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october 2016 | www.entrepreneur.com/me | UAE AED20 9 7 7 2 3 1 1 5 4 1 0 0 8 > Modern marketing Five tips for building your brand from the ground up (in today’s market) Capital welcome Hong Kong investor Oswald Wong The President and CEO of CIDIC is looking to invest up to US$2 billion on Middle East projects (and he’s looking to partner with SMEs along the way) Startup Everledger makes a knockout first impression Commanding attention Entrepreneur Leanne Kemp Soaring ambition The aspiration to become an entrepreneur in the MENA region is on the rise- and so are the physical attempts at establishing a business

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Naushad Ansari, Plant Director Jindal Shadeed Our search for the ideal location became a journey of partnership. With a substantial and expanding cluster of metal industries, investments of $25 billion and seamless sea-road-air access to the region’s largest markets, it’s no wonder so many companies choose to start their journey in SOHAR, one of the world’s fastest growing Port and Freezone developments.

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october 2016 Entrepreneur 3 24 FFWD on the evolving role of designers CONTENTS october 2016 20 INNOVATOR: Capital welcome Hong Kong investor Oswald Wong The President and CEO of CIDIC is looking to invest up to US$2 billion on Middle East projects (and he’s looking to partner with SMEs along the way). 70 TREPONOMICS: SKILLSET Building values Founder and CEO Omar Kassim on how he and his team are building JadoPado as an organization. 42 TECH: SHINY #TamTalksTech Gadgets and doodads that you might’ve missed out on, sourced by a tech aficionado. Yes, it’s okay to want them all… and no, it’s not our fault. 44 CULTURE: TRAPPINGS ‘Trep gear The executive selection for the entrepreneur on your list that has everything. Okay, maybe for a little self-reward as well. 30 CULTURE: BUSINESS UNUSUAL Inspired pursuits Turn your passion into a viable business- MENA ‘treps talk what works (and what doesn’t). 24 CULTURE: DESIGN Fashion focus The MENA region is making a concerted attempt at nurturing entrepreneurship in the style sector. Oswald Wong with H.E. Sheikh Nahyan bin Mubarak Al Nahyan and artist Shi Dachan at the latter’s exhibition in the UAE 20

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Entrepreneur october 2016 10 CONTENTS 50 TECH: THE FIX Paradigm shift IBM’s Juan Jose De La Torre on the need for MENA businesses to embrace digital transformation. 68 CULTURE: LIFE Question the status quo Contrary to popular thought, having entrepreneurial employees in your organization is a good thing. 72 Pieter Sleeboom, MD, Marhababy; winner of the Dubai edition of CACSC Juan Jose De La Torre, IBM, Digital Transformation Leader for Middle East and Africa 50 october 2016 38 TREPONOMICS: PRO Soaring ambition The aspiration to become an entrepreneur in the MENA region is on the rise- and so are the physical attempts at establishing a business. 54 CULTURE: LIFE Learning to be creative James Clear enlists five steps to enable more innovative thinking. 62 ‘TREPONOMICS: MARKETING Modern marketing Ramzi Haddad, Managing Director, Carat UAE and Lower Gulf, offers five tips for building your brand from the ground up (in today’s market). 72 IN PICTURES: Plugging in Alibaba Cloud and DSOA host startup challenge to reward Middle East entrepreneurs. 42 HTC Desire 10 Pro jj de la torre Image location courtesy of St. Regis Dubai

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Entrepreneur october 2016 12 CONTENTS october 2016 30 Omar Samra, founder, Wild Guanabana 34 Leanne Kemp at IBM Edge 2016 82 START IT UP: ECOSYSTEM Global ambitions Shant Oknayan, Regional Head of E-commerce, Retail, Online Services and Media at Facebook Middle East and North Africa, says it’s a lot easier now for MENA businesses to venture into new markets. 64 ‘TREPONOMICS: MARKETING Crowdsourcing customer acquisition According to Melltoo co-founders Morrad Irsane and Sharene Lee, for startups, the most cost-effective way to get customers is through other customers. 76 START IT UP: Q&A Breaking (linguistic) barriers Morocco-based Sahih Business provides accounting software in the Arabic language for MENA small businesses through its Aliphia platform. 52 ‘TREPONOMICS: ESQUIRE GUY The don’t-be-a-schmuck guide to rescheduling Yes, it happens to everyone, but there’s a right way and a wrong way to go about it. 58 ‘TREPONOMICS: MARKETING All about the #feels Melissa Moubarak, Strategy Manager at UM MENA, offers a perspective into the future of targeting- customized communication is the way forward. 16 EDITOR’S NOTE By Aby Sam Thomas 80 START IT UP: STARTUP FINANCE “We got funded!” compareit4me.com gains US$2.4 million in latest investment round, which means the startup has now raised a total of $6 million in funds to date.

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27 Henri Asseily, Manager Partner, Leap Ventures etro.com

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Entrepreneur october 2016 14 SUBSCRIBE Contact subscriptions@bncpublishing.net to receive Entrepreneur Middle East every issue EDITOR IN CHIEF Aby Sam Thomas editor@bncpublishing.net CEO Wissam Younane wissam@bncpublishing.net MANAGING DIRECTOR Walid Zok walid@bncpublishing.net DIRECTOR Rabih Najm rabih@bncpublishing.net CREATIVE LEAD Odette Kahwagi STARTUPS SECTION EDITOR Pamella de Leon COLUMNIST Sindhu Hariharan COLUMNIST Tamara Clarke COLUMNIST Shoug Al Nafisi COLUMNIST Erika Widen EVENTS LIAISON Mark Anthony Monzon PO Box 502511 Dubai, United Arab Emirates P +971 4 4200 506 | F +971 4 4200 196 For all commercial enquiries related to Entrepreneur Middle East contact sales@bncpublishing.net All rights reserved © 2016. Opinions expressed are solely those of the contributors. Entrepreneur Middle East and all subsidiary publications in the MENA region are officially licensed exclusively to BNC Publishing in the MENA region by Entrepreneur Media Inc. No part of this magazine may be reproduced or transmitted in any form or by any means without written permission of the publisher. Printed by Raidy Emirates Printing Group LLC www.raidy.com Images used in Entrepreneur Middle East are credited when necessary. Attributed use of copyrighted images with permission. All images not credited otherwise Shutterstock. Lama Ataya James Clear Fida Chaaban Tarig El-Sheikh Ramzi Haddad Omar Kassim Sharene Lee Ross McCammon Melissa Moubarak Shant Oknayan Dr. Petar Stojanov CONTRIBUTING WRITERS www.entrepreneur.com/me Access fresh content daily on our website! MIDDLE EAST EntMagazineME @EntMagazineME Entrepreneur-me EntrepreneurMiddleEast EntMagazineME EntMagazineME EntMagazineME MIDDLE EAST In addition to our print edition, we’re bringing you all sorts of industry news on our web mediums. Joining us online means getting relevant business and startup content in real-time, so you’re hearing about the latest developments as soon as we do. We’re looking forward to interacting with our readers on all of our social media and web platforms- like any thriving business, we’re looking to give and take. #TrepTalkME is already happening on all of our digi platforms, and all good conversations go both ways. See you on the web!

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Fresh from his summer in France, Gary Rhodes returns to Rhodes W1 at Grosvenor House with an Anglo-French menu. Pick innovative pairings and taste fabulous French flavours while you sip selected ‘Rhodes Round The Clock’ drinks from AED 25, whatever time you dine. F o r r e s e r v a t i o n s c a l l 0 4 - 3 1 7 6 0 0 0 | G r o s v e n o r H o u s e | D u b a i | w w w . r w l - d u b a i . c o m

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Entrepreneur october 2016 16 W hen Entrepreneur Middle East was launched two years ago, one of the foun- dational principles that we laid out for ourselves as a publication was that we needed to be more than a mere spectator of what’s happening in the region’s business arena- our mandate was to be active participants of the entrepreneurial ecosystem here, cheering, supporting and enabling the men and women trying to make a definite impact in the MENA region through their professional endeavors. Now, I’ll be the first to admit that having such a directive hanging over our heads has been a daunting affair for those of us working under this banner. Our desire to be different from the sta- tus quo meant that we had to be inventive in how we went about doing things- we became purpose- ly choosey about what we feature as content; we made it a point to be at as many ecosystem events as we can (this is why you often see us working over weekends, so as to catch up with time we lost over the week!), and we were keen on using our platform to throw the spotlight on not just the business people who had “made it,” but also the fledgling new enterprises that showed the potential to actu- ally affect change in the region. It is thus this particular founda- tional value that is governing our newest initiative at Entrepreneur Middle East: a contest that will see us give away US$25,000 each to two deserving startups operat- ing in the Middle East. You’ll hear more about this competition and how you can enter it over the course of October- keep an eye out for #EntMEStartups on our social media channels; that’s the hashtag we will be using to refer to this contest over all our platforms. At its very essence, our aim with #EntMEStartups is to find enterprises in the region who are being (at the risk of sounding cliché) really innovative, and award them with this prize that, we hope, will contribute to their success in the long term. At Entrepreneur Middle East, we’ve so far put in time and effort to helping build this ecosystem- and now, we are putting in capital as well. Stay tuned for #EntMEStartups. EDITOR’S NOTE Aby Sam Thomas Editor in Chief @thisisaby aby@bncpublishing.net Impact investments First, we put in time and effort into the ecosystem- and now, capital

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Entrepreneur october 2016 18 T he Venture, a global competition staged by Chivas, is back this year seeking promising, up-and-coming startups that also have a positive impact. The com- petition is open to startups that have a working business model, and at the same time, create social good with its endeavors. With 32 countries taking part, each region will have its regional round, whose winners will then participate in the grand finals for a chance to win and share a stake from the US$1 million social entrepreneurship fund. Last year’s judges at the grand finale in New York included Eva Longoria, Sonal Shah, Joe Huff and Alexandre Ricard. The contest has had an impres- sive line up of social entre- preneurs over the years: the 2015 GCC winner was Dumyé, presented by founder Sahar Wahbeh, a brand creating hand- crafted eco-friendly dolls that can be personalized and donates to an NGO with every purchase, while the 2016 GCC winner was Taka Solutions, presented by founder and Managing Director Charles Blaschke and co-founder and Commercial Director Chris Burkhadt, a startup that aims to use its tech to save money and reduce the world’s energy consumption. Think you have what it takes to represent the GCC region and have a stake at the $1 million fund? Head to The Venture and apply before November 30, 2016. www.theventure.com Global startup competition The Venture 2017 launches US$1 million fund IN THE LOOP The search is on N ew York University Abu Dhabi (NYUAD) and Flat6Labs Abu Dhabi have come together to organize the newest edition of Startup Series, a four-month-long program comprising of panel discussions and group activities aimed at promoting a culture of entrepreneurship among its students as well as the community at large. As part of NYUAD’s startAD entrepreneurship initiative, the Startup Series talks aim to create an “interactive educational experience” with expert speakers sharing technical advice and experiences with existing and aspiring entrepreneurs. Structured as 90-minute talks, the Startup Series and other startAD community education programs are designed to function as a source of guidance for aspiring entrepreneurs and also “engage public and private organizations.” The Startup Series sessions will be held at NYUAD during September to December, and they will cover topics such as team dynamics in business, customer development, crafting a pitch, and managing burn rates, among others. Besides the Startup Series, the startAD initiative also includes other concept programs open to all, such as Tech Tuesdays, a tech startup community meetup, Legal Clinic, sessions connecting the startup community with legal professionals, and others. http://sites.nyuad.nyu.edu/nyuadstartad/ Kicking off NYUAD and Flat6Labs launch Startup Series 2016 in Abu Dhabi Charles Blaschke and Chris Burkhadt of Taka Solutions, winner of The Venture GCC 2016 A scene from a prior edition of NYUAD Startup Series NYUAD Dumyé founder Sahar Wahbeh’s pitch at the Gulf finals of The Venture 2015 in Dubai, UAE

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

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Entrepreneur october 2016 20 I t’s hard not to be at least a little flabbergasted when looking through China International Development and Investment Corporation Ltd. (CIDIC) President and CEO Oswald Wong’s career summary- besides details about the senior executive roles and responsibilities he has had to shoulder in his various jobs so far, the resume that I looked at (which is eight pages long, by the way) is peppered with images of Wong’s meetings with several distinguished business personalities from the Middle East. These include H.E. Saeed Mubarak Al-Hajeri, Chairman of the Board at Abu Dhabi National Energy Company (TAQA), Aabar Investments CEO Mohamed Hamad Al Mehairi, Sobha Group founder and Chairman P. N. C. Menon, Emaar Properties COO Amit Jain, and so forth- Wong’s resume thus makes it seem that this Hong Kong-er is quite comfortably connected to this region’s business community. As for how this came to be: well, that’s where Wong’s enterprise, CIDIC, comes into the picture. A diversified investment company based out of Hong Kong, CIDIC is focusing primarily on infrastructure and property development, with its business activities stretching all around the world. Projects under its current purview include a US$1.4 billion mixed-used development at Arizona in the United States, a $1.2 billion biofuel project at KwaZulu-Natal and Mpumalanga in South Africa, a $125 million residential development at Alberta in Canada, and a $350 million hospital project in Saudi Arabia. When I asked Wong if there was an approximate amount that he thinks CIDIC would be investing in projects in the Middle East, he replied that the enterprise is targeting projects that go from a “minimum $50 million, up to $2 billion in construction value.” The sheer size of the investment his company is considering to spread around in to the region is, indeed, impressive and welcome, with Wong noting that CIDIC’s target sectors in the Middle East include property development and infrastructure, with the latter focusing mainly on power projects like solar energy, and –perhaps The President and CEO of CIDIC is looking to invest up to US$2 billion on Middle East projects (and he’s looking to partner with SMEs along the way) Capital welcome By Aby Sam Thomas innovator Hong Kong investor Oswald Wong . >>>

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Entrepreneur october 2016 22 surprisingly- waste management as well. “I have good faith in the waste management [sector] in this region,” Wong says. “I do believe there’s a big chance and opportunity on the waste management sector, especially in waste- to-energy [projects].” Wong reveals that he’s already in discussions with various entities in the region, with the aim being to have local partners for the projects CIDIC chooses to invest in. “Although we cannot say we are very new to the market, this world is a totally different one to the Western one,” he explains. “So it’s better to have someone locally as [a partner].” According to Wong, these partnerships will be realized in the form of SPVs (special purpose vehicles) with CIDIC, thereby enabling projects to be executed without too many hitches along the way. But what are the factors that govern the selection of a project by CIDIC in the first place? “The first is the location of the projects,” Wong explains. “Second, we need to see how is the purchasing power of the locals. Third, we need to see the local law and regulation- is this something that’s feasible and good for us? Fourth is the local contribution [to the projects]. And the last [factor] is the vision of the country, its local utilities, infrastructure, etc.” Given these parameters, and the industry sectors that CIDIC is interested in, it should come as no surprise that the Middle Eastern countries that Wong is currently keeping an eye on include the UAE, Qatar and Saudi Arabia. But while these big projects will see CIDIC working with, well, big entities, Wong reveals that his enterprise is looking to involve SMEs in the region in certain capacities as well. “We try to use the local companies for all the local support,” he says. “We try to use local [entities], rather than going for international ones- even if the local [entity] may charge us a higher price than the other. This is one form of support we show for the local SME sector. Secondly, we are trying to cooperate with various SMEs in the local space- like, say, recently, we were planning an event, and we decided to use a local company to handle media, a local company to organize the event, etc. And thirdly, we are also targeting to do investment in SMEs, but again, that depends on the company. At the moment, we are not investing in any SME; it’s not in the scope of our works right now, but maybe in the future, yes.” In line with CIDIC’s project strategy in the region, Wong says that he’d look out for SMEs working in the fields of property and infrastructure development, but adds industry to the mix, especially in the power sector. For the record though, Wong is indeed putting his money where his mouth is- CIDIC recently partnered with the UAE-based SME Sulty Events and Entertainment to put together an exhibition showcasing the ink paintings of acclaimed Chinese artist Shi Dachan for the first time in the country. In a statement, Vanessa de Caires, owner of Sulty Events and Entertainment, said, “As a well-organized organization, we are delighted by the confidence shown by CIDIC to our firm, and we are committed to making our first Chinese innovator “Collaborating with other countries and their growth initiatives with young dynamic entrepreneurs benefits the progress of both countries, and we look forward to building bridges with this exhibition.” Oswald Wong, President and CEO, CIDIC with Vanessa de Caires, Owner of Sulty Events and Entertainment Dubai Oswald Wong with H.E. Sheikh Nahyan bin Mubarak Al Nahyan and artist Shi Dachan at the latter’s exhibition in the UAE

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october 2016 Entrepreneur 23 art related project for the exhibition and cultural exchange a success.” In the same release, Wong reiterated his commitment to empowering the local SME sector, while enhancing the China-UAE relationship as well: “Collaborating with other countries and their growth initiatives with young dynamic entrepreneurs benefits the progress of both countries, and we look forward to building bridges with this exhibition.” It’s easy to see from Wong’s statements that his strategy for CIDIC in the Middle East is adherent to the “One Belt, One Road” initiative being spearheaded by the Chinese government. As a development strategy aimed at increasing China’s cooperation and connectivity with Eurasia, “One Belt, One Road” was unveiled in 2013, and has since been making headlines for its potential to reshape global trade. While many Chinese companies have signed up to be a part of the “One Belt, One Road” drive, Wong says that CIDIC is hoping to differentiate itself in the manner it implements this particular scheme. “They [other Chinese companies] try to bring everything from China- labor, equipment, management, etc.,” Wong notes. “They have a little bit of a hesitation to use local [talent]- they have no localization. And this is a major difference between us and the [other] national companies.” Wong believes that while capital and know-how from China may be used to govern overseas projects under the “One Belt, One Road” scheme, there also needs to be a concerted attempt at utilizing the local resources, and creating job opportunities for the talent in those markets as well. This thus explains CIDIC’s modus operandi in the Middle East- Wong is keen on not just paying lip service to the “One Belt, One Road” initiative; he’s insistent on making regional collaboration a key aspect of his company’s endeavors in this region, and he’s in it for the long haul. “Long-term plans, we’ll stay here at least till a minimum of 2025,” he says. “We are trying to have more investment in the infrastructure side- that’s our target, frankly speaking.” Wong adds that the future could also possibly see him look at other sectors like industry, media, and hospitality in the region, given the grand visions countries in this region have for themselves- which essentially means that we’ll be seeing a lot more of Wong and CIDIC in the Middle East in the future. And Wong’s insistence on making local participation a key part of CIDIC’s agenda here can only mean good things for this region- and it’s something that will be worth looking forward to. CHINA BY THE NUMBERS 1,364,270,000 Population of China according to the Doing Business 2016 report 7,380 Gross National Income per capita (US$) of China according to the Doing Business 2016 report 84 China’s “Ease of Doing Business” rank as of 2016, a drop from the rank of #83 in 2015 according to the Doing Business 2016 report $19.39 trillion The 2015 estimated GDP (purchasing power parity) of China, an increase from the 2014 estimated GDP of $18.14 trillion, as stated by the CIA World Factbook 6.9% China’s 2015 estimated GDP real growth rate, a drop from 2014’s 7.3% estimated GDP real growth rate, as stated by the CIA World Factbook $2.27 The number in trillions (US$) of China’s estimated 2015 exports, an increase from 2014’s estimated exports at $2.244 trillion, as stated by the CIA World Factbook $36.3 The value in billions (US$) of Alibaba Group founder Jack Ma, as stated in the Bloomberg Billionaires list, Ma was ranked #14 out the total list of 200, and #1 of China’s billionaires 11 The number of Chinese billionaires listed on the Bloomberg Billionaires index Industries World leader in gross value of industrial output; mining and ore processing, iron, steel, aluminum, and other metals, coal; machine building; armaments; textiles and apparel; petroleum; cement; chemicals; fertilizers; consumer products (including footwear, toys, and electronics); food processing; transportation equipment, including automobiles, rail cars and locomotives, ships, aircraft; telecommunications equipment, commercial space launch vehicles, satellites1 1 Source: The World Factbook www.cia.gov/library/publications/the-world-factbook/ Oswald Wong has more than 10 years of capital raising and project development management experience working across Mainland China, GCC countries (UAE, Qatar, Bahrain and Saudi Arabia), other Middle East countries (Jordan, Syria, Yemen, Turkey, etc.), Africa (Senegal, South Africa, Libya, Egypt, etc.), and North America (USA and Canada). He has primarily worked in senior management roles that saw him getting directly involved in the fundraising procedures and leading the business operations and project teams for overseeing the delivery of mega projects, which include mixed-use and hospitality properties, infrastructural developments like solar power stations, sewerage treatment, etc., and industrial projects. The Executive Summary Oswald Wong, President and CEO, CIDIC www.cidicgroup.com/

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Entrepreneur october 2016 24 F or a long time now, the Middle East region’s ties to the fashion industry has been primarily a commercial one- the region’s prominence as a retail hub, owing to its purchasing power, and its population’s flair for elegance and opulence are what came to one’s mind when thinking of the region’s fashion sector. But while the early goals of the region (especially the UAE) may have stressed on wielding influence as a powerful customer base for Western creations, the narrative has, in recent years, shifted to a focus on developing a fashion ecosystem right here. Policymakers and stake- holders have begun to realize that it’s not enough for the region to have just large spenders, but it also needs to ce- ment its place in the evolution of the industry. Take Dubai, for instance. In many ways, 2013 was a landmark year for its fashion ecosystem. It was a year when the country took a leap to get closer to the billion-dollar industry dominated by the Europe, the U.S. and others. With top fashion brands already tap- ping the market here, UAE Vice Presi- dent and Prime Minister and Ruler of Dubai H.H. Sheikh Mohammed Bin Rashid Al Maktoum set up the Dubai Design and Fashion Council (DDFC) to steer design and fashion initiatives in the Emirate. If DDFC was meant to be the umbrella entity for all things design and fashion, the move was fol- lowed up with the creation of Dubai Design District (d3), a free zone to house and nurture the region’s crea- tive thinkers. To make the space a hub for the region’s creatives, d3 aims to create a close-knit community, where designers can share space, collabo- rate on ideas, and attract talent from across the globe. In the meantime, the region also got its own official By Sindhu Hariharan The MENA region is making a concerted attempt at nurturing entrepreneurship in the style sector CULTURE business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS Fashion focus Amato at FFWD “the design industry is gaining grounds at a rapid rate. Its market value surpassed US$100bn in 2014, and now constitutes over 4.5% of the global design market. The sector has grown at more than double the pace of the global industry over the last few years, and is expected to continue outperforming the global design industry.”

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october 2016 Entrepreneur 25 fashion week, the Arab Fashion Week (AFW). Organized by the Arab Fashion Council, AFW has earned a name as a high-profile showcase event in the league of similar fashion weeks held in New York, London and Milan. “As we found through the MENA Design Outlook report released by DDFC in collaboration with d3, in the MENA region, the design industry is gaining grounds at a rapid rate,” says Nez Gebreel, CEO, DDFC. “Its market value surpassed US$100bn in 2014, and now constitutes over 4.5% of the global design market. The sector has grown at more than double the pace of the global industry over the last few years, and is expected to continue out- performing the global design industry. With an average growth of 6%, the MENA design industry will grow at twice the pace of the global design sector and by 2019, its contribution to the global design sector will reach 5.2%.” Gebreel notes that there’s been a strong influx of design-focused initiatives and events over the past few years, one of them being Fash- ion Forward Dubai (FFWD). Sensing a need for a platform to give more visibility to designers and hone their skills, Ramzi Nakad and Bong Guer- rero launched Fashion Forward Dubai (FFWD), an organization aiming to streamline the fashion industry’s ef- forts. Having run Brag, an experiential lifestyle marketing agency, the duo had developed a strong relationship with the region’s designers and had noted a feeling of “displacement” among the emerging talent. Endorsed by DDFC and operating in partnership with d3, FFWD follows a two-pronged approach, addressing both education and real-world experience for fashion entrepreneurs. With their bi-annual fashion events, FFWD helps fledgling designers go through the process of putting together shows. “Every six months, we make them think of the business aspects involved- collections, production, costing, marketing, work- ing with a team of professionals, and exposing them to a large audience,” Nakad explains. Aspiring fashion entrepreneurs had more reasons to rejoice with FFWD extending their involvement in the sector recently, launching EPIC (Em- powerment Program through Industry Collaboration), a program to provide business development opportunities to regional fashion talent, in collabo- ration with Samsung MENA, d3 and DDFC. The initiative came about as a result of the MENA Design Education Industry insider Nez Gebreel, CEO, Dubai Design and Fashion Council Tips for aspiring ‘treps in the design industry- from those in the know 1. It’s really all about the product. Everything else will follow. 2. Research your landscape and differentiate your business angle. Determine how your business will stand out within a market where numerous emerging designers are vying for a spot of visibility. 3. Find a niche market. Understand who your core customers are and what they are looking for. 4. Know your competitors. Being aware of what is going on in the design and fashion industry is key. It is an ever-changing industry with new trends and topics making the news on a daily basis. 5. Communication is key. It is important to get the word out on your business and your product on the best channels for it. Know your target audience and aim for them through the popular channels that they frequent. 6. Learn about the basics of copyrights, patents and trademarks, and understand your rights. Intellectual property protection is very important for design and creative businesses. “With an average growth of 6%, the MENA design industry will grow at twice the pace of the global design sector and by 2019, its contribution to the global design sector will reach 5.2%.” FFWD on the evolving role of designers >>>

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Entrepreneur october 2016 26 Outlook study, conducted by DDFC and d3. Besides noticing a skills gap in the industry, the report drew attention to business development challenges for fashion entrepreneurs. “What came out [from the report] was that designers need more support in retail pop-up opportunities,” says Nakad, which EPIC aims to address, along with showroom retail. “Since most large multi-brand retailers buy in showrooms, we decided to set up a FFWD showroom in Paris during Paris Fashion Week, where we pick design- ers, who we feel are ready to go global, and help them get buyers,” explains Nakad. Besides that, EPIC will also of- fer scholarships for courses in fashion management, and also enable tie-ups with key social media influencers in the region, to galvanize further sup- port for local designers. One can’t take an analytical look at the region’s fashion industry without addressing the massive contribution and influence of Islamic or “modest” fashion as well. Thomson Reuters’ State of Global Islamic Economy Re- port 2015-16 lauds the modest fashion space to have continued to expand even amid all the pressures faced by the mainstream fashion industry. The Islamic Fashion Design Council (IFDC) is leading the charge for growth and development of the sector globally, with a presence in seven countries. Alia Khan, founder and chairwoman, IFDC says that the organization was launched to “keep a finger on the pulse of the modest fashion industry,” with IFDC offering consultancy ser- vices, assisting designers and creating a community for this sector. While the council engages with government agencies on what Islamic fashion could mean for their economies, Khan says she would like policymakers to work more closely with them. “We have knocked on doors, and people have not understood the importance of it [Islamic fashion],” she says. “But I think we will get there.” However, even with external factors rooting for the industry, it’s difficult to take an ecosystem to the next level without sufficient human and mate- rial resources. “There will inevitably be challenges that any industry will face as it achieves growth,” says Gebreel. “Ensuring that these chal- lenges are identified through in-depth research, and then working together as an industry to address these gaps is what will help us continue on this positive trajectory.” For instance, the MENA Design Education Outlook study estimates a substantial skills gap in the design industry (which in- cludes fashion) to support the growth projected for the sector. But educa- tion in this sector is a weak link for the region, given the lack of specialist educational institutions. But there is change happening here as well: while Gebreel notes that DDFC is working on implementing initiatives for higher education as well as K-12, institutions like ESMOD Dubai (part of the global Industry insider Ramzi Nakad, co-founder and COO, Fashion Forward Dubai Tips for aspiring ‘treps in the design industry- from those in the know 1. Be patient. Patience is the key. A lot of designers from this generation expect things to go fast. 2. Follow your passion. Do it because this is what you love, not for fame or because you want to get rich. 3. Collect as much knowledge as you can. Learn every day. Reach out if you need support. There are a lot of things happening in the region. 4. Discover yourself. Carve out an identity for yourself. CULTURE business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS TCA Abu Dhabi activity guide Industry insider Alia Khan, founder and Chairwoman, Islamic Fashion Design Council Tips for aspiring ‘treps in the design industry- from those in the know 1. Firstly, have a vision that’s beyond yourself. Those with a vision that doesn’t relate to self always end up building a legacy. 2. Second, don’t try to do things that you think should be done a certain way. Fashion is a unique space, and what works in other industries may not necessarily be the course that you should take. 3. Thirdly, be very committed to who you are. In modest fashion, it really is about your beliefs. Know what you stand for, and let your work show it. “There will inevitably be challenges that any industry will face as it achieves growth. “Ensuring that these challenges are identified through in-depth research, and then working together as an industry to address these gaps is what will help us continue on this positive trajectory.”

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october 2016 Entrepreneur 27 ESMOD group), which bills itself as Dubai’s “first and only fashion insti- tute,” are also a move forward. The school stresses that building a fashion business requires skills in “creation, production, marketing and commu- nication,” and offers courses such as fashion design, fashion management, luxury management, fashion buying, and others. ESMOD Dubai Manag- ing Director Tamara Hostal also highlights the school’s ESMOD Fashion Designers Incubator, which was created after being disappointed “seeing students who stop try- ing to become design- ers because they don’t get any support from the industry.” Gebreel notes DDFC is aware of this issue too. “There is also a need for dedicat- ed training and men- torship,” she says. “One of our most recent initiatives is a partner- ship with Chalhoub Group. As part of the partnership, Chalhoub Group will provide expertise to designers on a wide array of topics.” Like in other industries, the con- sumer mindset on dealing with local brands is a key hurdle for the fashion sector too. Nakad believes that that is a primary challenge they focus on at FFWD. “If you look at sustainability of the economy, we have to focus on creating brands that we can export to countries,” says Nakad. “We need to convince the end consumer to shop local; to shift part of the spending power from imported or interna- tional brands to regional ones.” Nakad believes that providing more exposure “We need to convince the end consumer to shop local; to shift part of the spending power from imported or international brands to regional ones.” www.dubaidesignandfashioncouncil.ae Zaid Farouki with his design Dripping Amends ESMOD Dubai >>>

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Entrepreneur october 2016 28 to local talent and offering products “on par or even better” than global brands can help the cause. Designer Zaid Farouki says cost pressure is also an issue, along with talent sourcing and retention. “The majority of the tai- lors, embroiders, pattern makers, have learnt the trade through inheriting it from their parents, or through practice, but it is very little talent that you find that went to school to learn the trade; therefore, you really have to filter the talent pool down.” Aya Sadder, lead or- ganizer of this year’s edition of Startup Weekend Dubai that focuses on the fashion sector, adds that practical chal- lenges every entrepreneur faces in the region also applies to designers. “SMEs have to pay various amounts like rents, employee cost, and other bills, even be- fore you start creating any magic with your designs,” she notes. She adds that without a family to back you monetar- ily and in other ways, it’s difficult for designers to get their name out, given the regulatory hurdles. IFDC’s Khan highlights a need for aspiring designers to focus on affordable production solu- tions without comprising on quality. “Sourcing, production [management], quality control, and challenges of securing enough orders from retailers,” are other issues, she notes. Be it a tech startup, or a fashion venture, every business needs money to grow, and according to Nakad, getting investors to look at fashion in a “futur- istic” way is the way to go. “We live in a day and age of collaboration,” he says. “Technology and lifestyle can be a great combination and I would definitely en- courage angels and VCs to see how they can collaborate or cross-promote differ- ent industries.” He believes growth of sectors such as e-commerce and mobile commerce can aid the ecosystem’s growth, owing to their inter-relation. It is this connection that also prompted global consumer electronics giant Samsung to back the EPIC program. Abdo Chlala, Regional Head - IT & Mobile Division, Samsung MENA, says that the company saw the potential to “enable the fashion space in the region through meaningful technologies.” “The primary challenge in fashion and design industry today is that yesterday’s wow is today’s new normal,” Chlala says. “It (technology) is key to maintain the excitement and longevity of fashion content, and remain relevant in today’s world.” As for the road ahead for the fashion industry, while it’s easy to look back and be awed by the distance covered in such a short time, industry insiders say that there’s a need to continue chasing progress. Nakad believes that just like entrepreneurs, d3 and DDFC too are going through an interesting learning curve of their own. “We want to help them [policymakers] to help position Dubai as a global fashion capital and more success stories will help material- ize this,” he says. As for the entrepre- neurs in this space, Farouki believes it is the responsibility of designers to fight the internal struggles of pleasing both the creative and business sides of their ventures. “As a creative, your business model needs to be updated all the time to last, and you need to see eye-to-eye with investors,” he says. But at the same time, dreaming big is good- and Farouki encourages that whole- heartedly. “Everything will fall into place eventually, but work for what you dream for every day and every hour, and let the world work in its mysteri- ous ways.” CULTURE business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS STARTUP WEEKEND DUBAI 2016 Startup Weekend Dubai Fashion will bring together industry experts, designers and developers to brainstorm and “create the best MVP’s” in relation to wearables, design and technology products, on October 13-15, 2016 in Dubai. The startup crash course, which encourages “learning by doing,” invites participants to pitch an idea, start building on the ideas, and present their prototypes to the judges- all in 54 hours. Advocating the lean startup methodology, Startup Weekend Fashion aims to help fashion entrepreneurs to go out there and “actually do it.” www.dubai.startupweekend.org www. dubaidesigndistrict.com “We live in a day and age of collaboration. Technology and lifestyle can be a great combination and I would definitely encourage angels and VCs to see how they can collaborate or cross-promote different industries.” Abdo Chlala, Regional Head - IT & Mobile Division, Samsung MENA

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Entrepreneur october 2016 30 Inspired pursuits Turn your passion into a viable business MENA ‘treps talk what works (and what doesn’t) Hussein Bazaza Ali Mansoor Nada and Noor Alawi Rosemin Manji Omar Samra Sultan Al Qassemi Michelle Karam Brought to you by business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS CULTURE

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october 2016 Entrepreneur 31 Ever since his debut collection came out in 2012, Lebanese fashion designer Hussein Ba- zaza has been steadily climb- ing up the popularity charts thanks to his signature style and, of course, the slew of industry awards he has been winning along the way- these include the Elle Style award for Best Upcoming Middle East Designer in 2013 and the Dubai Design and Fashion Council - Style.com/Arabia Fashion Prize in 2015. “Every collection I ever launch has a fairytale behind it,” he says. “My creative process starts by researching a specific topic at first. After the extensive research and data retrieved from the subject, I make up a character to go with the theme of the collection. Later on, after all the pieces of my story are put together, we walk through it step-by-step all the while creating outfits to match the tale.” As someone who be- lieves local designers are often wary of being risky, Bazaza is keen on differentiating himself from the crowd- and he cer- tainly seems to be winning on that endeavor. Q What’s your advice for crea- tives who want to break into the fashion industry? A “Those who want to break into fashion need to be confi- dent and fearless enough to do so. First and foremost, they must study and fully under- stand their target market to be well aware of its needs. They also must have a creatively unique sense of style to have their own character in the fash- ion scene all the while creating artistic pieces that are sellable. For me, in the beginning, it was rather hard, because it was a confusing time where some would give me so much advice, and others would throw criti- cism my way, so the challenge was to deal with all of that and choose which comments among them all would be a kind of guideline. The most important lesson I learned was to always believe in myself.” “Our unique selling point is a mixture of technology, heart and guts.” That’s how Baroque co-founder and CEO Ali Man- soor hopes to make his UAE- headquartered (and newly launched) creative production company stand out in what is quite a crowded market out there. Mansoor’s credentials work to his advantage though- he boasts of 15 years of experi- ence in the advertising indus- try, and his passion for the sector easily comes through in the projects he has done so far. “The freedom of no limits bestowed on creatives today, combined with the freedom of consumers to ignore us with a click, has created this new, fantastic, vast and exciting frontier for fearless creative and innovative entrepreneurs who are committed to merging technology with heart and guts,” he says. “Creatives who are not seeing the fast, ever- changing, increasingly com- petitive global marketplace as a problem, but instead as a huge inspirational incentive to skip the nonsense, to skip even knowledge and experience, and to dare to jump off the cliff. And they are jumping off the cliff in order to challenge their ability to fly and land securely, as they break new ground in uncharted territories.” As someone who has taken such a leap by creating Baroque, Mansoor’s journey promises to be one to watch out for- and others should follow suit. Q What are your top three tips for an entrepreneur to start a business in the MENA region? A “Tip number one is that there are no limits anymore. Nothing is impossible. Both technology and organization- wise. You can run a company from your bedroom or front porch. The internet has made it easier and more fun to become an entrepreneur by giving us constant access to the best and newest knowledge right in our hands. Creativity now has the most optimal life conditions and inspirational resources. Tip number two is educate yourself constantly– get used to getting smarter every day. And tip number three is don’t be afraid of failure. Have the guts to follow your visions and to enter uncharted territory, to do crazy things, to do things opposite of what is the norm. Tip number four, don’t only have three tips to offer. So, my fourth tip is never lose sight of what it’s all about: people. Fellow human beings. Communicating value to your fellow human beings in order to improve their lives– not to make you look sexy and important in a Porsche. There’s nothing more important than enriching other people’s lives.” Founder, Hussein Bazaza Co-founder and CEO, Baroque Hussein Bazaza Ali Mansoor business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS CULTURE “The internet has made it easier and more fun to become an entrepreneur by giving us constant access to the best and newest knowledge right in our hands. Creativity now has the most optimal life conditions and inspirational resources.” “Those who want to break into fashion need to be confident and fearless enough to do so. First and foremost, they must study and fully understand their target market to be well aware of its needs.” Ali Mansoor, Founder and CEO, Baroque Hussein Bazaza, Founder, Hussein Bazaza

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Entrepreneur october 2016 32 The Bahrain-based Annada made quite an impression when it launched in 2011 offering scarves featuring original artwork by two regional artists, and co-founders (and sisters) Nada and Noor Alawi have since proved them- selves to more than just a flash in the pan- the company’s range has grown to includes apparel as well as leather and paper goods built in collaboration with regional artists. The venture’s success should serve as an inspira- tion for other wannabe entrepreneurs wanting to follow their passion- Crea- tive Director Nada Alawi, for instance, used to work in the oil and gas indus- try, before launching Annada with her sister. “The brand is in our DNA, we know it, we’ve developed it, it is our way of life,” she says. “We had set off with two highly celebrated artists; Ab- bas Almosawi and Hassan Haidar. We set up our shop online at annadaonline.com, and from there, the collection continued to grow. We have now collaborated with over twenty artists from the region, and have gained a loyal following to whom we are ever so thankful.” Q What’s your advice for designers looking into developing their own line of niche products? A “Listen to where your heart wants to go, then show up, and do the work to get there. It’s as simple as that. Every day will be a new challenge, as if you were in a reality show, and each episode has a different theme. The key is to break apart the challenge into small pieces, and tackle them one at a time. Throughout this nonstop journey, you will have your ups and you will have your downs, but always remember, the most beautiful things await you on the other side.” Co-founders, Annada Nada and Noor Alawi business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS CULTURE Having worked in the fashion industry for more than 17 years, Rosemin Manji’s influence in the sector shouldn’t be measured based off just her social media presence- the founder of RR & Co. Bespoke Luxury Management has worked with the likes of Tom Ford, Burberry and Gucci over the course of her career, and her efforts at building personal relation- ships with these brands and designers then have certainly contributed to her success today. And even as the nature of the region’s luxury sector changed, Manji smartly set herself to be one step ahead of these trends- and made herself a force to reckon with in the business of fashion. Q As someone who’s been repeat- edly lauded as a prolific digital media influencer in the region, how do you go about maintaining your presence? A “There is no doubt that social media is impactful. I think where brands make an error is choosing ‘influencers’ by numbers and not by quality. It’s better to be associated with a celebrity/in- fluencer that naturally fits the brand’s aesthetics and values, than someone for the numbers only. Honestly, readers and followers are intelligent to know what’s real and what’s just a paid post. I also believe that the influencer has to personify the brand on and offline. That’s a true brand ambassador. I get a lot of offers to endorse brands and products, but I say no more often than yes because like everything in the world, it has its ups and downs, and right now, there is a surge in social me- dia, but I strongly believe by maintain- ing integrity is what will stay true and last. I think about the long term.” Founder, RR & Co. Bespoke Luxury Management Rosemin Manji “I think where brands make an error is choosing ‘influencers’ by numbers and not by quality. It’s better to be associated with a celebrity/influencer that naturally fits the brand’s aesthetics and values, than someone for the numbers only. Honestly, readers and followers are intelligent to know what’s real and what’s just a paid post.” “We have now collaborated with over twenty artists from the region, and have gained a loyal following to whom we are ever so thankful.” Nada and Noor Alawi, co-founders, Annada

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october 2016 Entrepreneur 33 It’s almost impossible to not feel inspired hearing Omar Samra’s story of how he went about setting up his adventure travel company Wild Guana- bana. This Egyptian entrepre- neur used to have a corporate career in finance before he set up his own enterprise that was driven off his own passion for travel- a zeal, really, which has seen Samra travel to more than 80 countries around the world already. Wild Guana- bana differentiates itself by offering memorable, out-of- the-ordinary and ethical travel experiences for its customers, and Samra is keen on main- taining the company’s small- but-intimate feel- the goal, as he puts it, is not to become supremely rich, but rather to “make a change, to be a part of something bigger than myself.” Q For a business such as Wild Guanabana that was founded on a very specific set of ethical principles, how do you go about measuring the company’s success and growth, while stay- ing true to your foundational values? A “In terms of measuring success, I personally think, and it’s something I feel very strongly about, that, looking at the world in general, the way we measure value is inher- ently flawed. How we measure value in the world right now, in terms of companies, is basically based off shareholder return, or if it’s a private company, the bottom-line and so on. But this sort of measurement is actually flawed, because it might have been effective in the times of the industrial revolution or pre that time, but now the world has limited resources. And so value creation cannot just be about increasing shareholder value or selling more things, it’s about what kind of value you can add to the world and to society. So it has to encom- pass things like, the people that work with you, are they being inspired in the place that they work and able to create? The people that you serve, the clients, are you changing their lives, are you having a mean- ingful impact in what they do? How are you conserving your environment, raising awareness about current issues through the work that you do? And so, in a way, I never intended for Wild Guanabana to become an empire kind of thing- certain kinds of businesses, if you grow them beyond a certain point, it’s impossible to stay true to the ethics [it was founded with]… So when I looked at myself and my business, I believed that I had to maintain a certain sort of scale in order to be faithful to the values of the business, and be able to serve every single client the way we wanted to, a personal service that is of high quality and still caring of the host commu- nity, the environment and so on. And even though we are a small company, we can play a much bigger role if we stay faithful to the sustainable guidelines that we have. We can become a champion of our industry, and hopefully inspire other companies, big and small, to start adopting more ethical practices.” Founder, Wild Guanabana Omar Samra business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS CULTURE “Value creation cannot just be about increasing shareholder value or selling more things, it’s about what kind of value you can add to the world and to society.” Omar Samra at TEDx Omar Samra, Founder, Wild Guanabana

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Entrepreneur october 2016 34 As the founder of an organiza- tion dedicated to the develop- ment of the art scene in the Arab world, Barjeel Art Foun- dation’s Sultan Al Qassemi is keen on shifting the narrative about the region in the global landscape- and he’s using the digital arena to make this change. “It’s important to use the internet to respond to people who generalize about the Middle East,” Al Qas- semi said at the 2016 STEP Conference in Dubai. “I think the onus is on us -whether it’s appearing on television, going on radio- we have to always counter the narrative.” And that is essentially what he is doing with Barjeel as well. “My aim for Barjeel is to establish a collection that has a unique identity,” Al Qassemi says. “A collection of Arab artists that is accessible, approachable and available for loan, that kind of nur- tures cultural understanding, tour-able in that you can take it out of the country, show it elsewhere and bring it back, and contributes to broadening the dialogue, and distancing ourselves away from the ste- reotypical discussions that we have surrounding the Middle East and Arab world.” Q From your perspective, what’s the case you’d made for a company in the region to invest in a MENA-based artist? A “To begin with, you are creating a distinct environment by injecting culture into the space that makes a state- ment about your vision as a corporate leader. It’s a unique statement about the corpora- tion; it says that ‘We differenti- ate ourselves.’ There is also a CSR responsibility, as many of these companies are not taxed in the region so it’s a way to give back to the community. It’s an immediate investment in culture and community- it’s not a CSR initiative that doesn’t have a direct return to the institution. These artworks will go up in value, [as] the more people that buy quality work, the more certain the valuations are in these artworks.” It may be easy for people to dismiss Travel Junkie Diary founder Michelle Karam as “just another digital influenc- er,” but a closer review of what this entrepreneur does on her online travel platform (curated trips, creative content, brand campaigns) and associated so- cial media channels (check out her Instagram presence) may cause you to reconsider that notion- the digital revolution has changed the way consum- ers shop for travel products, and Karam is simply capitaliz- ing on this shift in the market. “Travel Junkie Diary is not just about a beautiful Insta- gram image,” Karam explains. “It’s true, our followers cannot see what we do behind the scenes, but we give our clients, the brands we work with, a digital solution, consult- ing them on the right path for using social media on the right platforms, and making sure they work with the right influencers or bloggers.” And in an era where quantity over quality seems to be the norm, Karam is keen on moving in a different direction with what she does- making her dream of becoming known as someone who turned their passion into a successful career closer to reality. Q How do you make sure your platform, Travel Junkie Diary, continues to remain innovative, stay relevant and appealing to your current followers, while attracting new ones as well? A “Creativity is the key, and you cannot get creative without research. Getting to know what the brand represents makes it easier for me to deliver the right message in my content, and curate the right itinerary for guests. It’s about learning the trends in travel and creat- ing it at the same time. Being consistent is always great, but sometimes, a change every now and then can help you increase your followers. A new destination that has not been done over and over is always a fabulous appeal to attract new (and maintain) followers. Being informative in almost every post I do also helps a lot. At the same time, branching out and writing for different print and online publications in English and Arabic helps me to reach a wider audience across the globe.” Founder, Barjeel Art Foundation Founder, Travel Junkie Diary Sultan Al Qassemi Michelle Karam business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS CULTURE “Being consistent is always great, but sometimes, a change every now and then can help you increase your followers.” “My aim for Barjeel is to establish a collection that has a unique identity. A collection of Arab artists that is accessible, approachable and available for loan.” Michelle Karam, Founder, Travel Junkie Diary Sultan Sooud Al Qassemi, Founder, Barjeel Art Foundation

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

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Entrepreneur october 2016 38 I t is hard to think of a time when the economic and job-related conditions in the Middle East and North Africa (MENA) region were static or predictable. The region is highly dynamic to the extent that daily occur- rences create new and criti- cal data for those of us keen on navigating our respective industries and job markets. Given how damaging the ever- growing instability has been to the region’s economies, the automatic prediction would point to a stagnant environ- ment for all types of employ- ment, investment, and entre- preneurship. Yet, it comes to many as striking that aspiring entrepreneurs are on the rise across the MENA region and are taking more steps and exerting more effort to join the force of the self-employed. Entrepreneurship represents a key process in creating economic value and employ- ment opportunities across all industries and sectors. Entrepreneurs often revolu- tionize existing products and services; they fill in the gaps by addressing unmet consum- er needs and desires, shake up dormant competition, and, along the way, generate new investment platforms and career opportunities for their countries. Therefore, it is undisputable that entrepre- neurship is a positive phenom- enon and is becoming a more integral part of the MENA economy. When Bayt.com con- ducted the Entrepreneurship in the Middle East and North Africa Survey, August 2016, it was evident that more people, when compared to the survey findings of 2015, are opting for self-employment. Addition- ally, more aspiring entrepre- neurs in 2016 are taking the necessary steps to launch their businesses. For instance, 71% of the 2016 survey respond- ents prefer self-employment while 64% preferred self- employment in 2015. It is not merely about preference, as more respondents in 2016 said that they have taken the first steps towards establishing their own business and have, hence, began implementing their ideas on the ground. Based on the survey find- ings, entrepreneurship is certainly not declining in the MENA region; in fact, it is appearing more favorable and stronger than before. This is particularly true among recent graduates and millennials, currently experiencing the highest unemployment levels in the world. Why entrepreneurship is on the rise It may still sound counterin- tuitive that more startups are popping up across the MENA today when the economic con- ditions seem more challeng- ing than ever. There are, in fact, a few factors that further explain this trend. 1. The unemployment effect We can think of self-employment and unemployment as alternatives. It is a simple analogy to show how higher unemployment works as an incentive for aspiring entrepreneurs. At the end of the day, many of us prefer self-employment over unemployment. 2016 brings about a highly enriched, yet challenging, environment for employment and retention; one in four young people in the MENA region are unemployed. This number is much higher, in fact, if we include informal unemployment and underemployment figures. Despite the fact that persistent unemployment is economically and psychologically taxing, it can motivate job seekers to explore alternative routes such as entrepreneurship. This ultimately creates jobs for the entrepreneur and for many others. ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO TREPONOMICS Soaring ambition The aspiration to become an entrepreneur in the MENA region is on the rise- and so are the physical attempts at establishing a business By Lama Ataya Entrepreneurs often revolu- tionize existing products and services; they fill in the gaps by addressing unmet consumer needs and desires, shake up dormant competition, and, along the way, generate new investment platforms and career opportuni- ties for their countries. Reasons for preferring to seek employment in a company %44 %41 %35 %31 %28 %26 %16 %14 %11 %11 %10 %9 %9 %5 %5 %4 Lack of an appropriate business idea Lack the confidence for running own business Severity of the self-employment decision Lack of necessary skills to be self-employed No investment required Little risk involved Consistent resources / flow of work Current political system Unaffordable economic conditions Enjoy the social aspects of an office Lack of finances to start own business Fixed working hours Benefits and perks Stability of employment / job security Learning new skills Regular income environment 75% 21% 4% Between 2011 to 2016 (in the last 6 years) Between 2006 to 2010 (in the last 10 years) More than 10 years ago (2005 or before) State of self-employment

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october 2016 Entrepreneur 39 In its Middle East Job Index Survey, February 2016, Bayt.com measures the Hiring Expectancy Index (HEI) for countries in the MENA region. This year the index presents a three-point decrease as compared to June 2015, which suggests that those seeking employment in a company may face even more difficulty in the future. However, if entrepre- neurship continues to grow as an alternative for unemploy- ment, we can assume that those who launch a successful business will help offset the decrease in hiring expectancy. Entrepreneurs who seek to grow their business and sur- vive the competition will most likely need to build a team and will hire more job seekers. Ultimately, those who pursue the self-employment path will secure jobs for themselves and a few others. Today’s entre- preneur can be thought of as tomorrow’s employer. 2. The millennial effect The fact that the MENA region is very youthful cannot be overlooked when it comes to entrepreneurship. Millennials comprising the largest proportion of the job-seeker population means that they highly influence the trends and changes of the job market. First of all, unemployment is more prevalent among the millennials. As indicated in the Bayt.com Millennials in the Middle East and North Africa Survey, February 2014, eight in 10 respondents state that unemployment is a significant issue in their respective countries. Higher unemployment among millennials suggests that more of them are likely to seek self- employment as an alternative. Another area that explains the millennial effect on en- trepreneurship in the MENA region is the career attributes that millennials value the most. According to the Bayt.com Millennials in the Middle East and North Africa Survey, among respondents who are looking for a job, work-life balance and personal fulfill- ment come on top. Millennials look beyond the salary; they are interested in a career that parallels their passion and career goals; a career that is ethically sound; and a career that affords them a balanced life. Without doubt, seeking a higher salary is a significant incentive for a millennial to en- ter and exit a specific field. Yet, there are other equally valuable attributes that millennials are looking for in their job search. In fact, many of these at- tributes are also what make self-employment very attrac- tive. The Bayt.com Entre- preneurship in the Middle East and North Africa Survey looked at the reasons entre- preneurship is so desirable nowadays. The most cited motive was the greater sense of independence at work (39% of respondents). Being able to choose working hours, dress code, and vacation allowances are highly wanted perks of entrepreneurship. Large com- panies with excessive hierarchy often diminish independence at work. Entrepreneurs value self-management and find that it enables them to better focus on what they want to achieve in their careers. Challenges faced in starting a business (those who tried but couldn’t / failed to do so) 18% Neither easy nor difficult Somewhat easy Extremely difficult Extremely easy Somewhat difficult 36% 28% 12% 6% charts © bayt.com %52 %51 %22 %19 %19 %17 %17 %14 %14 %13 %13 %10 %10 %9 %9 %6 %3 %3 Other Lack of confidence / risk taking spirit Too much hard work and effort Corruption in business Unable to establish the 'right' contacts / wasta Difficult to reconcile with family situation Do not have the requisite skills and experience Fear of failure Unable to meet licensing and regulatory requirements Lack of skilled workforce required in the business Strong competition in the line of business Difficult to obtain information on starting business Strict government regulation / Bureaucracy Lack of resources required Economic uncertainty Cost of acquiring technology was prohibitive Not able to self-finance the start-up of the business Unable to obtain financial support Ease of setting up own business >>>

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Entrepreneur october 2016 40 Another reason many indi- viduals in the MENA region prefer self-employment is that it allows them to do exactly what they are interested in. According to the same survey, 58% of respondents find that starting their own business af- fords them a sense of personal fulfillment. Millennials who are driven by a mission, more so than a dollar figure, will find entrepreneurship ideal for real- izing their passion. Those who seek to start a new business often start with their passion as a guiding map to formulat- ing their business idea. What these trends mean for your country The aspiration to become an entrepreneur is evidently on the rise, and so are the physical attempts at establishing a business. Nonetheless, succeeding at establishing a business that adds economic value and survives the competition is partially dependent on the host environment. The Middle East and North Africa is a very diverse region and its entrepreneurial environment varies greatly from one country to another and from one city to another. There is a number of factors that aspiring entrepreneurs consider before launching an investment in a particular city. These factors include laws and regulations of setting up a business, regulations of existing competition, taxes, and access to investors and talent. The Bayt.com Entrepreneurship in the Middle East and North Africa Survey found out that the most important factor for entrepreneurs was the ease of setting up the business. What this means is that potential entrepreneurs will look at the process of obtaining a licence, registering a business, and setting up the facilities and evaluate whether it is inviting enough. Based on that, different cities will witness different levels of entrepreneurial activity. Indeed, entrepreneurs have had diverse experiences set- ting up business operations across the MENA region. Some of these differences are as perceived, but the attractive- ness of the host environment remains different across the region. The Bayt.com Top Cities in the Middle East and North Africa Survey, October 2015, examined the attractive- ness of cities based on many economic and entrepreneurial variables. The entrepreneurship factors consist of aspects that have an impact on a city’s economic prosperity. These include taxes, ease of setting up a business, bureaucracy level, ability to find finance and talent, market willingness to accept new ideas, as well as market saturation. Some of the cities that scored highest on the entrepreneurship fac- tors include Dubai, Abu Dhabi and Manama. This means that these cities are more likely to experience most of the entre- preneurial fever and incubate more startups in 2016, when compared to other cities in the region. Lama Ataya is the Chief Marketing Officer at Bayt.com. In this role, she heads the Marketing department at Bayt.com, and within that role, she is also responsible for communications, content, community experience, and corporate social responsibility. ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO TREPONOMICS charts © bayt.com 37% 12% 37% 12% 2% Never After a lengthy career Mid-career Right after college/university Anytime 6% They mentor young people and promote the entrepreneurial spirit They are effective risk- takers They are a source of innovation in society They are opportunity- driven They help in creating new jobs They create new products/services for the society’s benefit They only think about their own profit 2% 11% 21% 32% 42% 34% 16% 7% 2% 41% 33% 18% 5% 4%4% 4% 1% 3% 12% 37% 48% 47% 34% 12% 5% 2% 3% 7% 19% 37% 34% 29% 30% 21% 11% 8% Neither agree nor disagree Somewhat agree Strongly disagree Strongly agree Somewhat disagree Best time to start a business Perceived image of entrepreneurs The fact that the MENA region is very youthful cannot be overlooked when it comes to entrepreneurship. Millenni- als comprising the largest proportion of the job-seeker population means that they highly influence the trends and changes of the job market.

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Entrepreneur october 2016 42 TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX From slick smartphones to ultra-thin laptops, this month’s tech lineup showcases products that you’d need in your day-to-day life. Yes, it’s okay to want them all… and no, it’s not our fault! Worldly desires HTC unveils its new flagship smartphones IMAGES COURTESY htc, acer, homeiq HTC has unveiled two new smartphones, the HTC Desire 10 Pro and the HTC Desire 10 Lifestyle, both of which feature stunning design and flagship- level features. The Desire 10 Pro has a 5.5 inch, 1080p Full HD display, 4GB of RAM, 64GB storage space and amazing high-resolution cameras. It has a 20MP main camera with pre- set options like sport mode and night mode, electronic image stabilization to provide smooth videos even with shaky hands, and auto HDR on both the front and rear cameras. Snap your best selfies with the 13MP front camera that features a new 150-degree Selfie Panorama mode. A fingerprint sensor that recognizes your finger from every angle and position sits on the back of this model too. The HTC Desire 10 Lifestyle boasts a 5.5-inch, 720p HD screen, up to 3GB of RAM, 32GB storage space and HTC BoomSound Hi- Fi Edition plus 24-bit Hi-Res au- dio. Both smartphones offer up to 2TB of expandable memory and share the same stunning look with metallic gold trim that complements the matte finish. Available in four distinct colors -Stone Black, Polar White, Royal Blue and Valentine Lux- the HTC Desire 10 Pro and Lifestyle blend function and fashion… flawlessly. HTC Desire 10 Lifestyle

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october 2016 Entrepreneur 43 HomeIQ’s connected home wireless system is an easy and efficient way to manage your home. The system requires no drilling or technical expertise to install and allows you to automate lights, locks and appli- ances as well as protect against leaks, fire and theft. Hardware for the system includes a central hub that works with other smart device like A/C thermostats that program themselves, flood detectors that shut off water supply when a leak is detected, smoke alarms that send notifica- tions in case of fire, and smart locks that can remotely unlock a door. Got kids? HomeIQ can help automate their lifestyles too by restricting access to game consoles and TVs to specific times through the installation of a simple smart switch. The sys- tem is entirely customizable and available through HomeIQ’s on- line platform. Once installed you can manage your smart home using an app on your Android or iOS mobile device. #TAMTALKSTECH Tamara Clarke, a former software development professional, is the tech and lifestyle enthusiast behind The Global Gazette, one of the most active blogs in the Middle East. The Global Gazette has been welcomed and lauded by some of the most influential tech brands in the region. Clarke’s goal is to inform about technology and how it supports our lifestyles. See her work both in print regional publications and online on her blog where she discusses everything from how a new gadget improves day-to-day life to how to coordinate your smartphone accessories. Visit www. theglobalgazette. com and talk to her on Twitter @TamaraClarke. Style quotient Acer introduces new Swift Series Smart home HomeIQ offers a wireless management system for your home Acer has launched the Swift Series, a lineup of lightweight, ultra-thin laptops. The Swift 3 model combines a 14-inch HD or Full HD IPS anti-glare display with 6th or 7th Gen- eration Intel Core processors, 512GB SSDs and up to 8GB memory in a slick aluminum chassis. Other specs include a USB 3.1 Type-C port and an HD webcam with high dynamic range. Its design is rounded out with an optional backlit keyboard that’s paired with a large 72mm touchpad. Perhaps the most novel fea- ture is the built-in fingerprint scanner located at the upper right-hand corner of the palm rest- yes, there’s a place to rest your palm. It works in conjunction with Windows Hello for enhanced security, and takes less than one sec- ond from scanning a fingertip to access the desktop. The scanner can also recognize specific people and link ac- tions to approved individuals. All-in-all, the Swift 3 promises to be a slick device with im- proved safety. HomeIQ Acer Swift 3

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Entrepreneur october 2016 44 Keeping an entrepreneurial spirit is essential- even for a prestige brand that already has a loyal following since its establishment in 1848. Swiss watchmaker OMEGA is expanding its brand to luxury eyewear with its first summer collection in partnership with Marcolin Eyewear in Italy. We’re a fan of the pilot style shades- suitable for both office wear and leisure attire. And if you’re familiar with OMEGA’s high- caliber aesthetics, its influences are found in the collection too- scratch- resistant and anti-reflective lenses and its shiny black finish is reminiscent of OMEGA’s Dark Side of the Moon timepiece lineup- a hat tip to the brand’s beginnings. www.omegawatches.com business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS CULTURE GEAR UP OMEGA SUNGLASSES Editor’s pick COS AW16 The COS AW16 collection is rich in both color and texture- partly because the collection is inspired by the work of Berlin-based artist Lev Khesin whose works consists of semi-transparent layers and deep muted, gradient colors. It’s evident that the range is intent on conveying a mixture of deep pigments and subtle layering, displayed by high turtlenecks and elongated sleeves in geometric defining cuts. One ensemble we’re keen on? A navy merino wool top paired with a classic navy wool tailored jacket and trousers, finished off with a pair of black leather sneaker. It sure looks good to us. www.cosstores.com ‘Trep trimmings The executive selection F rom better goods to boardroom wardrobe bests, each issue we choose a few items that make the approved executive selection list. In this issue, we present the COS AW16 men’s range, a new timepiece for travelling ‘treps, and our suggestions for eyewear to include in your better accessories collection. COS AW16 OMEGA Pilot Style Sunglasses COS AW16 images courtesey omega, cos

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october 2016 Entrepreneur 45 images courtesey Patravi TraveltTec business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS CULTURE Patravi TravelTec II TIME MACHINE PATRAVI TRAVELTEC II Hopping on and off so many flights that you’ve lost track of which time zone your next conference call is in? We’ve got the solution: Patravi Traveltec’s newest timepiece. A worthwhile addition to your watch collection, it was designed with the passion and craft of renowned watchmaker Carl F Bucherer. The Patravi TravelTec II features a distinctive chronograph with three time zones, and boasts water resistance up to 50 metres. Finished with a rose gold case and lightweight titanium pushers, this watch will ensure that you’re on time and looking fine at it too. Include this in your travel essentials, and you’re ready to go. www.carl-f-bucherer.com october 2016 Entrepreneur 45

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Entrepreneur october 2016 46 F or an event that was organized by IBM, one of the largest (and oldest) technology companies in the world, it was no surprise to hear “innovation” being the center point of this year’s edition of the Edge confer- ence. Staged in the United States in September at the MGM Grand in Las Vegas, Edge 2016 aimed to inspire its attendees to “outthink the status quo,” with IBM using the event to showcase how it was enabling great strides and delivering value in fields as varied as cognitive busi- ness, cloud technology and collaborative innovation. High-ranking IBM executives like IBM Systems Senior Vice President Tom Rosamilia took to the Edge 2016 stage to deliver this message, which was further bolstered by its partners in these endeavors, which included bigwigs like Red Bull Racing, Welch’s, and Hortonworks. But while all of these prolific industry names gave presentations that were impressive in their own right, I must admit here that, from a personal standpoint, the Edge 2016 speaker that particularly stood out to me –entrepreneur Leanne Kemp- didn’t belong to a “big” company per se: Kemp is the founder and CEO of an 18-month-old startup called Everledger, that currently employs a team of 20 people. But as Kemp outlined the work that her enterprise was doing, the technology it was using to do this, and the scope of its applications, it was easy to see why the London-headquartered Everledger (with offices in Australia and New York) warranted a presence on the Edge 2016 stage, despite the company’s relatively young age and small size- this startup definitely seems to be on to something with its offering, and Kemp’s passion and drive for her company was, quite simply, grand and infectious. Commanding attention SPECIAL REPORT IBM EDGE 2016 Startup Everledger makes a KNOCKOUT first impression By Aby Sam Thomas Mai Medhat, co-founder and CEO, Eventtus with President Barack Obama, Facebook CEO Mark Zuckerberg and other entrepreneurs at GES 2016 IBM Edge 2016 Entrepreneur Leanne Kemp

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october 2016 Entrepreneur 47 Everledger describes itself as “a permanent, digital, global ledger that tracks and protects diamonds and other valuable goods on their lifetime journey.” With the use of technology like blockchain, smart contracts, machine vision and AI, this startup essentially creates an immutable digital footprint for a diamond, thereby pro- viding a secure, transparent record which stakeholders throughout the supply chain can use to track and protect their assets. Given its cur- rent focus on the diamond industry, Kemp explains that Everledger’s clients include banks, insurance companies and certification houses, and its technology has, so far, been used to certify over a million diamonds. That’s no small feat for a company that was founded only in April 2014, which also boasts of having won a number of in- dustry awards, like the 2015 BBVA Europe Open Talent Competition, the 2015 Meffy Awards, and the 2016 Fin- tech Finals, to name a few. The value of what Everledger brings to the table can be best understood when one looks at what is at stake here: the diamond industry is worth about US$80 billion, but it is rattled with problems like theft and fraud, as well as concerns over their sourc- ing from conflict zones. According to Everledger, insurance fraud is a global problem, with US$2.5 mil- lion spent a year by insurers to tackle this problem. With this in mind, the solution Everledger offers can be put to good use in diamond verification processes by banks, insurers, law enforce- ment, and even the owners themselves, who can now be confident about their asset’s sourcing. “I think the real game changer for us is when we are able to give enough transparency with a depth of data over time, so that the consumer can have the full consciousness of mind around the purchase of the diamond,” Kemp says. “I think the horizon for us is to bring full spread of the true provenance, the chain of custody, and the reputa- tion of the diamond to the consumer.” And while Everledger’s technology has been currently put to use for diamonds, the underlying ledger concept can be used to track other valuable assets as well, like gemstones, art, luxury goods and more. “You know, Amazon started with books, and Everledger started with diamonds,” Kemp says. “Our vision is so much bigger. You go from diamonds to colored stones, rubies and sap- phires; you can go to watches to art to wine.” It’s a bold vi- sion- but it’s one that Kemp is confident that Everledger can accomplish because of the ingenuity of its solution. “I think the reaction to Everledger from day one has been somewhat of an ‘aha!’ moment for many, many people,” she says. “And I think that’s a testament to our ability to distill the technology to its pure potent form to really understand the core building blocks that were never going to change through the evolution of the tech, and to apply that to a problem… We knew what the problem was, and we “We knew what the problem was, and we had the ability to say, hey, there is some technology here that could actually really solve this. And these problems are problems that have not yet been solved before today- so we truly are trying to solve a problem that is real world issue.” SPECIAL REPORT IBM Edge 2016 “the real game changer for us is when we are able to give enough transparency with a depth of data over time, so that the consumer can have the full consciousness of mind around the purchase of the diamond. I think the horizon for us is to bring full spread of the true provenance, the chain of custody, and the reputation of the diamond to the consumer.” www.everledger.io | images courtesy ibm Leanne Kemp with a few of the awards won by Everledger >>>

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Entrepreneur october 2016 48 had the ability to say, hey, there is some technology here that could actually really solve this. And these problems are problems that have not yet been solved before today- so we truly are trying to solve a problem that is real world issue.” Kemp, a serial entrepreneur who has built and sold start- ups successfully in the past, says that Everledger was predominantly funded from her own personal wealth. The startup was invited to be a part of the 2015 Barclays Accelerator program in Lon- don, which afforded it an in- vestment of US$120,000 as well. “We were supported by an industry name this year, but we haven’t publicly an- nounced that,” Kemp reveals. “We will announce that as part of our Series A that will come out in the next number of months.” Having showcased its digital encryp- tion expertise in the polished diamonds space, Everledger announced at Edge 2016 that it has now extended its technology to tackle the trade of rough diamonds as well, certified through the UN-mandated Kimberley Process, and thus enabling transparency at every stage of a diamond’s journey. Everledger’s presence at Edge 2016 is also reflective of the good working relationship between the startup and IBM, and I was curious to hear from Kemp how this partnership came about. “We are a company that enables technology, so that industry can consume it, and we can solve problems,” she ex- plains. “We have some of the brightest minds in the insur- ance business; we have some of the brightest engineers that are working with us. But we are not a protocol-based engineering team, so we’re reliant upon the emerging fabrics that come to market. And there have been very many startups that have attempted in the space that have built certain architec- ture, and we’ve embraced that architecture. But when we got to the first year [of the company], we achieved the million diamond mark, and it was actually quite a sobering moment for me at Christmas, because it had dawned upon me that whilst a lot of people were applaud- ing the engineering efforts of our team, the reality is we need to go from a million to 10 million to 30 million diamonds. How do we scale that securely, how do we do that globally, and how do we also bring the elasticity in terms of that service offering to market? And so, to bring that elasticity, as well as the rigidity ensuring that if you stretch it too long, it’s not going to snap, [we chose to work with IBM].” And Kemp doesn’t seem to regret her decision one bit- she was quite gracious of IBM’s efforts in relation to Everledger. “IBM is one of the chosen companies that’s been around for 100 years. They’ve continued to re-innovate themselves; in- “IBM is one of the chosen companies that’s been around for 100 years. They’ve continued to re-innovate themselves; innovate the market. And they understand security. They understand hard architecture. And they understand enterprise level applications. So, for me, it was around, really, being counter- intuitive, around some of the decisions that we were making as a startup.” Leanne Kemp at IBM Edge 2016 SPECIAL REPORT IBM EDGE 2016

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october 2016 Entrepreneur 49 novate the market. And they understand security. They understand hard architec- ture. And they understand enterprise level applications. So, for me, it was around, being counter-intuitive around some of the decisions that we were making as a startup. Actually kind of do- ing the old Wayne Gretzky, you know, let’s go to where the puck is likely to be, rather than trying to be there right this very second. And, you know, that intuition is paying off right now for us.” Given Everledger’s successful collaboration with IBM, I ask Kemp if she had any tips for other entrepreneurs who may be, like her at one point, weighing the pros and cons of working with an industry giant. Kemp replies with a mountaineering analogy. “There are ways to scale the heights of Everest. And I think that the air is thin when you get up there quite high. But the ability to find the right sherpa in industry to bring you through those parts, and the challenges and the potential avalanches, and to weather the storms that happen is really the key to success. You know, for me, we’ve invested a lot in understanding the challenges of us wanting to really take ourselves to new heights. But IBM has been a part of that sherpa process for us. And, you know, we have not nec- essarily spent a lot of time in the business-facing end of IBM; we really have been spending a lot of time with the technology team. We’ve been making the engineering investment. We’ve been con- tributing to the open source initiative. You know, we’ve been giving first; we’ve been giving it out, and respect- fully, IBM has supported us through this journey, and quite rightly, probably to the benefit of them, as well as it is to the benefit of us.” But weren’t there ever any concerns about working with a giant like IBM- perhaps worries about the startup being swallowed by it? “You know, IBM was once a startup,” Kemp replies. “They were once a startup. And I don’t think I’ve forgot- ten that. So, at the very core of IBM, you know, they really have the embodiment of trust. And I remember hav- ing a conversation with some of the top management team, and looking them in the eye and saying, you know, this could potentially be a David and Goliath moment. I mean, there’s no reason why you couldn’t shove Everledger to one side, and actually put an engineering army of 200 people to it, and take us out of the market in five split seconds. But I really think, and, you know, maybe I’m putting words in IBM’s mouth, but I really think that they’ve enjoyed the true collaboration. I think that they have enjoyed the sensi- tivities that we’ve brought to the engineering framework. We really understand the acuteness of the problems in the marketplace. And you know, we’ve been agile in our approach. I mean, a 20-hour working rhythm for us, 24/7 across three countries in 18 months, is really something that I guess they probably haven’t seen too many times in a startup. I mean, we’re hungry. We want IBM to work with us. We’ll do what- ever it takes to be sure that the industry can consume this technology. And for me, I want to be the crazy old lady in a nursing home that tells the story, that there was something that we did to change the world.” “we’ve invested a lot in understanding the challenges of us wanting to really take ourselves to new heights. But IBM has been a part of that sherpa process for us. And, you know, we have not necessarily spent a lot of time in the business-facing end of IBM; we really have been spending a lot of time with the technology team. We’ve been making the engineering investment. We’ve been contributing to the open source initiative. IBM Edge 2016 SPECIAL REPORT IBM Edge 2016 images courtesy ibm

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Entrepreneur october 2016 50 T ech has changed the way we work and live, and with that, more so than ever, the need for enter- prises and startups to shift to strategize the digital market is high. Businesses are called to create more efficient and seamless ways to incorporate consumer-centric experiences with digi technologies, and IBM’s Digital Transformation Leader for Middle East and Africa Juan Jose De La Torre focuses on addressing this demand. According to De La Torre, digital transforma- tion is all about helping clients leverage technology “to actually reinvent their business models to reinvent their operations, to reinvent the processes, and basically to transform.” Enhancing customer experience needs to be the centerpoint of this transformation strategy, which should essentially re- late to the consumer’s specific needs and wants. “You need to change how you actually create, and how you actually build the proposition,” he explains. While De La Torre agrees with the notion that the rate of digital adoption is high in the MENA region, when it comes to “using these digital technologies embedded in us as part of the business or part of our customer journey, we’re still not there.” As for why this is the case, De La Torre feels there’s a misun- derstanding of sorts about what digital transformation exactly entails when it comes to a business. “Digital transformation now is a buzzword,” he says. “Everyone is using it, everyone wants it, and everyone wants to have it as part of their strategy- but digital transformation is very difficult, [and] very different to digitalization.” As an example, De La Torre points toward the onslaught of businesses getting on social media channels like Twitter, for instance, and then failing to keep an up-to-date and responsive presence on the platform. Another instance is when a retailer creates an e- commerce side to the existing business- but while it should aim at channeling the same kind of customer experience it already has, it’s often a dif- ferent operation entirely, with different pricing, strategies, etc. “Digital transformation is not about digitalization, it’s about transforming your op- eration,” De La Torre explains. “If I open a new channel, that channel needs to be consis- tent with experience. It needs to be actually something that elevates the experience. It’s something that requires pro- cesses in the company to be re-examined and most of the time to be updated; it requires technologies to be reevalu- ated. It requires changes to be made in how companies work. In other words, the mistake comes in taking the shortcut. The shortcut is, I want to do digital, I just go and do some- thing without transforming how I operate, without trans- forming how we do things. So then I start creating these islands, scattered islands of digital components, which are not cohesive and not part of a single experience.” Keeping that in mind, what is the one thing that businesses, large and small, should keep in mind when thinking about their digital strategies? “What’s the end? What do you want to get out of it? It’s a very simple ques- tion, and it’s basic, but an important one- are you going to use technology to commu- nicate to your customers? You want to use it to understand them better? You want to use it to increase your sales? You want to use it as customer care? What is the aim? And that aim should be translated to vision. From aim, we go to vision, from vision we go to customer experience: so what is the customer experience that you want to create? And how that is going to encom- pass [digital]? Then you take that customer experience and decompose it into KPIs, objectives, etc. This [might look a bit] disconnected, but this is the way to do it and be successful. When you design, you design with an intention of a behavior, and by having that, you achieve your busi- ness goals. It’s exactly the same. When I open a digital channel, I need to understand why I’m opening it, or if I’m going to digitize, why I’m going to digitize.” Once the operating model has been put in place, then the focus, De La Torre says, needs to be on the people putting this into action. “You need the right talent to drive this- people are the key component for trans- formation,” he says. “At the end, when we’re talking about evolutions, this reinvention, we need to focus on people. It needs to be not only about the vision, the customer experi- ence, what’s going to generate profit, or how we’re going to do it, but also, we need to have a focus on how we’re going [to] transit our orga- nization from today to that future state, and how we’re going to transit people. Don’t underestimate the impact on people- the people that are inside the organization that need to embrace this, and the people that you need to bring in to help you to actually conduct this.” TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX IBM’s Juan Jose De La Torre on the need for MENA businesses to embrace digital transformation By Pamella de Leon Paradigm shift Executive speak J. J. De La Torre’s impressions on the MENA startup ecosystem “What we see in the region when it comes to startups, are regional replicas of global trends. There’s a global startup that is becoming successful, then we have our own local version, which then comes down to a matter of execution and a matter of time to market, like, local vs. global, who will win- the one that is able to grab the most traction in the market in the short time. What I would like to see is more unique value propositions that were born out of the region, based in the region, and basically that solve a particular situation from the region, that we can scale then to the globe. Again, IBM is helping startups, not only in the region but across the world, by putting a number of tools at their disposal by supporting the ecosystem. It’s not about pushing technology, per se, it’s about identifying a need that then can be solved for a value proposition, that is fueled by digital technology.” Juan Jose De La Torre, IBM, Digital Transformation Leader for Middle East and Africa Image location courtesy of St. Regis Dubai

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Porto Arabia Towers Doha, Qatar ©2014 Hill International, Inc. Hill International The Global Leader in Managing Construction Risk www.hillintl.com For nearly four decades, owners and developers in the Middle East have turned to Hill International to manage their construction projects and programs throughout the region. Hill is proud to have helped our clients turn their most challenging visions into realities. We have participated in over 10,000 projects with a total construction value in excess of $500 billion, managing all phases of the construction process from concept through completion. Hill is also the leading construction claims firm in the world, having helped resolve problems on some of the most complex projects throughout the Middle East and around the world. To minimize risk and maximize results on your next project, turn to Hill International Dubai Office: 971 4 227 0078 Doha Office: 974 4 435 8381 Corporate HQ: 800 283 4088 If you can imagine it, we can manage it. Qatar National Museum Doha, Qatar Mall of Qatar Doha, Qatar Viva Bahriya Towers Doha, Qatar

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october 2016 Entrepreneur 53 H i. Sorry. I know you came all this way, but I’m gonna have to reschedule this reading experience. You didn’t confirm, so I thought it wasn’t going to work for you. So, anyway, I’ll get in touch about another time, OK? Sorry, it’s just been really crazy the past few days. I’ve been sick, and I’m just, you know: “Aaah!” Let’s analyze why the above’s such a bad way to reschedule. 1. It happened too late. 2. It placed blame on the other party. 3. The rescheduling is left open-ended. 4. “It’s just been really crazy” is not a valid reason to postpone anything in business. 5. “I’ve been sick” is unnecessarily bur- densome information. And 6. “Aaah!”? Aaah! No professional action is more revealing than the manner in which a person re- schedules a meeting. It indicates how im- portant the person thinks they are, how important they think the other person is and how efficient, considerate and de- pendable they are in business. The re- scheduling request is both minefield and opportunity. But mainly: opportunity. The mechanics of rescheduling Earnest times call for earnest words. If you’re going to bump that lunch meet- ing, you need to show that the meeting is still important and that your profes- sional bond remains intact. That means expressing four things: contrition, avail- ability, deference and reassurance. “Use words like important or I need to change the schedule or Let’s get this rescheduled as soon as possible,” says Jeffrey Seglin, director of the communications program at Harvard University’s John F. Kennedy School of Government. And then get down to the rescheduling. But don’t just ask, “When’s good for you?” says Greg Avola, co-founder and CTO of Untapped. “If you say, ‘When are you available?’ it puts the onus back on them.” And now you’re playing onus vol- leyball. “When’s good?” pops the onus over the net, and then the other person lobs it back with a “Not sure, crazy week.” You canceled, so you offer new times. Give two or three. Be specific. “A mistake I see people make over email is not responding in a way that moves the conversation forward,” says productiv- ity expert Maura Thomas, founder of RegainYourTime.com. “Don’t just say, ‘Tuesday’s good.’ Say, ‘How’s 1 p.m. Tuesday?’ Take the conversation to the next step.” The power of deference And let me reiterate: you need to reiter- ate. You just canceled a meeting, so you need to remind the other person just how important this meeting -and they- are to you. This is simple work. Say that you know the other person is busy, and that you don’t take their schedule lightly. Add a personal, complimentary note. Say why you’re looking forward to the meeting. Say what you think both sides will gain from having met. It’s flattery, sure. It’s also compensation for the irritation of rescheduling. Maybe they’ll do it in return. Now you’re playing flattery volleyball. The pointlessness of explanation No excuses. Rarely, if ever, give a reason why you need to postpone. If you do, you’re just telling them where they are on your hierarchy of responsibilities. But when someone reads, “Unfortunately, I have to reschedule our meeting for tomorrow,” they imagine any number of scenarios- from the mundane to trau- matic. But, importantly, they can’t judge the situation. Let them fill in the blanks. Don’t give an excuse. Preserve the leverage that discretion affords. If you do it wrong, rescheduling weak- ens a business relationship through irritation and complication. If you do it right, you will irritate and complicate, but you will make the other feel like they matter more than they did when you first scheduled the meeting. You’ll turn a mundane scheduling matter into an occasion to prove sincerity, persever- ance, respect and ownership of one very impressive onus. Speaking of, I’d like to get next month’s column on your calendar. How’s a month from now for you? TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO The don’t-be-a-schmuck guide to rescheduling By Ross McCammon See this article in its entirety at Entrepreneur.com Yes, it happens to everyone, but there’s a right way and a wrong way to go about it

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Entrepreneur october 2016 54 A lmost all great ideas follow a similar creative process, and this article explains how this process works. Under- standing this is important because creative thinking is one of the most useful skills you can possess. Nearly every problem you face in work and in life can benefit from creative solutions, lateral thinking, and innovative ideas. Anyone can learn to be creative by using these five steps. That’s not to say being creative is easy. Uncovering your creative genius requires courage and tons of practice. However, this five-step approach should help demystify the creative process and illuminate the path to more innovative thinking. To explain how this process works, let me tell you a short story. A problem in need of a creative solution In the 1870s, newspapers and printers faced a very specific and very costly problem. Photography was a new and exciting medium at the time. Read- ers wanted to see more pictures, but nobody could figure out how to print images quickly and cheaply. For example, if a newspaper wanted to print an image in the 1870s, they had to commission an engraver to etch a copy of the photograph onto a steel plate by hand. These plates were used to press the image onto the page, but they often broke after just a few uses. This process of photoengraving, you can imagine, was remarkably time consuming and expensive. The man who invented a solution to this problem was named Frederic Eugene Ives. He went on to become a trailblazer in the field of photography and held over 70 patents by the end of his career. His story of creativity and innovation, which I will share now, is a useful case study for understanding the five key steps of the creative process. A flash of insight Ives got his start as a printer’s ap- prentice in Ithaca, New York. After two years of learning the ins and outs of the printing process, he began managing the photographic laboratory at nearby Cornell University. He spent the rest of the decade experimenting with new photography techniques and learning about cameras, printers, and optics. In 1881, Ives had a flash of insight regarding a better printing technique. “While operating my photostereotype process in Ithaca, I studied the problem of halftone process,” Ives said. “I went to bed one night in a state of brain fog over the problem, and the instant I woke in the morning saw before me, apparently projected on the ceiling, the completely worked out process and equipment in operation.” Five steps to enable more innovative thinking By James Clear CULTURE business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS The creative process >>>

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

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october 2016 Entrepreneur 57 CULTURE James Clear writes at JamesClear.com, where he uses behavior science to share ideas for mastering your habits, improving your health, and increasing your creativity. To get useful ideas on improving your mental and physical performance, join his free newsletter JamesClear.com/newsletter. To have James speak at your entrepreneurial event contact him jamesclear.com/contact Ives quickly translated his vision into re- ality and patented his printing approach in 1881. He spent the remainder of the decade improving upon it. By 1885, he had developed a simplified process that delivered even better results. The Ives Process, as it came to be known, reduced the cost of printing images by 15x and remained the standard printing tech- nique for the next 80 years. Alright, now let’s discuss what lessons we can learn from Ives about the crea- tive process. The five stages of the creative process In 1940, an advertising executive named James Webb Young published a short guide titled A Technique for Producing Ideas. In this guide, he made a simple, but profound statement about generat- ing creative ideas. According to Young, innovative ideas happen when you develop new combina- tions of old elements. In other words, creative thinking is not about generat- ing something new from a blank slate, but rather about taking what is already present and combining those bits and pieces in a way that has not been done previously. Most important, the ability to gener- ate new combinations hinges upon your ability to see the relationships between concepts. If you can form a new link between two old ideas, you have done something creative. Young believed this process of creative connection always occurred in five steps. 1. Gather new material At first, you learn. During this stage, you focus on 1) learning specific mate- rial directly related to your task and 2) learning general material by becoming fascinated with a wide range of con- cepts. 2. Thoroughly work over the materials in your mind During this stage, you examine what you have learned by looking at the facts from different angles and experimenting with fitting various ideas together. 3. Step away from the problem Next, you put the problem completely out of your mind and go do something else that excites you and energizes you. 4. Let your idea return to you At some point, but only after you have stopped thinking about it, your idea will come back to you with a flash of insight and renewed energy. 5. Shape and develop your idea based on feedback For any idea to succeed, you must re- lease it out into the world, submit it to criticism, and adapt it as needed. The idea in practice The creative process used by Frederic Eugene Ives offers a perfect example of these five steps in action. First, Ives gathered new material. He spent two years working as a printer’s apprentice and then four years running the photographic laboratory at Cornell University. These experiences gave him a lot of material to draw upon and make associations between photography and printing. Second, Ives began to mentally work over everything he learned. By 1878, Ives was spending nearly all of his time experimenting with new techniques. He was constantly tinkering and experi- menting with different ways of putting ideas together. Third, Ives stepped away from the problem. In this case, he went to sleep for a few hours before his flash of in- sight. Letting creative challenges sit for longer periods of time can work as well. Regardless of how long you step away, you need to do something that inter- ests you and takes your mind off of the problem. Fourth, his idea returned to him. Ives awoke with the solution to his problem laid out before him. (On a personal note, I often find creative ideas hit me just as I am lying down for sleep. Once I give my brain permission to stop working for the day, the solution appears easily.) Finally, Ives continued to revise his idea for years. In fact, he improved so many aspects of the process he filed a second patent. This is a critical point and is often overlooked. It can be easy to fall in love with the initial version of your idea, but great ideas always evolve. The creative process in short Robert Frost said, “An idea is a feat of association, and the height of it is a good metaphor.” The creative process is the act of mak- ing new connections between old ideas. Thus, we can say creative thinking is the task of recognizing relationships between concepts. One way to approach creative challeng- es is by following the five-step process of 1) gathering material, 2) intensely working over the material in your mind, 3) stepping away from the problem, 4) allowing the idea to come back to you naturally, and 5) testing your idea in the real world and adjusting it based on feedback. Being creative isn’t about being the first (or only) person to think of an idea. More often, creativity is about connect- ing ideas. business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS The printing process developed by Frederic Eugene Ives used a method called “halftone printing” to break a photograph down into a series of tiny dots. The image looks like a collection of dots up close, but when viewed from a normal distance the dots blend together to create a picture with varying shades of gray. Ives stepped away from the problem. In this case, he went to sleep for a few hours before his flash of insight. Letting creative challenges sit for longer periods of time can work as well. Regardless of how long you step away, you need to do something that interests you and takes your mind off of the problem. Ives got his start as a printer’s apprentice in Ithaca, New York. After two years of learning the ins and outs of the printing process, he began managing the photographic laboratory at nearby Cornell University. He spent the rest of the decade experimenting with new photography techniques and learning about cameras, printers, and optics. printing process image jamesclear.com

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By Melissa Moubarak A perspective on the future of targeting All about the #feels ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO TREPONOMICS P ersonalization, an age-old tactic used by marketers to lure us into think- ing we’re special. Especially in today’s era of mass communication –the one-size-fits-none model– personalization remains potent. Just ask anyone who bought a can of Coke with their name on it. Digital media has opened up new ways to customize communication, but so far, most of it remains focused on demographic personalization; basically, your gender, name, and date of birth1. By Melissa Moubarak Entrepreneur october 2016 58

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october 2016 Entrepreneur 59 * Not a historical fact, nor an actual forecast 1 UM Strategy. 2 Google Beacon August 2016. 3 Festival of Media 2016. Advertising Getting personal since 1432* While the aforementioned personalization still works, our view on segmentation is continuously expanding. As beacon technology spreads, ambient targeting becomes poised to change the retail environment. For its most recent Galaxy 7 launch, Samsung used smartphone weather data to push an ad around the waterproof features of its new phone. Ads were also day-parted around sunset to remind po- tential consumers about its low-light camera features. As webrooming and show- rooming become the norm, in-the-moment messaging at point-of-sale increases the number of incremental store visits on average, compared to online purchase conver- sions. These are store visits that otherwise would not have happened, proving the substantial offline impact delivered by mobile search ads2. We are also aware now that age and gender are not accurate indicators of interest, making a purely demographic segmentation redundant. You hear that, Facebook? Just because I’m a single female in my 20s doesn’t mean that I need to be served ads about “single men near you” and “losing weight fast.” Or maybe that’s Tinder and MyFitnessPal betraying me. The point is, consumers are more than just ad blind; in MENA, 27% of them installed an ad- blocker last year3. Unlike some sensational- ist naysayers, I don’t see the rise of ad blockers as the death of the industry. In fact, an IPG Media Labs study found that contex- tually relevant ads raised purchase intent by 13%4. Which means that done right, behavioral targeting can make advertising useful again, seamlessly introduc- ing consumers to products they might want or need. Or don’t need, but want, like that really cool banana ice-cream maker I insist on keeping. But can we produce personalization at scale? Well, some bold brands are already setting the bar. Axe deodorant in Brazil created 100,000 versions of their content series Romeo Reboot. The team broke their consumers into four segments, offering 25,000 permutations of the same video to each segment. You saw a differ- ent version based on your musical tastes or brands you identified with. Burger King Australia did something similar with its Anti-Pre Roll campaign. Creating 64 dif- ferent pre-rolls that incor- porated the type of content being watched on YouTube. Special mention here goes to big data, which is pivotal for successful behavioral target- ing, helping us gather insight on tastes and preferences. Targeting Becoming emotional starting 2016* Beyond contextually relevant ads, the same IPG Media Labs study points out to a further 11% increase in purchase intent, this time resulting from an ad that matches the emotional tone of the content it runs before. No longer satisfied with just reaching consumers with the right message at the right time, brands that are ahead of the curve are now ensur- ing their consumers are in the right frame of mind. The next big thing for media is targeting emotions. Emo- tions are focal in our deci- sion making process, and marketers have long tugged at our heartstrings to change behavior because emotion- ally connected consumers are 52% more valuable than highly satisfied consumers5. But we’re not talking here about a Don Draper-esque 30-second tearjerker. We’re envisioning the possibility of seeding a funny influencer video when we pick up on cues that you’re feeling bored. Brands are already offering emotion-based services such as mood playlists on iTunes and Anghami; but these re- quire active consumer input. You need to tell Movie Twist what you’re feeling for it to make suggestions about what to watch, the same goes for Hoppit recommend- ing restaurants by mood. UM MENA 4 IPG Media Labs, “The Power of Relevance”, January 2016. 5 Harvard Business Review, “The New Science of Customer Emotions”, November 2015. 6 CANVS, “Teen Wolf S5 Finale” White Paper 2015 Emotion Behaviour (purchases, tastes) Ambient (location, weather) Demographics (gender, name, date of birth) Figure 1: The Personalization Pyramid UM MENA Media Trends Report 2016 Bentley Inspirator Car-Configuration App bentley inspirator app youtube.com >>>

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Entrepreneur october 2016 60 Yet technology is quickly leading up to more passive analysis of emotional signals. Skyscanner is using Face Recognition Analysis to gauge feelings and suggest holiday destinations accordingly. Bentley is also dabbling in face recognition software to create individually designed cars. The Bentley Inspirator uses emotion metric algo- rithms based on data from 3.4 million faces in more than 75 countries to create a customized model car. Beyond neuroscientific cues, emotions targeting is being built upon text and emoticon use. Facebook’s DeepText is pioneering a method to better understand posts, by extracting intent and emotion. Using mixed content signals like text and images, it seeks to improve the user experience and make calls to action more seamless. A study by Canvs found emotional analysis 2x more accurate than traditional sentiment social listening6. Which is why at UM, we are going beyond the positive- negative-neutral paradigm adopted by most sentiment analysis tools, social listen- ing, to pick up on emotional cues around conversations. Robert Plutchik’s psycho- evolutionary theory pro- vides a framework for eight primary feelings from which all others are derived (Figure 2). These basic emotions are joy, sadness, trust, disgust, fear, anger, surprise, and anticipation. By associating each emo- tion with a set of local key words, we can target emotionally charged mo- ments with the right type of content. Making it count A vision for the future of media How will we monetize all this mood analysis into ad targeting? Well, Apple has already filed a patent for an ad service that targets users based on emotions. Accord- ing to the filing, the system generates a “baseline mood profile” for a user. It can then infer how a user is feel- ing at a given moment and serve up an appropriate ad. Mood-associated charac- teristics can be physical, behavioral or spatial-tempo- ral. For example, heart rate, blood pressure, adrenaline level, perspiration, body temperature, and vocal expressions may all be used to determine a user’s mood. And this is where wearables come in, extending the per- sonalization by connecting our physical signals to the internet of things. We are already feeding heart rate data into our phones, but a slew of upcom- ing emotion tracking weara- bles such as Thync, Doppel, and Moodmetric, indicates we can soon tap into more sophisticated emotional da- tabases. Lightwave, debuting at the SXSW Festival in Tex- as, sent audience interaction metrics such as temperature and mood to the performer who then customized their live sets in reaction to the crowd’s experience. Data isn’t intrinsically emotional, but people are, so we need to make it so. By leveraging a growing stream of emotional data from ac- tive and passive sources, brands should become able to craft more relevant and personalized messages. These will be targeted at the right time, when the user is in the right frame of mind. The applications of such emotional targeting will even transcend screens, moving into TV and OOH, which are increasingly becoming smart and connected. That’s how media will be combining mass awareness with per- sonalized engagement. ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO TREPONOMICS Melissa Moubarak, Strategy Manager at UM MENA, is responsible for the creation of inspiring and measurable media communication campaigns for the entire client portfolio across the regional offices. With a unique skill set and background of marketing research and financial analysis, Melissa’s contribution to all the brand teams has been a crucial element of their campaigns successes. She is a storyteller at heart and an evangelist for the importance of data in marketing, with five years of experience operating in startups across London and Beirut. Melissa has a strong penchant for words and is a regular contributor to UM’s thought leadership initiatives, including the MENA region’s first media trends report, Next Thing Now 2016. Figure 2: Plutchik’s wheel plutchik’s wheel the commons

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Entrepreneur october 2016 62 D rive down Sheikh Zayed Road, one of the longest highways run- ning through Dubai, and an average of 18,000 visuals will bombard you with their messaging. I’ve been in the ad- vertising industry for 15 years, and I can’t help but notice that the majority of messaging to- day has become promotional in nature, because at some point in time, selling took over from storytelling. I was in Tokyo two years ago when I heard one of our executives say: “If you’re not a startup, you’re a turnaround.” In this fast moving economy of the digital age where consum- ers are constantly online, and the way they interact and transact with brands is shifting closer to the convenience of wherever they might be, and farther away from the brand’s actual physical store, such a statement should be taken to heart by companies and corpo- rations in the region that need to think different. A friend of mine just launched a new tech company out of Beirut, and his current focus with his small team is driving the quality of his high tech product up to a standard by which it will be ready to launch commercially. When he came up to me for advice on media choices to promote his product, I told him these five tips: 1. First, know that where and how consumers shop has changed Consumers now interact and transact at the same time on the same mobile device, so brand building and influencing have to go hand in hand with selling. With the shopping fun- nel being turned upside down, there are more chances for your consumers to interact and buy immediately, without the need for a physical showroom for them to touch and feel the brand. The showroom is now a five-inch screen that needs to offer an intuitive, quick to load and easy to navigate stories about your brand or product, and a one-step click to buy. 2. The traditional approach to advertising is dead The key launch visual that you used to usher a campaign into existence with, and then the follow-up promo ad to sell your product are both deceased- may they both RIP. Think of the story, not the visual. Remember that a story today is told in multiple parts on multiple media, and it will most probably start on a mo- bile and not on a TV, because that’s where consumers are spending most of their time. Brand building used to be ref- erenced as a long-term objec- tive tracked with research on brand attributes over time, and then correlated to the general sales pattern of a brand. Brand connections today, however, are created on the fly, and just like the human relationships of today, they are volatile, TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO Five tips for building your brand from the ground up (in today’s market) By Ramzi Haddad Modern marketing A lot of marketers still judge creativity in old-fashioned ways, on a big screen, or an A3 printout. Put that piece of creative on your mobile and see what it looks like. That’s when you’ll really get a sense if it works for your product or not. Long narratives are just too much for your potential customer to invest time in.

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october 2016 Entrepreneur 63 instant and easily substituted if you don’t “feel the love.” The build-up to campaigns needs to deliver quicker reach via new frequencies offered by media players like Snapchat and Instagram, where you click out of interest, and if the content is quickly relevant, it captures you and directs you to an e-commerce portal to complete the purchase. 3. Find a set of influencers who can show and try your product You can’t build a brand today if you don’t have cool people to talk about it, show it, and try it as well. A YouTuber recently got bumped into first class by Emirates, and he filmed his ex- perience with the flight. More than 3 million views later, the airline is still benefiting from the exposure with potential customers who want to know what first class is like, without having to actually be there. The “showroom” is on their screen, and that recommenda- tion from someone trusted on a major video portal to provide “cool” and “real” reviews is all they need to trust the experi- ence. I’m sure many business travelers who watched this video will seriously consider upgrading to first class on their next flight. 4. Make sure the brand story is creative and fast A good story needs to build up quickly. Just think: there are 2000 stories on Facebook for a user to go through every day. Is your story compelling enough to watch, comment and share? A lot of marketers still judge creativity in old-fashioned ways, on a big screen, or an A3 printout. Put that piece of creative on your mobile and see what it looks like. That’s when you’ll really get a sense if it works for your product or not. Long narratives are just too much for your potential customer to invest time in. They’re already online four hours a day, if not more, and they don’t have the time to watch a long piece of content about your brand or product. 5. Remember that cash is still king In this region, customers still seek the emotional security of not storing their credit card data online on any portal, simply because they don’t trust regional websites to be so robust when it comes to the security of their data. One out of three people who shop on- line in the UAE still prefer pay- ing in cash on delivery. They also want the guarantee to return something if they’re not happy with it. That’s a reality that any business built around e-commerce needs to come to terms with. Even cashless companies like Uber have started offering cash payment for rides in the UAE, because they finally understand that they’re missing out on the “cash is king” customer. Ramzi Haddad is a communication professional with 15 years of experience in building brands. He’s worked with advertising agencies the likes of Saatchi & Saatchi and BBDO on multinational brand assignments in the GCC and in Europe. He now leads Carat, one of the fastest growing media agencies in the UAE and Lower Gulf. | MOBILE TECH | Move over Ikea, there’s a new product on the assembly line. Developed at MIT’s Self-Assembly Lab, researchers led by Skylar Tibbits are experimenting on developing a working mobile phone that can assemble itself. Yes, all by itself. The phone is put together quite simply: the phone comes in six parts with a tumbler and unassembled components that will only lock itself with compatible parts (Fast Company). The parts are placed in the tumbler and shaken at an optimal speed until the parts lock together, all in under a minute. The MIT Self Assembly Lab based its process on the similar way of how proteins work when cells are formed- and the team is trying to learn as much as it can from the biological ecosystem to apply concepts to its products. The idea for the phone comes from MIT professor David Mellis, who proposed a DIY cell phone kit, open-sourcing instructions for a basic cell phone design with parts worth US$200. Proposing a cheaper and easier alternative to high-cost consumer electronics, the team has been working on Mellis’ phone, with Tibbits and his team developing prototypes for its parts to assemble itself since 2013, its concept low budget and simple. All details can be optimized- with various tumbler speeds or more parts in the tumbler to assemble faster. The team hopes to scale it for mass production, as well as that the method can help reduce the cost of automated assembly. It’s not the team’s first foray into experimental manufacture: in 2011, Tibbits set up a team to conduct research with 4D printing and has received funding from Defense Advanced Research Projects Agency (DARPA) to conduct experiments with materials that can assemble itself. So far, they’ve come up with a self-constructing Ikea table, self- replicating spheres, and à la Back To The Future, self-lacing sneakers. An exciting aspect of it is how other blocks can be mixed in the tumbler for different functions as well, akin to the now defunct Google’s Project Ara phones. It’s just the start, and we can’t wait for more. MIT Lab is building a self-assembling mobile phone Fix it up Self assembling phone parts self assembling phone parts Source: Self Assembly Lab MIT, Vimeo.com Consumers now interact and transact at the same time on the same mobile device, so brand building and influencing have to go hand in hand with selling. With the shopping funnel being turned upside down, there are more chances for your consumers to interact and buy immediately. Think of the story, not the visual. Remember that a story today is told in multiple parts on multiple media, and it will most probably start on a mobile and not on a TV, because that’s where consumers are spending most of their time.

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Entrepreneur october 2016 64 O ur startup, Melltoo, hit an important mile- stone in June this year, when we reached US$1 million of sales on our peer-to-peer market- place for secondhand things. For a small, not-very-well- funded startup, we are very proud of ourselves. We had no fancy marketing campaigns, no popup booths, no pro- fessional PR, no outdoor advertising, and only a limited PPI (pay per install) budget. What we do have is a product people love, which makes it possi- ble for us to crowdsource customer acquisition. First of all, it’s important to note that customer acquisition is not like brand marketing, where impressions and awareness are the key metrics. What counts in customer acquisition is when someone becomes a customer that generates revenue, or becomes a user of the product. For most early- stage startups, such as Melltoo, devot- ing resources to brand marketing is a luxury we cannot yet afford. Right now, what matters is growth that is quantifiable by revenue or users. This is not to say that brand marketing is irrelevant, but given our limited resources, brand marketing is not cur- rently the priority. What worked before doesn’t work anymore Customer acquisition strategies that were once successful in the past have been copied a lot, and many have lost their effectiveness over time. For example, cold emails (aka spam) to targeted users were very effective when Airbnb first automated this on Craigslist in 2009. Today, however, most people have trained their email clients to recognize spam, and when these emails do land in the inbox, people delete them without so much as a glance. The same can be said with social media. Startups assume that acquiring customers must be easy with plat- forms like Facebook and Instagram. But this is the case only if you can pay them. If you don’t have marketing budgets that rival your competitors, getting attention for your enterprise can be difficult. Organic reach on social media is pitiful, except in cases where you have a niche (aka small) audience that are actively seeking you out. However, if you are a mass consumer-facing product (the best kind to be in small markets like the GCC), trying to reach people organi- cally on social media is like trying to get someone’s attention at a crowded party, while they are deep in conversa- tion and the music is on at full-blast as well. What about content and SEO, you ask? These options will only work if your content is truly unique and doesn’t exist elsewhere, and again, you need to appeal to niche audiences. It makes sense to devote resources to this if you are in the business of con- tent, where content is your product; otherwise, you cannot compete with people who sell content. Just think of pitting your content against Michelle Phan and PewDiePie, or Entrepreneur and CNN. As technology accelerates change in customer behavior, marketers are struggling to keep up. One thing is for sure: there is no one-size-fits-all marketing; every startup, every busi- ness, is different, and therefore, how you acquire customers must also be different. The best practices of the past don’t apply anymore. Today’s customer acquisition strategies are best crafted not by professional marketers, but by the people at the frontlines interacting with customers. Focus on what cus- tomers want, and craft your customer acquisition strategy accordingly. Acquire, convert, retain: you’ve no doubt heard of this paradigm before. TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO For startups, the most cost-effective way to get customers is through other customers By Morrad Irsane and Sharene Lee Crowdsourcing customer acquisition To figure out what your customer acquisition strategy should look like, you need to understand what your users want, and how that can drive your business model. In other words, how can you “pay” users with your product (and not actual money), and still motivate them sufficiently? Customer psychology matters: you must think like your customers. www.meltoo.com Melltoo co-founders Morrad Irsane and Sharene Lee

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october 2016 Entrepreneur 65 Once you get the customer in the door, you’ve got to convert them to perform the desired action, and then you need to figure out a way to get them to come back. A good prod- uct and service is half the battle, onboarding is vital, and continued engagement lowers your overall cus- tomer acquisition costs. This article discusses the first part of this funnel, getting customers into the door. Crowdsourcing customer acquisition: what’s in it for them? The best advertising for startups is no advertising, because people are condi- tioned to ignore advertising. So unless your budget rivals Apple, you’re not going to get far. You might build brand recognition, but you won’t acquire customers. For startups, the most cost-effective way to get customers is through other customers. Think about it as crowdsourcing customer acquisition. Instead of paying Face- book and Google, figure out a way to “pay” your customers instead. Pay them with your product, which means your product better bring value or this won’t work. YouTube shares ad revenue with their content produc- ers. Therefore, content producers are highly incentivized to get people onto YouTube. At the same time, YouTube also allows people to embed videos in external websites, which is akin to dropping breadcrumbs all over the in- ternet for users to find. Website own- ers get value from this because they don’t have to write their own video streaming code, nor do they have to bear server costs of hosting videos. Another example is Facebook: I can’t think of many websites today that don’t let you sign up with Facebook. The Facebook login is an incredible user acquisition tool. You can’t avoid it, and you can’t ignore it. Why do developers use Facebook logins and promote Facebook for free? Because Facebook shares their user data with developers, and that’s how Facebook “pays” them. At Melltoo, we make our customers our partners. By virtue of being a two-sided peer-to-peer marketplace, we benefit from network effects. Every new user that joins the marketplace adds value to the network as a whole, and thereby benefits individual users. Each additional buyer means sellers have a greater chance of selling quickly, and each additional seller means buyers have a greater chance of finding what they want at the right price. Hence, our customer acquisition strategy focuses on making our users partners in our network. Through Melltoo’s referral program, we incentivize users by rewarding referring and referred buyers with credit to purchase in-app, which in turn helps sellers sell faster. We further incentivize referring users if the friends they’ve referred to purchase or sell in-app by sharing a portion of the revenue with them. Every member of our network benefits and is highly motivated to grow the marketplace. Psychology and details matter To figure out what your customer acquisition strategy should look like, you need to understand what your users want, and how that can drive your business model. In other words, how can you “pay” users with your product (and not actual money), and still motivate them sufficiently? Cus- tomer psychology matters: you must think like your customers. All market- ing messages are essentially calls to action, an attempt to get someone to do something. So whenever you put a marketing message out there, think about how a potential customer would react to it. The best advertising for startups is no advertising, because people are conditioned to ignore advertising. So unless your budget rivals Apple, you’re not going to get far. You might build brand recognition, but you won’t acquire customers. For startups, the most cost-effective way to get customers is through other customers. Think about it as crowdsourcing customer acquisition. >>>

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Entrepreneur october 2016 66 The greatest objection to overcome is the “too-good-to-be-true-so-it-must– be-a-scam” syndrome. As startups, it is our modus operandi to build great products that are genuinely “too good to be true.” But be careful about marketing it in this way, because, well, nobody will believe you. Human psy- chology dictates that there is “no free ride in life,” and people expect to work for something, especially if it’s of value. At Melltoo, our referral program is effective, because it requires users to work for it. Users have to refer their friends in exchange for free credit to be spent in-app. Referrals take a bit of ef- fort since their friends have to sign up and get verified. In effect, giving refer- ral credit is equivalent to giving users a discount when they purchase some- thing. However, psychologically, having to “earn” referral credit makes it seem a lot more valuable than simply being given a discount (that everyone else is given as well). What’s more, seeing that free credit balance grow gives us- ers a sense of ownership, like watching a bank balance grow. These factors may seem rather specific, but in the digital age, details matter more than ever before. In a time where everything is in sound bites and the average adult has a five-second attention span, details af- fect customer psychology, and they can work to either build, or destroy, trust and credibility. Friction is the root of all churn: it’s all about the flow Details make or break customer acquisition strategies. If your strategy takes place digitally, then “the flow” or “the funnel” is where all the details are. What is the first thing that people see? What is the call to action? What happens when they click? Where do they go, what do they see next? What should they do next? What are they thinking along this entire process? The best way to figure this out is to get it tested out by other people. If you want people to do something, reduce the friction- like they say, keep it simple, stupid. Friction is at the root of all churn. If something is too difficult to do, you will confuse your audience and lose an opportunity to convert a customer. So when you design your customer acquisition strategy, break it down into baby steps, and make sure each step leads into the next one seamlessly. At each step, customers should have only two options: continue or quit. If there is more than one link or call to action at each step, you’re doing it wrong. Ideally, there shouldn’t even be many steps at all. And most importantly, when you finally get the customer into your “shop,” make sure he finds what he’s looking for and what you promised him he would find. In our case, as soon as a new user successfully signs up, he gets AED20 in his Melltoo wallet, which is plainly visible on the main screen in-app. It’s not buried in his email inbox, and he never has to hunt for a coupon code. The free credit is applied automatically at the time of checkout, so the user can see exactly how much he saves. That AED20 thus hangs over his head throughout the app experience, which constantly reminds him that he has “hard- earned” money to spend. This triggers the psychology of loss, (i.e. people hate to lose something more than they enjoyed gaining it to begin with) which motivates him to spend it in order not to lose it. After the customer makes the first effort of completing the signup process, he never has to think twice about it. Look forward, not backwards Startups are innovative, and yet, start- up marketing often isn’t. Startups tend to fall back on tried and tested market- ing strategies and find that they aren’t effective for them. This is unsurprising. Just as technology changes our daily lives, it changes our behavior as well. It changes how we respond to marketing messages and necessitates changes to marketing strategies. Today, the best startup marketing is done by people at the frontlines. Your customer service people probably know how to acquire customers better than your marketing team does. By virtue of regular interac- tion with customers, customer service people know what customers want. Thus, to get started on crowdsourcing customer acquisition, start with what customers want, and then figure out how to give it to them. Morrad Irsane and Sharene Lee are the co-founders of Melltoo, a mobile marketplace for secondhand goods, based in the UAE. The startup launched in March 2014 and has experienced explosive growth since then. CEO Morrad is is a lifelong entrepreneur, having founded multiple businesses in the past, including two successful prior exits internationally. COO Sharene is a serial entrepreneur, with Melltoo being her third major venture and two prior successful exits in Los Angeles and France. TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO TREPONOMICS At Melltoo, our referral program is effective, because it requires users to work for it. Users have to refer their friends in exchange for free credit to be spent in-app. Referrals take a bit of effort since their friends have to sign up and get verified. In effect, giving referral credit is equivalent to giving users a discount when they purchase something. ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO www.meltoo.com

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Entrepreneur october 2016 68 I t was some time ago, over a shared coffee, when I found myself frustrated, complaining about having started working for a corporate organization. My observant coffee companion listened patiently, before sud- denly retorting, “Well, of course, you can’t stand working there! You’re an entrepreneur at heart, and we all know that entrepreneurs make terrible employees.” This is when I began to wonder: do entrepreneurial employees really make for bad employees, or is it something else that’s causing the problem? Entrepreneurial employees, commonly labeled as intrapreneurs, are employees that embrace entrepreneurial thinking in order to bring value to their organi- zations. My companion’s misjudgment was the same that tends to run through most organizations, which is that intra- preneurs make bad employees. But are they really such a bad fit? In reality, nothing could be further from the truth. When correctly nurtured and managed, intrapreneurial employees can become standouts, contributing broad-ranging benefits to their employ- ers and organizations. So who are these employees, and how can we identify them? Vilfredo Pareto of the Pareto Prin- ciple fame noted that roughly 80% of the peas in his garden came from just 20% of the peapods. Whilst it is amusing to draw a comparison between peapods and employees, we observe a similar phenomenon in the workforce, where both productivity and talent are disproportionately weighted amongst high-performing employees. There is an undeniable link between high-per- forming employees and intrapreneurial tendencies. The litmus test for the long-term health of an organization is when their highest-performers begin to leave. In fact, most organizations will readily admit to not being able to retain their top-performing talent. At the same time, a recent Bayt.com survey of entrepreneurship across the MENA region found that 64% of respondents would rather be self-employed. With that being the case, this bad rep for intrapreneurs can thus be linked to the fact that organizations often tend to be really bad employers of highly entre- preneurial employees. It is no coinci- dence that Airbnb, Bain and Company and GuideWire (ranked the top 3 in Glassdoor’s 2016 Best Places to work) are themselves examples of highly in- novative companies, whose success is made possible by the intrapreneurial tendencies they seek out and nurture in their own employees. That’s why in this article, we turn our focus toward the perspective of that of an organi- zation- here are the five key traits of intrapreneurs that employers should look out for: 1. Intrapreneurs question the status quo Organizations run on rules, lots and lots of them. The structures, systems and processes that are necessary to run the existing business require rigid, structured thinking. The problem arises when the same rigid structured thinking is applied in innovation and the creation of new business models. Without questioning the status quo, any attempts at innovation are doomed from the outset. Intrapreneurs are driven by purpose, not by process. Rather than being mo- tivated by answers, they are motivated by questions. Filing a weekly team report or a regular meeting simply “be- cause it was always so” will invite vig- orous questioning. The phrase “that’s just the way we do things around here” will never be acceptable to an intrapreneur. Apple, itself famous for challenging the status quo, embodies the philosophy of its former CEO Steve Jobs, who famously said, “It doesn’t make sense to hire smart people and tell them what to do; we hire smart people so they can tell us what to do.” Intrapreneurs understand the importance of both efficiency and effectiveness, and tend to be “efficiently effective” to the point of ruthlessness. This means they tend to cut out the unnecessary or the redundant, especially when they see it is irrelevant to the outcome. TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO Question the status quo Contrary to popular thought, having entrepreneurial employees in your organization is a good thing By Tarig El-Sheikh and Dr. Petar Stojanov Tarig El-Sheikh is an experienced entrepreneur and finance professional with a 15-year track record across emerging markets in building global businesses, technology startups and finance. His most recent enterprise, Beneple, an HR and health management platform was successfully acquired in August 2015 after only eight months of operations.

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october 2016 Entrepreneur 69 2. Intrapreneurs work best unfettered and without boundaries Leading on from the first point, another stereotype of intrapreneurs is that they have issues with authority. This also couldn’t be further from the truth. During my time at Lehman Brothers, our teams were actively supported and encouraged by the organization to work outside of conventional boundaries. Given that Lehman hired the very best talent in the market from an extraor- dinarily diverse range of backgrounds, the single common rule was that senior management never attempted to micro- manage. Intrapreneurs despise being kept on a short leash, as most talented and independent-thinking employees would agree. In the right work environment, intrapreneurs can be enormously pro- ductive; however in the wrong one, they can be more difficult to handle than petulant problem children. 3. Intrapreneurs are focused on the pursuit of excellence Intrapreneurs strive for excellence, whilst there are plenty of organizations and people within them that strive for mediocrity. Average employees, conscious not to disrupt the status quo, can be excellent at creating a façade of “busyness,” spending vast lengths of time trying to do as little work as pos- sible. New ideas and new ways of doing things are seen as extra chores with no direct benefit. The feeling extends to the higher ranks, with former employers of mine having openly said, “Let’s not question the status quo,” or worse, “We don’t get paid for this.” On the other hand, intrapreneurs are keenly aware of connecting the dots between their work and the broader vision of the company, tending to view disruptions to the status quo as oppor- tunities to make a difference, fueled by their purpose. 4. Intrapreneuers are impa- tient (and that’s a good thing) This isn’t a misconception; I must ad- mit that this one is true. Intrapreneurs tend to be extremely impatient. But it is important to understand why- side note: intrapreneurs tend to ask “why?” a lot. Whilst many employees in cor- porate organizations don’t wish to feel rushed or pressured, and are happy to ride along the organizational wave, in- trapreneurial impatience acts as a proxy for the fact that they connect their own purpose with that of their work; other- wise they simply wouldn’t care. Impatience is a virtue to be nurtured, not a failing to be punished. It is this ambition to “get the right stuff done properly” that should be encouraged in all employees as part of the organiza- tional culture. 5. Intrapreneurs know the value of time Intrapreneurs understand the impor- tance of both efficiency and effective- ness, and tend to be “efficiently effec- tive” to the point of ruthlessness. This means they tend to cut out the unneces- sary or the redundant, especially when they see it is irrelevant to the outcome. Politics, the social lubricant of the corporate environment and a wholly necessary evil for career success, tends to be seen as both inefficient and inef- fective by intrapreneurs, who tend not to involve themselves with politics. Large corporates tend to be incubators of inefficient cultures and processes, riddled with layers of bureaucracy and endless, pointless meetings. If you’ve been following me so far, you can imag- ine how this would spell disaster for an efficiency-seeking intrapreneur. In conclusion, the negative stereotype of the entrepreneurial employee simply isn’t true. In fact, it is exactly the oppo- site. Given the benefits, it makes sense for organizations to embrace intrapre- neurs by creating an environment with the right support, leadership, rewards and compensation structures. Only then can organizations win over the people who hold the key to enormously posi- tive impacts on companies. Intrapreneurs are driven by purpose, not by process. Rather than being mo- tivated by answers, they are motivated by questions. Filing a weekly team report or a regular meeting simply “because it was always so” will invite vigorous questioning. Dr. Petar Stojanov is co-founder of Ebtikaar, a boutique consultancy whose aim is to change the entrepreneurship and innovation landscape in the MENA region. Petar has also facilitated strategic growth workshops for the Dubai SME Top 100 companies, as well as working with regional banks and finance partners to close the SME funding gap following the recent economic downturn. +971 4 457 8200 www.vz.ae 2,500 AED REWARDED REFER A FRIEND AND GET UP TO BY INTRODUCING YOUR FRIENDS TO GET E S TA B L I S H I N G S I N C E 2 0 0 9 TERMS & CONDITIONS APPLY

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Entrepreneur october 2016 70 I n October 2015, we closed our first external funding, raising US$4 million in a round led by BECO Capital, a fast-growing VC firm based out of Dubai. As the t’s were crossed and the i’s were dotted, Aamir Kassim, VP of People Operations at Jado- Pado, and I started mulling over what the future of Jado- Pado would look like. What sort of organization were we building? How could we in- still the values that were im- portant to us, while evolving and dissipating our culture as we grew into a larger and more diverse team? Aamir had already started work on defining the values that we implicitly shared into a base from which to build. Rather than creating them in a vacuum or paying them the unfortunately typi- cal lip service, he sent out an email (we don’t do internal email, making this a pretty big deal) to the rest of our team, and simply asked what they thought our most im- portant values were and used their responses to create a long list. These were then carefully distilled down to thirteen values that capture the essence of JadoPado. While this may be seen as clichéd, taking the time to define and express who you are, what you’re doing and where you’re going is an important foundational building block for your organization. From whom you hire to what you end up building can and should boil back down towards whether you’re fulfilling what you set out to do. When you find yourself going off track, your values should guide you back in the right direction. Designing organization policies As we began to think more about the organizational policies that were loosely in place, but were poorly de- fined, we realized that most organizations build policies for what we call “the 2%,” those individuals who have a tendency towards disruption and therefore need rules to govern their organizational behavior. Unfortunately this leads to long documents that no one reads (until there’s a problem), and a complicated set of policies that the other 98% have to live by. More rules aren’t the right solu- tion. One of the issues that we came across very consistent- ly was the confusion around leave. How much leave had one taken, how much they had left, what type of leave were they eligible for and the list goes on. It was compli- cated and messy. Long being admirers of Netflix’s incred- ible people management framework, we knew in our hearts that we would col- lectively be doing ourselves injustice if we didn’t at least attempt to live by a set of simple common sense rules that worked for the 98%, rather than the 2%. And thus was born unlimited leave. After much discussion and debate, this is our current leave policy: “We have an unlimited leave policy. Take as many days off as you want.” That’s it. We’re typically met with skepticism and then incredulity, before the realization that we’re not trying to pull one over them. The top two questions are usually a variation of: “Surely this can’t work?” closely followed by “What if it’s abused?” The response tends to be pretty simple. Firstly, make sure that your team and whoever is manag- ing you is ok with you going on leave. Unlimited leave doesn’t mean that you go on leave whenever you fancy. Secondly, if someone were to abuse the policy, with the reasonable assumption that we had the right individu- als in the organization, they would be pushed out, as they’d have a net negative affect on team and organiza- tional performance. Six months later, unlimited leave is ticking along and it has given everyone one less thing to think about. We strongly encourage taking time off to travel, learn, discover and unwind before returning for the next big push. Flexible and remote Next, we tackled when and where you work. Many jobs do not need to happen between 0900 and 1800, and can actually hap- pen at anytime, as long as tools are available to allow teams to work asynchro- nously. Slack, an incredibly strong chat-based collabora- tion tool and Trello, a task WWW.jadopado.com By Omar Kassim How we’re building JadoPado as an organization Building values ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO TREPONOMICS

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october 2016 Entrepreneur 71 management platform, are two without which we would not be able to run JadoPado the way we do today. Our VP of Engineering, Jobin George, is incredibly productive between 0000 and 0300. Asking him to come into the office at 0900 just because everyone else does so (a hangover from the industrial age), doesn’t feel right. This led to the logical conclusion that we should allow anyone who wanted to, to work the hours they wanted, with some overlap availability to allow for col- laboration, whilst recogniz- ing that our approach needed to shift towards being able to measure outcomes rather than hours worked. Occasionally, Aamir and I amuse ourselves thinking through what a truly remote organization would look like. Could we, no, dare we operate without a physical presence anywhere? While building a remote organiza- tion from the ground up has its challenges, evolving an existing organization to go remote is significantly harder. During Ramadan earlier this summer, we pushed (read: forced) the JadoPado team based in Dubai to not come into JadoPado HQ. Giv- en our existing experiences working with the other half of our team who are based in Colombo, we roughly knew that we had the right tools and a good approach to being able to quickly evolve our processes. While the first few days of #Ramadan- Remote went well, by the first Wednesday, save for one person, everyone else was back in the office. By the end of week two, I threw in the towel and decided that we were done- for now. Perhaps it was a Dubai summer thing. We’ve not written off work- ing remotely and instead moved back to what was pre- viously working well. This allows whoever needs to, to work remotely when the need arises, while strongly encouraging them to come in and use the resources that are at their disposal in our physical environments, but more importantly spend quality time with their col- leagues, face to face. Today, being able to work remotely at JadoPado is an earned privilege rather than an absolute right. This feels like a good way to dip our collective toes in the water, while we get comfortable with making the shift to- wards not all being together in a physical space. Organizations tend natu- rally to lean towards being secretive and insular, and even more so as they grow into large monoliths. Human nature is to protect what one knows and to use it to build a competitive advantage. Unexpectedly, being trans- parent can be even more powerful, which is why we’ve made it our mission to get as much as we can out there, for everyone else to be able to build on top of. Dubai-based online home services marketplace MoveSouq.com has managed to capture investor attention all the way from Russia. MoveSouq has closed a US$3 million Series A funding round led by AddVenture, a Russia-based global venture capital firm. Founded by former consultants Bana Shomali and Wim Torfs in 2013, MoveSouq provides quotes and connects users to service providers for a host of home services including moving, cleaning, handyman and insurance services in four cities in the Middle East. The platform claims to have an extensive network of more than 300 service partners, and counts over 50,000 households in Dubai and Abu Dhabi, who discovered and booked services through the platform in the last year. The current fundraising is the startup’s third round, after seed and angel rounds in 2013 and 2015. Commenting on the investment raised, Bana Shomali, founder and CEO, MoveSouq.com, says in a statement: “The home services market in the region represents a significant untapped opportunity, estimated at US$5 billion per year in the GCC alone, and consumers are starting to buy these services online. We will utilize the new funding to aggressively go after this opportunity and maintain our first-mover advantage.” Elaborating on the specific areas where the funds will be utilized, Shomali says that the company intends to focus on both “cementing leadership in the UAE, while growing services to new cities in the region.” She adds that MoveSouq also intends to expand their services portfolio, deliver “premium, personalized customer experience,” and ramp up the technology framework, with the support of the investment. MoveSouq expects AddVenture’s expertise from working with similar platforms globally to be a positive for its business. As per AddVenture’s website, the VC firm looks for startups with “strong teams committed to business” that have a business model proven globally and a “large addressable market.” Aggregator businesses, e-commerce, and online marketing are a few focus sectors for the company, which makes investments in different stages of a venture. “We got funded!” Dubai-based MoveSouq.com closes US$3 million series A funding from Russia- based AddVenture Omar Kassim is the founder and CEO of JadoPado, a marketplace where people around the world come together to buy and sell great stuff. Omar runs the business from a strategic and operational level and immerses himself across all aspects of the business to ensure JadoPado continues to build itself as an industry standout. | startup finance | MoveSouq co-founders Bana Shomali and Wim Torfs Omar Kassim, founder and CEO, JadoPado

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Entrepreneur october 2016 72 A libaba Cloud, the cloud computing arm of Chinese e-commerce giant Alibaba, hosted the Dubai edition of Create@Alibaba Cloud Startup Contest (CACSC) –a global entrepreneurship challenge- on September 21, 2016. Conducted in partnership with Dubai Silicon Oasis Authority (DSOA) and held at Dubai Technology Entrepreneur Centre (DTEC), the contest saw ten technology startups working across e-commerce, multimedia, gaming, social media, and other sectors, come together to present their ventures. E-commerce startup Marhababy emerged as the winner of the competition, landing US$50,000 credits to be redeemed on Alibaba Cloud’s products and services. The startup also heads to China to compete in the international final to be held later this year, thus enjoying an opportunity to network with investors and business leaders in China’s market. Alibaba Cloud also announced $10,000 credits in cloud resources for all the other participating startups. The winning startup Marhababy is an e-commerce firm that creates and provides soon-to-be mothers with free gift boxes filled with relevant information, expert advice and samples- a starter kit of sorts for expecting mothers. Speaking about Marhababy’s expectations from the challenge, Managing Director Pieter Sleeboom noted that the mentoring they hoped to receive from Alibaba and regional business leaders is bound to be “very valuable for every young and fast- growing business.” Sleeboom added that the team will use the feedback from the Dubai event to compete in the global finals. “We also hope to build new relationships and learn a lot, because China is leading in digital areas like mobile, social, and video, that are super relevant for Marhababy,” he adds. The CACSC Dubai session invited applications from companies registered in the Middle East which met the criteria laid down by the global challenge, i.e. “have a clear business model, innovative products and a good potential to grow.” The startups showcased their business potential to a jury panel, which included Dinesh Ajmera, SVP of Technology, Souq.com, Prashant Gulati, founder, The Assembly, Wissam Younane, CEO, BNC Publishing, among other ecosystem stakeholders. Souq.com, Careem, PayFort, In5, Flat6Labs, and others were partners for the contest. Alibaba Cloud and DSOA host startup challenge to reward Middle East entrepreneurs Plugging in Startup Marhababy’s MD Pieter Sleeborn; winner of CACSC, Dubai Alibaba Cloud CACSC, Dubai Edition The participants in Dubai edition of CACSC IN THE LOOP

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Entrepreneur october 2016 74 E stablished in 2009, Alibaba Cloud develops cloud computing and data management platforms, and provides an array of cloud services to Alibaba Group’s e-com- merce ecosystem, and to third-party businesses. As part of its growth strategy, the Chinese heavyweight has already set up data centers outside China in the US, Hong Kong and Singa- pore. Sensing a potential in the Middle East cloud market and seeing global providers marking their footprint in the region, Alibaba Cloud has entered the region in a joint venture with Meraas Holding in 2015 with an entity called Yvolv. This joint entity is working together to build a data center in Dubai, which according to Yipin Gong, Regional Manager, Alibaba Cloud International - MEA & India, will likely open by the end of this year. Excerpts from a chat with Gong, who was in Dubai for CACSC: What were Alibaba Cloud’s reasons to launch CACSC in the Middle East? “We are looking for innova- tions in all kinds of busi- nesses. We are a platform, and startups can use our platform to reduce their costs, and to improve their efficiency. So, we are here to host and support this kind of a challenge. Our target is purely to support startups, since we understand their need. We wanted to see if the entrepreneurs have the market understanding, if their product has the market potential- regional or international, the kind of technology they are using, whether they have a clear go-to market strategy. All these are of importance to us.” What kind of support can startups in the region expect from Ali- baba Cloud? “Different startups have different needs for cloud, based on their industry. At Alibaba, we can take care of all their needs, which can save time and cost. We have an office and a local team based here in Dubai, and we can provide onsite supports to the startups in the region, giving them the best of cloud infra- structure and service. The winning startup today [in the CACSC challenge] gets US$50,000 in cloud credits from us, and all the other competing startups too will each get $10,000 [in] cred- its. Further, all the startups will also receive mentor- ing and guidance from the judges panel and from Alibaba on a continuous basis. This is one of Alibaba Cloud’s first initiatives for entrepreneurship, and we look forward to more.” How is the adoption of cloud-computing tech- nology by businesses in the region? “Though there are no trends specific to the Middle East market, we believe that the market is well placed to leverage the global trend towards cloud adoption. Yes, people need to understand cloud first. For example, the US market is several years ahead, and in the beginning companies there too hesitated to move on to cloud, but now more and more people think moving on to cloud is the correct way. In this market, it will indeed take some time. We need to educate the market and the cus- tomer but we are confident that it is the future. With regards to the security and data privacy, yes, we defi- nitely ensure we align with regulations, but we see it as a potential opportunity for us to grow.” Moving Mainstream Yiping Gong, Regional Manager, Alibaba Cloud MEA & India, with the Marhababy team Yiping Gong, Regional Manager, Alibaba Cloud International -MEA & India, on her company’s inroads into the MENA region www.yvolv.ae IN THE LOOP

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october 2016 Entrepreneur 77 M anaging fi- nances, invoic- ing for products or services provided, and other financial tasks may not be alluring aspects of starting a business, but they are undoubtedly key re- quirements for running and scaling it. While established companies or even startups with deep pockets have the luxury to hire a large finance team or implement systems to automate finance function, it’s often a budget that small businesses cannot afford in early-stages of business. Being an SME themselves, Morocco-based IT solutions company Sahih Business was quick to realize that using large accounting systems required a “long curve of learning,” and needed users with prior experience with such software. In case you are wondering what’s unique about a startup creating a financial software, consider this: after launching its SaaS accounting product in 2011, Sahih Business decided to go one step ahead in 2013 with its flagship product Aliphia- the “first” Arabic cloud-based SaaS accounting software for SMEs. “Our objective is to offer a solution, easy to use, that encourages the use of cloud, and actually fits company requirements,” says Mo- hammed Adnan Morabet, co-founder and CEO, Sahih Busi- ness, summarizing the key proposition of Aliphia. “Aliphia offers a true Arabic user experience interface. That means that the soft- ware was made to support the Arabic language from the beginning, and not translated or “hacked” to poorly offer it,” he ex- plains. The cloud- based platform is specifically tailored for small businesses and freelancers, allowing them to create and customize invoices, maintain accounts, manage clients, and track financial progress, among other functions. Al- iphia also offers personalized financial reports on its dash- board, and supports Arabic text formatting, including Persian numbers. As for why they decided to create a sepa- rate Arabic solution, Morabet says, “We should consider that only a few languages are actually written from right to left in the globe, meaning that a translation is required to have your software ready, and that was never a priority for software vendors, due to the market requirements.” But governments across the MENA region have increas- ingly been adopting Arabic as a legal mandatory for businesses. For instance, in the UAE, Dubai’s Depart- ment of Economic Develop- ment (DED) has instructed commercial establishments to use Arabic as the main language for receipts and invoices by 2017, in addition to a language of their choice. Morabet’s passion for web design, and his work expe- rience of over 10 years in The Aliphia platform offers accounting software in the Arabic language for MENA small businesses ecosystem | who’s got VC | Q&A | STARTUP FINANCE start it up Breaking (linguistic) barriers Growing from feature to feature, Aliphia now counts an average of 14,000 active users for the product, and has crossed the 500 customers mark just last quarter. Mohammed Adnan Morabet, co-founder and CEO, Sahih Business Aliphia dashboard By Sindhu Hariharan >>>

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october 2016 Entrepreneur 79 Morocco and Spain’s SaaS market, kept him going as he spent nearly three years in developing and refining his product, a process in which he was ably supported by co-founder and CMO Asmae Bouabdellah’s marketing ex- pertise. Being a firm believer of a “solid business model” and “strong product,” Mora- bet says that the startup continues to build varied value-add features, and has structured itself to suit both product and services busi- nesses. Following a freemium business model, Aliphia accepts e-payments thanks to its integration with digital systems, such as PayPal and 2Checkout. As Morabet puts it, the company’s mission goes beyond selling software, and it is keen on providing a full stack support for small businesses to scale. In line with this, Aliphia is also offered in local mode- cli- ents with poor connectivity can enjoy the same Aliphia experience even without an internet connection with Aliphia BOX, a server that hosts Aliphia in LAN/WAN. Growing from feature to feature, Aliphia now counts an average of 14,000 active users for the product, and has crossed the 500 custom- ers mark just last quarter. Going by flow of orders, the company expects to reach over 1,000 customers at the end of 2017. While it sup- ports bookkeeping in Arabic, English, Turkish and French, Morabet says an average of 3,000 Arabic invoices are created each month on the platform. Saudi Arabia is its biggest market with a 74% share, and the startup also has users in Egypt, the UAE, Kuwait, Libya, Jordan, Palestine, and Yemen. Boot- strapping and re-investing revenue back into the busi- ness, Aliphia is focusing on growth through partner- ships with key players in online payments, finance and telecom in KSA and UAE, in the coming year, and is also working on implementing their software on third-party products. With installable software (that are sometimes free) and simple spreadsheets posing threat to Aliphia’s adoption, Morabet counts “a low price, and pay-as-you-go model,” and unique Arabic support as their selling proposition. Elaborating on what has been the startup’s biggest challenge, Morabet men- tions difficulties faced in customer conversions and misconceptions about local providers. He feels that the region’s customers tend to look favorably at foreign vendors, and often see local ones as “less competent [or] trusted.” Another challenge Aliphia faces is inadequate feedback from users, which, Morabet says, leaves them wondering about their reten- tion strategies. “Most of the customers use it and never come back, and you need to know why [this happened] when you have just started.” There is also the awareness gap with regards to cloud- based solutions, especially when it comes to their target customers- SMEs. But as small businesses struggle to scale up with- out access to sophisticated financial management tools, and regulators insisting on making Arabic a legal business requirement in the region, Morabet is convinced that there is a sizable market for Aliphia, but also a long way to go for the startup. However, true to his com- pany’s objective, Morabet is very clear on where Aliphia’s focus lies: “We want to help Arabic businesses achieve their objectives of success by giving them access to the right tools that will help them pursue their goals.” On entrepreneurship in Morocco “I think that countries like Morocco should learn more from the UAE and KSA; they are a clear example of successful Arab nations growing an entrepreneurship ecosystem with fundamentals. Contests, incubators, mentorship and funding are needed in the [Morocco] region to help entrepreneurs. They must be of quality, and serve a real purpose to the entrepreneurs and not the organizers.” Tips for aspiring entrepreneurs “First, start selling as soon as possible, and from there improve your product and margins. The quantity of customers doesn’t matter if they are happy using your product; you need customers to learn about your business from them. Second, know your competition, and don’t do only what they do. Do what they thought they cannot do. Many businesses doing the same stuff can also be a lot of businesses doing the wrong things. Third, don’t believe the information you find over the internet about the MENA region; there is a lot of wrong data. Take it into consideration, but always take decisions using your own business data mixed with in- house tests.” ‘TREP TALK Mohammed Adnan Morabet, co-founder & CEO, Sahih Business ecosystem | who’s got VC | Q&A | STARTUP FINANCE start it up Aliphia team at work Aliphia product

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Entrepreneur october 2016 80 L aunched in August 2011 in the UAE, compareit4me.com started as a finance comparison site for bank accounts and in- surance, growing since then to include comparisons between personal loans, mortgages, car loans, and is further diversifying its product portfolio to letting users compare and buy car in- surance. It has also grown its markets, with operations in nine countries to- day: UAE, Qatar, Bahrain, Kuwait, KSA, Egypt, Lebanon, Jordan and Oman. With a steady growth over the years, the fintech startup has continued to garner investor interest. While it was aiming to achieve US$1 million new funds, the startup man- aged to surpass its goal and received $2.4 million in its latest round of bridge funding from an array of inves- tors. It’s certainly a testament to their track record, as previous investors continue to join in for future rounds- more than half of the investment has been contributed by existing investors Wamda Capital, STC Ventures and Dubai Silicon Oasis, and this comes after they joined the previous $3 mil- lion Series A funding round in 2015. Mulverhill Associates, one of its origi- nal angel investors in its first round of investment in April 2014 with a sum of $300,000, and later on in Decem- ber the same year, invested another $200,000, continues to show its sup- port. As for new investors, SANED, a VC fund focusing on MENA early-stage startups, has joined in the ring, as well as private investors who are executives at e-commerce and financial compari- son businesses, and VC firms. This new round means that compareit4me.com has raised a total of $6 million in funds to date. Mulverhill Associates Managing Director Jonathan Hall notes how the startup has grown since co-founders Jon Richards and Samer Chehab started working from coffee shops in early 2014, to how it has progressed in the past years. Hall says that one of the reasons his company continues to invest in the startup is after noting how finance comparison businesses in the UK have become profitable in the sector, and therefore, he feels similar businesses that can meet the market here would also be successful. This also echoes Wamda Capital’s attraction to the startup, with Managing Partner Khaled Talhouni saying how traction on the site exceeded initial expectations, which added to his good impressions on the team’s execution of compareit4me.com’s goals. compareit4me.com gains US$2.4 million in latest investment round start it up ecosystem | who’s got VC | Q&A | STARTUP FINANCE By Pamella de Leon “We got funded!” “Typically, raising money in the Middle East is a six-to-nine-month process. Our insurance business has been killing it- it’s been growing by 30% to 80% per month, so we thought the time was right to add additional funds so that we can acquire more customers and continue that growth.” www.compareit4me .com

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october 2016 Entrepreneur 81 With an impressive line up of inves- tors, Richards points out that when they were considering which investors to pursue, they weren’t just looking for financial clout, but rather, the CEO says what mattered was investors who could support, provide insights and further connect the startup to a network of investors. Another factor was having investors with backgrounds in e-commerce, who could steer them to upcoming challenges and opportunities, especially given the diversification of their product lineup. “Launching our insurance portal has meant a shift in business model, as it’s a transactional business with custom- ers buying their insurance online,” Richards explains. THE PROCESS “Typically, raising money in the Middle East is a six-to-nine-month process,” says Richards. “Our insurance business has been killing it- it’s been growing by 30% to 80% per month, so we thought the time was right to add additional funds so that we can acquire more cus- tomers and continue that growth. We wanted to find the quickest way pos- sible to raise money, and a convertible was the way to do it. Creating a con- vertible document is the quickest way to raise funds, as you reduce the legal work and streamline the documents. This meant the whole process took six to eight weeks from start to finish.” WHAT HAPPENS NEXT The team is already considering Series B funding, as they’ve started talks with investors in Middle East, Europe and the US. Richards says they plan to raise an additional $10-15 million in the next round to strengthen its UAE market, and grow in KSA, Egypt and the rest of MENA. Richards also talks about expanding their insurance platform in MENA, saying, “Our users are saving up to AED1,000 per year on their insurance, and we want to bring those sorts of savings to as many people as possible.” While compareit4me.com currently lets users compare and buy car, home, travel and life insurance, the startup is also looking at expanding into other insurance verticals such as health in- surance. “We see the opportunity and know we have the right mix of technol- ogy, experience and funding to make a difference. Our goal is to save users time and money, and I’m confident we can do that for those buying health insurance, just like we do for users buying car insurance.” Khaled Talhouni, Managing Partner, Wamda Capital “We believe in investing in businesses that leverage technology to address inherent inefficiencies in the market place. With comparison, we are enabling individuals to actively compare financial services and then also (with the insurance offering) help them select and acquire the right product/service for them. The power of the insurance product is that it not only allows consumers to compare but also gives them the ability to acquire a policy directly through the site.” Angus Paterson, Partner, STC Ventures “Since investing, the team has continued to demonstrate their ability to execute well and deliver impressive growth, against a backdrop also of a tougher banking market and economy generally, and in a capital efficient manner. They have reinforced their leading market positioning in banking comparison, deepened the management team with the addition of strong new talent, and have developed and been first-to-market with a real- time transactional insurance comparison product, which offers huge regional potential. We’re delighted to be backing them a second time around.” INVESTOR’S OUTLOOK Regional investors explain why they decided to support compareit4me.com Mulverhill Associates, one of its original angel investors in its first round of investment in April 2014 with a sum of $300,000, and later on in December the same year, invested another $200,000, continues to show its support. compareit4me.com co-founder and CEO Jon Richards

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Entrepreneur october 2016 82 T oday, people around the world are more connected than ever be- fore. In 2012, there were only 2.7 billion people on the internet. By 2018, that num- ber is expected to be 3.82 billion– a growth of over 40%. And last year, more than 900 million people around the world had at least one international connection on social media. As technology brings the world closer together, it not only connects people to people, but people to busi- nesses. The ease of access to modern day technology, and the reach it provides, has led to the emergence of first gen- eration entrepreneurs while allowing existing small and medium businesses (SMBs) to achieve scale. In nations where SMBs form the backbone of the economy, the opportunities are massive. Across the Middle East and North Africa, we have seen this hold true. For example, 95% of the UAE economy is comprised of SMBs; this is not just an inspiring statis- tic, but also demonstrates the potential of the SMB sector in playing a role in the economic progress of nations. But one question we always receive is: what next? For SMBs that have achieved a certain size, how do they scale up further, secure new customers, and grow revenue? One solution is to simply look at a map of the world, point and go! Today, with the help of technology-based tools and solutions, engaging in inter- national markets has never been easier. The region’s geographic location means that most Middle Eastern and North African countries have easy customer and logistical access to the rest of the world. Take for example Careem, the region’s app- based chauffeur-driven car booking service. From a base in Dubai, Careem has entered markets from Pakistan to Morocco using services from Facebook. Careem was able to successfully scale its cam- paign across the Middle East using the Lookalike Audienc- es tool to further refine its ad targeting across Facebook, Instagram and the Audience Network, which ensured that it could reach more people at a reduced frequency. Many more businesses in the MENA region have the potential to cross geogra- phies into new markets. In fact, across the UAE, 74% of people are already connected to at least one business in a foreign country. In Egypt and in Saudi Arabia the figure is at 63%. Regional busi- nesses can easily leverage the connectivity on Facebook to grow and expand. Other than Lookalike Audiences, we’ve developed Worldwide Deliv- ery, which helps businesses set up a global campaign and find efficient conver- sions. Additionally, Country Snapshots and Insights Playbook help businesses create customized cam- paigns in each country. As an entrepreneur, this means you can be located anywhere on the planet but still be able to engage with the rest of the world and achieve measur- able results. At Facebook, as we seek to connect the world, we want to be able to help businesses achieve global ambitions. That is why we’re evolving our solutions to help busi- nesses connect with new customers in new countries. Being a partner in the growth of small and local businesses means we are able to directly impact a nation’s economy positively from the grass- roots up. By leveraging the power of technology, we are able to create an ecosystem that spurs economic growth. Shant Oknayan is the Regional Head of E-commerce, Retail, Online Services and Media at Facebook Middle East and North Africa. As part of his role, Shant leads efforts to enable e-commerce, retail and online services businesses in the region to scale growth and engage with consumers on Facebook. Oknayan brings with him over 15 years of experience in leading business development, with subject- matter expertise in digital and investment strategies for governments and corporations. His understanding of the startup space saw him co-found GlamBox, the first and leading beauty e-commerce company in the MENA region. He holds a MBA from MIT and a MEng with Hons from Imperial College London. ‘TREP TALK ME The Business Park Key www.parkkey.com The ‘Trep Founder Adnan Masood Q Can you give us a brief overview of what Park Key is all about? A “The online platform Park Key helps to connect parking seekers with parking providers. For the parking seeker, the platform allows them to find parking locations, pricing and other site specific details. They can choose the parking spot they like and make a booking with a click of a button. The user receives confirmation instantly. We also help user to navigate to the park- ing spot. For parking providers, we offer a platform to advertise parking spots to active parking seekers, with secure cashless payments and efficient use of their parking spots. In short, Park Key offers ‘on-demand, cashless parking for all.’” Q What kind of effort went into building the network of partners and customers that you now serve? Also, how are you getting the message out about your business? A “We have been very fortunate in that partners have welcomed us, and it only took a couple of appointments to sign partner- ships. The bigger challenge is to reach to the masses, and we use mix of online and offline marketing strategies to reach customers. We are very pleased that the conversion rate of customer reached to customers who bought the service is very high, so we are only limited by how much awareness as we can spread.” Global ambitions It’s a lot easier now for MENA businesses to venture into new markets By Shant Oknayan start it up ecosystem | who’s got VC | Q&A | STARTUP FINANCE

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