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NOVEMBER 2019 | WWW.ENTREPRENEUR.COM/ME | UAE AED20 9 7 7 2 3 1 1 5 4 1 0 0 8 > RiiSE CONFERENCE ACHIEVING WOMEN FORUM 2019: THE RECAP CHANGING DIRECTION THE IMPACT OF LEAVING A CORPORATE TO CREATE A STARTUP ACHIEVING WOMEN AWARDS CELEBRATING THE ACCOMPLISHMENTS MADE BY MENA WOMEN champions of change MAUD BAILLY YIGIT SEZGIN Global hospitality enterprise Accor is engineering a cultural and digital transformation
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3 November 2019 / ENTREPRENEUR.COM / 24 CONTENTS NOVEMBER 2019 Julia Gillard, former Prime Minister of Australia at the RiiSE Conference: Achieving Women Forum 2019 36 26 Achieving Women Awards 2019 20 INNOVATOR CHAMPIONS OF CHANGE Maud Bailly and Yigit Sezgin Global hospitality enterprise Accor is engineering a cultural and digital transformation. 26 THE RECAP ACHIEVING WOMEN AWARDS 2019 A look at the winners of the 2019 Achieving Women Awards, in association with RiiSE, presented by du and Accor, which celebrated the accomplishments made by MENA women in their respective industries. 34 THE RECAP RIISE CONFERENCE: ACHIEVING WOMEN FORUM 2019 Over 300 attendees and expert speakers from around the world participated in the RiiSE Conference: Achieving Women Forum 2019, presented by Accor, in association with Entrepreneur Middle East and du. 70 START IT UP Q&A The next frontier Sam Blatteis and Tammer Qaddumi look at the thread between innovation and legislation in the UAE digital economy. 50 INNOVATION FOR IMPACT BROUGHT TO YOU BY MISK INNOVATION Taking the leap Saudi Arabia’s talent pool is waking up to the opportunities presented by the country’s entrepreneurial domain. 78 ‘TREPONOMICS SKILLSET When revolution hits evolution Harvey Bennett of AI-driven recruitment platform Searchie shares lessons from an AI startup’s development (and growth) in the MENA region.
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12 / ENTREPRENEUR.COM / November 2019 20 CONTENTS NOVEMBER 2019 42 Erik Weihenmayer, the world’s first blind person to reach the summit of Mount Everest, on what it means to live “a no barriers life” 80 MONEY STARTUP FINANCE Jumpstarting growth Meddy's Haris Aghadi on the 11 lessons he learned when raising a Series A round for his health tech startup. 84 START IT UP Q&A One of a kind The Project’s Saif Al Naji is all about setting trends. 16 EDITOR’S NOTE By Aby Sam Thomas 82 START IT UP START IT UP FINANCE “We got funded!” The stories behind the recent fundraising wins by online learning platform Almentor, as well as bulk grocery e-commerce platform BulkWhiz. 60 CULTURE LIFE Changing direction Ian Dillon reflects on the personal impact of leaving a corporate to create a startup. 54 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. 58 CULTURE LIFE What not to do when starting up Ayman Jaber looks at the lessons from launching -and failing at- an entrepreneurial pursuit. 74 TECH THE FIX Evolving construction Ramesh Jagannathan explores advancing the sector through cutting-edge technological advancements. 61 CULTURE LIFE Likeability in business The ability to make a connection, and make the other person like you is now more relevant than ever. 86 START IT UP Q&A In the pursuit of greatness Instabeat founder Hind Hobeika on her entrepreneurial journey building a hardware startup. 65 START IT UP ECOSYSTEM Keeping it real Three myths about the MENA entrepreneurship ecosystem that need to be tackled (for it to reach greater heights of success). Maud Bailly, Chief Digital Officer, Accor
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14 / ENTREPRENEUR.COM / November 2019 SUBSCRIBE Contact subscriptions@bncpublishing.net to receive Entrepreneur Middle East every issue EDITOR IN CHIEF Aby Sam Thomas editor@bncpublishing.net CEO Wissam Younane wissam@bncpublishing.net DIRECTOR Rabih Najm rabih@bncpublishing.net CREATIVE LEAD Odette Kahwagi MANAGING EDITOR Tamara Pupic STARTUPS SECTION EDITOR Pamella de Leon GROUP SALES DIRECTOR – B2B GROUP Joaquim D’Costa COLUMNIST Tamara Clarke PO Box 502511 Dubai, United Arab Emirates P +971 4 4200 506 | F +971 4 4200 196 For all commercial enquiries related to Entrepreneur Middle East contact sales@bncpublishing.net All rights reserved 2019. Opinions expressed are solely those of the contributors. Entrepreneur Middle East and all subsidiary publications in the MENA region are officially licensed exclusively to BNC Publishing in the MENA region by Entrepreneur Media Inc. No part of this magazine may be reproduced or transmitted in any form or by any means without written permission of the publisher. Printed by United Printing and Publishing upp.ae Images used in Entrepreneur Middle East are credited when necessary. Attributed use of copyrighted images with permission. All images not credited otherwise Shutterstock. Haris Aghadi Laith Al-Qasem Harvey Bennett Sam Blatteis Fida Chaaban Tamara Clarke Marc Cirera Ian Dillon Ayman Jaber Ramesh Jagannathan Megha Merani Kim A. Page Jayesh Patel Tammer Qaddumi CONTRIBUTORS 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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16 / ENTREPRENEUR.COM / November 2019 EDITOR'S NOTE L ast month, Emirates National Oil Com- pany (ENOC) Group an- nounced that it would be launching ENOC Link, a new digital ven- ture that would see the Government of Dubai- owned oil and gas entity start delivering fuel at the doorsteps of businesses and fleets across the UAE, with a longer term plan to cater to communities as well to serve the general public. As a concept, there’s a lot of similarity between ENOC Link’s offering and what homegrown UAE app CAFU, which was founded by Rashid Al Ghurair (a board member at Al Ghurair Investments, and the founder of MENA Energy), has been providing as a service in the UAE since November 2018. This feeling of same- ness between the two ventures was compounded when a Gulf News article on ENOC Link’s launch quoted ENOC Group CEO Saif Al Falasi saying, “The difference between us and CAFU is safety. We’ve been in this business many years, and have trained our staff in case of all circumstances. There will be new regulations, and services will have to meet specifications. It is my understanding that only three main national oil companies (ENOC, ADNOC, and Emarat) can sell fuel in the UAE, and in the future, the gov- ernment will regulate who is going to be in the market or not.” For those of us who champion entre- preneurs and startups in the UAE, it shouldn’t be hard to understand why Al Falasi’s statement caused quite a bit of chatter in the social media space, as it went against many of the public statements that have been made about supporting innovators in the country. ENOC’s moves was seen by some as an example of how large enterprises, by virtue of the capital and resources they have, can elbow out startups operating in a particular domain, although it must be said here that CAFU is quite well-funded as a startup, having declared AED100 mil- lion of total investments to us in the September 2019 issue of Entrepre- neur Middle East. At the same time, while there is a certain emo- tional appeal to the “sup- port our startups” cry that went around Dubai Twitter when ENOC Link was announced, one must remember that there is no rule in the business realm that bars well-established corporates from swooping in on a startup’s domain. Commenting on ENOC’s play, Arkan Partners co-founder Ali Al-Salim told me in an email: “It’s natural for the manage- ment of any organization to seek out new ways to grow their revenues and margins… I don’t have advice for ENOC, as their behavior is completely rational, they need to increase rev- enues in a market that is saturated, and probably only grows in line with population or GDP. Rolling out new services is one way to explore ad- ditional growth, and possibly margin expansion.” Robyn Brazzil, Director of the startAD program at NYU Abu Dhabi, agreed with Al-Salim, noting that startups should always be prepared for the fact that somewhere along their business trajectories, they are going to come up against competition, and that can be anyone from another young upstart, or an experienced conglomerate. “It's just not a fair Aby Sam Thomas, Editor in Chief, Entrepreneur Middle East, and Rashid Al Ghurair, founder and CEO, CAFU The entrepreneurial ecosystem weighs in on ENOC vs. CAFU WHEN THE BIG GUYS COME KNOCKING, YOU KNOW YOUR STARTUP HAS GOTTEN IT RIGHT Imitation is the sincerest form of flattery
17 November 2019 / ENTREPRENEUR.COM / playing field,” she said to me over a phone call. “In any case, someone with outside resources can do more, but then, obviously the startup advantage is that they can move quicker, and they can be closer to the customer in a lot of cases. Or that this is their sole product or service, whereas it may be a new service, a new product line, for a big corporate. So, there are advantages to be- ing a startup; it's just about exploiting them.” With that being said, what can startups do if they find themselves in such a scenario- especially those upstarts that may not have as good of a financial back- ing as CAFU? When I posed this question to Nomod founder Omar Kassim (per- haps known best for being the founder of e-commerce marketplace JadoPado, which Noon acquired in 2017), he replied, “Execute fast and hard. Build things and moats that are incred- ibly difficult to overcome by purely throwing capital at the problem.” Al-Salim added, “Being nimble is an obvious advantage a startup has over large incumbents. Generally, the smaller you are, the faster to market and more customer-centric you can be, versus larger bureau- cratic organizations. In my business career, I’ve person- ally always found it more rewarding to operate in an overlooked niche, where you have less competition and enough time to build up a defensible lead. Business models and products that depend on data are inter- esting in that proprietary data you capture is hard –sometimes impossible– to replicate. If you can build a lead that depends on having better data, even if a rival has deeper pockets, they don’t have the data you have, hence their product will never be as good.” From a personal stand- point, I must confess that I didn’t see an issue at all with ENOC venturing into CAFU’s playing field. I actu- ally thought that Al Ghurair and his team should be pretty proud that their of- fering has gotten validation in a sense, given that such a well-established player was essentially imitating (and sparring with) them in the public domain. Brazzil agreed with this notion, saying, “If I was in CAFU's office, I would be kind of smiling, because they're being put on an equivalent footing as this huge player. So, I think that's something to be applauded and kind of recognized, that they are there in the game. They're being seen as a direct com- petitor.” This was the same vibe I got from Al Ghurair himself, when I got to chat with him a couple of weeks after the ENOC announcement was made. “To be honest, I per- sonally find it as a validation to what we are doing, to the model itself,” Al Ghurair told me over a call. “Seeing a conventional player come into this space is proof that the model is going to work.” As for the safety standards that govern CAFU’s opera- tions, Al Ghurair pointed toward all of the world-class certifications and processes the company has put in place to ensure this, which include partnerships with entities like the Health and Safety Executive in the UK, TÜV Rheinland, and others, as well as rigorous hiring and training procedures to make sure the startup’s staff are up to standard before they go out into the field. Al Ghurair even proposed a more cooperative approach with ENOC to doing things in this space. “We have car- ried out more than 600,000 fill-ups, and I am extending our experience [to ENOC], because it’s a good practice for both of us to collaborate on the safety aspect,” he said. “We also don’t want them to do something un- safe, because that will affect the both of us.” As for whether regulations could be perhaps be put in place to essentially control the market, Al Ghurair dis- missed that notion with the conviction that the UAE’s leadership wouldn’t allow that to happen, as that’d be stifling the country’s progressive agenda for the future. “My view is that I belong to a country where our leaders are forward- looking,” he said. “They support innovation, and they want this country to shine globally when it comes to technologies and smart cities. I know, as an entre- preneurial landscape, the UAE’s startup ecosystem is quite young, but our leaders, they will support this eco- system.” At the same time, Al Ghurair believes CAFU’s customers are its biggest advocates- and it’d be hard to get something that has got the buy-in of so many people to be regulated out of existence anyway. And that’d be the message I’d leave all you entre- preneurs with: persevere, persist, and put all your effort in building a product and service that people love. After all, that will be what guarantees your success in the long-term. Aby Sam Thomas Editor in Chief @thisisaby aby@bncpublishing.net Ali Al-Salim, co-founder, Arkan Partners Robyn Brazzil, Director, startAD program at NYU Abu Dhabi Omar Kassim, founder, Nomod
18 / ENTREPRENEUR.COM / November 2019 IN THE LOOP IMAGE CREDIT DUBAI STARTUP HUB HE Majid Saif Al Ghurair during the Market Access launch event S audi entrepreneurs, this is an opportunity you shouldn’t miss. As part of the MIT Enterprise Forum global network, the MIT Enterprise Forum Saudi Arabia, along with Bab Rizq Jameel, an initiative of Community Jameel, has launched the fourth annual edition of the Saudi Startup Competition. The competition is designed to showcase Saudi entrepreneurs and provide an avenue to present their projects and ideas, and have the opportunity to gain cash prizes totaling more than SAR325,000. The competition has three tracks for interested applicants. First up, is Ideas Track, which is open for scalable ideas that already have a proof of concept and a validated business model and plan for growth. Next, is the Startup Track, which targets high impactful startups legally registered in KSA and has a working product or service, traction and sales. The last is the Social Track, which is designed for social enterprises in KSA that has a working product/service which addresses a social challenge with a for-profit angle. Winners in the Ideas Track have a chance to win SAR20,000 for the first winner, SAR15,000 for the second winner and SAR10,000 for the third winner, while the Startup Track’s first winner gains SAR100,000, SAR25,000 for the second winner, and SAR15,000 for the third winner. As for the Social Track, the first winner will gain SAR100,000, while the second winner will gain SAR25,000, and the third winner will gain SAR15,000. A panel of judges from the entrepreneurial community will evaluate the applicants, while the shortlisted 45 teams will proceed for the semi- finals round in January 2020. Running for more than six months, e-induction briefs have been organized in selected universities and educational institutions across KSA from September to mid- December. Teams qualified for the semi-finals will have access to activities, orientation sessions and bootcamps with specialists and experts. Finalists also will have the opportunity to participate in the Saudi StartSmart Forum, a program of the global network of MIT Enterprise Forum. Saudi StartSmart is designed to encourage and guide entrepreneurs through workshops and programs related to technology and innovation. The nine winning teams, three from each track, will also be announced. Registration have already begun, and will continue until December 21, 2019. mitefsaudi.org S even major corporates have signed up to Dubai Startup Hub’s latest edition of Market Ac- cess, which pairs leading companies in the UAE with startups that offer innova- tive solutions addressing their key challenges. Sanofi, Mediclinic, Sumitomo Corporation, Accenture, Dubai South, Emirates Post Group and Emirates NBD will list a series of challenges on the Market Access online portal, giving startups the chance to submit their solutions online and pitch their business concepts to potential business partners, Dubai Startup Hub, the entrepreneurship arm of Dubai Chamber of Commerce and Indus- try, said in a statement. In its fourth cycle, the Market Access program had received more than 500 applications from corporate and startups in previous rounds. The latest edition has been revamped to offer a one-year mem- bership to corporate participants, specialized workshops and access to a wider network of solutions, as well as the opportunity to list multiple challenges. Meanwhile, startups that make the cut will benefit from training and pitch- ing workshops, access to lucrative business opportunities, as well as a platform to boost their market exposure and build their brand reputation. Speaking during a launch cer- emony, H.E. Majid Saif Al Ghurair, Chairman of Dubai Chamber, stressed the significance of programs like Market Access in providing an effective platform for fostering innovation and forging partnerships between established companies and startups in Dubai. He added that many large local and global companies have realized the benefits of collaborating with startups, with such partnerships are helping organizations success- fully navigate the Fourth Industrial Revolution and boost their com- petitive edge. Launched in 2017, Market Access is a first-of-its-kind program that aims to enhance cooperation and facilitate deals between innovative startups and SMEs from around the world, and leading companies and government entities in Dubai. Dubai Chamber launched Dubai Startup Hub in 2016 as an online platform to connect startups, entrepreneurs, developers, venture capitalists and students, enabling them to learn about new opportu- nities and create new partnerships that stimulate economic growth. dubaichamber.com/dubaistartuphub/marketaccess Dubai Startup Hub launches revamped Market Access program for startups and SMEs FOSTERING COLLABORATION The new edition of MIT Enterprise Forum Saudi Arabia Startup Competition is now open for applications INNOVATIONS WELCOME
20 / ENTREPRENEUR.COM / November 2019 INNOVATOR Yigit Sezgin, Accor’s Chief Commercial Officer for the Middle East and Africa (MEA), and Maud Bailly, Accor's Chief Digital Officer
21 November 2019 / ENTREPRENEUR.COM / CHAMPIONS OF CHANGE | ACCOR IS ENGINEERING A CULTURAL AND DIGITAL TRANSFORMATION CHAMPIONS OF CHANGE MAUD BAILLY YIGIT SEZGIN GLOBAL HOSPITALITY ENTERPRISE ACCOR IS ENGINEERING A CULTURAL AND DIGITAL TRANSFORMATION by ABY SAM THOMAS | PHOTOGRAPHY FAROOQ SALIK >>> M any companies talk about gender equality, diversity, and inclusion, but only a small percentage put meaningful programs in place to ensure their vision becomes a reality,” says Yigit Sezgin, Accor’s Chief Commercial Officer for the Middle East and Africa (MEA), as he describes what’s particularly noteworthy about RiiSE, the gender parity and diversity platform that his global hospitality company has been spearheading. Sezgin’s sentiment is echoed by Accor Chief Digital Officer Maud Bailly, who co-chairs RiiSE with AccorInvest CEO John Ozinga. “RiiSE was unveiled a year ago, and it announced Accor’s renewed commitment to gender parity and equality,” Bailly says. “Previously known as WAAG (Women at Accor Generation), this platform was in place for over five years. However, the time came to update this platform and to ensure that men were also part of the conversation; hence, the double ii’s in RiiSE. We also widened the platform to deepen the commitment on not only gender parity, but also diversity as a lever for collective performance.” The RiiSE platform today boasts of 30,000 men and women from 4,900 hotels in 111 countries as its members, and more than 30% of them are working out of the MEA.
22 / ENTREPRENEUR.COM / November 2019 “THE MINDSET THAT I AM TRYING TO CREATE, IN LINE WITH OUR CULTURAL TRANSFORMATION, IS ONE OF TRANSMISSION, EMPOWERMENT, MENTORING, CELEBRATION, AND TRUST.” INNOVATOR Maud Bailly, Chief Digital Officer, Accor Besides its own efforts with RiiSE, Ac cor is also a signatory of the HeForShe campaign initiated by the United Na tions, which invites people of all genders “to stand in solidarity with women to create a bold, visible and united force for a gender equal world.” The company has made several public pledges to realize this, which include eliminating the pay gap between men and women at the enter prise, as well as raising the number of female general managers for its properties from its current figure of 29% to 35% by the end of 2020, with a longer term goal of making it 50%. Of course, such efforts will require Accor to change internally as an organization, and that’s a task that Bailly has on her hands as she leads the RiiSE initiative. “RiiSE has a mandate to permeate our organization and serve as a foundation, especially during waves upon waves of change at Accor, from acquiring new brands, to integrating new companies and cultures,” she explains. “The mindset that I am trying to create, in line with our cultural transformation, is one of transmission, empowerment, mentoring, celebration, and trust.” Now, it’s not just culture that Bailly has been tasked with changing at Accor- she’s also been spearheading the digital trans formation of the enterprise as well. “Our ‘IMPACT’ strategy was launched at the end of 2017, with a concrete roadmap of three years- to precisely support Accor's digital and cultural transformation. But, beyond this timeframe, IMPACT strategy is a never-ending process, enabling our company to constantly reinvent itself, in a fast-moving environment facing three main trends: consolidation, diversifica tion and acceleration, and in an asset-light environment, where we have to prove, more than ever, our added value to our guests and to our owners.” Given the size and scale of the Accor enterprise, saying that converting this vision into reality is a complicated process is definitely an understatement, and while one may think the complexity involved is largely owing to the tech element in these kind of efforts, Bailly disputes that notion. “The biggest challenge of any digital transformation is not about technology, but the human element,” she explains. “There is no digital transformation without a deep cultural transformation. In order to fully embrace the digital change, you need to change the mindset- from a culture of a project, to a product.” “Contrary to what I can read online and hear in some specialized events, digital transformation is not a smooth process; it can be long, difficult, and not everyone in the organization is ready to embrace this dramatic change,” Bailly continues.
23 November 2019 / ENTREPRENEUR.COM / >>> “ALL IS QUITE SIMPLY A PLATFORM THAT GIVES CUSTOMERS ACCESS TO THE WORLD OF ACCOR– A DOORWAY TO NEW BENEFITS, LOYALTY STATUS LEVELS, AND EXPERIENCES THAT WILL REDEFINE HOW THE GROUP INTERACTS WITH GUESTS." Yigit Sezgin, Accor’s Chief Commercial Officer for the Middle East and Africa (MEA), and Maud Bailly, Accor's Chief Digital Officer CHAMPIONS OF CHANGE | ACCOR IS ENGINEERING A CULTURAL AND DIGITAL TRANSFORMATION “I think that one of the hardest parts of the transformation is to make sure that your internal assets match with your am bitions. Migrating your digital assets into the cloud to be ready for next AI-based or API-based technologies is one thing, but what about our most valuable asset: people! At Accor, we are convinced that technology is nothing without people, and this is why the digital transforma tion is strongly supported by initiatives to accompany the teams. These include pedagogy on all new concepts, creation of an agile center to coach teams, set up of trainings around product culture, perpetuation of three feature teams, crea tion and animation of three communities (scrum, product owner, data worldwide), rapprochement between IT develop ment, and IT operations in a shared open space. On top of all these initiatives, the ‘Tech Inside’ project aims at internal izing 100 IT developers in order to secure today’s and tomorrow’s skills. On a more personal perspective, transformation is also a challenge for me! I need to be able to constantly challenge the roadmap, ac cept to deliver fast but one step at a time, renounce to projects with a lower priority to respect the capacity planning, let the customer or data make the final decision, when we hesitate between two features or design.” One of the efforts that Bailly and her team at Accor have been working on in terms of its digital transformation is an initiative called Accor Live Limitless (ALL), which is a reimagination of its online portal (accorhotels.com) and its loyalty platform (Le Club AccorHotels). “ALL is quite simply a platform that gives customers access to the world of Accor– a doorway to new benefits, loyalty status levels, and experiences that will redefine how the group interacts with guests, and this cutting-edge lifestyle-focused digital transformation is part of our DNA,” Sezgin explains. “ALL, which goes live before the end of the year, brings together accorhotels.com and Le Club AccorHotels to create a single global distribution and loyalty platform for our guests, delivered through a new app and website, and sup ported by a dedicated call center. This centralization transforms augmented hospitality into a tangible experience for customers. Mirroring Accor’s vastly expanded portfolio, ALL offers guests pre mium statuses, enriched benefits, exciting partnerships, and inspiring experiences. Benefits apply to the group’s entire eco system, and experiences go beyond hotel stays In the MEA, we’ve built genuine partnerships with Bulldozer Group, which brings a network of leading edge res taurant and entertainment brands. This includes BASE Dubai that plays host to A- list celebrities, as well as exclusive access during Formula 1 to the Cipriani terrace in Abu Dhabi overlooking the stunning Abu Dhabi Yas Marina Circuit, special offers at Gaia, Scalini, Shanghai ME, and more.” The manner in which Accor is cur rently reimagining itself as a hospitality enterprise is especially interesting to watch given its current standing on the global landscape- its international net work boasts of more than 726,000 rooms across 4,900 hotels in 111 countries, and a robust pipeline of 202,000-plus rooms in 1,153 hotels. In the MEA, Accor is the largest hotel operator in the region, han dling more than 61,000 keys in 282 prop erties across 31 countries, and 150-plus hotels are signed and under development. “But the numbers alone do not make us different,” Sezgin says. “Firstly, our portfolio of 39 unique hospitality brands is unrivalled. It includes some of the most dynamic and innovative lifestyle concepts, following our partnerships with and equity stakes in companies such as sbe, 25Hours, Rixos, and Mantis, to name a few. We also remain a leader in the luxury hotel market with brands such as Raffles, Banyan Tree, Fairmont, and Sofitel. In this respect, Accor is much more than a hotel operator- it is an augmented hospitality group, with a growing portfolio of brands and services designed to shape the way its guests ‘Live, Work, and Play’, and this is what really sets us apart from the compe tition. We aim to be a ‘lifestyle enabler,’ connecting different parts of guests’ lives, so they can enjoy Accor hospitality any time, anywhere. We believe extraordinary experiences should elevate everyday life, not just during a vacation, so augmented hospitality offers experiences beyond overnight stays, and makes a pledge to interact with guests more frequently.”
24 / ENTREPRENEUR.COM / November 2019 INNOVATOR ASK THE EXEC ACCOR’S YIGIT SEZGIN ON HOW TO GO ABOUT ACHIEVING GENDER PARITY IN YOUR ORGANIZATION 1. ACTIONS SPEAK LOUDER THAN WORDS “Don’t just talk about the importance of gender equality, diversity, and inclusion, put a meaningful program in place to en- sure your vision becomes a reality.” 2. PRACTICE WHAT YOU PREACH “Demonstrate to your team or workforce that you are putting the program into action, through training and development, etc.” 3. COMMUNICATION SPEAKS VOLUMES “Make sure you communicate the program effectively to all staff members to ensure they understand what it is, and why you are doing it– and what your goals are.” 4. IT WORKS BOTH WAYS “Once you have communicated your pro- gram for gender quality and diversity, ask for staff feedback. Ask if it hits the mark, or if it requires finessing through colleague input.” 5. INVEST IN TRAINING “Workshops or seminars can help com- municate your gender quality program, and provide a platform to share ideas for improvement or fine-tuning. Once a pro- gram is in place, invest in training or tools that meet your program goals.” 6. COMPANY CULTURE “Ensure all of the above is implemented to effectively transform, enhance, and shape your company culture, based on teamwork, collaboration, respect, empow- erment, and above all, equality.” One of the efforts that Bailly and her team at Accor has been working on in terms of its digital transformation is an initiative called Accor Live Limitless (ALL), which is a reimagination of its online portal (accorhotels.com) and its loyalty platform (Le Club AccorHotels). While initiating changes like these are challenging in their own right, they do bode well for the future of the industry as a whole, and Bailly agrees with this notion. “Sébastien Bazin, Chairman and CEO, and my boss, said it best when describing travel and tourism as a blessed industry,” Bailly says. “To put this into greater perspective, the industry accounts for 10.4% GDP (as a percentage of global GDP), one out of 10 jobs is supported by travel and tourism, there were 1.3 billion international outbound travelers in 2017, as opposed to 300 million during the 1980s. While our industry has a sig nificant impact globally, the competitive landscape that we operate in does pose challenges. It is polarized around three in tertwining buckets; namely, digital giants such as booking.com, Expedia, Airbnb, and Ctrip; 10 major hotel groups ranging from six from the US, three from China and one in Europe (Accor); and independents such as Tencent, Google, Amazon, Alibaba, and Facebook. I believe what I have described earlier with Accor’s digital and cultural transformation, our IMPACT strategy, increased guest personalization and sticki ness, a completely new ecosystem vis-à- vis loyalty and ALL, and empowerment, diversity, and inclusion as the foundation of this transformation, will well equip us to navigate and excel in this landscape. We want to multiply touchpoints with our guests, as it is key to better know them, and offer personalized experiences.” While it’s pretty evident that Accor is leaving no stone unturned in its efforts to tackle wide-ranging shifts in its sector, the company’s leadership is also very clear that all of what needs to be achieved will have to come from within the enterprise. “The key to achieving organizational goals is always to create the right company culture,” Sezgin explains. “You can have a great strategy in place and invest in the best technology, but if you don't com municate this well to your team, you are unlikely to meet your goals. At the same time, equipping talent with the right knowledge and training and motivating and inspiring them, is paramount. We are providing the team with cutting-edge digital tools designed to help them deliver maximum results. At the same time, in preparation for the launch of ALL, we launched practical training seminars to over 800 colleagues in 15 countries across the region. The intention of these seminars was to demonstrate how ALL will transform our approach to generating customer loyalty, and its importance to our overall operational strategy. I believe that with our exceptionally talented team, brilliant brands, and an unrivalled digital presence, we are well placed to not only maintain our edge as the region’s leading hotel operator, but attain new heights of success over the coming decade.”
A PRODUCTION BY IN ASSOCIATION WITH PRESENTED BY PRESENTED BY SUPPORTED BY ECOSYSTEM PARTNER SILVER ALLY SILVER ALLY EDUCATION PARTNER GOLD ALLY GOLD ALLY GOLD ALLY PLATINUM ALLY 26 / ENTREPRENEUR.COM / November 2019
Held on October 21, 2019 at the Sofitel Dubai The Palm Resort & Spa, Entrepreneur Middle East’s 2019 Achieving Women Awards, in association with RiiSE, presented by du and Accor, celebrated the accomplishments made by MENA women in their respective industries, and have set themselves apart as role models in the region’s business community. The event, which is in its first edition, is organized by BNC Publishing, the media house behind Entrepreneur Middle East, and saw a total of 23 awards presented at the ceremony, with all of the winners having made significant contributions to drive the Middle East economy, and thereby raising the bar for their industries. Kicking off the event, Wissam Younane, CEO of BNC Publishing, applauded the outstanding achievements of the winners, and reiterated Entrepreneur’s dedication to elevate MENA’s promising women in business and the consistent leading performance in their entities. The 2019 Achieving Women Awards, was a production of Entrepreneur Middle East, in association with RiiSE, presented by du and Accor. The event was supported by Dubai Chamber of Commerce and Industry and Dubai Startup Hub, as well as Platinum Ally, Berkeley Assets; Gold Allies, Okadoc, Regus and Multibank Group; Silver Allies, Virtuzone and Savills; Education Partner, The University of Manchester Middle East Centre; and Ecosystem Partner, Dubai Business Women Council. Wissam Younane, CEO, BNC Publishing The winners of Achieving Women Awards 2019 Tom Urquhart, emcee for the Achieving Women Awards 2019 27 November 2019 / ENTREPRENEUR.COM /
DIGITAL INFLUENCE Karen Wazen Bakhazi, founder, Karen Wazen Eyewear DESIGN Noor Al Muhaideb, Founding Partner, Opaal Interiors and Detay Living FACILITY MANAGEMENT Sara Momtaz, Executive Director, Khidmah CORPORATE FASHION Melis Yazici, co-founder and Managing Director, Dress Best HUMAN CAPITAL Carine Bouery, founder and CEO, Synchro Comms LOGISTICS Soumia Benturquia, founder and CEO, Fodel RETAIL Asil Attar, CEO, Damas Jewellery EDUCATION Randa Bessiso, Founding Director, The University of Manchester Middle East Centre REAL ESTATE Clementine Malim, Associate in International Residential Sales in Middle East, Savills HEALTHCARE Joelle Mardinian, founder, Clinica Joelle HOSPITALITY Roula Jouny, Group CEO, FTI Group WOMEN EMPOWERMENT du Women Council SOCIAL ENTERPRISE Assia Riccio, founder, Evolvin Women SOCIAL IMPACT Helen Al Uzaizi, CEO, BizWorld UAE FINTECH Mirna Sleiman, founder and CEO, Fintech Galaxy ENTREPRENEURSHIP ECOSYSTEM Natalia Sycheva, Manager for Entrepreneurship, Dubai Chamber of Commerce and Industry PRIVATE EQUITY Archna Cummings, Head of Operations, Berkeley Assets IMPACT INVESTMENT Zahara Malik, co-founder and CEO, Grosvenor Capital ANGEL INVESTMENT Sonia Weymuller, Founding Partner, VentureSouq VENTURE CAPITAL Noor Sweid, General Partner, Global Ventures CONTRIBUTION TO BUSINESS Zainab Mohammed, CEO, Property Management DIVERSITY AND INCLUSION Zain Group RiiSE AWARD Preveena Ageteela and Sarah Fernandez, Accor WINNERS Achieving Women Award in Digital Influence Karen Wazen Bakhazi, Founder, Karen Wazen Eyewear The award was presented by Wissam Younane, CEO, BNC Publishing Achieving Women Award in Design Noor Al Muhaideb, Founding Partner, Opaal Interiors and Detay Living The award was presented by Rachael Kennerley, Senior Surveyor, Asset Manager, Savills Achieving Women Award in Human Capital Carine Bouery, founder and CEO, Synchro Comms The award was presented by Omar Jackson, Partner, Berkeley Assets Achieving Women Award in Corporate Fashion Melis Yazici, co-founder and Managing Director, Dress Best The award was presented by Omar Jackson, Partner, Berkeley Assets 28 / ENTREPRENEUR.COM / November 2019
Achieving Women Award in Healthcare Joelle Mardinian, founder, Clinica Joelle The award was presented by Wissam Younane, CEO, BNC Publishing Achieving Women Award in Retail Asil Attar, CEO, Damas Jewellery The award was presented by Wissam Younane, CEO, BNC Publishing Achieving Women Award in Education Randa Bessiso, Founding Director, The University of Manchester Middle East Centre The award was presented by Wissam Younane, CEO, BNC Publishing Achieving Women Award in Logistics Soumia Benturquia, founder and CEO, Fodel The award was presented by Khalil Cheikha, Regional Account Manager, MultiBank Group Achieving Women Award in Facility Management Sara Momtaz, Executive Director, Khidmah (collected on her behalf) The award was presented by Rachael Kennerley, Senior Surveyor, Asset Manager, Savills 29 November 2019 / ENTREPRENEUR.COM /
Fastest Growth - Harmeek Singh, founder and Chairman, Plan B RiiSE award Preveena Ageteela and Sarah Fernandez, Accor The award was presented by Wissam Younane, CEO, BNC Publishing Achieving Women Award in Hospitality Roula Jouny, Group CEO, FTI Group The award was presented by Yigit Sezgin, Chief Commercial Officer Middle East & Africa, AccorHotels Achieving Women Award in Social Enterprise Assia Riccio, founder, Evolvin Women The award was presented by Sami Nasser, Chief Operating Officer Middle East & Africa, AccorHotels Achieving Women Award in Real Estate Clementine Malim, Associate in International Residential Sales in Middle East, Savills The award was presented by Wissam Younane, CEO, BNC Publishing Osman Sultan, CEO, du, speaking at the Achieving Women Awards 2019 30 / ENTREPRENEUR.COM / November 2019
Achieving Women Award in Impact Investment Zahara Malik, co-founder and CEO, Grosvenor Capital The award was presented by Fodhil Benturquia, founder and CEO, Okadoc Achieving Women Award in Private Equity Archna Cummings, Head of Operations, Berkeley Assets The award was presented by Dimple Jansari, General Manager, Regus Business Center Achieving Women Award in Women Empowerment du Women Council The award was presented by Yigit Sezgin, Chief Commercial Officer Middle East & Africa, AccorHotels Achieving Women Award in Entrepreneurship Ecosystem Natalia Sycheva, Manager for Entrepreneurship, Dubai Chamber of Commerce and Industry The award was presented by Dimple Jansari, General Manager, Regus Business Center Achieving Women Award in Fintech Mirna Sleiman, founder and CEO, Fintech Galaxy The award was presented by Wissam Younane, CEO, BNC Publishing 31 November 2019 / ENTREPRENEUR.COM /
Achieving Women Award in Diversity and Inclusion Zain Group The award was presented by Wissam Younane, CEO, BNC Publishing Achieving Women Award in Social Impact Helen Al Uzaizi, CEO, BizWorld UAE The award was presented by Wissam Younane, CEO, BNC Publishing Achieving Women Award in Angel Investment Sonia Weymuller, Founding Partner, VentureSouq (collected on her behalf) The award was presented by Fodhil Benturquia, founder and CEO, Okadoc Achieving Women Award in Contribution to Business Zainab Mohammed, CEO, Property Management The award was presented by Wissam Younane, CEO, BNC Publishing Achieving Women Award in Venture Capital Noor Sweid, General Partner, Global Ventures The award was presented by Wissam Younane, CEO, BNC Publishing 32 / ENTREPRENEUR.COM / November 2019
33 November 2019 / ENTREPRENEUR.COM / A s an organization that strongly sup- ports diversity and inclusivity of all forms –which can be seen through the employment of staff from over 70 nationalities- creating the du Women Council was a very im- portant milestone for du, given the male-dominated industry it operates in. Since the council’s launch in January 2019, and in line with the UAE Vision 2021, the Council has created a compelling three-year roadmap, focusing on the key building blocks required for sustainable success going forward, from leadership commitment to cul- ture change, from talent cycle to policies, structures, practices, gender-balance related-commu- nication, and dashboards. The du Women Council forms the dynamic force that drives excellence towards the establishment of an inclusive organization, and advancing du towards becoming the best organization for gender balance within the UAE. In order to achieve this objective, the coun- cil benefits from the engage- ment of an incredible number of internal champions, who are supporting the Council’s key initiatives, bringing excitement within du employees, and open- ing the door to a constructive dialogue among the various departments including both men and women. The company leadership is fully supportive of this vision, and the various initiatives that the council has embarked on. This reaffirms the commitment from the company towards making the council’s vision a re- ality, which is for du to become the recognized leading company in gender balance across the UAE. In fact, du CEO, Osman Sultan, has said: “The achieve- ment of female workplace empowerment at du comes down to our organization-wide impetus to address the leader- ship’s agendas for tolerance and inclusivity at a granular level.” Hanan Ahmad, Chairwoman of the du Women Council, added: “The hard work that has gone into the formation of the du Women Council mirrors our commitment to empower- ing women, and emphasizes the pivotal role women have in both society and all sectors across the country. The UAE leadership’s progressive stance towards diversity is alive and flourishing within our day-to- day operations, and is repre- sented by the council’s enlight- ened steps to move us closer to bringing the UAE’s women empowerment and leadership agenda to life.” “At du, women make 29% of the workforce. It is a pleasure to be part of something as dynamic and iconic as the du Women Council. This is because we are proactively working towards creating a spirit of tolerance and inclusion, bestowed to us by the UAE leadership, that will enhance the performance and participation of female employ- ees in the economic and social progress of du and the country” stated Hanan Ahmed. By setting the trend and breaking convention, du is ac- tively leading the next chapter for female equality, and influ- encing all industries and organi- zations to embrace the potential of their highly talented and engaged female human capital. Gender balance, diversity, and inclusion are important pillars for the success of any organiza- tion, and a platform like the du Women Council is essentially a key driver for du to achieve this success. Achieving Women Awards 2019 The du Women Council explains why (and how) the platform is diversity and inclusion in the workplace SETTING THE TREND Osman Sultan, CEO, du, speaking at the Achieving Women Awards 2019 on the du Women Council “WE ARE PROACTIVELY WORKING TOWARDS CREATING A SPIRIT OF TOLERANCE AND INCLUSION, BESTOWED TO US BY THE UAE LEADERSHIP." The du Women Council IMAGE COURTESY DU
CONFERENCE ACHIEVING WOMEN FORUM Presented by In association with 34 / ENTREPRENEUR.COM / November 2019 Supported by B ringing together expert speak ers from around the world and over 300 attendees, the RiiSE Conference: Achieving Women Forum 2019, presented by Accor, in association with Entrepreneur Middle East, and du, was held on Monday, October 21, 2019 at Sofitel Dubai The Palm Resort & Spa. Held in partnership with RiiSE, Accor’s global parity and diver sity platform that boasts of a global mem bership of over 25,000 men and women from over 4,000 hotels and 100 countries, the event also had the support of Dubai Chamber of Commerce and Industry and Dubai Startup Hub, as well as Platinum Ally, Berkeley Assets; Gold Allies, Okadoc, Regus, and Multibank Group; Silver Allies, Virtuzone and Savills, Education Partner, The Univer sity of Manchester, and Ecosystem Partner, the Dubai Business Women Council. The RiiSE Conference: Achieving Women Forum 2019 commenced with opening remarks by Wissam Younane, CEO of BNC Publishing, the media house behind Entre preneur Middle East, who noted that the Achieving Women Forum’s partnership with RiiSE boosted its mission of elevating the conversation around women in the region’s business arena. “We are in awe of how this platform has been amplified by people like you in the audience today,” Younane said. “We’ve gotten numerous stories of impact as a direct result of the Achieving Women Forum. It is a platform created for you, that was then adopted by you; our community of achieving women who turned this annual event into a tool, and that is what has taken it to the next level.”
35 November 2019 / ENTREPRENEUR.COM / Sebastien Bazin, CEO, Accor Speaking on behalf of Accor, CEO Sebastien Bazin remarked on the conference’s objec tive of providing a platform for diversity and inclusion, and how it aligns with his group’s mission to advocate for gender parity, while Maud Bailly, Chief Digital Officer of Accor noted the significance of the platform as a driver of growth for women in the business arena. Getting the conference started with her welcome note, Hanan Ahmed, Senior Vice President – Corporate Governance and Company Secretary at du, and Chairwoman of EITC Women Council, pointed out the rising opportunities for today’s women in business in the region, and how the future requires a more united front from both women and men. “Together we are stronger, together we can rise,” she said. Moderated by Julia Chatterley, anchor and correspondent, CNN, the first of the panel discussions under the title Overcom ing Adversity explored perceptions around roadblocks in lives and careers, the different ways they can be overcome, and how such situations can be turned into learning expe riences. The panelists included Sebastien Bazin, CEO, Accor; Hannah Beswick, Partner ships Development Specialist, UN Women; Dr. Nazli Neftci, clinical psychologist and psychotherapist, Hamdi Kulahcioglu, Gen eral Manager – The Deal, Chalhoub Group; Lily Hoa Nguyen, owner and Executive Chef, Vietnamese Foodies; and Jessica Smith OAM, paralympian, author and speaker. The discussion was followed by a keynote speech by Erik Weihenmayer, the world’s first blind person to reach the summit of Mount Everest, who gave his personal take on overcoming barriers and fears, and engi neering your own path for the future. The second panel discussion, titled Break ing The Glass Ceiling, looked into tried-and- tested techniques and tactics that female executives have (and should make use of) to advance themselves in the workplace, with them sharing actionable advice that can be implemented to advance women’s careers. The discussion was driven by pan elists Roula Jouny, Group Managing Director, FTI Group; Debbie Stanford-Kristiansen, CEO, Novo Cinemas; Dr. Alia Al Serkal, Vice Presi dent – People Learning and Growth, du; and Assia Riccio, founder, Evolvin’ Women. The forum came to an end with a fireside chat featuring Julia Gillard, former Australian Prime Minister, and Maud Bailly, Chief Digital Officer, Accor, both of whom advocated for more women in leadership roles to foster new ideas, as well as for creating new avenues for diversity and inclusion.
36 / ENTREPRENEUR.COM / November 2019 The former Prime Minister of Australia spoke at the RiiSE Conference: Achieving Women Forum 2019 on her insatiable ambition for the creation of a more equitable landscape for women and men by TAMARA PUPIC JULIA GILLARD NO HOLDING BACK “GLOBALLY, IN MANY AREAS, FEMALE LEADERSHIP IS LOWER THAN 30%; SOME STATISTICS EVEN SHOW THAT IT IS CLOSE TO 20%. SO, I DID WANT TO MAKE A CONTRIBUTION TOWARDS WORKING OUT THE BEST WAY TO ENSURE THAT WOMEN CAN HAVE EQUAL JOURNEYS TO MEN.” CONFERENCE ACHIEVING WOMEN FORUM Julia Gillard, former Prime Minister of Australia speaking at the RiiSE Conference: Achieving Women Forum 2019
37 November 2019 / ENTREPRENEUR.COM / “IT DID GET CRAZY, AND ONE OF THE THINGS I HAVE LEARNT IS THAT BECAUSE I HAD NOT CALLED IT OUT EARLIER, IT GOT HARDER TO CALL IT OUT LATER.” NO HOLDING BACK | JULIA GILLARD Julia Gillard, former Prime Minister of Australia at the RiiSE Conference: Achieving Women Forum 2019 >>> A s the stage got set for the last session of the RiiSE Conference: Achieving Women Forum 2019, presented by Accor, in association with En- trepreneur Middle East and du, it was interesting to see that the number of people in the audience did not decrease, as usually happens at business events. Of course, the reason for this was our guest speaker, former Australia Prime Minister Julia Gillard, famous around the world for her support of edu- cation, women's leadership, and mental health-related initiatives. “My life has taught me that there really are things that hold women back, so I’m hungry to see us get together, and clear those bar- riers out of the way, so that we can see many women come through into leader- ship positions in various areas,” Gillard said, at the beginning of a fireside chat with CNN anchor and correspondent Julia Chatterley and Accor Group Chief Digital Officer Maud Bailly. “Globally, in many areas, female leadership is lower than 30%; some statistics even show that it is close to 20%. So, I did want to make a contribution towards working out the best way to ensure that women can have equal journeys to men.” For those even vaguely familiar with Gillard’s career, it is not necessary to explain why she can talk at length about “things that hold women back.” Original- ly from Adelaide, Gillard earned a degree in law from the University of Melbourne in 1986, and started her career at a private law practice where she eventually made partner, specializing in industrial law. In the late 1970s, Gillard joined the Australian Labor Party (ALP) Victorian Branch, rising through the ranks to become an ALP leader, and in 2010, she was sworn in as Australia’s first female prime minister. Over the three years of being Prime Minister (PM), Gillard was repeatedly confronted less with reasoned arguments, and more with gender-based criticism. “While I was the PM, a degree of stereotyping was everywhere, but I thought that the worst reactions to the first female PM would be in the early days of my prime ministership, that there would be some people saying they were not happy with having a female PM, but then there would be politics as usual,” Gillard told the audience. “Yet, politics as usual in Australia is a pretty rough old show; however, I thought it would not be different from what former PMs had experienced. What I actually found was that the most gender-based reactions did not come at the start, but towards the end [of my term], and always when the government had some troubles. The go-to insults always had a gender component in it, so people would be demonstrat- ing against a government policy, holding signs saying, ‘Ditch the witch,’ or how I should be put in a bag, and dropped into the sea. That left me joking that those people didn’t understand that they could not drown a witch like that, it wouldn’t work.” Gillard became the symbol of women’s fight for gender equality after her famous misogyny speech against Australian politician Tony Abbott, who, at the time, was the leader of the opposition in the country’s House of Representa- tives in 2012, with the 15 minute clip having been viewed millions of times on YouTube. Recollecting the barrage of misogynistic attacks she had been facing at the time, Gillard said that she wished she had given them the dressing down they deserved when they started up in the first place. “It did get crazy, and one of the things I have learnt is that because I had not called it out earlier, it got harder to call it out later,” Gillard said. “So, lesson number one is don’t let it get crazy, start calling them out from the beginning. Lesson number two is that it is not necessarily about the woman at the heart of it that needs to be the person to call it out, because, in my case, if there had been a man to come forward and say, ‘We won’t communicate like this,’ it would have made a big difference. When people see a woman in this situation, they say, ‘Why isn’t she doing something about it?’ But what they should ask is, ‘Why am I not doing something about it?’ It takes all of us coming together, and making that change.” Gillard shared the story of her tenure as prime minister in the memoir, My Story, published in 2014. Working on the memoir also prompted her to initiate global research into the ways in which gender impacts perceptions of leader- ship, which resulted in her becoming the inaugural chair of the Global Institute for Women's Leadership at King's Col- lege London. Throughout all this work, including her own podcast on female leadership, Gillard advocates against underestimating structural, cultural, and organizational barriers holding women
38 / ENTREPRENEUR.COM / November 2019 CONFERENCE ACHIEVING WOMEN FORUM "I’M HUNGRY TO SEE US GET TOGETHER, AND CLEAR THOSE BARRIERS OUT OF THE WAY, SO THAT WE CAN SEE MANY WOMEN COME THROUGH INTO LEADERSHIP POSITIONS IN VARIOUS AREAS.” Fireside chat with Julia Gillard, former Prime Minister of Australia, and Maud Bailly, Chief Digital Offficer, Accor, moderated by Julia Chatterley Julia Gillard, former Prime Minister of Australia, speaking at the RiiSE Conference: Achieving Women Forum 2019 back from top leadership positions. “I do think that the agendas of getting women to lean in, or about women behaving differently underestimate the structural barriers,” she said. “We’ve got to clear those structural barriers out of the way. To give you just an example of that, there was a wonderful experiment, which included regular meetings of male and female scientists, and the researchers watched their interactions in the room. They noticed that the women talked less than the men, concluding that it was a woman’s confidence problem. If we could get women to be more confident, they would speak more. Then, they looked deeper, and what they actually discov- ered was that, in that room of scientists, if a male scientist put forward an idea that was a bit right and a bit wrong, the dynamic of the meeting was to accept the bit that was right, and to collectively work on the bit that was wrong. But, if a woman put forward an idea that was a bit right and a bit wrong, it was dis- missed. So, the women rationally learnt that unless they were 1000% sure that their idea was right, it was better not to speak. I think that there are many subtle things here that take us back to this structure, and how everybody is listening and receiving when women bring in their contributions.” Gillard also opined on the increasingly talked about issue of women not sup- porting other women enough, or at all. “Sometimes we do see a bit of that be- havior, because we have all been schooled in the politics of scarcity,” she said. “A lot of times, many of us have been fighting to be that one woman who gets to be at the table, but now, we have to break out of that, and say that our fight really is not with the other woman, who is also trying to be the one woman at the table, but that our fight is against the system, so that there could be more women at the table.” In connection to that, Gillard went on to point out the im- portance of establishing a culture in the workplace that is in full support of gen- der diversity. “I know from my own ex- perience that you don’t change a culture, because you put one woman in a setting,” she said. “I won’t name the business, but it’s a global household name, whose chairman told me a story that they had had one woman on the board, and when they had been consid- ering a multi-billion dollar acquisition, all the men on the board had been in favor of it, the management had been in favor, and the woman hadn’t spoken, but he had noticed, and interpreted her body language that she had had something to say. So, he had invited her into the con- versation, and she had put in the argument that had made them all realize that it would have been be a multi-billion- dollar error. He told me that what he learnt from that was that if they had more women, they could create an environment where women could more easily speak, and they would not be at risk of not getting that one opinion.” In conclusion, Gillard is most confi- dent about the younger generation who, she believes, “is going to challenge and change” the way the world works. “I am a real optimist for the future, because I think that today’s younger generation is thinking, is mobilized, is intolerant of gender inequality, or inequality in general,” Gillard said. “They are looking at today’s leadership generation, and al- ready saying to us, ‘Why aren’t you doing better?’ Having said that, I do think we don’t just need not just to harvest that energy, but to use it for new purposes, and the toxicity of social media is one of the new challenges… One part of this agenda has to be how we deal with that kind of poison, and how we teach young women and young men to nurture a sense of self that isn’t going to be hostage to whether people are saying nice things about them or not.”
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40 / ENTREPRENEUR.COM / November 2019 The RiiSE Conference: Achieving Women Forum 2019 delved into how all of us can go about overcoming adversity by PAMELLA DE LEON BUILDING RESILIENCE CONFERENCE ACHIEVING WOMEN FORUM F rom perceptions around adversity in lives and careers, to facing crossroads, and explaining how it can be turned into learning experiences, the first panel of the RiiSE Conference: Achieving Women Forum 2019 featured insights on how each of us can deal with our biggest challenges and difficulties, and confront them with confidence and actionable strategies to conquer future obstacles. Moderated by Julia Chatterley, anchor and correspondent, CNN, the panelists included Sebastien Bazin, CEO, Accor; Dr. Nazli Neftci, clinical psychologist and psychotherapist; Hamdi Kulahcioglu, General Manager – The Deal, Chalhoub Group; Lily Hoa Nguyen, owner and Executive Chef, Vietnamese Foodies; Jessica Smith OAM, paralympian, author and speaker; and Hannah Beswick, Partnerships Development Specialist, UN Women. Here are a few highlights from the discussion: “OUR VULNERABILITIES ARE IN FACT ENABLING US TO LEARN MORE ABOUT OUR OWN LEVEL OF RESILIENCE, AND OUR OWN LEVEL OF ABILITY TO ADAPT TO NEW SITUATIONS." 1/ THERE ARE LESSONS TO BE LEARNT FROM THE ADVERSITIES WE FACE Smith, who was born missing her left arm and then suffered an accident as a toddler that saw her sustain burns to 15% of her body, said that she saw her life’s adversities had given her an advantage in the long run. “Our vulnerabilities are in fact enabling us to learn more about our own level of resilience, and our own level of ability to adapt to new situations,” she explained. “Our adversities equip us to take on new challenges.” 2/ LEARN THAT YOU DON’T HAVE TO DO EVERYTHING “We need to stop feeling guilty about not being able to do all the tasks at the same time,” said Vietnamese Foodies’ Nguyen, as she noted how women are often too hard on themselves when it comes to the goals they set for themselves, and how they go about realizing them. Delegation is the solution, and this is especially true for entrepreneurs, Nguyen noted, for them to have better personal and professional lives. “I need to be ready to free my mind, [and that would make me] able to do bigger things.” 3/ REMEMBER YOUR WORTH When faced with setbacks, it’s easy to fall into the rabbit hole of feeling inad- equate, and feeling sorry for ourselves. In such situations, Dr. Neftci said that as important it is to accept our shortcom- ings, one must also remember to actually know our capabilities, and embrace our achievements as well. “Know who you are, but also know what you can and can’t do,” Dr. Neftci said. Understanding this is key to advancing yourself in life and work, she said. “Own up to your own accomplishments.” But that is not to say that there can’t be structural issues that might de- limit one’s progress in life and work. For instance, women have challenges that are specific to them when it comes to advancing their careers. How do we get past them? UN Women’s Beswick replied that men and women will need to work together to make this happen. “If men and women aren’t part of the solution at all levels, lower, middle and senior management, we won’t have effective change,” she noted. 4/ DON’T BE AFRAID TO ASSERT YOURSELF Regardless of one’s experience or background, Accor CEO Sebastien Bazin encourages his employees (and everyone else, really) to let go of their worries about voicing their opinions when confronted with challenging situations, and that they learn to use each of these opportunities to improve themselves. "Give the answer, and speak with your heart,” he said, noting how the biggest limitations one has are often in one’s own mind. Of course, this is often easier said than done- but that’s where the leader- ship can set the tone at the top when it comes to how people in the organization respond and react to challenges, said Chalhoub Group’s Kulahcioglu. “We, as leaders, should walk the talk,” he said, noting that a company culture that al- lows for (and encourages) discussion and debate can go a long way.
RiiSE Conference: Achieving Women Forum 2019 First panel: Overcoming Adversity Dr. Nazli Neftci, clinical psychologist and psychotherapist Hamdi Kulahcioglu, General Manager – The Deal, Chalhoub Group Jessica Smith OAM, paralympian, author and speaker Lily Hoa Nguyen, owner and Executive Chef, Vietnamese Foodies Sebastien Bazin, CEO, Accor Hannah Beswick, Partnerships Development Specialist, UN Women 41 November 2019 / ENTREPRENEUR.COM /
42 / ENTREPRENEUR.COM / November 2019 ERIK WEIHENMAYER The world’s first blind person to reach the summit of Mount Everest, on what it means to live “a no barriers life” by TAMARA PUPIC OVERCOMING ADVERSITY (FOR REAL) CONFERENCE ACHIEVING WOMEN FORUM Erik Weihenmayer speaking at the RiiSE Conference: Achieving Women Forum 2019 I t’s not hard to figure out why Erik Weihenmayer was one of the biggest draws of the RiiSE Conference: Achieving Women Forum this year- he’s someone who has conquered Mount Everest- actually, all of the Seven Summits, the world’s seven high- est mountains. He has also completed the Leadville 100 bicycle race, and has kayaked the entire 277-miles of the Colorado River through the Grand Canyon. And he has done all of that (and more) despite losing his sight at the young age of 13. When looking for a speaker on overcoming ad- versity and fighting back from perceived failures, I doubt we could have found someone with a message stronger than the one which was delivered by Erik Wei- henmayer, the athlete, adventurer, author, activist, and motivational speaker. “What my talk does is that it takes the excuses away, such as, ‘I could have done this if it were not for this or that,’” Weihenmayer says. “It is a story about how I, as a blind guy, climbed mountains, and how I built the purpose behind those climbs, and how I built a great team, because there are a lot of things I cannot do, so, I need people to support me and lift me up. And how, even though I can’t see, I have figured out a way to live a purposeful life and contribute to the world. It makes people take the gloves off, and understand that no matter what is their background and ability, and their circumstances, and how difficult their lives have been, that they really can live this ‘no barriers life,’ and contribute to the world in some way or fashion. It’s an excuse elimination.”
OVERCOMING ADVERSITY (FOR REAL) | ERIK WEIHENMAYER “WE ALL GO THROUGH THE SAME PAINS, STRUGGLES, FEAR, SUFFERINGS. SO, THE POINT OF MY TALKS IS TO GIVE THEM A LENS INTO THEIR OWN LIFE, THEIR OWN PROCESS OF CREATION, AND CONTRIBUTION.” Erik Weihenmayer speaking at the RiiSE Conference: Achieving Women Forum 2019 Weihenmayer’s speaking career has seen him share the stage with the likes of George W. Bush, Al Gore, Tony Blair, Colin Powell, to name but a few, but also help countless entrepreneurs and corporate teams on how to overcome avalanches, blizzards, or high winds that come in life and business. “It’s for any 9-to-5 team that wants to understand what their potential is,” Weihenmayer explains. “Even though I might not know much about their specific business, I have accomplished some big things, and I have built great teams, so I have gone through that process of growth, and I think it’s good for them to hear about these things in a context differ- ent from their own. You are learning about yourself and your own journey, but through the lens of somebody doing something totally different, and stand- ing in totally different shoes, and having a totally different experience- but at the same time, at a macro level, it’s the same. It is a part of human nature to put up a wall between you and me, like, he is a blind guy climbing mountains, and they are different, just 9-to-5-ers but we are not different at all. We all go through the same pains, struggles, fear, sufferings. So, the point of my talks is to give them a lens into their own life, their own process of creation, and contribution.” Behind all of this is a philosophy of life aimed at inspiring and empowering everyone to live a “No Barriers Life,” a term Weihenmayer has coined for his set of principles on how to develop a mindset to continually challenge ourselves to grow and evolve. However, Weihenmayer is not hiding that his goal of changing and transforming an audience can be achieved in many different, often surpris- ing, forms. “Early in my speaking career, a guy came out to me after the talk, say- ing, ‘This talk has changed my life. I’m out of here,’” Weihenmayer says. “And I was like, ‘No, it wasn’t the point of my talk for you to quit.’ I was really surprised actually, and a little bit taken aback, but after thinking about it and talking with some people I respect, they said, ‘You’ve just saved that company a ton of suffer- ing and misery, because he wasn’t a fit to be there, he didn’t find his purpose there, and you kind of helped quicken the process that was inevitable anyway.’ So, that’s not something a company wants to hear, and although it was surprising, I felt like I did that team a service, because he was not meant to be there.” Another insightful anecdote, Weihenmayer shares, happened when an attendee approached him after one of his talks, saying that hearing Weihenmayer’s story “made him feel bad [about his own life].” “Although I want to motivate people, instead of making them feel bad, it is a universal thing that, when you start a process of change and growth, you do feel bad a lit- tle bit, and you do feel empty,” Weihen- mayer adds. “Sometimes, great positive things begin with a bit of discomfort and negativity, so I thought that maybe it was good for that guy to struggle, question himself, and search a little bit.” >>>
44 / ENTREPRENEUR.COM / November 2019 “'CLIMBERS' ARE THOSE PEOPLE WHO CONTINUE TO CLIMB, TO GROW, AND INNOVATE, AND CHALLENGE THEMSELVES, EVERY DAY OF THEIR LIVES, UNTIL THEY DIE.” CONFERENCE ACHIEVING WOMEN FORUM Erik Weihenmayer speaking at the RiiSE Conference: Achieving Women Forum 2019 Erik Weihenmayer speaking at the RiiSE Conference: Achieving Women Forum 2019 Weihenmayer is also the founder of the No Barriers organization, a non-profit that helps people overcome various chal- lenging experiences. “It’s a non-profit, a movement, where we bring together pioneers, people who have challenges,” he says. “Be it veterans who have been hurt in the battlefield, or children who have had struggles, both physical and emotional, so both visible and invis- ible things, such as addiction, or post- traumatic stress disorder (PTSD), or struggling with anxiety, or they could be business leaders who are struggling to bring something new to the world, so it’s a very diverse community that leans in and says, ‘Let’s get stronger together, and solve these problems together.’” The US-based organization holds large events, such as a two-day summit in New York City, but also smaller group outings, all aimed at helping people contribute back to the world. “We bring these pioneers who have broken the barriers themselves, who have pushed the envelope in science, art, technology, or any other aspect of life, to deliver workshops or give talks to give a glimpse of what this no barriers life looks like, and what they have done to build it.” Weihenmayer has authored multiple books, including his memoir, Touch The Top Of The World: A Blind Man's Journey To Climb Farther Than The Eye Can See. His second book, The Adversity Advan- tage: Turning Everyday Struggles Into Everyday Greatness, was co-authored with Paul Stoltz, while his most recent one, No Barriers: A Blind Man's Jour- ney to Kayak the Grand Canyon, was co-authored with Buddy Levy. In terms of his message for enterprising audiences around the world, Weihenmayer says that he often prefers to talk about a concept developed by Stoltz for the book. “In that book, we talk about ‘quitting, camping, and climbing.’ We made up these terms, while ‘quitters’ are self-explanatory, ‘campers,’ I would describe as people who climb to a certain point and stop. They get to a plateau, and they think it’s a nice safe spot to stop, like no more pain and suffering, no more challenges. And ‘climbers’ are those people who continue to climb, to grow, and innovate, and challenge themselves, every day of their lives, until they die. I think that under- standing these categories in which we all fall into, and then deciding to continue growing and challenging yourself, instead of choosing to settle, to camp, to begin to stagnate. That’s a framework for growth that helps you understand where you are now, and what you are striving for.”
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46 / ENTREPRENEUR.COM / November 2019 Female execs voiced their thoughts on breaking the glass ceiling in the MENA region at the RiiSE Conference: Achieving Women Forum 2019 by TAMARA PUPIC GETTING A SEAT AT THE TABLE CONFERENCE ACHIEVING WOMEN FORUM T he second panel discussion at the RiiSE Conference: Achieving Women Forum 2019 saw Roula Jouny, Group Managing Director, FTI Group; Debbie Stanford-Kristiansen, CEO, Novo Cinemas; Dr. Alia Al Serkal, Vice President – People Learning and Growth, du; and Assia Riccio, founder, Evolvin’ Women, voice their opinion on the tools and tactics that women can use to break the glass ceiling in their respective workplaces. Here are a few highlights: RiiSE Conference: Achieving Women Forum 2019 Second panel: Breaking the Glass Ceiling 1/ EMBRACE THE CHALLENGE “For me, it has never been about the glass ceiling, but I always say that it’s more about the glass floor, meaning that it’s more about how much confidence and courage you have to take that first step,” Evolvin’ Women’s Assia Riccio said at the forum. “I come from the south of Italy, a community whose social norms have created an image that a woman should only be a mother, so after the first year of my marriage, my parents wondered why I was not pregnant, and the year after, it was already about the questions of which one of us had a problem. At that moment, for me, it was about how much courage I had to voice my decision not to have children.” Dr. Alia Al Serkal, Vice President – Peo- ple Learning and Growth, du, echoed this sentiment by saying, “The glass ceiling depends on how one perceives it. Initially, at the beginning of one’s career, you may see it as the glass ceiling. But as you move and progress, and understand how to navigate the work environment, you break that glass ceiling.” The experience of Roula Jouny, Group Managing Direc- tor, FTI Group, was different. She said, “For me, it has been a journey of breaking through the glass ceiling. First of all, I got married very young, at 19 years old, and after four years of bad marriage, I had to escape with my young son, and had to come to this region, where I started a suc- cessful business and raised my son on my own. After 10 years in this region, I went to Europe, where you would have ex- pected that things would have got easier, but then I realized that the UAE had been a blessing for a woman like me when seen in contrast to other countries.” >>>
RiiSE Conference: Achieving Women Forum 2019 Second panel: Breaking the Glass Ceiling Assia Riccio, founder, Evolvin’ Women Dr. Alia Al Serkal, Vice President – People Learning and Growth, du Roula Jouny, Group Managing Director, FTI Group Debbie Stanford- Kristiansen, CEO, Novo Cinemas RiiSE Conference: Achieving Women Forum 2019 47 November 2019 / ENTREPRENEUR.COM /
48 / ENTREPRENEUR.COM / November 2019 CONFERENCE ACHIEVING WOMEN FORUM “TODAY, THE WORKING WOMAN HAS BECOME THE NORM, BUT WHAT IS STILL NOT THERE IS HAVING A WOMAN AT A HIGH EXECUTIVE LEVEL. IT’S NOW ABOUT TIME AND AWARENESS. JUST AS THE EDUCATION GAP BETWEEN MEN AND WOMEN HAS BEEN CLOSED, NOW WE NEED TO CLOSE OTHER GAPS AND IN DIFFERENT SECTORS.” Novo Cinemas CEO Debbie Stanford- Kristiansen added, “If you had asked me that question 25 years ago, I would have said yes, there really was a glass ceiling, but for me right now, there is no glass ceiling anymore. I grab every opportu- nity that comes my way, because I don’t want to live my life with any regret, even if I have made poor decisions along the way. Having that confidence of how I can rebound from those decisions, and take myself forward keeps me grounded, but 25 years ago, I didn’t have that confi- dence at all.” 2/ BUILD YOUR SUPPORT SYSTEMS Stanford-Kristiansen explained that mentorship had a huge role in boosting her self-confidence. “They say that mentors see things in you that you don’t see yourself, and they help you to bring that confidence out,” she said. “When I was 25, I was in the travel industry, and I had an amazing boss. I went on a business trip to Jordan with him where we were supposed to be presenting to the Travel Trade by the Jordanian Tourist Board. We got to the event, and about ten minutes before he was about to go on stage, he said that that day would be different, because I was going to be presenting. I was absolutely petrified, and I said that there was no way I could do it. He said, ‘I wouldn’t put you in this situation unless I believed you were ready for it.’ It was because of the fear of letting him down that I got through it. 20 minutes later, that exhilarating feeling of overcoming one of my greatest fears of standing up in front of people and presenting was the most amazing feeling.” Du’s Dr. Al Serkal pointed out to another reason why mentorship was im- portant. “In 20 years’ time, 75% of roles will be different or not exist anymore,” she said. “So, it’s not about skills any- more, but about behaviors which include agility, being dynamic, being curious, be- ing out there, and ready for whatever we have to embrace. I think that as long as we can develop the workforce, both men and women, to be ready for whatever the future will bring, that will be a way of closing the gap as well. For that reason, at du, we are about to create a council where both men and women will be mentored in order to make them realize that there are no barriers to how much they can grow.” Riccio noted that that the mission of Evolvin’ Women has been essentially derived from mentorship. “We work with women who have gone through violent experiences, and one thing that we do with them before we even start seek- ing help from other people, is to teach them to pat themselves on the back, and celebrate small achievements,” she said. “Once you do that, learn to be kind to themselves, you’ll need less help from others, and then, of course, mentorship is the next step.” 3/ RISE WITH, NOT AGAINST, EACH OTHER When it comes to women advancing in their careers, Stanford-Kristiansen said, “Women cannot make it on their own, just as men cannot make it on their own. They need to support each other. Today, the working woman has become the norm, but what is still not there is having a woman at a high executive level. It’s now about time and awareness. Just as the education gap between men and women has been closed, now we need to close other gaps and in different sectors.” Jouny put forward an idea in this re- gard. “In order to make sure that we have more women rising to top positions, I believe that we have to set the mandates when looking for top executive positions, in order to have as many women as men at the final interview stage,” she said. “So, we need to mandate that for final interviews, and then assess purely on skills.” However, Stanford-Kristiansen said that women need to be more supportive of each other. “I faced an issue with a woman during my career; it wasn’t a boss, but a counterpart whom I really admired, but I didn’t realize that she felt threatened by me, which is a very sad thing to experience,” she said. And how does she deal with these kind of sce- narios? “I kill with kindness,” Stanford- Kristiansen continued. The only way I can deal with those situations is to be the nicest person I could possibly be. I won’t allow someone to treat me badly and to put me down, but that makes me more energized to be nice to and to help those people, because I actually felt sorry for that person needing to break some- body else down, especially other women. We should be bringing each other up.” 4/ CHANGE STARTS AT THE TOP All of the speakers noted that a societal culture that actively supports women is integral to the advancement of women in the workplace, and the UAE has been a great example in terms of a nation that’s actually walking the talk, they said. “The UAE is known to be one of the most competitive business environments, but still, every day of my hard work has paid off,” said Jouny. “Not for one day did I think that as a woman I would be less privileged than a man. That has happened in other countries, not here.” Assia Riccio, founder, Evolvin’ Women, added, “Once, I was asked by an investor what my family plans were when we talked about my business plan- and that was not in the UAE. In return, I asked him whether he would ask my husband the same thing if he had been there, but he just moved on from there. So, when it comes to this, and in terms of opportuni- ties, we are so lucky to be living in the UAE when compared to other countries. Also, when it comes to gender imbalance, which is a really complex topic, and to address it you need to create differ- ent systems, in your workplace, in your family, and an important part is finding channels where you can share and con- nect with others. In the UAE, we have the Women Empowerment Principles Committee, which is a great platform for all of us to share best practices in this area. It is important, because sometimes we need to unlearn what we know and embrace change, little by little.”
Erik Weihenmayer speaking at the RiiSE Conference: Achieving Women Forum 2019 Hanan Ahmed, SVP – Corporate Governance, du, and Chairwoman of EITC Women Council, RiiSE Conference: Achieving Women Forum 2019 Julia Gillard, former Prime Minister of Australia Julia Chatterley, anchor and correspondent, CNN Wissam Younane, CEO, BNC Publishing ECOSYSTEM PARTNER SILVER ALLY SILVER ALLY EDUCATION PARTNER GOLD ALLY GOLD ALLY GOLD ALLY PLATINUM ALLY 49 November 2019 / ENTREPRENEUR.COM /
50 / ENTREPRENEUR.COM / November 2019 INNOVATION FOR IMPACT BROUGHT TO YOU BY SAUDI ARABIA’S TALENT POOL IS WAKING UP TO THE OPPORTUNITIES PRESENTED BY THE COUNTRY’S ENTREPRENEURIAL DOMAIN TAKING THE LEAP by MEGHA MERANI
51 November 2019 / ENTREPRENEUR.COM / “MOST SAUDI FAMILIES FORCE [THEIR CHILDREN] TO STUDY ENGINEERING AND MEDICINE. THAT'S WHY A LOT OF THEM ARE UNEMPLOYED. THERE IS AN EXCESS SUPPLY [OF ENGINEERS AND DOCTORS] AND THEY ARE ASKING FOR HIGH SALARIES WHEN THERE AREN'T ENOUGH JOBS.” >>> TAKING THE LEAP | SAUDI ARABIA'S TALENT POOL Hashim Alhussaini, co-founder & Managing Director, Monimove H ashim Alhussaini has had first-hand experi ence with and insight into the entrepreneur ial landscape in the Kingdom of Saudi Ara bia. The Saudi national has founded five startups over the past decade, and as such, has had his share of being turned down by potential recruits, including trusted friends, back when the ecosystem was almost non-existent. “When I started in Saudi Arabia 11 years ago, people were laugh ing at me,” he recalls. “Friends who I wanted to bring [onboard] (because I wanted to work with trusted people) said: 'Sorry Hashim, how can we come with you? Maybe you will close this small company [if it] will not succeed after four or five months, and then I will have to go find another job.’” But responses like these are beginning to change, especially after Saudi Ara bia’s ambitious economic reform plan Vision 2030, driven by Crown Prince HRH Mohammed bin Salman, set rais ing the current contribution of small and medium-sized enterprises (SMEs) to the GDP as a top priority. “Today, I'm hiring a lot of these people who were laughing at me,” Alhussaini says, as part of his current role as co-founder and Managing Director of Monimove, a B2B fintech platform that enables fund providers to create live links between the projects they are funding, and the results being produced. Monimove, which has been in the works for three years and launched just 60 days ago, is still at pre-revenue stage but has received an official valuation from De loitte of $2.4 billion as a projection over three years. Monimove is based in the UK, and it operates globally with offices in London and Delaware, an office in Dubai for its operations in the Middle East and North Africa, and now, a branch in Saudi Arabia for which he is currently recruiting. In a recent meeting with H.E. Dr. Nabeel Koshak, CEO of Saudi Venture Capital (SVC), Alhussaini says the executive asked him why, as a Saudi citizen, his company was based in the UK, and operating from the UAE. “I told him [that] I am loyal to my country, [and] would have loved to [setup in Saudi], but three years ago, no one wanted to listen to innovation. No one wanted to support the youth, and believe in new ideas that change the world. That's why we setup in the UK. We came to Dubai, because we found that people here would really like to support innovation.” But the environment is rapidly changing now, Alhussaini says. “[From] What I've seen here the last couple of weeks, we are going to be better than Germany in the next few years.” Game of guts But developing the startup ecosystem in the Gulf's largest economy will take time, says Ahmad Alzaini. It all comes down to “risk,” explains the co-founder and CEO of Saudi cloud-based point- of-sale system for F&B businesses, Foodics, of trading a generous paycheck and the cushy security of working in the public sector or for large multinational corporations, in exchange for a more challenging life at a startup. Foodics announced that it raised US$4 million in Pre-Series B funds in June this year, taking its total investment raised so far to $8 million. “It's always been really hard and a big challenge finding talent and convincing [them] talent to leave their comfortable and stable jobs to shift to a startup and come to Foodics,” he says. “Family plays a very huge role on convincing the talent not to take a risk.” The mentality has been passed down for generations, Alhussaini adds. “Their fathers and their grandfathers used to say learn in school, because you have to go get a secure government job and a salary.” he says. “This is the conventional thinking that they've been raised with. Even if you offer them money, or more money, they will say the most silly things [like], 'How can I be sure if [the company is] going to carry on for six months or not?' They don't believe in sacrificing today for tomorrow. They don't want to have the guts.” A report by Wamda Research Lab (WRL) in 2017 said a survey among university and vocational school learners found that more than half of students still preferred to work for the government, even after announcements were made about prospective cutbacks in civil service recruitment. Forced choices of study major also impact expectations and employability, Alhussaini says. “Most Saudi families force [their children] to study engineer ing and medicine,” he explains. “That's why a lot of them are unemployed.
52 / ENTREPRENEUR.COM / November 2019 SAUDI'S VISION 2030 PLAN WAS DESIGNED TO ATTRACT FOREIGN INVESTMENT, CREATE JOBS FOR CITIZENS AND MOST IMPORTANTLY, DIVERSIFY THE ECONOMY AWAY FROM DEPENDENCE ON OIL AFTER CRUDE PRICES PLUMMETED IN 2014. TAKING THE LEAP | SAUDI ARABIA'S TALENT POOL “IN ANY GROWING ECONOMY THERE'S GOING TO BE A NEED FOR MORE TALENT. THE IDEAL APPROACH IS ALWAYS TO SOURCE [TALENT] LOCALLY, ESPECIALLY IF YOU'RE SOLVING LOCAL PROBLEMS. WHAT'S EXCITING ABOUT STARTUPS IN SAUDI IS THAT THEY'RE WORKING ON SOLVING LOCAL NEEDS.” Ayman Itani, business growth specialist There is an excess supply [of engineers and doctors] and they are asking for high salaries when there aren't enough jobs.” On the other hand, Alhussaini says the lack of people with both financial and technology expertise is a chal lenge as well as those with knowledge in supply chain and logistics, all big sectors that are currently undergoing massive digital transformation. “There is lack of availability of developers, data engineers and machine-learning experts,” Alzaini adds, and the available pool only gets even smaller for early- stage startups. “Early stage companies are facing more difficulties to find and convince talent, but it becomes easier as the company gets bigger in size and value,” he explains, adding that hiring dynamics typically change right after a round of funding makes headlines. In all fairness, potential recruits aren't wrong to be skeptical, he ac knowledges. “They are aware about the companies that go bankrupt, so a good reputation in the ecosystem matters too.” The most challenging hire is find ing a co-founder to take the risk with you, Alzaini adds. A good start But while the majority are still “reluc tant” to take the leap, Alhussaini be lieves the minority is a good start. “As with everything, you are changing or disrupting the thinking of the people,” he says. The mentality among Saudi youth is also changing owing to this generation's Silicon Valley successes, he notes. “They've seen that the people who did Facebook, WhatsApp, Google, and so on, are all young people.” And it's vitally important for the country's future prosperity perceptions change, Alzaini insists. “In America, 90% of the government's revenue comes from the startup companies like Google, Apple, Amazon, [and] Facebook,” he points out. Saudi's Vision 2030 plan was de signed to attract foreign investment, create jobs for citizens and most impor tantly, diversify the economy away from dependence on oil after crude prices plummeted in 2014. The government's target is to raise the contribution of SMEs to GDP from 20% to 35% by 2030. Dubai-based business growth special ist Ayman Itani, who advises founders and governments that run startup pro grams in the UAE and Saudi Arabia, is bullish on the changing scene. “In any growing economy there's going to be a need for more talent,” he says. “The ideal approach is always to source [tal ent] locally, especially if you're solving local problems. What's exciting about startups in Saudi is that they're work ing on solving local needs.” And with success stories in the region, like Uber's acquisition of Dubai-based ride hailing app Careem for US$3.1 billion, the largest technology sector transaction in the Middle East so far, as well as other exits in the region, Itani says he witnesses more and more indi viduals in the Kingdom wanting to shift to entrepreneurship every day. “They're leaving their comfortable jobs to go to challenging startups. They're putting in their own money and family money as well, because they are eager to do so now and also it's more socially accept able due to the success of Careem.” Moreover, with many startups of fering workers ownership interest in the company through employee stock ownership plans (ESOPs), Itani says talent are become more tempted to venture into the ecosystem. “Even if they're not starting their own business, they want to be part of a growth story,” he explains. “That gives them long-term benefits as well, financially, or as an alumni of the startup. One talent trend that I see that I think is encouraging for everybody is that let's say you work with an early stage startup, as that startup and its name grows, you become wanted, and can move on to a bigger startup. So, you could be vested in this one, and have moved on.”
53 November 2019 / ENTREPRENEUR.COM / “THERE IS LACK OF AVAILABILITY OF DEVELOPERS, DATA ENGINEERS AND MACHINE-LEARNING EXPERTS. EARLY STAGE COMPANIES ARE FACING MORE DIFFICULTIES TO FIND AND CONVINCE TALENT, BUT IT BECOMES EASIER AS THE COMPANY GETS BIGGER IN SIZE AND VALUE." Ahmad Alzaini, CEO and co-founder, Foodics The real struggle for founders, Itani adds, is hiring the right person based on their budgets. “They always want a higher level of talent than they have, as they're always trying to level up,” he says. “[But] this is not a Saudi issue, it's a startup issue because in any city, members of startups aren't a 100% fit [for the role] but that's what helps them be able to succeed.” A change in mindset Sharing stories of failures and suc cesses with youth is crucial to shifting the mindset, Foodics' Alzaini says. The successes are important to inspire and show them what's possible, and failures are to help them learn from the mis takes of predecessors who have more experience. “I believe colleges play a very important role in encouraging entrepreneurs to start their career and take a risk at early ages so they always have time to recover,” Alzaini says, adding that he has been approached by many students to share his story as a business case study and speak at events. They would have less responsi bilities at a younger age, he adds. “No wife, no kids, they can do whatever they want. If they fail, they can go get a job.” Ultimately, Alzaini adds, recruit ing is “all about sharing your belief” with your team. “The only way we can convince them is by sharing the vision and invite them to be a part of the vi sion,” he says, explaining that his pitch when hiring includes selling the idea of feeling that you are making an impact that is proportional to output. “In big companies, you cannot find impact. My question to people is do they want to be part of a passionate team, want to be agile, [whether] they find risk really interesting, [whether they] need to be a part of the new thing in the country, part of development and disruption. If you're a qualified person, you shouldn't worry about your future. Because if you fail for example, you'll still have experi ence, and you can join another career, or you will have an idea to found your own company, and be an entrepreneur.” Not everybody can work at a startup, he warns. “People who like to be part of a change, this is the guy that we are looking for. People who like to just watch what's happening, they're not for us.” Monimove's Alhussaini has his own story with potential hires. “I tell them I am an example [because] I worked in a bank,” he says. “One of my friends was working in a very presti gious bank in Saudi Arabia, and he's now joining me as Operations Director. Now, we're about to hire [more people] in Saudi, and I know, for example, if someone is taking SAR10,000 a month, I will tell him: 'Come [work with us]. You know you're going to add value, For me, I'm going to have billions so my job with you is not for you to just be staff. Come, take the experience, take more salary, be a partner [through] revenue sharing, and I don't want you to stay with me [indefinitely]. If you want to stay with me, it's ok, but my goal is to give you the experience and transfer the knowledge so you can go make yourself an entrepreneur and make another business, and you can even become a customer of me or I can become a cus tomer of you.' If you talk to them with this language, they want to go for this.” Meanwhile, as many young Saudis are getting themselves educated in pres tigious business schools, Alhussaini's question to them is: “Why are you get ting an education in a business school, if you are only going to remain an employee? Why is your father spending so much on you just to go get a job, and you stay for your entire life in a job? Go take the job, get the experience, and then go [build something].” Alhussaini admits that he's an anom aly though. Rather than dealing with discouragement from family against risking life as an entrepreneur, he's had the rare advantage of having his father as his co-founder. But political will and reforms have already powered big waves of transformation across the desert state. “I went to Saudi [in Octo ber]... and we've seen something that we couldn't believe in how the country is changing now,” he says. “We found people of action [and] people who re ally want to listen to innovation.” Unlike three years ago, Alhussaini says banks and government institutions he met with “saw the problem” and understood the solution his startup offers. “They agreed that we have the right solution that will make a big advantages and leverage the national economy. We're not coming to solve a local problem. Hidden operational risk is a global problem in the entire lending cycle, whether by governments or by banks. This is a problem we've lived with for years.” More significantly, what he found in the new Saudi is expedited response times. “They took action immediately, and they said, ‘Ok, let's go and do it,’” he recalls. “They sent us an email immediately. Can you imagine a govern ment entity sending you an email in five minutes after a meeting? This is like a dream. Two years ago, if they reply to you after six months or one year, you are a champion. Now everything has changed. We are very proud of this.” He adds: “Our Crown Prince has said we can be number one. I believe we can be. If you see the Saudi youth that I'm now seeing every day, it is something really incredible, something that we've never seen before.”
54 / ENTREPRENEUR.COM / November 2019 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. IN A FRAME SONY RX100 VII IMAGES COURTESY SONY | HP | HONOR TECH SHINY The Sony RX100 VII is a premium compact camera for enthusiasts who want to shoot like a pro. Borrowing technologies from Sony’s full-frame mirrorless Alpha 9 camera, RX100 VII takes still photos and video shoot- ing to a whole new level. A newly developed 1.0-type stacked Exmor RS CMOS image sensor and the latest generation BIONZ X image processor offers better autofocus and speed. The camera performs AF/AE calcula- tions up to 60 times per second, and captures fast moving action at 20fps with AF/AE tracking, ensuring that you don’t miss a single moment of action. Keep fast moving objects in view with advanced real-time tracking, which uses object recognition technology based on artificial intelligence. RX100 VII also offers professional level video making with 4K movie recording, and editing capabilities through the Image Edge mobile application. Physically, the camera has all the same bells and whistles as its predecessors, including a 180-degree flip screen, an external microphone jack, and Bluetooth sup- port. With all of this ground-breaking technology (and a host of other features), RX100 VII is truly a profes- sional tool that fits in your pocket. Sony RX100 VII Sony RX100 VII
55 November 2019 / ENTREPRENEUR.COM / #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. POP UP HONOR 9X #TAMTALKSTECH | GADGETS AND DOODADS THAT YOU MIGHT’VE MISSED OUT ON Honor 9X takes smartphone photography to a whole new level with a 48MP triple cam- era, and its stunning X-shaped design. The front of the Honor 9X boasts an immersive 6.59” FullView Display with no notch or cut-out on the screen, providing a seamless viewing experience with no distrac- tion. Its LCD screen boasts an impressive 91% screen- to-body ratio thanks to the pop-up mechanism of the front camera, which retracts back to the device when it’s not in use. Honor 9X offers you a host of other features including 6GB of RAM, 128GB of expandable internal storage, a USB Type-C connector, a 3.5mm headphone jack, and a 4,000mAh battery to keep you going all day. COOL QUOTIENT HP ELITE DRAGONFLY HP helps you and the planet with its first notebook that is made of ocean-bound plastics. HP Elite Dragonfly, a light, compact laptop for profes- sionals on the move is crafted from CNC-machined magne- sium finished in a command- ing, iridescent Dragonfly Blue. The 13-inch durable device is powered by an 8th Gen Intel Core processor, and features proprietary HP technology, including HP Sure Sense which defends against mal- ware attacks using artificial intelligence, HP Sure Recover to get your machine back up and running in a snap, and HP Privacy Camera to help you control what you share with the world. HP Elite Dragonfly HP Elite Dragonfly Honor 9X
56 / ENTREPRENEUR.COM / November 2019 Brioni SS19 Brioni SS19 CULTURE TRAPPINGS ‘TREP TRIMMINGS THE EXECUTIVE SELECTION From better goods to better wardrobe bests, every issue we choose a few items that make the approved executive selection list. In this issue, we present our picks from the Digel Autumn/Winter 2019 range, a staple for your olfactory senses, and more. SUBTLE STYLE DIGEL For this year’s Autumn/Winter collection, the Digel brand wants to offer you complete looks that run the gamut from sport jackets to trousers, and scarves to shoes. For the entrepreneur on the go, suits have been broken up to show off both their relaxed sides, as well as their ready-to-take-on-the-boardroom vibes. This line has had its pieces showcased by Michelin-starred chef Andreas Bagh in his hometown of Copenhagen, Denmark, which is a nod to Digel’s ethos of designing fashion for “real people with real stories.” Warm and cozy, lightweight flannel materials make its mark in the collection, along with a mix of patterns, checkered jackets, striped waistcoats, and plain trousers in shades of grey, alongside pigments of navy blue and beige. digel.de Digel Autumn/Winter 2019 Digel Autumn/Winter 2019 Digel Autumn/Winter 2019 Digel Autumn/Winter 2019 Digel Autumn/ Winter 2019
57 November 2019 / ENTREPRENEUR.COM / REVISITING A LEGACY GIVENCHY Created by perfumers Dominique Ropion, Anne Flipo, and Fanny Bal, the L’Interdit is a reinvention of the legendary scent that was launched in 1957, one of the first perfume creations from Givenchy, dedicated to actress Audrey Hepburn, a renowned muse of the House’s founder, Hubert de Givenchy. Its 2018 version offers a distinct composition, composed from the basis of contrast between a mix of white flowers (including jasmine, tuberose, and orange blossom), and intense woody and earthy notes of patchouli and vetiver. Perfect for the cooler days ahead, this scent comes across at first with a touch of sweetness, but if you give it a few seconds, there’s a floral woody touch that then compliments its blend. givenchy.com CHANNELING YOUR INNER CLEOPATRA CAESARS BLUEWATERS DUBAI’S QUA SPA This month’s spa review took us to Dubai’s newest island oasis, Caesars Bluewaters Dubai, which is the Caesars brand’s first ever non-gaming resort. Its Qua Spa boasts eight treatment rooms, a relaxation lounge, and male and female facilities with rock saunas, aroma steam rooms, experience showers, and ice fountains. It is their distinct treatments that makes this newly-opened venue particularly interesting, such as a Quartz Bed, which is based on hot sand therapy originally used in ancient Egypt to treat medical ailments, or an Iyashi Dome, which is inspired by a traditional Japanese practice (Suna Ryoho) where the locals bury themselves in the sand near hot springs on the beach to eliminate toxins. Overall, the spa’s offering is centered around five elements for perfect qi. For my very first visit, I booked myself into a 90-minute 24 Carat Golden Glow facial, which is a treatment offered in partnership between Qua Spa and British beauty pioneer, Carol Joy London. It is a three-part facial that includes cleansing the skin of any impurities and blackheads, a stage focused on cell renewal and skin rejuvenation, and finally, the gold mask. Throughout the treatment, my therapist combined clinically proven pure triple-action collagen and refined golden millet oil, both designed to revitalize dry and dull skin, and give it a natural glow. For those interested in treatments aimed at achieving an age-defying appearance, a visit to Qua Spa should be on your to-do list. caesars.com/dubai/qua-spa/ EDITOR’S PICK 'TREP TRIMMINGS | THE EXECUTIVE SELECTION IMAGE CREDIT DIGEL | GIVENCHY | CAESARS BLUEWATERS DUBAI by TAMARA PUPIC PERSONALIZED PROWESS PICCOLA For the #bosslady always in and out of the office, you’d be interested in Piccola’s hand-painted pieces by expert artisans to spruce up your look. The Croatian brand creates personalized accessories, and is known for their woven basket bags and clutches, as well as luxe cashmere scarves, wool berets, and more. Buying from Piccola will add a personalized touch to your look- and you’d also be supporting an entrepreneurial pursuit launched by Doriana Miletić in 2016. piccolacreations.com Piccola Piccola
58 / ENTREPRENEUR.COM / November 2019 A s soon as Netflix documentary of the Fyre Festival fiasco dropped, I rushed to watch it. Brim- ming with the sordid details of one of the most disastrous music events in history, the feature ex- ceeded my expectations, leading me to watch it again, and again, and again- after all, who doesn’t enjoy witnessing a train wreck in slow motion? Aside from fueling hundreds of memes and providing thousands of viewers with much-needed humor, the documentary was a cautionary tale detailing what not to do when starting up a new venture. It still is a valuable lesson in business that should forever be immortalized in a busi- ness school syllabus. In the span of a week, I had watched the Netflix feature every single day, replaying parts of it over and over. My interest in it bordered on compulsion. It wasn’t long before this obsession signaled a much deeper root cause- I was seeing the same mistakes that I made during my stint as an entrepreneur. It suddenly made sense; I was witness- ing someone else make rash business moves similar to the ones I had taken a year earlier. It was easier for me to watch Fyre Festival co-founder Billy McFarland fail, than to confront the path that led me to give up on a lifelong dream. As soon as I began my career in ad- vertising, I set my eyes on launching my own superior agency by the age of 25. I used my time in the industry to hone my skills, diversify my experience, and gain a deep understanding of the ins and outs of advertising. By late 2017, I was ready to put all that I’ve learned to the test, and just in time to become the 25-year-old entrepreneur I envisioned myself to be by launching INTEGR8. I began by tackling the es- sentials: a solid business plan, a cohesive brand strategy, and an innovative, albeit idealistic, vision. The thrill of running my own creative powerhouse nearly blinded me. I was overtaken by fantasies of pitching for the region’s biggest accounts, launching award-winning campaigns that would put Donald Draper to shame, and posing for my portrait in Forbes’ 30 under 30 list. While being able to envision a clear career path for yourself is admirable, Ayman Jaber is a digital and social media strategist with experience working across a multitude of industries spanning automotive, entertainment, and construction. As a finance graduate, Ayman combines his knowledge of data analysis with a passion for creativity to develop innovative and holistic communications solutions. Lessons from launching -and failing at- an entrepreneurial pursuit by AYMAN JABER WHAT NOT TO DO WHEN STARTING UP CULTURE LIFE COVER ART FOR FYRE COURTSEY NETFLIX | BILLY MCFARLAND WEB SUMMIT IMAGE COURTESY THE COMMONS
59 November 2019 / ENTREPRENEUR.COM / failing to acknowledge your own capabili- ties and limitations will always be your undoing. After 18 months of self-reflection and 40+ Fyre Festival reruns, I’m finally able to jot down a list detailing the causes of INTEGR8’s untimely demise. While McFarland’s endeavor was much larger in scale, I saw parallels within my own expe- rience that can be applied to a business of any size. 1. Yes, marketing is important, but it’s not the most important aspect Fyre Festival’s failure can be attributed to multiple causes: an unrealistic vision, a conman for a CEO, and an unorthodox method of retrieving water containers. However, the most glaring mishap is the extravagant marketing plan and budget that overshadowed the operational side of the business. With US$250,000 being spent on a single Instagram post by an influencer, one can see why guests ended up with doggie bags, in lieu of the gourmet meals they signed up for. As someone who has spent his entire career focusing on the communication aspect of a business, I knew that spend- ing money on building awareness for the agency was the right call. From the get-go, I invested what little I had into the crea- tion of ridiculously extravagant business cards that would portray to any prospec- tive client that INTEGR8 breathes creativ- ity. The cards were meant to showcase our capabilities and innovative spirit. My next ill-advised move was to place INTEGR8 at the center of the creative world by sponsoring an industry event. For a company that hadn’t seen the sliver of a profit since its conception, spend- ing money on logo placements plastered around a hotel lobby was probably not the right call to make. While I still believe that investing in a solid marketing strategy is vital to the success of a business, prioritizing it over the more important aspects, such as hir- ing the right people, and leasing out an office, isn’t advisable. 2. Know your limits, and set a plan I can’t help but admit that McFarland had a good idea- an app that allows every Tom, Dick, and Harry to book a celebrity for an event. It’s definitely a revolutionary con- cept. However, instead of focusing all of his time, money, and effort into perfecting the technology, he chose to spread himself thin, and plan an over-the-top music festival in parallel. In order to launch the app, he would have been better off hosting a smaller event where he’d invite the celebrities he can manage to book as well as influencers, and showcase the concept on a smaller scale. Once popularity for the app starts to increase, and the buzz around it intensi- fies, a larger festival would be the next move. As with McFarland, I chose to start big. Instead of focusing on my key area of ex- pertise (digital), I decided to create a one- stop-shop that would offer every service conceivable to man. INTEGR8’s services included brand identity development, public relations, 3D production, social media management, website development, etc. With only five employees working across all of these verticals, our nights were end- less. It was nearly impossible to grow our skills as an agency in any one area; there was just too much going on. What made matters worse was my lack of experience in some of these specializations. It made it extremely difficult for me to manage a team when I knew nothing about running a large-scale production project, which in turn resulted in somewhat lackluster activations. Our inability to excel in every area of our service offering became obvious to our clients. It wasn’t long before they moved their businesses to other agencies. 3. Manage expectations McFarland’s ability to exaggerate his own potential is extraordinary. He was able to convince visitors and his own employees that they would be a part of a historical event. From the fake content on Fyre’s website, to McFarland’s constant lies, the entire communication approach bordered on fantasy. There was no way the festival could have ever lived up to the dream that was sold to thousands of people. INTEGR8 had a similar issue with spew- ing off idealistic promises. It’s a trap that I always tend to find myself caught in; I just can’t help but share my vision with those around me, without setting realistic expectations. As an employee, I always lived by the golden rule of a media planner: under- promise, and over-deliver. However, as a business owner, I threw that mantra out the window, and convinced my employees as well as clients that INTEGR8 would soon rival the largest network agencies. Those promises soon turned sour when I was unable to match the image that had I painted with the messy realities of run- ning a business. The result? My employees found themselves searching for a fresh start while I accepted that I may never succeed as an entrepreneur. Would I ever attempt being an entrepre- neur again? Yes, I would. However, I’d take every bitter lesson that I learned- and do it better. I’d focus on my skills, make smarter investments, and set realistic expectations for myself, and those around me. WHAT NOT TO DO WHEN STARTING UP | LESSONS FROM LAUNCHING -AND FAILING AT- AN ENTREPRENEURIAL PURSUIT INSTEAD OF FOCUSING ALL OF HIS TIME, MONEY, AND EFFORT INTO PERFECTING THE TECHNOLOGY, MCFARLAND CHOSE TO SPREAD HIMSELF THIN, AND PLAN AN OVER-THE-TOP MUSIC FESTIVAL IN PARALLEL. Billy McFarland with Ja Rule at the 2016 Web Summit
60 / ENTREPRENEUR.COM / November 2019 I was 29, working in investment banking for HSBC in London, and had opportunities to travel around the world. I was on a great career path. But in 2015, I gave all of that up to start a fintech startup in the Middle East, NOW Money. Why? Any job has many advantages and many disadvantages. For me, my job in banking gave me the primary advantages of money, progression, and structure. But it also gave me the disadvantages of a lack of independence, a lack of mean- ing, and a lot of bureaucracy. On paper, the advantages should have outweighed the disadvantages. The money was great (although I didn’t fully appreciate this at the time!), and on the face of it, I led a jet-set lifestyle. I had flown around the US in a private jet at age 27. I come from a modest background where people just don’t get these opportuni- ties. But I was unhappy, and I didn’t know why. I felt like my life was slowly slipping away, and dreamed of feeling like my life had more purpose and meaning. It is only now, almost five years in to my journey as an entrepreneur, that I under- stand why I felt what I felt in my banking job. Leaving the security of such a job, starting a company from scratch, and moving countries is hard. It is only through the process of go- ing through the lowest of lows -and the highest of highs- that I have learned so much about myself, and what drove me to make such a dramatic leap. When you leave your job and start as an entrepreneur, the first thing that happens is the money stops. When you’ve earned a good salary consist- ently for years, the impact of this disappearing -and the speed that you start to eat through your savings- hits you mentally. All of a sudden, time becomes the most valuable asset, and something you’re acutely aware of - and how little of it you have before you will need to get a salary again. My co-founder Katharine Budd and I, when we started NOW Money, naively thought we’d be able to pay ourselves a salary again within six months. However, it took 15 months before we got an income again, in which time we’d had to support ourselves and the company in Dubai, each burning through US$90,000 in the process, which was all we had. We were broke- had it taken one more month to raise seed funding, we’d have had to go back to corporate jobs to support ourselves again, and NOW Money would never have happened. Exaggerating the new pres- sure of time is the feeling of Ian Dillon is the co-founder of NOW Money. Ian was educated at Cambridge and Exeter Universities. Whilst at Cambridge, he started a successful e-commerce business, which has recently been sold. Ian’s former banking career was spent at HSBC, working in retail and corporate banking and FX, before taking a management role within investment banking capital markets. In 2015, he co-founded NOW Money, an accounts and remittance service for the unbanked population of the Middle East. He was recently honored with the “UAE Fintech Founder” award at the Fintech Abu Dhabi 2019 Awards. nowmoney.me The personal impact of leaving a corporate to create a startup by IAN DILLON CHANGING DIRECTION CULTURE LIFE
61 November 2019 / ENTREPRENEUR.COM / having to start from nothing. With your HSBC Investment Bank business card and an email address ending with “@hsbc.co.uk,” you get a swift response from most people you write to. At the time, you feel it’s because of you and your expertise- but without it, you quickly realize people were responding mainly to the corporate brand. Replac- ing this takes time, and a lot of effort, as there are no shortcuts. An example of this is that at HSBC, every law firm wanted to work for us. I assumed this was what law firms were like. Then, when we had started NOW Money, we met and spoke to every firm we could in Dubai, and found only one firm that would even open a meaning- ful dialogue with us. It was the same story with potential investors, banks, partners, clients. Everything had to start from scratch. Every ounce of respect and traction was earned with hard graft- we got no head start with anyone. A big thing that helped for us was moving from working from Katharine’s front room to a co-working space, where we were all of a sudden in the middle of a network of people experiencing similar issues, on whom we could lean on to help with advice and contacts to get is- sues sorted. The time pressure, lack of money, and feeling of having to start from noth- ing inevitably have an impact on your personal life. We closed a funding round whilst I was on honeymoon (In hind- sight, this was not a good idea!), been issued with legal notices at Christmas, and my daughter was born at the most stressful time running the business to date. Some of these, I’ll look back on as real milestones; all are, I know, great learning experiences, but none are particularly enjoyable for anyone that is close to, or relies on, you. I am fortunate to have Lucy Dillon as my wife, who is the most wonderful and supportive per- son I know, but I have no doubt I have tested her to the limit! WHEN YOU LEAVE YOUR JOB AND START AS AN ENTREPRENEUR, THE FIRST THING THAT HAPPENS IS THE MONEY STOPS. WHY WE NEED IT MORE THAN EVER by KIM A. PAGE Likeability in business CHANGING DIRECTION | THE PERSONAL IMPACT OF LEAVING A CORPORATE TO CREATE A STARTUP WHEN WE DO BUSINESS, we do it through relationships. We select whom we want to engage with, and whom we come back to for more. The ability to make a real connection, and make the other person like you is a big part of your success or failure. It can be useful to look at it from the angle of positional and personal power. Sometimes positional power makes it possible for us to engage in any way we want. The people we are trying to reach simply have to respond. But the way they do, of course, is affected by our likeability, or lack thereof. In the new gig economy with more and more entrepreneurs, we cannot lean on positional power only. Even for employ- ees inside organizations, an entrepre- neurial mindset is often desired. Part of that mindset is knowing how to navigate and connect, while making ourselves likeable. I’ve supported several stellar profes- sionals make the transition from a big corporate position to create their own venture and brand, witnessing their surprise when they discover a need for a whole new approach. On the journey of acquiring personal power, likeability changes from a nice-to-have to a vital career resource. Defining likeability is a strange thing; at the same time, an intuitive gut feel- ing, and a series of different traits. In his book, The Popularity Illusion, Mitch Prinstein describes likeable people as cooperative, able to keep a conversation going, while giving others a chance to speak, and creative at solving awkward dilemmas. In short, they’re good at being part of a group. It’s finding that gentle balance of feeling comfortable in our own skin to share and lead, without the need to dominate. The road to get there starts right at home. Before anything else, we need to like ourselves. In the same way as the instructions for oxygen masks in the airplane, we need to put our own mask on first, and then we can begin to help others. When we let go of judgment towards ourselves, it’s so much easier to like people around us. The relationship between the two is parallel. Once we’ve landed in a safe haven of self-accept- ance, we make it easier for other people to join in and like us, too. Here are three strategies that have made it possible for me to create that special link with strangers and collabo- rators across almost any distance, be it geographical, socio-economical, or among different business sectors. 1. BE ROOTED When we meet a new person, the first thing we pick up is a quality of trust: friend or foe? And the way we know is that feel- ing of presence. When it comes to trust, it doesn’t typically show up in grey scales or a continuum, it’s an either-or. One of the reasons it’s not always that easy to come across to others as authentic is because we tend to be in a mental space. Or, using the poignant de- scription by James Joyce, “Mr. Duffy lived a short distance from his body.” When we stay up in our head, it’s easier for others to manipulate us, both physically and on an emotional level. Without connection to our core, we have a hard time drawing boundaries when confronted with a strong will we don’t agree with. >>> >>>
62 / ENTREPRENEUR.COM / November 2019 Kim A. Page is a communication expert and author. Kim has helped thousands of professionals get their message through in multinational and local organizations. A passionate communication expert with an embodied approach, she brings a substantial toolbox with body language, influencing skills such as active listening and unforgettable presentations and she is a vocal coach and a choir leader. She is the author of The Right Kind of Loud that guides other to find their communication voice. Kim currently teaches on the AUD EMBA Program where she supports participants to learn the skills (including likeability) that will prepare them for the future. kimapage.com >>> And it’s not all feelings and sensa- tions. Modern science has named it the gut brain, or the little brain. We have an enteric nervous system inside our in- testines, impacting our immune system, decisions, and our presence in the room. Most of us haven’t been taught to tune in with our gut brain, and the mes- sages it has for us. During your days with different conversations and meet- ings, find your own way of integrating that question inwards. “What does my gut brain say to this?” You might have some startling insights. And it’s easier to like someone when they’re bringing their whole self along. 2. BE REAL One of the factors that have the strong- est oscillation on the scale of likeability is the voice. When was the last time you were listening to an automated voice assuring you of how much it cares, while cringing inside? It’s almost violent to sit through a longer call with robotic recordings, each menu option push- ing us further into frustration. And the opposite? The magic of an auditorium joining in the wordless mixture of heart- break and promise of a new tomorrow, as they are showered by the velvet in a human voice. Nothing touches us the way the voice does. It’s not only when we listen to beauti- ful concerts that the voice has an impact on others. In everyday conver- sations, each time we speak, our voice is telling a story on top of or under the words we are using. It’s the story of what we are feeling. Feeling about the words we’re saying, about the person we’re talking to, and feeling about ourselves. When we make a call, and our conver- sations are pure audio without facial expressions and body language, all of our nonverbal signals are concentrated into the voice. It’s so obvious to us whether the person on the other end of the line believes in his or her own words. Even in situations when we all know that the words are part of a formality, we can still hear if the person is adding that personal touch. During your days with different conversations and meetings, pause in between to check in with yourself. Are you choosing the words that resonate with your personal truth, and if not, is there a way to align your words and your voice? It’s such a likeable trait to say what we mean and mean what we say. 3. BE RESPONSIVE In the cult movie Pulp Fiction, Mia Wal- lace asks her guy: “Do you listen, or do you wait to talk?” Unfortunately, we have a tendency to do just that- there’s a lot of waiting to talk. Not necessarily because we are selfish, but because listening requires discipline and dedica- tion, it’s not easy. As listeners, we have a longing. “Make this moment memorable. Tell me something that’s relevant. Make me feel like you have never told this story to anyone else in this way.” We want to feel special. We want our exchanges to have meaning. One of the most tangible ways of creating that meaning is to listen to the person we’re talking to, and adapt our content along the way. It’s the opposite of repeating the same old script. During your days with different conversations and meetings, make sure to make space for the part of the exchange that no one knows where will land. You’ll be more likeable for sure, and you’ll have more rewarding conversations as well. Writing this, I could go on and on about the challenges faced as an entrepreneur; however, I think the point has been made- it’s tough. So, why am I not back working in banking now? Firstly, it is in countering these chal- lenges you learn more than you could any other way, and come to understand yourself. In doing so, you come to respect yourself so much more. I’ve been put in the most adverse, stressed scenarios that impact every facet of my life, and come out of them with my head held high, knowing I acted in accordance to my beliefs. Not everyone has this- I take some kind of strange comfort in knowing that when pushed to the absolute limit, I will act calmly, with dignity, and stay true to what I believe in- because I’ve been there. Secondly, slowly but surely, it does start to get easier. Four and a half years after we started, we’re now awash with law firms wanting to work with us. Katharine and I have been able to pay ourselves a salary for the past three years- albeit a modest one, with a couple of gaps! We also have some of the world’s leading venture capi- tal firms as investors, and we have a team of 12 that I believe are some of the best people I know. It still feels twice as hard as working in a bank, but I’ve made peace with that now! Finally, running a fintech startup offers a unique chance to change the world. We’ve had a rollercoaster in getting here, but we’re the first and only in this region to launch effectively a branchless bank, we’re bringing hundreds of previously unbanked workers into the financial system every month, have been a part in changing the whole financial services landscape in the GCC, and promoting the realities and opportunities in region to the rest of the world. It’s been uncomfortable, and I may never be as financially wealthy than if I had of stayed in banking- but I feel wealthier in every other way. I am thankful for everything the last four and a half years has brought to me, and I am excited for what lies ahead in the future. Would I be able to say these things had I not changed course? Almost certainly not. RUNNING A FINTECH STARTUP OFFERS A UNIQUE CHANCE TO CHANGE THE WORLD. ONE OF THE FACTORS THAT HAVE THE STRONGEST OSCILLATION ON THE SCALE OF LIKEABILITY IS THE VOICE. WHEN WAS THE LAST TIME YOU WERE LISTENING TO AN AUTOMATED VOICE ASSURING YOU OF HOW MUCH IT CARES, WHILE CRINGING INSIDE? CULTURE LIFE
64 / ENTREPRENEUR.COM / November 2019 I f you’ve ever dreamt of owning your own chocolate factory, this entrepreneur is sure to spark some envy in you. Sonya Mohamed Abdulla Janahi, whose background stems from over 20 years in Bahrain’s banking sector, is the founder and CEO of Bahrain’s premium artisan chocolate brand, Maya La Chocolaterie. Launched in July 2007, Janahi took advantage of untapped op portunities in the Kingdom to create a niche F&B concept around an ingredient she’s particularly passionate about: chocolate. The aficionado, who pursued a Professional Chocolatier Certification from Ecole Chocolate, debuted with a focus on healthy, preservative-free ranges of chocolates and desserts, and went on to introduce the Maya chocolate bar concept out of its own chocolate fac tory- which, at the time, was a quite a new concept, and paved the way for a home grown Bahraini brand to be exported outside of its market as a franchise business. Dur ing the same year, Janahi also established The Living Con cepts, a hospitality and F&B consultancy company that aims to create Bahrain-born brands that can be franchised internationally, and she has also founded other brands such as Maya Delices and ChocoB’s. Janahi’s entrepreneurial drive was ignited when she felt an inclination to “pro mote change for the better of the market.” Forgoing the traditional corporate setting began when the founder felt that “what I was doing was not enough, and I needed to be able to do much more to create the necessary change that will reflect not only on myself, but also on the society, the sector, and future generations.” And with Maya La Chocolaterie, Janahi has clearly managed to make a dent in the market. “Maya as a brand has reached a mature stage of validation, and the next step is to expand the brand globally with the opti mization of technology and af filiations/JVs with new part ners to create a global brand,” she says. With franchise locations available in Bahrain, Riyadh and Jeddah (and soon in Europe, US, Canada, Australia, South America, and select Asian markets), Maya La Chocolaterie’s philosophy stems from creating “a busi ness about great chocolates, breakthrough recipes and pas sion for what we do every day- a unique experience,” which has enabled the enterprise to grow through franchises and strategic partnerships. Its state-of-the-art facility in Bahrain produces an aver age 25 tonnes of chocolates annually, serving an array 200 types of delicacies from pralines, truffles, chocolate pastries, crepes, waffles, and a selection of hot and cold chocolate drinks, as well as experimenting with spices and herbs for distinct flavors that give the brand an added edge, in addition to the quality of the raw chocolate. Managing various entities and roles takes dedication and discipline, and when asked about the strategies she uses to do it all, Janahi says it’s all about being flexible (yet organized) with your key milestones in mind, delegating responsibilities, and manag ing your expectations. When it comes to making critical decisions, Janahi encour ages entrepreneurs to reflect what’s it in for the team and stakeholders, and the value it will add to the economy. But most importantly, she states Sonya Janahi, founder and CEO of Maya La Chocolaterie, has built a Bahraini brand that’s going global by PAMELLA DE LEON CULTURE BUSINESS UNUSUAL Sweet dreams IMAGES COURTESY MAYA LA CHOCOLATERIE Maya La Chocolaterie Sonya Mohamed Abdulla Janahi, founder and CEO, Maya La Chocolaterie
65 November 2019 / ENTREPRENEUR.COM / it’s all about passion in her endeavors: “My passion drives me to constantly work and aspire for greater mile stones.” The founder and CEO believes that as a leader, one should have the intention to bring the best out of, challenge, and reward employees to grow and develop their capabilities. Besides respect and trust, she also em phasizes on the importance of trans parency with your team to ensure that regardless of one’s position, everyone is in tune with the objective, and is able to share the passion. “Creating a culture where everyone feels [like] they are partners and not just employ ees is vital, and this is why many who have been with us for over 15 years, share our vision for development.” Janahi is also an ardent advocate of Bahrain’s entrepreneurial ecosystem- as a board member of the Bahrain Chamber of Commerce & Industry (BCCI), she heads the steering com mittee managing the 10 sectorial committees, and she’s also a member of the audit committee, head of the business management system committee, and head of the working committee for the Arab Businessmen and Investors Conference (ABIC), which is scheduled to take place from November 11th to 13th 2019. Janahi notes they’re currently in the process of transforming BCCI to become a prominent partner in the business community, with a focus on non-oil sectors that the BCCI identifies will add value to the economy and support the Bahrain Vision 2030. Held under the patronage of His Majesty King Hamad bin Isa Al-Khalifa, the ABIC (which will be held with the Entrepre neurs Investment Forum 2019) aims to bring together stakeholders such as policymakers, regulators, investors, entrepreneurs, and universities to foster an ecosystem that will enhance MENA’s business sector. Three myths about the MENA entrepreneurship ecosystem that need to be tackled (for it to reach greater heights of success) by LAITH AL-QASEM KEEPING IT REAL >>> >>> T here are many success sto ries coming out of the MENA region’s entrepreneurship ecosystem, and it can be quite inspiring to hear and see what these innovative startups are doing in different spaces, and how they are transforming industries be fore our very eyes. This is all well and good, but can we step back, and take a realistic look at the ecosystem? To do this, we need to first address some misconceptions, so as to get to what the ecosystem really needs. MYTH #1 You need lots of creative and innovative people Innovative and creative minds are great, they can lead to some life- changing and paradigm-shifting ideas. However, and it is a big “however,” an innovator may not necessarily be a good business manager. Someone with a great idea or tech superpowers can establish a new business, but they may lack the management skills needed to take it to the next stage, and turn it into a profitable business. There must be hundreds of great ideas or technological developments that have been forgotten, just because of poor management that led to a failed business. The enterprise I lead, the Innovative Startups and SMEs Fund (ISSF), has identified this as a major issue that startup entrepreneurs need to come to grips with. Yes, you may have a great idea, but do you have the skills and mindset required to transform it into a business? That’s why we work with the ecosystem to ensure that the management train ing component is being invested in, and that these entrepreneurs have access to capacity building programs to give them the skills they need, and ensuring they are establishing proper processes and good corporate gov ernance standards in their startups. Investment readiness needs to be considered for all entrepreneurs. MYTH #2 There are so many startups, which must be a good thing While it may be encouraging to see that many people are heading down the entrepreneurship path, the number of startups does not correlate to a healthy and sustainable economy. The truth lies in the quality of these start ups, and their ability to turn a startup into a stable money-making institution. SWEET DREAMS | MAYA LA CHOCOLATERIE "AS AN EMPLOYEE OR AN EMPLOYER, I NEVER HAD TO COMPETE WITH A MAN TO PROVE MYSELF, IN FACT I HAD TO COMPETE WITH ‘THE BEST,’ REGARDLESS OF GENDER."
66 / ENTREPRENEUR.COM / November 2019 Are these micro-businesses grow ing in a healthy manner? Will they last beyond one year, and go through the growth stages? A large number of these startups with underprepared founders may actually have a negative effect on the economy by creating un stable job opportunities with no future prospects, spent capital, and invest ment on ideas that never mature. The ISSF believes this gap can be primarily addressed by investing in incubators and accelerators, to ensure they are creating a foundation of solid startups and capable entrepreneurs, who even if their business doesn’t ultimately suc ceed, they, as entrepreneurs, have the resilience to try again. MYTH #3 The biggest challenge for entrepreneurs is funding Funding may be a struggle, but the number one thing entrepreneurs struggle from in the region is attracting and retaining talent. More specifically, hiring sales and management types, as opposed to those with technology and technical expertise. Startups are competing with large corporate employers with bigger budgets, they have less experience in the HR field, and are under pressure to do more with what they have, requiring new hires to take on much more responsi bility than at a larger organization. In certain economies where there are 90% micro and small enterprises, the level of experience in the market may also not match the particular growth aspirations of startups. The ISSF is not only directing investments toward training programs for young people entering the entrepreneurship eco system as part of a startup team, but we are also advocating professionals who have experience in the market to work for startups, instead of traditional corporate or government jobs, whether through mentoring, board member ship, or in advisory roles. As a startup company evolves and grows, its value is very often related to the ability of the entrepreneur to build resilient and competent management and mana gerial systems. As companies grow and evolve, this is where institutional added value is built. Without this, the entrepreneurs and existing sharehold ers sacrifice institutional value, which means that the consecutive capital raising rounds erodes the entrepre neur’s shareholding. There are many other areas we can talk about such as human capital development, capacity building, educa tion, financial literacy, the roles of funds and accelerators, but by tackling these three misconceptions first, we can be gin to approach ecosystem investment in a more holistic way. We need to start looking beyond creat ing a lot of startups, and focusing on their quality instead. We need to have more capable managers and business- savvy individuals who can lead startups from the idea phase to the institution stage. We need to create an ecosystem that attracts talent away from the traditional “dream jobs.” How can this be done? A harmonious ecosystem, with all its parts working together, is needed as opposed to the silo approach that we are cur rently on. This means that every single component, from the startups to the accelerators, from the funds to the government and infrastructure, are in lockstep and collaborating. This also means investment across all the eco system components. Funds that invest in other funds, accelerators, incubators, services, education in addition to the startups. Working and communicat ing in a structured manner creates a shared responsibility and accountabil ity in an ecosystem that if all parts are working together, can be greater than the sum of its parts. Laith Al-Qasem is the CEO of the Innovative Startups and SMEs Fund. Al-Qasem has over 25 years of business and development experience. He identified, invested in and was involved in 19 startup companies, several of which have become paragons of success. Al-Qasem is a member of the Jordan Economic and Social Council, and has led and participated in several national economic development initiatives such as the Jordan Vision 2020, the National Agenda, and the Global Entrepreneurship Monitor. Al-Qasem is also a board member of several national associations and NGOs. issfjo.com Janahi calls it a “challenging, but re warding experience,” as it will create the necessary information to support the economy and hopefully, future generations. She encourages entre preneurs to have a global vision, and states Bahrain’s business-friendly conditions as ideal for any business model to created and tested. A key consideration, she says, is to have a good legal structure and a reliable accountant to be the “backbone of the organization, and who can bring you down to reality, if necessary.” But for sustainability, she says, “Entrepreneurs need to ensure their model can have an innovative edge, and can sustain globally, and not just in Bahrain.” When it comes to obstacles she has faced, Janahi says that, like many SMEs, finding funds and having VC entities who believe in her vision has been a challenge. She feels that there’s still a lack of in the Middle East who have an “appetite to share the passion and the risk for SMEs, to not just succeed within Bahrain, but also to become global brands.” Has being a female entrepreneur affected her at all? Janahi states that she hasn’t faced any pressure or restric tions in her career so far because of her gender. “In fact, I have always felt empowered, and was mentored by many women and men who were my superiors, and mentored me to be who I am today. In addition, of course, my parents always believed in me, and gave me the strength and power to have faith, perseverance, and a vision for success. As an em ployee or an employer, I never had to compete with a man to prove myself, in fact I had to compete with ‘the best,’ regardless of gender.” CULTURE BUSINESS UNUSUAL Maya La Chocolaterie
68 / ENTREPRENEUR.COM / November 2019 As industries across the globe go through stages of evolution, the food industry is in the midst of a transformation with food producers racing to reinvent ingredients and processes in response to spiralling consumer demand for healthier, ‘clean’ and ethical food which still tastes, smells and looks good. Gaining and maintaining market share in an industry where the consumer is in the driving seat more than ever before is pushing sector innovation into over-drive. Where once innovation was in the hands of the industry and marketing experts, ultra-discerning consumers, insistent on knowing where their food comes from, what’s in it, as well as its impact on their health and the environment, are turning the tables. Those same consumers still want quality product at the right price. This has resulted in interesting times for the industry in which those who listen and those who respond positively will stay ahead of the curve. Central to the consumer-focused food innovation revolution is ingredients, with alternatives to sugar, sodium, animal proteins and certain fats now mainstream and subject to increasing regulation. Plant and even insect-based ingredients are now being tipped as tomorrow’s heroes. ALL EYES ON ALTERNATIVES One of the biggest names in the regional business, Dubai’s Food Specialities Limited (FSL), has joined the revolution. A key ingredients supplier to F&B manufacturers in the Middle East and North Africa and an established supplier of agro and dairy commodities, FSL is now dipping its toes into meat, dairy and sugar substitutes in addition to healthier fat solutions. “We are now venturing into the plant-based ingredients sector to create meat and dairy analogues in addition to sugar replacers and trans-free fats to build a healthier and more sustainable food and beverage ecosystem in the region.” explained Dhruv Dhawan, FSL’s Head of Marketing. FSL’s new era will be in focus at the Ingredients sector of this month’s Gulfood Manufacturing show in Dubai, the largest F&B processing and packaging show for the Middle East, Asia and Africa (MEAA), which will bring together more than 1,600 local, regional and international exhibitors from the global food supply chain under the ‘food production reinvented’ banner. FSL will be sharing its stand at the 29-31 October mega event with 15 ingredients manufacturing partners from around the world offering new solutions for juice and beverages, bakery and confectionery, meat, culinary and snacks, flavours and dairy ingredients. Some of FSLs participating long-term partners include DuPont, Agrana, Austria Juice, AAK, Friesland Campina, Great Giant Pineapple, Van Hees and Aromatech. “We are very excited to feature our plant-based innovations with meat alternatives for burgers, nuggets and sausages and with dairy alternatives such as oat, almond, cashew and soy milk.” said Dhawan. “We will also house our own Innovation Lab at the show where we will be featuring innovative products and trends on the global food scene with the intent of developing these products for the region and customizing their taste profiles to the local market preferences. CONSUMERS MORE EDUCATED THAN EVER BEFORE The race to meet rising consumer demand in the direction of health and sustainability is, according to Dhawan, a by-product of social media and the digital age, which is putting brand loyalty in the shade: “The health- consciousness trend has very much entered this region as it has steadily swept the rest of the world. Consumers in our region now read labels very closely in order to make informed food choices. Social media usage disrupts brand loyalty to a great extent while facilitating a shift towards more transparent, healthier and environmentally conscious products.” To appeal to the discerning consumer, FSL’s marketing, technical and sales team are actively developing and promoting solutions with healthier ingredients such as trans-free fats, sugar replacers, oat beta-glucan, fibres, probiotics, plant-based proteins and natural colours and flavours. “We are passionately working with our current and potential customers to develop healthier food and beverage products which excellent taste profiles because taste will always reign supreme in this industry and we believe that consumers should not have to make a sacrifice between enjoying their food and living a healthy life. explained Dhawan. LEADING THE FUTURE FOOD FIGHT Meanwhile, global industry leader IFF – is out to champion the revolution with offerings it says “extend beyond simply inspiring the senses, into health, wellness, and experiences so we can focus on impact, outcomes, and doing more good in real, tangible ways.” This approach, the firm says, will keep it and its customers, ahead of the revolutionary curve. “We believe that the world doesn’t need another flavour and fragrance company; it needs a partner that’s willing to fight for more. Our booth at Gulfood Manufacturing 2019 will showcase this shift, sharing everything from samples of our latest taste technologies to advanced insights from our IFF Futures research,” explained Mamdouh Seoudy, Business Development Manager at IFF. Staying at the forefront of the revolution means staying more informed than ever, which is why the new trends, challenges and solutions will be explored, debated and explained at Gulfood Manufacturing’s probing FoodTech Summit and Ingredients Lab. This is where show-goers and delegates will get a real taste of the future of food – consumers may have to wait a while longer. Food industry professionals will have the opportunity to maximise their attendance at Gulfood Manufacturing 2019 as it runs alongside co-located events including Private Label and Licensing Middle East Exhibition, the MENA region’s exclusive exhibition for food and non-food FMCG product mix expansion and brand placement; yummex ME, the MENA region’s leading event for the sweets and snacks industry; and SEAFEX Middle East, the only professional seafood event for the Middle East, Africa and Asia. THE FUTURE OF FOOD IS HERE ADVERTORIAL MAJOR GLOBAL FLAVOURS AND INGREDIENTS INFLUENCERS SET THE TONE FOR ‘FOOD PRODUCTION REINVENTED,’ WHICH WILL TAKE CENTRE STAGE AT GULFOOD MANUFACTURING 2019 Gulfood Manufacturing 2019 is open from 10 am – 6 pm on 29-30 October and 10 am – 5pm on 31 October. The show is open to food and beverage industry professionals and visitor attendance is free of charge. www.gulfoodmanufacturing.com
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70 / ENTREPRENEUR.COM / November 2019 Weaving the thread between innovation and legislation in the UAE digital economy by SAM BLATTEIS and TAMMER QADDUMI THE NEXT FRONTIER START IT UP ECOSYSTEM
71 November 2019 / ENTREPRENEUR.COM / 50 years ago in October, the first message ever was sent over the inter- net. A college student sent the text “Login” to Stanford Research Institute on AR- PANET, the precursor to the internet- but after the letters “L” and “O”, the system crashed, making the first message ever sent online “LO.” An hour later, after recovering, the full text “Login” was suc- cessfully sent. No single invention of the last half century has changed the way we live now as much as the internet. Fast forward to the UAE today -a still point in a turning world- and imagine looking at the “gears” and “pipes” of the UAE digi- tal economy that govern how payments online are made- as backend developers looked at the predecessor of the internet, full of stunning potential, but a system that only responds to those addressing it in the proper form. That’s what’s happen- ing for UAE-based businesses wanting to conduct transactions online. They must navigate and decipher the Central Bank’s cumbersome policies simply to process a payment. Bureaucratic rules for businesses to get a “clean bill of health” even to legiti- mately participate in the UAE payments economy have worn down, akin to an old ship floating along, drifting between icebergs of the bureaucratic payment processing rules- leaving fintech compa- nies to figure out how to grow without ending up on the “wrong side” of the law. This results in a situation that presents a fundamental choice for the chief archi- tects of the UAE digital economy: make it easier for new businesses to legally enter the payments sector allowing them to, one, get licensed, and, two, onboard small businesses more efficiently (to really oversimplify it)- or continue business- as-usual through an incremental ap- proach to reform, essentially looking after incumbent banks. The emerging reality is that UAE long- term interests straddle reimagining the country’s payments economy -on how to attract or include- newer digital pay- ments’ businesses to foster the nation’s future-oriented, non-oil economy. Pay- ment platforms are similar to arteries in the body, circulating blood, or in this case, “cash,” through the financial system, contributing to the larger body, the economy’s long-term health. When the body and arteries are neglected and become lethargic, they begin to become less healthy, and less competitive. The UAE payments economy sits at the heart of this. It can become overweight, slow down, and less productive as well, with- out careful management. Modernizing the UAE’s payments economy is probably also in the country’s business interests. The country’s econ- omy only grew 1.7% last year, but online transactions swelled 21% here. The total value of the growth in online transactions in 2018 exceeded the combined capital needed to build Dubai Media City, Dubai Internet City, and Dubai Marina. UAE online transactions have been post- ing double-digit growth the last several years, unlike a range of analog, “offline” industries. The UAE has more fintech startups than the rest of the Arab world- combined, north of 85. This is no anomaly. The UAE has more than 90 incubators and accel- erators, in a country of 11 million people- London, a place with roughly a similar size population, only has 68. EMERGING CHALLENGES TO THE UAE DIGITAL ECONOMY The status quo, drip-drip approach, how- ever, to reforming how -and which- UAE- based businesses can process payments here may not be economically viable much longer for three reasons. First, the UAE payment economy is fundamentally changing. Its share of cash-on-delivery payments has shrunk from 77% four years ago to 42% today. Healthy fundamentals of digital payment growth are rapidly shrinking revenue per transaction. The public’s accelerat- ing shift in preferences from “offline” to “online,” coupled with bulging youth de- mographics, are increasing the quantity of services that banks provide, beyond a traditional card system, to stay relevant with the changing needs of a younger public than 30 years ago. Second, unwieldy rules objectively expand incentives for foreign businesses to migrate to less-regulated platforms. New market entrants which the UAE is trying to attract, vent “in a friendly way” how ambiguous the controls governing payments online still are in 2019. Despite facilitating a growing number of “sand- boxes,” the Central Bank has only issued a trickle of fintech licenses to non-incum- bent businesses, since unveiling fintech licenses almost two years ago now. The financial system here often rejects well- intended small businesses pursuing mar- kets online because of minimum revenue thresholds, burdensome documentation, or simply because they don’t have an ex- isting relationship with a large bank here. THE UAE HAS MORE FINTECH STARTUPS THAN THE REST OF THE ARAB WORLD- COMBINED, NORTH OF 85. THIS IS NO ANOMALY. THE UAE HAS MORE THAN 90 INCUBATORS AND ACCELERATORS, IN A COUNTRY OF 11 MILLION PEOPLE- LONDON, A PLACE WITH ROUGHLY A SIMILAR SIZE POPULATION, ONLY HAS 68. THE NEXT FRONTIER | WEAVING THE THREAD BETWEEN INNOVATION AND LEGISLATION IN THE UAE DIGITAL ECONOMY >>>
72 / ENTREPRENEUR.COM / November 2019 This maze has fostered a local payments system ecology here where many payment processing startups practically avoid dealing with the Central Bank- which is not healthy for anyone. If leading high- tech companies that are literally building the future, and government regulators are working in separate silos, that is a recipe for miscommunication. Third, the traditional argument that the public “needs” stringent payments rules to protect it from online fraud may no longer hold up to scrutiny that they are making the UAE safer online. One seasoned Emirati law enforcement leader put it best: “Cybercrime is eclipsing all other forms of crime here.” THE PRIZE IS SIGNIFICANT The challenges hampering the UAE pay- ments economy, however, do beg the question: imagine the UAE 10 years into the future- and what’s best for the na- tion. Do we want to protect the past from the future or the future from the past? The most important policy document in the country, Vision 2021, at the core, is a plan to build a new knowledge economy. Picture this future-oriented economy with the newest Careem’s, Airbnb’s, and Deliveroo’s. It doesn’t take a secret decoder ring to know that they will almost all rely on efficient, sophisticated payment processor firms to send “capi- tal” through the UAE digital economy. The upcoming “big bang” of disruptive financial technologies will see regulators determine how to apply today’s laws, some of which may not be nimble enough to change- but this doesn’t have to be complicated. Envision writing the rules govern- ing payments like playing with a box of Legos. You have all these building blocks, you take the things that you’re already familiar with, and just repackage them in ways that make more sense. The Central Bank could explore rebooting the rules of the payment economy -to enable, rather than stifle fintech startups- in clear ways that do not inhibit, or even touch on national security: > Ensure fintech application process is operational, simplified and easily acces- sible on the Central Bank website. > Create training sessions and forums to show fintech startups how to obtain a license. Answer their questions. Outline common pitfalls made on the application forms, and show them good practices of what the Bank’s licensing regulators are looking for. > Quality-assure responsive, professional staff who want to find creative ways to cooperate with companies. > Provide a clear decision-making process and timeline for payment processors’ license applications, with a target to have them adjudicated in 30 days. > Listen to UAE digital payments com- panies, and global ones like Stripe and Careem, that know “what they’re doing.” There is no substitute to listening direct- ly to experts. How many people would ever have a brain surgery, performed by a dentist? You wouldn’t. And fintech is a multi-billion-dirham UAE industry, and among the fastest growing parts of the country’s digital economy. THE WAY AHEAD Not doing anything is also a choice. But building the fintech payment processing revolution is becoming almost like water behind a breaking dam: trying to ignore it is practically self-defeating, because it’s inevitable. It will either happen to you, or you can manage it. The ultimate ques- tion is to what extent financial regulators here will manage this disruptive event, or generally continue business-as-usual, letting coming global market creative disruptions happen to them. Perhaps overhauling the UAE’s fintech licensing system could help “level the playing field”, but what we do know is that reforming the country’s fintech policy approach would create new op- portunities for smaller businesses that don’t know the regulators too. That said, we are under no illusions that govern- ment priorities face a constantly-shifting frontier between developing a knowledge economy, strengthening public safety, and preserving traditional businesses. Balancing these concerns is a diffi- cult problem to solve- but that’s never stopped the UAE before. THE CENTRAL BANK COULD EXPLORE REBOOTING THE RULES OF THE PAYMENT ECONOMY -TO ENABLE, RATHER THAN STIFLE FINTECH STARTUPS- IN CLEAR WAYS THAT DO NOT INHIBIT, OR EVEN TOUCH ON NATIONAL SECURITY. START IT UP ECOSYSTEM Sam Blatteis is co-founder and CEO of The MENA Catalysts, a premium brand public policy and government relations firm advising senior leaders at technology multinationals expanding in the region on their public policy priorities. Tammer Qaddumi, Founding Partner at VentureSouq, an equity funding platform for early-stage companies, is a Senior Advisor at The MENA Catalysts.
73 November 2019 / ENTREPRENEUR.COM / The Middle East and North Africa (MENA) region is bustling with fintechs. In 2018, the region’s fintech startups recorded growth in deals (366) and investments (US$893 million), and by 2022, we’re expecting to see investments worth $2 billion fund about 465 startups- a staggering 384% increase from 2019. As the leading global technology pay ments company, Visa has been pioneering the evolution of the payments’ ecosystem for the last 60 years, long before the fintech phenomenon began in the early 2000s. For decades, Visa has been dis rupting the payment status quo, replacing cash with digital payments, offering en hanced user experience, security, and con venience. A few years ago, in recognition of the growing consumer and merchant demands, Visa drove the change in en abling its financial institution partners to up their digital game, so that they can keep pace with consumers’ evolving needs. The future of payments and digital innovation depends on the ability to col laborate with traditional and new players in the banking and payments sector to solve real consumer and merchant needs. That’s why Visa is working closely with all our partners, to grow the payments ecosystem, and with fintechs especially, to help open new acceptance and friction less payments across the MENA region and around the world. We are actively engaging with pas sionate, entrepreneurial startups to understand where synergies exist in order to foster and bring new experiences to life in a secure and scalable manner in our shared pursuit of a digital future. Visa also helps connect new players and their ideas with our traditional partners, so that collectively we can deliver intuitive and relevant payment, banking, and retail expe riences to customers and merchants. Our global initiatives -the FinTech Fast Track program, and Visa Everywhere Initiative (VEI)- have been rolled out in the MENA region to help fintechs and startups develop and accelerate the adoption of digital payments. In the UAE, Visa has partnered with two fintech accelerators. The first of these is the FinTech Hive program at the Dubai International Financial Centre (DIFC), a first-of-its-kind accelerator in the region launched in 2017. This accelerator brings fintechs and an emerging generation of technology leaders and entrepreneurs to address the evolving needs of the region’s financial services industry. The second fintech accelerator program we’re supporting was launched in 2018 by Startupbootcamp in partnership with DIFC, Visa, and HSBC. This program focusses on accelerating 40 startups in the MENA region, working in a range of fields impact ing financial services innovation, such as artificial and machine intelligence, distrib uted ledger technologies, and digital and open banking. Most recently, Visa’s new Partner Portal now provides comprehensive services and resources fintechs need to bring new ways to pay to life. With the launch of the Visa Partner Portal, fintechs have an unprecedented platform to scale and build payments solutions with speed and security. We are bringing our marketing assets and resourcing capabilities to support the fintechs so that they can launch and become operational in the market. So “in vestment” is a very broad term for us, as it involves engagement with fintechs across multiple levels. Because of our global scale -access to more than 15,000 banks, global availability across 200+ markets, and three billion cards, brand value, security, reliability and technical capabilities- Visa is a natural partner to fintechs. In addition, fintechs can also leverage Visa’s relationships and technology to issue Visa cards, virtually or with a physical card, to their consumers, opening up a network through which they can make payments at more than 53.9 mil lion merchant locations globally. The opportunity for fintechs in the MENA region is huge. We want these motivated organizations to work with us to continue to pioneer new kinds of digital payments, and usher in the next generation of pay ments innovation that will drive financial inclusion and empower consumers, help businesses grow, and support govern ments with their digital commerce and innovation agendas. Otto Williams is Vice President, Head of Strategic Partnerships, Fintech, and Ventures for CEMEA at Visa. visa.com The MENA region is bustling with fintechs (And here’s how Visa is empowering them) ADVERTORIAL by OTTO WILLIAMS 73 November 2019 / ENTREPRENEUR.COM /
74 / ENTREPRENEUR.COM / November 2019 I t would not be an exaggeration to observe that construction is one of a handful of horizontal sectors that impacts all aspects of humanity in some form or fashion. The global significance of the infrastructure sector and its impact on people’s quality of life is undisputed and historically dates back to Roman times, who are credited with inventing concrete. The Roman empire was said to have an estimated 400,000km of roads, of which 80,500km were paved. A recent UN study reports that infrastructure and construction programs have a direct link to economic growth that directly reduces pov- erty, with over a billion people coming out of poverty over the last three decades. In addition to this, a recent World Bank report emphasized the foundational impor- tance of infrastructure development and construction output for economic growth and job creation in emerging market econo- mies, as well as reaching their sustainable development goals (SDG). According to an IMF report (2014), every 1% of GDP invested in infrastructure returns a 0.4% increase in GDP in the same year, and a 1.5% increase after four years. The good news is that the global con- struction industry is growing at a steady rate of 3.6% through 2022, to a value of US$12.7 trillion. Its share of the global GDP is around 6%, and can be as high as 8% in emerging economies. In the UAE, the total value of construction projects in 2017 was around $818.2 billion. It was a third of the total value and about half of the construc- tion projects in the GCC. In Dubai, the total cost of Expo 2020 construction projects alone amounts to around $42.5 billion. However, the estimated infrastructure investment gaps in these economies are around $1.3 trillion per year. The sector is facing unprecedented pressure from more than half the world’s population living in urban settings now. For example, 850 mil- lion Chinese, that is 60% of the popula- tion, live in cities. That number is expected to grow to two-thirds by 2050. By 2025, the amount of urban generated waste in the world would exceed 2.2 billion tons per year, which is an increase of 70% in just over seven years. The problems extend to all aspects of urban life such as air and noise pollution, transportation, energy de- mands, physical and mental health issues, education and security. National policies are in place in many countries to address the challenges imposed by urbanization through high priority smart cities initiatives. Asia Pacific countries lead the pack with smart cities investments of 32% (CAGR), followed by North America at 22%. The MENA region is at 6%. The UAE government plans to make Dubai the smartest city in the world by 2021, from smart transportation to smart housing to smart government. In addition, over 1,000 government services will be made “smart,” and their transportation initiatives are expected to generate staggering savings of over $5.9 billion. It is common knowledge that the con- struction sector is an integral part of any smart city program. In this context, a recent report published by McKinsey & Company highlights some serious concerns about the current state of the construction industry. In a nutshell, cutting across sectors and as- set types, large projects are consistently not meeting target time lines and running sig- nificantly over budget. Typically, they are taking 20% longer to complete a project, and cost 80% over budget. Construction labor productivity has remained essentially flat over the last 25 years, and lags behind the overall economic productivity by 30%. Innovation in the construction sector is practically at a standstill until now, and the R&D budget is less than 1% of the revenue. In terms of embracing digitalization, among TECH THE FIX Advancing the sector through cutting-edge technological advancements by RAMESH JAGANNATHAN EVOLVING CONSTRUCTION IMAGES COURTESY ROB|ARCH | ETH ZURICH | DEZEEN ROB|ARCH 2018 conference series in zurich Replicator 2 by Makerbot
75 November 2019 / ENTREPRENEUR.COM / EVOLVING CONSTRUCTION | ADVANCING THE SECTOR THROUGH CUTTING-EDGE TECHNOLOGICAL ADVANCEMENTS 22 leading industrial sectors, the construc- tion sector is at the bottom at #21, ahead of agriculture and hunting, in all three catego- ries, namely, assets, usage, and labor. According to the McKinsey Global Institute estimates in 2013, in order to keep pace with global GDP growth, the construction sector has to spend close to $57 trillion (2010 prices) by 2030 that is more than 60% of what has been spent in the last two decades. It is interesting to note that 40% of this additional spending, could be recouped through improved pro- ductivity by digitalization, and embracing currently available technologies. The irony is that global smart cities are being built by a sector that is traditionally technology averse. But the second machine age, un- leashed from the discovery phase, fueled by the precipitous fall of the price of graphic processing units (GPU) is feeding on the limitless data raining from the cloud, seeded by the millions of algorithmists and coders from around the world. In short, software is “eating the world,” sector by sector, and the construction sector is next in line. To manage the growing challenges of the construction market, from increasing popu- lations and energy consumption to climate change, the industry is adopting a range of technologies to stay ahead, and gain a competitive edge. This presents the startup sector with a unique opportunity, one where it’s possible to make a real impact on the future of the construction sector. Just as the internet created history by releasing the digital imaging baton into the waiting hands of the millennials, artificial intel- ligence (AI) and deep learning are releasing the 3-D printing paradigm to the myriad of global startups to change the way we build things, forever. It is no longer a fascinat- ing concept. It is about building houses in less than a day for less than $10,000, about giving the power to build back to the individuals, and reduce the dependency on specialists, and democratizing access to build anywhere, at any time, at low cost. The innovations cover a wide range: a swarm of mini-robots autonomously building architectural structures, building a structure directly on and from the local soil, emergency shelters in less than half an hour, robots building bridges in real-time as they walk on them. The innovations extend to new and sustainable construc- tion materials, such as, construction blocks with an in-built evaporative cooling system, desktop 3-D printed ceramic bricks of any shape or structure for large scale construction and so on. Contour Crafting is building 3-D printing robots to build struc- tures in outer space, in real time. The disruptive power of 3-D printing technology is due not only to its effects on the existing construction paradigms, but to opening of new doors that were inconceivable before. Architects who were hamstrung by process and cost considera- tions traditionally chose to build the much weaker rectilinear structures with edges, instead of the much stronger curvilinear forms. 3-D printers use thicker, self-sup- porting concrete mixtures, and can print curvilinear forms as a matter of routine. The second breakthrough introduced by 3-D printing is that for the first time in his- tory, it allows us to combine any number of building materials in real-time, and enabling structures with built-in tunable properties. For example, one could print flexible or rigid materials, materials with varying degrees of opacity, bio-compatible materials, and smart functional electronics materials and circuits. The potential power of 3-D printing disrupting and shaping the construction industry rests on the explosive advances in software technology built on AI and deep learning, which is impacting fields such as construction robotics and building infor- mation modeling (BIM). To improve safety, reduce injury, personalized robotic exosuits with motorized muscles are deployed in construction sites. The Semi-Automated Mason (SAM), a robotic bricklayer, can lay 800-1200 bricks a day, compared to 500 by a highly skilled mason. Gensler has invented a mobile 3-D printing drone to build structures in difficult to reach places. Imagine a time when we could send this drone to build a concrete containment structure in a nuclear disaster site such as Fukushima Daiichi. Architects and engineers are using the AI driven computational technique called Generative design that mimics the natural evolution processes to examine to vast number of complex and rigorous designs options from rudimentary requirements, such as the size of the structure, preferred materials, geolocation and more. Declining hardware cloud computing costs, wire- less virtual reality, and augmented reality techniques are becoming standards in the architecture, engineering and construction (AEC) industry resulting in much improved client satisfaction, reduced waste, and increased productivity. For the first time in history, technology has the opportunity to solve the age-old problem of infrastructural insufficiencies, which will lead to healthier societies for us all. Ramesh Jagannathan is NYU Abu Dhabi Vice Provost for Innovation and Entrepreneurship, Associate Dean of Engineering, and startAD Managing Director. nyuad.nyu.edu To manage the growing challenges of the construction market, from increasing populations and energy consumption to climate change, the industry is adopting a range of technologies to stay ahead, and gain a competitive edge. MAS ETH in Architecture and Digital Fabrication
76 / ENTREPRENEUR.COM / November 2019 ADVERTORIAL THE BREXIT EFFECT ON PROPERTY A BUYER’S MARKET FOR THE MIDDLE EAST INVESTOR T he economic outlook and market conditions under standably have a huge impact on investments and the property market. As the Brexit situation continues to develop and unfold, London and the rest of the UK are shrouded in uncertainty. Businesses need clarity to operate effectively, which is not being provided by this opaque Brexit process, and which will continue to have ramifications on the UK economy until, one way or another the curtains are drawn on the saga. Looking at the impact on the real estate market, at Savills we downgraded the prediction for UK house price growth this year, namely due to the confusion created by Brexit and the ‘will-they, won’t-they’ exit process. Under the assumptions of an orderly Brexit on 29th March 2019, we had originally identified a potential 1.5% average growth in house prices over 2019. Following the Brexit timeline changes, house prices are now expected to re main flat for the year. London has felt some of the worst impact, with average house prices in the capital falling each month. Despite doom-mongering amongst certain parts of the popu lace, the informed view is that the UK will still remain a global hub for business. GDP is set to grow steadily over the next ten years, with an increase of 27% between 2019 and 2029. London will be a key part of that uptick as a significant player on the world stage. The capital city is responsible for around a quarter of all of the UK’s economic output and will continue to be an important exporter of services, particularly financial services. Indeed, nearly half of the nation’s service exports are rooted in London. The working population in the capital is growing too, with London welcoming an extra 615,000 jobs over the next 10 years. Major companies are seeing the incentive to locate in London. Google is putting £1bn of investment into a new King’s Cross HQ, creating 3,000 jobs by 2020, while Apple are creating a world-class hub at Battersea Power Station HQ, generating another 1,400 jobs. Amazon, Snapchat, Facebook and Netflix are also pumping money and jobs into the city’s business sector.
77 November 2019 / ENTREPRENEUR.COM / Putting the short-term volatility aside, there is an opportunity for Middle Eastern investors to take advantage of very favour able terms, particularly with dollar-denominated funds. For a £5m property in prime cen tral London, a buyer in US dol lars would be paying 40% less today than they did 5 years ago pre-tax. Now might be the opportune time for overseas buyers to enter the market as the currency window could be closing. Sterling has been rally ing intermittently as and when developments in the Brexit negotiation process occur. This would suggest that the market will respond positively should the UK reach a Brexit deal and Sterling will strengthen as a result. Lucian Cook, head of UK residential research at Savills, says that some buyers “are sensing a market that could be at, or close to, its bottom”. Indeed, by considering the model that supply and demand affects the underlying price, it is significant for investors that new buyer registrations for central London properties over £1m were up 36% during the first quarter of 2019 - in other words there is an increase in demand. That hasn’t yet translated into increased mar ket activity, which has been attributed to buyers adopting a ‘wait-and-see’ approach until the outcome of Brexit becomes clearer. However, once that clarity is in place over Brexit, the latent demand from those adopting a watching brief, could drive an increase in transactions. Even if transactions, and in turn price, do not increase in the short-term there are still many reasons for optimism for London investment. London is home to many of the world’s most highly regarded universi ties, medical schools and business institutions, as well as world-class leisure, culture and entertainment. It continues to be a global leader across many sectors and remains the number one worldwide city for cross border investment into real estate. London’s place at the forefront of global invest ment isn’t likely to change any time soon. According to Savills’ Impacts research London is the world’s third most resilient city – in other words an excel lent location to withstand the many disruptive forces facing global real estate not just today, but for the next 10 years. With this in mind, at Savills we predict that prime central London residential property prices will recover post-Brexit, potentially increasing by 12.4% over the next 5 years. 1 Such hot spots are focussing on the desires of a changing market and economy. King’s Road Park has a plethora of top of the range facilities including two in-house cinemas, a 25m swimming pool, gym, spa, and a golf simulator. When it comes to regeneration projects, the iconic Battersea Power Station has transformed an Art Deco masterpiece into a fully func tioning, thriving community with a range of apartment and penthouse options. Meanwhile, the canal side Grand Union has 11 acres of public green spaces including landscaped gardens and waterside walks. It’s not all about the facilities either; location still plays a vital role, with new developments such as Triptych Bankside, near to Borough Market, Shake speare’s Globe Theatre and The Shard as well as a number of transport hubs, holding a very attractive proposition, and Battersea Power Station set to get new underground access by 2021. These world-class residential developments are well aligned with investors who seek long-term stability and growth within London. Overall, investors are set to benefit in the long term as London remains a robust city and a key player in the global market, presenting a once- in-a-lifetime opportunity for Middle East investors. ADVERTORIAL 1 Savills prime central London house price forecast for the second hand market, as at October 2018 TOP 10 CITIES BY INVESTMENT VOLUME IN 2018 Source: Savills’ Impacts research
78 / ENTREPRENEUR.COM / November 2019 F ounded by Sahiqa Bennett and I, Searchie is a technol- ogy company, focusing on human resources (HR), which uses artificial intelligence (AI) and live video streaming to pre-screen and shortlist candidates. Our proprietary machine learning software can accurately profile candidates, in real time, based on competencies, behavior and cultural fit. The feedback from the majority of people who view our platform is that Searchie will revolutionize HR; however, the challenges we have faced is how to simplify complexity into a market that may be looking for evolution, versus a revolution. The first challenge we have dealt with is around the whole understanding of AI. A lot of people are unfamiliar with AI, and quickly come to the conclusion that AI is all about removing humans from the work landscape. Now, Searchie can do a lot of exciting and time-saving things at scale that directly impact the role of a recruiter, from interviewing candidates while the recruiter is sleeping, through developing a profile, through analyzing data which explains how well candidates fits a role. However, what we can’t do is replace the role of people in the recruiting process. Nevertheless, the most common feed- back we received from prospective clients who pushed back were on things like, “We prefer the human touch,” or “Human rela- tionships are important to us,” or “What if the candidate doesn’t do well in a video interview?” Therefore, the challenge to us was how to change our communications so that we could emphasize the role of Sear- chie in providing a tool to assist in making better and quicker decision, thereby allowing recruiters and senior managers more time to focus on improving talent, instead of spending hours per day reading through CVs and trying to determine the fit of new employees. The challenge of education is arguably ongoing is likely to be a hallmark of companies pioneering this new technol- ogy across the world. We realized that the depth of communication we needed to have was heavily restricted by our avail- able human resources, and this limited our ability to scale. Enter distribution partners. An inflec- tion point for our business occurred when we realized we could leverage channel companies that shared synergies with us to spread our message, and communicate the value of our product, which then drove sales. This isn’t easy. AI technol- ogy is complicated, and when you layer in organizational psychology, it’s very easy to overwhelm even the sharpest people in the room. So, we began exploring ways to explain topics at scale. LinkedIn Live has become a key method for keeping partners engaged in the conversations and keeping them up to date with the technology, sci- ence, maths, and industry considerations. As sales have become more frequent, this in turn has caused a requirement to accelerate product development. Building an AI company is arguably more complex, more time-consuming, and more expen- sive than a typical software business. For starters, pre-launch, there is an extraor- dinary amount of R&D required to build, test, validate, explore, and productize. In our case, it took roughly two years of development work to get to market- this was so much longer than we originally expected. Beyond the R&D, data science, organi- zational psychology, and maths resources involved in the team, there is an entirely new cost center that a typical software Lessons from an AI startup’s development (and growth) in the MENA region by HARVEY BENNETT Harvey Bennett is the Chief Strategy Officer at Searchie, where he spends his time helping employers reduce their reliance on manual screening processes, so that talent acquisition specialists can concentrate on developing the social contract between their best candidates and the company they’re interviewing at. At Searchie, he works with a team of super smart Ph.Ds, data scientists, and software engineers to democratize the moneyballing process for recruitment with video and AI technology. searchie.ai When revolution hits evolution ‘TREPONOMICS SKILLSET BUILDING AN AI COMPANY IS ARGUABLY MORE COMPLEX, MORE TIME-CONSUMING, AND MORE EXPENSIVE THAN A TYPICAL SOFTWARE BUSINESS. FOR STARTERS, PRE-LAUNCH, THERE IS AN EXTRAORDINARY AMOUNT OF R&D REQUIRED TO BUILD, TEST, VALIDATE, EXPLORE, AND PRODUCTIZE. IMAGES COURTESY SEARCHIE
79 November 2019 / ENTREPRENEUR.COM / business doesn’t have to carry: data cleansing and data labeling. In order for AI technology to work, you have to feed the model an overwhelming amount of data. Usually, that data comes in two parts: one, the source, and two, the label (the ground truth). The de facto method for labelling data is to outsource micro tasks to a third party- alternatively, you can build your own pool of micro-taskers in house and the infrastructure to manage them, assure the outputs’ quality, share new jobs, and extract, transform, and load, etc. This cost is unavoidable. You have no model with- out this data. While the cost of a single task is inexpensive, the volume required is so great that it becomes one of the most expensive line items of your profit and loss statement. To make matters even more challenging, there is no data labelling platform operat- ing from the GCC or the wider MENA region. A quick search for data labelling in Dubai returns 1.8 million results for companies offering barcodes, stickers, nu- tritional labelling for food products, and other physical labelling equipment. We eventually settled on a data labelling plat- form based in the US, with micro-taskers all over the world. Updating, testing our labeling plans and instructions, or sharing feedback is obviously impaired by the time zone and availability issues, which are intrinsic in working with companies on the other side of the world. Bias influences everything around us, all the time. In some part, it is due to our neural programming and pattern recog- nition abilities. In other circumstances, we may fool ourselves into believing something that is inaccurate or not based in fact. Trying to color the lens through which we see the world as fairly and evenly as possible is difficult, particularly when your use case is subjective. We’ve taken steps at a technical, human, and behavioral level to reduce our exposure to group think. Our team is comprised of 55% female and 45% male employees, hailing from 16 different nationalities, and ages ranging from 20 to the mid-40s. We also perform internal cultural analy- sis with our own technology to review behavioral diversity, and ensure we don’t submit to group think or conformity. All this complexity has had an impact on how we sell our product. We had been targeting annual subscription packages to large clients for a month, when the market signaled it wanted something more trans- actional, and to “test our technology.” We got to work and quickly integrated with a payment gateway that allowed us to pivot to a pay-per-interview business model. Within a few weeks, this solution was in production. Which leads to my last secret: funding. The range of experience in the venture capital sector, combined with the depth of experience in AI, can create some friction in the evaluation process. In meetings with investors, we’ve fielded questions running from, “What if a candidate doesn’t like video cameras?” to “How do you imagine the prediction engine applying across different industries outside recruitment?” Eventually, they all converge on: “How much revenue are you generating?” and “How did you arrive at the valuation?” Both are seemingly good questions, except that our sales strategy starts with a free trial, which is usually tied to a typical recruitment cycle of approximately three months. The true indicator of growth in our case is the delta between converted and unconverted trials over three months. Interestingly, we are seldom asked, “How do you measure growth?” After all, a key requirement for AI to work is data acquisition, and so, unsurprisingly, a key measure for growth for us is the number of video interviews we perform. Addition- ally, trials precede sales. Another question that should be asked is about our growth key performance indicators. We’ve completed 40,000 video interviews in half a year, and that’s growing at about 35% per months. With respect to repeat customers, our model is designed to be transactional, and as such, we’re creating an “always on” approach to recruitment. The conclusion to all of this is that our journey with Searchie has been harder and longer than we expected. Listening and responding to the market has meant we’re regularly reviewing our priorities, as well as our product roadmap. At the end of the day, we continue to be driven by customer feedback, and the benefits they are experiencing from being an early adopter of technology. WHEN REVOLUTION HITS EVOLUTION | LESSONS FROM AN AI STARTUP’S DEVELOPMENT (AND GROWTH) THERE IS NO DATA LABELLING PLATFORM OPERATING FROM THE GCC OR THE WIDER MENA REGION. A QUICK SEARCH FOR DATA LABELLING IN DUBAI RETURNS 1.8 MILLION RESULTS FOR COMPANIES OFFERING BARCODES, STICKERS, NUTRITIONAL LABELLING FOR FOOD PRODUCTS, AND OTHER PHYSICAL LABELLING EQUIPMENT. Harvey Bennet, Chief Strategy Officer, Searchie
80 / ENTREPRENEUR.COM / November 2019 1/ Start early (as it will take a while) Fundraising is a very long process, as you have to build a relationship with investors before they are ready to talk terms and commit. A lot needs to happen between your first call or meeting, and ultimately wiring the funds. According to a report published by MAGNiTT, 71% of startups claimed fundraising took up to nine months. So, don’t start fundraising when you have only less than three months of run way. You will probably not close in time, and even if you do, you’re unlikely to get favorable terms, because you won’t be in any position of leverage. 2/ It’s a sales process Clos ing a venture deal is very similar to a long enterprise sales cycle. It’s highly unlikely that your first meeting will lead to a term sheet. You will probably start with an email, which will lead to a call, which will lead to a meeting, which will lead to reviewing the numbers and research, and so on and so forth. There are multiple decision makers along the way, and it’s key that you be spending most of your time with the key decision maker. You will know you’re making strides when they start introducing to other people in the firm to get their buy-in. Remember that it’s not uncom mon for your lead to go cold on you after staying in touch for weeks or months- you may have to find another entry point to get back on their radar. 3/ Manage your funnel properly You should treat fundraising similar to how you treat a sales pipeline- you have to manage and nurture them properly. I maintained a Google Spread sheet with detailed information about investors, their sector focus, prior investments, last meetings, etc. Towards the 11 LESSONS LEARNED RAISING A SERIES A ROUND FOR MY STARTUP by HARIS AGHADI JUMPSTARTING GROWTH MONEY STARTUP FINANCE Noor Sweid, General Partner, Global Ventures M y startup Meddy, a GCC-based consumer- facing online platform that helps patients find the best doctors and book appointments with them, recently raised a total of US$2.5 million in a Series A funding round led by NYC-based Modus Capital, along with participation from 212 Capital, Kasamar Holdings, Dharmendra Ghai (Health Tech Angel), Innoway, and others. While we get set to use the funds we raised to scale up our operations in the UAE, I also wanted to share some of my insights from the fundraising experience with all you entrepreneurs out there- hope these help you in your own startup trajectories!
81 November 2019 / ENTREPRENEUR.COM / end of it, this evolved into becoming a nice customer resource management (CRM) record of all the investors I met, as well as those who I needed to meet. At the end of the day, it’s a sales funnel, and you have to keep feeding the top of the funnel with a lot of investor meetings to increase the probability of some of them eventually con verting and writing a cheque. 4/ Don’t underestimate a very well-written cold outreach The prevailing wisdom is always to get warm intros to investors, and I fully agree with that. But most people underestimate a very well- written cold outreach. My lead investor came through a cold outreach on Twitter. 5/ Target the right investors Do your research to figure who would be the right investor for you, and for the stage of your company. Most investors make it explicitly clear on their website at what stage they invest in. So, don’t spend too much time chasing investors who do late-stage growth rounds, when you’re raising your seed or Series A round. You should certainly get in touch with them to get their feed back and nurture them with quarterly updates to eventu ally get them to participate in your next round. However, it’s best you prioritize your time finding a strong lead in vestor for your round. As the name suggests, lead investors are extremely important as they set the terms for the round for them, and for everyone else to participate. They also become your part ner, and they will help you close other investors. 6/ Remember that venture capital (VC) funds are not the only source of venture capital As counter-intuitive as it may sound, there are more sources of capital than just going after the venture funds. Angels, angel groups, and accelerators are, of course, a big part of the ecosystem, but not many startups are targeting family offices, high net worth individuals, C-level executives at big companies, large corporates as strategic investors, etc. Most of them are looking to diver sify their investments from asset-heavy businesses to asset-light investments- not to mention their extensive network connections in the market that you can leverage. 7/ Build a document for frequently asked questions (FAQ) Since you will be meet ing a lot of investors, you will start getting the same ques tions over and over again. Instead of winging an answer every time on the fly (and probably putting yourself at risk of saying a different answer), you should build an FAQ document for yourself where you can put concise answers that you say to any one who asks you the same query another time. This will make you sound more confident and prepared, and investors like it when you have already thought about the questions and concerns that they have. It just makes you seem that know what you are talking about. 8/ Legal takes a long time When we first got a term sheet, I thought I can just delegate all this legal stuff to a lawyer, and have him/her take care of this. I couldn’t have been more wrong. Legal ended up taking an insane amount of my time. Legal due diligence gets very messy if not handled properly, but that’s for a different post altogether. 9/ Be prepared to not get any answers You will be meet ing a lot of investors, and as such, you’ll constantly be getting feedback. It’s impera tive you learn from the feed back, and improve your busi ness and pitch deck. Some investors would be kind enough to give you an affir mative “no,” and even give a rationale behind it. This will help you move on, and spend your time and effort going after others. However, most investors will not reply, and they’d just ghost you. VCs are notorious for not saying no to keep you on the hook, in case you become interesting down the line. From my experience raising multiple rounds of funding so far, a “yes” usu ally comes a lot quicker than a “no.” However, it’s not un common for them to change from a “yes” to a “no” later on as well. 10/ Get better at storytelling In order to raise funding, you need to have great numbers and compelling overall trac tion. But numbers are not ev erything. You’re there to tell a story, you’re painting a pic ture that roughly follows this format: the current status quo is not good enough, mil lions of people are struggling with a problem. You have a product that is 10 times better at solving the prob lem, and is, in the process, making the world slightly better. You need their money to accelerate that progress. You’re there to convince them that you and your team are the right people to pull it off. Numbers and traction definitely help with making a decision, but they are not ev erything. It’s also a lot about your chemistry between you and the partner at the fund. After all, people make deci sions emotionally; they just rationalize the decisions to others (and themselves) with numbers. So, being good at telling a story and convincing others to join on that vision is super important. 11/ Always keep in mind that fundraising is a means to an end -and not an end in itself Fundraising itself is not a goal of your company- that should be to build a sustainable business that solves a problem. So, treat fundraising as such, and get back to working on your business. Don’t spend any more time on fundraising then you have to. Michelle Karam, founder, Travel Junkie Diary JUMPSTARTING GROWTH | 11 LESSONS LEARNED RAISING A SERIES A ROUND FOR MY STARTUP Haris Aghadi is the co-founder and CEO of Meddy, a GCC-based doctor booking platform that helps patients find the best doctors, and book appointments with them. It allows patients to find doctors best suited for them based on a wide array of filters and reviews. Meddy is a 500 Startups portfolio company. meddy.com YOU SHOULD TREAT FUNDRAISING SIMILAR TO HOW YOU TREAT A SALES PIPELINE- YOU HAVE TO MANAGE AND NURTURE THEM PROPERLY.
82 / ENTREPRENEUR.COM / November 2019 ALMENTOR Almentor.net E-learning in the MENA region has gained a boost as online learning and personal development platform Al mentor raised US$4.5 million in a Series A round led by Egypt-based VC firm Sawari Ventures, and joined by Egypt Ventures, Endure Capital, and angel investor Mohamed El Amin. Founded in 2016 by co- founders Ihab Fikry, Ibrahim Kamel, Hesham Heikal, Husni Khuffash, and Abdelrhman Fahmy, the online video marketplace for e-learning and professional business development was launched for Arab self-learners to reach their best potential. Cater ing to the Arabic-speaking audience across 56 countries around the world, Almentor offers free crash courses and paid full tracks for organiza tions and individuals on different topics including entrepreneurship, soft skills, parental and relationship management, sales and marketing, business manage ment, humanities, health and fitness, technology and more. CEO and co-founder Fikry points out that compared to the competitors, Almentor has a distinct USP: “We have the edge of understanding our region- the culture of both learners and mentors. So, we handpick the right mentors, and go to the market with the most efficient means (digital ly and face-to-face) to explain to new learners the benefits of personal development.” Commenting on the funds raised, Fikry says, “Almentor has the chance to benefit from the collective experi ences of its investors, not only from the financial and funding viewpoints, but also in terms of business develop ment and critical thinking as well.” One of the investors, Sawari Ventures Partner Wael Amin, believes that the online professional develop ment platform is taking on a significant opportunity in the region, “[They] have put together a capable manage ment team and have quickly “WE GOT FUNDED!” The stories behind the recent fundraising wins by online learning platform Almentor as well as bulk grocery e-commerce platform BulkWhiz by PAMELLA DE LEON What is the online learning industry landscape like in the MENA region? “Cost effectiveness in the continuous learning and training space is definitely an issue in this part of the world. But infrastructure is improving regarding the availability of online payment and internet speed. Mindsets are moving towards enhancing knowledge and skills through videos, which we can see with the uptake of Netflix and YouTube in the region. And so, it’s here where we find opportunity. We start any [program] track with the video content to capitalize on this existing habit, then we encourage our learners to interact with their mentors, download materials and go through quizzes and exams to get the best out our offered learning experience.” Ihab Fikry, co-founder and CEO, Almentor ‘TREP TALK IMAGES COURTESY ALMENTOR | BULKWHIZ Washmen team START IT UP STARTUP FINANCE Ihab Fikry, co-founder and CEO, Almentor
83 November 2019 / ENTREPRENEUR.COM / BULKWHIZ Beta.bulkwhiz.com BulkWhiz, an AI-powered bulk grocery e-commerce platform in the Middle East, has successfully closed its Series A funding round. The investment round was led by BECO Capital, along with 500 Startups, and new investors, China-based MSA Capital and Kuwait’s Faith Capital. Founded in 2017 by Amira Rashad with the idea to ease grocery shopping for families and small businesses by offering a bulk buy option, BulkWhiz built its own proprietary AI that learns consumer behavior and personalize the experience to their needs. Since its launch, co-founder and CEO Rashad notes that the initial AI they used has “built the foundation for personalizing the customer experience and for realiz ing efficiency across the value chain, en abling us to own our entire supply chain at a fraction of the traditional cost.” And with the new capital infusion, they’re investing it back to their core tech- Rashad notes that it will be used to continue improving and building their AI to continue offering a personal ized grocery shopping experience, as well as to build new channels and grow into new markets. Plus, with their new investors who are from in and out of the MENA region, the team perceives their new partners would give them a boost with their global experience and operational expertise. Commenting on the funding round, Rashad is keen on scaling their startup to further to address the market op portunity in MENA using their tech. “As a mom, I am acutely aware of the chal lenges of grocery shopping from wasted time, and running out, to not getting proper service or value for money. Frankly, I am excited that BulkWhiz is addressing all these challenges one by one for MENA consumers." As they continue to grow, Rashad says they’re focused on “building the right organization with the right talent,” as well as investing in their tech and product to further boost their growth. To entrepreneurs seeking funds, Ra shad advises to remember to “give the process enough time, be prepared with the required assets and numbers, and choose the right partners who will be in it for the long haul.” established themselves as the market leader when it comes to going after this opportu nity.” The capital infusion comes at an opportune time, with Fikry saying the funds are set to be used for content production, as well as for enhancing the platform’s tech to maintain momentum. He adds that marketing is also critical, not just as a startup, but to raise awareness on the value of online continuous learning, as well as investing in finding the right talent, as the startup continues to develop their business. For ‘treps in the fundraising phase, Fikry advises them to remember to spend their capital right, to focus on your customers instead of their competitors, and to prioritize on making their revenue stream work. “Raising money is only a step in your journey; making profits with high margins are the real success of your company.” In terms of boosting Almen tor’s growth, Fikry says he’d like to see more support from government entities and organizations to sponsor courses and program tracks. “The more support we get… the more we reach to learn ers across the region,” he explains. “This is already happening in Egypt, Saudi Arabia, UAE, and Bahrain.” The startup is also seeking mega-scale initiatives to reach their goal of having 25 million Arab learners on the platform. “But we can’t wait until the education systems and policies are reformed across the region; with our accessibility and scalability, we can make a huge impact in developing our [people’s edu cation] with what we provide right now.” Ahmed Wadi, founder and CEO, Moneyfellows WE GOT FUNDED | ALMENTOR AND BULKWHIZ SECURE THEIR LATEST FUNDRAISING WINS BulkWhiz team Wael Amin, Partner, Sawari Ventures
84 / ENTREPRENEUR.COM / November 2019 S aif Al Naji -who’s arguably better known by the name he DJs under, Saif and Sound- is the entrepreneur behind The Project, an Abu Dhabi-based enterprise that creates and delivers “one-of-a-kind en- tertainment events and experiences.” Al Naji, who’s also an RJ currently working with Channel 4 Radio in the UAE, says that The Project came into being about six years ago, although, at the time, it was only set up to function as a manage- ment company for his bookings as a DJ. However, as time went by, Al Naji noticed that there was a dearth of creative flair in the entertainment, events, and night- life landscape, especially in Abu Dhabi, and he felt that, given his first-hand experience in this industry, he could put together offerings that would essentially plug this particular gap that he saw in the sector. “I decided to take the risk, and expand what The Project was doing, and commenced on working on strate- gies to expand our deliverables and what we do,” Al Naji recalls. “One of the key focuses of The Project is to bring together the different elements that make up this industry, and create one-of-a-kind expe- riences. I personally do not believe in a traditional approach to anything I do in life, and I wanted to translate that in the work we do at The Project as well.” According to Al Naji, The Project has today evolved into becoming a one-stop- shop in the UAE for anyone wanting to put together an event in the entertain- ment and nightlife space. “We do concept creation, execution, production, talent sourcing, public relations, social media, media relations…” Al Naji says. “The list can go on forever, to cover everything from A-Z.” Having worked with clients like Four Seasons, Rosewood, Marriott, and others, Al Naji believes that one of The Project’s differentiating factors from other companies like it in the field is the fact that they are emphatic about the customer’s needs at the forefront of everything they set out to do. “At The Project, we make sure that we under- stand who our client is, and what sort of help they need,” Al Naji explains. “Then, we tailor-make our deliverables based on each client’s needs, and not just based on what we do.” He goes on to say that for every project he and his team takes up, a key component of the work they do is in researching what the market has to offer, not just from a local viewpoint, but from a global standpoint as well. “We look at both the successful events and concepts, as well as the not so successful ones that have been put together,” he says. “We the dissect the entire process until we come up with a winning equation that can cater to the UAE market, and the Abu Dhabi market specifically.” One of The Project’s particular charac- teristics as an enterprise is in its team structure, Al Naji notes. “I keep say- ing that The Project is different from any event, entertainment and nightlife company, and because we are different, the employees and number of employ- ees differ,” he says. “I work with a full freelance team, which, to me, I believe, is a great USP not just to my business and START IT UP Q&A THE PROJECT’S SAIF AL NAJI IS ALL ABOUT SETTING TRENDS ONE OF A KIND "I PERSONALLY DO NOT BELIEVE IN A TRADITIONAL APPROACH TO ANYTHING I DO IN LIFE, AND I WANTED TO TRANSLATE THAT IN THE WORK WE DO AT THE PROJECT AS WELL." IMAGES COURTESY THE PROJECT Saif Al Naji, founder, The Project The Project
85 November 2019 / ENTREPRENEUR.COM / company, as much as it’s a benefit to my clients, and what I can provide them every time. I highly believe in young emerging talents, and I believe it’s very important to keep your pool of talents fresh and excited. We all have different interests, and the team is hired based on what every project and concept we take on board is about. We are differ- ent in so many aspects, which includes my strong belief in getting the team to go out, and find their perfect spot. I do not believe in offices and having people sit behind a desk, and then expect them to be creative and come up with things differently from other companies. I have a solid team of four who are permanent employees, but my extended team goes beyond us, and sometimes goes up to 50-100 employees, and that really depends on the size of the investment and event we are running and putting together.” When it comes to revenue streams, Al Naji says that The Project has a variety of avenues to make use of to keep the business running. “Clients come to us sometimes requiring concept creations to different venues they run, and then we provide the concept and execute it on the ground,” he says. “While other clients require us to create a concept that fits their venue, source talents, work on production (that includes AV, decoration, fitting out the venue, and other production aspects), moving on to marketing services such as market re- search, pricing, graphic design, market- ing strategies, promotions. This can then move on to PR and communication, and that includes drafting releases, social media content creation and strategy, as well as execution, and finally on-ground services as handling the event from start to finish, and that would include han- dling the door, selling tickets or tables, and providing other services as required. Our segments within the market differs, but our main revenue stream is from working closely with F&B outlets within hotels and beach clubs. We do work a lot with the Abu Dhabi Department of Culture and Tourism (DCT) on city-wide events and performances. However, this does not cut it for us; we see ourselves as creators, and we are always search- ing for new segments as we are always hungry for new ideas and concepts. And because we are different from other events and nightlife companies, our clients profiles vary, and some of the names we work with include Flash Entertainment, DCT, FIFA Club World Cup, Marriott International, Al Futtaim, ADNEC, Cultural Foundation, and the list goes on.” For someone who’s only 28 years old, it’s probably safe to say that Al Naji is one of the older entrepreneurs operating in this particular industry sector in the UAE, but that doesn’t mean he’s had it easy starting up either. “I have been in this business for quite some time now, and it was not the easiest roadmap, to be extremely frank,” Al Naji confesses. “I took the risk in starting up the company, although the market is saturated with event companies backed with massive fi- nancial support, but I decided to do this, and learn everything on my own. Which is also my motto with the team. I always encourage the team to learn skills, and to get things done on their own. I am a huge believer that when you know how things are done, you create better, and get things done better as well. With that mindset, we cut down on cost and capi- talize on our profit, and we end up doing everything in-house, and gain experience as well. We do not want to be a money- making machine, but I want to make sure that the team understands what it takes to make things come to life.” So, what keeps Al Naji going even when the going gets tough? “Doing what you love is what keeps you motivated,” he replies. “I do not want to sound like a cliché, but doing what you love and running after your dream is such a rewarding process. You wake up every day looking forward to your day and what it brings, regard- less if it’s another success or a failure, but it’s your dream, and you are running after it.” ONE OF A KIND | THE PROJECT’S SAIF AL NAJI IS ALL ABOUT SETTING TRENDS 1. Dream extremely big. “But also be realistic.” 2. Take one step at a time. “I understand you want to be the biggest entrepreneur, but you need to make sure your steps are firm and steady.” 3. Learn everything about your business. “For you to succeed, you need to know everything about what you do, and how it gets done. 4. Give to gain. “Don’t expect to earn money in the first year. Be prepared to earn experience, but almost zero income. To gain trust and experience, you need to go above and beyond.” 5. Learn from your failures. “If you don’t fail, then you are doing something wrong. Failure is a must. This is how you learn. But don’t ever give up after your failure.” 6. Learn, and learn again. “I am a firm believer of learning. And by learning, I mean learn about your client, as much as you learn about your work and business. Make sure to understand what your client or target market needs, and what you think they need.” 7. Listen more than you talk. “This goes without saying. Listen to your team, to your clients, to your target market, and to your intuition. “ 8. Be involved. “Be part of everything you provide and do. Take part in what you provide. You can only do better when you are there, and on ground. If it’s a product you are supplying, make sure to be the first to try it, and if it’s a service, be the first one to experience it.” ‘TREP TALK The Project’s Saif Al Naji shares his tips for entrepreneurs The Project The Project
86 / ENTREPRENEUR.COM / November 2019 L ast July, Instabeat, a San Francisco-based hardware startup founded by Lebanese entrepreneur Hind Hobeika, launched its in-sight immersive swimming wearable, designed to help swimmers improve performance with real-time training optimization. It was a typical announcement, de- tailing the key features and benefits of the product, which included providing swim- mers with real-time heart rate feedback, automatic stroke recognition, lap detection, and detailed analytics to elevate performance and motiva- tion in the water. It further added that the swim trainer had been tested on over 250 swimmers and triathletes, including Olympic swimmer Sabine Hazboun and Ironman World Champion Leanda Cave. In stating that Instabeat had spent a total of eight years of research and development be- tween Lebanon, China, and the US, the announcement only hinted at the perseverance and hard work Hobeika invested to bring this product to market. Hit rewind, and we will find Hobeika in Beirut, juggling the studies of mechanical engineering at the American University of Beirut, and being a passionately competitive swimmer, devoting hours of training in the pool. After graduating and still in the pur- suit of swimming greatness, she looked for tools to improve her technique for maximum results. “I was shocked to see the gap in those products for swimming, even in water- proof tech products,” Hobeika says. “That’s how the idea of Instabeat came about.” In 2010, she took part in Stars of Science, a pan-Arab edutain- ment reality TV show, which annually invites Arab inven- tors to produce an engineering prototype, and demonstrate the viability of new technol- ogy that can have an impact on their communities. “The prototype was big and bulky, but it proved that we were able to accurately measure the heart rate from the temple underwater, and that the sen- sor system could be fitted on the side of a goggle,” she says. “However, the Stars of Science experience was so unique, because, for the first time of my life, I went from an idea, to working on a prototype in just three months. This blew my mind. I had previously worked at a very large corporation, where it had taken years and thousands of people to create only one feature in a product. I was hooked on the power of creating, and more so, to the power of hardware to create unique experiences.” One year later, Hobeika founded the company in Beirut, and she carried out extensive research into user preferences for her future product. “I first interviewed around 40 swimmers from all over the world to understand their training behavior, strug- gles and criteria for success,” she says. “I understood that swimmers were not willing to give up their goggles, and were not willing to wear any additional tool that would add friction, and so, they were lacking real-time feedback. That helped me define the user specifications of the product, that it should be a unit that could be mounted on any swimming goggle, and that delivered accurate actionable data to aid training for better performance. I also wanted to make sure the product pre- served the meditative aspect and the magic of swimming, and would not be ruined by this piece of tech, which is why we picked colors over a digital screen.” In 2013, Hobeika launched a crowdfunding campaign with a goal of raising US$35,000. Within the first few days of the campaign, the target was more than twice surpassed by the contributors coming from 56 countries around the world. During this time, Hobeika ex- plains, she learnt some of the most important lessons about IN THE PURSUIT OF GREATNESS START IT UP Q&A Instabeat founder Hind Hobeika on her entrepreneurial journey building a hardware startup by TAMARA PUPIC IMAGES COURTESY INSTABEAT Instabeat immersive wearable
87 November 2019 / ENTREPRENEUR.COM / hardware design, namely that designing a prototype, and de- signing for manufacture should be treated separately. “If you have a design and engineering team who are well-versed in manufacturing, they can save you a lot of time by consider- ing manufacturing and supply chain constraints early in the design,” she says. “I would advise any other entrepreneur building a hardware product to understand their design constraints early on, and test for them. I can’t stress this enough. We were testing our product on swimmers in Leba- non, who all had fairly similar head shapes and skin com- plexion. Yet, when we started testing outside, we realized that our design was biased. The second lesson I learned the hard way was the differ- ence between being a research and engineering company, and a consumer company. In research, especially when you are working on something re- ally new that hasn’t been done before, it’s really hard to have hard deadlines, as discovery is a part of the process. However, when you’re a consumer- facing company, you need to answer questions very quickly, and be ready to handle all complaints. This gets particu- larly challenging if you don’t have the answers, which is why a hardware startup needs to think very carefully about the right time to go consumer- facing.” Regardless of the hardships, in 2015, Instabeat started shipping its products. The initial few batches received good reviews, but behind the scenes, the team faced numer- ous problems, this time with manufacturing. “Back then, I looked for manufacturers who had experience working with waterproof products, and found one in Silicon Valley who had also had experience working with large Fortune 500 companies, so I thought it had high design standards I could trust,” Hobeika recalls. “That partner looked really good on paper; however, they did not have the skillset to tackle our difficult manufac- turing challenge, which was designing a flexible silicone case. So, I would advise anyone that, once they have under- stood their design complexities really well, they should look for someone who has already solved that problem.” She adds to highlight the importance of this advice to other hardware entrepreneurs: “Having the right manufacturing contract in place can make or break you. I once heard one of the big manufacturing giants say, 'Most startups we work with run out of cash before we get them to production.' Incentives with your manufac- turer should be aligned, so the relationship can work on the long-term.” By 2016, Instabeat stopped manufacturing, leading Hobeika to a painful dilemma of deciding whether to shut down the company or try one more time. By a chance encounter, she met Alex As- seily, co-founder of Jawbone, a San Francisco-based startup which is today known for its innovations in the wearables market, but which has been through its own share of ups and downs. The two decided to team up, and rebuild Instabeat from scratch. Hobeika raised $4 million from Berytech Fund II, and then moved to San Francisco. “Our test protocol to get to a final form factor was really unique, as we involved almost the entire swimming community in San Francisco and Lebanon to make it hap- pen,” Hobeika says. “We would 3D print in the morning, go to the pool in the afternoon with 10 people, each of whom would need to swim with 10 differ- ent sets of goggles. If it leaked, we would film and modify the prototype on the spot, and that cycle kept repeating for over nine months, until we got to a product that would seamlessly fit onto any swimming goggle and provide accurate reading.” IN THE PURSUIT OF GREATNESS | INSTABEAT FOUNDER HIND HOBEIKA "I WANTED TO MAKE SURE THE PRODUCT PRESERVED THE MEDITATIVE ASPECT AND THE MAGIC OF SWIMMING, AND WOULD NOT BE RUINED BY THIS PIECE OF TECH." Hind Hobeika, founder, Instabeat The Instabeat app >>>
88 / ENTREPRENEUR.COM / November 2019 "A HARDWARE STARTUP NEEDS TO THINK VERY CAREFULLY ABOUT THE RIGHT TIME TO GO CONSUMER- FACING." 1. Your hardware product needs to be something that can’t be easily replicated “Make sure you have a very strong hardware barrier to entry, at least at the beginning.” 2. Market research is critical to the success of your product “There is no ‘lean hardware’ or A/B testing to figure out specifications on the go, you should really dive deep into consumer insights in any way you can before locking the product specifications.” 3. Don’t go into manufacturing until your product is absolutely ready “When you get to the manufacturing stage, every ‘mistake’ to fix costs thousands of dollars and weeks of time to fix.” 4. Always keep an eye on your finances “Manage your cash flow really well. When you are half way through your prototyping, I would suggest to get a supply chain person with a very strong financial background to do that for you.” 5. Be extremely sure before your enterprise goes consumer- facing “Pick the moment you go public very carefully.” 6. Do not release a product that you’re not a 100% sure about “When you launch, you can’t just release a software update to fix a bug. A hardware recall can break your company.” 7. You need a team who has expertise in the field “In order to do things right, fast, and in a cost- effective way, it’s really important to have a team who has launched similar products before, ideally in the same category.” ‘TREP TALK Instabeat’s Hind Hobeika on navigating challenges and opportunities as a hardware startup START IT UP Q&A Instabeat immersive wearable However, Hobeika once again was not spared from chal- lenges related to design and manufacture. “At that point, we had a commitment from a large contract manufac- turer that was interested in investing in startups, and we had hired a design firm to design the product according to a technique that only the manufacturer could do, but at the very last minute, our project manager quit, and the new one did not have the same interest.” Hobeika explains that, throughout 2017, she talked with nearly 100 manu- facturers in the US and China, all of whom refused to work on her product because of its complexity. Not forgetting her experience with manufacturers when the company was still based in Beirut, she now opted for a manufacturer who had experience in flexible silicone products. “They turned out to be an amazing partner, work- ing hard with us to launch the product. In 2018, I started working with them from the US, but then I quickly realized that, as a small firm, they needed my help, so my two- week-long trip ended up being a one-year stay in China, until the product got made.” To date, Instabeat has raised a total of $6 million in funding from Berytech Fund, Wamda Capital, Jabbar Capital, and angel investors. Advising other hardware entrepre- neurs on how to pitch to investors, Hobeika highlights that their minimum viable product should solve the main competitive advantage over other competing products. “It doesn’t have to be fully functional,” she adds. “So, for example, Instabeat’s MVP was a heart rate sensor that could accurately read the heart rate from the temples underwater. The most important part of the pitch is the competitive advantage that your hardware will have, how it will help you win the market, and why you cannot run your business without the hardware portion. Otherwise, there’s no reason to justify the investment, and all investors prefer software investments. When it comes to picking investors, unfor- tunately, there aren’t a lot of hardware investors in our re- gion. So, either go to the very few who have already done it, or plan on filling that gap in your team’s side, so that they can gain confidence.” For those thinking of relo- cating their startups to San Francisco too, Hobeika advises it to be done for strategic rea- sons only. “I first went there because I was working with our manufacturing partner there, but then I realized that all Olympic swimmers were based there, and that San Francisco was a huge city for triathlons. Being there allowed me to be part of the same com- munity as my target customer. Also, I would say that in a city like San Francisco, it’s easier to make friends who are on a similar journey, and there is also more serendipity that happens in general. For instance, I met an Olympic swimmer at the dentist’s, or I met a very big swimming brand at a conference, but does that justify multiplying your business cost by five? Probably not.” Looking back, Hobeika is proud that Insta- beat is the only sensor product that can mount on any pair of goggles, and give real-time heart rate performance met- rics. “This is really important because swimmers are so particular about their goggles, and with over 90 different shapes in the market, it’s really hard to create a ‘one size fits all’ design, but we were up for the challenge,” she says. “Our heart rate sensor and our mo- tion algorithm are one of the most accurate on the market!” She adds that it is the first time in the history of the sport that swimmers are able to get bio-feedback in real-time, enabling them to learn from data that was neither known nor proven before. “The goal for Instabeat is to advance the science and tech behind the sport for bettering perfor- mance, but also it’s being used by fitness swimmers as a mo- tivation tool to explore more in their training,” she says. To conclude, Hobeika says, “Be patient! Launching a hardware product takes an enormous amount of time, keep pushing through, and don’t lose touch with your consumer while you’re doing it!”
Flexi-Time IWG Has The Flexible Workspace Market Cornered ADVERTORIAL 89 November 2019 / ENTREPRENEUR.COM / F lexible working is growing rapidly, with IWG’s continued expansion across its operating brands, seeing another 156 new locations opening in 34 countries around the globe. From Perth in Australia to Paris in France, the first half of 2019 has seen more rapid growth from IWG’s flexible workspaces brands like Regus and Spaces. A report by consultancy firm The Instant Group found demand for flexible workspace globally increased by 19% last year, stating that the growth in the supply of flexible space was ‘the number- one story’ in commercial property markets around the world. John Williams, head of marketing at The Instant Group, puts the growth down to two factors: a change in how large companies were operating –specifically in relation to flexible working prac tices– and changes to the nature of the workforce itself. He says: “It’s a mixture of the increase in the contingent workforce –con sultants, one-man bands, and startups– and the fact that larger companies now work in a more agile way. Businesses are now keen to offer their employees more choice in where and how they work, and digital technology enables them to work anywhere.” A reluctance by major companies to sign long-term lease agreements in order to stay financially flexible was also a driver. “Corporates are less keen now on signing lease agreements for the long-term as business cycles have become shorter since 2008, and companies have had to become more agile to adapt to this change. This means being able to grow, and contract, quickly rather than be tied to one space for 10 years or more.” Despite the rise in flexible workspaces, much of this footprint is still concentrated on the world’s major “global cities,” according to the report, with New York and London taking up the lion’s share of such available sites. IWG’s portfolio of operating brands, with Regus at the forefront, is continuing to expand into these major cities, but also into other growth territories. Since the turn of the year it has established new office space in places such as Braga, Bilbao, Rennes, Gdansk, or Huntingdon, in Cambridgeshire. When it comes to the nature of the workforce driving the change in working practices, many might perceive that it centers on the creative sector, with visions of young app developers in casual clothes looking to avoid what they might feel to be a more traditional, perhaps even “stuffy,” 9-to-5 office culture. But, according to Williams, this is not what their research has found. “There is a misconception that it is millennials who work in the creative or tech industries that are driving this change. This is not the case at all,” he says. “We find in the US and UK, it is actually financial services and professional services organizations who are using flex space more than tech companies,” Williams says. “It is larger companies taking bigger requirements of flexible workspace that are among the fastest growing segments of the flex workspace sector.” Although relatively nascent as a trend in the commercial rented sector, with 5% of the total office market, Williams suspects flexible workspace will make up 30% of the market in the next decade. So, now is the perfect time to capitalize on this new business opportunity. IWG, the global leader of flexible workspace and co working, has launched its franchise offering, based on its proven business model, over 30-year experience and leading global brands like Regus and Spaces. It’s an opportunity to diversify away from traditional franchise industries while benefiting from strong cash returns, with access to over 2.5 million customers, and rely on a strong partner to maximize your investment. For more information, get in touch via email: franchise.MENA@iwgplc.com, or by visiting franchise.iwgplc.com
90 / ENTREPRENEUR.COM / November 2019 (CSR is dead) by MARC CIRERA Marc Cirera is the founder and CEO of Companies for Good, a social enterprise designed to help businesses change for good. Marc is a business ethics, CSR and sustainability specialist with a clear vision: a world where companies operate in a more sustainable and responsible way. He strongly believes that good business practices help companies outperform, while benefiting employees, the environment, and society at large. companiesforgood.ae Welcome to the Age of Good ‘TREPONOMICS PRO C orporate social responsibility (CSR) gained traction in the 1980s, as it was a period where governments gave businesses a lot of freedom in the name of encouraging profitability and economic growth. Unfortunately, this carte blanche allowed business leaders to commit a number of unethical and irresponsible acts, such as throwing barrels of chemi cals into the ocean, and dumping large amounts of non-biodegradable waste into landfills. In this world, CSR not only made a lot of sense– it was essential. The world needed a way to talk about businesses’ behavior, and businesses needed a way to offset their negative impacts, and protect their reputations. Since then, we’ve witnessed a number of evolutions. In the 90s, the triple bot tom line (TBL) framework, or the three Ps (People, Planet and Profit), came into play. In the nineties, the term, “sustain ability” became increasingly popular. Many companies then started to create their own unique programs, such as Marks & Spencer’s Plan A, or Nestle’s Creating Shared Value. Nowadays, most companies are jumping onto the Sustainable Development Goals (SDGs) bandwagon. At the end of the day, these are simply newer versions of the same CSR ideology, which implies that businesses have a legal and moral obligation to operate in a certain way, and are expected to give back to their communities. For CSR ad vocates, the solution to the world’s most pressing issues rests in the hands of large and powerful conglomerates. The reality, however, is that while we’ve been trying to make CSR happen for decades, the same challenges remain. Our planet is being plundered for resources at an utterly terrifying rate, and we current ly have no plans for how we’ll cope with a rapidly growing global population. It’s clear that companies have reached the end of the road with CSR, and that there is a need to embark on a new era- an era where businesses actually and effectively make the world better. MOVING INTO A NEW ERA As the name suggests, CSR essentially implies that corporates have a respon sibility towards society. However, as we know all too well, responsibility on its own is not a powerful motivator. When we have to do something, we do the bare minimum. Responsibilities don’t make us feel good because we don’t have a choice; however, when we want to do something, our attitude changes. Caring genuinely about the task at hand makes us feel good, and so we put more effort into our actions- this is a fundamental human truth that goes beyond business. In this new era, our actions will be based on what makes us happy. The most critical aspect is that it won’t be led by governments, charities, or businesses; it will be led by us, the people who want to make change happen. Organizations will, of course, play an essential role in shap ing the new era, but they cannot be the drivers of change. Inequality is growing, pollution is getting worse, water is being depleted, and we ultimately can’t rely on other people to make change happen. Governments and businesses won’t chal lenge the status quo that’s giving them power, and, unfortunately, charities are doing important, noble work, but they’re largely patching up a flawed, unfair eco nomic system. In the Age of Good, we won’t take posi tive action, because it’s the right thing to do, we’ll do it because we want to, and it makes us happy. We won’t recycle be cause a policy says we have to, but rather because we want to– because protecting the planet makes us happy. In the Age of Good, the paradigm will slowly shift, and will have a domino effect on the world, making us do good, and feel even better. This is what inspired me to start a business that focused on “doing good,” as opposed to “being responsible.” Through Companies for Good, businesses -and their people- have the opportunity to do good instantly- it is essentially good, on demand. Through a two-fold approach that involves people and the environ ment, a positive impact is created for both society and the planet. It is only by creating scenarios where everyone wins that we can achieve the changes we so desperately need.
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