, either. We have so far part- nered with various Sharjah- based entities including Crescent Enterprises, a mul- tinational firm, Air Arabia, a budget airline, and Bee’ah, an environmental & waste management company. They help us generate and support ideas in social entrepreneur- ship, travel and tourism, and sustainability respectively. The potential is there, thrumming under the sur- face. Innate change makers who simply need an envi- ronment supportive enough to allow them to grow, and would-be entrepreneurs- those who are made by building their skills, their confidence, their ambition. And to harness that poten- tial as effectively as pos- sible, Sheraa has a few key principles embedded in our programs. 1. Building the right culture This is perhaps the hardest part, simply because of how much must go into making it a reality. However, it is also the most essential, because it is only when attitudes are shifted towards problem- solving, critical thinking, innovation and possibility, that people begin to make a change. Would-be entrepreneurs must feel that it is not only safe, but rewarding to chal- lenge the status quo. They must not only learn to ask questions, but also learn what the right questions to ask are. They must learn to see obstacles as challenges. And they must learn to rec- ognize and seize opportuni- ties to collaborate- entrepre- neurship is not a zero-sum game, and should not be treated as such. Essentially, to be an en- trepreneur, they must know that it is actually possible to be one, and then learn to think like one. 2. Maintaining a sense of honesty To solve problems, one must first acknowledge that there are problems to solve. To challenge the status quo, one must realize that it just doesn’t work. And to face a challenge, means to face the possibility of failure, criti- cism, and feedback from the people one is surrounded by. All of this requires honesty on the part of the entrepre- neur. And it requires honesty from us as well, as we ana- lyze what works and what doesn’t. Which ideas have potential and which don’t. Who has talent, but requires skills, and who has the skills but must hone their talent. Honest work is good work, and we value that through- out the journey. 3. Finding the talent/ skills Speaking of talents and skills, another key aspect of building an entrepreneurial ecosystem is learning to recognize them, and nurture them as much as possible. It also means identifying any skills gaps and seek- ing to close them, which we constantly do through our workshops that teach skills both hard and soft. These three principles are embedded in all our pro- grams, but none more so than during the initial idea- tion and incubation stages. THE ENTREPRENEURIAL FUNNEL Our headquarters provide a prime location. The Sheraa hub is situated in the Ameri- can University of Sharjah campus at Sharjah Univer- sity City, which is home to 30,000 students and over 25,000 alumni. This gives us access to a huge market of untapped potential, em- powering and educating the youth to launch their own ventures. We spent the first six months post-launch building our community, hosting 50 inspirational events attended by over 3,700 aspiring entre- preneurs. In our first year, we also held 45 training sessions and workshops on ideation, coding, finding your passion, and more, with almost 1,000 participants in total. Through a mix of their feedback and our research, we implemented a structure for Sheraa’s entrepreneurial funnel. Lessons learnt in the road to building a startup ecosystem in Sharjah By Najla Al Midfa The (right) formula to cultivate entrepreneurial talent start it up ecosystem | who’s got VC | Q&A | STARTUP FINANCE

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november 2017 Entrepreneur 71 The initial workshops lay the foundation for what is now our Sailors Program, which teaches app development, digital marketing, and graph- ic design. Graduates then get paid internships with the startups in our Ideathon, Incubator, Accelerator, and Manassah programs. Ideathon The program is the first stage of the entrepreneurial journey as mapped out by Sheraa, and it is where we identify people with talent, skills, and promising ideas for startups. It is also the beginning of cultivating that culture of critical thought and business acumen that every entrepreneur needs, as we teach aspiring entrepre- neurs how to validate their ideas with customer feed- back, develop their business model, and learn to pitch their idea persuasively and effectively. In the 10 Idea- thons held so far, we’ve gen- erated over 80 ideas, many of which have been carried over to the Incubator. Incubator The Incubator program was established this year as a bridge between the Ideathon and the Accelerator. Here, we take things to the next level, adding financial sup- port, mentorship, networking opportunities and business collaborations. The pro- gram lasts between three to six months, depending on the pace of each founder, allowing the selected ap- plicants the flexibility to manage their startup along with their other responsi- bilities as students and/or employees. It is designed to provide these startups with mentorship and the skills to continue product develop- ment and testing, build their prototype, and make their first sale. Over 20 teams have entered the program, and one has already made it through to the most recent cohort of the Accelerator. This stage is where entrepre- neurs are truly tested on the principles we teach them in the Ideathon, with continual feedback, milestones they must achieve, and commit- ments to their team, their mentors, and their startup. Accelerator The Accelerator program is where a select cohort of 10 teams receive a $10,000 equity-free grant, free access to our co-working space, expert workshops, free UAE- based business licensing, and more, in order to grow. The program culminates with a Demo Day wherein the startups pitch their ideas to ecosystem players, investors, and our corporate partners, reinforcing the principles of support, collaboration, and providing the right culture for the ecosystem to grow. Our first accelerator cohort of 10 teams graduated in Feb- ruary, earlier this year -dur- ing a Showcase Day event attended by H.H. Sheikh Dr. Sultan bin Muhammad Al Qasimi and Sheraa’s Chair- person H.E. Sheikha Bodour bint Sultan Al Qasimi- armed with the confidence and skills necessary to make their business a success. We have received almost 300 local and international applications for our second cycle, which we shortlisted to 35 candidates. Now, we are armed with our second cohort of 10 startups. Manassah Here is where the entre- preneurial ecosystem can truly take off. A network of established startups who are given privileged access to our co-working space, quarterly networking events, seminars and workshops, PR and pro- motion, and more. The bonds formed during the Incubator and Accelerator programs are further strengthened in Manassah, with new rela- tionships formed in between. Startups are given a chance to get a foot in the door of their respective markets, as well as receive facilitated introductions to govern- ment and corporate entities for potential partnerships. And, perhaps most vital, Manassah startups will be the ones driving the discus- sions on strengthening the entrepreneurial ecosystem during scheduled roundtable sessions. To conclude, it is not a matter of finding born-entre- preneurs, but cultivating the youth to become entrepre- neurs of the future, and to do that one must build the right ecosystem. This is not easy to do. We could simply aim for being the next Silicon Valley and imitate the ecosystems culti- vated abroad. However, this is not Silicon Valley, nor are we trying to be. Every ecosystem is unique, and our mission is to carve out an environment that is uniquely ours, addressing the needs of our society, and our economy. Najla Al-Midfa is General Manager of Sheraa -Sharjah Entrepreneurship Center- a government entity that aims to inspire the next generation of entre- preneurs and provide them with a launch pad for success. She is also the founder of Khayarat, a platform that enables young Emiratis to make informed career choices. Najla is a member of the Board of Directors, and Risk Committee, Chairman of the Audit Committee at United Arab Bank. She is also Vice-Chairman at Young Arab Leaders, a founding board member of Education for Employment UAE, and Women Corporate Directors GCC. Would-be entrepreneurs must feel that it is not only safe, but rewarding to challenge the status quo. They must not only learn to ask questions, but also learn what the right questions to ask are. They must learn to see obstacles as challenges. The Incubator program was established this year as a bridge between the Ideathon and the Accelerator. Here, we take things to the next level, adding financial support, mentorship, networking opportunities and business collaborations. H.H. Dr. Sheikh Sultan Bin Mohammed Al Qasimi, Supreme Council Member and Ruler of Sharjah, H.E. Sheikha Bodour Bint Sultan Al Qasimi, Chairperson, Sheraa, and Najla Al Midfa, General Manager, Sheraa, alongside graduates, strategic partners and key players at Sheraa’s Showcase Day this year. image courtesy sheraa

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Entrepreneur november 2017 72 FOODICS www.foodics.com Foodics, a cloud-based res- taurant management system born out of Saudi Arabia, has raised US$4 million in a Series A funding round -the first external raise for the startup- led by KSA-based Raed Ventures and Riyad TAQNIA Fund with partici- pation from Naseel Holding and 500 Startups. The Foodics software manages sales, transactions, inven- tory, employee schedules, and customer relationships among other F&B operations using iPads as a point of sale (POS) device at restaurants. The startup, a graduate of the Badir Technology Incu- bator in Saudi Arabia, was co-founded in 2013 by two KSA-based entrepreneurs, Ahmad Alzaini and Musab Alothmani, who are also friends from university. Foodics aims to use the investment to consolidate its position in the Middle East by “hiring R&D, data science, and AI experts to continue innovating,” while also building a talent pool for customer support divi- sions. “Part of this round will also be used to expand globally, starting from Europe,” says CEO Alzaini. The entrepreneur admits that the upstart did not even consider external investment for the first three years of operations, focusing only on “delivering a great product and creating a positive cus- tomer experience.” “[It is] this mentality that led to an extraordinary growth of our company, which was quickly noticed by investors,” says Alzaini. According to a press statement, Omar Almaj- douie, founding partner, Raed Ventures views Food- ics’ success as an indication that the Kingdom’s startups possess the capability to en- ter any complex technology field that were previously re- served for global companies to enter and disrupt. The sentiment is shared by Al- zaini as well, who counts the investors’ trust and shared passion for innovation and customer happiness as key advantages of getting the current set of investors on board their enterprise. At the time of writing, Foodics counts a team of over 50 employees working from its offices in Riyadh, Jeddah, Khobar and Dubai, and says it’s currently used by over 600 F&B brands in the Middle East- primarily in Saudi Arabia and the UAE. They serve F&B busi- nesses ranging from food trucks to large franchising chains, and Alzaini believes that a key element of Foodics is that it’s scalable, allowing them to provide a central- ized, enterprise-level all-in- one solution to clients, be it a small eatery or a multi- national chain. The Foodics system, among other things, supports multiple languages, allows for third-party sys- tems integration, provides key reports exportable in various formats, and also boasts of a 24/7 customer support. And interestingly, all these utilities work via a handy iPad device, and a quick look at the customer testimonials on the Foodics website gives you an idea of the extent to which the product is simplifying opera- tions management for F&B enterprises. Foodics’ growth story is also in some ways a les- son for entrepreneurs on successfully pivoting your startup at the right time to kickstart growth. “Our first product was actually quite different; when we started in 2013, our goal was to in- novate the restaurant menu market by providing a new digital menu service. After start it up ecosystem | who’s got VC | Q&A | STARTUP FINANCE Restaurant management SaaS startup Foodics and insurtech startup Democrance on their latest funding rounds By Sindhu Hariharan IMAGE courtesy foodics Ahmad Alzaini, CEO, Foodics ”We got funded!”

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november 2017 Entrepreneur 73 DEMOCRANCE www.democrance.com UAE-based Democrance, a startup that leverages technology to make insurance accessible and affordable for the low-income population, has raised US$800,000 in its first exter- nal funding round. The regional and global investors who pitched in for this investment in Democrance include prominent tech investors Jabbar Internet Group, London-based global insurtech-focused VC firm Eos Venture Partners, UAE-based Turn8, F-Horizon Group from Saudi Arabia, Switzer- land’s Seedstars, and a few other angel investors from MENA, Europe, South Asia and the US. While insurtech as a subset of fintech continues to generate a lot of interest among investors globally, the MENA is still catching up with the rest of the world, and Democrance wants to lead the development of the sector in this region by providing insurance to income groups that need it the most. Democrance’s platform brings together insurance and telecommunication companies, allowing users to get ac- cess to insurance through their mobile phone, even without having a bank account. The company says that only developing the solution we started approaching busi- nesses, and we immediately realized that most of our potential clients required an integration with their POS solution, and that’s where the idea of Foodics as it is today came from,” says Alzaini, explaining the early years of the company. It was then that the team noticed a substantial gap in POS and restaurant management tech in the region, and decided to tweak their product to build what is now a cloud-based SaaS product. “Without lis- tening to your customers, to the market, the competitors, and without an eye for new technology, there is a very good chance your business will struggle. On the other hand, you also need to know when to defend your ideas, to trust your guts, when you know that a risky business decision you made is going to pay off,” he notes. However, the entrepreneur admits that a boom in the region’s foodtech space has also brought with it more competition- both from established players doubling up investment in the digital front, and emerging tech upstarts. Personally, he says, the Foodics team focuses on delivering the best customer service, on partnering with top businesses in the sector, and integrating with the right partners to stand out in the crowded market. “The industry needs vary in an often subtle and fast paced way, therefore you always have to be on the lookout for new trends. Classic-style corporations can’t always keep up with this evolu- tion, and this opens up the market for smaller startups that are capable of rapid de- velopment,” he adds. And to Foodics’ credit, the startup sure seems to keep up with the tech evolution in their field. For the future, the company is planning to “in- vest heavily in AI-powered business intelligence” to enable better data-oriented decision making for users. Further, the startup also has an eye on expanding the integration capabilities of their product to help create synergies with other accounting tools and CRMs used by client entities. Given your fundraising experience, what, according to you, are the top three elements that investors in the MENA region look for in a startup that they are considering to fund? 1. Growth “One of the most valued elements is definitely exponential growth. If you can achieve exponential growth year over year, you will definitely attract not only investment, but also great talent and partners.” 2. Market “Growth is definitely a key factor, but choosing a market with a good potential is also extremely important, and highly valued by investors, as it strongly affects the company potential outreach and development.” 3. Team and talent “I will never stress this enough; your company’s success is entirely determined by the talent that you manage to attract. No market changes or adverse situations can bother you, as long as you have a team of rock stars, capable of overcoming dif- ficult challenges. Investors know this and highly value startups with a team of competent and committed people.” ‘TREP TALK Ahmad Alzaini, CEO, Foodics The Democrance team “Classic-style corpo- rations can’t always keep up with this evolution, and this opens up the market for smaller startups that are capable of rapid development.” >>>

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Entrepreneur november 2017 74 1% of MENA’s lower-income population can access and afford micro insurance, and has set itself a target to provide access to basic life and health insurance to “15 million low-income people across the MENA region by the year 2020.” “There are a number of areas in which we will be utilizing the funds,” says Michele Grosso, co-founder and CEO, Democrance. “Number one will certainly be the technology platform itself, which we will contin- ue to enhance and develop. A portion of the amount will be allocated to release a num- ber of additional pilots across the MENA region, which we will be able to talk about in more detail shortly. Finally, we are looking to further grow our team and add additional skill sets to our mix,” he explains. Having worked for some of the largest insur- ance companies in the world like AXA and MetLife in France, Egypt and the UAE, Grosso left the corporate world in 2015 to launch Democrance. In a statement on the funding, Samih Toukan, Chairman, Jabbar Internet Group, said, “Investing in Democrance aligns with our vision to embrace entre- preneurs in the Arab World who are willing to innovate and take risks to create something great. The tech- nological advancement that Democrance has brought to the market is not only pivotal in terms of develop- ing the insurance industry, but critical to society’s welfare as it is inclusive and covers the working class that would typically not have easy access to insur- ance.” Sam Evans, founder and General Partner, Eos Venture Partners, added, “At Eos, we have a strong focus on developing markets where we believe the impact of new technology, like Democrance, can have a pro- found impact. Our focus as a global insurtech specialized fund is to bridge the ‘digital chasm’ between insurtech startups and traditional insurance companies. Democrance embodies this principle perfectly.” While a social business model comes with its own set of fundraising chal- lenges, Grosso says once they found the right inves- tors, they were “blown away by their commitment and enthusiasm.” For instance, he draws attention to the guidance Jabbar Internet Group provides to Demo- crance with their depth of knowledge in the regional startup space, and similarly, Eos Venture Partners, he says, brings the global insurtech perspective to the startup. “I think overall the experience taught us that there is a large pool of inves- tors out there, but that it is really important to hold out to find the right fit for your company and ideas,” Grosso concludes. start it up ecosystem | who’s got VC | Q&A | STARTUP FINANCE ‘TREP TALK Democrance co-founder and CEO, Michele Grosso What are your top tips for entrepreneurs who are looking to raise funds for their enterprise? 1. Believe in yourself “This is an obvious one, but if you do not believe in the potential of your ideas, nobody else will.” 2. Be passionate about what you do “We work with large-scale industries, [such as] telecommunications and insurance that traditionally have not been very agile. Change can take a long time to take hold, and only if you are passionate about what you do day in day out will you be able to persevere in the long run.” 3. Remember that funding is a means to an end, not a stand-alone objective “Of course, raising money is important, but it is even more important to keep a close eye on scalability and the need to commercially stand on your own two feet as soon as possible.” Michele Grosso, co-founder and CEO, Democrance IMAGE courtesy democrance Our focus as a global insurtech specialized fund is to bridge the ‘digital chasm’ between insurtech startups and traditional insurance companies. Democrance embodies this principle perfectly.”

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Entrepreneur november 2017 76 G rowing meat in a lab might sound like a storyline from a science fiction film, but the San Francisco-based startup Memphis Meats is seeking to do just that. Instead of procuring meat from raised or slaughtered animals, this startup is developing and producing lab-grown meat, also referred to as “clean meat,” by growing beef, chicken and duck meat from animal cells. And now, the clean meat company is one step closer to mass produc- tion: the startup has just completed raising a Series A investment of US$17 mil- lion with a prominent list of high-profile investors. The round was led by Draper Fisher Jurvetson (which will also join the company’s board of directors), a VC firm that has previously funded Tesla and SpaceX, along with Cargill and other food sector entities. Other investors included Bill Gates and Richard Branson, VC firms Atomico, New Corp Capital, SOSV and Fifty Years, investment firms In- evitable Ventures and HRH Prince Khaled bin Alwaleed bin Talal’s KBW Ventures, Suzy and Jack Welch, Kyle Vogt and Kimbal Musk, plus various research institu- tions. In total, Memphis Meats has now accumulated 14 investors, according to Crunchbase, raising $22 million to date. In a state- ment regarding the raise, Uma Valeti, co-founder and CEO of Memphis Meats, underlined the startup’s mission to produce meat via a sustainable and affordable method. He said that as de- mand for conventional meat continues to grow, Memphis Meats wants to offer a way to produce meat without “creat[ing] challenges for the environment, animal welfare and human health.” That’s the approach that sparked the interest of HRH Prince Khaled bin Alwaleed bin Talal, CEO and founder of KBW Ventures, who is now backing the concept. As an outspoken advocate for sustainability, animal welfare, and the environment, Prince Khaled invested in the startup given his drive to “find a better alternative to the cruel and environmentally devastating effects of factory farming- and clean meat is that alternative. I have my sights set on sourcing and getting behind solutions to conventionally produced meat that have better carbon footprints, and for the enhanced welfare of animals and for strides forward in terms of human health.” Prince Khaled also highlighted Memphis Meats’ quick growth trajectory, and while he acknowledged that the cost of creating clean meat products is currently high, he also said the fact that a finished product had already been produced was an impressive feat in itself. With its first clean meatball released in February 2016, and its first clean chicken strips out in March this year, the startup is steadily working to bring clean meat products to consumers. With the newly-gained funds, Memphis Meats has already started growing its team, and has said it intends to put the investment towards developing more products, scaling up clean meat production, and reducing production costs to levels that are on a par with conventional meat costs. “I have my sights set on sourcing and getting behind solutions to conventionally produced meat that have better carbon footprints, and for the enhanced welfare of animals and for strides forward in terms of human health.” start it up ecosystem | who’s got VC | Q&A | STARTUP FINANCE Clean meat startup Memphis Meats raises US$17 million from KBW Ventures and other high-profile investors Funding change HRH Prince Khaled bin Alwaleed bin Talal, Founder and CEO, KBW Ventures Memphis Meats team IMAGEs courtesy kbw investments, memphis meats By Pamella de Leon

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november 2017 Entrepreneur 77 A pple may have gone all out in introducing its newest iPhone 8 and iPhone X (10) models to the world, but Apple’s position as the second-biggest smart- phone maker in the world is being threatened with the global iconic smartphone maker Huawei nipping at its heels. IDC analyst Francisco Jeronimo believes that Huawei could overtake Apple in global smartphone market share, as early as 2017. “Huawei is today the biggest challenger to Apple and Samsung…They will probably overtake Apple in the smartphone business, either this year or next year,” Francis- co Jeronimo, research director for European mobile devices, IDC, told CNBC in an interview earlier this month. According to IDC data, in Q2 2017, Hua- wei held a 11.3% market share shipping 38.5 million units, while Apple shipped 41 million iPhones and had a 12% market share. Not just that, research firm Canalys, in a recent note, has said that Huawei is closing the gap with the leading duo –Samsung and Apple- and is now “within three million units of taking the second place from Apple.” So what’s causing the global ascent of the Chinese telecommunication giant that only recently launched its consumer-facing business division? While analysts cite a combination of factors to Huawei posing a threat to the top global smartphone mak- ers, the company’s aggressive investment in smartphone research and technology figures as a key factor. Accord- ing to a statement by Huawei, “every year, the company dedicates 10% of its annual revenue to R&D, amounting to over US$45 billion. In addi- tion, Huawei operates 15 R&D centers and 36 joint innova- tions centers across the world and, as a result, the company has been ranked as number 9 in the Top 10 companies in the world for R&D invest- ment in 2016.” On top of this, Huawei is also a firm believer that collective strength (rather than individual action) does better to drive innovation. “It is this unwavering belief in the combination of both individual authority and in the power of collective networks that drives the spirit of innovation across the company,” Huawei says. “This collective wisdom is very much a top down approach, as Huawei rotates its CEOs every six months to stay fresh.” According to IDC’s Jeronimo, Huawei’s push in AI, with the recent launch of its new chipset the Kirin 970, is also giving the company an edge to face the future. At the same time, heralding a new decade of smartphone development, Huawei recently launched its highly acclaimed Mate 10 series. The devices are set to deliver the ultimate intel- ligent experience for users, by providing more comprehensive mobile intelligence through AI. The Huawei Mate 10 Series goes beyond smart, making the smartphone so intelligent with personalized AI ap- plications that it completely changes smart applications, and delivers a faster, stronger and seamless smartphone experience to users. Huawei’s steadfast efforts to reach the top have not gone unnoticed. Industry analysts speak of the company’s tendency to be urgent and am- bitious in launching products that suit the dynamic market as its biggest strength. For instance, in the 10th edition of Fast Company’s World’s 50 Most Innovative Companies ranking in 2017 (which places impact as a key criteria), Hua- wei ranks 15th for “iterating fast.” Fast Company’s citation for Huawei draws attention to what Richard Yu, CEO of Huawei’s consumer business group (who’s set to deliver a keynote address at CES 2018), is reported to have said in November 2016 at a launch event in Munich: “When we announced four years ago that we wanted to sell phones, people told us we were crazy. When we said we wanted to sell 100 million phones, they told us we were crazy… We are going to take [Apple] step-by-step, innovation-by- innovation.” This strategy of the Chinese behemoth, to go beyond undercutting its rivals just by price and also match -and improve- features offered by rivals, is helping Huawei navigate the market. Innova- tion in action, indeed. www.huawei.com Coming up top Huawei may overtake Apple in smartphone market share in 2017, says IDC analyst For startups focusing on animal welfare and environmental issues, what’s your advice for enterprises seeking investments? “I think with any startup that is looking for investment, you want to see founders and teams with drive. You don’t need a lot or really any funds to get started. You start your idea or project and go. If you can prove that your idea works and had the potential to make money or make an impactful dent in the status quo, the funds will quickly follow. If you’re working on alternatives to conventional meat, dairy or eggs, be sure to get in touch with the Good Food Institute team. Check them out at www.gfi.org. You’ll note there that I’m part of their advisory council.” With the rise of AI, blockchain and other tech innovations, what concepts do you think startups should now leverage to get ahead? “You can’t expect to make a difference using old methods- especially in the dynamic startup space. If you want to perform competitively, you’ll need to adopt breaking market solutions and tech advancements. Investors and users alike recognize ventures that incorporate the latest and greatest- your idea could be sound, but maybe there’s a startup out there doing what you’re doing but doing it seamlessly, potentially due to the use of tech like blockchain and so on.” The investor’s viewpoint HRH Prince Khaled bin Alwaleed bin Talal, Founder and CEO, KBW Ventures | MOBILE TECH | Huawei Rotating CEO Guo Ping IMAGE © huawei

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Entrepreneur november 2017 78 M AGNiTT MENA’s Q3 2017 Funding Report card is here, and the data reinforces the powerful surge of fundraising wins in the ecosystem that we’ve all been coming across lately. According to the report, 2017 has recorded a strong trend of growth of investments in MENA startups with deal count in the first nine months of 2017 (169 deals), surpassing the entire year of 2016 (164 deals). The third quarter of 2017, in particu- lar, is also reported to be “the strongest Q3 in recent history” clocking 62 new deals and over US$75 million in investments. However, it’s worth noting that this performance is lower than the bumper funding seen in the previous quarter (Q2 2017) of $109 million in funding across 64 deals (even excluding Souq and Careem’s large fundrais- ings). With regard to startups that were victorious this quarter, fintech continued its momentum as a buzzing sector in the region gaining 2% in deal count from previous quarter, and fintech enterprises also comprised the top three of the five largest investments in Q3- Paytabs ($20 million), Souqalmal.com ($10 million), Beehive ($5 mil- lion), Altibbi ($6.5 million) and Foodics ($4 million) make up the top five. MAGNiTT founder and CEO Philip Bahoshy believes that overall, the investments trend is positive this quarter. “When looking at the data, it is clear that there is an emergence of new players in the funding landscape which is healthy for startup investment. As well as, there is greater appetite to invest at all levels of startup stage,” he notes. Surprisingly, the e-commerce sector in MENA seems to be lag- ging behind others this quarter, reporting a 4.5% drop in deal count. Commenting on whether this may be a sign of sector consolidation of sorts, Bahoshy notes that while quarterly data may not be conclusive, there does seem to be a slowdown in the emergence of e-commerce sites across the region. “This will definitely have been as a result of the entrance of Amazon in the region, the creation [exist- ence] of Souq.com, and the con- solidation that has taken place in that space,” he says. Further, he adds that two out of the five exits that took place in Q3 2017 were also found to be that of e-commerce platforms. In case of markets gaining from the funding upswing, the UAE continues to be the dominant market with 50% of all deals and 37% of all funding amount (excluding Careem’s funding of $150 million) in third quarter. However, interestingly, the period has seen an increase in investment activity in Saudi Arabia with the Kingdom re- porting a 10% rise in deal flow year-to-date from Q2. “KSA, as a market, has showed contin- ued growth and interest in the entrepreneurship space. With the launch of Vision 2030, funds allocated by PIF [Saudi Public Investment Fund], and emergence of new VCs from the Kingdom, we believe that this trend is likely to continue to grow,” Bahoshy opines. Besides robust participation from VC firms usually active in the MENA region, 500 Startups, following the launch of their Falcon Fund in MENA, have been the most active VC by number of deals (16). MEVP with 10 deals, and Turn8 with eight deals followed close behind. KSA- based VC have also made their presence felt with Riyad Taqnia participating in three out of the five largest investment deals. MENA on track for a record year of funding, says MAGNiTT’s Q3 funding report card Positive outlook Hala Fadel start it up ecosystem | who’s got VC | Q&A | STARTUP FINANCE infographic © magnitt KSA SERIES B UAE UAE SERIES A SERIES A KSA SERIES B UAE SERIES B

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Entrepreneur november 2017 80 A s anyone in the GCC can attest, paying rent in this region can often be a strenuous task for both landlords and tenants. In Kuwait, where payment is commonly on a monthly basis, Shaheen Alkudhari found the process of paying either by cash, check or bank transfers, while chasing his landlord to collect his rent or receipt, or waiting for a long queue at the bank, to be rather a hassle. And so, Alkudhari, who has a bach- elor’s degree in management information systems and a MBA from the American University of the Middle East, decided to look for a solution. Having worked for 10 years in fields as varied as logistics, real estate, finance and IT, he moved into an entrepreneurial career tra- jectory in early 2015, when he had the idea for Ajar Online, a platform offering a seamless and hassle-free way to digitize rent payment and collection. To validate the idea, founder and CEO Alkud- hari researched the real estate market, focusing on traditional methods of rent payments and property management, and concluded that both entities faced the same hurdles. Upon starting Ajar Online as a cloud-based rental payments service, the main challenge he faced was proving fintech solu- tions were more efficient than traditional methods of payment. “Changing the market’s mindset [that have been embedded for] centu- ries, and converting them to automated methods was difficult,” says Alkudhari, adding how customers in the region felt online payment solutions weren’t secure. The startup tackled this issue by taking measures to educate consumers on fin- tech solutions and the ben- efits of using the platform, plus offering a free trial to their services. Property own- ers could try it by managing multiple properties and rent collections anytime and anywhere on the platform, and set up monthly auto- matic payment notifications for their tenants on their desired due dates. On the other hand, for tenants, the task of meeting up with landlords or going to the bank was reduced to simply receiving an SMS and email from Ajar Online, with a link to the platform’s pay- ment section that allowed them to pay through K-net -the retail payment system owned by several Kuwait banks- and receive the re- ceipt after payment. Another hurdle the Ajar online team faced was finding the right workforce and partners, which they tackled by es- tablishing a non-exclusive strategic partnership with Warba Bank, one of the well-known banks in Kuwait to streamline the payment process. Thanks to the part- nership, customers felt more secure about the credibility of the startup, as it was now backed by a governmental and financial entity. What are your tips to starting up a business in MENA? “Look for a problem that needs to be solved, build your prototype and validate your solution. Find the right inves- tors who will support you [to] grow, and self-funding at the start is very likely, so make sure you have the budget for it. Listen to all the feedback from users, investors and all stakeholders, and make sure you work on your project accordingly when they have valid points. Know your com- petition. With a clear market research and SWOT analysis, you can identify your unique selling point. Be proactive, to make it easier to overcome any barrier and be ready for anything.” ‘TREP TALK Shaheen Alkudhari, founder and CEO, Ajar Online Having made its impact felt in Kuwait, Ajar Online is now gearing up to take its platform to the rest of the GCC By Pamella de Leon Digitizing payments start it up ecosystem | who’s got VC | Q&A | STARTUP FINANCE The Ajar Online team images courtesy BECO Capital, Sharq Ventures | www.ajar.com.kw In October 2016, Ajar Online closed an undisclosed first round of funding from UAE- based VC firm BECO Capital, and again, in October this year, raised another undisclosed second round of funding from BECO Capital and Kuwait-based VC firm Sharq Ventures.

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november 2017 Entrepreneur 81 Launched officially in January 2016, the platform pre- dominantly serves the Kuwait market, with representatives in the UAE and Saudi Arabia now preparing for their operations to start in 2018. A mobile app is in the works, as well as a second version of Ajar Online with enhanced offerings and tech for proper- ty management requirements. According to Alkudhari, the platform has seen positive growth on a monthly basis, and at times, the figures have even exceeded their forecasts. As of writing, they have more than 70 landlords/ real estate companies in Kuwait, and more than 4,200 tenants using the platform. Alkudhari asserts that Ajar Online’s USP is that it is both an online payment solution and a property management platform. The company also provides white labelling on their platform, wherein start- ups can benefit and utilize their tech to implement for their customers based on their requirements. Users can use the property management platform for free, and the platform charges a transac- tion fee for the online rent payment to the property owners. In October 2016, Ajar Online closed an undisclosed first round of funding from UAE-based VC firm BECO Capital, and again, in October this year, raised another undisclosed second round of funding from BECO Capital and Kuwait-based VC firm Sharq Ventures. Alkudhari commends their investors as being “part of the backbone of our company,” with the Ajar Online team utilizing their backers’ experiences and networks to scale their enterprise further. In the next few months, the team plans to “strengthen our presence by scaling globally with a focus in our region,” with their latest version seeking to serve property owners globally. Alkudhari adds that the newly raised capital will be used to accelerate the company’s growth in the region by upgrading its services and tools for land- lords to support expansion in UAE and KSA, as well as for increasing the size of the teams in the three different countries. From a personal perspec- tive, Alkudhari sees Ajar Online to be a part of a rather promising outlook for the fintech industry. Citing PwC’s Global Fintech Report 2017, Alkudhari notes how its findings show that traditional financial entities such as banks, insurers and investment managers are ex- pected to partner with more fintech companies in the next 3-5 years, and expect an average of 20% of ROI on their projects. “Many stake- holders that would have never approached technol- ogy solutions, are convinced to partner and support fintech companies today,” he says. “Such opportunities enable us to scale quicker, create more networks, and eventually succeed.” The investor’s viewpoint YOUSEF HAMMAD, MANAGING PARTNER, BECO CAPITAL What motivated BECO Capital to invest in Ajar Online? “The problem Ajar is solving is extremely huge; rent payment makes up the biggest chunk of any consumer’s monthly recur- ring expenses (RE). Ajar’s plans to digitize the RE rental market is an extremely attractive value proposition. Shaheen and all of the Ajar team’s skillsets, ethical standards and hard work made us very bullish about their ability to execute. The RE market in the region is massive and growing, given our population is mostly youth that will be looking for homes as they grow. In addition, the RE market when it comes to rental transaction, is completely offline, and ready to be digitized. Our research indicates a mini- mum of 2.6 million rental units in the GCC alone, the ability to digitize this market is massive.” As the first investment of BECO in a Kuwait-based com- pany, what are your thoughts about Kuwait’s fintech scene? “The Kuwaiti ecosystem has already produced a number of successful startups and exits (Talabat, Carriage), and therefore the excitement in the ecosystem is strong, and the willingness to take risks is high. Unlike Dubai, Kuwait has very similar market dynamics to KSA, and therefore, the opportunity for Kuwaiti entrepreneurs to enter and win KSA, in my opinion, is higher than those of Dubai-based start- ups. Therefore, the opportunity to build a test market in Kuwait, and then to scale and win KSA is unique and very attractive.” HAMOUD S AL-SABAH, PARTNER, SHARQ VENTURES What motivated Sharq Ventures to invest in Ajar Online? “Ajar Online is leading the new wave of property management solutions, using the next gen- eration of technology to create tranquility for landlords and innovative customer experience for tenants. We’ve been watching Shaheen’s activities since he was a student in business college, and his work in the private sector in Kuwait, and if he [continues to be] determined… things [will] start happening [continuing onwards as] a success story! Ajar will redefine the real estate sector in the MENA region.” Shaheen Shaheen Alkudhari, founder and CEO, Ajar Online Yousef Hammad, Managing Partner, BECO Capital Hamoud S Al-Sabah, Partner at Sharq Ventures

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Entrepreneur november 2017 82 Ambareen Musa, founder, Souqalmal.com at Endeavor Gala 2017 E ndeavor UAE’s Gala 2017, a gathering that brought together the network’s entrepreneurs and mentors to recognize their achievements and contributions, was held in October at the Four Sea- sons Resort Dubai. As the UAE arm of the non-profit organization support- ing entrepreneurs globally Endeavor, Endeavor UAE strives to nurture the nation’s entrepreneurial spirit, with members of the network hav- ing “generated over US$220 million in combined 2016 revenues, raised over $90 million in equity funding, and provided employment to approxi- mately 4,500 people.” Kicked off by a keynote speech by Endeavor UAE Founding Board Mem- ber and Crescent Enterprises CEO Badr Jafar, the Gala 2017 evening saw the presence of some of the region’s well-known business leaders, many of whom are also supporters of Endeavor UAE in its efforts to support high- impact entrepreneurs. “We’ve achieved a lot since we launched the Endeavor UAE chapter in late 2013, and the Gala was our way of acknowledging and thanking everyone involved,” says Noor Shawwa, MD, Endeavor UAE. “Bring- ing the ecosystem is not only a great networking opportunity, but it’s also important to give our mentors and board members the chance to stop, and take stock of the incredibly strong, diverse and far-reaching network we have created, and see first-hand the impact their commitment and dedica- tion is having on the community.” According to Shawwa, the turnout for the event exceeded their expecta- tions, and he considers it special that the Gala could bring together various stakeholders to interact, network, and genuinely enjoy being a part of the evening. “Even more impressive to see [was] how strong the UAE’s pool of high-impact entrepreneurs is, and how many leaders are willing the help them scale and succeed.” www.endeavoruae.org Endeavor UAE’s Gala 2017 recognizes the achievements of its network’s entrepreneurs and mentors A night to remember in pictures images © endeavor uae Badr Jafar, CEO, Crescent Enterprises and Endeavor UAE Founding Board Member Alejandro Carbon, Advisory board member, Endeavor UAE with Managing Director Noor Shawwa Entrepreneurs and mentors of Endeavor UAE network at the Gala A scene from Endeavor Gala 2017

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