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OCTOBER 2019 | WWW.ENTREPRENEUR.COM/ME | UAE AED20 9 7 7 2 3 1 1 5 4 1 0 0 8 > REWRITING THE NARRATIVE GLOBAL VENTURES GENERAL PARTNER NOOR SWEID’S NEW VENTURE FOR THE GREATER GOOD [THE HOW-TO] BUILDING A SUCCESSFUL FAMILY BUSINESS ROLLING WITH THE PUNCHES WHAT IT’S LIKE LAUNCHING A FINTECH STARTUP IN THE UAE The leadership team behind UAE company formation specialists Virtuzone reflect on how their business got to be at the top of its game GAMECHANGERS NEIL PETCH GEOFF RAPP GEORGE HOJEIGE BOUNDLESS OPPORTUNITIES HANY FAHMY ALY What entrepreneurs can learn from the UAE telecom giant’s exponential growth in its enterprise business division EXECUTIVE VICE PRESIDENT - ENTERPRISE BUSINESS, DU

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3 October 2019 / ENTREPRENEUR.COM / 24 CONTENTS OCTOBER 2019 Hany Fahmy Aly, Executive Vice President - Enterprise Business, du 22 46 HP Presents #NeverStopBusiness, powered by Entrepreneur Middle East 22 INNOVATOR BOUNDLESS OPPORTUNITIES Hany Fahmy Aly, Executive Vice President - Enterprise Business, du, on what entrepreneurs can learn from the UAE telecom giant’s exponential growth in its enterprise business division. 28 INNOVATOR GAMECHANGERS Neil Petch Geoff Rapp George Hojeige The leadership behind UAE company formation specialists Virtuzone reflect on their company’s 10th anniversary- and how the business got to be on the top of its game. 34 INNOVATOR DRIVING MOMENTUM Sahir Berry The founder of Nigeria- based fintech solution NowNow is thinking out of the box as he taps into the African (and global) economy. 38 INNOVATION FOR IMPACT OPPORTUNITY KNOCKS Nine business sectors that entrepreneurs can capitalize on in Saudi Arabia. 62 ‘TREPONOMICS PRO For the greater good Philippe Mueller gives a how-to on building a successful family business. 72 MONEY ECON Rewarding returns Allied Investment Partners, a partnership between Al Hail Holding and Future Capital, is raising an AED5 billion fund to invest in products that straddle across the risk spectrum. 46 IN PICTURES THE RECAP HP Presents #NeverStopBusiness Powered by Entrepreneur Middle East, the event discussed market opportunities, challenges about starting up, and insights on achieving success.

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14 / ENTREPRENEUR.COM / October 2019 Nir Eyal, author, Indistractable 50 CONTENTS OCTOBER 2019 68 Global Ventures General Partner Noor Sweid’s new venture has her on a mission to enable global entrepreneurial success stories from the MENA region 78 START IT UP ECOSYSTEM Shared success Joe Abi Akl on how the private sector can (and should) help startups succeed in the Arab world. 50 CULTURE LIFE It’s time to push back against distraction Indistractable author Nir Eyal on how to stand up against on onslaught of connectivity. 80 START IT UP ECOSYSTEM Rolling with the punches NOW Money’s Ian Dillon shares what it’s like launching a fintech startup in the UAE. 84 ‘TREPONOMICS PRO The winning formula Create Media Group’s Tom Otton on how they got their company to be recognized as one of the fastest growing agencies in the world. 54 CULTURE LIFE Four ways to engage millennials in the workplace (according to a millennial) Atteline Director Bianca Riley gives a primer on retention strategy on young talent. 59 ‘TREPONOMICS PRO Understanding the growth mindset Clear Review’s Stuart Hearn explores cultivating a growth mindset and how it applies to performance management. 82 START IT UP Q&A For the underserved communities Egypt’s Halan is keen to dominate the ride hailing space for two and three-wheelers. 64 START IT UP ECOSYSTEM Every wave has a silver lining Dr. Amman R. Ammar delves on innovation, and the art of sailing in shifty winds. 58 ‘TREPONOMICS PRO The right hire Bayt.com’s Nadine Obeid points out three common mistakes to avoid when recruiting for your enterprise. 66 ‘TREPONOMICS PRO Closing the skills gap through innovation Getting ready for the job market of the future needs a rethinking of our approach toward education, writes Dr. Tatiana Zalan.

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The RiiSE Conference: Achieving Women Forum, presented by Accor, in association with Entrepreneur Middle East and du, is a platform for women in the MENA region to engage in entrepreneurial and business discourse. The event will have keynote speeches and panel discussions take place over the course of the morning, and end with a networking lunch. OUR SPEAKERS THIS YEAR JULIA GILLARD Former Prime Minister of Australia ERIK WEIHENMAYER American athlete and activist JULIA CHATTERLEY Anchor and Correspondent, CNN International ROULA JOUNY Group Managing Director, FTI Group DEBBIE STANFORD-KRISTIANSEN CEO, Novo Cinemas (more speakers to be announced soon) MONDAY OCTOBER 21ST, 2019 STARTING 8:00 A.M. | SOFITEL THE PALM CONFERENCE Presented by In association with ACHIEVING WOMEN FORUM SUPPORTED BY A PRODUCTION BY TO REGISTER, EMAIL US AT EVENTS@BNCPUBLISHING.NET

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16 / ENTREPRENEUR.COM / October 2019 SUBSCRIBE Contact subscriptions@bncpublishing.net to receive Entrepreneur Middle East every issue EDITOR IN CHIEF Aby Sam Thomas editor@bncpublishing.net CEO Wissam Younane wissam@bncpublishing.net DIRECTOR Rabih Najm rabih@bncpublishing.net CREATIVE LEAD Odette Kahwagi MANAGING EDITOR Tamara Pupic STARTUPS SECTION EDITOR Pamella de Leon EDITORIAL ASSISTANT Junaid Seraj GROUP SALES DIRECTOR – B2B GROUP Joaquim D’Costa COLUMNIST Tamara Clarke PO Box 502511 Dubai, United Arab Emirates P +971 4 4200 506 | F +971 4 4200 196 For all commercial enquiries related to Entrepreneur Middle East contact sales@bncpublishing.net All rights reserved 2019. Opinions expressed are solely those of the contributors. Entrepreneur Middle East and all subsidiary publications in the MENA region are officially licensed exclusively to BNC Publishing in the MENA region by Entrepreneur Media Inc. No part of this magazine may be reproduced or transmitted in any form or by any means without written permission of the publisher. Printed by United Printing and Publishing upp.ae Images used in Entrepreneur Middle East are credited when necessary. Attributed use of copyrighted images with permission. All images not credited otherwise Shutterstock. Joe Abi Akl Dr. Ammar R. Ammar Fida Chaaban Shailesh Dash Ian Dillon Jerome Droesch Stuart Hearn Rob McGovern Phillipe Mueller Nadine Obeid Tom Otton Bianca Riley Tatiana Zalan CONTRIBUTORS entrepreneur.com/me ACCESS FRESH CONTENT DAILY ON OUR WEBSITE! MIDDLE EAST EntMagazineME @EntMagazineME Entrepreneur-me EntrepreneurMiddleEast EntMagazineME EntMagazineME EntMagazineME MIDDLE EAST In addition to our print edition, we’re bringing you all sorts of industry news on our web mediums. Joining us online means getting relevant business and startup content in real-time, so you’re hearing about the latest developments as soon as we do. We’re looking forward to interacting with our readers on all of our social media and web platforms- like any thriving business, we’re looking to give and take. #TrepTalkME is already happening on all of our digi platforms, and all good conversations go both ways. See you on the web!

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18 / ENTREPRENEUR.COM / October 2019 Having an accountability buddy for work (and play) can make all the difference Two is better than one Aby Sam Thomas Editor in Chief @thisisaby aby@bncpublishing.net EDITOR'S NOTE O ver the last few weeks, my Managing Editor Tamara Pupic and I have embarked on a sort of project together- the two of us had come to a realization that we were spending way too much of our time on work, and even in the free hours we had, we were simply lazing around and just cocooning ourselves. We then decided that we were going to, well, get out more, and we were going to hold each other accountable for our efforts in this department. Our partnership began with Tamara making sure that I take some time off for a short vacation- I’m notoriously bad at planning holidays, but Tamara insisted that I schedule it on my calendar. She then essentially took it upon herself to let anyone and everyone around us know that “Aby is out for a week in September.” And yes, I managed to get some time away from the office, traveled around, relaxed a bit, read three books, made new friends, had fresh experiences, and thanks to all that, I got back to work feeling quite refreshed and rejuvenated. In a similar manner, Tamara and I worked together to battle the feeling of staidness that was threatening our day-to-day lives owing to our overpowering workloads. We agreed to make a concerted effort at finding things or people that excited or interested us, getting out of our comfort zones, trying out experiences we’ve never had before, plus connecting and interacting with new people outside of our current circles, and thus broaden our horizons a little bit. We did all this because we felt we were getting too comfortable (and perhaps even a little bored) with the status quo, and if we wanted to save ourselves from this situation, it was clear that it was up to us (and no one else) to put in the effort to make this happen. And whenever either of us would falter in these efforts, the other would make it clear that we are not to slip back into the routines that we were used to. While it’s still early days to commend on the results of our efforts, I like to think that Tamara and I have already begun to see rewards from our little scheme- while both of us still have got our hands full with work, making ourselves accountable to each other for our out-of-work time has enabled us to at least make some positive changes to our lifestyles. The salient point here? It has had a knock-on effect on everything else we do as well, including our day-to-day work. We often talk about accountability buddies when we talk about setting goals for everything from our fitness to our businesses, but I’m here to say that it’s good to have someone looking over you to ensure your work-life balance as well. It’s (seemingly) worked for Tamara and me, and I can’t see why it wouldn’t work for you too.

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20 / ENTREPRENEUR.COM / October 2019 IN THE LOOP SYRIA DIGITAL LAB AIMS TO BOOST THE SYRIAN DIGITAL SPACE UNLOCKING POTENTIAL IMAGE CREDIT SYRIA DIGITAL LAB Syria Digital Lab team W ith an aim to “create an ef- fective digital ecosystem that identi- fies, con- nects, incubates, accelerates and sustains Syrian-led digi- tal initiatives,” the idea for Syria Digital Lab (SDL) came into being in 2018 when co-founder Malik Al-Abdeh was trying to figure out ways to bring the people of Syria together and help them build up their lives after many years of conflict. “I wanted to focus on youth, who were at risk of becoming a lost generation due to the disruption of their education,” Al-Abdeh says. “To me, it made perfect sense to focus on digital interventions, because of the obvious access issues and the dispersal of Syrians in the diaspora. Through digital means you can reach a mas- sive number of young people, and offer them educational and training opportunities as a way of plugging them into the digital economy. In order to achieve this, I be- lieve Syria needed a digital ecosystem to connect all players in the digital space. Through SDL, we aim to bring the private, public and NGO sectors together with Syrian digital innovators, creators, disruptors, and of course, entrepreneurs. We want to achieve a sustain- able, highly-networked community of Syrian entre- preneurs who can realize an idea into a successful digital business.” SDL recently conducted its first startup competition, which invited applications from entrepreneurs who are building digital solutions addressing the Syrian com- munity's education, health- care, and youth engagement challenges. “We will be evaluating the applications based on a number of re- quirements,” says Al-Abdeh. “First and foremost, we want to ensure the solution is tech-powered, feasi- ble and that it creatively addresses the challenges Syrians face either locally or in the diaspora. As with any business plan competition, we want to understand the maturity of the project, the team behind it, the scalabil- ity, and financial sustain- ability.” As for what winners of the competition can expect, Al- Abdeh points to a variety of benefits. “Syria Digital Lab offers both financial support, in addition to mentorship and training,” he explains. “Through our partners, the Syrian International Busi- ness Association (SIBA), VIP.Fund (Very Important Projects Fund), and Syria Youth Assembly, we offer competition finalists access to a large network of inves- tors, counselors, mentors and marketers. These indi- viduals and organizations offer support depending on the needs of the organiza- tions, and regardless of age or stage.” VIP.Fund co-founder Rama Chakaki is also a co-founder at SDL, with Al-Abdeh pay- ing credit to her experience in the startup, angel invest- ment, and venture capital worlds as being integral to the initiative’s development and growth, noting, “With- out her, this project would not have moved in the direc- tion that it did.” SDL has also benefited from funds provided by the European Union(EU), Al-Abdeh reveals. “When I pitched SDL to the EU in September 2018, they were interested, and asked me to develop the idea further,” he recalls. “The EU and Germany gave us a modest amount of funding to pre- sent the SDL concept at an event on the opening day of the Brussels III Donor Con- ference in March 2019. The reception we received was amazing. For the first time in a long time, more than one thousand attendees, most of whom were government of- ficials, heads of INGOs, and civil society organizations, were listening to an idea for the future of Syria that was fresh, exciting, and promised hope. We need to continue drawing attention to the need for bigger investment in the Syrian digital space to create that vital ecosys- tem, and that’s what we are doing.” As for how he sees SDL grow and develop in the future, Al-Abdeh says that the initiative is all about bringing people together on a shared vision. “It is a polit- ical in the sense that it does not favor one or the other of the warring sides in Syria,” he explains. “It’s about Syri- ans, primarily young Syrians from all around the world, gaining access to training and mentorship, developing ideas, and securing invest- ment. As long as you are connected to the internet, you’re good to go.” At the same time, Al- Abdeh doesn’t discount the potential it has to reach people across Syria. “SDL cuts across the various segments of Syrian soci- ety,” he explains. “Whether you are unemployed in a Lebanese refugee camp, or an IDP (internally displaced people) in Idlib, or a young student in Damascus, the tools are there for you to make productive use of that space to earn a respectable income, and connect to the global economy. This is a powerful incentive for Syr- ians, because it offers them the two things that they seek the most: freedom and dignity. Technology could often be part of the solution for Syria, and SDL is at the forefront of that.”

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22 / ENTREPRENEUR.COM / October 2019 BOUNDLESS OPPORTUNITIES What entrepreneurs can learn from the UAE telecom giant’s exponential growth in its enterprise business division HANY FAHMY ALY EXECUTIVE VICE PRESIDENT - ENTERPRISE BUSINESS, DU INNOVATOR >>> by TAMARA PUPIC S ome minutes into our conversation, Hany Fahmy Aly, Executive Vice President - Enterprise Business, du, says he isn’t keen on offering generalities to avoid answering how the UAE’s telecom giant functions from the inside, as we often hear from other executives of his rank. In fact, all 400 of du’s Enterprise Business employees do not have a hard time to get him to listen to them- his team holds regular meetings with the staff where the management provides updates on the progress of the implementation of their annual strategy, and then informs them on what the focus will be over the next quarter. “Some people can stand up and say, ‘I think this is not fair,’ and you have to answer it in front of 400 people, and sometimes, you might not have the answer, but you need to do it, because answering it is important for you to stay in touch with what’s going on,” Aly says. “It can be about a process, like, ‘In order for me to sell this product, I need to have this signed, and it takes me two weeks. By that time, the deal is gone.’ In the end, we are an organization who wants to sell, and if our front line troops have problems, or if there are things that don’t make sense to them, and they are complaining, we have to listen to them.”

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23 October 2019 / ENTREPRENEUR.COM / BOUNDLESS OPPORTUNITIES | HANY FAHMY ALY

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24 / ENTREPRENEUR.COM / October 2019 INNOVATOR “CORPORATE ENTREPRENEURSHIP IS ALL ABOUT TRANSFORMATION, AND THAT’S HOW WE APPROACHED THE REDEVELOPMENT OF OUR ENTERPRISE BUSINESS.” "IF SOMETHING IS NOT WORKING, DON’T HAVE A BIG EGO BUT STOP IT, CUT YOUR LOSSES, AND MOVE ONTO SOMETHING ELSE. IF SOMETHING IS WORKING BUT IS NOT WORKING PROPERLY, LOOK AT THE QUICK FIXES, LIKE THE 80%-20% RULE, MEANING WHAT THINGS YOU CAN DO IN ORDER TO FIX THE PROBLEM AND GET GOOD RESULTS QUICKLY. " Hany Fahmy Aly, Executive Vice President - Enterprise Business, du Over his six-year-long tenure at du, Aly has witnessed first­ hand the power of technology to change the world; however, a topic that he returns to most often relates to people, and why listening to them is important for a company like du to continue delivering the best service possible. As he is in-house, Aly is equally an active listener when it comes to du’s customers, meeting them regularly at their prem­ ises, or organizing or attending different events to become more attuned to their needs. Similarly, Aly is well-versed in the development of the local entrepreneurial ecosystem, stating that the region is now more than ever keen to back local startups, due to a string of success stories, such as Maktoob’s sale to Yahoo, Ama­ zon’s purchase of Souq, and Careem’s sale to Uber. “Kids are graduating from univer­ sity, and they want to launch a startup,” Aly says. “Before, they would have wanted to work for a large corporation straight out of school. This new generation grew up in a world that is always-on, hyper-connected, and on- demand. They see opportuni­ ties in new places, and their thinking isn’t restricted by the physical world. Where I had a stack of cassettes and CDs in my bedroom growing up, they have access to the entire world of music on-demand, and at the click of a button.” Looking forward, Aly states that du is perfectly positioned to support this mindset shift and empower local entrepre­ neurs to create even more success stories. Aly believes that the region, and especially the UAE, is on the cusp of an­ other wave of innovation. He explains that while 3G enabled Google Maps and other useful apps, 4G brought real-time communications and video to our devices, 5G is now expect­ ed to deliver a new paradigm for communications and appli­ cations. "We’re moving from connecting millions of sub­ scribers to billions of devices,” Aly says. “It is creating a data-rich environment, where anything can be connected to the network efficiently. This moment we’re at with 5G mirrors what our discussions about cloud were three to four years ago. Cloud is here, and we’re all benefitting from it. 5G will have a similar innova­ tion cycle, but an even bigger impact. The sharing economy will go from cars and houses, to anything you can think of, including clothes. If it is on the network, it can be shared and monetized. On the B2B side, connected vehicles, manufac­ turing, smart cities, and all kinds of vertical-centric solu­ tions will be enabled by 5G.” Aly believes that with more funding available for new ventures, 5G coming online, and the IT infrastructure put in place, the only thing today’s hungry young entrepreneurs need is a great idea. And he be­ lieves that du, as a large organ­ ization with an entrepreneurial history, holds many lessons for them on how to translate these ideas into products and ser­ vices. Once again, it is listening to the customer needs that brought Aly and his team to develop du’s current offerings. “Corporate entrepreneurship is all about transformation, and that’s how we approached the redevelopment of our enter­ prise business,” Aly says. “We went through a period of very high growth, then we went through a period of low growth. When we first started offering our enterprise solutions at the end of 2013, we had phenom­ enal growth rates, because we were doing things which cus­ tomers wanted, and because the market was still a virgin market from the enterprise point of view. We grew much faster than our competition, and yes, we were smaller in size, but we were still a multi billion dirham business when we started our transforma­ tion. Growing exponentially in terms of revenue on top of that was not easy in a very short time, but we did it. Then, as it happens in any other industry, the market matures, you have

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25 October 2019 / ENTREPRENEUR.COM / “WE WANTED QUICK WINS, MILESTONES, AND PROOF THAT WE WERE ON THE RIGHT PATH. AFTER THAT IT WAS ALL ABOUT EXECUTION.” BOUNDLESS OPPORTUNITIES | HANY FAHMY ALY WWW.DU.AE >>> forces coming from outside, and attacking your pie.” This is a moment in our conversation where I realize that du going through different cycles of growth holds many lessons for other executives and entrepreneurs. In more detail, apart from the process described above but simul­ taneously with it, du started developing its information communications technology (ICT) business, a process which in itself holds many lessons on how to overcome hurdles. Regarding this, Aly explains, “It started with us thinking what our purpose was again, since we could see that our custom­ ers wanted a simpler experi­ ence, as their IT organizations became more complex. From small to large businesses, they wanted a partner that would understand their needs, and make it simple-to-use technol­ ogy in order to be successful. That was our starting point. After that, we set a 100-day plan. We wanted quick wins, milestones, and proof that we were on the right path. After that it was all about execution.” The main result, Aly says, was that du entered the ICT space, and went way beyond just basic network connectivity services. “We could have played it safe, and just focused on network and mobility, but that was not what our customers wanted, who were asking for cloud solu­ tions to drive cost-efficiencies and increase their agility,” he adds. “Furthermore, IT security is a massive one, and we rec­ ognized that without security, all of these new innovative solutions would be useless. We had to give customers a secure foundation for their transfor­ mation. In this way, playing it safe was not going to work. We had to get out of our comfort zone, hire great people, and partner strategically.” Once the ICT part of the business was up and running, the du team went back to the drawing board to see how it could help the enterprise as a whole. “It was about how to change the mindset of the organization that they were not selling telecom anymore, but ICT,” Aly explains. That was a change that required training. So, we put together a marketing and a sales academy where we focused on consultative selling called SPIN selling, which helped us understand the buying cycle of organizations. So, we created what we call the du Enterprise University, which was mandatory for all our employees, and little by lit­ tle, we started to change the mindset and started seeing very good results.” The most fascinating part about this story are the results the com­ pany saw- Aly states that, in the end, the du team grew their revenues exponentially, and created entirely new rev­ enue streams that have been growing with healthy margins ever since. “More than just the financials, we created a base for continual transformation,” he says. “We learned how to learn. That’s about adaptabil­ ity, and encouraging internal entrepreneurship.” Remaining calm even when recalling these difficult times, Aly considers it a normal part of business that, at times, certain things do and do not work, but advises entrepre­ neurs and executives to not shy away from acknowledging the latter as quickly as pos­ sible. “Once you acknowledge it, you need to create a safe environment where you can have proper discussions in order to solve the problem,” he says. “The most important thing is to stop the bleeding first, and then to start treating the root cause. That’s the best way to handle a problem. So, if something is not working, don’t have a big ego but stop it, cut your losses, and move onto something else. If some­ thing is working but is not working properly, look at the quick fixes, like the 80%-20% rule, meaning what things you can do in order to fix the problem and get good results quickly. Ultimately, once you have more time, and once the things have been corrected, at least partially, you can revisit the strategy what caused the problem.” During the process of du reinventing itself, Aly explains, the biggest challenge did not relate to technology, but to making sure that every single member of his staff was crystal clear on the plan ahead. “That’s easier said than done,” he says. “It’s just human na­ ture that if you communicate something once to somebody, and even though you think they got the idea, it might not work. The most difficult thing about managing large enter­ prises is the people element.”

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26 / ENTREPRENEUR.COM / October 2019 INNOVATOR "THIS MOMENT WE’RE AT WITH 5G MIRRORS WHAT OUR DISCUSSIONS ABOUT CLOUD WERE THREE TO FOUR YEARS AGO. CLOUD IS HERE, AND WE’RE ALL BENEFITTING FROM IT. 5G WILL HAVE A SIMILAR INNOVATION CYCLE, BUT AN EVEN BIGGER IMPACT." “THE GROWTH OF 5G IS GOING TO OPEN UP OPPORTUNITIES TO CREATE VERTICAL-CENTRIC SOLUTIONS, AND PARTNER WITH DIFFERENT KINDS OF SOLUTIONS PROVIDERS.” Hany Fahmy Aly, Executive Vice President - Enterprise Business, du For his team, Aly has a three- fold rule: everyone needs to understand the vision and objectives, to believe in it and be energized and excited about it, and lastly, to know that the management is there to help them to remove any obstacles on the way. In more general terms, Aly says that his management style is objective-oriented. “The most important thing for me is that we all need to have a plan, and the plan starts with us getting together, and having frank discussions,” he says. “I don’t impose a plan on my direct reports, because each of my eight direct reports have a big team under them, since, as a whole, we are a team of 400 people. It’s important for them to think of what they want to do in their areas, while my role is to guide them and chal­ lenge them, and to make sure that they are working towards our overarching objectives. Once we have a plan, it’s very important to define it into parts, which are manageable, like specific goals, and then who, and when. After that, we have weekly meetings where we look at dashboards, KPIs, and if needed, we take actions to correct the course. I also meet with the entire team, the whole group, so I don’t just rely on my direct reports, because I believe that you need to communicate with every­ one.” With its team emerging stronger from what could have been some serious setbacks, du is now thriving, but Aly is even more excited about the future. “Each of the solutions we branched out into were close to our DNA, and this is only going to continue,” he says. “The growth of 5G is going to open up opportunities to create vertical-centric solutions, and partner with different kinds of solutions providers. At the same time, we’re going to con­ tinue to support Smart Dubai, Dubai’s smart city initiative, and explore a growing number of opportunities in IoT.” However, one thing will never change- regardless of the solu­ tions they offer, du’s purpose will always remain making it simple and easy for custom­ ers to use technology in their businesses, and giving them an amazing digital experi­ ence. “I’m excited about the continued digitization of our business, and offering seamless experiences that cater to the next generation of IT innova­ tors,” Aly concludes. “That’s a challenge, but it is absolutely critical to our future. We need to increase automation, while offering online procurement and experiences that match Amazon Web Services and other platform-based busi­ nesses. It is going to take an entrepreneurial approach and some really fresh thinking to push our business to get to that level. It will be hard work, but it will absolutely be key to our further growth in the future.” Or, shall we say, du will do it again.

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28 / ENTREPRENEUR.COM / October 2019 The leadership behind UAE company formation specialists Virtuzone reflect on their company’s 10th anniversary- and how the business got to be on the top of its game by ABY SAM THOMAS GAMECHANGERS NEIL PETCH GEOFF RAPP GEORGE HOJEIGE INNOVATOR >>> I t’s not uncommon to hear entrepreneurs in the UAE talk about how they find the business set-up process in the country to be a cum­ bersome affair, and that’s exactly the pain point that Neil Petch and Geoff Rapp were aiming to tackle when they founded Virtuzone in 2009. 10 years on, the enterprise, which today has George Hojeige at its helm as its CEO, has become one of the leading players in this particular domain in the UAE- in fact, I’m willing to bet that Virtuzone is the company that first comes to mind for most people in the country (and even outside it) who are looking for someone to help them launch their entrepreneurial ventures. After all, Virtuzone proudly declares it has been able to launch over 16,000 compa­ nies over the years- that number is an in­ dicator of the kind of experience it boasts of, while also showcasing the amount of trust people have in the brand. So, how did Virtuzone get to where it is today? That’s a story that Petch (who’s today the Chairman of Virtuzone), Rapp, and Hojeige tell me over the course of an afternoon at their office in Dubai’s Souk Al Bahar as they celebrated the tenth anniversary of their enterprise. Virtuzone essentially came into being as an idea that Rapp had when he was working for The Executive Office of Dubai (i.e. the office of H.H. Sheikh Mohammed bin Rashid Al Maktoum, UAE Vice President and Prime Minister, and Ruler of Dubai) in the early 2000s. At the time, Dubai was in the throes of making itself out to be a hub for business in the MENA region, be it with its real estate endeavors, or with its launch of free zones like Dubai Media City, and while larger enterprises were being catered to with these efforts, Rapp had noticed that smaller players weren’t getting as much attention. Rapp saw that the entrepreneurs behind these companies (which were often in the very early stages of their business trajectories) didn’t actually need office spaces or desks for them to run their enterprises– after all, they could work from practically any­ where, but they did need the basic aspects of running a business here, which include things like the requisite legal structures, trade licenses, bank accounts, etc. Rapp thus saw a need for “a virtual free zone” that catered to these startup businesses, and while his idea was appreciated by his employers at the time, it was shelved on account of the other undertakings Dubai had put higher on its priority list back then. Now, that idea would have stayed on the backburner had it not been for Rapp meeting with his long-time friend Petch a few years later, who agreed that there was potential in the concept- and that it was an untapped opportunity. Petch took the idea (after a fair bit of repackaging and rebranding) to the Emirate of Fujairah’s Creative City Free Zone, and that entity gave him the green signal to run with it, and with the aim to simplify the process for entrepreneurs and businesses to set up shop in the UAE, Virtuzone came into being in July 2009.

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29 October 2019 / ENTREPRENEUR.COM / GAMECHANGERS | NEIL PETCH | GEOFF RAPP | GEORGE HOJEIGE The Virtuzone team. Left to right: Geoff Rapp, Founding Partner; Neil Petch, founder and Chairman; and George Hojeige, CEO

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30 / ENTREPRENEUR.COM / October 2019 INNOVATOR “WE REALIZED WE WANTED TO TARGET STARTUPS- NO ONE ELSE WAS AFTER THAT SECTOR, AS THE OTHER PLAYERS WERE MUCH KEENER ON LARGER COMPANIES WHO HAD A LOT OF PEOPLE, OR A GREAT BIG OFFICE.” Neil Petch, founder and Chairman, Virtuzone Note the year here- this was the time when the world at large was in the middle of a global financial crisis, and yes, the UAE was being affected by it too. “We actually officially launched the business in the teeth of the first crash that Dubai had seen,” Petch recalls. “We didn't realize it then, but eventually that was a huge opportunity for us. Timing is everything in business,” Rapp adds. “So, the fact that it happened right at that time of the global financial crisis, literally, from 2008 into 2009, it was great timing, because a lot of people were losing their jobs, they didn't want to leave Dubai, and they were looking for other opportunities. So that was certainly a factor that actually played in our favor.” And when these entrepreneurs needed help with setting up their enterprises, Virtuzone found itself perfectly placed to cater to their needs. And while the startup sector may haven’t been the most appealing of industries to be a part of in those days, Petch and Rapp were able to make their com­ pany an indispensable partner to all of these newly launched businesses. “We came up with the name Virtuzone, because, obviously, we were represent­ ing a free zone, and we wanted something that was virtu­ ous, that enabled people to set up for a limited amount of money,” Petch says. “We realized we wanted to target startups- no one else was after that sector, as the other players were much keener on larger companies who had a lot of people, or a great big office.” Of course, this strategy proved to be a hit for Virtuzone in the long run, as these young busi­ nesses it supported and ena­ bled ended up being the ones that allowed for Dubai and the UAE to recover from the effects of the recession in the long run. The formula, according to Petch, was that Virtuzone would grow alongside their clientele- and for that to hap­ pen, their customers needed to succeed. “So, very rapidly, in the first year of operation, we realized we need to pro­ vide them with a supportive ecosystem,” Petch continues. “That meant helping them get bank accounts. That meant helping them have accounting services, which sounds very obvious, but if you're a one- person or two-person opera­ tion, then you can't afford an accounts person… So, provid­ ing a supportive environment became an absolute tenet of our business.” Virtuzone thus became more than just a company to go to when you needed a trade license- it started offering a host of services that helped its clientele with everything from setting up a bank account, to funds to enable startups to get off the ground without a huge initial investment. “One of the roles that Virtuzone has provided, which we did before anyone else, was being a bridg­ ing point,” Petch says. “So, if you set your company up, we would finance you, we would enable you to pay for the costs of setting up your company over the course of the year, which meant, suddenly, that the ability to set a company up [became easier].” It didn’t stop at financing though- to­ day, Virtuzone prides itself on being a one-stop-shop for anyone wanting to set up a business in the UAE, with the roster of services it provides for startups including every­ thing from design to IT. It has also partnered with leading organizations from across sec­ tors over the years to add to its support of entrepreneurs. “Now, if you look at our part­ ners, and if you compare us to anyone else out there, we're partners with Etisalat, we're partners with KPMG, we're partners with Aramex, we're partners with Dubai FDI, we're partners with the Chamber of Commerce, we sit on the panel of ease of banking in the UAE,” Petch notes. “You can tell a lot about a man by his friends, and a lot about a company by its partners. Compare us to anyone else; they don't have partners.” At the same time, for all of the services and sup­

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31 October 2019 / ENTREPRENEUR.COM / GAMECHANGERS | NEIL PETCH | GEOFF RAPP | GEORGE HOJEIGE “BACK THEN, PEOPLE DIDN’T LOOK AT COMPANY FORMATION FROM A BRANDING/MARKETING PERSPECTIVE. WE WERE THE FIRST TO REALLY LAUNCH A BRAND, BUILD A BRAND, AND COMMUNICATE TO PEOPLE AT AN EMOTIONAL LEVEL.” Geoff Rapp, Founding Partner, Virtuzone >>> WWW. VZ.AE port it provided its clientele, Virtuzone was also aided in its growth by the fact that it was one of the first organizations to build a sort of brand around itself as a company formation specialist in the UAE. Rapp was the one leading the charge on this front, with his exper­ tise from a career in marketing at companies like Emirates and Bowing certainly aiding Vir­ tuzone in its outreach efforts. “Back then, people didn’t look at company formation from a branding/marketing per­ spective,” Rapp recalls. “We were the first to really launch a brand, build a brand, and communicate to people at an emotional level.” On the marketing front, it’s safe to say that Virtuzone is continuing to push the bar when it comes to the crea­ tive ways in which it makes sure it’s always on top of mind when people talk about company formation in the UAE. Be it by being one of the first players in the market at large to do content marketing right, or by its recent launch of a radio show (Starting Up on Dubai Eye) for entrepreneurs, Virtuzone has always man­ aged to go above and beyond other players in the indus­ try in this domain. “From a marketing perspective, we are seen as the reference,” says Hojeige, crediting Petch and Rapp for choosing to invest in this particular function at Virtuzone. “One of the biggest mistakes entrepreneurs do is that they don't invest in marketing when they start. So, you can have the best team in the world, you can have the best product in the world, but if you're not marketing, you're not going to sell anything. And if you don't sell, you're not going to succeed as a business. So, the guys have always had the guts and the vision to actu­ ally invest heavily in market­ ing. We still, I believe, invest a lot in marketing, a lot more than your typical SME would, as a percentage of its revenue or turnover. And that's paid up- we're in a pull business; we're not in a push business… What we need to do is we need to go pull as many of those people that want to start com­ panies, and pull them to our site.” Hojeige, whose career so far has seen him lead sales and business development at various organizations as well as entrepreneurial pursuits of his own, joined the Virtu­ zone team only recently, but having been a long-time friend of Petch and Rapp, he’s been privy to the development and growth of the company as well. In fact, Hojeige recalls how he and others would joke with Petch and Rapp on how, in the early days of Virtuzone, they expected their company to be shut down by the authorities, as their offering was essential­ ly a quasi-government func­ tion. Of course, it’s a testa­ ment to the Virtuzone’s team’s hard work and leadership that this didn’t end up happening, and while the company has had a fair number of chal­ lenges thrown in its path, it persevered through all of them, and today, it offers its clients support with starting up in any of the UAE’s 52 free zones or the mainland, as well as an assortment of other offerings. But despite the success that Virtuzone has seen, Petch, Rapp, and Hojeige are all in agreement that the company cannot sit on its laurels, and instead has to continue to be pushing the envelope for it to remain ahead of the curve. “When we started, it was all about how many licenses we can sell,” Petch says. “And we realized that we need to get the processes right [to do this properly]. We now have thou­ sands of customers, and even if a small percentage of those customers are not happy, then you are going to hear about it on social media. So, we need to make sure our customer expe­ rience is absolutely at the top of its game.” Indeed, this focus on their clients is absolutely critical to their business, the trio say- that’s essentially why Virtuzone takes charge of all of the different processes relating to the company set-up

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32 / ENTREPRENEUR.COM / October 2019 INNOVATOR “ONE OF THE BIGGEST MISTAKES ENTREPRENEURS DO IS THAT THEY DON'T INVEST IN MARKETING WHEN THEY START. SO, YOU CAN HAVE THE BEST TEAM IN THE WORLD, YOU CAN HAVE THE BEST PRODUCT IN THE WORLD, BUT IF YOU'RE NOT MARKETING, YOU'RE NOT GOING TO SELL ANYTHING." George Hojeige, CEO, Virtuzone procedure, as then they can make sure all of what is being done for the customer is done at a very high standard, as well as in an extremely efficient, effective manner, at a very competitive price point. It’s thanks to efforts like these that Virtuzone can proudly declare that almost 90% of its clients renew their licenses with it on a yearly basis, with its cus­ tomers themselves becoming ambassadors of the brand to other new, prospective clients. Petch’s glee is palpable as he talks about the startups he and his team have helped get off the ground over the years, with many of them having grown right alongside Virtuzone to greater heights of success. “One of the most wonder­ ful things about working at Virtuzone is that we're setting up over 300 companies a month, and people are coming in here with their dreams, and we're helping them turn it into a reality,” Petch says. While Petch, Rapp, and Hojiege ac­ knowledge that there are other players in the market today that work in the same space as Virtuzone, they are adamant that their company stands miles ahead of the others, and that they are often looked on as a role model even by their competitors. Copycats could be seen as a problem- but the Virtuzone team don’t seem to be too concerned about that. “Whilst some people have been playing catch up and looking at what we were doing previously, we're now looking at how we can improve the customer experience, how we can improve the amount of time that they stay with us,” Petch explains. “If they continue simply to copy us, yes, it's going to cost them less to do it, but they are going to get into a lazy mentality of not innovating. And so, we're go­ ing to continue to stay ahead, continue to look for the next thing, which of course is going to benefit the customer at the end of the day. That's the way that we do our business.” As for the road ahead, Petch, Rapp, and Hojeige are clear that they are going to continue innovating at Virtuzone and what they do for their clientele in the UAE, but they are also hard at work on building up the nation’s brand outside of its borders as well, and thereby bring more businesses to set up here. “I think the opportunity for the UAE, and I really would want to drive this, is there's a massive trend happening in the world at the moment- the offshore markets, in which there are hundreds of thousands of companies, are under pressure,” Petch says. According to him, given these global dynamics that are turn­ ing away from offshore centers (think places like the British Virgin Islands, or Panama), the UAE is extremely well placed to be seen as an alternative to these places, by virtue of it being a much more condu­ cive place -be it with its legal structures, or its political sta­ bility, or simply its geographic location- to do business in. On the homefront though, Petch, Rapp, and Hojeige are united in the company’s premise to always keep their customer first, and continue to develop their offerings to assist entre­ preneurs in building up their respective businesses in the UAE. And as for what makes Virtuzone stand apart from the rest, Hojeige replies: “Experi­ ence. Nothing beats experi­ ence. You know, we are the longest running in the market. We are the most trusted by both jurisdictions and by clients. So, I think trust is the main issue here. And I realize this more and more, and I real­ ize it more every day, starting a business, for some people, is literally putting everything they have into that busi­ ness. And trust, I think more than price, more than being Western, or being Indian, or being Arab, or being whatever it is, trust in the person that's doing it for you, I think, would beat any other asset, in my opinion. And that's something that we thankfully have from our clientele, and it goes from mouth to ear from there. So, trust and experience, I think, is our main driver, and our main advantage on everybody else. We can compete on price any day. That's easy. The price part is easy, because we buy better than anybody else. But I think building trust and build­ ing confidence is something that taken 10 years to build, and you can't build that over­ night.”

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A MEMBERS OF EMIRATES TRANSPORT BUSINESS CENTERS:

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34 / ENTREPRENEUR.COM / October 2019 DRIVING MOMENTUM The founder of Nigeria-based fintech solution NowNow is thinking out of the box as he taps into the African (and global) economy by TAMARA PUPIC SAHIR BERRY INNOVATOR >>> I always ensure I have a written agenda for everything I plan to accomplish on a daily basis, because ac­ countability to one’s self is paramount. While in my ear­ lier years, organiza­ tion was an issue, it became something I focused on, addressed, and I’d like to think that today it has become my core strength. My passion to achieve constant growth in my business and build up a suc­ cess story drives me every day,” says Sahir Berry, and now, as we start listing the many of his entrepreneurial endeavors, these words will resonate even more. While Berry credits his educa­ tional background (a bachelor’s degree in international busi­ ness from Suffolk University – Sawyer Business School, and a master’s degree in hospitality management from Les Roches International School of Hotel Management) for “the valuable lessons in foreseeing customer demands and finding, import­ ing, or pertinently developing locally the market tools to meet them,” he highlights the experiential knowledge he has gained from watching and tak­ ing part in his family enter­ prise, the UK-based security technology company Contec Global Group, establishing its presence across Asia, Europe, and Africa. Namely, alongside his father and brother, Dr. Benoy Berry and Roheen Berry respectively, Sahir Berry has been instrumental in growing Contec Global Group by bol­ stering government e-identity projects, such as e-visa, e- passport, and driving licenses across Africa, the UAE, the US, and India. Many companies with a global presence shy away from the often too challenging African market, however, Berry sees nothing but opportuni­ ties there, and particularly in Nigeria, the world’s 23rd largest economy, the nation with the biggest population (200 million), and the biggest economy in Africa. “We’re talking obviously about a continent with its own unique challenges, particularly in starting up or running a busi­ ness,” Berry says. “These range from poor supportive infra­ structure in certain regions, a high cost of business financing, lack of market information and data- all impediments that make customer education on new payment related products, such as ours, somewhat tedi­ ous at times.” In this way, Berry is open­ ing up the conversation about his other two businesses, both subsidiaries within the Contec Global Group, which he launched to seize opportuni­ ties arising from the fact that Nigeria’s financial sector is ripe for disruption. Namely, Berry

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35 October 2019 / ENTREPRENEUR.COM / DRIVING MOMENTUM | SAHIL BERRY “THE VISION IS TO DEVELOP A CASHLESS ECONOMY CROSS-SECTOR, HONING-IN ON THE DISRUPTIVE POWER OF TECHNOLOGY WHILE CAPTAINING FINANCIAL INCLUSION WHEREIN THE BIGGEST HINDRANCE TO AUTONOMOUS GROWTH HAS BEEN ACCESS TO CAPITAL.” Sahir Berry, founder, NowNow

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36 / ENTREPRENEUR.COM / October 2019 INNOVATOR "WHILE THERE ARE CHALLENGES, THE OPPORTUNITIES FOR FINTECH PLATFORMS TO EFFECTIVELY INTEGRATE AND THRIVE IN THESE COMMUNITIES ARE UNDENIABLE." CONTECGLOBAL.COM is also the founder of AfriOne, Nigeria’s first smart devices manufacturing company, and of NowNow, a mobile wal­ let changing the way people on the African continent relate to financial services. “While I admit there are no magic answers to overcoming these challenges, with a good understanding of the African business environment acquired over decades of experience, and the right relationships on hand, which have enabled our out-of-the-box strategies and timely interventions to drive growth, NowNow has overcome past impediments and we are driving momentum and gaining traction in market share,” Berry explains. Here is some insight into why Berry believes that Nigeria would benefit from NowNow’s solutions- first of all, 42% of the Nigerian adult population is financially excluded, while the remaining part is serviced by only 22 banks. “Nigeria hosts undeniably the largest population in Africa with a rapidly growing economy, both formal and as yet unknown,” he explains. “There remains a large segment of the popula­ tion which is still ‘cash driven,’ both rural and urban com­ munities, and excluded from financial market inclusion. While there are challenges, the opportunities for fin­ tech platforms to effectively integrate and thrive in these communities is undeniable, and I contend that we are in pole position in that race.” Secondly, Nigeria’s internet subscription currently stands at about 91.9 million, and mobile subscription at 155 million, Berry states, and to put that into perspective, he explains that, in 2018, only 9.07 million unique subscrib­ ers (out of a population of 200 million and 70 million adult population) performed online payment transfers. Berry thus sees a large untapped mar­ ket for NowNow, adding that his vision for the company is “to own every financial transaction in Nigeria, from recharges, bill payments, money transfers, P2P transac­ tions, micro lending, parking payments, tolls, fuel payment, cross border transactions and much more.” Berry says, “NowNow is Nigeria’s fastest growing fintech platform, and currently the third largest in terms of money transfers. Our vision is to become the largest transaction-focused enterprise across Africa, the top perform­ ing company in the fintech space on the continent. So far, money transfer and cash with­ drawals have been the biggest growth stories for us, and over the last three quarters, our growth rates have been 70% month-on-month. We are in the process of show­ casing 360-degree use cases in Nigeria, while exploring expanding our reach to various sectors, including transporta­ tion, government, gaming, entertainment, shopping, online transactions, and so on. It’s an exciting time to work at NowNow, and to be a NowNow customer. The ecosystem you enter today will grow around you tomorrow, and we are privileged to play our role in the emerging market ‘ease of doing business’ process.” To date, NowNow has built a 4,000-strong agent network all across Nigeria as well as partnerships with all major banks and other financial stakeholders. “I foresee a con­ tinuance and steady growth in accessing what remains largely an untapped economic market, and putting Fourth Industrial Revolution-inspired techno­ logical innovation forward in allowing for ‘mobile money’, e-loans and the business of electronic payments in West Africa to thrive,” Berry says. “The vision is to develop a cashless economy cross-sector, honing-in on the disruptive power of technology while captaining financial inclusion wherein the biggest hindrance to autonomous growth has been access to capital.” In further support of this process of increasing financial inclusion in the country, in 2017 in Lagos, the Berry family set up a hardware arm of the Contec Global Group, Afri­ One, to manufacture afford­

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37 October 2019 / ENTREPRENEUR.COM / "NOWNOW IS NIGERIA’S FASTEST GROWING FINTECH PLATFORM, AND CURRENTLY THE THIRD LARGEST IN TERMS OF MONEY TRANSFERS." NowNow founder Sahir Berry’s tips for entrepreneurs ‘TREP TALK 1. Keep an open mind “Think big, think fast, think clearly, and think about the bigger picture.” 2. Teach yourself to be innovative “Sometimes out-of-the-box solutions are required to solve a problem; don’t be afraid to search for them.” 3. Test and test again “Keep innovating, and don’t shy away from rebuilding your product to achieve, and maintain a competitive advantage.” 4. Always look to grow “Keep looking for multiple revenue streams to stay in the game, so don’t be afraid to diversify.” 5. Errors are to be expected “Of course, acknowledge and learn from your mistakes.” The NowNow app DRIVING MOMENTUM | SAHIL BERRY able smart devices. Since then, AfriOne, dubbed Nigeria’s first local mobile phone brand, has announced two smartphones, the Gravity Z2 & Champion Pro, and two feature phones, Naija 1 & Punch, and more recently, a new range of tablets, music devices and accessories. “We are in the process of setting up smart phone device production across Africa, a replicable model which began in Lagos and has now started to expand and evolve in line with our long term vision to improve high-skills development, support youth employment and empowerment on the continent, increasing the national GDP in the process.” For Berry, ensuring that his ventures reach their targets requires building a strong and reliable team, and being open to learning from mistakes, individually and collectively. “As a leader, one has to learn from past mistakes. Mistakes will happen, but it’s important for a CEO to learn and grow from them and to know how to prevent them from happening again. Also, I have always believed that a great organization comes from a great team, and finding team members who display integrity, character, and insight. The tenets you yourself strive to adhere to, is important, but finding talent and empowering them to put their skills to work on a shared vision, ensuring that they stay when the time comes to make difficult decisions, these are the trials and tribulations inherent in any management position.” One of Berry’s approaches to this is in encouraging references from existing team members and searching on popular professional forums, he explains, adding that “grassroots methodologies have always played a part of my strat­ egy to find the right resources.” Berry says, “I’m privileged to have around me loyal teammates who share my drive for achievement and NowNow’s success. The longer he or she has stayed, I find that the more loyal he or she is towards daily responsibilities, the easier our constant communication becomes; and, with career development assured at that stage, we can present to new employees that we foster a climate of greater team retention.” Regardless of so many successful projects under his belt, Berry considers humility to be the most important trait he should keep going forward. “I don’t always stick to one single plan unabashedly; I believe in adjusting, confronting and conquering as required because bespoke challenges require bespoke solutions,” he says. “Furthermore, despite our suc­ cesses, it’s important to keep one’s ego in check. I listen to crucial advisors around me on a regular basis for their critical input and feedback, knowing that they are as much a part of NowNow as I am. This has helped my organization to accomplish great things. This also means as required, effective delegation and when doing so, avoiding micromanagement, as tempt­ ing sometimes as it may be to intervene. At the end of the day, I’ve learnt not to be afraid of reinvention. I keep thinking about how an existing idea can be changed or how technological innovation can take what was ‘next-generation’ at the time to a higher level, maintaining competitive advantage for NowNow.” While the fintech sector has been thriv­ ing across the world, Berry is proud that NowNow is also present in the Middle East. “While the Middle East is perhaps a more mature market, we are seeing today a global conduciveness for fostering a climate of innovation, region on region, that allows for established brands, such as NowNow, to pioneer new technolo­ gies and to integrate new additions to the financial system,” he concludes. “We offer with rapidity and prowess that would otherwise have taken years to be received and deployed. In short, I believe that now is a very good time to start a business in the MENA region, and we are delighted to have a business established and primed for wholesale integration- a proven model replicable the world over.”

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38 / ENTREPRENEUR.COM / October 2019 INNOVATION FOR IMPACT BROUGHT TO YOU BY NINE BUSINESS SECTORS THAT ENTREPRENEURS CAN CAPITALIZE ON IN SAUDI ARABIA OPPORTUNITY KNOCKS by MEGHA MERANI 38 / ENTREPRENEUR.COM / October 2019

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39 October 2019 / ENTREPRENEUR.COM / “YOU’RE LOOKING AT A MARKET THAT IS NOT ONLY YOUNG, BUT ALSO HAS A VERY HIGH EXPENDABLE INCOME, AS WELL AS A VERY HIGH GDP THAT IS BEING CREATED YEAR-ON-YEAR.” Abdullah Altamami, Investments Director for Integrated Networks Company (iNet) >>> T he math is a no brainer, tech investor Abdullah Altamami explains. A GDP of US$782 billion in 2018, and a population surpass­ ing 34 million- of which 60% are below 35 years of age. Add to that, the fact that Saudis are extremely digital with smartphone penetration at 96%, and online penetra­ tion at 89%– well above the 57% world average. All of these are factors that simply don't exist elsewhere. “When an economy as big and as scalable as the Kingdom of Saudi Arabia opens up, you instantly, overnight, have many opportunities that open up with it,” says Altamami, Investments Director for In­ tegrated Networks (iNet), a leading tech­ nology firm in Saudi Arabia with more than $30 million assets under manage­ ment in venture capital across the world. He also sits on the Board of Directors for San Francisco-based Loyyal Corporation, Saudi-based HyperPay, and Dubai-based Eco4Pay. “[And] you’re looking at a mar­ ket that is not only young, but also has a very high expendable income, as well as a very high GDP that is being created year-on-year.” The landscape of opportunity has changed significantly, of course, since 2016 when Saudi Arabia’s Crown Prince Mohammed bin Salman announced Vi­ sion 2030, a package of economic and social reforms designed to diversify the economy away from dependence on oil, attract foreign investment and create jobs for citizens. Raising the current contribution of small and medium-sized enterprises (SMEs) to the GDP from 20% to 35% by 2030 is listed as a top priority for the crude producing Gulf state's prosperity. “I'm an advocate of first principles thinking,” adds Saudi investor Waleed Alballaa. “There will always be a bet­ ter way of doing things in a market, as long as you get the timing right. There's a significant economic leakage in our markets, due to a mismatch between demand and supply in various sectors. For a long time, this has allowed many foreign players to exploit our markets without much effort, nor understanding. Entrepreneurs and investors alike see this now, and have started turning those old problems into new opportunities.” Here are seven sectors of opportunity for aspiring entrepreneurs and startups in Saudi Arabia to consider (and what investors are looking for): 1. FINTECH Fintech is an area with a lot of potential in the Kingdom, Altamami says. “Be­ cause you [have] a very strong banking system in Saudi, however, at the same time, not a lot of services,” he explains. For example, SME loans, peer-to-peer lending, payment processing and payment aggregation, are all areas to look at. And with sandbox regulatory environments like those offered by Saudi Arabian Monetary Authority’s (SAMA) becoming available in Saudi, there is now a mechanism to “help” startups safely test their innovations, before of­ ficially going to market. Mohammed Jawabri, COO of Lendo, a Saudi-based Sharia compliant peer-to- peer lending platform with core focus towards SMEs debt finance, points out that the financing gap for SME’s was about $100 billion in 2018 and is expected to increase to $300 billion by 2030. This gap, Jawabri says, can be closed by providing digital and online solutions to the growing younger demo­ graphic choosing to enter this market. “[For example] By understanding the needs of the smartphone generation of founders, we are providing innovative solutions that help them finance their business activities and provide them with liquidity as the entire Saudi market grows” he adds. 2. CAPITAL MARKETS “Capital markets have not been tapped,” Altamami adds. “We have a lot of com­ panies in the payment industry coming up, especially in financing, loaning, peer- to-peer lending. But Saudi’s Capital Market Authority (CMA) is a very active player as well and now we have equity crowdfunding, and that is picking up as well.” The CMA has also committed to support fintech innovation by provid­ ing a simplified regulatory framework, wherein companies can apply for a financial technology experimental per­ mit, in order to participate in a fintech lab where they can deploy and test their fintech products, services, and business models related to capital markets. 3. ENTERPRISE Enterprise, in general, hasn't received enough attention from entrepreneurs as of yet, according to Alballaa. “I'd invite the reader to take a cursory look at the IPO performance of enterprise startups in the US to get a sense of the opportunity,” he says. That said, Albal­ laa adds, the top opportunities for any given entrepreneurial founder depend as much on the founder themselves as it does on the market. “There's little use for a big opportunity that a founder isn't equipped to compete on. Thus, I'd define the top opportunities as those that enable a viable founder-market fit. Hav­ ing said that, I see a unique window of opportunity to help build our digital in­ frastructure including areas like fintech and logistics.” Altamami adds: “We see too much focus on B2C, too much focus on food delivery, and basic e-commerce. We want to see more specific B2B solu­ tions.” 4. INSURTECH Both health insurance and motor insur­ ance are mandatory in Saudi Arabia, with tremendous untapped opportunity. “Consider these two mandates, and then let me tell you this: only 55% of cars are insured, and only 45% of people who are insurable are insured,” Altamami says.

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40 / ENTREPRENEUR.COM / October 2019 "THE KEY TO ENHANCING THE LEARNING EXPERIENCE IS TO GET ALL STAKEHOLDERS TO WORK TOGETHER TO LEVERAGE THE STRENGTH OF EACH PLAYER, AND DEVELOP A WIN-WIN FORMULA FOR ALL INVOLVED, AND ULTIMATELY BENEFITING THE FUTURE GENERATION." OPPORTUNITY KNOCKS | NINE BUSINESS SECTORS THAT ENTREPRENEURS CAN CAPITALIZE ON IN SAUDI ARABIA “THERE WILL ALWAYS BE A BETTER WAY OF DOING THINGS IN A MARKET, AS LONG AS YOU GET THE TIMING RIGHT. Badr Ward, CEO, Lamsa Saudi investor Waleed Alballaa “So, there is a lot of activity in digital insurance purchasing. [We are] seeing small brokerages buying big volumes for their clients and we are yet to see more.” 5. EDUCATION AND EDUTECH “Learning online on a mass scale has not happened yet in Saudi, and I believe Saudi youth are ready for it,” says Badr Ward, CEO of Saudi Arabic edutainment app, Lamsa. Unlike many other places around the world, he adds, Saudi's digital infrastructure is “remarkable” when it comes to connectivity, acces­ sibility, and payment processing. “Saudi has a high youth and youngster popula­ tion who shop online, play online, meet online, and even order their food online. Having these foundational components in place, coupled with its tech-savvy consumer behavior, makes it the ideal place for edtech startups to flourish and succeed.” Meanwhile, Ward notes, high-quality products and services for early childhood development (ECD) are also “scarce” in Saudi, which presents significant opportunity. He adds, how­ ever, that education stakeholders need to collaborate better. “Schools, ministries, and edtech companies currently work in silos. I believe the key to enhancing the learning experience is to get all stakeholders to work together to leverage the strength of each player, and develop a win-win formula for all involved, and ultimately benefiting the future genera­ tion.” 6. FOOD AND ENTERTAINMENT “People [in Saudi] are getting excited by fine dining,” Altamami says. “Fine dining is booming in Saudi, which is shocking, [because] by fine dining I mean a restaurant that costs between SAR500 to SAR1,000 for a dinner. But there's a lot of demand in that space as well. The new generation is looking more towards eating out.” Meanwhile, Altamami adds, entertainment is also “booming” in Sau­ di, creating opportunities for ventures in events, catering, logistics, marketing and digital marketing. “One of the great things that the government is doing is that they’re engaging with [local] SMEs to fulfill the project they have, instead of going with big international companies, and they’re empowering local talent as well. They’re spreading contracts across companies that are owned by Saudis and that hire Saudis.” Social reforms in the conservative Gulf Arab state have created many opportunities in entertainment and service sectors. The government said earlier this year that it plans to invest $64 billion in its nascent entertainment sector over the coming decade. 7. MILITARY TECHNOLOGY While unconventional and niche, military development of technology is a massive opportunity for startups in the Kingdom, says Altamami. “In Saudi Arabia, we already have a mandate to dictate that 10% of spending on military has to be from local companies.” But, for example, there is no local or regional company offering cyber security solu­ tions. Instead, he says, the region relies on global tech giants. “Few companies operating in this [military technology] area and they’re not famous but they’re making a lot of money,” he adds. 8. HAJJ AND UMRAH With millions of pilgrims arriving in Makkah every year, accommodation providers, travel companies, restau­ rants, and other services present huge opportunity for startups. “Hajj and Umrah by their very nature represent a unique fertile ground for innovation and transformation especially with the Saudi government's invitation for startups to engage,” Alballaa says. In 2016, the Busi­ ness Incubators and Accelerators Com­ pany (BIAC), a subsidiary of the Saudi Technology Development and Investment Company (TAQNIA), was established by royal decree to focus on setup, operation, and management of business incubators and accelerators, as well as other entre­ preneurship support platforms in line with the Kingdom's Vision 2030. The initiative includes supporting the launch of the first business accelerator special­ ized in supporting and developing the works of projects in the Hajj and Umrah sector, such as those related to crowd management, travel and transportation. 9. AGRICULTURE Meanwhile, innovation in agriculture or agritech is crucial to tackle the region’s food security problem, and overcome its extreme climate, as well as contribute to sustainability. In September, Abu Dhabi-based Pure Harvest Smart Farms, a technology-enabled agribusiness, an­ nounced that it has successfully closed $1.75 million of growth equity financing to invest in new technologies and to seed its expansion into Saudi Arabia. The King Abdul Aziz City for Science and Technology (KACST), represented by the Badir Program for Technology Incubators and Accelerators, and in collaboration with Faisal bin Mishal bin Saud bin Abdulaziz Community, Mojtamae, said in September that it will launch the first agricultural hackathon in the Kingdom of Saudi Arabia. “Agriculture has been ignored in the region,” Altamami notes.

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MIDDLE EAST FOR THE MOST DARING LEADERS FOR THE MOST DARING LEADERS BNCPUBLISHING.NET

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42 / ENTREPRENEUR.COM / October 2019 GADGETS AND DOODADS THAT YOU MIGHT’VE MISSED OUT ON, SOURCED BY A TECH AFICIONADO. YES, IT’S OKAY TO WANT THEM ALL… AND NO, IT’S NOT OUR FAULT. WATCH OUT LG CINEBEAM IMAGE CREDIT LG | LENOVO | SONY TECH SHINY LG’s new CineBeam 4K UHD lineup of projectors allows you to turn things up a notch in your home cinema. These versatile, smart home cinema solu- tions, which include LG’s first Ultra Short Throw (UST) 4K UHD CineBeam Laser projector and the LG 4K UHD CineBeam LED projector, produce amazingly sharp, large-scale images. Thanks to LG’s innovative Wheel-less Laser and LED technology, both 4K UHD projectors deliver excellent view- ing experiences with incredible color accuracy. The new technology also helps the devices render more distinct images than traditional projectors with color wheels, and practically eliminates distracting visual elements, such as the rainbow effect, clouding, and color distortion. The UST 4K UHD Cine- Beam Laser projector can be set 5.6 centimeters from the wall to project a 90-inch diagonal image, or placed 18 centimeters away for a massive 120- inch picture, while the more compact LG 4K UHD CineBeam LED projector produces a picture up to 140 inches di- agonally. Regardless of which one you choose, you’re sure to win friends and frequent guests with this top-of-the line home cinema equipment. LG CineBeam 4K UHD projector

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43 October 2019 / ENTREPRENEUR.COM / #TAMTALKSTECH Tamara Clarke, a former software development professional, is the tech and lifestyle enthusiast behind The Global Gazette, one of the most active blogs in the Middle East. The Global Gazette has been welcomed and lauded by some of the most influential tech brands in the region. Clarke’s goal is to inform about technology and how it supports our lifestyles. See her work both in print regional publications and online on her blog where she discusses everything from how a new gadget improves day-to-day life to how to coordinate your smartphone accessories. Visit theglobalgazette.com and talk to her on Twitter @TamaraClarke. ALL ABOUT THAT BASS SONY WH-XB900N #TAMTALKSTECH | GADGETS AND DOODADS THAT YOU MIGHT’VE MISSED OUT ON The WH-XB900N wireless noise cancelling headphones make it easier than ever for music lov- ers to enjoy their favorite tunes with extra bass. These extra luxe headphones travel well too with a sleek, foldable design. You can slide on the generously padded earcups and tune out the rest of the world thanks to digital noise cancelling technology, which cuts out ambient noise. If you do need to tune into the background, simply touch the right earcup to lower the volume as this device is gesture enabled. Touch control lets you swipe the touch pad on the right earcup to play, pause and skip songs. WH-XB900N is also outfitted with Sony’s EXTRA BASS technology allowing the de- vice to deliver deep, punchy sound with a whole lot of bass. SWITCH IT UP LENOVO YOGA SMART TAB Lenovo has paired the versa- tile features of the Yoga Tab 3 with Google Assistant to give you a smart home hub. Yoga Smart Tab combines top- of-the-line audio and video capabilities with a signature multi-modal Yoga kickstand that allows you to tilt, stand, hold, or hang the tablet. That means you can stand, sit, recline, or lie down while using the Yoga Smart Tab, and still get a full experience at virtually any angle. The addition of its smart charging station is what transforms the device into an always-on family hub. Designed using metal and aluminum, the Yoga Smart Tab looks and feels me- ticulously handcrafted, coated with a soft-touch matte finish. Binge-watch your favorite shows on its 10.1-inch FHD IPS display, and catch the play-by-play with dual JBL Hi-Fi speakers, optimized with Dolby Atmos. Lenovo Yoga Smart Tab Lenovo Yoga Smart Tab Sony WH-XB900N headphones

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44 / ENTREPRENEUR.COM / October 2019 Brioni SS19 Brioni SS19 CULTURE TRAPPINGS ‘TREP TRIMMINGS THE EXECUTIVE SELECTION From better goods to better wardrobe bests, every issue we choose a few items that make the approved executive selection list. In this issue, we present our picks from the Brunello Cucinelli Fall/Winter 2019 line, a few pocket squares from Sacoor Brothers to spruce up your look, and more. OLD IS GOLD BRUNELLO CUCINELLI FW19 A fusion of refinement and comfort is evident in the Brunello Cucinelli Fall/Winter 2019 collection. Founded in the 1970s, the Italian luxury couture house has enriched its signature style with a mix of new volumes and combinations, while paying homage to the icons of the 1950s, an era when the new crop of designers altered tailoring traditions by bringing forward unconventional elements while following customary dress codes. The signature Brunello Cucinelli suit is interpreted through fine tailoring and relaxed approach for your day-to-day look, with a versatility achieved through contoured trousers, and pleats that converges between a traditional and a modern silhouette. Its color palette explores scales of neutrals, from greys to blues in intense and dark shades, to the warm shades of red and violet, and more. brunellocucinelli.com Brunello Cucinelli FW19 Brunello Cucinelli FW19 Brunello Cucinelli FW19

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45 October 2019 / ENTREPRENEUR.COM / Located at the iconic Burj Khalifa in Dubai, the 12,000 sq. ft. Armani/SPA has quickly become a spa of choice for both the city’s residents and tourists, and is increasingly also becoming so for its entrepreneurs, allowing them a moment of peace and tranquility between meetings in the city center. Following a personal consultation with the spa professional in order to choose a treatment that would fulfill my need to release the stress and tension from my body, I opted for a Liberta body massage that is aimed at soothing aching muscles, relieving strained joints, and alleviating deep- seated physical stress. While Armani/SPA’s Liberta treatments are focused on releasing physical pain, its other two treatment options serve different purposes- MU is for instilling relaxation and stillness, and Fluidità to enhance vitality and restore internal balance. For the massage, which lasts about 60 minutes, the spa staff use custom-made, naturally fragrant bois, jasmine, and jade oils by Armani. After the therapist kneaded away tough knots and tight muscles in my body, I was ready for another week at the office, but not before the final step of my Armani/ SPA journey- having a relaxing cup of tea with some dried fruits by the pool, and looking up at the Burj Khalifa. armanihoteldubai.com/en/spa ALL GOLD, ALL BLACK TUDOR The renowned Black Bay family debuts the first Tudor chronograph, running on a self-winding manufacture caliber, with a column wheel and vertical clutch, in tones of steel and gold. Known for its professional divers’ watches since 1954, Tudor pays tribute to this aquatic heritage for a touch of nostalgia. Black Bay Chrono S&G’s aesthetic includes the famous “snowflake” hands (which have been used in Tudor divers’ watches since 1969), while the matte black dial and gold tone creates a nice contrast, along with a fixed bezel in yellow gold finishing the look of the timepiece. Encased in 41mm steel case with polished and satin finish, it is also waterproof up to 200m. tudorwatch.com ALL ABOUT THE DETAILS SACOOR BROTHERS You may have found the perfect suit for your ensemble, but adding these pocket squares will give your look an added sense of depth. We’re quite keen on Sacoor Brothers’ SS19 pocket squares- subtle on the eyes, and stylish enough to give you the right flair. Incorporating lines and dual-toned patterns, these will give your ensemble that right touch of detail. sacoorbrothers.com EDITOR’S PICK 'TREP TRIMMINGS | THE EXECUTIVE SELECTION REFRESH AND REINVIGORATE THE ARMANI/SPA IMAGE CREDIT BRUNELLO CUCINELLI | TUDOR | SACOOR BROTHERS | THE ARMANI/SPA by TAMARA PUPIC Tudor chronograph Sacoor Brothers SS19 pocket squares

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46 / ENTREPRENEUR.COM / October 2019 HP PRESENTS #NEVERSTOPBUSINESS Powered by ENTREPRENEUR MIDDLE EAST IN PICTURES [THE RECAP] A bout 200 entrepreneurs and business owners came together in September at Atlantis The Palm Dubai for HP presents Never Stop Business, powered by Entrepreneur Middle East, an event where they discussed and shared market opportunities, challenges about starting up, and insights on achieving success. The event, which was centered around the UAE launch of the world’s first cartridge-free printer designed specifically for small- and medium-sized businesses (SMBs), the HP Neverstop Laser, had Entrepreneur Middle East Editor in Chief Aby Sam Thomas as its emcee, who also moderated discussions with prominent members of the country’s entrepreneurial community. Fireside Chat with Aby Sam Thomas, Editor in Chief, Entrepreneur Middle East, and Ronaldo Mouchawar, Vice President, Amazon MENA, and co-founder, Souq.com >>> The event included attendance from Peter Oganesean, Managing Director of HP Inc. UAE and East Africa, Tony Bssat, Category Head of Printing Business Unit of HP Inc. Middle East, KSA and East Africa, and other executives from the HP leadership team. “Market reports estimate employment potential for small and medium sized enterprises in the GCC to touch 22 million, with the sector valued to be worth US$920 billion by 2023,” said Oganesean. “This offers a huge opportunity to cater to an audience that demand hassle-free products to increase efficiency. In line with this, we developed the Neverstop Laser printer to reduce common interruptions, thus giving entrepreneurs and SMBs a chance to focus on running a seamless business operation. And, besides meeting customer demands, another aspect that is extremely important to us is sustainability. This remains at the core of what we do, and is reflected in the Neverstop Laser design, which is made with more than 25% recycled plastic, while the toner reload kit is made of 75% recycled plastic.” Following the launch of the HP Neverstop printer, the knowledge-sharing element of the event began with Thomas engaging in a fireside chat with Ronaldo Mouchawar, Vice President, Amazon MENA, and co-founder, Souq.com. Reflecting on his career so far, Mouchawar shared stories from his personal history that proved insightful for the entrepreneurs and business owners gathered at the event. “You have to prioritize among the many ideas you have, because your resources, as a SME owner, are limited,” Mouchawar advised. "We were wrong many times, launched services that didn't work, our first app was a disaster, we acquired businesses we shouldn't have, but you have to fail fast and move on.” As for the current state of the startup ecosystem, Mouchawar acknowledged that it’s a lot better for entrepreneurs in the region today; however, he remained emphatic that it’s not a path for everyone. “Failure is not as much a taboo as it used to be,” he noted. “I’m much more bullish on the region’s entrepreneurs, but entrepreneurship is not a replacement for a job- they need to believe in their ideas.”

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47 October 2019 / ENTREPRENEUR.COM / [THE RECAP] | HP PRESENTS #NEVERSTOPBUSINESS Ronaldo Mouchawar, Vice President, Amazon MENA, and co-founder, Souq.com Tony Bssat, Category Head, Print Business Unit, HP Inc. Middle East, KSA and East Africa Panel discussion with Aby Sam Thomas, Edior in Chief, Entrepreneur Middle East; Tom Otton, founder and CEO, Create Media Group; Manar Al Hinai, co-founder and Storyteller-in-Chief, Sekka

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48 / ENTREPRENEUR.COM / October 2019 IN PICTURES Fireside Chat with Aby Sam Thomas, Editor in Chief, Entrepreneur Middle East, and Ronaldo Mouchawar, Vice President, Amazon MENA, and co-founder, Souq.com Tony Bssat, Category Head, Print Business Unit, HP Inc. Middle East, KSA and East Africa Aby Sam Thomas, Editor in Chief, Entrepreneur Middle East, and Tom Otton, founder and Managing Director, Create Media Group

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49 October 2019 / ENTREPRENEUR.COM / “MARKET REPORTS ESTIMATE EMPLOYMENT POTENTIAL FOR SMALL AND MEDIUM SIZED ENTERPRISES IN THE GCC TO TOUCH 22 MILLION, WITH THE SECTOR VALUED TO BE WORTH US$920 BILLION BY 2023.” [THE RECAP] | HP PRESENTS #NEVERSTOPBUSINESS Manar Al Hinai, co-founder and Storyteller-in-Chief, Sekka Omer Gurel, co-founder and CEO, Repeat Tom Otton, founder and Managing Director, Create Media Group Peter Oganesean, Managing Director, HP Inc. UAE and East Africa The fireside chat with Mouchawar was followed by a panel discussion on challenges entrepreneurs face on a day- to-day basis, and how they get past them. Manar Al Hinai co-founded Sekka, an online platform dedicated to uncovering, publishing, and promoting Khaleeji stories, in 2017, with her entrepreneurial journey beginning after she quit her career in corporate communications in the investment development sector. “When we launched Sekka, a type of an online magazine which had not existed before, I had to put my ego out of the business,” Al Hinai said. “I knew that I had a vast experience in comms and marketing, but not particularly in this field [the publishing industry]. So, I had to be humbler, to be willing to learn, and to be more open. I also had to learn about different facets that come to play in this business, such as graphic design, culture graphics, and once you learn how all these things work, you need to learn to delegate, because you need time to start strategizing your plans for the forthcoming years. When we started, another challenge was time management, but I think it’s a constant challenge because as your business grows, you need to inject more hours into it every day.” Another panelist, Tom Otton, founder and Managing Director, Create Media Group, a Dubai-based digital communications agency, spoke about taking his company from a startup stage to a business that now has a multi- faceted team of 70 people working with clients like Emirates Airline, Expo 2020, and Dubai Tourism. In achieving that, Otton explained, he has relied on making thoughtful, informed decisions as quickly as possible. “Some of the challenges are decision-based, and your decision-making process changes over time,” Otton said. “When there are time constraints, you have to come to these decisions more quickly than you may think. As a small young company, you have to move fast while, at the same time, trying to keep up with the speed and think even bigger, but if you keep focused on what sort of business you are in and its capacity, your decision-making can get easier. Therefore, whether you are a small or a large business, being time efficient as a founder is absolutely crucial.” Lastly, Omer Gurel, co-founder and CEO, Repeat, highlighted the importance of having the right team onboard on a startup to get it to develop and grow. “When you start with one idea, what I can tell you from my personal experience is that you will always have to pivot that idea, and any idea without a business model to monetize it is wasted,” Gurel said. “Therefore, even if you think that it’s a good idea, the underlying factor is executing it effectively… One of the fatal mistakes you can do, especially at the higher management level, is not judge rightly how your people management works, or whether it is done right. If you believe in only a small percentage of your employees to be the ones to work on and executive a task, then you’re causing a large chain of errors right there.”

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50 / ENTREPRENEUR.COM / October 2019 Indistractable author Nir Eyal on how to stand up against an onslaught of connectivity by ROB MCGOVERN IT’S TIME TO PUSH BACK AGAINST DISTRACTION CULTURE LIFE W e live in a world of constant distraction these days. Or at least that’s the way it feels. An army of devices and digital media channels call out to us, demanding our attention, and sucking up our time. It’s getting harder and harder to focus on the things that actually matter. We’ve all been there. Whether it’s trying to concentrate on something at work only for a never-ending stream of emails to keep us from reaching a flow state, or in a family or social setting where everyone in the group has their head buried in their phone, these distractions are taking over our lives. In his new book Indistractable, Nir Eyal is on a mission to give readers the tools to combat the multitude of distractions of the modern world. Nir’s previous book, Hooked: How to Build Habit-Forming Products, outlined the ways in which tech companies keep us returning for more. Now he’s back, but this time to help us stand up to this onslaught, and guard ourselves from a world of round-the-clock connectivity. We had a chat with Nir to learn more about what we can do to push back, and regain control of our attention. CULTURE LIFE In your new book Indistractable, you aim to help people control their time and at­ tention by understanding the psychology of distraction. What are some of the most common distractions we face today that you’ve come across in your research? NIR EYAL: When I started writing Indis­ tractable, I thought that the distractions that we generally face were the usual suspects: the pings, dings, and rings in our environment that prompt us to do things we don’t really want to do. What I was surprised to realize is that these guys are just one source of the problem. A much more pernicious source are the distractions that we don't see coming. For example, we don't think about how distracting the open floor plan office is, or how distracting meetings can be, or how our constant reacting to emails or group chats can be something that derails us from achieving our bigger objectives and more important goals when it comes to the workplace. Equally, we don't understand how many of our distractions are spurred, not by the external triggers in our environment, but within, from an uncomfortable emotional state that we seek to escape from. If we don't understand these internal triggers, we will always find distraction in one thing or another. So, it's very important not only to focus on the obvious potential sources of distraction, but also to dive deeper into the more pernicious forms, the less clear sources of distraction like those in the office setting, or like those that start from within us. So, distraction has as much to do with what we are avoiding, as it does with what we look for when we reach for our devices. How does this work? NIR EYAL: When we try and understand the source of distraction, we have to start with why we do anything, not only why we do things against our better inter­ est when we get distracted, but what is the nature of all human motivation and behavior. Most people will tell you that it’s about the pursuit of pleasure- this is called Freud's Pleasure Principle. But it turns out that it's not actually true. From a neurological basis, the brain gets us to act, not through pleasure, but through pain. It's all about the desire to escape

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51 October 2019 / ENTREPRENEUR.COM / "One of the main reasons that people call frivolous meetings, or send emails they shouldn't send, is because they are desperate for a sense of control, for a sense of agency." INDISTRACTABLE AUTHOR NIR EYAL ON HOW TO STAND UP AGAINST AN ONSLAUGHT OF CONNECTIVITY IMAGE COURTESY TED.COM "THE MORE DISTRACTED WE ARE AT WORK, THE POORER OUR WORK PERFORMANCE IS." Nir Eyal, author, Indistractable >>> discomfort. So, if our behavior is spurred by a desire to escape discomfort, this means that time management is essen­ tially pain management. And if we don't understand the fundamental reasons why we are looking to escape into our devices, or with some other distraction, we will always become distracted by something. So, the first step has to be to master our internal triggers. When we feel a lack of control at work, we often reach for our tech tools to feel better. Why do we do this, and how can distractions hurt us at work? NIR EYAL: Well, it's pretty clear that the more distracted we are at work, the poorer our work performance is. We know our work suffers because of these distractions, and we know that in order to compensate for an uncomfort­ able sensation, a lot of the time what we do is reach for our devices. The kind of feelings that we are looking to escape are the usual suspects: boredom, loneliness, fatigue, stress, anxiety, a lack of control. All of these things spur us to look for a distraction. Apart from checking our devices, one of the main reasons that people call frivolous meetings, or send emails they shouldn't send, is because they are desperate for a sense of control, for a sense of agency. We've seen people who call these frivolous meetings just be­ cause they want to hear themselves talk, or because they don't want to do the real work of actually figuring out the problem for themselves. You mention that distraction is conta­ gious. How can this negatively affect us in a social setting? NIR EYAL: That’s true, it’s called “social contagion,” and what we find is that when we use our device in a social set­ ting, or in a meeting, it has a similar effect as when a smoker sees another person smoking, and says, “Oh well, now must be a good time to smoke.” We see this in social settings when someone takes out their phone and starts checking Facebook or their email or whatever, it leads other people to do the same. This is particularly harmful when it comes to the work environment, when you see other people in a meeting checking their email, you can’t help but think, “I've got emails too. I better check them as well.” And so that's why if I’m going to a meeting in the workplace or in a social setting, I aim to leave those devices out of that environ­ ment, because we really can't be fully present with other people that we care about or other people in the workplace. Our minds aren't fully there if they're half on our phones and half with the people around us.

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52 / ENTREPRENEUR.COM / October 2019 CULTURE LIFE "WE DON'T UNDERSTAND HOW MANY OF OUR DISTRACTIONS ARE SPURRED, NOT BY THE EXTERNAL TRIGGERS IN OUR ENVIRONMENT, BUT WITHIN, FROM AN UNCOMFORTABLE EMOTIONAL STATE THAT WE SEEK TO ESCAPE FROM." Nir Eyal, author, Indistractable IMAGES COURTESY NIR EYAL With that in mind, how much does our success and happiness depend on our ability to manage our attention? NIR EYAL: I would say that it is a signifi­ cant factor. Some people will argue that procrastination -delaying a task that you intended to do with a diversion or re-prioritization- has some good aspects. While there's nothing wrong with re- prioritizing if your circumstances change or something gets in your way, the prob­ lem is that when people procrastinate, they don't allow for it in advance. They procrastinate in the moment, and that is essentially skirting your responsibility to yourself. We know what happens when we lie to other people- it feels bad. You carry around that guilt all day, and it's horrible. Well, it turns out that when we lie to ourselves, the same thing occurs. We spend time rationalizing why we didn't do something. We beat ourselves up and say “Oh, I'm lazy. I'm this. I'm that,” and none of that feels good. None of that is helpful. There's a really perni­ cious effect to this habit that we get into around procrastinating. When circum­ stances change, we can re-prioritize, but we don't want to do that in the moment. If you commit to doing a task, stick by what you say you're going to do. It feels so great when you get to the end of your day, and are able to say, “I did what I planned to do.” I recommend that people reassess their calendar at least once a week to make sure that the week ahead is still consistent with their values and goals. But we don't want to change our plans in the moment. It has a really nega­ tive effect on our sense of well-being and our happiness. To what extent can understanding the psychology of distraction help us guard ourselves against it? NIR EYAL: Initially, I didn't understand why I kept doing the same bad things that were not consistent with my values and goals, and not getting the things done that I did want to do. It wasn't until I under­ stood the deeper psychology of distrac­ tion that I could do something about it. There's a famous quote that's attributed to Einstein, “Insanity is doing the same thing over and over again but expecting different results.” And that's what most of us do. Day in and day out, we keep getting distracted by the same things. We have that huge to-do list, half of which gets rolled over from one day to the next, and we don't get the things done that we say we're going to get done. That's insan­ ity, and we've got to stop. And so, the idea here is that when you understand the deeper psychology of distraction, when you understand what actually drives us to do the things we don't want to do that are against our better interests, we can do something about it. And that's what being Indistractable is all about.

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53 October 2019 / ENTREPRENEUR.COM / Robert McGovern is a Digital Strategist at Horizontal Integration Dubai. He is passionate about the intersection between technology and creative marketing, and has been living in Dubai since 2011. horizontalintegration.com INDISTRACTABLE AUTHOR NIR EYAL ON HOW TO STAND UP AGAINST AN ONSLAUGHT OF CONNECTIVITY INDISTRACTABLE BY NIR EYAL “Indistractable is the most practical and realistic approach to balancing technol- ogy with well-being. A must-read for anyone with a smartphone.” Mark Manson, author, The Subtle Art of Not Giving a F*ck You sit down at your desk to work on an important project, but a notification on your phone interrupts your morning. Later, as you’re about to get back to work, a colleague taps you on the shoulder to chat. At home, screens get in the way of quality time with your family. Another day goes by, and once again, your most important personal and professional goals are put on hold. What would be possible if you followed through on your best intentions? What could you accomplish if you could stay focused? What if you had the power to become “indis- tractable?” International bestselling author, former Stanford lecturer, and behavioral design expert, Nir Eyal, wrote Silicon Valley’s handbook for making technology habit-forming. Five years after publishing Hooked, Eyal reveals distrac- tion’s Achilles’ heel in his groundbreaking new book. In Indistractable, Eyal reveals the hidden psy- chology driving us to distraction. He describes why solving the problem is not as simple as swearing off our devices: abstinence is imprac- tical, and often makes us want more. Eyal lays bare the secret of finally doing what you say you will do with a four-step, research-backed model. Indistractable reveals the key to getting the best out of technology, without letting it get the best of us. Empowering and optimistic, Indistractable provides practical, novel techniques to control your time and attention- helping you live the life you really want. nirandfar.com/indistractable Many entrepreneurs and small business owners struggle with the idea of discon­ necting and feel that breaking with an “always on” approach might negatively affect their business. What do you say to them? NIR EYAL: So, this is exactly what Leslie Perlo, a researcher at Harvard Business School, found when she went to do a case study with the Boston Consulting Group, and she heard this feedback from a culture that had very high employee turnover. People were dropping left and right, and the excuse was that while we're in the client services business, we need to always be available. And it turned out that it was just an excuse. People think to themselves, “How can I get some focused work time in my day?” And it's actually not that hard to figure out if you want to. There are solutions you can use like the “do not disturb” function that comes with every smartphone where if somebody really needs to contact you, they can text you with the word “urgent,” and it will get through to you, and that's just one of dozens of ideas I mention in the book. But fundamentally, we need to ask ourselves if it’s really true that we need to be always- on all of the time. For most jobs out there, you need some focused work time, not just constantly reacting to emails and meetings. We can't do our best work un­ less we have time to reflect, to strategize, to think. And so, it behooves you and your business to make time for reflection in your day.

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54 / ENTREPRENEUR.COM / October 2019 (ACCORDING TO A MILLENNIAL) by BIANCA RILEY FOUR WAYS TO ENGAGE MILLENNIALS IN THE WORKPLACE Bianca Riley is a Director at Atteline. atteline.com CULTURE LIFE M illennials are the most represented generation in the workplace currently, and because of that, there has been a lot of discussions not only around how to engage them, but also on how to keep them engaged. Studies show that this generation spends an average of two years with a company, meaning leadership often struggle to retain them. As a millennial myself, I’ve read enough about my generation’s traits (work-based and otherwise), and insisted I don’t fit the mold. But if I’m honest, I can imagine a few meeting room discussions whereby my seniors openly debated how to retain young talent to get the most out of them, myself included. Given the vast impact my peers have on the output of their companies, it is very important for people in leadership roles not only to acknowledge their value but to work on retention strategies that will last. But how? Here’s a primer: 1/ EMPHASIZE SOCIAL IMPACT Humans in general, but especially the younger generations, feel the need to make a significant contribution to society, and lead a meaningful life. This desire for significance requires three things that millennials have been programmed to avoid due to this expectation for convenience: dedication, patience, and effort. Organizations need not combat this; they just need to acknowledge it, and work with them accordingly, so they also learn to work to your expectations. This generation is passionate about using the workplace as a vehicle for change. Choose causes that the majority can rally around, or, alternatively, open up a conversation and allow for suggestions on how to impact the community, showing their roles are not just about maximizing shareholder value, but also about social purpose. 2/ BE FLEXIBLE It sounds simple enough, but a lot of organizations, regardless of who is at the helm, get caught up in old ways of working, the way they were taught was the right way. My first boss always said if you’re not 10 minutes early, you’re late. While this is mandatory for client meetings and strict deadlines, a recent study by Bentley University stated that the majority of mil- lennials surveyed felt flexibility in office hours would increase productivity. If someone comes in 30 minutes late, trust they’ll work outside of office hours to ensure their work is complete. If coffee shops or the comforts of their couch are where they get their best work done, trial this, and explore how the majority of your staff feel they’ll best meet objectives. 3/ COMMUNICATION AND TRUST Cultivating a company culture where employees feel their input matters transcends all generational boundaries, but showing millennials that they’re trusted to do the job you hired them for is critical. Scrutinizing their attendance and micro- managing tactics are usually not only unnecessary, but detrimen- tal. If you’ve selected qualified candidates, they’ll do their best work if you give them the freedom to do so. Trust doesn’t stop there, though, involve them in important decisions, particularly ones that affect their roles or departments. Not only does this form a strong bond between the employer and the employee, but it cultivates an engaging environment, which ultimately correlates directly with workplace satisfaction and retention. 4/ FOCUS ON TEACHING You get out what you put into anything. Mentorship and training is a key focus for mil- lennial staff, with the desire for personal development being important to a majority of the generation, with 59% of those surveyed saying it’s a decid- ing factor when choosing a job. This is as simple as team training programs and setting up mentorship opportunities, of which often are just as much of a learning opportunity for senior staff. With millennial employees en- tering the workforce in droves, is your company ready? Making these conversations outlined a part of your management strategy will allow you and your organization to reap the benefits of increased engagement from your workforce. Four seemingly simple changes, most of which are behavioral, that can not only impact company culture but your bottom line.

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[THE HOW-TO] MANAGING STRESS IN THE WORKPLACE by JÉRÔME DROESCH Adopting mindfulness for productivity Based in Dubai, Jérôme Droesch is the Chief Executive Officer of Cigna MENA. In his capacity, he is responsible for advancing the company’s operations as the premier provider of both health and wellness insurance services to individuals, groups and government entities across the MENA region, Turkey and India. In addition, he oversees Cigna’s locally regulated offices in the Middle East and the implementation of high-level strategies for ensuring the long-term profitable growth of the organization. cigna.com 55 October 2019 / ENTREPRENEUR.COM / LIFE CULTURE M ost of us spend a large majority of our time work- ing, so it’s not unusual that a wide range of aches and pains may stem from this aspect of our lives. We’ve all had periods where we’ve undergone high levels of stress, whether it be an important work deadline or a final exam. However, modern life has created an environment where stress is almost universal, and its constant nature is having a negative impact. A well-being survey we at Cigna conducted this year also points to high level of stress among the UAE population, with close to 22% of residents facing unmanageable levels of stress, reinforcing similar results from the 2018 survey. According to a similar study we undertook in 2018, work and personal finances are the leading causes of stress. This study also revealed that seeking help is not a very common practice, due to feelings of unease about discussing personal issues with a stranger. However, some individuals are better at finding ways to reduce levels of stress, like meditation or exercise, which enable them to perform well in instances where others struggle. It’s important to remember that while chronic stress can have negative long-lasting effects on the body, not all stress is bad. In moderation and managing effectively, it is an efficient motivator to overcome obstacles, and can help people to achieve their goals. That jolt of adrenaline caused by a looming deadline can be an effective motivator for some, but for others, it will have the opposite effect. One good comparison is amongst athletes, a group which are highly tuned to managing their physical and mental wellbeing. Sprinters Usain Bolt and Justin Gatlin were keenly matched on the track, yet Justin Gatlin liked to listen to loud hip-hop before each race, while Usain Bolt preferred the calm of silence. If poorly managed, and stress responses are not understood, the long-term effects can manifest themselves in physical, mental and behavioral ways. From insomnia, back and muscle pains, anxiety, depression, and unhealthy dietary changes, the potential negative effects are multiple. RECOGNIZING STRESS (AND ALLEVIATING IT) Cultural shifts in attitude towards these problems are improving, with HR professionals becoming more mindful about the effect of stress on their employees. Although some companies promote a positive company culture, there are still many businesses struggling to identify their toxic environment. The positive thing is that there are techniques that can be taught which enable people to recognize stress in the body and find ways to alleviate it before it reaches a crisis point. 43% of the surveyed in 2019 in the UAE claim their companies have a formal workplace wellness program in place, with a high participation rate of 69%. However, more than half of them think that workplace wellness programs are committed only to physical wellness, and fail to give mental well-being the attention it deserves. Developing a culture of support is important for employees to know they can speak up when needed. This is parallel to prioritizing mental health. It’s no surprise, according to the World Health Organization, organizations that promote mental wellness find employees take fewer sick days, are healthier, and are more productive. Other tools, such as having more flexible work arrangement/ hours, or even opening up to newer techniques such as yoga or gym sessions to help employees to move around, reduce pressure and release tension, allowing workers to better focus on the job at hand. One technique that I use is a self-body scan. This practice, which is easily trainable, allows people to sit back and do a mental scan of all places in their body where stress might have unknowingly built up- even something as simple as releasing your shoulders from your ears will help your body reset a little bit before tackling the task at hand. Starting with your head, slowly move down your body, and notice where small tensions lie. Because of the fast-paced nature of the workplace, it’s very easy to ignore what your body is trying to tell you. Doing these exercises will allow you to slow down, and listen to your body more. Systematically focus on each part of your body, neck, back, arms, shoulders, chest, etc., and become aware and familiar with the sensations that are present in each part of your body. This method will become more automatic the more you do it. Once you have identified those tense areas, breathe into them. Visualize breathing out the tensions in that particular area out of your body. The feeling maybe a little intense at first, but if you keep your focus, the feeling will dissipate. Move on to the next part of your body when you feel ready. The best thing about this is, you can perform quick body scans throughout the working day, providing you with an automatic reset function. Taking time out of your day to remind yourself not to hold onto unnecessary tension in your body may not seem like much, but it’s a start to being able to recognize how stress can manifest itself in the subtlest of ways.

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56 / ENTREPRENEUR.COM / October 2019 ADVERTORIAL DEMANDS OF THE FUTURE Lucy Bush, Head of Residential Sales and Leasing, Middle East Robert Pearce, Director - Head of International Residential, Middle East What are the key trends amongst developers internationally? Robert Pearce: There is an acknowledgment that buyers desire convenience-driven, technologically connected and sustainable community living. This has led to more focus on the themes of placemaking, regeneration and sustainability when developers plan communities. In many Tier 1 Global Cities where property values continue to outperform wage inflation and the top end of the market remains sluggish, many leading developers have pivoted towards the in-demand affordable housing and build-to-rent sectors. Specifically looking at London, how are developers approaching transformation of the city and its infrastructure? RP: There are a range of urban regeneration schemes that are helping to create new, exciting communities. These include Battersea Power Station, King’s Road Park and Grand Union which are transforming former disused light industrial and brown field sites into connected, world-class residential communities which offer a mix of apartments, market leading private residents’ facilities, retail and food and beverage. Developments are not just seen as isolated projects, but rather as contributing to the enhancement of the city, both architecturally and socially. How does this compare to Dubai and what has been learned from the past decade of urban growth in the emirate? Lucy Bush: The demographic evolution over the last decade has both diversified and grown at break-neck speed, with developers responding and playing ‘catch up’ to meet economic conditions and unprecedented acceleration in both population and investment. Developers have put a greater focus on creating fully-fledged master communities that have excellent town planning and superior designs, with a real identification of resident requirements and good infrastructure. Those developments that have not been as well considered, that lack facilities or are disconnected from infrastructure are not able to compete with better planned communities on quality and instead have to rely on offering lower pricing or more competitive offers. London and Dubai are two of the world’s greatest cities, with exciting developments and opportunities. London is historic and many of its infrastructure challenges are rooted in redeveloping and transforming existing spaces into liveable locations. As a relatively new urban metropolis, Dubai has rapidly scaled and faces the task of connecting its neighbourhoods to form cohesive communities. Savills experts Robert Pearce, Director – Head of International Residential, Middle East, and Lucy Bush, Head of Residential Sales and Leasing, Middle East, offer their thoughts on how London and Dubai will address the demands of the future.

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57 October 2019 / ENTREPRENEUR.COM / And how are these lessons shaping current construction trends? LB: Developers are identifying USPs to set their projects apart, whether simplified design and efficiency in construction to enable competitive pricing, or raising the bar with stand-out features such as private beaches, uber contemporary design or state of the art private health clubs. Developers are looking carefully at their target market wish list and tailoring accordingly. Essentially, developers are becoming more attuned to the requirements of the market and paying close attention to global and regional megatrends. What are the most important considerations in terms of infrastructure to ensure that developers create sustainable communities? RP: It is very much the idea of placemaking and capitalizing upon the opportunity to enhance public and private spaces that promote engaged and happy communities. In an urban environment, access to convenient public transport that moves large populations around safely and easily is a key consideration. Efficient construction to ensure the most economical and intelligent use of space and helping to reduce the long term management costs are important. Environmentally, incorporating the latest renewable energy technologies and providing electric vehicle charging infrastructure will also be increasingly important as we move towards a more technologically and socially responsible habitat. People want to live in places that are clean and green, well-connected, with thriving community hubs and access to excellent facilities such as retail, education, leisure and healthcare. Social forecasts highlight that city populations will continue to seek capital wealth, but there is a growing appreciation that this should not be to the detriment of health or happiness. LB: Dubai’s specific climate conditions play an important part in the necessity for enhanced infrastructure. Dubai Metro has just celebrated its 10 year anniversary, which is success and testament to increasing demand for public transport that offers door-to-door travel right into the heart of new communities with tunnels and connective walkways. We can also expect to see future use of underground building design that offers climatic insulation and sustainable features. And how will Dubai compare in that same not-so-far off future? LB: The last 20 years has seen an exponential transformation of Dubai. We work so fast in Dubai it is hard to imagine the potential. It would be good to see the maturing balance of neighbourhoods and the dots joined between communities like any other city. But I think the biggest change will be the realisation of the waterfront and beachfront that will wind through and refresh Dubai, which is very much a city on the sea. How will London look 20 years from now? RP: London will be very technologically and environmentally focused. Buildings will have low emissions in mind and the future connected transport infrastructure will be paramount to cater for a growing, mobile population. The working population in the capital is growing too, with London welcoming an extra 615,000 jobs over the next 10 years. Major companies are seeing the incentive to locate in London. Google is putting £1bn of investment into a new King’s Cross HQ, creating 3,000 jobs by 2020, while Apple are creating a world-class hub at Battersea Power Station HQ, generating another 1,400 jobs. Amazon, Snapchat, Facebook and Netflix are also pumping money and jobs into the city’s business sector. Our developers are recognising this growth across London and responding to the increased demand and requirements expected in the next couple of years. Newly launched King’s Road Park, Grand Union and Triptych Bankside, and Battersea Power Station offer mixed use residential and work communities that are and will be connected to these future transportation links. ADVERTORIAL Grand Union Triptych Bankside

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58 / ENTREPRENEUR.COM / October 2019 MISTAKE #1 FOCUSING TOO MUCH ON CVS If a candidate’s CV was the sole determinant for their success at the job, then why should employers bother with other stages of the recruitment process, such as inter- views, tests, and assessment centers? The CV, although crucial, is only a starting point of the candidate selection process. But, unfortunately, many employers fall for the trap of turning down candidates too early, and solely based on their CVs. This can speak volumes on how little time some em- ployers are willing to devote in the selection stage of the hiring process, and ultimately lower their chances of hiring their best possible candidate for the job. Three mistakes to avoid when recruiting for your enterprise by NADINE OBEID THE RIGHT HIRE ‘TREPONOMICS PRO W ith the growing competition among companies and organizations of all sizes and industries for top talent with the most relevant skills, securing great hires is becoming more challenging. Aside from ensuring that their recruiters are actively measuring and looking at hiring KPIs like time-to-hire and ratio of confirmed hires, leaders should also be wary of avoiding common mistakes that lead to bad hires. Here are some common mistakes- and how you can avoid them in your enterprises: Nadine Obeid is the UAE Country Manager at Bayt.com, the #1 job site in the Middle East with more than 40,000 employers and over 36,900,000 registered job seekers from across the Middle East, North Africa and the globe, representing all industries, nationalities and career levels. bayt.com Some employers dismiss candidates early on in the selection process, because their CVs were missing a specific keyword, or because the candidate didn’t go to a reputable university. Regardless of what the reason might be, understanding a candidate’s true potential solely based on their CV is quite difficult and rare. Now, no one disagrees with the fact that a candidate’s CV plays a pivotal role in the recruiting process, and that employers should thoroughly review each candidate’s CV before going forward with their job application. Nonetheless, a CV should ide- ally be coupled with other factors that can help highlight the strengths of a candidate. Likewise, a CV can look incredibly well-written and well-organized, without accurately reflecting the candidate’s skills and experience. Bayt.com’s video assessment platform, Evalufy, uses the latest AI technology to help employers not only put a face and voice to their candidates, but also put them to the test, and hire based on competency. This can help employers understand each candidate’s potential beyond their CV, and ultimately make a thoroughly assessed decision, while avoid- ing the risk of a bad hire. For Bayt.com’s internal recruitment process, we’ve found video assessments to be a fantastic way to get a holistic view of a candidate’s skills, right at the screen- ing stage. They help us make quantifiable decision, and also give all suitable candi- dates a fair chance. MISTAKE #2 LOOKING ONLY FOR “THE ONE” Some employers set stringent require- ments and characteristic that they choose to identify an ideal candidate for a job role, especially for educational degrees and years of experience. This can serve as a major drawback in an employer’s search for top talent, because they can miss out on the many other worthy candidates that might even be more qualified for the job, but miss the mark on what the employer has strictly identified as fit. Instead, employers should take a holistic approach when it comes to identifying an ideal candidate. Having some minimum

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59 October 2019 / ENTREPRENEUR.COM / (AND ITS ROLE WHEN IT COMES TO PERFORMANCE MANAGEMENT AT YOUR STARTUP) by STUART HEARN UNDERSTANDING THE GROWTH MINDSET THE RIGHT HIRE | THREE MISTAKES TO AVOID WHEN RECRUITING FOR YOUR ENTERPRISE FOR BAYT.COM’S INTERNAL RECRUITMENT PROCESS, WE’VE FOUND VIDEO ASSESSMENTS TO BE A FANTASTIC WAY TO GET A HOLISTIC VIEW OF A CANDIDATE’S SKILLS, RIGHT AT THE SCREENING STAGE. >>> >>> requirements combined with previ- ous hiring data is a great place to start. However, employers should go beyond that, and focus on hiring the right cul- ture fit. Skills can always be taught, but character cannot. If an organization has not defined a perfect cultural fit, they can consider where the organization is headed, what challenges they might face in the future, how the nature of the job may change, and what skills are needed to address the upcoming journey for the organiza- tion. With such an approach, employers might find themselves in need of re- evaluating the job design and descrip- tion, key requirements, and essential qualifications to look for. Along with that, adopting a forward-thinking mentality that focuses on potential and long-term growth of the candidate can be key in this area. MISTAKE #3 FORSAKING CULTURE FIT Relevant to mistake #2, but important enough to expand on, cultural fit is es- sential. An organizational culture is a system of shared assumptions, values, and beliefs that govern how people be- have in a company. These shared values have a strong influence on the people in the organization, and dictate how they act and perform. Unfortunately, many hires struggle due to culture misfit, where they do not fit in with the team, they are not aligned with the values and goals pre-established, or their personal- ity and workstyle is not compatible with what the company offers. A great way for employers to start seriously considering culture fit when hiring is to, firstly, define their organi- zation’s culture, and make sure that it is visible and communicated regularly. Some employers do this by developing a strong online employer brand that can be viewed by potential job applicants. By announcing their organizational DR. CAROL DWECK’S DISCOVERY of (and experiments with) fixed and growth mindsets have changed the way we think about learning and develop- ment. The theory, popularized in her book Mindset: The New Psychology of Success, affects the way we look at education and potential, innovation, and performance. Over three decades ago, the Stan- ford University psychology professor became interested in how students reacted to failure. Dweck and her col- leagues noticed some students bounced back fairly quickly, while others seemed devastated by even small setbacks. Dweck investigated why this was, and whether it is something we can control. Her search ultimately led her to coin the term “growth mindset,” which is now often used in management circles. But what exactly is a “growth mindset,” and how does it apply to performance management? Why is it crucial to the development of entrepreneurs, and the secret ingredient in the success of a tech startup? We’ll explore this below- as well as covering how we can adapt our feedback culture to best nurture a growth mindset. What is a growth mindset? We use the term “growth mindset” to describe our underlying beliefs and atti- tudes towards learning and intelligence. If you have a “fixed mindset,” you effectively believe you have limited potential. You have your strengths and your limitations, and you are unable to work above and beyond them. Employ- ees with a growth mindset believe they can become smarter, more productive, and more talented. They also under- stand that effort and perseverance makes them stronger, which helps them achieve more. To best illustrate a growth mindset, we can look at an experiment conducted by Dweck. She decided to investigate the language used in a classroom, after noting that teachers were far more likely to praise students for being “clever” or “talented,” rather than for their effort. Dweck’s experiment involved a group of children who were asked to solve a basic puzzle. Half the children involved were praised for being smart, while the other half were given a pat on the back for trying hard. They were then given a more complicated puzzle to solve. The results showed the children told they were smart the first time around gave up sooner, and scored lower with the second puzzle. Meanwhile, the chil- dren who were encouraged and praised for their effort persevered, and earned higher scores. Dweck also discusses how praise relating to intellect could -perhaps- instill a fear of failure. Why do startups need to cultivate a growth mindset? A growth mindset encourages ex- perimentation and creativity. As San Francisco-based startup accelerator RocketSpace states in its Tech Startup Founders Blog, experimentation is one of the most important principles of startup growth and success. Many sources echo this sentiment. Creativity, innovation, and experimen- tation are crucial to entrepreneurship and business success- and are espe- cially essential to tech startups. Such companies need a growth mindset to challenge themselves, advance, and set themselves apart. Tech entrepreneurs need to be persistent and determined. They also need to be brave enough to take risks, while staying thirsty for knowledge and development. At the same time, they need to be able to ac- cept setbacks by understanding that “failures” are stepping stones, or lessons, on the way to success.

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60 / ENTREPRENEUR.COM / October 2019 ‘TREPONOMICS PRO Stuart Hearn is CEO and Founder of Clear Review, a fast-growing tech startup. Clear Review helps companies revitalize and streamline their processes to improve efficiency and employee engagement levels. clearreview.com CREATIVITY, INNOVATION, AND EXPERIMENTATION ARE CRUCIAL TO ENTREPRENEURSHIP AND BUSINESS SUCCESS- AND ARE ESPECIALLY ESSENTIAL TO TECH STARTUPS. >>> The reason we need to keep an eye on emerging performance management trends is that -as the years progress- so does our understanding of neuroscience and employee motivation. Due to these advances, we now know the human brain is much more easily influenced than we thought before. A field known as brain plasticity demonstrates that connectivity between neurons can change with experience and practice. Neural networks can develop new connections, become strengthened, and send impulses at a speedier rate. This same field tells us we can increase our neural growth by taking certain actions. We should ask the right questions, practice, sleep, and eat well- and persevere. Ultimately, managers can change specific environments and processes to influence mindsets and encourage a thirst for learning. When we do, it can lead to increased performance, motivation, and achievement. How to apply a growth mindset to performance management Now, you’re aware of the benefits of a growth mindset. The next question is, how do we nurture such a mindset in our organization using performance management processes? There is no set method for this- although there are a few techniques that can start to slowly and surely promote growth mindsets. 1. Introduce regular coaching conversations Coaching conversations provide managers with the opportunity to give recognition, reward, and praise to their employees. Approval is important- but equally important is the type of praise delivered. When exchanging feedback, encourage employee efforts as well as successes. 2. Create SMART objectives Encouraging a growth mindset involves providing your employees with a challenge. Their SMART objectives should be a stretch, without being unrealistic. Once employees accomplish goals just outside of their comfort zone, they will see how far perseverance and determination take them. When they experience setbacks, you should know that people with a growth mindset see setbacks as opportunities to learn. 3. Encourage a thirst for learning Provide your workforce with a sense of curiosity, and let them know your company encourages continual training and development. You can go a step further, and work with your employees to create personal development objectives that structure their goals. 4. Help them to change their inner monologue This one is more tricky, but managers should try to help employees see themselves in a different light. The way they talk to themselves matters. Encourage a healthy, positive outlook, and encourage your employees to speak to themselves in a positive, energized way. Rather than thinking, “I can’t,” encourage them to ask how they can achieve a particular goal. Instead of relying on a single, yearly, backward critique of past performance, managers working with continuous performance management can develop a healthy feedback culture through regular coaching conversations. These discussions mean your employees have consistent guidance towards future goals and development objectives. Continuous, agile performance management is an approach that prioritizes real-time feedback and transparent communication. It also means your employees can develop while helping the company meet its organizational objectives. culture to potential applicants, it is more likely that employers will receive candidates who truly share their core values and principles and are able to smoothly assimilate. Another step that employers can also adopt when looking at the right culture fit is implemented during the interview stage. Now, depending on the employer’s hiring process, several employees of their organization may be involved in the interviewing process. It is impor- tant that they all have a firm grasp of your organizational culture, in order to ensure the interviewee is a good fit. Having said that, there are certain questions that employers can ask during an interview that can also help deter- mine the cultural fit of a candidate. These include asking the candidate what they know about the organiza- tion’s values, their familiarity with the mission and vision that the organization upholds, and their knowledge about the pillars that the organization was estab- lished upon. Comparing the candidate’s own values and traits is then required. An additional method that employers can deploy during the interview is to ask the candidate what they would do in certain situations or moral dilemmas to delve deeper into their thought process, personality, and ethics. At Bayt.com, we prioritize hiring candidates who reflect our values as an organization. Even our annual apprais- als are designed to measure people on how well they’ve reflected our values during the year. We find relevant talent by asking behavioral questions dur- ing the interview process, as well as by adopting an internal referral system for current employees, where they can nominate friends who believe will be a perfect cultural fit at Bayt.com.

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The iconic jewel of Kuwait City; Symphony Style Kuwait commands the finest views of Kuwait’s bay. An oasis of calm amidst the city’s vibrant energy designed for lofty living. Welcome to the EXCEPTIONAL radissoncollection.com/symphony-style-hotel A R A D I S S O N CO L L E C T I O N H OT E L

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62 / ENTREPRENEUR.COM / October 2019 Building a successful family business [THE HOW-TO] by PHILIPPE MUELLER Philippe Mueller is Head of Investment Themes, Chief Investment Office, UBS Global Wealth Management. ubs.com FOR THE GREATER GOOD ‘TREPONOMICS PRO THE MOST SUCCESSFUL BUSINESSES INCORPORATE STRONG FAMILY VALUES, AND HAVE ESTABLISHED FIRM FAMILY INSTITUTIONS TO MANAGE THE FAMILY'S INTERESTS. FAMILY GOVERNANCE HELPS TO PROTECT GUIDING VALUES AND MITIGATE CONFLICT. F amily businesses can be found all over the world, and they comprise of small local businesses, small- and medium- sized companies that typically are the backbone of many economies, as well as well-known large global listed players. According to market surveys, family busi- nesses represent two-thirds of all businesses worldwide, generate over 70% of world GDP, and account for 50–80% of jobs in many countries. The European Family Busi- nesses Organization states that family businesses ac- count for between 60-90% of all companies in various countries within Europe, and for 40-50% of the region’s private employment. In the UAE, family-owned businesses represent a large part of the local business community, and contribute significantly to the growth of the economy across the GCC countries. What are the main character- istics of a successful family business? "If it is good for the company, it is good for the family too,” said André Hoffmann, Vice- Chairman of Roche, and fourth generation descendant of the company’s founder. Entre- preneurs create or acquire a business, develop, grow it, and transfer it to the next generations as a legacy. While the growth of the business is underpinned by its family val- ues and governance, aligning family values and management culture is often a rather chal- lenging task. Family-owned businesses, regardless of their size or industry and geographic region they operate in, tend to have some common character- istics which include: > Entrepreneurship > Long-term vision, strategy, and commitment to stakeholders > Wealth creation, and preservation over generations > Family values, and family governance > Alignment of interests be- tween business and family > Combination of ownership, control, and management > Concentration of the family wealth in the company > Good relationships with stakeholders, and trustworthiness to build a good reputation in society > Challenges include governance issues, family conflicts over money, succession, and nepotism. The most successful busi- nesses incorporate strong fam- ily values, and have established firm family institutions to manage the family's interests. Family governance helps to protect guiding values and

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FOR THE GREATER GOOD | BUILDING A SUCCESSFUL FAMILY BUSINESS THE FRENCH TECH PAVILION @ GITEX TECHNOLOGY WEEK 6-10 OCTOBER 2019 La French Tech and the latest innovations to be showcased at Hall 4 For more information, contact : Nathalie MARCHAL Project Manager nathalie.marchal@ businessfrance.fr Christelle PEYRAN Regional Trade Advisor christelle.peyran@ businessfrance.fr Miryem OUKAS Communications Manager miryem.oukasmessidi@ businessfrance.fr WWW.BUSINESSFRANCE.FR FAMILY BUSINESSES THAT ADDRESS SUCCESSION AND FAMILY WEALTH PLANNING EARLY CAN REDUCE RISK, AND ENSURE A SMOOTH SUCCESSION THROUGH FAIR AND CLEAR FAMILY INTERNAL PLANNING. mitigate conflict. This helps when non-financial, emotional goals influence the actions of the family, for example, if they want to keep the control over the company. At the same time, family businesses that address succession and family wealth planning early can reduce risk, and ensure a smooth succession through fair and clear family internal planning, and by welcoming external advice from trusted friends and professional advisors. So, how can entrepreneurs ensure a successful and sus- tainable family business? Here are seven key points to keep track of: 1. REPUTATION It is important that the values, interests, and visions of the family are aligned, as their reputations are interwoven. Fair employment practices and support for social efforts prove both family and business are engaged and care. Demonstrating commitment to stakeholders can help businesses keep good employees, find new talent, and develop sustainably. 2. INNOVATION It is more vital than ever to focus on innovation, and consider partnerships that are of mutual benefit, given elevated disruption risks, for example from digitalization. 3. BUSINESS PLAN AND GOVERNANCE As a company grows, and gets passed on to the next generation, it is essential to document both the business plan and governance properly. Keeping these in the head of the founder may work only in the early years of a company's existence. 4. SUCCESSION A succession plan should be well documented and prepared early to avoid stress, company breakup, or even bankruptcy in a worst-case scenario. Although most entrepreneurs want to build a legacy, they tend to undermanage their succession. This may happen abruptly in the case of an accident or the death of the head of the family, which may lead to a dangerous leadership vacuum or family disputes. 5. DELEGATION OF RESPONSIBILITIES Build and expand the or- ganizational structure as the business grows, and delegate responsibilities to enable and motivate the workforce, and to free up sufficient time to man- age the firm. 6. NEPOTISM It is important to keep nepotism in check to sustain a strong reputation, as well as high management and work- force capabilities. 7. CAPITAL INFLEXIBILITY Family businesses need to spend wisely and maintain financial flexibility in the bal- ance sheet, given more limited access to liquid financial mar- kets, and to keep control over the company. It is said that, if you can raise a family, then you can build a business. Similarly, to your family, your family business is what you inherited or created, it is also what you aspire into building further, and carrying it forward for the generations to come.

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64 / ENTREPRENEUR.COM / October 2019 START IT UP ECOSYSTEM Innovation, and the art of sailing in shifty winds by DR. AMMAR R. AMMAR Every wave has a silver lining F or a beginning sailor on the Charles River in Boston, sailing is a puzzle: a sailor needs to be at once patient and quick, independ- ent but a good team player, disciplined with an open mind to the shifty wind, cautious and optimis- tic, with the ability to turn challenging winds, into an opportunity to go further. Innovation is a similar puz- zle: its impact decreases in proportion to our ability to anticipate and understand it. Nonetheless, the capacity for steady innovation is the most important economic, political, and social asset in a rapidly changing world. It is also the single most important dividing feature between “developed” and “developing” countries, and a marker for a nation’s trajectory on the development spectrum, as we see in the case of China, South Korea, and Singapore. So, what would it take to take the Middle East from turmoil and uncertainty to a viable development model, without letting “hope triumph over ex- perience,” as the saying goes? I have no quick answer, but based on my personal experi- ence growing up in the Middle East, my time at the Massa- chusetts Institute of Technolo- gy (MIT), and my involvement in a number of entrepreneurial ventures, I hope that whatever I have say could be useful. For the pessimist, the region is a troubled place: 28% of the population is between the ages of 15-29, and youth unemployment ranges from 5% to a jarring 40-50%, exacerbated by declining oil prices, desertification, war, and irreconcilable differences. For those who lived, and live there, it’s a space of generos- ity and warmth, where young men and women spend their time discussing how the region could be remade to reflect its poetic image. Both views are understand- able. But, there’s a silver lining, and data to support it: these same young people create startups, invent new technologies, provide labor for new industries, and markets for new products. The region also spends 5% of its GDP on education, enjoys high levels of wellbeing, and an organic cul- tural safety net. These young healthy people are already on the move, with a few success- ful startups to show for it. Similarly, the environmen- tal problems, while pressing, provide an opportunity for cooperation, and accelerated innovation in areas such as sustainable agriculture and energy, to name a few. Neces- sity, after all, is the mother of invention. LAUNCHPADS, NOT ROAD BLOCKS As far as organizations go, startups are unusual: they have to learn from the past, operate in the present, and cater to the future. They have to deal with uncertainty and the risk of failure, and when they succeed, they also create wealth out of limited resources. This mixture of risk, constraint, and ambiguity demands eccentric people who are willing to take the risk, and to think and do things differ- ently. In order for this to hap- pen, however, entrepreneurs

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65 October 2019 / ENTREPRENEUR.COM / EVERY WAVE HAS A SILVER LINING | INNOVATION, AND THE ART OF SAILING IN SHIFTY WINDS Dr. Ammar R. Ammar is an entrepreneur residing in New York City. He is a Founding Partner and Director at Predata, a startup that analyzes and quantifies geopolitical and macro-economic risk, and as an advisor to Singularity Ventures, an emerging markets venture capital fund. He has previously served as an entrepreneur in residence at Teneo Holdings and Teneo Intelligence, a co-founder at Celect Analytics, a Researcher at Microsoft Research, and an Engineer at Google. In his free time, he volunteers as a sailing instructor and a mentor. He holds a Ph.D., M.Eng., and B.Sc. from MIT. predata.com need a firm ground- a stable society that accepts their eccentricity, and gives them room to try and fail, and try again. Fortunately, in parts of the Middle East, we find sta- bility in the form of a healthy population, social cohesion, and organic safety nets. This could serve as a launchpad for new ideas to move forward. Of course, this has to be done pragmatically, but the Middle East, having endured millen- nia of change, has no shortage of pragmatism. OUT OF MANY, ONE At MIT and other ventures, I had the opportunity to work with talented people from many countries. Throughout, I learned about different cui- sines, cultures, and languages, but I also learned that talent has no nationality: with a way to communicate, and a com- mon destiny, talented people can work wonders. Difference, as the current global political climate shows us, has its perils. It always has, but as the careful student of history knows, these chal- lenges can, and have been, managed. To this end, recog- nizing our common destiny, and diligently cultivating our civil and professional net- works, can go a long way. Difference also has an upside that outweighs the manage- ment cost, and dwarves the risk of stagnation that accom- panies its absence: “where all think alike, no one thinks very much”. IF YOU WANT TO GO FAST AND FAR, GO WITH OTHERS A good venture needs inves- tors with domain expertise, and other forms of non- financial support. This takes time to develop in an emerging hub, which leaves a gap that is often filled with ad-hoc structures, and well-dressed management consultants, that startups cannot afford. This does not have to be the case. An effort can go faster and further through team- work, partnerships, and joint ventures, local and global. Innovation does not have to be a zero-sum game. As a founding partner in two startups, I have seen how a partner and client relationship can leverage a pooling of re- sources towards a shared goal. I also see it from my experi- ence as an advisor to emerg- ing markets funds, where the supporting infrastructure in the US can be very helpful in serving emerging markets, through partnerships with local investors and entrepre- neurs. WHEN YOU HAVE TO, GET OUT OF THE WAY Mark Twain said: “Don’t let your schooling interfere with your education.” My friends at NuVu Studio, in Cambridge, created a viable educational model in this spirit. Their students alternate between structured learning, applica- tion, and feedback, and in the process, make robots, films, 3D printed shoes, and every- thing in between. The same is true for innova- tion. Entrepreneurs need the room to create, and institu- tions need to allow for this space. As an illustration, both Microsoft and Facebook started at Harvard University during “reading period,” a time between Christmas and the final exams, when students are supposed to be studying for the exams. In Innovation - The Miss- ing Dimension, my friend and mentor, Michael Piore, together with Richard Lester, provide a framework to un- derstand this dynamic. They identify two fundamental processes: analysis, rational systematic problem solving, and interpretation an open embrace and use of ambiguity. The latter is critical for the vi- tality of an economy, and often ignored by policy makers. In conclusion, there is no shortage of challenges in the Middle East, and in our world today, and there is no fast recipe to deal with them. Fortunately, there is plenty to be optimistic about, and the journey does not have to be painful. Like all the sailors before us, we need to stay open and vigilant to the winds of change, and to leverage stability and difference, wherever they are, to steady the ship, and get to our destination.

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66 / ENTREPRENEUR.COM / October 2019 Closing the skills gap through innovation Getting ready for the job market of the future needs a rethinking of our approach toward education by DR. TATIANA ZALAN WHILE MANY INDIVIDUALS WORRY THAT GLOBALIZATION, ARTIFICIAL INTELLIGENCE, AND ROBOTS WILL DECIMATE THEIR JOBS, CEOS DESPERATELY NEED TALENT, AND NEARLY 80% OF THEM, ACCORDING TO A PWC SURVEY, REPORT THAT SKILLS GAPS ARE LIMITING CORPORATE GROWTH. ‘TREPONOMICS PRO T he jobs are there, but the skills are not” is the most familiar refrain you will hear from senior executives today. I have recently seen a Twitter survey on #StartingUp that asked whether employers believe that young people are getting the skills they need to get ahead, and over 60% of respondents said “No.” The vast majority of employers expect that by the early 2020s, as high as 42% of the required workforce skills will undergo a dramatic shift, and billions of people displaced by automa- tion will need re-skilling. In Europe, about 170 million peo- ple (44% of the working age population) don’t have even basic digital skills. The UAE alone is predicted to experi- ence a US$50 billion skills gap by 2030. University graduates here lack STEM and language skills, as well as problem- solving, critical thinking, and collaboration skills demanded by employers. Meanwhile, employers worldwide are struggling to fill job vacancies, and it will only get worse. LinkedIn estimates that by 2030, the financial and business services sector alone will be almost 11 million workers short, and there will be more than four million jobs unfilled in the technology, me- dia, and telecommunications sector. While many individuals worry that globalization, arti- ficial intelligence, and robots will decimate their jobs, CEOs desperately need talent, and nearly 80% of them, according to a PwC survey, report that skills gaps are limiting corpo- rate growth. Skill gaps do not only put a break on growth, but also threaten economic opportunities and may result in staggering costs. As an example, by the early 2020s, a massive 3.5 million short- age of cybersecurity experts could raise the cost of damage to as high as $6 trillion per annum. Future Agenda, a think tank, suggests that even for traditional jobs, such as those of scientists, engineers, and nurses, the skills requirements are changing fast, and the digital economy is particularly hungry for skilled workers. What is worrying, however, is that despite these job vacan- cies, 30-45% of the global population is underutilized– unemployed, inactive, or part-time. What is even more unsettling is that almost 300 million of people in the 16-24 age group are not involved in education, employment, or training. According to McKinsey, we are facing high technological unemployment in a skills-scarce digital age. The causes behind the skills gap are complex. It is brought about by a convergence of economy-wide technologi- cal disruption, digitization of business, the changing dynamic between workers and machines, a lack of a clear path from education to employment, and an under- investment of corporates in upskilling or reskilling their employees. RETHINKING EDUCATION Given the magnitude of the problem, what is being done to close the skills gap? Many cor- porates have revamped their HR policies and training. IBM has recently embraced the era of “new collar” worker, put- ting skills above degrees. Its global workforce of 380,000 employees have access to Wat- son Career Coach, and a wide range of learning and develop- ment programs. Amazon plans to spend some $700 million on reskilling to third of its workforce in the next six years. PwC Australia is now offering a new apprenticeship program in business and technology for students straight after high school. Universities are also address- ing the skills gap to ensure a smoother path from education to employment.

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67 October 2019 / ENTREPRENEUR.COM / CLOSING THE SKILLS GAP | RETHINKING OUR APPROACH TOWARD EDUCATION Dr. Tatiana Zalan (PhD, MBA, MA), currently on the faculty of the American University in Dubai and involved in the recently launched Executive MBA Program, has more than 30 years of experience in business and academia across Australia, Asia, Europe, and now the Middle East. Tatiana’s business experience includes two startups, one of them being a new private university in Australia, where she was the MBA Program Director. In mid 2016, Tatiana was doing an academic study on the disruptive influence of fintech on the financial services industry in the MENA region, which is when she realized the transformative potential of blockchain and cryptocurrencies. She has been Academic Advisor of Planet Blockchain (a platform based in Dubai dedicated to education about blockchain), and of another blockchain-based edtech project. Tatiana frequently presents at national and international academic and industry conferences on topics related to digital disruption, blockchain, and cryptocurrencies. aud.edu LAMBDASCHOOL.COM | CREDLY.COM As an example, a 2018 study by Coinbase shows that over 40% of the world’s top 50 universities have introduced at least one class on crypto- currencies and blockchain (technologies underpinning the recent fintech revolution), both highly demanded by industry. MENA universities are diversifying their computer science degree offerings to fill in the IT skills gap. American University in Dubai, one of the regional leaders in graduate employability, is developing a master’s degree in AI consist- ent with the UAE’s national strategy for artificial intel- ligence. Governments are also in- troducing supportive policy changes. One of the most ro- bust initiatives is SkillsFuture, launched in 2015 in Singapore. The program provides all citi- zens with access to training, including through workshops, work-study programs, and online courses. It has become a model for public-private investment and cemented the role of Singapore as an innova- tion hub. STARTUP SOLUTIONS The most exciting develop- ments, however, are happening in the startup space, where edtech ventures are disrupting traditional college to offer in- demand skills in high-growth sectors of the digital economy. Lambda School (which re- ceived $30 million from inves- tors including Google Ventures and Y Combinator), an online coding school, is an income- share agreement (ISA): students pay nothing while attending the school, and then pay a portion of their earn- ings once they are employed. Currently at 2,700 students and growing at 10% a month, Lambda is planning to transfer the ISA model to other in- demand jobs such as nursing. Udacity, an online platform, is specifically focused on in- demand technical skills (e.g., programming, artificial intel- ligence, cloud computing and data science) which are offered in the form of Nanodegrees de- veloped in collaboration with and recognized by leading tech companies like Google, AT&T, IBM, nVidia and Amazon Web Services (AWS). Beyond the ISA model, boot- camps are rising in popularity, globally and in the MENA. In the early days, bootcamps were typically focused on coding and computer science, now they are expanding into areas beyond tech– sales, data science, digital marketing, and machine learning. These are intense programs usu- ally developed in conjunction with industry and taught by professionals, where students work on real projects (or in a simulated environment), and graduate with a portfolio of work as evidence of their skills. Many bootcamps, at least in the US, boast place- ment rates north of 80%. A host of innovative startups do not directly provide skills training, but instead focus on skills assessment, certification, and credentialing. Employ- ers, following the likes of Google and IBM, have started to use microcredentials or e-portfolios to assess employ- ees’ competencies. Credly, a venture capital backed startup, verifies evidence of skills and achievements through digital badges. Portfolium, another venture-funded US company, enables students and recent graduates to showcase their projects, skills and credentials. Closer to home, AssessHub uses advanced analytics to assess employees’ skills so as to help employers to hire, train and promote talent. These in- novations give me confidence that students and employees remain fit for the job market of the future.

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68 / ENTREPRENEUR.COM / October 2019 GLOBAL VENTURES GENERAL PARTNER NOOR SWEID’S NEW VENTURE HAS HER ON A MISSION TO ENABLE GLOBAL ENTREPRENEURIAL SUCCESS STORIES FROM THE MENA REGION by ABY SAM THOMAS REWRITING THE NARRATIVE MONEY VC VIEWPOINT Noor Sweid, General Partner, Global Ventures >>> H aving met and interacted with Global Ventures General Partner Noor Sweid quite a few times over the course of the last couple of years, I’ve come to realize that there is a sort of protocol or understanding that both of us bring to the table whenever we do get the opportunity to catch up. Sweid is direct, to-the- point, knows what she’s talking about, and doesn’t really have time to waste- all of which are qualities that I respect and try to exhibit as well, and also allow me, as a journalist, to have extremely efficient, effective conversa­ tions with her. And so that’s exactly what resulted when I got to catch up with the accomplished entrepreneur and investor over coffee and gummy candies at the Four Seasons Hotel in Dubai International Financial Center in September, with Sweid telling me what she’s been up to since our last interview in February 2016. At the time, Sweid was Managing Partner of Leap Ventures, following which she took on the role of Chief Investment Officer at the Dubai Future Foun­ dation, and then, in early 2018, she set up Global Ven­ tures with Basil Moftah, who, like herself, boasts of several years of experience in operating, exiting, and investing in businesses. While Moftah’s career has seen him work at Thomson Reuters for 18 years in a number of different roles (his last position there was as President, Intellectual Property and Science, and prior to that, he was Man­ aging Director for its Global Emerging Markets Unit), Sweid’s experience includes working at corporate firms like Accenture and Charles Schwab, leading the IPO of interior decorating firm Depa onto NASDAQ Dubai and the London Stock Ex­ change, and also launching, scaling, and exiting her own startup, ZenYoga. As for why the two came together to launch Global Ventures, Sweid says that they saw a gap in the market when it came to access to capital for enterprise tech founders from the MENA region, who, while being based here, had the potential to grow internationally. “We find that the region has a lot of enterprise tech, B2B tech, but that there's a challenge enabling these companies to be scaled globally,” Sweid explains. “And so, that's where we come in.”

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69 October 2019 / ENTREPRENEUR.COM / Michelle Karam, founder, Travel Junkie Diary WWW.GLOBAL.VC “WE FIND THAT THE REGION HAS A LOT OF ENTERPRISE TECH, B2B TECH, BUT THAT THERE'S A CHALLENGE ENABLING THESE COMPANIES TO BE SCALED GLOBALLY. AND SO, THAT'S WHERE WE COME IN.” REWRITING THE NARRATIVE | GLOBAL VENTURES GENERAL PARTNER NOOR SWEID >>> Sweid describes Global Ventures as a network-based venture fund (“we believe we can enable the growth of revenues through our networks”), with most of its limited partners (LPs) being people who are either operating businesses on the lookout for new technologies, or tech founders and VCs internationally that are keeping on eye on new markets, like the MENA. While the fund is 70-80% focused on B2B tech, Sweid says that it also has a 20-30% focus on B2C, as they “believe that the consumer market in the region is massive, and still has a lot of space to grow in the next 5-10 years.” In terms of companies it has taken under its wing so far, Global Ventures’ portfo­ lio includes names like field workforce management solution provider Arrow Labs (which boasts of clients like the Jumeirah Group, DP World, G4S, Hita­ chi, etc.), food tech startup Lunch:ON (whose subscription-based platform for corporate employees to order lunch from over 200 restaurants in the UAE currently counts more than 9,000 cus­ tomers), online floral B2B marketplace Floranow (which is disrupting the flower supply chain on a global level by enabling direct transactions between growers and florists), among others. As Sweid describes the companies that Global Ventures has supported so far, it’s not hard to find a common link be­ tween them- while they are all players that have started out in the region, the offering they propose has international appeal. For instance, Lunch:ON solves the universal problem of employees at any company asking, “What do we do for lunch?” (Sweid tells me there’s only one other company, located in the US, that has a proposition similar to that of Lunch:ON, whose solution helps not just its direct customers, but restaurants as well), while Arrow Labs, while building a solution catered toward a workforce management prob­ lem in emerging markets, found that it had a global application as well. “The region is actually ahead of the curve in certain verticals,” Sweid explains. “One being anything we've seen in food tech, that tends to be ahead of the curve- we [in the MENA] like to eat! Second, any­ thing we see in distribution logistics, and third, anything we see in travel and hospitality.”

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70 / ENTREPRENEUR.COM / October 2019 MONEY VC VIEWPOINT “THE REGION IS ACTUALLY AHEAD OF THE CURVE IN CERTAIN VERTICALS, ONE BEING ANYTHING WE'VE SEEN IN FOOD TECH, THAT TENDS TO BE AHEAD OF THE CURVE- WE [IN THE MENA] LIKE TO EAT! SECOND, ANYTHING WE SEE IN DISTRIBUTION LOGISTICS, AND THIRD, ANYTHING WE SEE IN TRAVEL AND HOSPITALITY.” “A LOT OF THE BEST TECHNOLOGY WAS BUILT BY PEOPLE WHO ARE ORIGINALLY FROM THE REGION, STEVE JOBS ONWARDS.” Noor Sweid, General Partner, Global Ventures According to Sweid, the aforementioned sectors are where the action is happen­ ing on a global level, and Global Ventures is seeing and reviewing proposals from regional players in these fields on a rather fre­ quent basis. “We're seeing about 15 to 20 deals a week now,” she says. “I would say, we really like two or three of them- we will probably invest in five this year; we did five last year… We think that there's a lot of innova­ tion happening here, as well as emulation. So, there's a lot in emulation; everyone knows that: this worked somewhere else, and so they have to work here. But there's also a lot of founders in the region that are solving problems with an emerging market lens, and then that logic gets used internation­ ally.” When asked about the specific characteristics she looks for in a startup, Sweid replies that Global Ventures looks at companies that have at least a million dollars in revenue, and they can prove that their technol­ ogy is “somewhat unique, or superior” to what’s out there on the market. And don’t think you can bluff your way in a pitch to the company- Sweid’s pride is evident in the way Global Ventures operates as per international best practices, and as such, the VC firm’s due diligence for a startup involves contacting everyone from its clients, to its ex- employees, and everyone in between. “We operate our fund on a very much a global best practices level,” Sweid explains. “Even the way we run our deals, the way we make our investments, the terms we give founders, it's all very much international best practices, it's run as an international VC fund, the same way it'd be run if we were in the Bay Area.” With this being an indica­ tor of how things run at Global Ventures, one can easily make the case for how this Deloitte-audited firm (which recorded a 38% net asset value increase in its first year of operations) was selected to be a part of Draper Venture Network’s DVN Beta program, making it the the first fund from the MENA region to become a part of this global network. Founded by Tim Draper in 1990, Draper Venture Net­ work (DVN), consists of over 20 VC funds from around the world that collectively manage US$2 billion in assets. The collective oper­ ates in more than 60 cities around the world, with more than 800 companies being funded by it over the years, and Sweid’s excitement and

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71 October 2019 / ENTREPRENEUR.COM / REWRITING THE NARRATIVE | GLOBAL VENTURES GENERAL PARTNER NOOR SWEID WOMEN FOR WOMEN Global Ventures’ Noor Sweid on being one of the few females in the MENA VC space (and what can be done to fix that) “30% of our portfolio is female founders… The fact that there just aren't that many female VCs means that most female founders looking for funding end up in my office at some point, just by default. And so, I think that a larger portion of our pipe- line end up being female founders, and therefore a larger portion of our deals. I think what's happening in the US is re- ally interesting. I think they have realized that, the end result being that female VCs will end up seeing more female found- ers, and therefore, funding more female founders, just as a statistical result… But there are so few female VCs. And so, the US solution to that was, let's fund more female managers, because if we put more money in the hands of female funders, then you'll end up with more female founders being funded and more successful female-run companies. And statistically, that actually generates bet- ter returns. So, I think that that's where it starts, if it is going to start anywhere. It doesn't start at the bottom, it starts at the top, where there need to be more female managers managing money, generally across the board.” “WE HAVE VERY SMART PEOPLE, GREAT IDEAS, THE RIGHT INFRASTRUCTURE FROM A TECHNOLOGY AND LEGISLATIVE PERSPECTIVE, THE ABILITY TO ATTRACT TALENT... IT'S JUST CAPITAL THAT IS THE MISSING PART OF THE ECOSYSTEM.” happiness at Global Ventures becoming a part of this rather exclusive group is easily palpable. “What that means is you end up having access to 20 general partners (GP), so, a large percentage of deals get to be syndicated among these GPs, which, since we like syndicating deals, it makes sense,” Sweid says. “And it allows our portfolio companies to have access to new markets.” At the same time, the significance of Global Ventures being the first MENA entity in the Draper Venture Network shouldn’t be understated either- this achieve­ ment, as Sweid put it, has elevated the MENA region as such that “it has been put on the map, literally!” Besides enabling Global Ventures’ portfolio of enterprise tech startups to get a foot in the door in international markets, being a part of the network also allows the firm to be a part of curated events that the Draper Venture Network puts together over the course of the year, with Sweid letting slip that Tim Draper himself is set to make an appearance in Dubai later this year. Now, while achievements like these deserve to be lauded and appreci­ ated, I can’t help but note that these are almost like part of the course for someone like Sweid, who has already had winning forays into the realms of entrepreneurship and business. While she is indeed wearing an investor cap at Global Ventures now, Sweid says that her current venture is very much an entrepreneurial outing for her, at least personally. “I am an entrepreneur more than I'm an investor,” she says. “Not just time-wise, but also thinking- wise. For me, I'm always looking for the next problem to solve, as any founder or entrepreneur is. I look back at the fortunate success stories we've had, and the exits, and in my personal expe­ rience, I realized that we would've nev­ er been able to scale those companies, had we not had the right capital. And then, if there's one thing that hinders companies here from growing to their full capacity, it's access to capital… The percentage of capital that gets put into ventures is still tiny, and so, we need to solve that problem of access to capital. So, as an entrepreneur, I set out to solve the problem of access to capital for entrepreneurs. And that just happens to be called venture capital. And the only way to solve that problem is actually to generate significant outsize returns for investors, to prove to them that this section of capital markets is actually worth investing in, which will then drive further and fur­ ther investment, which will create an abundance of capital for founders, and then they can grow their companies in the way that makes most sense. So, we're out there to generate returns, and find the best founders that can benefit the most from our capital, and become global success stories, rewrite the narrative of the region, from, you know, a technology production, not just consumption, perspective. And this is the best way to do that.” When I ask her why she wants to en­ able another 10 or 20 entrepreneurial success stories from the MENA, Sweid has a very simple but clear-cut answer. “Because I think that the region de­ serves it,” she declares. “I think that we have really smart people. Even if you take a look internationally, a lot of the best technology was built by people who are originally from the region, Steve Jobs onwards. So, we have very smart people, great ideas, the right infrastructure from a technology and legislative perspective, the ability to attract talent... It's just capital that is the missing part of the ecosystem. And so, there's no reason that these people shouldn't have similar opportunities to people as elsewhere whether it's in In­ dia, or in Singapore, or in China, or in the US, or in Europe. Especially given that we have the right talent, it's a shame not to have success stories, and to grow these companies, and to create jobs and employment, and to create returns in the region, just because of one lacking part of the ecosystem. So, what drives me is the ability to create these success stories, because, then, everybody wins. And, you know, one success story might create 10,000 jobs, but it inspires a 100,000 people. And I think what we need in this part of the world is hope and inspiration, and the belief that we can do it.” Sweid is certainly optimistic about the MENA region and its prospects, and it’s hard not to be taken in by her enthusiasm and the work that she’s doing at Global Ventures. It may well be a long road ahead- but with people like Sweid along the way, the region seems to be well on its way to getting there.

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72 / ENTREPRENEUR.COM / October 2019 Allied Investment Partners, a partnership between Al Hail Holding and Future Capital, is raising an AED5 billion fund to invest in products that straddle across the risk spectrum by TAMARA PUPIC REWARDING RETURNS MONEY ECON Iyad Abu Hweij, Managing Director, Allied Investment Partners "THE FACT THAT SOME LOCAL ENTREPRENEURS HAVE FULLY OR PARTIALLY EXITED MEANS THAT THEY HAVE SEEN SOME ALIGNMENT OF INTERESTS WITH INTERNATIONAL PLAYERS." IMAGE CREDIT AIP A sk Shailesh Dash about the MENA region’s economic and investment landscape, and he will not blink when saying that local and international investor sentiment and con- fidence in the region is high. It is a statement one would expect from Dash, given that he is the founder and CEO of Al Masah Capital, Regulus Capital, and Future Capital, which are just a few of financial services companies he has founded over the last 25 years to promote ethical and socially responsible invest- ments in the region. However, for anyone out there doubting his words, the veteran of the MENA alternative investments sec- tor has added one more business to this list as proof that he wastes no time to move from words to action. In 2018, Allied Investment Partners (AIP), a private joint stock company that has been in business for more than a decade, was fully acquired by two new sharehold- ers, Abu Dhabi-based Al Hail Holding and Dash’s Future Capital, with an aim to expand the new partners’ global wealth management and asset management busi- ness. “AIP has been there since 2007, but it was not a very active business, and we thought that with new regulations coming in [in the UAE], it’s much more attractive to have an onshore business and more regulated business,” Dash explains. “It’s also in line with us helping with what the capital market in this part of the world is trying to achieve. We have never had such a license before [a fully-fledged investment license issued and regulated by the UAE Securities and Commodities Authority (SCA)], and we thought that it is a much more diversified license which would give us an opportunity to do a vari- ety of things we could not do before.” This new UAE-based wealth and asset management firm, Allied Investment Partners PJSC, is the brainchild of Iyad Abu Hweij, who has spent the last two decades leading financial houses in the GCC region, including being one of the co-founding team members at Al Masah Capital, before becoming the Managing Director of AIP. On top of Abu Hweji’s agenda today is raising an AED5 billion fund to invest in a series of products, and position AIM as a one-stop-shop for in- vestors seeking superior returns. “We are developing a new set of products which will be launched later this year,” Abu Hweji says. “These products will enable AIP to further address market demand for safe, liquid, and unique investments across different asset classes.” AIP already caters for a varied set of cli- ents, such as institutional clients, HNWIs and family offices, with a range of its ser- vices including asset management, wealth management, advisory, custody, research, and alternative investments. However, the appointment of a new board and the management team led by Abu Hweji has resulted in a new strategy- over the next four years, the AIM team will roll out five diversified investment products, each specifically developed for the needs of a region it will be targeting. The AIM’s new fixed income product will be mainly fo- cused on the MENA region, private capital on the MENA region and South East Asia, trade finance in Sub-Saharan Africa, and infrastructure in the GCC region. Last but not least, its venture capital arm will act as a global fund, but a large portion will be allocated to the MENA region. On the sidelines of the press conference announcing AIP and its new strategy, Abu Hweji talked about exit options avail- able to MENA scaleups interested to take their businesses to the next level- in

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73 October 2019 / ENTREPRENEUR.COM / REWARDING RETURNS | ALLIED INVESTMENT PARTNERS What the UAE’s business owners can expect (and stand to gain) from the country’s new permanent residency offering by SHAILESH DASH BOLSTERING THE FUTURE Shailesh Dash, CEO, Al Masah Capital >>> >>> particular, about what route they should take, i.e. through acquisitions, or initial public offerings. “Over the past few years, we have seen several successful startups, such as Careem, Fetchr, Dubbizle, and oth- ers, which today are regional names and companies that have achieved their vision, but now they face growth challenges,” Abu Hweji explains. “On the other hand, US or European markets are more mature than our market here, so given that those big companies have first-mover advantage, and can acquire our local players, since that complements their expansion strategy. We have seen acquisitions by international players who wanted to expand into our region. It would have been challenging for them to start up here on their own, and that’s why they prefer inorganic acquisi- tions, meaning they buy a local company, rebrand it and expand its skills and offer- ing. I am in favor of that model.” This model, Abu Hweji continues, is in line with the plans of many local entrepre- neurs. “Every entrepreneur today is open to bringing new shareholders onboard if their interests are aligned,” he says. “So, the fact that some local entrepreneurs have fully or partially exited means that they have seen some alignment of interests with international players, such as the inves- tors bringing added value to the table, and on how they could grow their business further or take it some other parts of the world. This is how entrepreneurs look at W hen the UAE government an- nounced in May that it would grant some 6,800 investors permanent residency under its new “Golden Card” system, the news was welcomed by business profession- als- a move that would largely stabilize the economy, and boost the property market. It’s a historic development in the timeline of the UAE economy. What can it mean, long-term, for business owners and SMEs? I believe the per- manent residency and long-term visas will help attract significant amounts of capital and skilled resources, if the policy is implemented properly. FOR THE LONG HAUL Traditionally, most expats have chosen to move to Dubai with a short-term plan- make lots of money, and then return home. Permanent residency al- lows them to think of life in the UAE as a long-term, rather than a short-term, solution. Business owners and SMEs can also begin to strategize differently. After all, make no mistake about the current contribution of SMEs- a 2018 study revealed that 47% of the Emirate’s GDP and 52% of its workforce comes via small to medium enterprises. Every savvy business owner knows the importance of short-term, medium- term and long-term planning- the first facilitating immediate tracking of im- provements, while the latter allows for evaluating progress towards eventual goals and targets. When investment and recruitment is long-term from the outset, it allows for long-term planning that encompasses major capital ex- penditure, such as purchasing equip- ment, property, and facilities. What excites me in particular is the emphasis on permanent residency for “exceptional talent,” and everybody who “positively contributes to the suc- cess story of the UAE,” as H.H. Sheikh Mohammed bin Rashid Al Maktoum, UAE Vice President and Prime Minister and Ruler of Dubai, said in the tweet that broke the news in May. When a destination incentivizes itself by offering permanent residency to tal- ented doctors, researchers, scientists, artists, and even students, we find ourselves overwhelmed by those who contribute to the knowledge economy. And we only have to look at South Ko- rea to realize how worthwhile superior education and an environment that nurtures intelligence is. And the potential for the property market is huge. Permanent residency is bound to make people reconsider their housing options, if they are to stay in the country for longer periods of time.

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74 / ENTREPRENEUR.COM / October 2019 MONEY ECON Shailesh Dash is an entrepreneur and financier with over 24 years of alternative investment experience. He has founded various financial services and operating ventures in the MENA and SE Asia regions. THE 100% OWNERSHIP FOR FOREIGN BUSINESSES WILL HELP ATTRACT INVESTMENT IN THE SECTOR- STIMULATING SMALL BUSINESSES ALREADY INVOLVED IN PROPERTY AND HOUSING, AND ANCILLARY AGENCIES TOO THAT CAN TAKE ADVANTAGE OF A MORE STABLE MARKET. these acquisitions, such as getting that new blood, new support to grow the business, but that, of course, does not mean that local entrepreneurs would not been able to grow their businesses themselves.” While Abu Hweji is wary of advising entrepreneurs to pursue an IPO route in the region at the moment, he also believes that local IPOs will become an interesting option for businesses in the near future. “The market in terms of IPOs is not [in] the right time,” he says. “If you look at the capital markets here, you need to have more volume and more mature markets, but I believe that as we speak, the local capital market is picking up, and maybe in the next period, we will have some IPOs in the UAE. Furthermore, Saudi Arabia has a few IPOs every year, which gives a good indicator as well, so I expect that the UAE’s IPO market will become more active the following few years.” Abu Hweji’s advice is sound as local and international media report of a long IPO drought on the local UAE market. The last IPO on the Dubai Financial Market was when Emaar Development sold US$1.3 billion in new shares, and Adnoc Distri- bution listed 10% of its shares on the Abu Dhabi Securities Exchange, the other of the UAE’s two main bourses, in late 2017. In the meantime, local companies have been looking at listing abroad. How- ever, the local capital market is expected to see more activity very soon mainly due to the UAE Cabinet’s decisions to allow 100% foreign ownership of companies in select sectors, raising foreign ownership limits, and launching long-term visas. With that in mind, Abu Hweji advises entrepreneurs to gauge carefully what is best for their business. “You cannot say whether it’s better to opt for an acquisi- tion or an IPO,” he says. “You need to look at what your shareholders require, and you need to balance between the achievements of your company, and what you and your shareholders want. IPOs confirm that there is a value in the company, in what has been built, and that once it’s liquid on the capital market, any investor who wants to exit can sell through the capital market. So, it’s just one of the exit options available to entre- preneurs today. But there is no one choice that can be considered better, since it depends on a case by case basis.” >>> The 100% ownership for foreign businesses will help attract invest- ment in the sector- stimulating small businesses already involved in property and housing, and ancillary agencies too that can take advantage of a more stable market. SMEs and entrepreneurs can afford to think long-term, and invest in new ideas and business models that center around property. If residency is longer, families and leisure time will now form a bigger part of what the UAE offers. While the area already has a reputation for world- class amenities and lifestyle (and is thought to be home to more than 55,000 millionaires), the expansion of permanent residency can only mean more of the same. BOLD AND TIMELY DECISIONS All in all, the policies the UAE govern- ment has put in place are positive and encouraging news for entrepreneurs, and they will certainly go a long way in attracting talent and capital to the country. But the policies need to be followed through with an enabling environment for entrepreneurs that al- lows for fundraising, and the creation of an infrastructure which will help small businesses succeed. What other moves will help? There needs to be a focus on long-term sustainability- perhaps through the expansion of the permanent residency scheme. We could look beyond invest- ment and skills to include working and self-employment, which would support SMEs in the UAE. You see this in permanent residency schemes in the EU. Take the EU Blue Card or work permit scheme, where holders can apply for permanent residency once they have worked for 21 months in a host state, or five years in any of the EU member states. In Germany, self-employed expats who have an established busi- ness and a secure livelihood are able to take up permanent residency in the country after three years. Some 80% of residents in the UAE are expats, so widening the scope of permanent residency is bound to benefit our economy now and for years to come, attracting more people who want to set up small businesses. In terms of the property market, the UAE government would be as well to take from the Singapore permanent residency model where holders can secure housing loans to buy property, and are able to buy resale government property managed by the country’s Housing and Development Board. Investment in real estate would add longevity to the property market. In- novative mortgage schemes such as interest-only plans like the ones avail- able in Europe and the US would also serve our country well. Because the outlay is low at the start, this allows affordable financing that both UAE nationals and expats can obtain easily. The next few years promise exciting times- it has never been a better time to be a man or a woman with a plan, the ambition, and the drive to succeed in the UAE. The government has put in place tools that prioritize long-term economic growth, where those with vision and daring have a real chance to succeed.

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ORGANIZED BY #WGES2019 20 – 21 st October 2019 Dubai International Convention & Exhibition Centre UNITED ARAB EMIRATES WORLD GREEN ECONOMY SUMMIT

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DRIVEN BY DEMAND ADVERTORIAL INAUGURAL PRIVATE LABEL AND LICENSING MIDDLE EAST EXPO TO SHINE LIGHT ON SOARING OPPORTUNITIES ACROSS REGION’S FOOD AND NON-FOOD FMCG SECTORS Private Label and Licensing Middle East 2019 is open from 10 am – 6 pm on 29-30 October and 10 am – 5pm on 31 October. For more information, visit www.prime-expo.com P rivate label products are poised to take up more space on offline and online retail shelves as major retailers around the world listen ever-more intently to their customers when it comes to price, quality and product options. That is the verdict of industry heavyweights ahead of the first Private Label and Licensing Middle East Exp, the MENA region’s first dedicated private label and licensing exhibition, which runs at Dubai World Trade Centre (DWTC) from 29-31 October. As consumer preferences and buying habits continue to evolve around the world, retailers spanning the full food and non-food FMCG sectors are constantly searching to expand their product offering to meet demand. Multinational corporations have succeeded in latching onto the growing global private label trend. Amazon, the world’s largest online retailer, which provides a platform for brands to sell their own private labels, recorded USD450 million in sales of its own branded products in 2017. MENA region primed for private label growth The trend is also gathering pace across the Middle East and North Africa (MENA). While private labelling is entrenched in sectors such as commercial aviation, hospitality and cosmetics, more brands across the full retail spectrum, from grocers to fashion retailers, are recognising the opportunities afforded by private labels. Such is industry demand for a dedicated platform, the inaugural Private Label and Licensing Middle Expo has attracted more than 130 specialist manufacturers from more than 50 countries with more than 5,000 local and international visitors expected descend on the three-day event to network and do business. Carrefour, the Retail Excellence Partner of Private Label and Licensing Middle East, has witnessed private label success with the introduction of its Bio line and Carrefour-branded products across the region. Miguel Povedano, the head of operational excellence for Carrefour in the region, explains that while the private label trend offers opportunities for brands to compete, it also encourages retailers to consider quality control and the end consumer. “Retailers have a responsibility to instill trust and demonstrate to customers that private label products are on par with their counterparts. The process with private label products starts with a benchmarking exercises, where retailers conduct research to identify the market- leading brands,” said Povedano, COO of UAE & Head of Operational Excellence, Carrefour of Majid Al Futtaim Retail. “The entire development cycle is intense and can take up to seven months, however we don’t stop there, we make sure to put all our products through quality assurance tests up to ten times a year.” The private label brand of Lulu Group, meanwhile, covers more than 2,500 products and having first hit the shelves a decade ago, Lulu branded products are now one of the retailer’s best sellers in its 179 stores across the UAE and wider Middle East, North Africa, India and the Far East. The first Private Label and Licensing Middle East expo, which will run alongside Gulfood Manufacturing 2019 allowing participants to explore the full business potential of the food industry supply chain, has come at an opportune moment for the UAE-based group as it looks to double its private label portfolio by next year. “We listen to feedback from our loyal customers and understand that we need to constantly innovate our products to meet those needs. We’ve seen strong growth in brand loyalty through our private label products. That loyalty is very important, which is why we are constantly on the lookout for new products to expand our portfolio,” said Mr Shamim Sainulabdeen, Head of Product Development Division of Lulu Group. “Our customers are looking for value for money and there is a shift in demand for locally produced products. Having our own private label brand allows us to deliver this as we source as many quality ingredients as possible from local suppliers. We also source the high- quality products from the most reliable leading manufactures around the globe”. As more retailers demonstrate agility to meet consumer demands and make their own mark in the private label space, the first Private Label and Licensing Middle East Expo is a significant step in shaping the sector’s future, says show organisers. “With more businesses across the food and non-food FMCG sectors realising and maximising the potential of private label, the inaugural Private Label and Licensing Expo is the industry meeting point that will help set the future agenda,” said Trixie LohMirmand, Senior Vice Presidents, Events and Exhibitions, DWTC. “Leveraging the co-location with Gulfood Manufacturing and Dubai’s strategic position as a business incubator, accelerator, and gateway to new markets, the three-day expo will be abuzz with industry- defining discussions, game-changing business opportunities and unprecedented networking,” added LohMirmind. The dedicated expo focused on private labelling, brand licensing and contract manufacturing includes a range of features designed to enhance the experience of visitors and exhibitors alike. A dedicated Hosted Buyers Programme has attracted pre-qualified buyers from F&B to FMCG with a purpose of sourcing new products; meeting with global suppliers and manufacturers offering new business opportunities, while the Meetings Programme will enable retailers and FMCG players to meet and network with providers. Furthermore, the RFP Portal for will allow buyers to upload purchasing requirements, receive proposals and schedule meetings ahead of the show. The Private Label & Licensing Middle East Summit will provide a tailored knowledge-exchange arena for industry experts to share insights on product innovations and the latest market trends, including sessions on ideation, distribution and customer loyalty. Elsewhere, Brand Licensing Workshops are free-to-attend sessions designed for manufacturers and retailers to understand the importance of product differentiation as a conduit to increasing bottom line.

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78 / ENTREPRENEUR.COM / October 2019 START IT UP ECOSYSTEM How the private sector can (and should) help startups succeed in the Arab world by JOE ABI AKL SHARED SUCCESS BY INTERACTING WITH STARTUPS, OUR OWN TEAMS GAIN NEW SKILLS AND INSIGHTS. WE DEVELOP A REPUTATION AS A FORWARD- LOOKING ORGANIZATION THAT IS OPEN TO INNOVATION, GIVING US ACCESS TO A WIDER POOL OF TALENT, AND MAKING IT EASIER TO ATTRACT THE PEOPLE WE NEED. City Center Bahrain IMAGE COURTESY MAJID AL FUTTAIM S haring doesn’t always come naturally in business. A fiercely competitive instinct is essential to win commercial success, and even more necessary to see off determined competitors. So, suggesting that companies should offer a helping hand to other businesses might seem strange. But that is exactly what es- tablished private sector play- ers in the Arab World must do. The startup sector needs our assistance, and it makes business sense. Entrepreneurship is deeply ingrained in Arab culture. Today, our startups are devel- oping a global reputation for innovation and agility that is richly deserved. According to MAGNiTT’s an- nual MENA Venture Invest- ment Report, 2018 saw a re- cord number of startup deals in the region, with nearly US$900 million invested in 366 deals. And while 2018 was a record-breaking year, 2019 has already witnessed the landmark sale of ride- sharing app Careem to Uber for more than $3 billion. Yet, despite these deals and the welcome government initiatives to make it easier to set up businesses, many start- ups face significant barriers. The population of the region is larger in size than the US and the EU, but the market is much more fragmented with complex regulatory landscapes and geographical challenges. There is also a lack of patient capital, particularly for companies looking to scale up their operations, while access to the right talent, advice, and expertise is often limited. A golden opportunity At the same time, established businesses in the region are facing their own challenges, to adapt and thrive in the digital world of the fourth industrial revolution. To take advantage of the opportunities that new technologies provide, we need to develop new products and ways of working. A narrow way of approach- ing this challenge would be to see only two alternatives: developing new capabilities in-house, or partnering with an already established service provider. Each has its draw- backs. Starting from scratch means investing time, money, and talent in an area outside your expertise, with no guar- antee the end product will even be worth it. In contrast, buying off the shelf (most likely from a supplier outside the region) means accepting a product that isn’t tailored to your particular needs. At Majid Al Futtaim, we see a golden opportunity in a third way– collaborating with startups. As a lifestyle conglomerate with extensive interests in retail, we look to work with partners that help us en- sure a signature end-to-end customer experience across all touchpoints.

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79 October 2019 / ENTREPRENEUR.COM / SHARED SUCCESS | HOW THE PRIVATE SECTOR CAN (AND SHOULD) HELP STARTUPS SUCCEED IN THE ARAB WORLD Joe Abi Akl is the Acting Chief Corporate Development Officer at Majid Al Futtaim, the leading shopping malls, retail, and leisure pioneer across the Middle East, Africa, and Asia. Joe is responsible for driving corporate and growth strategy, business development, M&A, startup investments, and strategic partnerships, and is a board member of several leading startups. He also oversees advanced analytics, digital and technology for the Group. Joe holds a multi-disciplinary engineering degree from Telecom Paris Tech and an MBA degree from INSEAD. He brings over 14 years of management consulting and corporate development experience in consumer and technology industries and real estate across the Middle East, S.E. Asia, Europe, and Africa. majidalfuttaim.com Record # of deals and $ funding in 2018 (excl. Souq & Careem) 366 deals marks a new record in investments in MENA based startups, up 3% from 2017. Another record of total funding when you remove previous investments in Souq.com and Careem, up 31% on 2017 Startups graduate to later stages of funding Maturity in the startup ecosystem has seen more startups raise later stages of investment, with 14% of all deals at series A, 3% at Series B, and 2% at Series C and higher in 2018 155+ institutions invested in MENA startups, 30% from outside the region 2018 saw a 5% increase in the number of institutions and angel groups investing in MENA-based startups, of which 47% had not previously invested in the region UAE remained the top destination for startup investment UAE accounted for 30% of all deals, while Egypt (22% of deals) saw the biggest increase of 7% and Lebanon (10% of deals) saw the biggest drop of 4% FinTech overtook E-commerce as the most actively invested industry FinTech, ranked first, accounted for 12% of all deals, while E-commerce came second (11%), followed by Delivery & Transport in third (9%) $893m Total Funding 366 Total Deals AS A LIFESTYLE CONGLOMERATE WITH EXTENSIVE INTERESTS IN RETAIL, WE LOOK TO WORK WITH PARTNERS THAT HELP US ENSURE A SIGNATURE END-TO- END CUSTOMER EXPERIENCE ACROSS ALL TOUCHPOINTS. MAGNiTT annual MENA Venture Investment Report INFOGRAPHIC © MAGNITT And it’s not just about financial in- vestment. Even more important to the startups’ success, we give them access to the resource that startups find hardest to reach: our customers. Not their data, of course– that is private. But custom- ers using our stores, malls, and digital assets can use the startups’ services to have a more compelling and personalized experience. One such example of collaboration is our partnership with a leading regional logistics startup with whom we launched a customized hands-free shopping experi- ence in our shopping malls. It adds value for our customers, and fits perfectly with our core mission. The obvious benefit for the startup is access to capital, but access to customers, capabilities, and physical footprint is even more powerful. And their success is good for our busi- ness too. We are able to provide a service much more quickly than if we had to develop it ourselves. We deal with entre- preneurs who bring fresh approaches and ideas. By interacting with startups, our own teams gain new skills and insights. We develop a reputation as a forward- looking organization that is open to in- novation, giving us access to a wider pool of talent, and making it easier to attract the people we need. Another example is our partnership with I.AM+ on its Omega platform. The AI powered “super app” will revolutionize consumer convenience by providing cus- tomers with a personal assistant that is integrated with multiple every day apps. Carrefour and VOX Cinemas customers will be the first to benefit, and we simply could not have done this on our own. But by working together from the start, we have been able to tailor a product specifi- cally to our customers’ needs. Spreading the benefits The benefits of investing in and collaborating with startups go beyond the immediate business relationship. A flourishing startup ecosystem is good for society more broadly. Social enterprises across the globe are making a real difference to people’s lives– we have seen this first hand with Enable, a UAE-based home and garden brand that offers a range of products assembled by people with cognitive disabilities. For each product sold, 15% of the sale price goes back to the employee who created it. Rather than investing capital, we provided something more beneficial: business plan guidance, and distribution through our Carrefour stores. Education is another area where the private sector can make a dramatic impact on the region’s long-term growth prospects by enabling the next generation of entrepreneurs. In Jordan, for example, Parachute 16 has set up almost 90 innovation labs and incubators for young people and students, in partnership with national and international organizations, to grow the next generation of entrepreneurs. The Arab world needs thriving startups to truly deliver on its potential. By cham- pioning them, the private sector can help everyone share in their success.

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80 / ENTREPRENEUR.COM / October 2019 What it’s like launching a fintech startup in the UAE by IAN DILLON Rolling with the punches START IT UP ECOSYSTEM IMAGE COURTESY NOW MONEY NOW Money founders Ian Dillon and Katharine Budd NOW Money app WE’VE JUST CLOSED A FUNDING ROUND, LED BY THE UK’S LEADING FINTECH VENTURE CAPITAL INVESTOR. WE ARE WORKING HARD ON ADDING ADDITIONAL EXCHANGE AND OTHER PARTNERS TO OUR NETWORK TO GIVE OUR CUSTOMERS MORE CHOICES, PREPARING FOR UPCOMING LAUNCHES TO SAUDI ARABIA AND BAHRAIN I t took us four years, but we launched our fintech startup NOW Money in May this year, and the reception so far has made it all worth it. We started NOW Money in the summer of 2015. Back then, we didn’t yet know how little we knew about what we were trying to do and how to do it, but we did know exactly the problem we wanted to solve. Bank accounts are often accessible only to those that earn over AED5,000 per month. In the GCC, there are 25 million low income workers that earn less than this. This means no bank accounts, no online payments, no ability to send money home using cheap online providers that almost everyone from Europe is used to. Our goal was to provide the best account in the GCC, with these excluded workers our customers. My co-founder, Katharine Budd, and I had seen the suc- cess of the new mobile only “challenger banks” that had started in the UK- the likes of Monzo, Startling, and Revolut. Customers loved them and had a passion for them that had never been seen for banks and financial services companies before. We wanted to do the same thing first in the UAE, and then across the GCC. These days, startup and fintech are the new big buz- zwords. Billions are invested into fintech startups annually; many people have entrepre- neurial ambitions to start or work at a startup, and a num- ber of corporates have strate- gies to partner with or support entrepreneurs and startups. However, in 2015, mindsets were completely different. Almost no one understood why we’d left well paid jobs or the corporate ladder. We were laughed out of meetings, often told that what we were trying to do was impossible. We couldn’t get legal support, couldn’t get a bank account ourselves, and were light years away from being able to raise funding. We made life hard for ourselves by being focused on remaining independent, creat- ing our own technology, and providing the best customer service possible from day one, and the delays were demoraliz- ing, and at times, we wondered if we’d ever get to launch. However, with persistence, we broke down each of the barriers, and four years (and a lot more grey hairs) later, we launched in May this year. We had to overcome so many challenges in those four years to launch, the most time- consuming being banking (try getting an account, let alone a banking partnership as a fintech startup in the UAE) and regulatory issues. These barriers took so long to break down that we had got used to running the company in a cycle of break down a barrier, move to the next problem, raise funding to keep the lights on, repeat. So, when we had finally received the last of the approv- als required earlier this year and launched, it all felt quite surreal.

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81 October 2019 / ENTREPRENEUR.COM / ROLLING WITH THE PUNCHES | WHAT IT’S LIKE LAUNCHING A FINTECH STARTUP IN THE UAE Ian Dillon is the co-founder of NOW Money. Ian was educated at Cambridge and Exeter Universities. Whilst at Cambridge, he started a successful e-commerce business, which has recently been sold. Ian’s former banking career was spent at HSBC, working in retail and corporate banking and FX, before taking a management role within investment banking capital markets. In 2015, he co-founded NOW Money, an accounts and remittance service for the unbanked population of the Middle East. nowmoney.me NOW Money app The NOW Money team For the first time, and after years of planning, we had customers. This meant the problems we had to solve quickly changed from dealing with bankers, regulators, and investors, to issues such as customers losing their cards, remittances being delayed, customers not having the right documentation to open an account, etc. We realized that even with the most compre- hensive planning, you cannot prepare for (and have no idea of) what will happen until you launch! We’ve learned to be very nimble and adaptable, aided by our incredible in- house team of tech developers that are all with us in Dubai and everyone in the company (and this means everyone!) is on the ground with customers at least once a fortnight. We believe it is this connection with our customers, and our ability to innovate quickly to optimize ourselves around their needs, which sets us apart from the competition. The satisfaction and valida- tion of our mission that we’ve seen since launching has been immense. Numbers of custom- ers continue to grow strongly -we’ll accept over 2,000 new customers in September alone- but the most pleasing thing has been the reception from customers. With an ac- count through NOW Money, it would be easy for our custom- ers to use the MasterCard we provide to take their salary out at an ATM, and continue to spend this cash in the same way in which they did before, and at first, they did. In our first month in May, just 12% of our customers used the ac- count for anything other than cash withdrawal. However, since then, the engagement has exploded as customers discover the range of ser- vices available to them in the app- services that save them significant amounts of time and money, which ultimately ends up in the hands of their families back home. And as word of mouth spreads amongst our custom- ers, the change in behavior has happened rapidly. Last month, almost 60% of our customers made an in-app transaction or significant card spend in-store, and this ratio is continuing to trend strongly upwards. More importantly, the direct feedback we collect daily has been overwhelmingly positive, with customers used to often being ignored surprised that a company would go to such lengths to provide a great solu- tion for them. It is also pleas- ing is to see the appreciation of their employers. Employers in the UAE often get a bad rap for the way they treat staff- but those we’ve worked with really do care, and on a couple of occasions, I have even been called directly to thank us for providing a service their employees like so much, and that provides them with the financial independence they’ve not experienced before. This has led to employers referring us to other corporates in their networks- the very best form of sales lead. We’ve just closed a funding round, led by the UK’s leading fintech venture capital inves- tor. We are working hard on adding additional exchange and other partners to our network to give our customers more choices, preparing for upcoming launches to Saudi Arabia and Bahrain, and work- ing on an offering for SMEs in the UAE. But one goal that will remain our number one prior- ity -the same mission that got Katharine and I through the tough times for four years- is providing the best account in the GCC for our customers. We don’t believe that income, nationality, or any other fac- tor should stop anyone from having the best experience and loving their account, and so far, the response we’ve seen from our customers is proving that it isn’t.

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82 / ENTREPRENEUR.COM / October 2019 Egypt’s Halan is keen to dominate the ride-hailing space for two and three-wheelers by PAMELLA DE LEON For the underserved communities START IT UP Q&A IMAGE COURTESY HALAN “WHILE EVERYBODY IS FIGHTING TO BRING RIDE- HAILING TO ONE BILLION PEOPLE IN THE WORLD, HALAN IS FOCUSING ON THE REMAINING SIX BILLION.” Mounir Nakhla, founder and CEO, Halan A side from private cars, taxis, and other four-wheeled vehi- cles, an ubiquitous sight on the streets of Cairo (and in other parts of the MENA, as well as the world at large) are the three-wheeled tuktuks and two-wheeled motorcycles to navigate daily traffic- and taking a bite out of the opportunity in the alternative transport market is Egypt- born startup Halan. The ride-sharing app for tuktuks, motorcycles, and tricycles -a first in the region- was launched in November 2017 in underserved communi- ties in Cairo where roads tend to be too narrow for cars, and provided a cheaper alternative to cars and buses. It grew across Giza, Alexandria, Minya, Luxor and Qalyubia governorates, and expanded to Sudan in 2018. It also offers on-demand logistics solutions to support large organi- zations and small businesses alike in their distribution and supply chain. Founded by Mounir Nakhla and Ahmed Mohsen, the former had the lightbulb moment when the idea was proposed to him by one of Gojek’s seed investors. After meeting Nad- iem Makarim, the CEO of Gojek, a startup that has been dubbed Indonesia’s first unicorn venture and has grown as an on- demand tech company for the transport, payment, and food sector, Nakhla was in- spired from its success, and saw potential for a similar impact in Egypt. With Egypt’s population of more than 100 million, internet penetration, fast-growing sales of smartphone devices and a growing use of mobile apps, all the elements were posi- tive, he notes. “Transportation is one of the fastest ways of acquiring customers by solving a real need, and we wanted to be the app of choice for the underserved,” he says. “Egypt has north of 700,000 tuktuks already operating as taxis, and just over 1.5 million two-wheeler vehicles, used for both personal transportation and for delivery services, and this is where Halan comes in.” As part of the startup’s efforts to organize the market and ensure safety, Nakhla says they also have a meticu- lous screening process when recruiting drivers. Besides offering convenience to customers, Nakhla says they also provide incremental business for their drivers, and thus increase their incomes. The founder and CEO is no stranger to working with Egypt’s mobility scene and underserved communities- he co-founded Mashroey, an Egypt-based light trans- port financing business, and Tasaheel, an Egypt-based micro-financing venture, which Nakhla says, has served more than 1 million customers combined. And the rest of the founding team are veterans in the transport field too: co-founder and CTO Ahmed Mohsen has published several pa- pers in IEEE on AI, was part of the found- ing team and a shareholder in SecureMisr, a security consultancy company in Egypt, and founded MusicQ and CircleTie. Plus Mohamed Aboulnaga, Careem’s former Regional Director and Fawry’s Busi- ness Development Manager, joined as co-founder and COO. They also have key members who have worked previously with Uber and Ghabbour Auto, which has resulted in a team that is comprised of “technically very competent, passion- ate, creative, results-driven individuals with a high work ethic. Each one with a unique strength, that when brought to- gether make for an unrivalled team.” After launching in 2017, Nakhla says that the company was doing around 50,000 rides by March 2018, and they closed their Se- ries A round in the same year in a round co-led by Battery Road Ventures Hold- ings (BRVH) and Algebra Ventures. As for their funding, Nakhla put in 20% of the seed capital, and raised the rest from Raouf Ghabbour, founder of GB Auto, as well as BRVH. According to Nakhla, Halan has so far raised single-digit millions in total, and are currently in the process of their Series B funding round. The com- pany’s business model involves taking a percentage of the ride fare as commission. Currently serving more than 100,000 customers, Halan has exceeded 10 mil- lion rides and operates in around 20-25 cities in Egypt and Sudan. As for its

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83 October 2019 / ENTREPRENEUR.COM / FOR THE UNDERSERVED COMMUNITIES | HALAN IS KEEN TO DOMINATE THE RIDE HAILING SPACE The Halan team Halan app on-demand logistics offering, Halan is currently partnering with prominent names in the fast food industry, including McDonald’s, KFC, Pizza Hut, Hardees, and many more. The startup has also been recently awarded Fastest-Growing Mo- bility Solution in the Market during the second edition of the E-Commerce Summit in September this year. With respect to the tech startup’s initial process on onboarding tuktuk drivers to utilize the online platform, though that may seem to have been a challenge at first, Na- khla recalls his and his team’s surprise on how seamless it was to onboard drivers, as it was probably due to the wide- spread usage of the internet and smartphones. “It is impor- tant to note that ride-hailing is already an integral part of our culture. What Halan did was organize it and ensured a safe and reliable service for its customers.” However, Nakhla says that the biggest hurdle has been adapting to the “very fast-paced growth, building an organization that can sup- port it and promote further growth, while introducing new verticals and business lines.” With Egypt’s market, Nakhla says they’re set on building “multiple verticals on the back of mobility” to address consumer needs. Focusing on this seems to have been the strategy as well as the startup expanded to Sudan in 2018. “Sudan, hit all the right boxes: a large population size that is mostly underserved, and a big fleet of two and three-wheeler vehicles. It was also easy from a UI point of view, since the language is the same.” The company’s tactics to cater to Sudan’s market differed as they faced different issues- the founder and CEO says they had to adapt and maneuver around restrictions in general, and specifically to those on online marketing and social media. In Sudan, the company has gone ahead with a lot of direct mar- keting, such as on-ground acti- vations and outdoor billboards in order to raise awareness. “If the political environment was more stable, our growth would have multiplied even further,” he adds. As a ride-sharing venture, it’s inevitable to compare the startup as it competes to bigger players in the region such as Careem and Uber. But Nakhla believes this is isn’t the case. “While Uber and Careem dominate the ride- hailing space for four-wheeled vehicles, Halan dominates the space for two and three- wheelers. We ventured into this space due to its enormous, untapped potential, and to solve for the great need for safe and reliable means of transportation in communities where we operate. This service is much needed in areas with poor urban planning and villages characterized with many narrow, unpaved streets, where cars cannot enter.” Oscar Salazar, Uber’s founding CTO, who joined Halan as an investor and board member, also comments, “While everybody is fighting to bring ride-hailing to one billion people in the world, Halan is focusing on the remaining six billion.” But the team is also keen on the positive impact of the success of Careem’s exit as it confirms the value of MENA-born startups. As for competitors in the micro- transportation space, Nakhla comments, “We only have direct competition in 30% of our business line, within which Halan is in the lead. We do not have formalized competition in 70% of our business.” He names two factors as competition instead: tuktuk ownership (which is currently declining), and potential customers who still choose to hail a tuktuk the traditional way. To cope with that, the team aims to make the tech for their service to be the most effective and efficient for the customer. “By improving trackability, we make it safer for women to use this mode of transformation, and users in general to use it at night, and by increasing proximity, we save the customer an average 5-10-minute walk to the nearest main street every time.” As the startup faces various issues, Nakhla says the one tactic he keeps in mind is, “to do what others don’t, and to go where others have never been before.” As someone who has professed to have had a strong entrepreneurial spirit at a young age, Nakhla says, identifying opportunities comes naturally for him, “I get excited with ventures that serve a large number of people and solve a real need for the people. When it comes to execution, I would build strong teams, but [would] always pay attention to details.” He reminds entrepreneurs: “What might seem as a big problem can be a huge opportunity- always look for the opportu- nity.” And what’s next for the startup? Nakhla’s ultimate goal is to become Egypt’s “super app,” with verticals coming up including logistics and payment, to name a few. It’s also expanding to more cities in more parts of Egypt, namely Sharqeya, Daqahleya, Damietta, Qena, and Gharbeya. Plus, they’re also expanding to Ethiopia soon, with tests un- derway by a team in Adama, a small village away from Addis Ababa, the country’s capi- tal city, and wherein they’re aiming to recruit drivers from before launching country- wide. Keep your eyes on this venture- this is definitely a startup on the rise!

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84 / ENTREPRENEUR.COM / October 2019 How we got our company to be recognized as one of the fastest growing agencies in the world by TOM OTTON Tom Otton is the founder and Managing Director of Create Media Group, a fast-paced digital communications agency with a multi- faceted team of 70, that work with clients such as Emirates Airline, Expo 2020, and Dubai Tourism. He spends his spare time chasing goals in extreme endurance, including twice completing the 250km Marathon Des Sables. createmedia-group.com The winning formula ‘TREPONOMICS PRO The Create Media Group team IMAGE COURTESY CREATE MEDIA GROUP C haotic, excit­ ing, relentless; all words to describe an intense journey for Create Media Group over the past three years. We have grown our digital agency from 20 to 75 people, with an average annual growth rate of +65%, all without the comforts of financing, and we recently got recognized by Adweek as one of the 100 fastest grow­ ing agencies in the world! There are many ways to drive growth- it’s rarely lin­ ear, and often takes years of groundwork to get that “for­ mula” right. Tech companies often buck that trend, but, in a service-based business, it takes time, thousands of decisions, and patience. You’d think that when a business is achieving growth like this, the internal focus must be very much on sales targets, and a relentless drive for more. Well, actually, no. This is not where our focus has been, we have done things a little differently, and it’s worked out. Our formula is likely something you’ve heard before, but talking about it, and actually imple­ menting it are two very dif­ ferent things. Here are some factors that have worked for us at Create Media Group: 1. Build a safe environment When you are prepared to drop a AED500,000 client because of the way they interact with your team, then you are going in the right direction. A relentless focus on fostering an inclusive culture so strong and safe that the team only need to concentrate on what they are good at will do wonders to what a business can achieve. Cut the politics, the gossip, and whenever you have the opportunity to do the right thing, do the right thing. 2. Lose the ego and insecuri­ ties Many negative behaviors in the workplace are due to people bringing insecurities to work, and that starts with management. The manage­ ment style sets the tone for the rest of the business, what is valued internally, and what is not. If the senior team are constantly trying to outdo each other to receive recognition, you can bet that will filter down. So will not having an ego, listening to every opinion, and col­ lectively backing each other up. Again, so much more can be achieved if everyone is working together towards a common goal, and not in competition with each other. We all have our own skillsets. 3. Learn to watch and listen The market is slow? That is your opportunity. When we are seeing disruption across industries in the way we are now, there is a real chance for growth, but you need to watch and listen. By listen, I mean listen at the coalface, not in reports and papers. Get in front of your clients, and ask them where their pain points are, and what do they need. Repeat, repeat, repeat. This isn’t rocket science, but if you get it right, you can build a rocket. 4. Be flexible, be fast More established businesses, the big advertising agencies as a prime example, are structured to deliver a certain set of services in a certain way, and they’re often very good at that. What they are not good at is change, and the speed that is required in a disrupted market. As an SME, you need to stay nimble, and reduce bureaucracy at every touchpoint. As you grow, it will creep in, half of it will be just for the sake of it. Remember what is important, make decisions quickly, and as Richard Branson says: “Always protect the downside.” After all, you want this to be a long game, not a quick one.

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