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NOVEMBER 2018 | ENTREPRENEUR.COM/ME | UAE AED20 9 7 7 2 3 1 1 5 4 1 0 0 8 > NEVER STOP LEARNING HOW SELF-EDUCATION IS THE KEY TO SUCCESS THE FIELD OF SCIENCE NEEDS FEMALE FORERUNNERS A HAVEN FOR INNOVATORS FOR RISKS REWARDS SILICON BADIA’S NAMEK AND FAWAZ ZU’BI ON BUILDING UP A VC BUSINESS DESIGN YOUR WAY TO BETTER PRODUCTIVITY SEVEN TOOLS AND RESOURCES TO HELP BOOST YOUR EFFICIENCY AT WORK Udacity's COO on how her platform aims to fill the global tech skills gap CLARISSA SHEN FOCUSED ON THE FUTURE DR. HAYAT SINDI KRYPTO LABS MANAGING DIRECTOR DR. SALEH AL HASHEMI ON SUPPORTING THE UAE’S VISION TO BECOME A GLOBAL INNOVATION HUB LEADING THE WAY

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19 November 2018 / ENTREPRENEUR.COM / 70 Namek and Fawaz Zu’bi, co-founders, Silicon Badia NOVEMBER 2018 CONTENTS 32 INNOVATOR LEADING THE WAY Dr. Hayat Sindi, one of Saudi Arabia's globally known bio-technologists, on why the field of science needs female forerunners. 78 START IT UP EOSYSTEM A haven for innovators Krypto Labs Managing Director Dr. Saleh Al Hashemi on supporting the UAE’s vision to become a global innovation hub. 36 INNOVATOR SCHOOLING FOR TOMORROW Singularity University co-founder and Executive Chairman Dr. Peter H. Diamandis takes a deep-dive into exponential technologies (and mindsets) that are mission-critical for educating the next generation. 44 TECH WEBSITE TO WATCH Focused on the future Udacity COO Clarissa Shen on how her platform aims to fill the global tech skills gap. 70 MONEY VC VIEWPOINT Rewards for risk Silicon Badia’s Namek and Fawaz Zu’bi on building what they state to be the first Arab VC with a fund dedicated to early stage tech startups in the US. 58 TECH THE FIX Staying in business MoviePass CEO and former founding executive of Netflix, Mitch Lowe, on building an enterprise that stays the course. 32 Dr. Hayat Sindi with Ali Matar, Head of LinkedIn MENA, at the fourth LinkedIn MENA Talent Awards in October 2018

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20 / ENTREPRENEUR.COM / November 2018 NOVEMBER 2018 CONTENTS 78 74 START IT UP STARTUP FINANCE Enter the dragon A15 sells its stake in mobile payment startup TPAY to Helios Investment Partners to create the region’s first “dragon” company. 46 ‘TREPONOMICS SKILLSET Never stop learning Nour Al Hassan, CEO, Tarjama and Ureed, explains how self- education is the key to success for entrepreneurs. Krypto Labs co-working space 66 ‘TREPONOMICS MARKETING Don’t blame the marketing Alex Ionides, Managing Director of Silx, gives five reasons why your company may actually be struggling. 26 EDITOR’S NOTE By Aby Sam Thomas 68 START IT UP STARTUP FINANCE Leveraging big businesses for big gains Markus Massi, Senior Partner and Managing Director at The Boston Consulting Group Middle East, explains why startups should tap into the opportunity presented by corporate venture capital in the MENA region. 40 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. 41 Belkin BOOST↑UP Wireless Charging Stand 58 Mitch Lowe, CEO, MoviePass

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22 / ENTREPRENEUR.COM / November 2018 50 ‘TREPONOMICS PRO Start off on the right foot Your employee’s first 100 days at your enterprise can make all the difference in how they perceive you as an employer, says Talentera's General Manager Muhammad Younas. 44 Maria Hatzistefanis, founder, Rodial 41 GoPro HERO7 Black NOVEMBER 2018 CONTENTS 49 ‘TREPONOMICS MARKETING How to stand out (without making any noise) LifeOnScreen’s Zina Seibert gives a foolproof guide to using soundless video. 62 ‘TREPONOMICS MARKETING Design your way to better productivity Infographic.ly founder Carla Saliba lists seven tools and resources to help boost your efficiency at work. 44 CULTURE BUSINESS UNUSAL Persistence and perseverance Rodial founder Maria Hatzistefanis on building a beauty brand over two decades. 42 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. 28 IN THE LOOP It’s time for #SharjahEF again! Mohamed Alabbar, Gary Vaynerchuk among speakers to headline the 2018 Sharjah Entrepreneurship Festival. Suitsupply Fall/Winter 2018 46 43 Sacoor Brothers flagship store at The Dubai Mall

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24 / ENTREPRENEUR.COM / November 2018 SUBSCRIBE Contact subscriptions@bncpublishing.net to receive Entrepreneur Middle East every issue EDITOR IN CHIEF Aby Sam Thomas editor@bncpublishing.net CEO Wissam Younane wissam@bncpublishing.net DIRECTOR Rabih Najm rabih@bncpublishing.net CREATIVE LEAD Odette Kahwagi MANAGING EDITOR Tamara Pupic STARTUPS SECTION EDITOR Pamella de Leon GROUP SALES DIRECTOR – B2B GROUP Joaquim D’Costa COLUMNIST Tamara Clarke EVENTS LIAISON Mark Anthony Monzon PO Box 502511 Dubai, United Arab Emirates P +971 4 4200 506 | F +971 4 4200 196 For all commercial enquiries related to Entrepreneur Middle East contact sales@bncpublishing.net All rights reserved 2018. Opinions expressed are solely those of the contributors. Entrepreneur Middle East and all subsidiary publications in the MENA region are officially licensed exclusively to BNC Publishing in the MENA region by Entrepreneur Media Inc. No part of this magazine may be reproduced or transmitted in any form or by any means without written permission of the publisher. Printed by United Printing and Publishing upp.ae Images used in Entrepreneur Middle East are credited when necessary. Attributed use of copyrighted images with permission. All images not credited otherwise Shutterstock. Nour Al Hassan Fida Chaaban Dr. Peter H. Diamandis Alex Ionides Markus Massi Megha Merani Carla Saliba Zina Seibert Muhammad Younas CONTRIBUTING WRITERS entrepreneur.com/me ACCESS FRESH CONTENT DAILY ON OUR WEBSITE! MIDDLE EAST EntMagazineME @EntMagazineME Entrepreneur-me EntrepreneurMiddleEast EntMagazineME EntMagazineME EntMagazineME MIDDLE EAST In addition to our print edition, we’re bringing you all sorts of industry news on our web mediums. Joining us online means getting relevant business and startup content in real-time, so you’re hearing about the latest developments as soon as we do. We’re looking forward to interacting with our readers on all of our social media and web platforms- like any thriving business, we’re looking to give and take. #TrepTalkME is already happening on all of our digi platforms, and all good conversations go both ways. See you on the web!

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26 / ENTREPRENEUR.COM / November 2018 EDITOR’S NOTE I ’ve noticed that, of late, whenever I’ve told people that work’s been keeping me busy all the time, they almost always reply with a quip that goes along the lines of: “That’s good; it’s better to be busy than doing nothing!” This is a remark that I too have laugh- ingly said to many a counterpart of mine, and while I perhaps should not be reading too much into the pleasantries we engage in when we start up conversations, I’ve come to the realization that I need to stop passing off being “busy all the time” as an acceptable state of mind for those of us in the work- force. No, it’s not “good,” neither is it “normal,” and it’s definitely not something worth glorifying either- and this needs to be really taken to heart by those of us in the entrepreneurial realm. While there’s been a lot of chat- ter around burnout in the startup ecosystem, I’ve come to realize that it’s one thing to know about these problems, and it’s another thing altogether to actually do something to prevent or solve such issues. I must admit here that I’m guilty of this personally- despite the number of articles and advice I’ve read and heard about keep- ing oneself away from burnout (which includes everything from the importance of delegation, to simply saying no to assignments that overload you), I’m sorry to say that I’ve been finding myself completely drained and exhausted, almost consistently, over what I think has been an awfully long period of time. In order to get myself out of this rut I’ve fallen into, I’m thinking of taking a break from work- and this time, I’m wanting a real break from my job, which shall see me hitting pause on anything relating to it for a specific period of time. The issue with a vacation that sees you answering emails and addressing minutiae via IMs is that you aren’t on vacation. There is no recharge time– and that is an issue that gradually builds up until you just can’t think straight anymore. There’s an odd sense of guilt that hits me for even thinking this way –after all, it’s absolutely a privilege that I’m able to even con- sider doing this- but I do feel the need to cut myself off from emails, tweets, WhatsApp messages, and everything else that relate to work for me to, well, refocus and rejig my passion towards it again. It’s no fun being tired all the time, regardless of how much you may enjoy or value what you do- and if a break can help me get past it, so be it. Aby Sam Thomas Editor in Chief @thisisaby aby@bncpublishing.net Sometimes you really need to disconnect Off switch

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28 / ENTREPRENEUR.COM / November 2018 E ntrepreneurial heavyweights from around the world are gathering in Sharjah for a feast of startup talks at this year's instal- ment of the annual Sharjah Entrepreneurship Festival (SharjahEF). The speaker lineup includes Emaar Properties Chairman Mohamed Alabbar, VaynerX Chairman Gary Vaynerchuk, Careem co-founders Mu- dassir Sheikha and Magnus Olsson, Mindvalley founder Vishen Lakhiani, Decoded co-founder and CEO Kath- ryn Parsons, author and research neuroscientist Baroness Susan Greenfield, Donna Benton, founder, The Entertainer, and several other local, regional, and international speakers. Organized by Sharjah Entrepreneurship Center (Sheraa), the second edition of SharjahEF, taking place on November 20-21, 2018, at the Sharjah Golf and Shooting Club, will build upon the festival’s mission to promote and support the growing ecosystem of entrepreneurs in Sharjah and the UAE. With the main theme of “Dare To Be Different,” this year’s event is being held under the patronage of Sheraa Chairperson H.E. Sheikha Bodour Bint Sultan Al Qasimi, and with the support of Gold Partners Sharjah Islamic Bank, Shar- jah Media City (Shams), and Sharjah Asset Manage- ment. SharjahEF this year will also play host to Startup Town, showcasing the region’s most impact- ful startups, SharjahEF’s Pitch Competition, in- cluding prizes totaling AED100,000, as well as the 2018 edition of The Seffy Awards for the most prom- ising locally-based entre- preneurs in three different categories. Speaking at a press con- ference to announce Shar- jahEF, H.E. Najla Al Midfa, CEO of Sheraa, said, “Our aim with SharjahEF this year is to get our attendees IN THE LOOP Mohamed Alabbar, Gary Vaynerchuk among speakers to headline the 2018 Sharjah Entrepreneurship Festival on November 20-21, 2018 It’s time for #SharjahEF again! H.E. Najla Al Midfa, CEO, Sheraa IMAGES COURTESY SHARJAH ENTREPRENEURSHIP FESTIVAL The SEF team with its strategic partners

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29 November 2018 / ENTREPRENEUR.COM / to think beyond the status quo when it comes to their careers, lives, and business- es. This can range from them following through on their entrepreneurial dreams, re- thinking how they go about doing business today, or even reimagining their local enterprise as a global one- essentially, we want them to ‘dare to be different.’” H.E. Dr. Khalid Omar Al Midfa, Chairman of Shar- jah Media City (Shams), emphasized that Sharjah Media City’s commitment to participating in the Sharjah Entrepreneurship Festival is part of its efforts, in line with the vision of H.H. Sheikh Dr. Sultan bin Mu- hammad Al Qasimi, Member of the Supreme Council and Ruler of Sharjah, to contrib- ute to building a dynamic community and an ideal environment for entrepre- neurship and innovation. “Sharjah Media City was established to support and empower young people and provide them with the knowledge and tools of creativity and innovation,” Dr. Al Midfa said, in a state- ment. “We are dedicated to utilizing all resources, in collaboration with various entrepreneurship founda- tions and innovation sectors, to contribute to achieving creative entrepreneurship and inspire business devel- opment. We, at Shams, sup- port a dynamic community to innovate, live, learn and create together. Therefore, naturally, we find ourselves a contributing entity to this unique gathering of entre- preneurs. May Allah help us in playing a key role in mak- ing this event a success.” Commenting on Sharjah Islamic Bank’s support of SharjahEF, H.E. Jassim Albaloushi, Head of Organi- zational Excellence, Sharjah Islamic Bank, said, “Since its inception, the Bank has been an active partner in every community initiative that supports youth, through providing young entrepre- neurs with all forms of sup- port to enable them to turn their ideas into projects that positively impact develop- ment. This is in line with the visions and directions of H.H. Sheikh Dr. Sultan bin Mohammed Al Qasimi, Member of the Supreme Council and Ruler of Shar- jah, the spiritual father of youth and the main support- er of their innovations.” Alya Al Hebshi, Manager of Corporate Communica- tion Center, Sharjah Asset Management, added, “Arab and Emirati entrepreneurs have successfully carved a niche for themselves during the last few years at the local and global landscape, making us all proud of their achievements. At Sharjah Asset Management, we believe that entrepreneurs are one of the pivotal axes of any economy, and they need adequate support and an integrated advisory system to turn their ideas into suc- cessful businesses. As the investment arm of the Gov- ernment of Sharjah, we at Sharjah Asset Management look forward to building a competitive economy in the Emirate through embracing and qualifying entrepreneurs of all sizes and categories. We also aim to promote education and development and foster entrepreneurship in the Emirate through vari- ous initiatives, of which the Sharjah Entrepreneurship Festival is the perfect plat- form to extend our support to the entrepreneurs.” Najla Al Ansari, Manager SEF, added that the Shar- jahEF organizing team hoped to provide value in a variety of formats to all who attend the festival. “Be it with our line-up of inspirational speakers, or with the inter- active hands-on workshops that we’ve got scheduled, SharjahEF this year prom- ises to be an exhilarating, in- formative experience for eve- ryone, whether it be those who have just a kernel of an idea for a business, or even experienced hands looking to do things differently,” Al Ansari said. sharjahef.com "SHARJAHEF THIS YEAR PROMISES TO BE AN EXHILARATING, INFORMATIVE EXPERIENCE FOR EVERYONE, WHETHER IT BE THOSE WHO HAVE JUST A KERNEL OF AN IDEA FOR A BUSINESS, OR EVEN EXPERIENCED HANDS LOOKING TO DO THINGS DIFFERENTLY.” H.E. Jassem Albaloushi, Head of Organization Excellence, Sharjah Islamic Bank Fajr Kassim Ali, Director - Media Sector Development, Sharjah Media City (Shams) Alya Al Hebshi, Manager of Corporate Communication Center Manager, Sharjah Asset Management Najla Al Ansari, Manager, Sharjah Entrepreneurship Festival

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30 / ENTREPRENEUR.COM / November 2018 IMAGE CREDIT LIFEONSCREEN, STARTAD IN THE LOOP StartAD's Beyond The Pitch is looking for projects solving environmental issues Green business A re you a startup with ideas to solve environmental and climate issues? Then this oppor- tunity is for you. StartAD, the accelerator and entre- preneurship hub based at NYU Abu Dhabi and powered by Tamkeen, is welcoming applications for the second edition of Beyond The Pitch, a startup competition which aims to utilize the entrepre- neurial talent of UAE youth. Organized in partnership with the Ministry of Climate Change and Environment and the Global Green Growth Institute (GGGI), the com- petition is themed under sustainability to focus on generating solutions for chal- lenges in relation to “climate action, the circular economy, green cities, and sustainable food and agriculture.” Open to UAE residents between the ages of 18 and 25, the topics were cho- sen to generate local ideas which will have a significant impact on the environ- ment and economy. With 15 projects said to be short- listed, individuals or teams with an existing project are encouraged to apply, as well as projects that have been part of previous hackathons, competitions or other pro- grams. Teams must be able to demonstrate potential for global impact. The 15 teams will undergo two preliminary bootcamps on February 8-9 and Febru- ary 15-16, 2019, where they will receive guidance on ideation, getting to product market fit, customer devel- opment. There would also be more workshops throughout March to April focused on developing and validating a business model, presenting skills and more. Plus, teams would also receive support from business leaders, with GGGI and the Ministry of Climate Change and Envi- ronment offering support in matching teams with green business experts to help gain insights to building a sustainable business. Applications can be sub- mitted online until January 15, 2019. For more informa- tion, head to the website, or join the information session at the Dubai Technology Entrepreneur Centre in Dubai on November 25 from 6-8pm. sites.nyuad.nyu.edu/nyuadstartad/btp A ccording to Pricewa- terhouseCoopers, digital out-of-home (DOOH) media is expected to reach a 15% annual growth rate for the next four years, overtaking traditional media spend in 2020. The growing trend enables companies with well-developed digital screen networks to advertise to their consumers. One example in this regard from the MENA region is ENOC Retail and Tasjeel recently partnering with LifeOnScreen, a Europe- based company that started operations in Dubai in March, which offers an online marketplace for advertisers to directly access a wide net- work of digital displays and book their campaigns online as well. LifeOnScreen’s software will allow the two companies to capitalize on their cap- tive audiences– ENOC’s 121 service stations across Dubai and the Northern Emirates, and Tasjeel’s 14 locations around the UAE, representing a combined customer traffic of about 120 million people annually. In a statement, Zaid Alqufaidi, Managing Director, ENOC Re- tail, commented on ENOC’s aim to reach prospective customers. “At ENOC Group, we continuously strive to innovate and identify ways to effectively reach out to our customers and enhance their experiences, and as a result, we always look for opportunities to partner with companies that offer the latest technology,” he said. “LifeOnScreen software will enable us to use our digital screen network to advertise to our consumers. We are proud to be the first govern- ment entity to adopt this latest innovation in digital technology for advertising.” Susan Seibert, Business De- velopment Director, LifeOn- Screen, added, “LifeOnScreen is taking the traditional out-of-home advertising from a local to global scale. As the first online self-service mar- ketplace of digital screens for advertisers, it offers advertis- ers of any size the choice to purchase their DOOH campaign within minutes affordably, straight from their smartphones.” lifeonscreen.com ENOC and Tasjeel partners with LifeOnScreen for digital signage offering RETHINKING ADVERTISING Tasjeel partners with LifeOnScreen Previous edition of Beyond the Pitch

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32 / ENTREPRENEUR.COM / November 2018 IMAGE COURTESY DR. HAYAT SINDI "YOU NEED TO SURROUND YOURSELF WITH PEOPLE WHO [...] REALLY BELIEVE IN YOU, NO MATTER WHAT." Dr. Hayat Sindi INNOVATOR 32 / ENTREPRENEUR.COM / November 2018

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33 November 2018 / ENTREPRENEUR.COM / T he most impor- tant thing is to guard yourself from anything negative, because that really can derail you,” says the soft-spoken Dr Hayat Sindi, known as one of the world's leading biotech- nologists and a Senior Advisor to the President of Science, Technology and Innovation at the Islamic Development Bank in Saudi Arabia, on the sidelines of the fourth Linke- dIn MENA Talent Awards held in October in Dubai. Dr. Sindi could never appear at a loss for words about science and the importance of putting innovation in the service of solving the world’s problems, but her career speaks volumes about the science of personal achievement. Among many other things, it includes her being one of the first 30 women to be appointed to the Shura Council, Saudi Arabia’s highest consultative body, in 2013, or serving as a Goodwill Ambassador for Science at UNESCO, or being appointed by the UN Secretary Ban Ki- moon to a ten-member group to support the technological facilitation mechanism (TFM) for the UN Sustainable Devel- opment Goals. At this point, our mind may be quick to assume that Dr. Sindi has reached a point in her career where she encounters only minor obstacles, if any, to her work and how she does it. However, she assures me, it hardly gets any easier. “Challenges never change, but only move up to a new level,” Dr. Sindi says. “They remain similar to how it is when you introduce a new drug, people will not want it to succeed, they will try to pull you down, but you will be more experienced at dealing with them. And the more successful you are, the challenges just get bigger and tougher, but the reward is different. For example, passing an English test to study science in England was once a challenge for me, whereas now my challenges are about getting funds for my scientific initiatives, or for mentoring young entrepreneurs. So, there are always obstacles, but the impact of my overcoming them is completely different. Back then, it was only me and my books. Now, it’s me and different organizations trying to come together to achieve something much bigger.” Originally from Makkah, Sau- di Arabia, Dr. Sindi is the first woman from the Gulf to earn a PhD in biotechnology, study- ing at King’s College London, the University of Cambridge, the Massachusetts Institute of Technology, and Harvard Uni- versity. As a woman, a young scientist, and later on an en- trepreneur, she was resolute to get the best out of all three cultures, which have had a lasting impact on her personal development. “Having been raised in Saudi Arabia, I was fortunate to get this strong foundation of self-belief,” she says. “My culture, my family, and my faith have all con- tributed to that foundation. I had a father who could teach me anything I wanted. When I moved to England, it was also a great platform for me to discover who I was as a scien- tist. In Britain, they are really good at how they shape your skills and talents, because they throw challenges at you and ask you to go and figure it out. In the beginning, it was tough, but when you adapt a little bit, you realize that it is amazing how a human can adapt to difficult situations and excel. When I went to the US, I experienced another type of culture in terms of the concept ‘why not,’ meaning that you can try anything and not fear failure.” >>> I2INSTITUTE.ORG INNOVATOR Saudi Arabia’s Dr. Hayat Sindi on why the field of science needs female forerunners by TAMARA PUPIC LEADING THE WAY "ONCE YOU HAVE A MISSION IN LIFE THAT IS A LIGHT TO CARRY YOU FORWARD, YOU WON’T EVEN NOTICE THE OBSTACLES AND THE CHALLENGES ANYMORE.” Dr. Hayat Sindi is the founder and Chair the Jeddah-based Institute for Imagination and Ingenuity (i2institute)

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34 / ENTREPRENEUR.COM / November 2018 In 2007, Dr. Sindi founded and became the Director of Diagnostic for All, a non-profit initiative that creates low-cost diagnostic devices designed for the developing world. In 2011, she founded and chaired the Jeddah-based Institute for Imagination and Ingenuity (i2institute) through which she aims to promote science education and innovation to young people. To successfully pursue these entrepreneurial endeavors and make a lasting social impact, having self- confidence and a clear goal in life is crucial, she says. “In different environments, peo- ple can judge you by the way you look or talk, by the color of your skin, and so on, and you can’t please everyone,” she adds. “Therefore, I always treat my mind as a garden, and focus on the beautiful flowers in it, discarding all the negatives, because people and their opinions can get to you very easily. Sometimes, I do feel tired and exhausted, but I never reach a dead end, because I feel that if there is a will, there is a way. And you need to surround yourself with people who, even if they haven’t excelled in their own education or career, really be- lieve in you, no matter what. It’s because you need that unconditional trust and love. And once you have a mission in life that is a light to carry you forward, you won’t even notice the obstacles and the challenges anymore.” When it comes to women in science, statistics certainly don’t paint a positive picture- according to the UNESCO In- stitute of Statistics, less than 30% of the world’s research- ers are women, despite the male-to-female ratio among PhD students and younger post-doctoral graduates being roughly 50:50. The beginning of Dr. Sindi’s interests and ca- reer in science was not much different, and she is now reso- lute to empower more women across the Arab world to follow in her footsteps. “It is really important for women to have role models,” she says. “I used to ask my father whether scientists were true human beings, because I could not see any women among them. And the key thing for anyone in the world, something that if you don’t have, even if you have the highest PhD, if you don’t have self-confidence, no one will trust you. Women really need to believe that they are amazing, talented, articulate, beautiful, and they really should believe that they can do anything. In science, they are better engineers than men, because they don’t give up, they seek solutions, and they always persist.” Dr. Sindi adds, “Another important thing is that sometimes we put heroes of the past on such a great height, as if no one is allowed to challenge Sir Isaac Newton or Albert Einstein. And why not?” As a Senior Advisor to the President of Science, Technol- ogy and Innovation at the Islamic Development Bank in Saudi Arabia, Dr. Sindi works on raising awareness about two new Islamic De- velopment Bank initiatives aimed at youth, technology and innovation: Transform, a multimillion-dollar fund to promote and nurture science, technology, and innovation, and Engage, a digital platform aimed at accelerating econom- ic and social progress in the developing world through sci- ence technology and innova- tion. “If you look at statistics, we miss women in leadership positions in science to decide on the direction of science, where we should invest money and on what type of innova- tion,” she says. “Because I believe that if we have women in decision-making positions, we won’t have fast cars and nuclear weapons as much as more cures, medicines, more humanitarian goals achieved, and so on.” And as a true scientist, she has facts to prove her statements. “Who designed the bullet? A man [Henri-Gustave Delvigne, inventor of the cylindrical bullet]. Who designed a bullet shield? A woman [Stephanie Louise Kwolek, inventor of Kevlar],” concludes Dr. Sindi. INNOVATOR "IF WE HAVE WOMEN IN DECISION-MAKING POSITIONS, WE WON’T HAVE FAST CARS AND NUCLEAR WEAPONS AS MUCH AS MORE CURES, MEDICINES, MORE HUMANITARIAN GOALS ACHIEVED." DFA.ORG Dr. Sindi is the founder and Director of Diagnostic for All, a non-profit initiative that creates low-cost diagnostic devices Dr. Hayat Sindi with Ali Matar, Head of LinkedIn MENA, at the fourth LinkedIn MENA Talent Awards in October 2018

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36 / ENTREPRENEUR.COM / November 2018 SCHOOLING FOR TOMORROW A deep-dive into the exponential technologies (and mindsets) that are mission-critical for educating the next generation by DR. PETER H. DIAMANDIS INNOVATOR 36 / ENTREPRENEUR.COM / November 2018

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37 November 2018 / ENTREPRENEUR.COM / L ast month, I discussed how education needs to radically change to both leverage today’s exponential tools, and innovate around the most prominent emerging industries of the 21st century. As automation and tech-driven professions chal- lenge us to give up 20th century curricula and educational tools, it is critical that we undergo a major update to how we educate our kids. That’s why this month, I’m doing a deep-dive into the exponential technologies and mindsets that are mission- critical for educating the next generation. Here’s an overview of the top five technologies that will re- shape the future of education: 1. VIRTUAL REALITY (VR) Research has shown that we remember 20% of what we hear, 30% of what we see, and up to 90% of what we do or simulate. Virtual reality yields the latter scenario impeccably. VR enables students to simulate flying through the bloodstream, while learning about different cells they encounter, or travel to Mars to inspect the surface for life. To make this a reality, Google Cardboard just launched its Pioneer Expeditions product. Under this program, thousands of schools around the world have gotten a kit containing eve- rything a teacher needs to take his or her class on a virtual trip. While data on VR use in K-12 schools and colleges have yet to be gathered, the steady growth of the market is reflected in the surge of companies (includ- ing zSpace, Alchemy VR, and Immersive VR Education) solely dedicated to providing schools with packaged education cur- riculum and content. Add to VR a related technology called augmented reality (AR), and experiential education really comes alive. Imagine wearing an AR headset that is able to su- perimpose educational lessons on top of real-world experi- ences. Interested in botany? As you walk through a garden, the AR headset superimposes the name and details of every plant you see. 2. 3D PRINTING Never mind the computer on every desktop (or a tablet for every student): that’s a given. In the near future, teachers and students will want or have a 3D printer on the desk to help them learn core science, technology, engineering, and mathematics (STEM) principles. Bre Pettis, of MakerBot Industries, in a grand but practical vision, sees a 3D printer on every school desk in America. “Imagine if you had a 3D printer instead of a LEGO set when you were a kid- what would life be like now?” asks Pettis. You could print your own mini-figures, your own blocks, and you could iterate on new designs as quickly as your imagination would allow. Mak- erBots are now in over 5,000 K-12 schools across the United States. Taking this one step further, you could imagine having a 3D file for most entries in Wikipedia, allowing you to print out and study an object you can only read about or visualize in VR. 3. SENSORS AND NETWORKS An explosion of sensors and networks are going to connect everyone at gigabit speeds, making access to rich video available at all times. At the same time, sen- sors continue to miniaturize and reduce in power, becoming embedded in everything. One benefit will be the connection of sensor data with machine learning and artificial intelli- gence (AI), such that knowledge of a child’s attention drifting, or confusion, can be easily meas- ured and communicated. The result would be a representation of the information through an alternate modality or at a differ- ent speed. 4. MACHINE LEARNING No two students are identi- cal- they have different modes of learning (by reading, seeing, hearing, doing), come from dif- ferent educational backgrounds, and have different intellectual capabilities and attention spans. Machine learning is making learning adaptive and person- alized. Advances in machine learning and the surging adap- tive learning movement are seeking to solve this problem. Companies like Knewton and Dreambox have over 15 million students on their respective adaptive learning platforms. Soon, every education applica- tion will be adaptive, learning how to personalize the lesson for a specific student. There will be adaptive quizzing apps, flashcard apps, textbook apps, simulation apps, and many more. 5. ARTIFICIAL INTELLIGENCE Neal Stephenson’s book, The Diamond Age, presents a fas- cinating piece of educational technology called “A Young La- dy’s Illustrated Primer.” As de- scribed by Beat Schwendimann, “the primer is an interactive book that can answer a learner’s questions (spoken in natural language), teach through allego- ries that incorporate elements of the learner’s environment, and presents contextual just-in- time information. The primer includes sensors that monitor the learner’s actions and pro- vide feedback. The learner is in a cognitive apprenticeship with the book: The primer models a certain skill (through allegori- cal fairy tale characters), which the learner then imitates in real life. The primer follows a learn- ing progression with increas- ingly more complex tasks. The educational goals of the primer INNOVATOR >>> NEVER MIND THE COMPUTER ON EVERY DESKTOP (OR A TABLET FOR EVERY STUDENT): THAT’S A GIVEN. IN THE NEAR FUTURE, TEACHERS AND STUDENTS WILL WANT OR HAVE A 3D PRINTER ON THE DESK TO HELP THEM LEARN CORE SCIENCE, TECHNOLOGY, ENGINEERING, AND MATHEMATICS (STEM) PRINCIPLES. Google Cardboard MakerBot IMAGES COURTESY GOOGLE | MAKERBOT

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38 / ENTREPRENEUR.COM / November 2018 are humanist: To support the learner to become a strong and independently thinking person.” The primer, an individual- ized AI teaching companion is the result of technological convergence and is beauti- fully described by YouTuber CGP Grey in his video, Digital Aristotle: Thoughts on the Future of Education. Your AI companion will have unlimited access to information on the cloud and will deliver it at the optimal speed to each student in an engaging, fun way. This AI will demonetize and democ- ratize education, be available to everyone for free (just like Google), and offering the best education to the wealthiest and poorest children on the planet equally. This AI companion is not a tutor who spouts facts, fig- ures and answers, but a player on the side of the student, there to help him or her learn, and in so doing, learn how to learn better. The AI is always alert, watching for signs of frustration and boredom that may precede quitting, for signs of curiosity or interest that tend to indicate ac- tive exploration, and for signs of enjoyment and mastery, which might indicate a successful learning experience. MINDSETS FOR THE 21ST CENTURY Finally, it’s important for me to discuss mindsets. How we think about the future colors how we learn and what we do. Psychol- ogy is a key element of high performance, and even more so in such a rich and diverse cultural environment that the Middle East presents. While I’ve written extensively about the importance of an abundance and exponential mindset for entrepreneurs and CEOs, I also think that attention to mindset in our elementary schools, when a child is shaping the mental “operating system” for the rest of their life, is even more important. As such, I would rec- ommend that a school adopt a set of principles that teach and promote a number of mindsets in the fabric of their programs. Many mindsets are important to promote. Here are two to consider: 1. Nurturing optimism and an abundance mindset We live in a competitive world, and kids experience a sig- nificant amount of pressure to perform. When they fall short, they feel deflated. We all fail at times- that’s part of life. If we want to raise “can-do” kids who can work through failure and come out stronger for it, it’s wise to nurture optimism. Optimistic kids are more willing to take healthy risks, are better problem-solvers, and experi- ence positive relationships. You can nurture optimism in your school by starting each day by focusing on gratitude (what each child is grateful for), or a “positive focus,” in which each student takes 30 seconds to talk about what they are most excited about, or what recent event was positively impactful to them. (Note: I start every meeting inside my Strike Force team with a positive focus!) Finally, helping students understand (through data and graphs) that the world is in fact getting better (see my first book: Abundance: The Future is Better Than You Think) will help them counter the continuous flow of negative news flowing through our news media. When kids feel confident in their abilities and excited about the world, they are willing to work harder and be more creative. 2. Tolerance for failure Tolerating failure is a difficult lesson to learn and a difficult lesson to teach. But it is criti- cally important to succeeding in life. Astro Teller, who runs Google’s innovation branch “X,” talks a lot about encouraging failure. At X, they regularly try to “kill” their ideas. If they are successful in killing an idea, and thus “failing,” they save tremendous resources in the way of time and capital. The ideas they can’t kill survive, and develop into billion-dollar businesses. The key is that each time an idea is killed, Astro rewards the team- literally, with cash bonuses. Their failure is celebrated and they become he- roes. This should be reproduced in the classroom: kids should try to be critical of their best ideas (learn critical thinking), and then be celebrated for “suc- cessfully failing,” perhaps with cake, balloons, confetti, and lots of Silly String. In a century of increasing abun- dance, it is long time we take education to be a self-evident human right for everyone on the planet. And more than with any other priority, we should never settle when educating our youth. Harnessing today’s newest technologies and insight into tomorrow’s industries, our schooling systems must be contextually relevant and adap- tive, capable of accommodating the demands of a 21st century economy and populating a glob- ally minded workforce. Whether born in Dubai, Boston, Nairobi, or Shanghai, children must hone a critically thoughtful mind and the ability to constantly experiment, equipped with the confidence to leverage both today’s emerging technologies, and those that will develop in the centuries to come. Ulti- mately, we’re heading towards a vastly more educated world. We are truly living during the most exciting time to be alive. INNOVATOR Dr. Peter H. Diamandis is an international pioneer in the fields of innovation, incentive competitions, and commercial space. In 2014, he was named one of “The World’s 50 Greatest Leaders” by Fortune Magazine. In the field of innovation, Diamandis is founder and Executive Chairman of the XPRIZE Foundation, best known for its $10 million Ansari XPRIZE for private spaceflight. Diamandis is also the co-founder and Vice-Chairman of Human Longevity Inc. (HLI), a genomics and cell therapy- based diagnostic and therapeutic company focused on extending the healthy human lifespan. He is also the co-founder and Executive Chairman of Singularity University, a graduate-level Silicon Valley institution that studies exponentially growing technologies, their ability to transform industries and solve humanity’s grand challenges. In the field of commercial space, Diamandis is co-founder/Co-Chairman of Planetary Resources, a company designing spacecraft to enable the detection and prospecting of asteroid for precious materials. He is also the co-founder of Space Adventures and Zero-Gravity Corporation. Diamandis is The New York Times bestselling author of Abundance – The Future Is Better Than You Think and BOLD – How to go Big, Create Wealth & Impact the World. He earned an undergraduate degree in Molecular Genetics and a graduate degree in Aerospace Engineering from MIT, and received his M.D. from Harvard Medical School. diamandis.com KIDS SHOULD TRY TO BE CRITICAL OF THEIR BEST IDEAS (LEARN CRITICAL THINKING), AND THEN BE CELEBRATED FOR “SUCCESSFULLY FAILING,” PERHAPS WITH CAKE, BALLOONS, CONFETTI, AND LOTS OF SILLY STRING.

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40 / ENTREPRENEUR.COM / November 2018 Logitech Z607 5.1 Surround Sound with Bluetooth is a new surround sound speaker system that connects to a plethora of audio sources. Since you’re most likely to stream music from your phone, computer, or USB drive, the multi-source connectivity feature is spot on. With 160W peak power and a 5.25” subwoofer driver, the Logitech Z607 delivers clear highs (up to 120 Khz) and deep bass (as low as 50 Hz). You can connect via Bluetooth, 3.5mm or RCA cables. Extra-long 6.2-meter rear satellite speaker cables allow you to arrange the speakers as you see fit, and you can control the sound from anywhere in the room with a remote control. You can play, pause, and skip songs, control volume, select input, change radio stations, and more from up to 10 meters away. There are also audio controls located right on the front panel of the subwoofer, with an LED displaying the current source input and volume. 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. TURN IT UP LOGITECH Z607 SPEAKER SYSTEM TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX IMAGE CREDIT LOGITECH | HUAWEI | GOPRO Logitech Z607 5.1 Surround Sound with Bluetooth Logitech Z607 Speaker System

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41 November 2018 / ENTREPRENEUR.COM / GoPro HERO7 Black is back, and it’s taking action cams to new heights. Its new feature, HyperSmooth, is an in-camera video stabilization that makes it easy to capture professional- looking, stabilized video with- out using a motorized gimbal. HyperSmooth even works underwater as well as in high- shock and wind situations where gimbals can potentially fail. With HERO7 Black, GoPro is also introducing a new form of video called TimeWarp, which applies a high-speed, “magic-carpet-ride” effect to your videos. Imagine a scenic drive, ocean dive, or walk through the city compressed into a super-stabilized, sped- up version of itself, with the entire experience playing out in seconds. TimeWarp Video transforms longer experiences into short videos that are easy to watch and share. Speaking of sharing, there’s no faster way to do it than live. HERO7 Black is the first GoPro to offer live streaming, which enables you to automatically share in real time to Facebook, Twitch, YouTube, Vimeo and other platforms internation- ally. HERO7 Black is a small way to make big impact, while on-the-go. TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX #TAMTALKSTECH Tamara Clarke, a former software development professional, is the tech and lifestyle enthusiast behind The Global Gazette, one of the most active blogs in the Middle East. The Global Gazette has been welcomed and lauded by some of the most influential tech brands in the region. Clarke’s goal is to inform about technology and how it supports our lifestyles. See her work both in print regional publications and online on her blog where she discusses everything from how a new gadget improves day-to-day life to how to coordinate your smartphone accessories. Visit theglobalgazette.com and talk to her on Twitter @TamaraClarke. CAPTURE THIS GOPRO HERO7 BLACK TRIPLE THREAT HUAWEI MATE 20 PRO The Huawei Mate 20 Pro breaks new ground as the first smartphone to feature Leica triple camera which includes a 40MP main camera, a 20MP ultra wide-angle camera, and an 8MP telephoto camera. Together, the trio of lenses supports a wide range of focal lengths similar to professional cameras. The new camera system also utilizes artificial intelligence (AI) to enhance functionality. AI Portrait Color video mode isolates human subjects and desaturates the colors around them to dramati- cally highlight the person, while AI Spotlight Reel identifies clips with a shared theme and auto-generates a montage, made entirely of highlights. The Huawei Mate 20 also has improved battery life. It has a large, high-density 4200 mAh battery, and supports 40W Huawei SuperCharge, which gives the device 70% charge in 30 just minutes. If you’re concerned about security, have no fear. The Huawei Mate 20 Pro supports 3D Face Unlock, which quickly and securely au- thenticates your facial features using the 3D Depth Sensing Camera System. In addition to facial recognition, the device has an in-screen fingerprint sensor that can pinpoint the location of your finger on the screen. The Huawei Mate 20 Series comes with EMUI 9.0, a smart operating system based on Android P. It features AI self-learning algorithms that enables gesture navigation support, object identification, and food calorie counting, by simply pointing the camera towards objects. With IP68 water resistance and the ability to project presentations, the Huawei Mate 20 is an ideal companion wherever you go. Huawei Mate 20 Pro GoPro HERO7 Black

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42 / ENTREPRENEUR.COM / November 2018 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 fresh scent for the season, a new leather piece to supplement your boardroom attire, and more. ‘TREP TRIMMINGS CULTURE BUSINESS UNUSUAL | LIFE | TRAVEL | DESIGN | TRAPPINGS FUNCTIONAL DESIGN RADO The first thing that will catch your attention about the Rado True Open Heart Automatic is its openworked dial- framed by geometric shapes and showing off the movement front and center, while its long hands in light, set as a contrast to the darker dial, letting the owner to read time at a quick glance. Not only aesthetically pleasing to have, it gives an extra oomph to Rado’s signature key elements of light, scratch-resistant high-tech ceramic and sapphire crystal. With up to 80 hours of power reserve, it’s offered in three colors of black, brown and metallic silver. rado.com IMAGE CREDIT RADO | DOLCE&GABBANA | MONTBLANC | SACOOR BROTHERS Rado True Open Heart Automatic Rado True Open Heart Automatic Rado True Open Heart Automatic

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43 November 2018 / ENTREPRENEUR.COM / CULTURE BUSINESS UNUSUAL | LIFE | TRAVEL | DESIGN | TRAPPINGS SACOOR BROTHERS Looking to upgrade your wardrobe ensemble? Take a look at Sacoor Brothers’ new offerings this season at its re-opened Middle East flagship store at The Dubai Mall. Bringing Portuguese art and culture to the forefront, the store bring shoppers to revel in the brand’s legacy, and of course, stays true to what the brand is known for: elegance, exclusivity, and authenticity. sacoorbrothers.com EDITOR’S PICK AN ODE TO TRADITION DOLCE&GABBANA Described as a fusion of the Mediterranean and Oriental perfumery with Italian ingredients, the Dolce&Gabbana Velvet Incenso celebrates the historical ingredient of incense. Perfumers Cécile Matton and Julie Massé created the scent to open up with a blast of black pepper essence, followed by citrus essence, intensified with elemi for a hint of a natural, pine-like forest feel. And of course, a traditional incense note at its heart. With just the right amount of richness, there’s a balance of intriguing contrasts in Velvet Incenso. dolcegabbana.com BLUE IS THE NEW BLACK MONTBLANC For the entrepreneur looking for style and functionality, look no further than the Montblanc Sartorial Document Case. Practical and sleek, the leather piece, which is part of the brand’s Sartorial collection, is crafted with Italian saffiano leather and lined in rich jacquard. For a vibrant and bold supplement to your boardroom attire, this wardrobe staple is worth the investment. montblanc.com Sacoor Brothers flagship store at The Dubai Mall Dolce&Gabbana Velvet Incenso fragrance Montblanc Sartorial Document Case Montblanc Sartorial Document Case

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44 / ENTREPRENEUR.COM / November 2018 I t is one thing to create a business in a fiercely competitive industry, such as the skincare sector dominated by mas- sive corporate brands in 1999, but to continue owning 100% of the brand almost two decades after -when it has expanded across 35 countries worldwide- is quite another. That is the story of London- based beauty entrepreneur Maria Hatzistefanis, the founder of Rodial, a London- headquartered skincare and beauty group, who shared many of her tips for success in her book for aspiring entre- preneurs, How To Be An Over- night Success. “I wanted to offer advice in my book whilst telling my story, along with examples of how I overcame many challenges when starting my business,” she says. “The process was very therapeutic, and it definitely took me back to certain situations which represented difficult periods in my life. To be honest, I in- cluded everything I wanted to, I didn’t want to filter my story which is really the essence of my book; it’s all about being honest and inspirational.” Originally from Greece, Hatzistefanis started her career as a beauty writer, before moving to New York where she received an MBA from Columbia Business School. Her career trajectory includes a stint in corporate finance at Salomon Brothers, first in New York and then London, which ended infamously- overworked and suffering from a severe burnout, Hatzistefanis entered a phase during which she needed to be less committed to her work, and luckily for today’s Rodial’s customers, it resulted in her being made redundant in 1999. Before long, she identified a niche for treatments targeted to specific skin concerns, and then founded her skincare and beauty group Rodial from a room in the back of her home in London. Today, Hatzistefanis’s products are sold through 20,000 doors Rodial founder Maria Hatzistefanis on building a beauty brand over two decades by TAMARA PUPIC Persistence and perseverance IMAGES COURTESY RODIAL "I WANTED TO OFFER ADVICE IN MY BOOK WHILST TELLING MY STORY, ALONG WITH EXAMPLES OF HOW I OVERCAME MANY CHALLENGES WHEN STARTING MY BUSINESS." Maria Hatzistefanis, founder, Rodial CULTURE BUSINESS UNUSUAL | LIFE | TRAVEL | DESIGN | TRAPPINGS

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45 November 2018 / ENTREPRENEUR.COM / around the world, which includes retailers like Saks Fifth Avenue, Space NK, Harvey Nichols and Harrods. While the Rodial brand is aimed at treating specific skin concerns, her second brand Nip + Fab, which was launched in 2010, targets younger, more money- conscious consumers. In 2014, Hatzistefanis expanded Rodial with a makeup collection, and an exclusive sculpting bar and counter in London’s Harvey Nichols. “For the time being, I still enjoy running the business, we are 100% private, and are planning to remain that way,” she says. “I want to continue growing our makeup business globally which is the focus for the next few years. Skincare will continue to expand focusing on more innovative ingredient lead product, but I would say that creating Rodial makeup, which has been an amazing addition to Rodial, has come with challenges, as it’s really like starting a new brand all over again. It takes time to grow the line, and be available in the right retailers, and in the right spaces. I have big plans for makeup growth over the next few years.” Many of her customers are in the GCC region, she adds. “The UAE is definitely a market we’d like to grow, and we work with a distributor to help us navigate the market. I am really inspired by the Middle Eastern customer who is currently dominating the beauty space. We want to continue developing products that suit them from both makeup and skincare.” Hatzistefanis has been one of the pioneers of the concept of communicating with the consumer in the digital age via social media with her own so- cial media handle @mrsrodial, with over one million follow- ers across Instagram, Twitter and Youtube. Hatzistefanis is also the executive producer and star of the documentary series, The Mrs Rodial Project, describing the drama and glamor of the world of beauty, fashion and celebrities, and is known for mentoring and entrepreneurial guidance. Her open, straightforward, and honest approach also inspired her to publish all her startup lessons in her first book. “Over the years, I was getting a lot of questions on my @mrsrodial Instagram account on how to start a business and what tips I would give,” she says. “I have a lot of say about starting and growing a busi- ness, and share my story with up and coming entrepreneurs, and decided to write this book to inspire them and help them achieve their dreams.” The book has gone on to become one of Amazon’s bestsellers. She adds, “I was speaking at the BeautyCon conference in London last November, and had a book signing after that, and I had this young woman come to me in tears saying that she was going through a tough time in her life, got fired (just like I was before I started my business), and the book gave her the confidence to apply for her dream job, and ultimately get it. All this feed- back, and being able to affect other people in such a positive way makes it all worth it!” 1. Listen to yourself “Believe in your gut, it’s never wrong. You have to trust in yourself, and know that you are making the right call for your business. Some of the best decisions I have ever made came from a gut feeling, even when it comes to making sacrifices.” 2. Hire smart “Make sure you have the right people in your team that make a difference. You have to make sure that you do not over-hire also, because having lots of people in your team does not automatically grow your business overnight. You need to hire cleverly and slowly over time when the need is there.” 3. Take risks “If you are not willing to take risks, then don’t start your own business; it’s as simple as that. You have to put yourself and your business out there, you have to strive to do amazing things which don’t always make sense, but the result could be groundbreaking.” 4. Prepare to persevere “Be prepared to be challenged and hear ‘no.’ Don’t let it slow you down. Lots of people around you will tell you that you can’t do it, they will be negative, and you have to drown out that noise. I still get the door shut in my face this very day by some retailers. But I go back to them every year until it happens, there is no such thing as an overnight success!” ‘TREP TALK Rodial founder Maria Hatzistefanis shares her tips for entrepreneurs

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46 / ENTREPRENEUR.COM / November 2018 As entrepreneurs, the definition of success is derived from education, humility, and a whole lot of tenacity. The keyword here being education. To pave our own way and craft our dream career, a drive to continue learning comes with the title. It is the key to powering a good life both personally, and professionally. Knowing that we are in control of our own destiny, as entrepreneurs, freelancers, and startups, we take it upon ourselves to be proactive learners. Staying informed about market trends and refreshing our skills is part of the job. As entrepreneurs, we must be duly prepared to face the challenges of the future, and build the type of organization that is ready to advance at any minute. Our world is very different now than it was just a few years ago, and effective leaders are taking notice. There are economic transformations driven by new technologies and automation, and notions of workplace flexibility and liberation, that entrepreneurs are constantly crafting new ways to adapt and move forward. I find that developing efforts to be more active in the training stages when it comes to capacity building is one way to redefine the norm. We are big believers of training ourselves, and for International Translation Day in September this year, Ureed.com hosted a day of free activities and workshops, including a translation crash course. Part of our ongoing learning entailed having to make the event hip enough to attract audience on a weekend, so we spun it into the region’s first word-a-thon –much like a hackathon- live battling translation speed against time. The goal was to help upskill participants of the event, and offer one winner an opportunity to intern and train at Tarjama, the platform’s sister company. The level of competition amongst individuals and companies is at an all-time high, and stagnation is not an option. With companies such as SpaceX changing the economics of space travel, and Nvidia developing breakthrough technologies like deep learning and autonomous driving, what happens when your company doesn’t even have its own website? I’m not saying you have to be at the frontiers of technology and land on Mars in order to guarantee success, but being aware that skills today are becoming even more specialized should be enough of a push to get you to take the steps necessary to evolve both personally and professionally. Companies today are faced with a hard time investing in programs that specialize in upgrading or How self-education is the key to success for entrepreneurs by NOUR AL HASSAN T here is absolutely no doubt about the social and economic impact education can have on humanity. On a personal level, the same is undeniably true. Up until the age of 18, we develop in very structured terms. Our formal education shapes the way we think and how we view the world. After that it’s on us. Whether you work at a large company where you collide with new ideas, skills, and technologies that you’re forced to use daily, or you’re a freelancer or entrepreneur and you’re the head of your own HR, marketing, and IT departments, continuous education is what collectively propels us forward. Nour Al Hassan, is a female founder and CEO of two companies that specialize in linguistic services and translation, Tarjama and Ureed. Building on the success of Tarjama, which she founded in 2008, she realized there was demand to leverage the power of the internet to connect businesses and freelancers across the region through a digital marketplace called Ureed. Nour is focused on driving Ureed to become the region’s official editorial marketplace for linguistic and editorial services. With more than 15 years of experience, Nour is an Aspen Fellow, a certified life coach, and a member of both the advisory board at Saint Joseph University in Lebanon. She holds a Bachelor of Laws from the Al-Ahlia University in Jordan. Ureed.com THE CURRENT TRENDS IN THE LABOR MARKET AND TECH INDUSTRY MAKE IT IMPERATIVE FOR FREELANCERS AND ENTREPRENEURS TO REFRESH THEIR SKILLSET EVERY SO OFTEN. ‘TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO Never stop learning

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47 November 2018 / ENTREPRENEUR.COM / training workers to acquire emerging skills. Fast-growing skills such as content strategy and creation, blockchain, and augmented reality, to name a few, are dominating the demand lists. Instead, entrepreneurs and freelancers are often leveraged for these types of jobs, because they are more likely to upgrade their knowledge on their own. The current trends in the labor market and tech industry make it imperative for freelancers and entrepreneurs to refresh their skillset every so often. As technological change and the knowledge economy continue to advance, so will work requiring specific skills. So, we’re forced to ask ourselves the tough questions: am I doing the absolute most I can for my career? Have I learned any new skills lately? What can I do to evolve and grow as a person and in my profession? Becoming immersed in literature, staying up to date with online content, participating in programs and enrolling in courses are just some of the few and inventive ways entrepreneurs are utilizing to stay ahead of the pack. We’re doing our part to make learning accessible, by launching Ureed Academy’s first massive open online course (MOOC) providing translation experts with in-depth insight on ways to penetrate the translation market by combining practice with theory. It is open to everyone with an interest, and a way to support our team of freelance translators and writers, by arming them with the skills and knowledge to advance further in their freelancing careers. Falling behind can happen so quickly. A business or an individual that is ill prepared or unequipped with the latest tools necessary to survive in our current day society may actually end up regressing. A sense of staleness can begin to invade if we don’t find ways to invest in ourselves. When too much time has passed, you may even feel unemployable at some point in your career, especially as the younger generation sweeps in and starts to reshape our modern workflow. I can’t stress this enough, learning is lifelong, and it’s the answer to a bold and bright future. Find the time and the drive for it, because education is synonymous with success. Find the aspiration to move forward and live successfully, and continue to develop in a capacity where you access the tools you’ve been given through years of formal education and use them to become a lifelong learner, and an overtime achiever. I n October this year, BizWorld UAE, a social enterprise specializing in entrepreneur- ship education, and Entrepreneur Middle East organized the KidPreneur Award 2018, the largest business idea competi- tion for students in the UAE. Out of all the students that applied from across the UAE, 10 finalists under the age of 15 were selected to pitch their business ideas through elevator pitches to a panel of judges, in an exercise designed to prepare young people for the entrepreneurship world. The students had to pitch to a judging panel that would intimidate even grown-up entre- preneurs, which was made up of Magnus Olsson, co-founder, Careem, Kris Fade of Virgin Ra- dio Dubai’s The Kris Fade Show, Nabra Al Busaidi, Executive Director, Young Arab Leaders, and Wissam Younane, CEO, BNC Publishing (the media house be- hind Entrepreneur Middle East). The young innovators did not go at it alone though- they were paired up with some experienced industry mentors, ranging the field from CEOs, general manag- ers, heads of marketing, and communication experts as well. After a grueling two hours of pitches and tough questions from the judging panels who evaluated the students on the creativity, viability, and market- ability of their businesses, the prizes were given out: first place went to Sean Sanoop George (aged 11) for his Read Swap Re- peat book sharing idea. Second place went to Afia Shahid Sjaikh (aged 13) and Hurairah Muzam- mil (aged 14) for their Disaster Display emergency response LESSONS LEARNT FROM THE KIDPRENEUR AWARD 2018 ORGANIZED BY BIZWORLD UAE by HELEN AL UZAIZI IMAGES COURTESY KIDPRENEUR | WWW.UREED.COM ‘TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO ENTREPRENEURSHIP HAS NO MINIMUM AGE Kidpreneur Award 2018 winner with the judges >>>

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48 / ENTREPRENEUR.COM / November 2018 system. Third place Karl Tchak- makian (aged 13) for his EduBox educational initiative. Tied for fourth place was Sajini Varad- harajan (aged 7) for her Sajini's Green Balcony environmental idea, and Emily Lindsay (aged 11) for her KidsCred e-commerce system. The KidPreneur Award, which is the first of its kind in the entire MENA region, was designed to encourage young people across the United Arab Emirates to unleash their inner entrepreneur. The goal of the KidPreneur Award was also to nurture students’ entrepreneurial spirit and get the future generation on the path to thinking like entrepreneurs, innovators, and inventors who will grow up to shape our future economy and community. Reflecting on this exercise, we realized so many paradigm-shifting ideas when it comes to entrepreneurship- ideas that need to be recognized by decision makers at all levels that impact the entrepreneurship ecosystem: 1. Schools need to adopt entrepreneurship in their cur- riculums Schools, both private and public, are not doing enough to impart basic business and financial knowledge. Under- standing how businesses oper- ate, keeping track of finances, and working with others are not just important skills for entre- preneurs; these are basics that are needed in the real-world. The earlier students pick up this basic knowledge, the less they will have to struggle with man- aging their bank accounts, being effective in their jobs, or getting along with others in any setting. In parallel, entrepreneurship education works on building up resilience, developing a sense of optimism, and other important interpersonal skills. These traits will help the future generation deal with challenges, and find ways to succeed in more com- petitive environment. 2. Entrepreneurship has no minimum age requirement Every student that participated in the KidPreneur Award was under the age of 15. Every stu- dent that made it to the finals had a strong business concept, smart social initiative, or an invention that had potential to change lives. These students saw solutions to problems ,or ideas to fill gaps in the market, and were given the space to fur- ther develop these ideas at the event. They didn’t need years of working at a job to develop these ideas; they had it inside them all along- they only needed the space and support to develop them. 3. The idea of traditional em- ployment is slowly -but surely- being challenged Parents want to see their children grow up to become successful profession- als, a renowned doctor, or a big lawyer. There is nothing wrong with that, but entrepreneurship has never been high on that list for parents. However, that per- ception is beginning to change. Every student who attended the KidPreneur Award was sup- ported by their parents- we even had many parents encouraging their children to apply. Part of the reason could be that famous entrepreneurs are now enjoying rockstar-like media coverage, but we believe something deeper is at play. The global economy is beginning to shift from tradi- tional manufacturing to greater emphasis on tech startups and innovation, and parents are beginning to understand that future jobs are going to be in these sectors, not necessarily the established jobs of the 80s and 90s. 4. It’s our responsibility to kindle the entrepreneurial spirit in children One key takeaway from the event, and a core aspect of BizWorld UAE’s mission, is that we need to do more collectively (government, education, and private sectors) to support children’s entrepreneur- ial ambitions. Governments will benefit from raising a generation of entrepreneurial youth that will create jobs that can solve the unemployment problem, drive innovation, and make their economy more globally competi- tive. Schools and the education sector will benefit by equipping students with critical thinking, creativity, and financial skills that children need to succeed, no matter what career path they choose. Teaching entrepreneur- ship means teaching students how to think, not what to think. The private sector should also get involved because employing entrepreneurial minded staff means a more capable and efficient workforce. They will also have access to a workforce that can think creatively to solve problems and innovate, to keep their businesses ahead of the competition. ‘TREPONOMICS ETHICS | SKILLSET | MARKETING | PRO Helen Al Uzaizi is the CEO of BizWorld UAE, Jordan, and Egypt, and founder of the entrepreneurship education platform for the MENA region, Future Entrepreneurs. With a 15+ year career in the corporate and startup worlds, Helen directed her passion to the entrepreneurship education field, working to instill the entrepreneurial mindset in the next generation of leaders. bizworlduae.org Participants at Kidpreneur Award 2018 A participant at Kidpreneur Award 2018 The Kidpreneur Award 2018 judges talk with one of the young entrepreneurs IMAGES COURTESY KIDPRENEUR

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W hen it comes to digital out-of- home (DOOH) advertising campaigns, a concern for many advertisers and content creators is consumer engage- ment. After all, an adver- tisement isn’t doing its job unless people are looking at it, absorbing it and remember- ing it. What makes digital signage so effective is that it is in world, and thereby inherently engaged with by the people around it. Unlike other forms of advertising, it cannot be turned off, thrown away or muted. DOOH advertising campaigns have a presence, without being an annoyance to the consumers. Given all these factors, digital billboards have a recall rate ranging from 74% to 89%. Nonetheless, the nature of DOOH -and all of what makes it effective- entails certain limitations. Video advertise- ments on digital billboards must be soundless. But a video does not need sound to effectively grasp attention. In fact, the absence of sound can add to a campaign video as it presents opportunity for many other techniques that could not be used otherwise. This article will lay out the best techniques to soundless video advertising campaigns and why they are effective. MAKE YOUR VIDEO VISUALLY THEMATIC A soundless video cannot grasp and hold attention with sound, so it relies entirely on its visuals. The visuals for such content must have concept. Narrowing that concept down can be done as follows: 1. Find out who your audience is and what appeals to them. 2. Based on this, narrow down what your thematic focus will be, ensuring that it reinforces your brand’s concept, and your audience’s interests. Focusing on color, for in- stance, does not have to be limited to picking a color scheme. Hues, saturation and contrast can all effectively draw attention or elicit appeal. Similarly, minimalism can be a powerful style as it is not overwhelming. It can be much easier to start watching some- thing that is visually clean, particularly in passing as with digital signage. What matters here is less what you do, and more so that you stick with it. TEXT AND VIDEO AS A DUO While visuals are essential to an effective soundless adver- tising campaign, language is often still necessary to com- municate a message. This is where captions come in. Text overlays provide clar- ity to aid visual content. In addition to that, it is worth integrating captions into the theme whether it be through diction, animation and design or both. Captions can also aid in making a campaign more memorable through specific diction pertaining to your brand and message. Over- all, they should consolidate and unify the scope of your campaign. Nonetheless, while captions can be used, they should not be relied on too heavily. The understanding of the campaign should not be dependent on captions. THE CURIOSITY GAP The curiosity gap is a theory often employed in marketing whereby an audience is compelled by a trigger, in- stigating their need to know more. If applied correctly to soundless video, it can be a powerful way to engage an audience. What’s crucial to the curios- ity gap is making the audience aware of information -likely regarding your product- such that they then need to con- tinue watching to learn more. There are several ways this can be done: 1. Eliciting curiosity through visuals As aforementioned, visuals can be entirely respon- sible for making an advertise- ment campaign. Applying the curiosity gap to visuals entails showing fragmented se- quences of video or enigmatic content that will urge the au- dience to continue watching, purely out of desire to make sense of the visuals. 2. Eliciting curiosity through captions Although it is best not to use them in excess, words can also be trigger points. Diction that implies there is more to be revealed can achieve this effect. A soundless advertisement campaign has incredible potential if executed correctly. However, this is by no means difficult to achieve. So long as the campaign is cohesively produced with its elements aligning with the brand and product message, the cam- paign should be a success. A foolproof guide to using soundless video by ZINA SEIBERT (without making any noise) Zina Seibert was born in Panama, and grew up in an expat family in Mexico, Germany, Singapore, and the UAE. She completed her International Baccalaureate at Dubai American Academy. Presently, Zina is studying Science Technology and International Affairs at the School of Foreign Service of Georgetown University, Washington, and is part of the team at LifeOnScreen. lifeonscreen.com ‘TREPONOMICS ETHICS | SKILLSET | MARKETING | PRO How to stand out IMAGE COURTESY LIFEONSCREEN

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50 / ENTREPRENEUR.COM / November 2018 O nce a candidate is picked out of a large pile, and after they receive and sign their job offer, it seems that a big burden can be lifted off of everyone’s shoulders. The hiring manager can pause the hectic search mode, and HR can switch to other pending tasks. Likewise, the newly hired is at peace, knowing that they’ve transitioned from an anxious job seeker to an employee. Yet, there comes another critical phase after searching, shortlisting, and selecting: onboarding. The first few weeks of an employee’s tenure are incredibly important. They can significantly influence the employee’s learning, productivity, satisfaction at work, and more importantly, time spent at the company. YOUR EMPLOYEE’S FIRST 100 DAYS AT YOUR ENTERPRISE CAN MAKE ALL THE DIFFERENCE IN HOW THEY PERCEIVE YOU AS AN EMPLOYER by MUHAMMAD YOUNAS ‘TREPONOMICS ETHICS | SKILLSET | MARKETING | PRO START OFF ON THE RIGHT FOOT No matter how detailed and extensive the recruitment process is, It is the onboarding period that reveals so much information about relevancy and fit between the employer and the employee. THE ONBOARDING PERIOD CONNECTS ATTRACTION WITH RETENTION, AND SIGNIFICANTLY IMPACTS PROJECTED PRODUCTIVITY, SATISFACTION, ENGAGEMENT, AND OVERALL CULTURE. Talent management is quite a complex endeavor. Mostly because it extends beyond the hiring phase. Companies are recommended to always clarify their hir- ing strategy, to determine what skills are most vital to their business, understand what a culture fit looks like to them, work on building a strong employer brand, and then adopt the perfect technology for recruitment. But if the goal is to not only hire high caliber talent, but to also maximize their productivity, and mini- mize their retention, then a bit more work ought to be done. The onboarding period connects attrac- tion with retention, and significantly im- pacts projected productivity, satisfaction, engagement, and overall culture within the company. Here are some of the reasons onboarding is big component of talent management: 1. IT IMPACTS RETENTION This is perhaps the most important reason to look at the onboarding period strategically, and to invest in enhancing it. Every company attempts to minimize turnover, and to keep its employees happily engaged and produc- tive. Yet, with poor onboarding, the risk of turnover runs high. Employees form an impression of their workplace during the first few weeks (if not days) of joining the company. No matter how detailed and extensive the recruitment process is, it is the onboarding period that reveals so much information about relevancy and fit between the employer and the em- ployee. This is why it is essential that employees feel that there is a clear plan and a sup- porting system for them from day one. It is also important that they build the positive impression about their workplace, environ- ment, colleagues, etc. 2. IT IMPACTS PRODUCTIVITY According to a poll by Bayt.com entitled On-The-Job Training in the Middle East and North Africa, more than 9 in 10 (91.4%) respondents deliberately look for companies with clear training and development pro- grams during their job search. Training and development start from day zero on the job. In fact, it is most critical during the onboarding phase. Employees who are simply thrown in and asked to figure it out on their own, are likely to feel unsup- ported and agitated. They are also less likely to reach their highest levels of productivity and performance. No matter how experienced employees are, they will always require some form of

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51 November 2018 / ENTREPRENEUR.COM / learning and training support so that they truly understand business practices and details. Productivity can be at its highest when a systematic onboarding and train- ing program is put in place. Nearly two-thirds of respondents (63.3%) to the Bayt.com poll, On-The-Job Training in the Middle East and North Africa, cited increased productivity as the greatest advantage of on-the-job training. 88.2% of MENA professionals also said that it is essential that they have a men- tor or coach during their first few months at a new job. 3. IT IMPACTS SATISFACTION AND ENGAGEMENT It is widely agreed on that onboarding impacts employee satisfaction, employer brand and culture, and succession plan- ning. A successful onboarding program not only introduces new joiners to key staff and teams, it also facilitates com- munication, cross-departmental collabo- ration, and clarifies rules and practices. This is essential as it can set the tone of how to engage with other coworkers and teams and what needs to be done and when. Employees who are onboarded correctly are more likely to be engaged at work, as they have been fully equipped and introduced to key information and people. Likewise, employee satisfaction can increase as a result of successful onboard- ing, as this process is meant to address employees’ needs, and prepare them for a smooth and successful integration. Without doubt, poor onboarding and training programs reflect negatively on a company’s culture and employer brand. A whopping 85% of respondents to the Bayt.com poll, On-The-Job Training in the Middle East and North Africa, claim that they would leave their current job to find better training and career develop- ment opportunities in another role. Since the onboarding period includes the most essential training elements, this can be a sole cause of dented reputation and poor employer brand among other profession- als. EFFECTIVE ONBOARDING [THE HOW-TO] Having discussed the importance of an effective onboarding process, it is imperative to start planning for one. The onboarding process requires companies to go through a wide range of steps such as paperwork and legalities, team introduc- tions, equipment provisioning, learning activities, goal setting and KPIs, and granting access to systems. How these activities are structured and carried can have a huge impact on talent productivity and retention. This is why it is important to follow some of the recommended steps below: 1. BEGIN WITH THE END GOAL Generally speaking, onboarding is aimed at integrating a new employee into the workplace, which includes dealing with logistics and paperwork, introductions and formalities, and learning and train- ing. But certain companies might have different priorities or tasks to include in their onboarding programs. Therefore, starting with a list of objectives is a wise approach. Does the company hire a lot of fresh graduates who need significant training? Is paperwork extensive and require longer periods of time to complete? Are there a lot of restrictions on access to internal systems and software? Are there preset regulations such as probation periods or new employee tests that you need to include in onboarding? All of these ele- ments play a role in how the onboarding program is structured and carried. 2. FOCUS ON TIMEFRAMES The HR department should have a solid idea of the recruitment cycle and can ac- cordingly build an estimated timeframe of the entire process, including onboarding. Hiring managers should also be involved in determining staffing needs, projected turnover, and onboarding requirements. ‘TREPONOMICS ETHICS | SKILLSET | MARKETING | PRO TO EVALUATE YOUR CURRENT ONBOARDING PROCESS, YOU NEED A SYSTEM THAT ALLOWS FOR SMOOTH TASK ASSIGNMENT, COMMUNICATION, AND STREAMLINED TASK MANAGEMENT. Talentera.com TALENTERA.COM >>>

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52 / ENTREPRENEUR.COM / November 2018 Muhammad Younas is General Manager at Talentera, the #1 ATS provider in the Middle East, and a product of Bayt.com, the #1 job site in the Middle East with more than 40,000 employers and over 31,100,000 registered job seekers from across the Middle East, North Africa and the globe, representing all industries, nationalities and career levels. Talentera powers more than 250+ companies’ career portals in the region. Younas can be contacted at younas@talentera.com. ‘TREPONOMICS ETHICS | SKILLSET | MARKETING | PRO their new roles. AfterHire helps automate paperwork through online forms, it quickly assigns tasks to appropriate personnel to streamline mundane activities like equipment provisioning and financial formalities. Moreover, employees can be assigned learning and training tasks through the platform to build up their job knowledge. With such tools, HR gets a high level overview of each employee’s onboarding process, they can add and remove tasks as necessary, and they can ensure the process is conducted fully and in a consistent man- ner for the entire company. 4. ALLOW FOR CUSTOMIZATION A startup might have a very different on- boarding process from a well-established company. Similarly, onboarding programs might vary based on industry, location, labor laws, company regulations, career levels, nature of job, etc. An effective onboarding tool allows for flexibility and adjustment based on these variables. Tools like AfterHire encompass a wide- range of features that employers can take advantage of, but they also allow employ- ers to design their own onboarding process using a workflow editor. Each company inducts their new hires differently, and so they’d need to be able to customize and configure their onboarding programs easily. 5. COLLABORATE AND NURTURE The onboarding period is collaborative by nature. It involves the hiring manager, the department or team of the new hire, the HR team, the finance team, the IT depart- ment, and more. Evaluate your current on- boarding process to see how easy/difficult it is to communicate and collaborate on the process. You need a system that allows for smooth task assignment, communica- tion, and streamlined task management. Another area to highlight is the need to receive feedback and adjust the onboarding process accordingly. Consider the input of management, hiring teams, as well as the newly hired individuals. What works and what doesn’t? What could use a bit more enhancement or streamlining? Such feed- back is vital for the success of onboarding, and all the subsequent metrics onboarding has an impact on. Creating a timeline is helpful in determin- ing what type of tools and resources you need for onboarding, how often you’ll need to conduct these programs or sessions, and how long a department or a manager should expect to wait before a new em- ployee is fully integrated to the workplace. 3. STREAMLINE THE PROCESS Between all the different documents, stakeholders, access requests, and such, the onboarding process can easily become time-consuming, tedious, and messy. Manual and decentralized onboarding activities can be very taxing on time, ef- fort, and money. That’s why it is essential to consider using tools and platforms that automate the process and guarantees higher effectiveness. One tool to look into is Bayt.com’s AfterHire: it is a configurable platform that is specifically built and designed using cutting-edge technology to streamline the painstaking process of talent onboarding, and ensuring that newly hired talent are efficiently assimilated to the company and fully productive in Bayt.com’s AfterHire is a configurable platform that is specifically built and designed using cutting- edge technology to streamline the painstaking process of talent onboarding, and ensuring that newly hired talent are efficiently assimilated to the company and fully productive in their new roles. EMPLOYEE SATISFACTION CAN INCREASE AS A RESULT OF SUCCESSFUL ONBOARDING, AS THIS PROCESS IS MEANT TO ADDRESS EMPLOYEES’ NEEDS, AND PREPARE THEM FOR A SMOOTH AND SUCCESSFUL INTEGRATION.

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B usinesses, small or big, are often defined by the payments experience they offer customers. The right payments experience can help a business convert a one-off transaction to an advocate for life. In today’s digital age, a payments solution needs to respond to customers’ need for 24/7 access, convenience, flexibility and security. Further, an efficient payments system ensures a business gets paid accurately and on time, making it a critical aspect of any business operation. So how do you choose a payments platform that is right for your business – a solution that helps you connect better with customers, improves operational efficiency, provides you the insight you need for decision making, and keeps pace with your growth? The answer may well lie in Network International’s N-Genius™, a revolutionary Android-based platform built for seamless, speedy and scalable trading at the cash register or as a mobile on-the-go solution for card and contactless. Reflecting the evolution of payment technology from hardware to software, N-Genius™ offers a highly mobile and secure platform, built around user experience and customer convenience. Incorporating the latest payment card industry software, the compact size of N-Genius™ belies its superpower capability. The plug and play platform is geared to support all standard fixed and mobile connectivity modes, including 3G and WiFi, making it ideal for hospitality and other service industry merchants that aim to offer anywhere, anytime payment convenience. Additionally, end-to-end encryption offers businesses and their customers further protection, making it one of the most reliable and easy payment platforms to use. Adding to the versatility of N-Genius™ is the platform’s ability to accept multiple payment methods, including cashback facilities easy payment plans and dynamic currency conversion offered to customers at the point of sale. A Multicurrency Online feature enables shoppers to pay in their card currency while the business owner receives the payment in AED. Retailers will also benefit from the Integrated Solution options of N-Genius™, which allows complete integration of merchants’ till systems, eliminating the need to re-key transaction values. Transaction information can be sent directly from tills to N-Genius for merchants to accept payments and manage stock from a single payment device. For hospitality merchants, the Integrated Solution consolidates payment processes right from check-in to F&B and room services and then on to check-out, delivering a seamless experience with a completely automated transaction journey that ensures no room for manual human error. Ecommerce merchants can also access the platform’s Online Solution which includes a sophisticated, customisable gateway with anti-fraud measures while enabling 24/7 account monitoring from anywhere via the platform’s interactive smart-view dashboard. In addition, Go-Online, is a new product offering a one-stop web store builder that can create a beautiful customised website to showcase and sell products. It also offers a single management platform that permits businesses to monitor orders, payments and shipments. However, the feature that entrepreneurs may enjoy most is the app-based terminal’s ability to seamlessly adapt to new payment methods, including Apple Pay, Samsung Pay and Alipay, with no business disruption, via remote software updates. Network International is the UAE’s largest merchant acquirer and serves over 65,000 merchants across the Middle East and Africa region. In addition to localised 24/7 customer care support, monitoring and reporting via the mobile-friendly Network Self- Service portal, the company’s secure data centres across the region offer businesses protection and peace of mind. So where do you sign up? Connect with Network International today on 800448 or sales@network.ae. Our expert team and digital onboarding system will have your business up and running in days! ADVERTORIAL TRULY INGENIOUS Network International’s N-Genius™

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54 / ENTREPRENEUR.COM / November 2018 O mar (full name withheld on re- quest) fled his hometown of Aleppo, Syria, in 2015, to escape the vio- lent civil war devastating the country. Searching for safety, the restaurant owner landed in Istanbul without knowing how he would even begin to rebuild his life again. Today, Omar is among the top trending Swift developers on global software develop- ment platform Github. He turned his fate around by taking some of Udacity's Na- nodegree programs. California-based online edu- cation company Udacity offers courses, which last six months on average, in subjects tied to growing technology occupa- tions such as robotics, artifi- cial intelligence, blockchain, programming, data science, and self-driving cars. Tuition ranges from about US$1,000 to $2,400 for a course. “He took three of our pro- grams, [and] went from knowing nothing, to iOS and Android development, to becoming a mobile developer,” says Udacity's Chief Operating Officer Clarissa Shen tells as she recalled Omar during an interview in Dubai. It’s not just Omar though- Udacity's self-paced programs have helped impact the liveli- hoods of many others affected not only by regional conflicts, but also by cultural and so- cioeconomic barriers, and job losses caused by technological change worldwide. The company, founded by founded by Sebastian Thrun, one of Silicon Valley’s pio- neers in self-driving cars, acts as a springboard for workers to skill, upskill and cross-skill for the jobs that will replace their current careers as the global tech skills gap contin- ues to grow. In the MENA region, where 60% of the population is under the age of 25, yet youth unemployment is twice as high as the world average, Shen sees huge potential for Udacity to “transform an entire generation -and region- by connecting the desire to learn, with the opportunities to succeed.” “In the U.S., [studies have] shown now that university students who are graduat- ing today will likely have 10 to 12 different jobs in their lifetime,” Shen notes. “That’s different for different regions, but that’s another trend that we are looking at.” The exec herself graduated magna cum laude with a B.A. in English and Environmental Studies from Williams College, and holds an MBA from Harvard Business School. “In the end, yes we were really lucky to get great college degrees, but honestly, I think the skills I've learned go be- yond what my degree meant,” the Ivy League graduate says. “It's a title. It was lucky for us "I WAS A BUSINESS MAJOR, BUT I'VE LEARNT TO PROGRAM AND DATA ANALYSIS SKILLS, AND I HAVE TO KEEP UP.” Udacity COO Clarissa Shen on how her platform aims to fill the global tech skills gap by MEGHA MERANI Focused on the future TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX IMAGES COURTESY UDACITY | MENA.UDACITY.COM Clarissa Shen, COO, Udacity

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55 November 2018 / ENTREPRENEUR.COM / that we get to network, and get to be part of certain communi- ties, and have exposure. But I have learnt so much more on the job and online to con- tinue to make myself relevant, especially in the tech industry. I was a business major, but I've learnt to program and data analysis skills, and I have to keep up.” Shen’s comment should be considered in the light of tech- nology overhauling virtually every job in every industry at a never seen before pace. The McKinsey Global Institute pre- dicted in a report released last year that by 2030, as many as 800 million jobs could be lost worldwide just to automation. However, Shen insists this is not a new phenomenon. “I think what you see a lot of in the news that's hyped up is things like drivers or factory workers [losing jobs],” she says. “But that's been hap- pening for the last 10 years. Factory work has become au- tomated and robotics is taking that over. That is not news.” Less in the limelight, but more significant, is the steady ousting of office job descrip- tions by a new future of work that is inherently different than the present. “White col- lar jobs are changing,” Shen points out. “It may not be as obvious because maybe some folks are able to make that transition over. But take my- self for example -in marketing where I came out of– a mar- keting professional from five or 10 years ago looks completely different than today. You have to think about digital market- ing, social media, measure- ment [and] ad tech platforms.” In the finance sector, Udacity is in talks with some banks in the UAE to assess and upskill existing employees. This includes helping them build internal digital market teams rather than rely on external agencies as well as other func- tions. “Behind the scenes, they say their growth and the jobs they're displacing is actually that (white collar),” she says. “It's no longer just a financial analyst- it’s ‘can that analyst do a little bit of program- ming?’” Companies like Saudi Aramco and Saudi Telecom Company are also working with Udacity to build internal data science teams. “Those are the kinds of jobs that aren't just the future, they're already happening,” Shen says. “There’s going to be a creation of 250 million new jobs in this global economy... from large telecom companies to large banks, to healthcare, to retail... they're telling us that today they need to hire thousands of data scientists.” The same goes for web devel- opment and mobile develop- ment jobs, Shen adds. Existing talent pools cannot meet the growing demands from com- panies. “Those are all things that we know continue to have demand and companies have hard time filling one. And the reality is that universities can teach in very theoretical ways but our approach is practical. It’s about industry relevance.” Shen adds that more aware- ness is needed to educate workers on the future of their jobs too. “There's so much more that needs to happen to reach out to the broader com- munity. Do they know their jobs may be at risk? Do they know where the growth op- portunities are? Do they know that they can actually learn these skills?” Udacity, which started in 2014, collaborates with more than 120 global employer-part- ners including AT&T, Google, Facebook and Mercedes-Benz to close talent gaps. Reuters TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX SHEN SEES HUGE POTENTIAL FOR UDACITY TO “TRANSFORM AN ENTIRE GENERATION -AND REGION- BY CONNECTING THE DESIRE TO LEARN, WITH THE OPPORTUNITIES TO SUCCEED.” Sebastian Thrun, founder, Udacity >>>

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56 / ENTREPRENEUR.COM / November 2018 reported in 2018 that the company, with an eye to even- tual IPO, has raised $163 mil- lion to date, and was valued at $1 billion at its last funding round. It more than doubled its annual revenue last year -up from $29 million in 2016 to $70 million in 2017- fueled primarily by student enroll- ment, growing to more than 50,000 students from 16,000. In November 2016, Udac- ity launched its first Connect Campus in Saudi Arabia in partnership with the King- dom's MiSK Foundation, a non-profit organization dedicated to cultivating learn- ing and leadership in youth. A year on, Udacity officially began its MENA operations with Shen saying she couldn't think of a “more fitting envi- ronment to share a message of inclusion and opportunity”. Most encouragingly, women in Saudi have jumped on board and even surpassed the number of men enrolled in the platform's futuristic tech programs. “Female representation in our Saudi program is over 55%,” Shen says, adding that the proportion is “definitely higher” than many global markets. While the online accessibility is appealing to the female population in the Kingdom, it also leads to a flexible freelance or remote working career path. It has also empowered women from conflict-torn re- gions to find new careers. Like Udacity student Fatima (full name withheld on request), who originally studied to be- come a pharmacist at Baghdad University, but was driven to flee Basra with her family after ISIS infiltrated her city. “After all the destruction she saw firsthand, she told herself someday she would find a ca- reer that helped people,” Shen says. In 2016, Fatima signed up for a Re:Coded Udacity Bootcamp in Erbil, where she learned Android development, joined an incubator and went on to raise seed capital for her new venture, TechTeens, a school that teaches children and teenagers how to code. Udacity's regional user base is currently a little over half a million of which more than 50% is out of GCC, with Saudi leading the majority while Egypt serves as the top market. The platform has a dedicated network of men- tors and reviewers to provide Arabic language support and some of its most popular Na- nodegree programs -Intro to Programming, Android Basics, and Android Developer– are available in Arabic. The company, which has of- fices in India, China, Germany and the UAE, is also working with regional governments and universities to reach more youth by launching initiatives such as its One Million Arab Coders program, an ambitious partnership with the Dubai government to enroll a million Arab youth into introductory coding courses. But the industry now needs to step up, Shen says. The COO says that while governments in the region are investing in empowering youth with skills, the private sector needs to play its part too. “There are no other regions that I know where the government is as involved as here,” Shen says. “I think that's huge credit to the forward-looking people that recognize that this is no longer going to be an oil- driven economy. There's so much talk about becoming the future in the digital economy, and the option to leapfrog even whatever is happening in other regions. I see a lot more of that actually here than, honestly, even what's happening in the US." Udacity's message to corporates in the region is simple: “We cannot ever do this completely by ourselves. The unemployment rate is there, but we [also] have 250 million jobs being created. It's about bridging that gap. These are talented people, talented youth, but it's a lack of opportunities, so we're asking people to step up.” Shen adds that her message to companies is to “become jobs neutral.” “We see government trying to do a lot of work, but it's not sustainable if the private sector doesn't step in as well,” she stresses. “I think it is the responsibility of tech companies to not just say we're here to disrupt, [and] we're here to displace. We have to bring people along– and education is the answer for technology companies to bring people along. Think about it as being jobs neutral. For every job that you think you're going to displace, create a new one, sponsor a student to get into this, [and] be part of this change.” TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX UDACITY, WHICH STARTED IN 2014, COLLABORATES WITH MORE THAN 120 GLOBAL EMPLOYER-PARTNERS INCLUDING AT&T, GOOGLE, FACEBOOK AND MERCEDES-BENZ TO CLOSE TALENT GAPS. MENA.UDACITY.COM

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58 / ENTREPRENEUR.COM / November 2018 M itch Lowe, the CEO of Movie- Pass, a New York-head- quartered discount movie ticket subscription service, seemed collected and optimistic during a fireside chat organized by Dubai Internet City and Dubai Science Park on the sidelines of the 38th GITEX Technology Week in October. It is perhaps not what one would expect from someone whose everyday tasks include desperately trying to keep the company afloat, whilst battling with bad press and vocal frustration from some of its more than three million subscribers. And when we sit for an interview after the on-stage chat, Lowe gives off an aura of authority that the burning issues have already been taken care of, and that the company will get to profitability quicker than currently expected. MoviePass’s main premise -letting moviegoers see a movie a day for a monthly fee- has gone through a num- ber of formula adjustments, from the initial one film a day for US$9.95 a month package, to ill-fated attempts to introduce the $14.95 price increase and surge pricing, and to finally returning to the original price but for three movies per month, while also charging extra for the most popular films and desirable show times. Lowe is confident that the latest pivot has brought them to a winning formula. “This is a breakeven business model for us,” he says. “And we have never wanted to make money on subscription, but to breakeven or even loose a dollar or two per month, but make money in other ways.” Lowe goes on to explain that the company’s main cus- tomer segment is occasional moviegoers, stating that 230 million Americans only go to four and a half movies a year, while another 18 million to 20 million go to 18 films a year. “The average cost of a movie ticket in the US is $8.73, so $9.95 is a little bit more than one movie ticket,” he adds. “And if you price a product at $9.95, which is low enough to appeal to those occasional movie goers, when they join MoviePass, they will double the number of movies they go to. They will go to roughly 10 or 11 movies a year.” How MoviePass generates the much-needed revenue is through additional services, namely advertising, studio partnerships, and offering combo packages that include babysitting or dinner ser- vices. “Studios pay us a lot of money per month to promote their titles, and we also have brand partnerships with companies offering services through the platform,” Lowe says. “So, essentially the business model is to breakev- en on the subscription, and you do that by getting a lot of people from lower cost mar- ket segments, who end up going once a month, which is also good for the industry, because those people used to only go four times a year, and then make money in other ways.” Recently, MoviePass’ Staying in business MoviePass CEO and former founding executive of Netflix, Mitch Lowe, on building an enterprise that stays the course (regardless of the challenges that may hit it along the way) by TAMARA PUPIC TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX IMAGES COURTESY GITEX TECHNOLOGY WEEK Mitch Lowe, CEO, MoviePass Gitex Technology Week

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59 November 2018 / ENTREPRENEUR.COM / parent company Helios and Matheson Analytics Inc. launched MoviePass Films in an attempt to steer Movie- Pass subscribers toward the films the company invests in. At the time of writing, Helios and Matheson Analytics also announced its plans to spin out MoviePass and some associated holdings into an independent company, in order separate the movie services’ brand from its own. “We have this great ability to get people to go to see a movie which prior to that marketers couldn’t convince them to do,” Lowe says. “In fact, we were able to triple the number of our subscrib- ers who go to a movie when we marketed it. So, we thought why we not do it for ourselves, because if you are able to improve the likeli- hood of success for a film by marketing it to your own subscribers then it makes a lot better investment. So, that is why we bought half of the studio and we are releas- ing films that we make sure people know about. Those movies are intended to be “bonus movies” for MoviePass subscribers, not counting towards their monthly movie allotment, while a select group of subscribers will get the chance to attend the films’ red-carpet premieres and receive other perks. Speak- ing about the company venturing into the filmmak- ing business, Lowe opines on the future of storytelling and content creation. “With the democratization of content creation due to lower cost equipment and the related ability to tell more stories, I think we are going to see a proliferation of people making a lot of content, and then going direct to consum- ers, bypassing traditional distribution,” he says. “Also, what I’m seeing in the media space is the move towards shorter and shorter con- tent. Up until recently, you couldn’t put into production a movie that was less than an hour and a half long, and you couldn’t get produced a TV series that had fewer than 13 episodes. But we are now seeing content being made that is 10 minutes long. Lastly, the idea to cre- ate local content is driven by consumers wanting less and less American, Hollywood type of content, and more content that speaks to them, emotionally and personally. For example, content made in South America and China is now incredibly popular in the US and Europe.” The only problem Lowe faces right now, according to his own words, is dealing with rapid business expan- sion. “As an entrepreneur, one thing you always pray for is fast growth, and I’ve learnt this year that fast growth can have its own problems,” he says. “Last year, we did about $20 million, and this year we’re going to do between $300 and $400 million, and with that we have seen all kinds of problems. We thought that we were still in a kind of test and learn mode, but it turned out that millions of people loved what we have to offer. In fact, we were the fastest growing entertain- ment subscription service, faster than Spotify, Netflix, and so on. With Netflix, it took us 38 months to get to 1 million subscribers. With MoviePass, we did it in four months.” However, a quick look at the company’s competitors, including the largest US cinema chain AMC Entertainment’s Stubs A-List subscription service, Sinemia and Cinemark Movie Club, would make one doubtful of MoviePass’s enviable position. However, Lowe is just as calm when talking about the ongoing movie-ticket subscription wars. “Most of the industry thinks that we are going to fail, and in fact, every month, there are bets, stu- dios keep on betting that in May, we are going to go out of business, or in June, we are going to go out of busi- ness, but we are still in busi- ness,” he says. “So, I think that the challenge for all startups is figuring out how to balance growth, and fund- ing, and delivering a product that eventually can make money. Amazon was losing money for 20 years, Spotify is still losing money. There’s an endless list of these com- panies but you need to have a plan in place for how you will get there. Because when you start experiencing this fast growth, you sometimes find that you don’t have enough time to figure it all out. And that’s the position we are in, but that challenge energizes me.” Reportedly, concerns over MoviePass’s survival caused the shares of its parent company, Helios & Matheson Analytics Inc., to lose more than 99% of their value this year. Responding to a related question from the audience during the panel, TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX “AS AN ENTREPRENEUR, ONE THING YOU ALWAYS PRAY FOR IS FAST GROWTH, AND I’VE LEARNT THIS YEAR THAT FAST GROWTH CAN HAVE ITS OWN PROBLEMS.” “WITH NETFLIX, IT TOOK US 38 MONTHS TO GET TO 1 MILLION SUBSCRIBERS. WITH MOVIEPASS, WE DID IT IN FOUR MONTHS.” >>>

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60 / ENTREPRENEUR.COM / November 2018 Lowe says, “I’ve learnt that it is important to listen more, and to make sure that I don’t miss out on what people are telling me, because they are not telling me things in a straightforward manner. My recent example is with my investors who had invested about $300 million into MoviePass. In hindsight, now I know that there had been a period of a couple of months when they had been asking me more and more questions, so I should have realized that they were getting cold feet. I should have acted faster to change the business model. So, it’s about listening and not being so focused on what needs to be done day-to-day.” While powering through this storm, he gained another important insight, namely the need to create a safe environment for his team members to speak openly and truthfully. “It is about collaborating with my team better,” Lowe says. “If you have an organization with multiple levels, you never hear a straight story from the people who report to you. I find hiring people right after college, or those who haven’t gone to college as first-time employees great, because you get to hear exactly what is going on. They are not politically correct, they will tell you ev- erything. Your direct reports will always color what they are conveying to you.” I find it hard to reconcile the Lowe who patiently answers my questions, his smile never drooping, and the Lowe portrayed in the ongoing run of worrying MoviePass-related coverage. At moments, our audience also seems nonplussed by his effortlessness, possibly won- dering how Lowe keeps up the notion that MoviePass is here to stay. But then again, I realize that it is a genuine self-confidence of a man who has already been through a similar storm. Lowe is best known for being a founding Executive at Netflix, Inc., serving as its Entertain- ment Domain Expert and as Vice President of Business Development and Strategic Alliances from 1998 to 2003. Netflix has arguably become one of the most successful dot-com ventures of our times, but only after starting its streaming busi- ness in 2008- 10 years after its launch. “The life of an entrepreneur is overcoming all those obstacles,” Lowe says. “At Netflix, we had a thing called the 90-day-rule, so every 90 days, we would reinvent the business if what we were doing wasn’t working. It wasn’t that we weren’t successful before 2008. In 2002, we went public, and made almost $100 million in revenue. Our movies-by-mail was es- sentially about sending three movies a month to millions of subscribers across the US, but before that and the con- sequent streaming service, we had probably six different iterations of the business. It was really about not giving up.” The key, Lowe says, is in having reliable partners, such as Reed Hastings and Marc Randolph, co-founders of Netflix. “If you are all by yourself, the chances are that you are going to give up,” he says. “One of the things that I found incred- ibly motivating about the three of us was that when we first had a new idea, each of us went and told our wives and children about it, and they all said it was the stupidest idea they had ever heard. That motivation to prove your wife and your children wrong was what kept us going.” Apart from MoviePass, Lowe has made many personal investments in startups primarily in the entertainment sector, in- cluding Cantaloupe Systems, Booxby, and Vidbox. His investment strategy, he says, has improved over the years. “I have learnt a lot over the last 10 years about how to pick good investments, and one of the things that always inspire me is meeting the leaders of startups, when I see the passion and the intelligence and all the other skills that can make someone successful,” Lowe explains. “That gets me interested but I have also learnt that investing in growing trends can be a more likely suc- cess.” And when looking at the UAE’s entrepreneurial ecosystem, passionate and committed investors is what he believes this region needs. “There is definitely a need for the collaboration between the government, universities, and businesses, to create those opportunities for startups to be successful, but another important in- gredient which is sometimes overlooked is having quite a lot of investors willing to take risks to invest in early stage businesses,” Lowe says. “You need people willing to risk investing in ideas with very little hope that they are going to be successful. If you have all four of those ingredients, you have an environment where startups can succeed.” TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX "I FIND HIRING PEOPLE RIGHT AFTER COLLEGE, OR THOSE WHO HAVEN’T GONE TO COLLEGE AS FIRST-TIME EMPLOYEES GREAT, BECAUSE YOU GET TO HEAR EXACTLY WHAT IS GOING ON. THEY ARE NOT POLITICALLY CORRECT, THEY WILL TELL YOU EVERYTHING. YOUR DIRECT REPORTS WILL ALWAYS COLOR WHAT THEY ARE CONVEYING TO YOU.” MoviePass app Mitch Lowe, CEO, MoviePass

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62 / ENTREPRENEUR.COM / November 2018 1. Trello | trello.com THE ONLY PROJECT MANAGER YOU NEED I’m talking multiple clients, multiple steps, multiple peo- ple- you get the point. How do you keep it all straight? As much as I love a great graphic layout to keep my brain sane, that just doesn’t fly in today’s world of work. I came across Trello by ac- cident, and what a happy one that was! The visual list tool makes collaborating across teams, projects, and borders incredibly easy. A Trello board feels like you’re looking at a website contain- ing lists laid out horizontally on the page, so you can get a bird’s-eye view of your proj- ect. Items within the lists, called cards, can be dragged and dropped onto other lists, or reordered within lists based on whatever method- ology you have in place. It’s intuitive, easy, and manage- able based on the way your mind works towards progres- sion and completion. 2. Slack | slack.com THE COMMUNICATOR OUT OF THE INBOX Getting bogged down on email communication isn’t always something we can avoid when working with clients, but it definitely doesn’t have to be the same case when communicating among your colleagues. Yes, there’s WhatsApp, but leave that for your personal chats, and give yourself the separa- tion you deserve when the work day is done. Slack is the perfect office solution, offering a messaging plat- form for teams (even clients in some cases), bringing all communication together. Not only does it help avoid that embarrassing reply all and ensure transparency, but it also decreases the number of meetings and allows a space for input on documents and designs throughout. If Slack isn’t slick, then I don’t know what is. 3. Later | later.com THE MARKETING TOOL FOR TOMORROW Social media has become synonymous with market- ing, and with Instagram’s popularity rising, it's more common than ever to man- age most of it on your own. That’s where Later comes in, like its name explains, allowing you to push your marketing for tomorrow. It’s the perfect visual scheduling tool, helping you to stream- line a social strategy and simplify the process, provid- ing engaging posts that in turn will grow a following, save you time, and ensure consistency in your market- ing activity with no excuse of being too busy. F reeing up our time to do more of what we want is the ultimate goal of many, but for entrepreneurs and small business owners alike, time is an extremely precious commodity. Whether you’ve been at it more years than you can count, or have recently taken the plunge into the deep end of business ownership, you’ve likely felt the pressure of too much with too little, at one point or another. There are many differences between entrepreneur- ship and employee-based careers, but by far the biggest one I can attest to is the element of support, in some cases, teams, to inject their expertise and skills, or fill a gap in knowledge, which ultimately allows you to tackle that never-ending list of to-dos. Regardless of how organized or ambitious you are, being productive is a constant battle. That believe it or not can feel a little more attainable with these seven affordable, reliable, and effective tools and resources. Here they are: Design your way to better productivity Seven tools and resources to help boost your efficiency at work by CARLA SALIBA ‘TREPONOMICS ETHICS | SKILLSET | MARKETING | PRO Slack.com

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63 November 2018 / ENTREPRENEUR.COM / 4. EdX | edx.org EDUCATION ON YOUR TERMS A lot of times the key to pro- ductivity is proactivity, tak- ing on something unfamiliar that answers a business need, which leads to time- saving results. We have the privilege of being a part of a sharing economy which also includes knowledge, from various touch points, be it online or in person. Self- educating is one area I never tire of as an entrepreneur. I have come across several resources along the way that keeps that passion alive. EdX is perfect for all indus- tries and interests. It’s an open-source platform with courses freely available with the option of certification upon completion for some. And let’s not overlook the power of books. OverDrive (overdrive.com) is another platform worth exploring for those knowledge seekers, making it easier than ever to “check out” a book without having to buy it. OverDrive provides access to about 16,000 libraries and 10,000 school libraries in the US In addition to ebooks, the service also lets you borrow audiobooks and streaming video. The great news is it’s free- all you need is a library card. 5. Upwork | upwork.com OUTSOURCING THE EXPERTS From one entrepreneur to another, yes, you can do anything you set your mind to, but I’ve learned the hard way that there are just some things you should leave to the professionals. It’s nothing we’re not willing to try to do ourselves first, especially if that means a saving, but when the outcome doesn’t outweigh the hardship, reaching out to someone who knows best can make all the difference. Take design, for example; building a creds deck, creat- ing a social ad here or there, it can make all the difference in landing the right client, and communicating properly to the right audiences. I’ve got the design covered with infographic.ly (naturally), but when it comes to other tasks, such as accounting and IT, I’m a bit clueless beyond the basics. >>> INFOGRAPHIC CREDIT INFOGRAFIC.LY edx.org

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64 / ENTREPRENEUR.COM / November 2018 I’ve found a number of trust- ed resources over the years, with one, in particular, that has a little bit of everything for everyone. With Upwork, you’ll find a range of top talent, from programmers to designers, writers, customer support reps, and more. The process is straightforward and quick. Simply upload a job, review the freelancer’s bids, choose your favorite, and hire an expert. 6. Grammarly | grammarly.com THE GRAMMAR POLICE YOU WANT ON YOUR SIDE You are a representative of your business, and so are your “words.” If you’re com- municating with customers or colleagues, you want to be understood, which means you have to write well. There are plenty of tools out there to give you the support you need to be professional in your comms. Grammarly is just that with the essence of a teacher, pushing you to improve with every piece you churn out. The service is a facilitator to fixing spelling mistakes, comma splices, and subject-verb agree- ments, ultimately freeing up more time for you to do everything else. 7. Google Drive | google.com/drive THE ONLINE FILE-SYSTEM TO ORGANIZING YOUR LIFE Organization, you either love it or you hate it, but as a business owner, you have no choice but to accept it as part of your many tasks and to-dos. With a majority of work happening on the go and often from a remote location, keeping files or- ganized and accessible for everyone at every moment is incredibly important. Sifting through emails for the attachment sent weeks ago, just doesn’t make sense, and is not necessary. There are plenty of sophisticated platforms out there, but for businesses just starting out or smaller than a team of 100, Google Drive is the one you need. A user-friendly option that enables you to store files in the cloud, sync content across different de- vices, and facilitate collabor- ative editing of documents, spreadsheets, presentation, and storage. The aforementioned seven tools have done wonders for my world of work, and while they will definitely help you make a dent to increasing your productivity, in the end, don't lose sight of why you are doing it. To be a suc- cessful business owner, you have to have balance in your life as well- that's the best recipe for success, and it will give you that reboot you need to keep going. Enjoy what you enjoy, and take solace in the fact that you are more than your productivity. ‘TREPONOMICS ETHICS | SKILLSET | MARKETING | PRO Carla Saliba is the founder of Infographic.ly, a data-design and visualization agency based in Dubai, supporting companies communicate data to its stakeholders clearly and effectively. Since launching Infographic.ly in 2013, Carla’s unique ability to make sense of complex information has piqued the interest of global brands. Her list of clients includes MasterCard, TED, Reebok, and Mercedes-Benz, among others. Carla’s work has also been featured in international publications, such as Wired and Entrepreneur, in which she regularly contributes on the subjects of business, design, startup culture, and leadership. Infographic.ly grammarly.com upwork.com Google Drive

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66 / ENTREPRENEUR.COM / November 2018 1. Mismanaged sales effort I know, marketers blame sales; sales blame marketers. But in truth, a big problem some marketing teams face is lack of conversion from the leads they create. The success of their campaign relies on the sales depart- ment sealing the deal. Yet, when sales fall though, the blame can trickle down to the marketing team instead. A lot of time and resources are put into marketing ef- forts, so costs stand out in the accounts. Bosses want to see this outlay reflected in profits. It makes sense. But instead of slashing the budget, a more prudent choice might be to align sales and marketing better using a customer relation- ship management (CRM) strategy. This kind of shared customer database can help align goals, improve commu- nication, and help nurture leads into sales. Most of all, it will help the marketing team prove that their hard work is in fact paying off by providing the transparency needed to see exactly what is happening to those leads once they land with sales. 2. Poor customer service Poor employee behavior can greatly lower customer satisfaction and weaken your brand. We know this from a seminal study published back in 2006 in the Journal of Marketing. In this study, researchers pulled out companies with excellent customer service and satisfaction (specifically, the top 20% of the ACSI index), then compared their returns against companies in the S&P 500. From 1997 to 2003 the “excellent customer service and satis- faction group” gained 40%, compared with the S&P 500 group at 13%. Yet if the service is poor and customers are desert- ing you, it can initially look like a problem with the marketing. Instead, consider utilizing big data. Look at your customer retention. If your returning customers are dropping away too, then the problem may well run deeper than marketing. It’s quite possible they’re just not getting the service they used to. C utting marketing and advertising budgets during downturns is a common knee-jerk reaction. But is it always the right one? Marketing is just one of many departments that make up the anatomy of a business. All of them work together and share responsibility for success and failure. So before slashing the marketing budget, it’s worth considering if any of these are the true causes of your company’s woes. Don't blame the marketing Five reasons why your company may actually be struggling by ALEX IONIDES ‘TREPONOMICS ETHICS | SKILLSET | MARKETING | PRO Alex Ionides is Managing Director of Silx, a Dubai-based digital marketing agency. Previously, Alex was General Manager of the Dubai office of global PR company Hill+Knowlton Strategies, and Managing Director of Munich-based marketing agency Threeview. He grew up in Vancouver, Canada, receiving a Bachelor of Applied Science in Mass Communication from Simon Fraser University. In addition to his career in marketing, Alex worked for many years as a journalist in the Middle East. He has lived and worked in the US, Germany, Hong Kong, Egypt, and now Dubai. silxdigital.com RESEARCH SHOWS THAT COMPANIES LOSE 20% OF THEIR PRODUCTIVITY DUE TO HAVING A DISORGANIZED PROCESS. IT’S SOMETIMES CALLED “ORGANIZATIONAL DRAG.”

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67 November 2018 / ENTREPRENEUR.COM / 3. Ineffective product A company that was well known for their great, in- novative products suddenly becomes complacent. It happens. Take Apple prior to Steve Jobs’ return in the 1990s. They were still spend- ing a boatload on marketing, but people were not buying. The company was close to bankruptcy. All the marketing in the world wouldn’t have helped Apple survive. Yet, it’s far easier to blame this, instead of admitting your product isn’t quite up to scratch. When Jobs returned, he con- centrated on turning their strongest products into truly epic products, an approach that has since made Apple the household name above all others. So, return to your sales data, understand clearly the products that are most profitable, and work from there. 4. Disorganized process Research shows that com- panies lose 20% of their productivity due to having a disorganized process. It’s sometimes called “organiza- tional drag.” By this I mean all those practices and pro- cedures that waste valuable time. In their book, Time, Talent, and Energy, Michael Mankins and Eric Garton show that top businesses such as Netflix beat their competition by operating their companies more ef- ficiently. The results in some cases can mean they’re up to 40% more productive than the competition. But when money starts hemorrhaging from a busi- ness, who gets the pressure? Marketing. Yet if you’re running an inefficient ship, even a good sales growth will still leave you in the red. A different approach would be to reduce the load. Look at ways of streamlin- ing processes and cutting unnecessary costs. It will help you understand if your company is actually dragging because it’s overloaded with bureaucracy. 5. Lack of creativity Some companies are so focused on what all the data is telling them that it stifles creativity. People can become so fearful of all the figures and market research reports that they never air their ideas. Creativity is a term often pinned on marketing and advertising departments, when in reality it should be expected of all employees. Creativity is a company-wide issue that should be rooted in organizational climate, culture, resources and lead- ership style. So instead of demanding less from your marketing team by cutting their budget, demand more creativity from everyone. Foster new approaches to problems by restructuring the work envi- ronment and giving employ- ees the freedom to experi- ment. Let them take risks and express themselves. But yes, sometimes, it can be the marketing Despite all this, we can’t deny that marketing is also to blame at times. Just like all the other factors mentioned above, so too can marketing be poorly managed. And the marketing agency landscape certainly doesn’t make it easy. There are unfortunately far more mediocre agencies out there than good ones, and it’s not always easy to size one up prior to working with them. It’s often a trial and error process. But whatever the cause of poor company performance, a knee-jerk budget slash on the marketing front is rarely the best option. Take your time and analyze all parts of the corporate anatomy, and you’ll likely find out that much can be improved across the board to up those top and bottom lines. APLLE MUSEUM IMAGE © SHUTTERSTOCK | BOOK COVER © HARVARD BUSINESS REVIEW PRESS ‘TREPONOMICS ETHICS | SKILLSET | MARKETING | PRO ALL THE MARKETING IN THE WORLD WOULDN’T HAVE HELPED APPLE SURVIVE. WHEN JOBS RETURNED, HE CONCENTRATED ON TURNING THEIR STRONGEST PRODUCTS INTO TRULY EPIC PRODUCTS. CREATIVITY IS A COMPANY-WIDE ISSUE THAT SHOULD BE ROOTED IN ORGANIZATIONAL CLIMATE, CULTURE, RESOURCES AND LEADERSHIP STYLE. Apple Museum in Prague

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68 / ENTREPRENEUR.COM / November 2018 With the surge of corporate venture capital and increasing pressure to jump onboard with startups, numerous companies across the industry spectrum are making headways into ven- ture investments. For instance, Saudi Aramco Energy Ventures (SAEV), the corporate ventur- ing arm of Saudi Aramco, the world’s leading integrated energy enterprise, is looking to invest in startups focused on technologies related to oil field, hydrocarbon processing, and utilities optimization. As an example, it has invested in Gryphon Oilfield Solutions, a Houston, Texas-based energy and oilfield equipment and service provider that develops solution-based technology that addresses challenges facing operators in conventional and unconventional oil and gas plays around the world. SAEV has also provided Series C funding to Zahroof Valves Inc., a Houston, Texas-based company that has developed and markets the revolutionary StraightFlo Valve for use in reciprocating gas compressors. The motivation behind the actions of CVC’s may vary, but it is often concentrated on in- novation return on investment (ROI), one of them being the fact that funding an innovative startup and acquiring it (or its technology) later is more economical than building the equivalent talent in-house. In addition, it allows to invest in an adjacent or new busi- ness model and preserve the entrepreneurial spirit and agile operating model in order to merge it later on with the parent organization or make the new entity the center of competence and leader for this business. The relationship between startups and CVCs is valuable with benefits com- prising incubation, accelera- tion, hackathons, platforms, spinoffs, and halo customers. But how can startups go about capturing the attention of CVC investors in the first place? Here are three imperatives they should consider: Startups should tap into the opportunity presented by corporate venture capital in the MENA region by MARKUS MASSI LEVERAGING BIG BUSINESSES FOR BIG GAINS IN ORDER FOR CVC TO WORK, IT IS CRITICALLY IMPORTANT FOR CORPORATIONS TO AVOID HINDERING A STARTUP’S AGILITY OR CRUSHING ITS CREATIVE SPIRIT. START IT UP ECOSYSTEM | WHO’S GOT VC | Q&A | STARTUP FINANCE A s digitization rapidly reshapes industries across the globe, an increasing number of corporations are using corporate venture capital (CVC) and other venturing tools such as innovation labs, incubators, and accelerators to gain access to new technologies and fast-track innovation by allocating big budgets to invest and support startups. CVC is not the only tool that companies can use to complement internal research and development (R&D). Rather, it is one of several– companies choose which tools to use in line with their business diversification, innovation strategies or specific innovation goals. Venture investment is an additional method for companies to assimilate new business models or innovation into their existing business model. For larger corporations, CVC is a means to outsource some of their R&D efforts in new and unproven technologies to enhance business capabilities without assuming all of the associated costs and risks.

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69 November 2018 / ENTREPRENEUR.COM / 1. Startups can transport a product or technology that has been tested in other markets, generating a significant opportunity to the local environment. This can result in investors placing strategic bets in the technology sector. A case in point: the region was ready to benefit from the convenience of on-demand or scheduled ride-hailing, and Careem addressed demand across a variety of untapped customer segments, and today, Careem has a current valuation of US$1.2 billion. 2. Startups can also work on addressing a very specific issue faced by consumers or companies in the region by developing unique sets of technologies and business solutions. For that, this can raise the appetite of players in adjacent sectors to vertically integrate the new technology and solutions within their business. For instance, PayTabs developed a revolutionary one-stop payment system to manage businesses online; the Bahrain-based startup raised $20 million funding from multiple investors in 2017. 3. Leverage technology to enhance a specific sector that hasn’t yet been affected by the digital revolution that most sectors are undergoing. This is likely to result in incumbent players acquiring startups to gain a technological and digital edge on competitors. This is evident with Bayzat, a provider of insurance and HR solutions in the region, who successfully captured a portion of a $30 billion premium regional market. The progress of CVC invest- ments, seeking to invest in high-growth businesses, has seen an upsurge worldwide- the percentage of CVC invest- ment grew from 20% in 2016 to 26% in 2017. The similar mandate is reflected region- ally, whereby the relevance of corporate investors in venture capital (VC) deals has steadily risen over the last few years- approximately 84% of total VC deals in the Middle East involved participation by corporate investors in 2017, corresponding to about $550 million across 13 deals, up from about 50% in 2015 or $60 million across six deals. In order for CVC to work, it is critically important for cor- porations to avoid hindering a startup’s agility or crushing its creative spirit. Similarly, of equal weight, startups in the Middle East today should in- vestigate and delve deep into the world of corporations, as CVC units are on the constant lookout to glean into the startup industry segment, the players, its business model, and the technologies it uses or develops, not only for the purpose of acquisition, but also to assess and analyze risk investments. Markus Massi is Senior Partner and Managing Director at The Boston Consulting Group Middle East. www.bcg.com Careem secures US$200 million as part of a Series F funding round The Dubai-headquartered ride-hailing company Careem, which now describes itself as “the leading internet platform in the greater Middle East,” has secured US$200 million in an ongoing Series F funding round in which the company expects to raise over $500 million. Previously, the company had raised $150 million raised in January 2017 and $350 million in December 2016 in a Series E round, making this new investment an indication to its valuation of over $1 billion, which strengthens its status as a homegrown unicorn brand for the MENA region. With the new investment, Careem aims to further expand its reach across the region through mass transportation, deliveries and payments. Mudassar Sheikha, CEO and co- founder, asserts the company’s outlook on the region’s potential, and says, “Internet-enabled services are having a profound and positive impact on our region, where the consumer internet opportunity is huge and untapped. As a platform with 30 million users and presence in more than 120 cities, Careem is uniquely positioned to tap into this opportunity by expanding into new verticals. We are delighted and grateful that our existing investors are the first to commit additional capital to support of our vision.” Careem still hasn’t commented on the alleged acquisition negotiations with the US ride-hailing app rival Uber Technologies Inc, though according to Bloomberg, the deal may be worth between $1.5 billion to $2 billion. Recently, Careem has also recently realized several other noteworthy milestones, whch included entering new markets such as Sudan, launching its bus-booking service in Egypt, acquiring the UAE- based restaurant platform RoundMenu and Hyperabad- based tech-driven bus shuttle service Commut. www.careem.com THE RELATIONSHIP BETWEEN STARTUPS AND CVCS IS VALUABLE WITH BENEFITS COMPRISING INCUBATION, ACCELERATION, HACKATHONS, PLATFORMS, SPINOFFS, AND HALO CUSTOMERS. "WE GOT FUNDED!" START IT UP ECOSYSTEM | WHO’S GOT VC | Q&A | STARTUP FINANCE Careem co-founders Mudassir Sheikha and Magnus Olsson IMAGES COURTESY CAREEM Careem app

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70 / ENTREPRENEUR.COM / November 2018 T here’s a Dilbert comic strip about venture capitalists in which its epony- mous hero makes a wisecrack about starting his own venture capital firm. “I'm attracted to the concept of watching people with mo- ronic ideas beg for money,” the satirical character quips. Namek Zu'bi laughs when he looks at this. “In terms of bad ideas, we get them all the time." But he always lets them down constructively. The 32-year-old co-founder and Managing Director of Silicon Badia says he tries to “balance the fine line of telling the entrepreneur that his or her idea is terrible, without being too rude or disrespectful of someone who is actually trying to do something for themselves.” Of course, Zu'bi is empathet- ic because he's been through his share of the hustle and risk-taking. After all, venture capital is an odd business. It's a negative-return asset class on average, and it's widely believed that 90% of ven- ture industry performance is generated by just the top 10 firms. Headquartered in Am- man and New York, Silicon Badia is an emerging global alternative asset manager consisting of a network of venture capital funds that invest in early-and growth stage technology companies around the world, with a specific focus on the US and the Middle East and North Africa (MENA) region. Zu'bi founded the firm in 2012 with his uncle Fawaz Zu’bi, Jordan’s former Information and Communications Tech- nology Minister and founder of VC firm Accelerator Tech- nology Holdings, along with Emile Cubeisy, who managed the company's early-stage tech investments. Other MENA VCs invest in American-based startups too, but Silicon Badia says it is the first Arab VC with a fund dedicated to early stage tech startups in the US. About to hit its 50th invest- ment milestone, the Badia Outreach Fund is a seed and early-stage fund that invests in US tech ventures that are utilizing technology to solve inefficiencies in tradi- tional niche markets such as healthcare, finance, real estate and education. Silicon Badia also manages the Badia Impact Fund, which invests in Arab startups, with inves- tors including the likes of Cisco, King Abdullah II Fund for Development and the Eu- IMAGE CREDIT SILICON BADIA Fritz Lanman, CEO, ClassPass MONEY ASK THE MONEY GUY | VC VIEWPOINT | YOUR MONEY | ECON Rewards for risk Silicon Badia’s Namek and Fawaz Zu’bi on building up a VC business by MEGHA MERANI “WE ENCOURAGE ENTREPRENEURS TO FOCUS LESS ON BUILDING THE NEXT SHINY OBJECT, BUT INSTEAD TO BUILD COMPANIES THAT ARE SOLVING REAL PROBLEMS CURRENTLY FACING THIS SIDE OF THE WORLD.” Namek and Fawaz Zu’bi, co-founders, Silicon Badia

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71 November 2018 / ENTREPRENEUR.COM / ropean Investment Bank. Its portfolio includes weather forecaster ArabiaWeather, e- commerce site ShopGo, and restaurant reservation portal Reserveout. It's annoyingly disillusion- ing when a venture capitalist casually attributes success to luck. But that's exactly what it is, Zu’bi insists. “Building a venture capital business is not easy,” he stresses. “First you need to convince people to give you money for you to invest into an extremely risky asset class, where the far majority of underlying companies end up failing. And then you need to go out and find the best ones out of the millions of ideas out there to put money into and help grow- sometimes competing aggressively for these deals. Finally, you have to wait and figure out how to make money from all of this for your investors first, and then for yourself and your team.” Of course, the challenge be- comes worth it once you go through a success story, and take a company from found- ers in a garage to a billion- dollar story. A top quartile performing fund that's invested from a few hundred thousand dollars up to US$1 million, the Badia Outreach Fund I has a billion dollar or so aggregate valuation of all its portfolio companies combined. Silicon Badia says its fund beats the Mean TVPI for 2012 US Venture Capital Vintage by more than 200%. Its average realized exit is over 6x cash-on-cash return, and 75% of its portfolio companies have raised fol- low-on funding, versus the industry standard of 40%. For every $1 the fund has in- vested into a company, it has attracted $20 in follow-on investment. Reflecting on his company’s success, Zu’bi says, “It takes a lot of hard work, patience, and of course, a little bit, or, arguably, a lot of luck. It's not as cool as people think it is.” Of course, the firm's unique, strategic approach has paid off too. Specifically, in the US, Zu'bi says, the VC firm sought to go after “niche, inefficient, offline and at many times 'non-interesting' verticals.” These included real estate technology, agricultural technology, waste manage- ment technology, and certain verticals within health tech, fintech, and blockchain. To get in rhythm with the pace and style of the two markets, Silicon Badia sought to become embedded in both Amman and New York. An office in the latter geography was crucial, so they wouldn't be seen as “outsiders,” but rather as a part of the eco- system. “It was really hard to break into the US startup ecosystem in the early days,” Zu'bi recalls, describing the environment as a “closed off and highly competitive community.” But once you're in the ecosystem, the good thing is “people reward you for what you do more than what or who you are,” he adds. “Our fundamental belief was that we had to physi- cally be in and a part of any market we invest in, which is why we established operations and teams in both markets from day one,” adds the 62-year-old Fawaz Zu'bi. Both markets are at very different stages of their maturity curves, the older Zu'bi says. “The US, which started in the 60’s and 70’s or even earlier some say, is a very mature ecosystem from all aspects -investors, entrepreneurs, infrastruc- ture, and exits- while the MENA region is still “very early in its trajectory” and maturing “slowly but surely.” However, the asset class is just as risky in both markets. “(The) main difference is that the US is a much more liquid market that allows entrepreneurs and investors to generate returns at a con- sistent pace,” he explains. “So, the 'reward' part of the 'risk-reward' is more highly skewed in the US, but this is a factor of time and maturity.” The MENA region also has more loopholes and bureau- cracy to deal with, which many times hinders an en- trepreneur’s ability to move fast, he adds. “Each regional market has its own peculiari- ties and in many instances it’s like having to start from ground zero all over, and multiple times. Dealing with the complication and intricacies of the bureau- cracy (in the MENA) can be a challenge. That said, the US also has its own issues and many have criticized Silicon Valley for having a 'fake it until you make it' culture, where entrepreneurs want to succeed at all costs.” But the maturity of the US ecosys- tem also makes it far easier to get things done quickly, notes Namek Zu’bi. “But at the same time, it is highly competitive and also fairly crowded so you need to find what works for you and run fast,” he says. >>> MONEY ASK THE MONEY GUY | VC VIEWPOINT | YOUR MONEY | ECON “EACH REGIONAL MARKET HAS ITS OWN PECULIARITIES AND IN MANY INSTANCES IT’S LIKE HAVING TO START FROM GROUND ZERO ALL OVER, AND MULTIPLE TIMES.

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72 / ENTREPRENEUR.COM / November 2018 “In the MENA ecosystem, things happen much slower and companies usually take much longer to develop so it can be frustrating at times but it is also less competitive from a deals perspective, especially if you are looking for high quality investors, and can also be rewarding over time espe- cially if you invest in first generation digital category leaders.” Over a third of the US startups Silicon Badia has invested in are based in the Bay Area and Silicon Valley, a third are in the New York area and the rest are spread out over the rest of the country, including Chicago, Kansas City, and Austin. “We definitely think that a 'rise of the rest' trend is happening in the US outside of the traditional venture hubs, and we have our eye on this,” Namek Zu’bi says. He notes also that the US has also witnessed a very “entrepreneur-friendly” shift away from old-school investment vehicles, which has done away with some lesser friendlier terms within equity financing like participating preferred liquidation preferences and full ratchet anti-dilution. The market has instead evolved to other friendlier non-equity instruments like the SAFE note, which allows startups to structure seed investments without inter- est rates or maturity dates. As for the MENA region, Zu’bi says, “The MENA is slowly catching up, but we still see a lot of strange asks from some of the newer ecosystem investors– for example, someone investing a couple hundred thousand into a company, and ask- ing for a majority stake and board seat.” Fawaz Zu’bi adds that while the region has come a long way, the startup trend has, to a large extent, focused on emulating successful models in more advanced markets such as the US and customizing them to the region. But that's not the way forward. “We encourage entrepreneurs to focus less on building the next shiny object, but instead to build companies that are solving real problems currently fac- ing this side of the world,” the older Zu’bi advises. “In this respect, there are successes in such areas as access to finance, healthcare, agriculture, transporta- tion, and education. Those I would suggest are mostly concentrated in the UAE, Egypt, and Jordan, with other countries like Saudi Arabia rising.” As for the road ahead, Sili- con Badia is in the process of exploring and raising its next set of venture capital funds. “We are doubling down on our successful efforts in the US and are also still interested in the 'underdog' growth story happening in the MENA region,” Fawaz Zu’bi says. The firm is also looking at Europe as an “appealing” new potential market. “We still like the ‘off the beaten path’ type investments in the US,” Namek adds. “We think those sectors still have a long way to go from a dis- ruption perspective, but also like relatively newer spaces like cybersecurity, block- chain, and everyone’s new favorite buzzword 'artificial intelligence.’” In the MENA, Silicon Badia likes entrepreneurs who are “trying to make people’s lives easier.” They also need to learn to move faster, the firm adds. “We see great talent in both, but entrepre- neurs in the US benefit from a more mature and resource- ful ecosystem and are able to move much faster,” Fawaz Zu’bi explains. “The MENA region needs to learn from this- speed is critical in this industry.” The “fragmented nature” of the MENA market remains a big challenge fac- ing entrepreneurs, he adds. “We may get there in time, but we have to collectively be aware of the challenges, and seek to tackle them to make it easier for someone to start, build, scale, and either close or sell their venture.” In the meanwhile, Namek Zu’bi says, Silicon Badia is asking the hard questions, and trying to guide entrepreneurs in the right direction. “In some cases, the business idea is really absurd, but luckily there are a few layers before those ideas get to me,” he jokes. Namek Zu’bi, co-founder, Silicon Badia MONEY ASK THE MONEY GUY | VC VIEWPOINT | YOUR MONEY | ECON 1. Get involved ”We find it very difficult to be fly by investors in this asset class, especially if you are investing in the early stages. You need to be there physically, and more importantly, be involved.” 2. It's tougher than it sounds "There is also a big myth that being a venture capitalist is cool. It really isn’t... it is actually a hard job -not as hard as the entrepreneur’s, obviously, but still hard- with all odds stacked against you.” 3. Hustle harder "Be prepared to roll up your sleeves, and get to work. Returns don’t come easy.” 4. There are ups and downs "The reward comes when you go through the ups and downs of a typical startup, go through one too many near death experiences, and then help someone build a successful company that eventually brings financial gain not only to the founders or its investors, but to all of its hardworking employees - it can be life-changing.” THE INVESTOR'S VIEWPOINT NAMEK ZU’BI'S TIPS FOR WANNABE VCS "ENTREPRENEURS IN THE US BENEFIT FROM A MORE MATURE AND RESOURCEFUL ECOSYSTEM AND ARE ABLE TO MOVE MUCH FASTER. THE MENA REGION NEEDS TO LEARN FROM THIS- SPEED IS CRITICAL IN THIS INDUSTRY.”

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74 / ENTREPRENEUR.COM / November 2018 A ll hail the dragon. No, we’re not talking about a fire-breathing mythological creature- but a startup exit that returns all your funds is a fiery achievement too. A15, a Cayman Islands- based technology investment firm, announced in Septem- ber that it had sold its 76% stake in UAE-based regional mobile payment startup TPAY to Helios Investment Partners, one of Africa’s biggest private equity firms. A15, a leading tech investor in MENA, invests in growth startups, and help them scale by providing them with investment and act as their launch pad for expansion. Both A15 and the current executive team will remain invested in a total of 24% of the company, and continue to lead implementation of TPAY’s growth strategy. The stake was sold for an undisclosed sum; however, A15 said the sale returned “a multiple of the value of the entire A15 Fund,” creating what it declared to be the “first dragon company” in the Middle East and North Africa (MENA). By definition, a dragon is an investment that returns the entire value of the fund when exited, a liquidity event considered to be very rare in the global tech investment space. While uni- corns are rare, dragons are said to be four times rarer. Of course, no one at either TPAY or A15 had any legend- ary milestones in mind when they first started out. “Early on, we didn’t even think about the possibility of a dragon exit,” A15 CEO Fadi Antaki says. “When we were looking at the proof of con- cept and the business model for TPAY, our mind was set on building a successful market leader in a sector that is yet to be created.” Established in 2014, with offices in Dubai and Cairo, TPAY was the first open mobile payment platform to be launched in the region. It’s geared towards markets with low banking penetration and high mobile adoption, especially African markets like Egypt, Algeria and Morocco. The solution sup- ports financial inclusion and facilitates Internet payments by empowering customers to purchase products online using their pre-paid minutes or post-paid phone bills. “There is a massive oppor- tunity for businesses that try to solve the financial inclusion problem in the Middle East and Africa, as our regions have the low- est percentage of bank account holders globally,” Antaki says. Quoting figures from the Organization for Economic Cooperation and Development (OECD), which counts the Middle East as having only 14% of cardholders from the total population, he adds that financial inclusion drives economic growth by having more people participate in the financial system. Today, TPAY has a total reach of 673 million users. It records an annual growth of 65% that outperforms the global an- nual market growth of 23%. The company says it com- mands the largest market share at 80% in the Direct Operator Billing (DCB) space, across 16 countries. A15 sells its stake in mobile payment startup TPAY to Helios Investment Partners to create the region’s first “dragon” company by MEGHA MERANI IMAGE COURTESY TPAY AND A15 | TPAY.ME | A15.COM START IT UP ECOSYSTEM | WHO’S GOT VC | Q&A | STARTUP FINANCE ENTER THE DRAGON “WHEN WE WERE LOOKING AT THE PROOF OF CONCEPT AND THE BUSINESS MODEL FOR TPAY, OUR MIND WAS SET ON BUILDING A SUCCESSFUL MARKET LEADER IN A SECTOR THAT IS YET TO BE CREATED.”

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75 November 2018 / ENTREPRENEUR.COM / “Collectively, this helps to invigorate economies,” An- taki adds. But creating a direct carrier billing (DCB) sector in the region was no easy feat. Af- ter all, this was an idea that had never been executed in the region. Most challenging, for starters, was luring the right talent to the unknown. “Our challenges as a startup, included first-time setup, processes, and market pres- ence, and these were key to launch, run and sustain our startup,” Sahar Salama, CEO of TPAY, remembers. “You can imagine the challenge we had in trying to get the best technical caliber for our platform-driven proposi- tion, where those calibers are requested to leave their secured career and big company names they work at and join TPAY. TPAY was an unknown, fresh startup that had not yet build its pres- ence in the market, in a new industry that, in itself, had no track record that could resonate in the technology sector in Egypt or MENA.” To convince people to come on board, Salama not only had to sell vision and po- tential, but also the story of becoming an entrepreneur rather than an employee. When she started out in 2014, the company con- sisted of just two people– Salama and TPAY’s current Chief Technology Officer. “Throughout those early days, each one of us was do- ing at least 3 to 4 jobs at any one point, with one focus: to build what is needed to deliver and scale,” she recalls. “During the first two years, myself, (and) the current CTO with two other colleagues had to build the platform, manage all the pre-sales activities with major accounts, integrate and operate the accounts, build the call center, face the wave of social engineered fraud attempts in the market, and deal with the parties involved.” All this, while also building solutions and processes into the platforms, learning the requirements of new sectors of merchants and creating solutions around their needs. But the hustle began paying off pretty quick. First mover advantage allowed TPAY to tap into the video-on-de- mand (VOD) and streaming sector and take them to the world of mobile payment at a time when industry vendors had no knowledge or capabil- ities in their platforms to do that. The company was able to build strategic partner- ships with key regional and international players such as GooglePlay, Wargaming, Net- Dragon, CrossFire, Gameloft, OLX, Opensouq, MBC, iFlix, Abu Dhabi Media and Dubai Channels Network, amongst others. The number of active digital content subscriptions setup through TPAY’s platform has grown at a compound annual growth rate (CAGR) of 149% since 2015. Through its partnerships with 33 mo- bile operators, the number of successful transactions processed by TPAY has grown at a CAGR of 1,081% since its launch. “Success takes a vi- sion and hard work,” Salama insists. The CEO says she’s played the role of a travel- ing salesperson throughout the geographic expansion. “I did not have budgets for independent presence at con- ferences and fairs, so I was sharing the exhibition spaces with some of my partners and investors at all venues related to payment, startup or digital sectors, like gaming conferences, for example,” she says. “Most of the time, I had to personally execute on all the finance, settlement, and legal work touch-points with my partners, along with the commercial offerings, pricing and business devel- opment, while being on the road, traveling around the region to build the brand and the relationships.” TPAY was also new for its sister companies in A15, which also set the added task of incorporating the startup into their existing structures and processes. >>> “A15 PLAYED A CRUCIAL ROLE IN HELPING US MANAGE THIS SITUATION. WE WERE ABLE TO COME OUT OF THIS PERIOD UNSCATHED, AND ON THE CONTRARY, MUCH STRONGER." "WE OFFERED REAL- TIME HARD CURRENCY CALCULATIONS TO OUR STAKEHOLDERS AND MADE ORDERLY PAYMENTS IN A CONSISTENT AND METHODICAL WAY. THE REST OF OUR ECOSYSTEM WAS UNABLE TO DEAL WITH THIS CURRENCY SITUATION ADEQUATELY.” Sahar Salama, CEO, TPAY The TPAY team Fadi Antaki, CEO, A15

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76 / ENTREPRENEUR.COM / November 2018 “The whole framework of building an operational mod- el for recruitment, structure, compensation, branding, financial and governance that are in line with other A15 portfolio companies and becomes a compelling story for A15 to incubate, was also a challenge,” Salama shares. This meant being hands-on for all these functions, she explains, until TPAY was able to build its own fully independent operational functions in 2016– a key success milestone for the company. But all this was dwarfed by the company’s biggest business challenge in 2016 when they had to cope with Egypt’s currency devalua- tion. Egypt devalued its cur- rency by 48% in 2016 and announced that it will be allowed to float– as part of measures to meet a key demand by the International Monetary Fund in order to secure a US$12bn loan to overhaul its ailing economy. During this time, TPAY had to deal with the ensuing shortage of hard currency, which was “highly needed” to pay back its partners and maintain the growth of its biggest market partners in Egypt. “A15 played a crucial role in helping us manage this situation,” Salama says. “We were able to come out of this period unscathed, and on the contrary, much stronger. We immediately went into an intensive communication mode with all our stakehold- ers, creating systems to actively manage the situa- tion. We offered real-time hard currency calculations to our stakeholders and made orderly payments in a consistent and methodical way. The rest of our eco- system was unable to deal with this currency situation adequately.” As a result, they gained additional trust from its existing partners, who grew their investments in the Egyptian market. Some 622 million successful transactions later, and in a mere four years since TPAY’s establishment, it was time to sign the deal with Helios. Eyeing the global market for this sale, A15 and TPAY chose a London-based bank- er to work with through the process. But the deal-making process was a steep learning curve for the startup. “From a personal perspective, everything was new to me,” Salama says. “At some point, I felt that the process was long and extremely difficult, especially that I still had to focus on growing the business when it was at its inflection point, and I did not want to miss that curve for the company.” START IT UP ECOSYSTEM | WHO’S GOT VC | Q&A | STARTUP FINANCE “THERE IS A MASSIVE OPPORTUNITY FOR BUSINESSES THAT TRY TO SOLVE THE FINANCIAL INCLUSION PROBLEM IN THE MIDDLE EAST AND AFRICA, AS OUR REGIONS HAVE THE LOWEST PERCENTAGE OF BANK ACCOUNT HOLDERS GLOBALLY." Sahar Salama, CEO, TPAY, and Fadi Antaki, CEO, A15 "TPAY IS CONSIDERED AN ADVANCED TECHNOLOGY COMPANY, AND AT TIMES THIS INTRODUCED CERTAIN DIFFICULTIES TO THE AUDIENCE WE ARE TRYING TO TARGET." IMAGE COURTESY TPAY AND A15 | TPAY.ME | A15.COM

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77 November 2018 / ENTREPRENEUR.COM / Amidst the multitude of meetings, calls and presenta- tions, with so many parties involved with the sale, Sala- ma says the best lesson she learnt was to always have data on hand. “The one thing I learnt is that meetings are usually most effective when they are supported with lots of documentation and data,” she says. “As a direct carrier billing technology company, TPAY is considered an advanced technology company, and at times this introduced certain difficul- ties to the audience we are trying to target. However, our abundant platforms of data analytics and report- ing, facilitated the process a lot. I believe that our data integrity and our ability to demonstrate transparency in our business, was edge for the company and the team, during the negotiations.” But translating their business model, contract terms and systems data to a tangible profit and loss, and balance sheets for potential buyers to understand wasn’t easy, she adds. “Another difficulty was represented in how to engage with international financial due diligence or taxation experts, coming from the Big 4 global consultancies, with limited exposure and little knowl- edge on similar fintech or technology companies,” she explains. Her power move: just pitch harder. “Manage- ment teams in our side of the world have to pitch the business harder to potential investors, to help them bet- ter assess the opportunities and risks,” she says. “We need real measures relevant to our markets rather than unrealistic high-level ones that are typically not properly mapped out to the particularities or realities of our region.” Meanwhile, savoring in its fiery dragon-creator status, A15 says it will continue to strengthen its footprint in other African and Asian markets, and invest in early stage fast growth startups in MENA. The company’s focus is on “talented management teams who are passionate about using technology to find solutions for existing problems.” The firm gener- ates a year-on-year growth of 30% and an annual revenue of $158 million through its 17 portfolio companies op- erating in 20 markets. “The TPAY deal has reconfirmed the validity and power of our investment strategy,” Antaki says. “We have been encour- aging our portfolio compa- nies to grow beyond a single country operation. While our portfolio companies can start in the UAE or Egypt, for example, we will work with them to have cross-country operations in order to scale up, like we did with TPAY.” Antaki adds that A15 also has the strategic advantage of being in Egypt, which is at the crossroads between Africa, Asia and Europe. “A15 can become the investment gateway to Africa for many Arab, Asian and European investors. We could also become the gateway for African investors to the Arab and Asian regions.” And while the ecosystem is still in its infancy, Antaki believes the region is building “high- quality tech startups,” which is evident from the mark made by MENA entrepre- neurs on the global deals scene over the past couple of years. His big tip for others who want to follow in their footsteps: “Work on solving real problems that face the African markets. Make sure to test the validity of your ideas early-on, and be ready to turn around or move on to the next big idea when the initial one fails your proof of concept. It is also important to be data driven when launching and managing your venture, and to create con- tinuous traction. Keep im- proving and reinventing the way you work, while staying focused on your mission to solve the problem that you ventured to tackle.” “WE NEED REAL MEASURES RELEVANT TO OUR MARKETS RATHER THAN UNREALISTIC HIGH-LEVEL ONES THAT ARE TYPICALLY NOT PROPERLY MAPPED OUT TO THE PARTICULARITIES OR REALITIES OF OUR REGION.” "OUR DATA INTEGRITY AND OUR ABILITY TO DEMONSTRATE TRANSPARENCY IN OUR BUSINESS, WAS EDGE FOR THE COMPANY AND THE TEAM, DURING THE NEGOTIATIONS.” The TPAY team

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78 / ENTREPRENEUR.COM / November 2018 The Krypto Labs hub is built across 2,600 square meters, and backed by Abu Dhabi Fi- nancial Group, an investment group with a global portfolio of more than US$6 billion, it has developed a global network through partnerships that enable it to offer various services and support for en- trepreneurs, such as mentor- ship, funding and networking sessions. In addition to their signature program, Krypto Labs regularly hosts a number of global competitions as well as events, including The Fe- male Leaders Forum and The Crypto Currency Discussion. According to Dr. Al Hashemi, the driver for Krypto Labs’ wide offering is in line with what the UAE has to offer to entrepreneurs around the world. He notes that what can be witnessed in terms of the country’s activity and leadership as a pioneer in the startup scene is “just the tip of the iceberg,” noting how it has a lot more to offer in human capital, ideas, market- place, and an economy where startups can thrive. “There are many cases of ideas being conceived outside of the UAE, then moving to the UAE to continue its growth, which is proof to the fact that the UAE is the right ecosystem with the appropriate regulations, and the right surrounding marketplace,” Dr. Al Hashemi says. “The UAE continues to be a uniquely positioned ecosystem in the region that supports startups, we see daily enhancements in the UAE in terms of supporting entrepreneurship and innova- tion, and this brings a wealth of opportunities.” The official inauguration of the Krypto Labs space was in October 2017, alongside the final round of the incubator’s first Krypto Startup Contest 2017. The contest garnered 2,000 applications from 75 countries, which ended with startups ModelMe3D, The Difference and ToonYou. com emerging as the final winners. Not long after this Krypto Labs Managing Director Dr. Saleh Al Hashemi on supporting the UAE’s vision to become a global innovation hub by PAMELLA DE LEON D escribing itself as an all-in-one business incubator, accelerator and co-working space, Krypto Labs aims at becoming a haven for startups and individuals worldwide who want to develop revolutionary products and services across various industries, right from its headquarters in Masdar City, Abu Dhabi, UAE. At its helm is Managing Director Dr. Saleh Al Hashemi, who is also the Chairman of Integrated Securities and Integrated Capital PJSC. Having been in executive positions across the business, government, and academia sectors, Dr. Al Hashemi’s role at Krypto Labs involves ensuring all programs not just run smoothly but also grow, while discovering and sup- porting talented entrepreneurs. “I have always been involved throughout my career with innovation,” says Dr. Al Hashemi. “I have always pushed the limits on many items at hand, and I seek change and getting new things out there, whether it was research centers, collaborations, or partnerships.” IMAGES COURTESY KRYPTO LABS A haven for innovators Krypto Labs

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79 November 2018 / ENTREPRENEUR.COM / successful competition, Krypto Labs launched the $1 million Drone Innovation Startup Contest to recognize the world’s top innovators in the aerial mobility sector. In addition, Dr. Al Hashemi notes that Krypto Labs also runs in-house programs in partnership with Silicon Valley-based 500 Startups. “This also gives our startups and entrepreneurs an expo- sure to the leading world- class expertise in this field,” he says. “We support local startups at our Abu Dhabi- based facility, and global startups through our virtual program in collaboration with 500 Startups. The timeline is typically five months, but can vary, depending on the need of each startup. The benefits it brings are the combination of 500’s extensive reach and network, and Krypto Labs’ strategic support for UAE- based companies.” In August, Krypto Labs announced another of its global competitions, but this time specifically tailored for the education technology (edtech) sector. The EdTech Innovations Startup Contest 2018 offers a total prize fund of $270,000 to individuals, teams, university students, and companies around the world who can utilize the power of artificial intelligence to positively impact different categories of the currently existing educational ecosys- tems, including curriculum applications, universal access to classrooms, data applications, lifelong learning applications, supplemental applications, and behavioral analytics applications. The winning startup, who shall be dubbed the Entrepreneurial Hero, will receive up to $150,000 in funding, with an additional $20,000 being awarded to each star of the six categories. Dr. Al Hashemi asserts that early-stage concepts need significant support, as it is a very special moment “when you get to see the potential of these startups, [so we need to] invest in them, and provide them with the neces- sary support, so they grow at an accelerated pace.” But is there enough funding for early-stage enterprises in the region? While he believes there’s enough funding available, acquiring solid funding can still be tricky. Dr. Al Hashemi reiterates the importance of entrepreneurs conducting adequate market research, and being able to properly formulate and present their ideas, while understanding the market they’re addressing. “Any idea is a good idea, but a brilliant, market-appropriate idea that solves problems is the core to the success of startups,” he says. “Startups need to un- derstand the market they’re targeting, and whether it needs the product they’re selling at all.” As for startup hurdles relat- ing to growth, acquiring cus- tomers, and being able to test out their value proposition, Dr. Al Hashemi reiterates the commitment and hard work needed to navigate these is- sues. “The most difficult chal- lenge for early-stage startups is sustaining the same energy and focused planning that is found in the beginning,” he says. “Many startups fall apart because the founders did not expect a certain issue would arise, or failed to plan accordingly to predict the ups and downs of the starting- up process. My advice is to always plan, and keep track of all changes happening- every small detail count. Being able to predict mistakes, control damage, and solve problems are valuable necessities for the survival of early-stage startups.” According to Dr. Al Hash- emi, a change is needed in the mindset around the culture of entrepreneurship today. “As the ecosystem evolves, the elements involved change, so we have to make sure we are in sync with upcom- ing startups,” he explains. “Early-stage enterprises and entrepreneurs need more than money, they need struc- tured yet flexible support, as they find that developing a scalable business model is complex and risky. Providing mentorship, and access to the appropriate networks is considered just as vital as funding nowadays.” He notes that if done properly, now is a very appropriate time to start a business in the MENA region, listing reasons like the Middle East’s young popula- tion, the region’s progressive entrepreneurial ecosystems that support entrepreneurs and SMEs, and, last but not least, because the UAE itself can serve as a good access point to all those regional markets. Dr. Al Hashemi concludes by adding that his team is also in the process of expanding to global locations to grow Krypto Labs’ reach, which will further aid the UAE’s vision to become a global hub for innovation. START IT UP ECOSYSTEM | WHO’S GOT VC | Q&A | STARTUP FINANCE “THE UAE CONTINUES TO BE A UNIQUELY POSITIONED ECOSYSTEM IN THE REGION THAT SUPPORTS STARTUPS, WE SEE DAILY ENHANCEMENTS IN THE UAE IN TERMS OF SUPPORTING ENTREPRENEURSHIP AND INNOVATION, AND THIS BRINGS A WEALTH OF OPPORTUNITIES.” “THE MOST DIFFICULT CHALLENGE FOR EARLY-STAGE STARTUPS IS SUSTAINING THE SAME ENERGY AND FOCUSED PLANNING THAT IS FOUND IN THE BEGINNING.” Krypto Labs Dr. Saleh Al Hashemi, Managing Director, Krypto Labs

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80 / ENTREPRENEUR.COM / November 2018 C ustomer acquisi- tion has become a buzzword that marketing agencies love– because that’s what they prom- ise to do: help your business acquire customers. When I hear a business leader or entrepreneur talk- ing about customer acquisi- tion, I know their efforts to acquire customers will be very costly at best. Why? Because customers aren’t acquired- they are created. What do most businesses mean whent they’re talking about customer acquisition? Usually, they’re thinking of the sales activities they will do to find prospective cus- tomers, educate them about their products/services, and finally convert them into paying customers– and there we have it, a customer is of- ficially “acquired.” The first problem with this approach is the activities needed to proactively find prospective customers will be costly. They will be promotional gambles that may or may not produce the desired result. The second problem is that is the education part. If a prospective customer requires a lot of “education” to get them over the line to make a purchase, they’re probably not that convinced on the value of the product or service from the outset, and are also not the ideal customer for the business to target. The third and overall problem with customer acquisition is that the cost is just plain not worth it. It doesn’t make much sense at all from an ROI (return on investment) perspective. Customer creation, on the other hand, is a totally dif- ferent ballgame. Customers aren’t created through a single transaction where they buy a product or service in exchange for mon- ey. That view of customer creation is a superficial one. Customer creation is much more than that– it involves having a long-term, mutually beneficial relationship be- tween the customer and the business, where both parties benefit. From the customer’s point of view, the product/service they buy (and continue to buy) is so uniquely suited to their wants, that they don’t need to be endlessly educat- ed about its benefits. They recognize from the outset that the product or service has what they want- which could be a particular feature, a certain style, or the price associated with purchasing. The points of differentiation are endless to an innovative business wanting to differ- entiate itself in the market. From the business’ point of view, creating customers means they attract only the best customers, because their product/service is so uniquely suited to the customer’s wants; the best customers being those who are the most profitable to the business. High-cost promotional campaigns and endless sales follow-ups aren’t necessary to drag the prospect across the line, and mark them as a customer acquisition. Instead, customers are attracted to the business, because of the business’ unique ability to fulfil their wants. Smart, targeted promotion, combined with some word of mouth, will always outdo an expensive shotgun pro- motional campaign aimed at educating everyone who comes into contact with it. Recognizing that customers are created, instead of acquired, provides a whole new perspective to sales and marketing. Marketing efforts become more focused on understanding what the customer wants and delivering a product/service uniquely suited to those wants. Sales efforts become much more effective, by focusing on only the best customers, and doing away with shotgun promotional campaigns. There’s a big difference be- tween customer creation and customer acquisition, and an even bigger difference in the profit results each approach yields. Customer acquisition is concerned with obtaining individual sales transactions through sustained effort. Customer creation is con- cerned with attracting and building mutually beneficial long-term relationships. Matthew Chaban is the founder of Marketing Masters Consulting. He provides marketing workshops that show consultants & entrepreneurs how to source new clients using his Client Sourcing Process™. Matthew plays drums, advises companies how to grow, and writes regularly about sales and marketing. marketingmastersconsulting.com Customers aren’t acquired- they’re created by MATTHEW CHABAN ‘TREPONOMICS ETHICS | SKILLSET | MARKETING | PRO RETHINK HOW YOU GO ABOUT SCALING UP YOUR BUSINESS

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