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For the long haul Six tips to ensure your business enjoys long-lasting success raising the game The CEO of Qatar Financial Centre Authority on bringing the ‘best in breed’ businesses to Qatar Aysha Al Mudahka Passion as capital The CEO of Qatar Business Incubation Center wants to steer Qatar’s entrepreneurs toward a more prosperous future Money matters your business needs to get right- and thus gain a competitive advantage in the market Five financial elements Yousuf Mohamed Al-Jaida 9 7 7 2 3 1 2 5 9 5 0 0 0 > FEBRUARY 2017 | www.entrepreneur.com/me | QAR15

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february 2017 Entrepreneur 3 24 Aysha Al Mudahka, CEO, QBIC CONTENTS february 2017 18 18 INNOVATOR: Raising the game Qatar Financial Centre Authority CEO Yousuf Mohamed Al-Jaida on bringing the ‘best in breed’ businesses to Qatar. 24 INNOVATOR: Passion as capital Qatar Business Incubation Center CEO Aysha Al Mudahka wants to steer Qatar’s entrepreneurs toward a more prosperous future. 28 ‘TREPONOMICS: PRO The entrepreneur’s HR playbook A three-part guide to best practices in HR for all stages of your business. 68 START IT UP: ECOSYSTEM Ramesh Jagannathan, Managing Director of startAD, the innovation and entrepreneurship platform at NYU Abu Dhabi, lists three steps to building a sustainable entrepreneurial economy in the UAE. 74 START IT UP: Q&A Keeping things local Jordan-based CashBasha enables MENA shoppers to shop on international e-commerce portals like Amazon- with cash. 44 TECH: SHINY #TamTalksTech Gadgets and doodads that you might’ve missed out on, sourced by a tech aficionado. Yes, it’s okay to want them all… and no, it’s not our fault. Yousuf Mohamed Al-Jaida, CEO, Qatar Financial Centre Authority

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Entrepreneur february 2017 6 CONTENTS 80 Lilian Barbosa, Haya Al Ghanim and Amina Ahmadi, co-founders, Oola Sports february 2017 60 MONEY: ASK THE MONEY GUY Maximizing value Investor, advisor, and entrepreneur Ara Sahakian explains four strategies you can use to better your business’s chance of a successful exit. 66 START IT UP: ECOSYSTEM The generation gap Entrepreneurs Paul Kenny and Rajesh Sajnani compare and contrast old school practices with millennial outlooks on starting your own business. 82 ‘TREPONOMICS: SKILLSET For the long haul Appetite Group co-founders Suzi Croft and Manar Al Jayouchi list six ways to ensure long-lasting success for your business. 14 EDITOR’S NOTE By Aby Sam Thomas 62 MONEY: VC VIEWPOINT Moving ahead Jon Richards, co-founder and CEO of compareit4me. com, on why the UAE’s new venture capital regulations will help the ecosystem. 48 ‘treponomics: ESQUIRE GUY Are you avoiding the telephone? The Esquire Guy wants you to stop texting and emailing- and start calling instead. 36 The Ford booth at the CES show in Las Vegas, January 2017 ford ces image © kooby dagan / shutterstock 44 Sony Portable Ultra Short Throw Projector

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Entrepreneur february 2017 8 CONTENTS february 2017 78 David Llorente, CEO, Narrativa at 48 Forward 74 CashBasha team wins at Startup Istanbul 2016 52 CULTURE: LIFE Lost in translation Unisono’s Founding Partner Liam Farrell offers a checklist that can help you better your communication in the multicultural Middle East. 72 START IT UP: ECOSYSTEM Calling fintech entrepreneurs Global consulting firm Accenture has joined hands with Dubai International Financial Centre (DIFC) to launch FinTech Hive. 78 START IT UP: Q&A Weaving stories from data UAE-based natural language generation startup Narrativa uses AI to generate content at scale. 50 CULTURE: LIFE Making good habits stick James Clear explains how the “Paper Clip Strategy” can help you to stop procrastinating on your goals. 46 CULTURE: TRAPPINGS ‘Trep gear The executive selection for the entrepreneur on your list. Okay, maybe for a little self-reward as well. 56 MONEY: YOUR MONEY Money matters Athena CFO co-founders Dr. Christiane Schloderer and Heather Henyon explain the five key financial elements that can endanger your venture if not managed properly. 46 TAG Heuer Carrera Caliber 16 Day-Date Chronograph Black Titanium

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Entrepreneur february 2017 10 SUBSCRIBE Contact subscriptions@bncpublishing.net to receive Entrepreneur Middle East every issue EDITOR IN CHIEF Aby Sam Thomas editor@bncpublishing.net CEO Wissam Younane wissam@bncpublishing.net MANAGING DIRECTOR Walid Zok walid@bncpublishing.net DIRECTOR Rabih Najm rabih@bncpublishing.net CREATIVE LEAD Odette Kahwagi STARTUPS SECTION EDITOR Pamella de Leon COLUMNIST Sindhu Hariharan COLUMNIST Tamara Clarke COLUMNIST Shoug Al Nafisi SENIOR JOURNALIST Aparajita Mukherjee EVENTS LIAISON Mark Anthony Monzon PO Box 502511 Dubai, United Arab Emirates P +971 4 4200 506 | F +971 4 4200 196 For all commercial enquiries related to Entrepreneur Middle East contact sales@bncpublishing.net All rights reserved © 2016. Opinions expressed are solely those of the contributors. Entrepreneur Middle East and all subsidiary publications in the MENA region are officially licensed exclusively to BNC Publishing in the MENA region by Entrepreneur Media Inc. No part of this magazine may be reproduced or transmitted in any form or by any means without written permission of the publisher. Printed by Raidy Emirates Printing Group LLC www.raidy.com Images used in Entrepreneur Middle East are credited when necessary. Attributed use of copyrighted images with permission. All images not credited otherwise Shutterstock. Manar Al-Jayouchi Suhail Al Masri Fida Chaaban James Clear Suzi Croft Liam Farrell Heather Henyon Ramesh Jagganathan Paul Kenny Kristofer Kumfert Ross McCammon Neil Petch James Randall Jon Richards Ara Sahakian Rajesh Sajnani Dr. Christiane Scholderer Anton Van Der Walt CONTRIBUTING WRITERS www.entrepreneur.com/me Access fresh content daily on our website! MIDDLE EAST EntMagazineME @EntMagazineME Entrepreneur-me EntrepreneurMiddleEast EntMagazineME EntMagazineME EntMagazineME 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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IN 1934, BRITANNIA DIDN’T JUST RULE THE WAVES On October 22nd 1934, two exhausted airmen landed on a racecourse in Melbourne, surrounded by cheering crowds. Flying a specially-built De Havilland Comet DH-88, Charles Scott and Tom Campbell Black set a new record, flying the 11,000 miles from England in just 71 hours. The Bremont DH-88 commemorates their aircraft and their achievement. Containing actual material from the record-breaking plane, the Bremont DH-88 is available now in a strictly limited edition. But it won’t be available for long. Fifty One East · Doha, Qatar · T: +974 4436 1111

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Entrepreneur february 2017 12 EDITOR’S NOTE Aby Sam Thomas Editor in Chief @thisisaby aby@bncpublishing.net Ambition overdrive Your ideas are great- but do you also know how to get them implemented? I love people who come to me with ideas. But I hate people who come to me with only ideas. Does that make any sense? I feel like the above sentiment will strike a chord with those of you who work with those amazingly imaginative folk who are seemingly always abounding with ideas on how the business can do better for itself. I’ve found that these apparently enter- prising thinkers are often the bosses or entrepreneurs running the show, and as a result, one feels almost obliged to take their thoughts seriously, given that it was their ideas that got the whole enterprise started in the first place. However, as the oft-repeated aphorism goes, ideas are worth nothing if not executed properly, and a complaint that I often hear from people who work at startups and corporates alike is how their employers come up with fantastic new schemes to build up their companies, but then fail to offer any sort of roadmap or plan for the same. After all, such ideas require time, resources, and yes, a lot of work to be properly implemented- but more often than not, such considerations are sadly overlooked or ignored. And when this happens, the workforce -especially those at a startup- find themselves grappling with the extra workload, which then soon leads to things falling through the cracks, and a pervading sense of frustration in the team at large. So how do you avoid this from happening in your enterprise? Well, I’m no management expert, but the answer, I think, lies in first respecting the people you have on board, and the work that they do for you. Sure, it’s important that you, as the leader, keep spurring your employees to go above and beyond what they might think themselves capable of doing, but do understand that there are limits to how much you can do this as well. Take time to understand your personnel’s day-to-day workloads, and know that for every new task you throw on their heads, they have to reas- sign time and resources from their existing ones. Being appreciative of this will allow you to add a dose of reality to the ideas you come up with for building up your company- this way, you won’t affect business as usual, and your team morale will stay positive as well. By the way, all of this is not to say that you should put a stop to the stream of ideas that flow out of you- my only suggestion is that you devise plans for their execution as well. Doing that will see you better equipped to realize those ambitions of yours- and that’s always a good thing.

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Entrepreneur february 2017 14 Q atar Chamber of Com- merce and Industry (QCCI) organized the 2nd SMEs Conference at The Ritz Carlton Doha in January, which was held under the patronage of Prime Minister and Interior Minister, H.E. Sheikh Abdul- lah bin Nasser bin Khalifa Al-Thani, and inaugurated by Deputy Prime Minister and Minister of State for Cabinet Affairs, H.E. Ahmed bin Abdullah bin Zaid Al Mahmoud. This year’s edition of the conference was held under the framework of economic partnership between Qatar and Turkey, represented by the Union Chambers and Commodity Exchanges of Turkey (TOBB). The event saw QCCI and TOBB make a cooperation agree- ment, signed by the QCCI Chairman Sheikh Khalifa bin Jassim Al-Thani and TOBB president M. Rifat Hisarcıklıoglu, with the aim of strengthening cooperation between the two agencies, develop its small and me- dium sized enterprise sector, and facilitate exchange of best practices in the SME industry. In his address to the audience, Qatar Chamber Chairman Sheikh Khalifa bin Jassim bin Mohammed Al- Thani, who is also Chairman of the Board of Directors of the International Chamber of Commerce in Qatar, said that the country had realized the importance of the role played by the SME sector, and hence has modernized legislations and promoted initiatives to enable these businesses to increase their contribution to the gross domestic product. With respect to the subject of funding for SMEs, Khalid Al Mana, Executive Direc- tor of Business Finance of Qatar Development Bank (QDB), noted, “It all boils down to risk, and QDB works with local banks to provide guarantees, though we do not work on a day-to-day basis on funding SMEs. Our guarantees serve the twin purpose of SME develop- ment, and promoting lending to the sector.” At the same time, Salvino Salvaggio, Research Director – ICT, at Qatar Science & Technology Park (QSTP), noted how his organization was helping change the landscape for SMEs in the country. “95- 97% of the private sector in countries such as Qatar are SMEs, in recognition of which we, at QSTP, have established a product devel- opment fund to help fund SMEs.” The recap: Qatar Chamber’s 2nd SMEs Conference Impacting the economy in pictures images courtesy qatar Chamber of Commerce and Industry By Aparajita Mukherjee

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Porto Arabia Towers Doha, Qatar ������������������������������ Hill International The Global Leader in Managing Construction Risk www.hillintl.com ����������������������������������������������������������������������� ��������������������������������������������������������������������� �������������������������������������������������������������������������� ������������������������������������������������������������������������ ������������������������������������������������������������������������� ��������������������������������������������������������������������� �������������������� ���������������������������������������������������������������������������� ��������������������������������������������������������������������� ������������������������������������������������������������������������� ����������������������������������������������� �������������������������� ������������������������� �������������������������� If you can imagine it, we can manage it. �������������������� Doha, Qatar �������������� Doha, Qatar Viva Bahriya Towers Doha, Qatar

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Entrepreneur february 2017 16 IN THE LOOP Stepping up STEP Group raises US$2 million in funding from regional and global investors We have a winner! NOW Money will represent the GCC at The Venture 2017 Ray Dargham, co-founder and CEO, STEP Group A team at the Enterprise Challenge Qatar image source: step group | chivas the venture NOW Money’s Katharine Budd and Ian Dillon, winners of Chivas The Venture Gulf Regional Final A fter months of search, pitches and selections, the hunt is over- NOW Money was selected as the winner of the GCC edition of The Venture 2017, a global social entrepreneurship competition seeking innovative startups with social impact and viable business model, at a ceremony conducted on January 18, 2017 at the Intercontinental Dubai Marina Hotel. Founded by duo Katharine Budd and Ian Dillon, the fintech app offering an alternative to banks and remittance fees for low-income employees competed against three other finalists: Health Gate, a developer for non-toxic and chemical-free sanitary products for women and children; ilovemypocket, a lifestyle brand enabling its consumers to donate to education-centered NGOs; and Chari Cycles, a brand upcycling vintage and used bicycle frames, while funding bicycles for children in Middle East refugee camps. Organized by Chivas, the finals of The Venture GCC 2017 consisted of a pitching round and a Q&A portion with the competition’s judges, which consisted of Yogesh Mehta, Managing Director of Petrochem Middle East; Soushiant Zanganehpour, founder of Tribeca Impact Partners; Charles Blaschke, co-founder of Taka Solutions and winner of The Venture 2016 GCC; Jeremy Lawrence, Editor in Chief of Esquire Middle East, and Gaurav Sabharwal, Managing Director of Pernod Ricard Gulf, who commented on NOW Money’s scalability and social impact potential as essential factors to their win. For the GCC 2017 winner, the journey is just beginning- NOW Money is one of 30 startups competing in the global finals of The Venture. Next up, besides mentorship opportunities, NOW Money will be heading for a training camp at the University of Oxford by the Skoll Centre for Social Entrepreneurship in the UK in March, and finally, they would be heading for the finals in Los Angeles, US in July to pitch for a chance for a share of the US$1 million funding prize. Given that they represent the GCC, here’s to the region rooting for NOW Money- all the best! S TEP Group, the organizer of STEP Conference, one of the largest technology events in the Middle East, has closed a Series A funding round of US$2 million from investors includ- ing Wamda Capital, Equitrust, Dubai Silicon Oasis Authority, and global VC firm North Base Media. The startup, which also owns news and entertainment platforms stepfeed. com, yallafeed.com, and the recently acquired video platform Arab Vines, believes that the deal is a shot in the arm both for the group’s ambitions to “build the #1 modern and tech powered new media company in MENA,” and the region’s larger new media space. In a state- ment on the fundraise, STEP Group co-founder & CEO Ray Dar- gham said that the financial support will be used to bridge “a growing gap between Arab millennials and the mainstream media” with a “dy- namic” media platform. “We aim to more than quadruple the user base across our platforms within the next twelve months to reach more than 10 million users and 30+ million monthly views, and further develop our recently launched STEP Video capability,” said Dargham. Speaking to Wamda, he added that he “was inspired by global models, looking to replicate the Vox model of a platform that uses multiple industry verticals, and the Buzzfeed creativity when producing content.” Industry reports suggest that while the appetite for digital Arabic con- tent in modern formats is increas- ing among millennials, there is a large market gap when it comes to platforms supplying them. Khaled Talhouni, Managing Partner, Wamda Capital, believes that STEP Group has “recognized and taken owner- ship” of this growing need. “This investment comes as part of Wamda Capital’s thesis of investing in unique and emerging regional digital assets that are founded and managed by extraordinary entrepreneurs,” he said in a statement. Interestingly, STEP Group rep- resents the first investment in the Middle East for North Base Media, a media industry-focused VC firm. Besides STEP’s recent inroads into video content through Arab Vines, this year’s STEP Conference (an event which is said to have tripled in size since it began in 2012) will include the launch of STEP Music- a concept created in partnership with Middle East music streaming service Anghami to bring together record labels, producers and artists to explore trends and challenges facing the industry. www.stepconference.com

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Entrepreneur february 2017 18 T he Qatar Financial Centre (QFC) has come a long way since its incep- tion in 2005, be it with the continuous development of its corporate strategy, the widening of its platform, or the permitted activities and regulations. In explaining the basic function of the QFC, Yousuf Mohamed Al-Jaida, CEO of Qatar Financial Centre Authority, says that QFC is “neither an offshore centre, nor a free trade zone, but an onshore platform,” noting how it enables international firms to operate in Qatar without restrictions on cur- rency or trade, and under one of the most favorable tax environments in the world. But Al-Jaida is quick to clarify that QFC is not just a platform for enterprises out- side of Qatar. “A financial and business centre can’t just be created by attract- ing foreign companies. To be a true business centre, Qatar needs to nurture and support the growth of local companies as well. The QFC plays an important role in supporting this aspect of Qatar’s growth- more than 30% of our licensed com- panies are local; in our con- versations with them, these local firms acknowledge the QFC’s robust legislation as an important facilitator in their success as they expand in Qatar and beyond.” >>> INNOVATOR Ahmad Hanandeh, CEO, Zain Jordan Raising the game Yousuf Mohamed Al-Jaida The CEO of Qatar Financial Centre Authority on bringing the ‘best in breed’ businesses to Qatar By Aparajita Mukherjee

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february 2017 Entrepreneur 19 Qatar Financial Centre Authority CEO Yousuf Mohamed Al-Jaida

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Entrepreneur february 2017 20 Since 2005, the QFC has li- censed over 300 firms, with approximately QAR75 billion in assets, with those firms distributing over QAR1.5 billion in salaries per year. “Several of these institutions began by providing services in Qatar without immedi- ately having a formal pres- ence here. So an important benefit to the local economy is that QFC is a catalyst to on-shoring businesses,” explains Al-Jaida. “Recently, Qatar First Bank became the first Qatari QFC-licensed firm to be listed on the Qatar Exchange. This and several other local success stories add to the real impact that the QFC has on Qatar’s econ- omy.” The QFC Law provides for a broad range of activities to be conducted in or from the QFC- these include non- regulated activities (that do not require extensive super- vision), whereas regulated activities (those conducted by financial service firms, such as banking, insurance or securities businesses) require close and continuing scrutiny to ensure prudential soundness and the proper conduct of those businesses. Classifying the several kinds of companies within QFC, Al-Jaida mentions that several of these companies are specialist companies op- erating in knowledge-based industries, for example research services (Bloomberg & Thomson Reuters), valu- ation services (ValuStrat) and Management consulting (PWC, McKinsey). “Their presence in Qatar facilitates information sharing and capacity transfer to the local economy,” says Al- Jaida. While the size of a company that comes into Qatar through QFC is not the most important criteria, QFC’s main purpose, clarifies Al-Jaida, is to act as an ideal platform for international companies who want to expand their business activi- ties to Qatar and the region. One of the huge benefits that QFC offers its licensed enti- ties is having its own legal, regulatory, tax and business infrastructure, which allows 100% foreign ownership, unlimited repatriation of profits, no restriction on the currency used for trading and the competitive cor- porate flat tax rate of 10% on locally-sourced profits, which is adjusted for tax purposes and determined on the basis of Generally Ac- cepted Accounting Principles (IFRS, UK and US GGAP). Commenting on the transi- tion from a zero-tax regime to the levy of tax by QFC on its licensed firms since the QFC Law No. 7 of 2005 provided for an initial tax holiday of three years for QFC entities (extended, later, to five years), Al-Jaida says, “The QFC approach in respect of tax, which is unique in the region, is not to provide companies with permanent tax holidays or to market itself as a free zone or a tax haven. Instead, it took the option of setting itself up as a location where financial services provid- ers and other businesses can operate freely onshore (in Qatar), regionally and internationally, while being subject to a transparent, fair and competitive tax regime.” Al-Jaida clarifies that the QFC tax regulations (which became effective on January 1, 2010) provide for a ter- ritorial tax system whereby only locally sourced income is taxable. “In other words, income that is derived from activities performed outside Qatar is not taxable.” Clari- fying that the tax imposition has had its advantages as opposed to a permanent tax INNOVATOR “Recently, Qatar First Bank became the first Qatari QFC-licensed firm to be listed on the Qatar Exchange. This and several other local success stories add to the real impact that the QFC has on Qatar’s economy.” www.qfc.qa

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february 2017 Entrepreneur 21 holiday, Al-Jaida mentions that the flat tax has made it possible for any foreign company’s branch operation at QFC to offset its corporate tax against the tax liability of the company’s head office, often even in the absence of a tax treaty. “This is because the tax law of most devel- oped countries provide for unilateral tax credit relief. This possibility would not be available if, instead of corporate tax, QFC entities were subject to service fees or other levies,” explains Al-Jaida. Another important advan- tage, according to Al-Jaida, of being subject to tax in the QFC is the access to the benefits and protections provided by the wide tax treaty network of the State of Qatar. He informs that Qatar has more than 60 effective tax treaties, and being subject to tax is often a requirement to get access to these treaties, particu- larly now in this post-Base Erosion and Profit Shifting era (or BEPS, a project initi- ated by the Organization of Economic Development and Cooperation) to tackle tax avoidance. Tax treaty ben- efits include mainly lower taxation thresholds and withholding tax rates, avail- ability of foreign tax credit, access to the Mutual Agree- ment Procedure (a dispute resolution mechanism) and protection against discrimi- nation. Al-Jaida adds that on the back of the Gulf Coop- eration Council’s decision to introduce Value Added Tax (VAT), by its very nature, being an international treaty, the agreement introducing VAT will apply to all com- panies in Qatar (including QFC entities) regardless of any relief or exceptions pro- vided for, in domestic laws. “However,” he clarifies, “the implementation of the tax still requires the enactment of a domestic VAT law, which will stipulate in full the details. We know that the Ministry of Finance is work- ing on this, and is putting in place appropriate resources to make the implementation of the tax a success.” QFC is not the only finan- cial centre in the region within the GCC, with Dubai International Financial Centre being the most proximate, which could compete with the QFC in at- tracting international firms. But Al-Jaida rules out the idea of QFC competing with any other regional financial centre. “Every financial centre has its own business model,” he explains. “Thus we are not in direct competi- tion with other financial centres in the region, with our own model being that of an onshore platform that allows licensed companies to operate freely within Qatar, and with any other institu- tion, in any currency. QFC’s objective is to promote Qatar both regionally and glob- ally. Qatar’s Gross Domestic Product continues to grow favorably in comparison to other oil-exporting countries in the Middle East, and Qa- tar has maintained its credit rating, one of the highest in the world. The strength and stability of Qatar’s market makes it an ideal candidate for businesses looking to ex- pand to Qatar and beyond.” QFC started with bringing in financial services com- panies into the country and later expanded to include management consultancy, recruitment, sports and entertainment, engineering, and claims services. Speak- ing about the advantages that this widening of the types of companies has brought about, Al-Jaida lists out three specific eco- nomic impacts: direct impact (based on direct business benefits from the entities and companies that QFC has brought into the country); indirect impacts (from enti- ties and companies by >>> more than 30% of our licensed companies are local; in our conversations with them, these local firms acknowledge the QFC’s robust legislation as an important facilitator in their success as they expand in Qatar and beyond.” 1. Measure your risks “While successful entrepreneurs are often stereotyped as having an almost unhealthy appetite for risk, a risk-loving personality is certainly not a prerequisite for becoming a successful entrepreneur, so weigh your risks well and don’t let your passion and belief in your idea blind you to unnecessary risk.” 2. Always have a detailed plan “An in-depth plan that fully details how you will tackle the challenges ahead is an absolute necessity. The plan should define the opportunities for growth, the mission, the target, measurable goals and deadline for each milestone along the way.” 3. Surround yourself with the right people “Knowing people who can be your mentor or offer strategic advice is important but having the right people with you on the ground is equally important. Build your staff with smart, talented, and driven employees who share your vision.” 4. Have confidence in your business idea “There will always be people who will criticize you and your business model. Ignore the doubters. If you believe that you have found a good product or service, then go for it. Yes, there may be a few rejections but use these to improve your business instead of letting it drag you down.” 5. Find a healthy work-life balance “Running a successful business requires an inordinate amount of time and energy. It is paramount to find a healthy work-life balance, even though it can be a challenge to do so.” The Executive Summary Yousuf Mohamed Al-Jaida’s tips for entrepreneurs

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Entrepreneur february 2017 22 widening the supply chain); and induced impacts (from direct and indirect employee spending benefits). “Howev- er,” Al-Jaida clarifies, “QFC’s contribution goes beyond the economic contribution; the foreign companies we attract bring along an additional human element, high caliber staff, knowledge and know- how that contributes to the growth and diversification of the local economy and is transferred to the local popu- lation, creating a deep talent pool that, in turn, benefits the economy as a whole.” On QFC’s role as a catalyst to boosting the entrepre- neurial culture among the Qatari youth, Al-Jaida opines that the QFC is instrumental in opening up the private sector in Qatar and exhibit- ing the ‘best in breed’ of a huge variety of businesses. Citing examples, Al-Jaida mentions, “We have, for example, attracted some of the biggest management con- sultancies in the world and various professional service firms that are quite new to the region. A by-product of having these firms on the peninsula is the knowledge and expertise they bring, all of which will circulate in the economy and undoubtedly inspire both the local youth and industry veterans to start their own ventures and widen their aspirations to go beyond merely seeking jobs to creating them.” In addition, towards promoting the entrepreneurial mind set, QFC has taken a more struc- tural approach by investing in a partnership with the Qatar Finance and Business Academy in a number of educational schemes aimed at preparing and equipping the local human capital and developing the financial services industry as a key source of sustainable growth for its citizens and residents alike. Training programs such as “Kawader” and the “Future CEO Programme” developed jointly with QFBA have been designed to rein- force the development of the human capital and recognize the highly skilled human capital as a foundation for entrepreneurship, private sector diversification and ultimately the prosperity and sustainability of the Qatari economy. The current hydrocarbon pricing in the international market, in the opinion of Al-Jaida, has presented an opportunity for substantial growth in market sectors such as financial and man- agement consultancies that are not directly affected by the fluctuations in the price of energy. “These sectors are naturally thriving in the re- gion as it moves and matures to more diverse, sustainable, knowledge-based economies. The QFC has recently shifted its strategy to pay more focus on attracting firms that will serve its purpose of helping in diversifying the economy in line with the Qatar National Vision 2030.” In addition to domestic initiatives, QFC, in 2016 also launched its Asia Roadshow which included events in the UAE, India and Japan. According to Al-Jaida, “In Japan and India, we were provided with an opportunity to sit down with prominent Japanese and Indian inves- tors to discuss investment prospects in the country, and get them acquainted with the support provided by the QFC to the firms to expand globally, and eventually lead to promote the Japanese and Indian trade and investment presence in Qatar.” He adds that as part of this year’s roadshows, QFC is looking at Germany, UK, China, Singa- pore, USA and UAE. Reflecting on the decade- long journey that the QFC has made since its establish- ment in 2005, Al-Jaida says, “The most important of learning throughout our journey, in my opinion, is the realization that today’s busi- ness environment dictates that our laws, regulations, policies and strategies are, in fact, responsive and require continuous commitment to evolve and develop them fur- ther.” With a futuristic tone, he signs off, “Staying ahead of the curve is a major re- sponsibility, which entails a lot of dedication, hard work, unconditional investment and belief in our most impor- tant asset, human capital, as keys to success.” INNOVATOR “the foreign companies we attract bring along an additional human element, high caliber staff, knowledge and know-how that contributes to the growth and diversification of the local economy and is transferred to the local population, creating a deep talent pool that, in turn, benefits the economy as a whole.” Qatar Financial Centre Authority CEO Yousuf Mohamed Al-Jaida

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The Regional Leaders of Construction Evolution Over 25 flourishing years, ACICO Group sustained a sophisticated position in GCC & the Middle East as the ideal partner for every property owner, regardless to its type, throughout the entire project’s life cycle, from construction to management. 00965-1888811 ACICO INDUSTRIES CO. (K.S.C) PUBLIC www.acicogroup.com

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“At QBIC, we welcome startups with potential to grow, and equip them with the tools and facilities they need to reach new levels and scale up. Our mission is to create the next QAR100 million Qatari companies.” Aysha Al Mudahka, CEO, Qatar Business Incubation Center INNOVATOR INNOVATOR Entrepreneur february 2017 24

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february 2017 Entrepreneur 25 I t’s an exciting time to be an entrepreneur in this part of the world,” says Aysha Al Mudahka, CEO of Qatar Business Incubation Center (QBIC), and before you dismiss this notion of hers as an oft- repeated trope, know that she has good reasons to back it up as well. “We see that many populations around the world are aging, while the Arabic-speaking world is, I think, about 50% under the age of 25, and we have a large, educated, connected middle class. That’s a factor in remaining competitive; we have an advantage there, we’re young in this part of the world. None of us knows what AlphaGo and self-driv- ing cars are going to mean for the labor markets in 10 years, but we do know that the Arab world is predicted to witness 7% above the global average for internet penetra- tion by 2018, and that’s an advantage.” With this being the case, it should therefore come as no surprise as to why entrepre- neurship has been a priority for the Qatar government for quite some time now. After all, according to Al Mudahka, for over 20 years now, the state has been striving to develop a knowledge-based economy, moving away from being a rentier state and developing a solid, booming private sector. “The country has built the necessary infrastructure, fostered edu- cation, technology, research and innovation, as well as many other aspects that sup- port this ambition,” she says. “We’re already witnessing change and development in various areas, especially when it comes to education and personal development.” Explaining QBIC’s role in the overall rubric of the govern- ment’s plans, Al Mudahka says, “QBIC fits within the entrepreneurship, startup development and incubation aspect of the SME vision that Qatar Development Bank (QDB) is executing, as well as Nama (previ- ously known as the Social Development Center)- they are our founders. At QBIC, we welcome startups with potential to grow, and equip them with the tools and facilities they need to reach new levels and scale up. Our mission is to create the next QAR100 million Qatari companies, and to make sure that they survive the initial stages of joining the private sector and eventually grow into an SME.” Realizing this mission will require changes in the country’s landscape as well, and Al Mudhahka notes that there are a number of reforms taking place in this regard- for instance, the Passion as capital Aysha Al Mudahka The CEO of Qatar Business Incubation Center wants to steer Qatar’s entrepreneurs toward a more prosperous future INNOVATOR By Aparajita Mukherjee • Works with two groups of entrepreneurs - those who have an idea and would like to turn into a business; and those with an existing small-scale startup looking for support to accelerate and grow. • Provides them with free office spaces, mentoring, coaching and a chance to enroll in one of their flagship programs: LeanStartup (LSP) or the LeanScaleup (LSUP) Program, both which are based on the “lean” methodology, initially founded by Eric Ries. Also on offer are smart financing, legal support, coaching/mentoring and an equity share. • Both LSP and LSUP allow entrepreneurs to partake without having a business plan, or specific degrees required to start a business. It takes the entrepreneur’s idea, and quickly transforms it into a tangible product or service –a Minimum Viable Product- while being as cost-efficient as it can, to test it in the market to see if the product is needed and wanted by the target customers. • Offers entrepreneurs a seed fund of up to QAR300,000, which is then turned into equity shares. If a company requires additional funds then we refer them to our founder, QDB, as they have specially decided support systems and services for entrepreneurs. www.qbic.qa The modus operandi How QBIC helps entrepreneurs >>>

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Entrepreneur february 2017 26 Ministry of Economy and Commerce recently launched a new mobile application where one can register a company and manage most of the official documents needed. Moreover, 30% of public tenders, going forward, will be dedicated exclusively to SMEs which, in Al-Mudahka’s opinion, “is a very strategic approach, and will ensure that SMEs and startups can find good business opportunities and chances to grow. It’s really a perfect time for such policy to be in place, and I hope to see our entrepreneurs making use of such support, which is offered by QDB through a conference known as Moushtarayt, aimed at creating business opportuni- ties for SMEs and startups.” From QBIC’s standpoint, the organization teaches entrepreneurs a methodol- ogy that makes it easier for them to invest less money and give more time and commitment to work on a minimum viable product (MVP), try and test it in the market, generate revenue, and then out of this revenue, start scaling up slowly. “We use the lean methodology to educate startups,” explains Al Mudahka. “The meth- odology and the mindset should be there before we introduce money. We do not give them all the money they need at once; we start with QAR100,000 for three months and test what they do with it, what they do with activating their company, what they do with the cus- tomer validation, and creat- ing a second MVP.” During this stage, it can be assessed if the business can survive or not. If they succeed, the business will remain there for two years, and QBIC will have them accelerate during that time. “Therefore, by the second year, they are ready to exit the incubator. They’re always sheltered under QBIC’s umbrella, and we end up taking a lot of their risks for them. This is why we have a strict evalu- ation process and regular milestone meetings.” Al Mu- dahka reveals that till date, QBIC has incubated over 50 companies that range from a variety of different industries in the past two years. From a personal standpoint, Al Mudahka feels a strong connection with the QBIC community- she explains that it’s hard not to feel very connected with something one is passionate about, with a team that brings in inter- esting ideas for businesses and how to take the economy forward. “I’m not really sure if that’s something to do with age,” she says. “I feel sure I’m still going to feel that strong desire for engagement and interest in the future when I’m older. At the same time, of course, it is great to be able to stand as an example for what is possible. If I can do it, why can’t others? And indeed others are doing the same. There are a lot of young Arab entrepreneurs.” As for her own career trajectory, Al Mudahka began her professional life at Qatar INNOVATOR Aysha Al Mudahka, CEO, QBIC “QBIC fits within the entrepreneurship, startup development and incubation aspect of the SME vision that Qatar Development Bank (QDB) is executing, as well as Nama (previously known as the Social Development Center)- they are our founders.”

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february 2017 Entrepreneur 27 Financial Center, which was then working on a new project aimed at promoting Qatar globally, as the ulti- mate upcoming destination for business investments. “It was a great learning experience for me, and I had the chance to network and connect with business lead- ers and influencers.” From there, the next destination was to Wharton Business School of the University of Pennsylvania, in the US for an executive course that lasted for a month, followed by an internship in one of the largest insurance broker companies in New York at the peak of the financial crisis in 2008. “It was a very challenging time for me to be involved in this sector, and from my experience, I decided that insurance was not the path for me.” But the stay in New York City exposed Al Mudahka to a number of startups –this included small boutiques, small projects in the field of arts, culture, social me- dia, e-solutions, food and beverage– which inspired her to get more involved in this realm, and she ended up joining a program at Carnegie Mellon University in Qatar (CMUQ), related to corporate innovation and en- trepreneurship. “It is at that stage that I realized my true calling- to focus on women’s development in the work- force, alongside innovation and entrepreneurship. From that point, I became more involved with entrepreneur- ship. It has been eight years now that I have been work- ing in this field, and being part of its development and really laying the foundations for a strong private sector, has made my career so much more worthwhile.” Given her current position and her career trajectory, it should come as no surprise that Al Mudahka is a role model for many women, and she doesn’t hesitate from speaking up for her peers as well. She sheds light on a white paper produced by Education For Employment in collaboration with Bayt.com and YouGov en- titled, First Jobs for Young Women in the Middle East and North Africa, which says that if women’s participa- tion in labor markets in the MENA equaled that of men’s, the regional GDP could rise by 47% over the next de- cade, and the MENA region alone could realize US$600 billion annually in economic impact (US$2.7 trillion by 2025). “This shows that there is actually more of an opportunity for women to start their own business than to join the workforce, because the latter requires 100% commitment,” Al Mudahka notes. “Unlike a full-time office job, entre- preneurship grants women the opportunity to work from home, or from a place of comfort.” She adds that if we want a smarter economy, “not merely an economy trying to play catch-up with America regarding working women while America plays catch-up with Sweden, then the economy has to reflect the way we do things here. It has to be a transformation taking us towards our own ideal society, not someone else’s. The economy is a function of human interac- tion and transaction. It is not separate from culture, history, religious practice, society’s expectations, people’s behavior. All of that means that women in the Arabic world can and should work if they want to.” It’s clear that Al Mudahka is thus a firm champion of entrepreneurship in Qatar, but given that we live in a culture where failure is still considered taboo, I ask her what she recommends for people wrestling with this kind of self-doubt. “Dealing with failures in public is not something that is favorable,” she agrees. “But we are very blessed to have families that always protect us -maybe a little bit too much- in order for us to take risks, which is both a blessing and a curse. As far as entrepreneurship is concerned, in order to achieve success, risks need to be taken and challenges overcome, and sometimes, that means you need to fail and try again.” And that’s where institutions like QBIC come into play- Al Mudahka says she and her team are there to help people succeed, and that includes helping people who may find it dif- ficult to rise again after a setback. “Failure is part of anyone’s lifecycle; it is one step to move forward and to become even more success- ful,” she says. “It is just one of the lessons that you have to go through to pick up the next opportunity, and move forward. If an entrepreneur is passionate enough, then failure will never be the end of your journey.” QBIC has partnered with Qatar Tourism Authority (QTA) to set up a specialized incubator called QBIC Tourism that will enable entrepreneurs to develop products and services to enhance the Qatar tourism experience, by providing them with unique business development tools and access to insight and guidance from QTA decision-makers. “We have incubated seven companies so far, and have received hundreds of applications for aspiring entrepreneurs,” Al Mudahka says. “We have recently partnered with Ooredoo Qatar, focusing on digital solutions,” she adds. “Together, we set up a specialized incubator called Digital and Beyond, which focuses on startups with digital solutions in a variety of sectors including: healthcare, sports, public services or finance and have incubated five startups, with many more ideas and applicants in the pipeline. We only launched this project a few months ago. It has already gained tremendous popularity amongst aspiring entrepreneurs.” Partnering for progress QBIC CEO Aysha Al Mudahka on enabling collaborations to push the SME sector forward QBIC winning Startup Hub of the Year at Entrepreneur Qatar’s 2016 Enterprise Agility Awards

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The entrepreneur’s HR playbook [The how-to] part one part two part three Initiating innovation Through the good and the bad The (essential) talent qualifier checklist Furthering the role of HR in change management Securing employee loyalty in the Middle East Six tips to guide the hiring process for your organization Entrepreneur february 2017 28 A guide to best practices in HR for all stages of your business

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february 2017 Entrepreneur 29 The entrepreneur’s HR playbook [The how-to] part one The (essential) talent qualifier checklist Six tips to guide the hiring process for your organization By Neil Petch 2 1 Put the candidate on edge. See if you can make them squirm by giving them real challenges and tasks to tackle in the interview. There comes a time for most entrepreneurs when they consider –however briefly– the thought of taking on an employee. After all, if you want your business to grow, if you do want to build something that leaves a mark on this world, that lifts you up to true entrepreneurial greatness (and that makes you a rich individual in the process), then you won’t be getting there alone. A team is needed. You need to build, and you need to have that “team work” mindset from day one. Hiring the right people is thus key to your company’s growth- and this means that you need to pay close attention to how you go about doing just that. Set aside time and effort to do this right, and rest assured your startup will be better off because of it. True entrepreneurs know that the best way to grow a business is to build a winning team. That team of talent you must be constantly building will, after all, be constantly building your busi- ness. And so it goes without saying that the search for those with the “right stuff” needs to be high up on the busi- ness owner’s to-do list at any given time. But if we are to be honest, talent building is no easy task. And if we need evidence of this, there are plenty of stats out there to illustrate just how often it can go sideways. For example, Leadership IQ’s Global Talent Manage- ment survey quizzed 5,000 hiring man- agers on their experiences, and found that a whopping 81% of new hires fall short of what they were brought on board to do. And here’s the thing: a lot of the time, it is very hard to get a feel for the situa- tion in advance. If we look to the Lead- ership IQ study, the main reasons given for the “falling short” were things like coachability (unable to learn), lack of emotional intelligence, lack of motiva- tion, and temperament. You can do your best to screen in that job interview, but the reality is that some of the shortcom- ings will only be revealed once the hire is made and the person starts work. This is not to say you are at the mercy of it all. Rather, it just means you have to ensure that your hiring process is checking the right boxes. And you really need to succeed here, because part of the issue with employing someone new is that if you do get it wrong, by the time you are aware of the underper- formance, that person is likely tangled into your company structure, and “un- tangling” is often tricky and expensive. But to be clear, the worst of it is in fact the missed opportunity costs that come with not having hired that right person who would have, by now, already been serving up wins for you. Indeed, we want to get this right as often as we can. And so with that in mind, let’s take a look at what you entrepreneurs out there should be considering when screening to fill any and all positions at your company. Be determined to uncover the fit (or lack thereof) First off, try and master the ability to spot the difference between those who can talk the talk and those who can truly walk the walk. Job interviews can get rather social, and so it’s impor- tant to ensure that as the interviewer, you don’t forget to come out of the interview stage knowing that the candi- date’s skills are suitable for the job– not simply that they are a nice person. Pinpoint the essential list of “must- have” skills for the job, and try and get real-life examples from the interviewees, pushing them hard to demonstrate how they match your needs. Be ruthless here and press and press until you either get confirmation or conclude that the matchup is simply not there. Should you indeed get confirmation that this is a potential fit, then move on to your “would like to have’s.” These can be soft skills or extras that are not essential– perhaps a second language, or just the fact that they are so darn like- able. Just let them talk a lot and keep prodding with your well-timed ques- tions. They are there to prove them- selves and you must not settle until your gut tells you that you have screened as much as you needed to, and that you have the essential info required about their ability to meet the specific job requirements. Push on the “above and beyond” We sometimes trans- fer our own expectations onto other people and make assump- tions that they would be happy and capable of handling the “above and beyond.” When we do this in the context of business expectations, that could end up being a problem. >>>

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Entrepreneur february 2017 30 They are there to prove themselves and you must not settle until your gut tells you that you have screened as much as you needed to. The entrepreneur’s HR playbook [The how-to] Neil Petch is the Chairman of Virtugroup. Petch founded Virtuzone in 2009 before launching Virtugroup, a holding company that has a wider mandate of supporting startups from establishment; to successful market entry; and all the way through to exit. Petch is also the Chairman of DIFC-regulated GMG, established in 2010 with offices in Dubai, UAE and London, U.K., providing brokerage services for commercial and investment banks globally. His most recent venture, PrimalMD, was launched in the health sector and focuses on helping doctors addressing the root cause of illness rather than simply treating the symptoms. 4 5 6 3 Let’s take the publishing world, for instance, where I spent a great deal of my career. Doing a bit (or a lot) of overtime near to deadline is something that the industry demands. If you have a monthly publication, for example, it’s costly to miss a printing slot and every- one pulls some overtime to hit the date. So, how willing and able to put in that overtime is the job candidate sitting in front of you? You need to probe. Ask questions like: “How will you manage working the oc- casional weekend? Will there be prob- lems with that?” And do not, for exam- ple, ask: “Are you willing to...?”, which is a different kind of question and easier to answer with a non-committal “yes.” This is not about forcing people to work extra hours. Nor is it about trying to build a company culture where people feel obliged to work extra hours out of fear. But for me, that willingness to go the extra mile at times will always be a prerequisite for hiring for any posi- tion. Put them on edge Testing for resourcefulness, resilience and versatility may seem a challeng- ing prospect. You can try to ask direct questions to get direct examples, such as, “Give me an example of a time you handled a difficult client.” But best even to take it up a notch. Give specific tests with a time limit, for exam- ple– such as the famous sales ability test where the interviewer produces an object, and says: “Sell me this.” The point here –and what is a com- mon theme for me when it comes to interviewing in general– is to again push yourself to uncover the right info. Make the interview hard on you and the candi- date, and try and get as practical as pos- sible. You need to, after all, get a great deal of clarity if you are to have a real shot at identifying those who are going to do the job versus those who are going to actually help your company grow. So stay away from the conventional, and put the candidate on edge. See if you can make them squirm by giving them real challenges and tasks to tackle in the interview. Think these through well, and plan for them. Even test them out on existing employees in simulated interviews to see just what sort of info they reveal. If you can put someone who already has the job on edge, then any candidate who manages the task coolly is a serious candidate indeed. Read between the lines for staying power When look- ing at someone’s work history you can see the pattern of their movement through employ- ment and to some degree work out their “employability.” And here you’ll want to be on the lookout for those that tend to hop from one job to another without too much of a care, as that’s a pattern that rarely changes. Just be aware, though, that the “hoppers” often do quite a good job of CV manipulation in order to patch up those holes, and so you need to make sure to ask questions to double check if those timelines are accurate. Quiz them at length on their experience in the plac- es they have worked, and straight out ask them about the timelines and see if they start to give nervous answers. And yes, always do check a reference or two. Now to be fair, some may have moved from place to place until the point they landed in your interview chair because they are ambitious and have been searching for the right position (and you may just be serving that up). So don’t be automatically judgmental. But do red flag it and use the opportunity to get to the bottom of someone’s motivation on the job and whether you feel that your working environment is a right fit for them. Check your role as the hir- er– what message are you giving out? This advice is to do with sending out the right bait to hook the right fish. To some you may be selling a “life role,” and that’s important for you to understand. Before you even advertise the role, then, define your hypothetical target personality and the qualities that person is likely to have. Once you’ve got that sorted, then you can sit down and write up the job proposition in ways that you believe would appeal to the right person. Good things happen when you truly understand and communicate the role according to such principles. In reality, though, this is not something that is done enough in the recruiting process. It is, rather, too often a case of simply grabbing the job description template and filling in a few blanks. But believe me when I tell you that this lays the foundation for a successful hiring ini- tiative and that the extra time upfront could end up paying off well into the future. Take your time Now I’ll leave you with what is for me always the best bit of advice to keep in mind when it comes to the human resources side of things: “Hire slowly, but fire quickly.” The point is of course not to sound harsh. But the reality is this: if you are going to rush anything, it should not be the decision to hire in the first place, because the fallout from the wrong hire is simply too expensive, too stressful, and truly unfair to all involved. So take your time where possible, and where not possible, still take your time. Because what good, after all, is fill- ing a position quickly when you really haven’t filled it at all? That is, can we say the position has actually been filled if someone unsuitable has been chosen to fill it? We cannot. As I mentioned upfront, real entrepre- neurs know that the best way to grow a business is to build a winning team. Which is why real entrepreneurs actu- ally relish the hiring process despite it having the potential to be both ex- tremely time consuming and, yes, even agonizing on occasion. But indeed, there can be no corner- cutting here. It’s that simple. Any laziness now will only result in more work for you later. And that logic alone should be enough for you to never again settle for anything less than the best when it comes to the HR effort at your company.

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Entrepreneur february 2017 32 The entrepreneur’s HR playbook [The how-to] infographics © bayt.com Through the good and the bad 9 part two By Suhail Al-Masri Securing employee loyalty in the Middle East IN YOUR OPINION, EMPLOYEE LOYALTY MEANS EMPLOYEE LOYALTY IS MORE THAN THE NUMBER OF YEARS SPENT AT THE SAME COMPANY COMPANIES HIGHLY VALUE LOYALTY 33.3% 30.3% 25.3% 11.1% Maintaining company confidentiality even after resigning Being dedicated and abiding to the company’s values and rules Being proactive and invested in promoting the company’s vision Staying with a company for many years of professionals said that they are “extremely” or “very” loyal to the companies they work at 79.4% of professionals are planning to stay with their current company for at least 2 years 31% of employers are interested in having loyal employees 76.6% O nce you have got the best people onboard your enter- prise, it’s then important to not be complacent about your employees- doing so will see you losing your best people, and we all know that recruiting a new person will involve a lot of time, ener- gy and cost, all of which are resources that startups or SMEs cannot afford to waste. To retain talent, you need to secure their loyalty, and that means you, the entrepreneur at the helm of the company, need to be consistently reviewing the work environment that you are building in your organization. Remember, employee loyalty is not something you can be lax about- it is a key indicator of your startup’s ef- ficiency, and your likelihood of success in the long term. Companies are highly interested in dis- covering the best practices out there for securing top talent. Every employer wants to make sure every new member they add to the company is able to contribute positively. But sometimes, companies find themselves without a clear plan to engage those employees who have long ago passed the screening and hiring phases. Namely, those who have began their months and years of hard work and dedication, and are no longer under the spotlight. Some em- ployees might’ve assimilated so well to the company culture and work requirement that it is hard to recall their induction phase. Others have proven to be extremely talented and skillful to the extent that they are taken for granted, which could cause them to feel neglected or underval- ued at times. The reality is, it takes just as much effort to retain top talent as it does to find them in the first place. Employee loyalty often comes to focus around this time of the year. Having undergone a busy season of perfor- mance evaluations, feedback, and pos- sible promotions or salary raises, most professionals find it now appropriate to evaluate their career trajectory and to begin making adjustments as they see fit. Having said that, employee loyalty is not a seasonal topic. It is, in fact, one of the most important indicators of efficient work environments; it affects individual performance and often correlates with overall productivity and healthy work dynamics. A Bayt.com poll, Employee Loy- alty in the Middle East and North Africa, revealed that nearly nine in 10 respond- ents (88.9%) agree that high employee loyalty drives more productivity in the workplace. Many managers and business leaders would be happy to hear that 79.4% of respondents from the Middle East and North Africa (MENA) said that they are loyal to their companies. But take that with a grain of salt: employee loyalty is not unconditional. There are several requisites that professionals always expect to have and there are many areas that could be enhanced in order to truly secure employee loyalty. Employee loyalty can quickly decline if companies stop listening to their employees and finding new methods to give them the necessary career boost. What employee loyalty really means Many companies mistakenly look at only one element when measuring employee loyalty. It is easy to get this wrong but employee loyalty is not synonymous with retention rate. Surely, with higher employee attrition loyalty will suffer, but employee loyalty comprises many more el- ements. In fact, only 11.1% of profession- als polled by Bayt.com, the Middle East’s leading job site, associate the number of years at a company with loyalty, making it the least commonly cited one.

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february 2017 Entrepreneur 33 THE MAJORITY OF PROFESSIONALS ARE SATISFIED WITH THEIR COMPANY AND ENGAGED AT WORK THERE SEEMS TO BE A SPLIT ON WHETHER AGE AFFECTS LOYALTY TO THE COMPANY BENEFITS OF EMPLOYEE LOYALTY I AM SATISFIED WITH THE COMPANY I WORK AT Do you agree, older generations and more experienced professional are generally more loyal than fresh grads and millennials? I AM HIGHLY ENGAGED AT WORK Strongly agree 38.8% Strongly agree 50.1% Somewhat agree 16.5% Neutral 26.9% Somewhat disagree 9.2% Strongly disagree 8.6% Somewhat agree 40.9% Neutral 6.2% Somewhat disagree 1.2% Strongly disagree 1.6% Strongly agree 21.1% Somewhat agree 26.8% Neutral 14.4% Somewhat disagree 15.3% Strongly disagree 22.4% of professionals believe that loyal employees contribute extensively to the productivity of the company and towards achieving its goals 88.9% The entrepreneur’s HR playbook [The how-to] Many companies mistakenly look at only one element when measuring employee loyalty. It is easy to get this wrong but employee loyalty is not synonymous with retention rate. Surely, with higher employee attrition loyalty will suffer, but employee loyalty comprises many more elements. According to the Bayt.com poll, Employee Loyalty in the Middle East and North Africa, a third of employees refer to confidentiality, even after resigning from a company, as the most vital factor for being loyal. 30.3% of respondents think of loyalty as being dedicated and abiding by the rules and values of the business. Another quarter (25.3%) define loyalty as taking initiative and promoting the com- pany’s vision and interests. Loyalty in the Middle East entails the aforementioned definitions and more. Now is the time that such a compre- hensive definition and approach towards employee loyalty are adopted by all com- panies and organizations in the MENA region. Why companies should care about loyalty The general consensus among respond- ents across the MENA region (88.9%) is that employee loyalty contributes extensively towards productivity and towards achieving goals and objectives. Having such understanding of loyalty can be transformative for every business. Employee loyalty is not a microscopic issue concerning individual workers or distinct personalities. Employee loyalty is a company-wide development that can hugely influence the bottom line. Securing loyalty is a big endeavor that employers should aim to implement with the help of managers, human resource officers, and all employees. Other benefits of employee loyalty cited in the Bayt.com poll, Employee Loyalty in the Middle East and North Africa, include higher efficiency (32.1%) and stronger team relationships and dynam- ics (30.8%). A quarter of respondents feel that employee loyalty correlates with employee satisfaction. 6.2% of respond- ents suggest that loyalty leads to lower turnover rates, which in turn means lower costs spent on sourcing, hiring, onboard- ing, and training talent. What influences employee loyalty Having recovered a more wide-ranging definition of employee loyalty, it is no longer surprising that the factors and ele- ments that drive loyalty up and down are varied. Indeed, this is where differences in personalities and work styles come into play. Certain employees may be influ- enced by one factor and not the other. Nonetheless, there is agreement among professionals over certain factors. 83.2% of respondents to the Bayt.com poll, Employee Loyalty in the Middle East and North Africa, say that the office and work environment is an important factor for fostering loyalty. Without doubt, work en- vironment is more than architecture and furniture; it also involves communication, flexibility, and overall work culture. >>>

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Entrepreneur february 2017 34 Suhail Al-Masri is the VP of Employer Solutions at Bayt.com. Al-Masri has more than 20 years of experience in sales leadership, consultative sales, account management, marketing management, and operations management. His mission at Bayt.com goes in line with the company’s mission to empower people with the tools and knowledge to build their lifestyles of choice. SO HOW CAN COMPANIES PROMOTE LOYALTY? of employees say that the office environment is very important to their loyalty levels of professionals disclosed that lack of promotions or career growth is the most damaging factor to employee loyalty 38.2% 83.2% WHAT DOES EMPLOYEE LOYALTY DEPEND ON? 16.3% Direct manager 17.4% Team members 19.1% Top management 19.2% Compensation and benefits 28% Salaries The entrepreneur’s HR playbook [The how-to] infographics © bayt.com Without doubt, work environment is more than architecture and furniture; it also involves communication, flexibility, and overall work culture. More than a quarter (28%) of respond- ents feel that loyalty depends on income. Others (19.2%) disclosed that loyalty is dependent on being rewarded. Top management has also been listed for its impact on loyalty by 19.1% of respond- ents, whereas 17.4% believe it’s all about team members and the people they work with on regular basis. How companies can secure em- ployee loyalty The answer may sound very simple: em- ployees want to feel that they are valued, and that the company is still invested in them and wants to improve their career beyond the initial stages of hiring and on-boarding. The lack of career growth opportunities was cited as the top reason for damaging employee loyalty in the Bayt.com poll, Employee Loyalty in the Middle East and North Africa. This senti- ment was also echoed in the 2016 Bayt. com Career Development in the Middle East survey. Many employees felt that their companies are failing to equip them with the learning and training opportuni- ties needed to ensure their career growth. This leaves the employee feeling disad- vantaged in their jobs. In fact, more than three quarters of professionals say that they are ready to leave their company for better training opportunities. Companies need to focus on providing training op- portunities that address their employees’ exact needs and preferences. Bayt.com, for example, has repeatedly emphasized providing state-of-the-art training and support. The Middle East’s leading job site also cares about foster- ing a work environment where teamwork and creativity can flourish and ideas can be shared freely. As a result, Bayt.com’s headcount has been growing steadily and rapidly, their turnover is at a healthy low level, and they have been awarded the Top Ten Places to Work in the UAE award for four consecutive years, the People and Culture of the Year award (2012), and the Best Workplaces in Asia list (2015). Aside from continuous learning and professional development opportuni- ties, employees have many expectations from their companies that would in turn enhance their loyalty. Fairness in treat- ment was named the most popular choice by 22.4% of respondents to the Bayt.com poll, Employee Loyalty in the Middle East and North Africa, followed by wanting credit and rewards for their achieve- ments by 21.9% of respondents. 18.1% of polltakers look for a company that helps them balance between work and life, and 14.5% believe in the importance of strong relationships with the company and other employees. The responsibility of enhancing em- ployee loyalty partially falls on the shoul- ders of managers. In their relationships with their direct managers, employees want to feel that they matter and that they are listened to. Four in 10 respond- ents (40.7%) think that a direct manager should listen and align the employee goals with the company goals. More than a quarter (27.5%) want managers to help them understand the company’s mission and values and another 23.9% care about strengthening their relationships with management. Employers in the Middle East and North Africa should be well aware that granting opportunities for growth and advance- ment and truly listening to what matters to the employee are among the best ways to win their loyalty and support. Once again, we are not simply talking about retention here. Employee loyalty is paral- lel to dedication, trustworthiness, and positive work ethics that are of huge value to every business. Targeting loyalty plays a central role in furthering the success strategy of any organization or company, regardless of size and activity sector. Keep this in mind: not only does high employee loyalty translate to higher productivity and satisfaction, it also reas- sures employers that their work environ- ment is of a high caliber and that they are in a stronger position to keep their highly valued employees motivated and attract more top talent in the future.

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Entrepreneur february 2017 36 The entrepreneur’s HR playbook [The how-to] Initiating innovation PART THREE By Anton Van Der Walt and Kristofer Kumfert Furthering the role of HR in change management Anton Van Der Walt has served as Human Resources Director of Ford Middle East and Africa since May 2014. In this position, Van Der Walt leads the regional Human Resources functions from organization development and transition supporting the new business unit establishment, strategic workforce planning and leadership management. The Ford booth at the CES show in Las Vegas, January 2017 ford ces image © kooby dagan / shutterstock A s an entrepreneur running a growing business, you may think of a dedicated HR department for your company as being a sort of overhead for your enterprise- but nothing could be further away from the truth. As the number of employees in your organization grows, the HR personnel you have engaged for your team can play an integral role in building an efficient and effective work culture that inspires and encourages in- novation in all of your different functions. Don’t believe us? Take a look at the role the HR team plays at one of the largest companies out there (and one that stays true to its entrepreneurial beginnings), the Ford Motor Company. HR professionals at this multinational automaker are using their positions to help their company gain a competitive advan- tage in what is a cutthroat market- that’s something you entrepreneurs should also be striving toward for your own businesses. A lot has changed in the space of human resources over the past several decades. Gone, in large part, are the personnel departments whose focus was solely processing of employee pay and benefits. The hard-fought battles for HR to have the coveted “seat at the table” have persuaded organizations to realize the benefits of enhanced talent selection, employee engagement, and staffing to appropriate demand levels to facilitate lean operations. But the more pressing question for HR professionals is no longer how to get a seat at the table, it is how best to use that seat at the table to be a competitive advantage for the organization beyond the traditions of staffing and talent management. To achieve this, HR needs to embrace in- novative thinking that takes the skill team outside of traditional areas of “expertise,” and into areas of the business where their skills can be stretched, challenged, and impactful to the bottom line. Creating change facilitators In 2009, Ford Motor Company made a critical decision to invest in the direction of its HR professionals. The investment was part of the company’s organizational

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february 2017 Entrepreneur 37 Kristofer Kumfert, Human Resources Manager of Ford Middle East and Africa, is responsible for human capital management activities for the design, development, and implementation of Ford’s newest business unit headquartered in Dubai. Kumfert has been with Ford for almost 20 years, joining the plant protection team in 1997. enhanced and sustained business results structured change management building process analyze First, identify the issue in its entirety, identify a leader to take charge of a resolution plan, and to identify critical elements such as desired state, key enablers and roadblocks. With a solide solution design based on data and rooted in the originating business care, the team is well-positioned for the final phase to implement the change. With a well-defined project plan, the next phase is to conduct data collection. Data drives the team to get to the root of the issues and uncover all relevant considerations. Once the data is on the table, the next step is to make an informed series of solution alternative decisions on the way forward. identify 1 2 solution 3 implement 4 The entrepreneur’s HR playbook [The how-to] The Ford Motor Company World Headquarters building in Dearborn, Michigan Strong HR professionals play a consultative role and bring their operational leaders back from “solutions” mode, and make sure that appropriate due diligence is exercised before any solutions are activated. >>> development model, a system of tools and processes to achieve an effective culture through individual, team, and organizational effectiveness. An internal change process was created to guide the company’s change management practices. It was about more than just helping people through change. It was about being driven by a clear business opportunity and facilitating change through to improved and sustained busi- ness results. It was anything but soft and fluffy. Ford’s HR leadership, under the direction of Group Vice President Felicia Fields, developed a specific program for HR professionals to facilitate change manage- ment throughout the organi- zation. With over 100 years of history, the company had experienced change initiatives with varying degrees of suc- cess, and this led to the deci- sion that HR’s role in managing change and facilitating the company’s leadership through such initiatives would lead to a competitive advantage for the organization. The Ford change model was de- signed to be simple, practical, and effective. • The first step is facilitating the organization to identify the issue in its entirety- the issue we’re trying to solve, the busi- ness opportunity, the burning platform. This first phase in- volves identifying a sponsor for the change –a leader to be the owner of the initiative– and identifying critical elements like the desired state, as well as key enablers and roadblocks. • Once the project is well de- fined, the next phase is to con- duct data collection. Too often, change initiatives are com- menced when everyone thinks they know what to do. This phase is intended to inform the team’s actions, rather than af- firm them. The data drives the team to get to the root of the issues and uncover all relevant considerations before design- ing any solutions. • Once the data is on the table, the next step is to make an informed series of solution alternative decisions on the way forward. • With a solid solution design based on data and rooted in the originating business case, the team is well positioned for the final phase to implement the change. Throughout the entire pro- cess, the process is governed by common principles that include ensuring sponsorship, communication, surfacing and overcoming resistance, and attending to the culture. It is a disciplined, purposeful, and effective process to manage change from a clear business opportunity through to effec- tive and sustainable business results. The mantra of problem resolution training at Ford was “go slow to go fast,” and HR professionals get a quick lesson on why that’s so important and so challenging. While the model is usually well received among operating partners with nodding heads when it is presented, the data-gathering phase often tests a team’s com- mitment to the process. Lead- ers like solutions. Solutions fix problems, so any step in between identifying a problem and implementing a solu- tion is often uncomfortable. Strong HR professionals play a consultative role and bring their operational leaders back from “solutions” mode, and make sure that appropriate due diligence is exercised before any solutions are activated. The results have been im- pactful. Staffing, development, and organizational change ini- tiatives have all been executed with demonstrably effective and sustained results. Train- ing programs were expanded, funded, and supported glob- ally to increase the number of HR professionals with a core competency in change management, demonstrating a proficiency in supporting change projects throughout the organization. An opportunity to be innovative In early 2016, Ford’s newly formed Middle East and Africa business unit began to experience significant market headwinds. Currency devalua- tions, falling oil prices, import quotas, and regional instability were causing major markets to make forecast adjustments that were bleak. There was a clear need to do something and deal with the market realities upfront and aggressively. The initial response by the leadership was to come togeth- er with a list of action recom- mendations, and then decide on next steps. The discomfort of the problem was there, and everyone wanted to feel at ease with a series of solutions.

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Entrepreneur february 2017 38 The entrepreneur’s HR playbook [The how-to] When organizations face chal- lenging business environments, HR has some frequent levers to pull– like staffing, benefits, and training and development. These are traditional approaches most organizations look at in a tough business environment. The Ford booth at the CES show in Las Vegas, January 2017 The Ford Motor Company display at the North American International Auto Show in January 2017 The theme quickly moved to an all-too- familiar place surrounded by questions regarding the best possible cost-effective practices. All were well intentioned, and all were tried and done before. The HR department in Middle East and Africa was at the table with the leader- ship team, and identified an opportunity to provide a different approach. Amongst themselves, the local HR group discussed the key message that Ford’s CEO Mark Fields delivers about being innovative, questioning traditional actions, and taking thoughtful risks. That is, when we see an area that is in need of help, we need to find ways to come together and provide whatever support we can to resolve the issue; we shouldn’t just settle for actions we’ve traditionally done because that’s a comfortable space. The opportunity of mounting market pressures was calling on the team to be innovative in the role they played to contribute to the business’ abil- ity to navigate through tough conditions. Scarcity leads to creativity When organizations face challenging busi- ness environments, HR has some frequent levers to pull– like staffing, benefits, and training and development. These are tradi- tional approaches most organizations look at in a tough business environment. The challenge in Middle East and Africa was that the lean organization structure left little room for the usual solutions to be ac- tivated. The scarcity of opportunity to take actions on staffing and cut costs meant HR had to embrace a spirit of innovation in order to help drive the business forward. As the HR Director for Middle East and Africa, Anton Van Der Walt was the HR person at the table, and was determined to push his HR team to think different. “I remember telling my team that our budget was nowhere near being significant enough to trim and cut and make a sizeable difference, so we had to do something else.” said Van Der Walt. “I kept remind- ing them about our need to be innovative, and work outside our usual comfortable areas. The business needs us, and we have to find a way to use our skills in new and creative ways.” The local HR team in Dubai, together with operational leadership throughout Middle East and Africa, met and discussed using the change process to purposefully guide the team through identifying, understand- ing, and researching the issues that could be considered to contribute to improving the company’s performance in light of the business environment challenges. This was a departure from the usual change management projects HR undertook that always had a main theme about a people- based issue to be solved. This was differ- ent. The team embraced the innovative mindset to challenge custom and question tradition. After a thorough definition of the busi- ness opportunity, the HR team facilitated brainstorming sessions with the broader leadership team to uncover revenue and cost opportunities, as well as new busi- ness actions to leverage untapped business streams. The team originally came into the sessions expecting the same focus on cost- efficiency with which they had become accustomed over the years, but this was different. Because the business opportuni- ty was so well defined as being overall per- formance and not just cost-focused, the scope was broadened to include revenue and new business. With the brainstorm- ing resulting in over 150 ideas, a core team met and plotted the ideas against ease of implementation and expected impact to the business unit’s performance. The result was staggering. Through HR- facilitated sessions in Dubai and South Africa, the leadership team was able to identify, action, and deliver significant cost enhancements that positively impact- ed the business unit’s performance by mil- lions of dollars. Moreover, everyone could feel the excitement. Taking a systematic approach to the business environment em- powered people to feel that they were tak- ing control of their destiny. According to Middle East and Africa CFO Mike Agosta: “Without HR, we never would have met as a team and followed such a process. We would have spent our time on the usual cost-related ideas with the usual results.” The team walked away stronger, smarter, and closer in large part, because they were guided by their HR partners through the change with a solid change framework. Further evidence of the impact of the HR change activities was seen in the demand it created. Business leaders did not know that HR change management could be applied to the business in such a man- ner, and demand for HR’s involvement in business initiatives to facilitate and guide operational groups has grown significantly.

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february 2017 Entrepreneur 39 James Randall is the Regional Sales Manager at HireRight Middle East. The entrepreneur’s HR playbook [The how-to] Talent tactics Six tips to improve your candidate’s HR experience- through tech By James Randall W ith technology playing such an integral part in our lives, candidates are increasingly expecting the recruitment process to be a slick, digital experience- and this demand is only going to increase. So how can HR teams stay ahead of the competition, providing easy-to-use and reliable services that present your company in the best light, and so help ensure you attract top talent? We’ve summarized six of the top tech issues for HR teams to be thinking about in order to improve the candidate experience. 1. Integrate For international organizations, providing a seamless, consistent recruitment process can be tough. But technology can certainly help. By ensuring that all the HR systems you choose can be integrated, you can save time and, more importantly, reduce the need for a candidate to fill in the same information multiple times. This can lead to real frustration and raise questions about the operations of an organization, reducing the likelihood of a candidate accepting a role. 2. Go mobile An increasing number of jobseekers are not only looking for jobs on their mobiles, but also applying for them through their phone. Employers need to make sure their career pages are mobile-responsive and simple to navigate to ensure that forms are completed as easily and quickly as possible. A webpage that times out or crashes could lose hours of work, and even perhaps the candidate’s enthusiasm for applying for a role. Not having this functionality in place can also raise concerns that a potential employer is outdated. 3. Utilize your social media Your social media presence is your organization’s shop window to potential employees: a recent Monster and YouGov study found that 59% of millennials browse a firm’s website when looking for a new job. It needs to be up to date then, but can also be a helpful recruitment tool. Whether it’s through Twitter hashtags, Facebook pages advertising roles, or LinkedIn job postings, there are a number of tools jobseekers are using to find opportunities beyond traditional job posting sites. 4. Use technologically advanced screening systems Background screening is the final seal of approval in many recruitment processes, so it’s vital that now that you have the best people identified, you keep them engaged. Visibility and communication are key, so make sure that you use the most tech-enabled platforms to ensure that candidates are kept up to date through personalized portals. 5. Introduce video interviews Having the capability to carry out video interviews is a win-win. Clearly, video interviews can be convenient for busy candidates and recruiters, with far fewer logistics involved in setting up than with face-to-face interviews. But there are more significant benefits too. For candidates, it opens doors, giving them the opportunity to apply for jobs across the world and really explain why they would be suited for a particular position. For employers, video interviews give access to a global pool of talented people, allows assessment of more people, more quickly and gives greater insight than can be achieved through a phone call. In addition, recordable videos can be shared with senior decision makers without the need to sit in on every interview. Hiring managers can also refer back to recorded interviews to check facts, limiting the need for follow up calls or interviews for clarity. 6. Don’t be a robot There’s a lot of talk around the potential for using tools such as artificial intelligence during recruitment, but it is important to remember that these should supplement HR and hiring processes, rather than replace them. Technology benefits exist in tasks such as checking CVs and applications, as well as simplifying staff training and onboarding processes. But recruitment is about culture and people, so human interaction shouldn’t be removed entirely. Rather, technology should be used to supplement processes to save time for both candidates and recruiters– freeing up time to focus more on strategic talent planning. It was a perfect example of creating demand by showing the customer some- thing they didn’t even know they wanted from HR. Rethinking “change” The toughest mindset change for the HR team in Middle East and Africa was to challenge their limitations on what kind of change their framework could address. Were they limited to changes of people processes? Were they limited to changes of the financial impact of people? Were they limited at all? The team decided that this was their opportunity to em- brace the innovative mindset to sustain the business. After all, facilitating a room full of business leaders and bring- ing them back from jumping to solutions and guiding them through brainstorm- ing and data diagnosis is not where HR professionals spend a lot of their time. But the need was evident, and the team seized upon the opportunity to expand the idea of change to include any aspect of the business in need of facilitated and purposeful improvement activity. The human resources profession has come a long way over the years. Count- less professionals have tirelessly worked to earn a seat at the table. Now that they’re there, the next evolution for HR leaders is to best make use of that seat, and leverage HR as a competitive advantage. As the change management process at Ford, and its expanded usage as a tool to improve the business dem- onstrate, there are ways for HR teams to engage with and facilitate leadership throughout the organization in ways beyond traditional people processes. Human resources professionals engage with every department and skill team, and are uniquely qualified to have among the most broadened viewpoints. Traditionally, matters outside of staffing, benefits, and other people-related issues were considered the responsibility of “operations,” and HR people were free to disengage. Those days are over. HR’s seat at the table brings more than the right to a voice at the debate. It brings the duty to be part of the solu- tion. It brings the obligation to apply tools and competencies in innovative ways. It brings the responsibility to em- brace the innovation mindset and chal- lenge the custom and tradition. In doing so, being innovative delivers a fantastic rewarding feeling, and incredible results.

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Entrepreneur february 2017 42 Sharjah Chamber and ShjSEEN host Sharjah Economic Excellence Network Awards 2016 Boosting business in pictures Sharjah Economic Excellence Network Awards 2016 The winners • The Sharjah CSR Award Hilton Sharjah Hotel • The Sharjah Green Award American University of Sharjah and Sharjah Police Headquarters • The Sharjah UAE Startup Award Fikra Design Studio and Bukhash Brothers • The Sharjah Entrepreneur Award Hazaa Al Mansouri and Mohammed Al Mushrakh • Sharjah Top 10 Businesses Awards Anchor Allied Factory, Kingston Holdings, Al Mosafer, Zulekha Hospital, Conmix LTD, Al Ansari Exchange and Petrofac International The ShjSEEN Sharjah Economic Excellence Network Awards 2016 Winners of the ShjSEEN Sharjah Economic Excellence Network Awards 2016 Hazaa Al Mansouri and Mohammed Al Mushrakh, winners of the Sharjah Entrepreneur Award category H.E. Sara Al Madani, Board member, Sharjah Chamber and ShjSEEN speaking at the event The ShjSEEN Sharjah Economic Excellence Network Awards 2016 images courtesy Sharjah Chamber of Commerce and Industry T he Sharjah Cham- ber of Commerce and Industry (SCCI) and the Sharjah Economic Excel- lence Network (ShjSEEN) recognized the contribu- tions of companies and business leaders of the Emirate at the Sharjah Economic Excellence Network Awards 2016 held on January 21, 2017 at Expo Centre, Sharjah. Held under patronage of H.H. Sheikh Sultan bin Moham- med bin Sultan Al Qasimi, Crown Prince and Deputy Ruler of Sharjah, SCCI honored winners across business sectors in five cat- egories. During the event, H.E. Abdullah Sultan Al Owais, Chairman of SCCI and Chairman of the Board of Trustees of ShjSEEN also launched a new category for honoring businesses under the category of top 10 GCC enterprises. H.E. Al Owais also encouraged Sharjah’s business com- munity “to broaden their participation” in the future editions of the award, which are aimed at promot- ing corporate governance, encouraging adoption of quality standards and eth- ics, recognizing corporate social responsibility, and other skills. H.E. Sara Al Madani, Board Member of SCCI and ShjSeen said that the organization’s key focus for the year ahead will be to boost Sharjah’s econom- ic growth by “highlighting the Emirate as distinctive destination for business and modern living.”

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Entrepreneur february 2017 44 Sennheiser GSP 350 TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX As one would expect, innovation abounded at this year’s edition of Consumer Electronic Show (CES) in Las Vegas- here are a few of the household tech showcased at CES 2017 that made us sit up and take notice. Float on LG Levitating Portable Speaker Phab 2 Pro Fingerprint LG Levitating Portable Speaker The LG Levitating Portable Speaker (PJ9) makes a strik- ing impression when you first lay eyes on it. It hovers in place over the accompanying Levitation Station to deliver high-quality audio. PJ9 creates the visual effect of levitating by using powerful electromagnets that are housed inside the Levi- tation Station. This may sound like a gimmick, but there’s real technical prowess behind this design. Levitation gives the 360-degree omnidirectional speaker its unique trait of being untouched by any surface or wires when playing. Its sound is magnified by deep bass, courtesy of the subwoofer embedded inside the Levitation Station. PJ9 also features Dual Passive Radiator technology to reproduce flush mid-range tones and crisp highs. When its 10-hour battery begins to run low, the speaker automatically descends to the Levitation Station and begins to charge wirelessly without interruption. PJ9 is IPX7 compliant, so you can enjoy it inside and outdoors as well. For added convenience and versatility, multipoint technology enables the speaker to connect to two Bluetooth devices simultaneously. Suffice to say the Levitating Portable Speaker ushers in a new way to hear and see your music stream.

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february 2017 Entrepreneur 45 #TAMTALKSTECH Tamara Clarke, a former software development professional, is the tech and lifestyle enthusiast behind The Global Gazette, one of the most active blogs in the Middle East. The Global Gazette has been welcomed and lauded by some of the most influential tech brands in the region. Clarke’s goal is to inform about technology and how it supports our lifestyles. See her work both in print regional publications and online on her blog where she discusses everything from how a new gadget improves day-to-day life to how to coordinate your smartphone accessories. Visit www.theglobalgazette.com and talk to her on Twitter @TamaraClarke. TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX Beam it Sony Portable Ultra Short Throw Projector Stay cool LG Smart InstaView Refrigerator Sony Portable Ultra Short Throw Projector LG Smart InstaView Refrigerator LG Smart InstaView Refrigerator display IMAGES COURTESY: LG, SONY Sony’s Life Space UX concept offers new ways to transform your living space while experiencing technology. Products like the Portable Ultra Short Throw Projector, a tiny projector that can beam an image onto any surface from a very short distance, blends function and style seamlessly. The battery powered device measures 3.19” x 5.16” x 5.16” (81mm x 131mm x 131mm) and can produce an autofocused image between 20 and 80 inches. You can enjoy content via the HDMI input or a wireless hub connected to your television or computer. It also features Bluetooth Low Energy, which allows you to stream from nearby Bluetooth enabled devices like a smartphone. And here’s where the stylish element comes in- the Portable Ultra Short Throw Projector can sit atop an optional stand. With the stand, the Projector looks like a minimal piece of modern furniture accenting your living space. This small -and I do mean small- addition to your space improves both aesthetics and your multimedia experience. LG introduced a new kind of refrigerator called Smart InstaView at CES 2017, and let’s just say that it’s not your average kitchen appliance. Smart InstaView is embedded with an array of features and technology to include Amazon’s Alexa Voice Service and LG’s own webOS smart platform. The Door-in-Door refrigerator has a 29-inch touch LCD display, which, thanks to the InstaView feature, becomes transparent when you knock on the screen twice, thereby allowing you to look inside the refrigerator without opening the door. With webOS, you can enjoy a host of WiFi-enabled features directly on the refrigerator. Amazon’s Alexa Voice Service gives you access to an intelligent personal assistant that can search recipes, play music, add items to a shopping list and place Prime-eligible orders from Amazon.com including groceries. Smart InstaView also serves a communication hub for the whole family. The Smart Tag menu allows you to input the expiration date of each item so the refrigerator can issue reminders when foods near expiration. Family members can set up memos for each other and create to-do lists that display on the screen. Have you ever arrived home after grocery shopping only to realize you need five more things? Fret no more. Smart InstaView has a 2.0 megapixel panoramic super-wide-lens camera that captures images inside the fridge that are accessible via a smartphone. From food storage to family communication to smart shopping, Smart InstaView has got you covered.

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Entrepreneur february 2017 46 business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS CULTURE WATCH OUT ‘Trep trimmings The executive selection H. MOSER & CIE F rom better goods to better wardrobe bests, every issue, we choose a few items that make the approved executive selection list. In this issue, we are presenting our picks in timepieces to adorn your wrist- and yes, we’ve got a variety to styles (and brands) to choose from. Entrepreneur january 2017 46 H. Moser & Cie Venturer Tourbillon Dual Time If you’re looking for practicality with a prestigious touch as a tourbillon, look no further. H. Moser & Cie has the watch for you with the H. Moser & Cie Venturer Tourbillon Dual Time. Featuring the first tourbillion- based movement offered by the Swiss watchmaker, it also pays homage to its 1960s design and Bauhaus influence. Rich in tone and texture thanks to a light sunburst pattern, the two-time zone watch’s collection offers ardoise, silver and red-gold style. Combining old school vibe and function, it’s one you should be keen to watch out for. www.h-moser.com

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february 2017 Entrepreneur 47 Images courtesy h. moser & cie, carl f. bucherer, tag heuer, rado business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS CULTURE Editor’s pick GAME, SET, MATCH RADO Swiss watchmaker Rado’s love for tennis has been steadfast over the years, and the new Rado HyperChrome Match Point is a sign of the horologist’s dedication to the sport. Building on the classy look and feel of the erstwhile HyperChrome Match Point, this limited edition timepiece’s nod to tennis can be seen in its three sub-dials- besides the net- like pattern on the hour counter, the seconds counter and the chronograph minutes counter display digits, characteristic of points in tennis. www.rado.com HITTING THE BIG TIME TAG HEUER A collaboration between TAG Heuer and the Carrera Calibre 16 resulted in the TAG Heuer Carrera Caliber 16 Day- Date Chronograph Black Titanium watch. The lightweight piece features large minute indexes than usual for wearers who like to live life by the minute, as well as a titanium finish with a black PVD coating topped with a black ceramic bezel. Combining sleek black and vintage beige, there’s something nomadic about it, and we quite like the edge. www.tagheuer.com TAG Heuer Carrera Caliber 16 Day-Date Chronograph Black Titanium Carl F. Bucherer Manero Flyback in rose gold Rado HyperChrome Match Point For ‘treps who like timepieces that boasts of both prime style and powerful performance, then the Carl F. Bucherer Manero Flyback in rose gold may be right up your alley. Revved up for Baselworld 2016, the brand introduces the new Manero chronograph- promising (and delivering) technical distinction, thanks to its fascinating flyback function, of course. A nod to its classic case in 18K rose gold, complete with a champagne-colored dial, endows this timepiece with incomparable refinement and modernity. www.carl-f-bucherer.com DISTINCTIVE DESIGN CARL F. BUCHERER Carl F. Bucherer Manero Flyback in rose gold

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Entrepreneur february 2017 48 TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO You’re not using the phone enough- and it’s a problem The Esquire Guy wants you to stop only texting and emailing By Ross McCammon The telephone perfectly illustrates a key truth: if you go to a lot of trouble to get yourself in a situation that feels a little uncomfortable and half-baked and no one likes all that much, then you have no choice but to get yourself out of that situation. You’re invested. You’ve made an effort. You’ve prepared. The next time you’re about to email or text someone, ask yourself this: Am I avoiding the phone because I don’t want to be told “No”? Am I avoiding the phone because I don’t want to feel rejection? Is this about trepidation? Hey, wanna feel old? Great. Let me a get a startup exec on the phone. [Ring, ring] Hi there. I’m trying to reach Elena Gorman, product marketing lead at HipChat, the group chat and file sharing company. [Waiting] Elena, hello! Question for you: What do you think of when I say the word telephone? “Working in Silicon Valley, I haven’t had a desk with a phone on it since 2010.” You don’t say? “I can imagine a scenario where get- ting someone on the phone would be the quickest way to resolve a complex issue. But even with that, we have video chat and group video chat in HipChat. The only reason to ever bring up my phone is if Wi-Fi is spotty. I think most young people probably associate telephone com- munications at work with interviews or more high-pressure situations. In Silicon Valley, we all work at com- puters, right? And most of our jobs are based around using the internet in some way. To use a phone takes me physically out of my workflow. Just the manual process of dialing with my fingers, looking up a num- ber…” Excellent. I’d like to spend the rest of this column unpacking pretty much everything she just said. Thanks, Elena. Elena? (I think she hung up.) Elena Gorman has hit on the ironic value of telephonic communica- tion. It is fear-inducing (especially to a generation of texters) because it involves stakes. Getting on the phone with someone means a deci- sion needs to be made. You don’t go to all the trouble to press seven to 10 buttons, then listen to two or three buzzes, then (possibly) speak to someone you can’t see and not be here to get something done. But this is why it works. This is why it matters. This is why I’m here to endorse the telephone as the most valuable form of communication in business. First, it’s important to acknowledge the various ways in which the phone is god-awful. To begin with, it’s not a sure thing. (Will the other person even pick up?) It can be really inef- ficient. (Phone tag.) It’s strangely anxiety-producing. (Ring. [pulse rate creeps up] Ring. [pulse rate creeps up]) There’s the annoyance of cell- phone lag. (There’s the annoyance of… Oh, sorry, you go ahead.) And there’s the thing where the other person is eating what has to be a salad with lots of blue cheese dress- ing and it just sounds gross. “My students under no circum- stances want to make a phone call to set an appointment,” says Keri K. Stephens, associate professor of communication at the University of Texas, who is writing a book on communication in business. “I have an assignment in a class where they have to do that, and they will make up every excuse in the book- ‘Oh, I sent them an email! Oh, I sent them a text!’ I tell them, ‘No, you have to talk in real time to another human being.’ And they don’t want to do it.” But why? Stephens blames the fear of rejection: “Some people really don’t want to bother other people. But part of the reason is they don’t want to be told ‘No.’” And yet this is why the telephone is the best. It’s better than texting. It’s better than email. It’s better than videoconferencing (which, OK, is like the phone, except with the added unnecessary worry about what you look like). It’s the best form of communication in business pre- cisely because it kind of blows. The

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february 2017 Entrepreneur 49 This isn’t going to be about efficiency. Sometimes the phone is a more efficient way to communicate than email, and sometimes it isn’t. If two people leave a dozen messages on each other’s voice mail, that’s a lot less efficient than sending a single e-mail and reading a reply to it. No, this isn’t going to be about how telephonic communication helps you work faster. This is about how the phone makes you work better. Because unlike e-mail, the phone forces you to be more emphatic, more accurate, more honest. Tell that to a neuroscientist, and before you’ve even finished the sentence he’ll start laughing- at what you’re saying, and the accompanying emotional gradients. What, you’re not aware of emotional gradients? You have tons of them, and you’re constantly communicating them to people- but only when you speak, not when you write. “We’re picking up and processing heard information within 50 milliseconds of someone speaking. A lot of this information doesn’t get processed at a cognitive level,” says Seth Horowitz, an auditory neuroscientist. “Some of the first targets for heard information are emotional substrates, so [when] listening to someone’s voice, you’re picking up emotional gradients from them.” Joe Huff, co-founder of Los Angeles-based LSTN Headphones, which partners with a nonprofit that provides hearing aids to people in need, is –obviously- a believer in the power of voice. “There have been so many times, a new store or account or potential press relationship, we’ve gotten on the phone with them and after the conversation, even [after] just a 15-minute story about what we do and why, they say, ‘Wow, I read everything on your website, but to hear you tell it, there’s a huge difference.’ Because we have a passion-based business, it’s really important for us to get that across.” This happens all the time in business. Yet we are still wary of picking up the phone. We don’t want to bother people. We think they don’t want to talk. And maybe they don’t. But you’re not ever going to find that out through e-mail. You’ll find it out on the phone. If they stammer, hedge and pause, then you have valuable information. Maybe not the information you were looking for, but valuable info nonetheless. Why a phone call is better than an email (usually) Unlike e-mail, the phone forces you to be more emphatic, more accurate, more honest See this article in its entirety at Entrepreneur.com telephone perfectly illustrates a key truth: if you go to a lot of trouble to get yourself in a situation that feels a little uncomfortable and half-baked and no one likes all that much, then you have no choice but to get yourself out of that situation. You’re invested. You’ve made an effort. You’ve pre- pared. You’ve steeled yourself for the problems that come with talking on the phone. You’re ready to deal with an awkward silence. You’re ready to be on. The telephone builds grit. And when the going gets tough, grit comes in handy. The next time you’re about to email or text someone, ask yourself this: am I avoiding the phone because I don’t want to be told “No”? Am I avoiding the phone because I don’t want to feel rejection? Is this about trepida- tion? And while we’re at it, here are some more questions to consider: am I avoiding the phone because I don’t want to make the other person un- comfortable? Am I unsure of my own level of commitment to what I want to propose to the other party? Is it advantageous to have no written re- cord of what we’re about to discuss? Am I in my 20s and unclear about the nature of this strange piece of equip- ment on my desk that has numbers and lights on it and what looks to be a “cord” of some sort? If you answered yes to any of those questions, then call. The telephone allows you to efficiently converse, un- like email or text. It allows you to roll your eyes, unlike videoconferencing. Most important, it forces you to be slightly more committed to your cause. To be slightly more hopeful. Go ahead; pick up the phone. Say, “Hi there! I’m invested in this!” Right? Hello? I think you have the wrong number. Ugh.

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Entrepreneur february 2017 50 How the “Paper Clip Strategy” can help you not procrastinate on your goals By James Clear Making good habits stick James Clear writes at JamesClear.com, where he uses behavior science to share ideas for mastering your habits, improving your health, and increasing your creativity. To get useful ideas on improving your mental and physical performance, join his free newsletter JamesClear.com/newsletter. To have James speak at your entrepreneurial event contact him jamesClear.com/contact CULTURE business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS “Every morning, I would start with 120 paper clips in one jar, and I would keep dialing the phone until I had moved them all to the second jar.” Trent Dyrsmid the entire strategy will cost you less than $10. Grab a box of standard paper clips, get two standard paper clip holders, pick your habit and start moving those bad boys from one side to the other. I n 1993, a bank in Ab- botsford, Canada hired a 23-year-old stockbroker named Trent Dyrsmid. Dyrsmid was a rookie, so nobody at the firm expected too much of his performance. Moreover, Abbotsford was still a relatively small suburb back then, tucked away in the shadow of nearby Vancouver where most of the big business deals were be- ing made. The first popular email services like AOL and Hotmail wouldn’t arrive for another two or three years. Geography still played a large role in business success, and Abbotsford wasn’t exactly the home of blockbuster deals. And yet, despite his disadvantages, Dyrsmid made immediate progress as a stockbroker, thanks to a simple and relentless habit that he used each day. On his desk, he placed two jars. One was filled with 120 paper clips. The other was empty. This is when the habit started. “Every morning, I would start with 120 paper clips in one jar, and I would keep dialing the phone until I had moved them all to the second jar,” he said. And that was it. 120 calls per day. One paper clip at a time. Within 18 months, Dyrs- mid’s book of business grew to US$5 million in assets. By age 24, he was mak- ing $75,000. Within a few years, outside firms began recruiting him because of his success, and he landed a $200,000 job with another company. Habits that stick vs. habits that fail When I asked Dyrsmid about the details of his habit, he simply said, “I would start calling at 8 a.m. every day. I never looked at stock quotes or analyst research. I also never read the newspaper for the entire time. If the news was really important, it would find me from other ways.” Trent Dyrsmid’s story is evidence of a simple truth: success is often a result of committing to the funda- mentals over and over again. Compare Trent’s results to where you and I often find ourselves. We want to be consistent with our work- outs, but struggle to make it into the gym. We know we should write more thank you notes, or eat healthier meals, or read more books, but can’t seem to find the motivation to get it done. We’d like to achieve our goals, but still procrastinate on them. What makes the differ- ence? Why do some habits stick while other fail? Why did Trent’s paper clip habit work so well and what can we learn from it? The power of a visual cue I believe the “Paper Clip Strategy” works particularly well because it creates a visual trigger that can help motivate you to perform a habit with more consistency. Here are a few reasons visual cues work well for building new habits. Visual cues remind you to start a behavior. We often lie to ourselves about our ability to remember to perform a new habit. (“I’m going to start eating healthier. For real this time.”) A few days later, however, the motivation fades and the busyness of life begins to take over again. Hoping you will simply remember to do a new habit is usually a recipe for failure. This is why a visual

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february 2017 Entrepreneur 51 Q What are your do’s and don’ts for up and coming fashion startups trying to grow their brands? A “Always stay true to the company vision while having a clear understanding of the market, competitors, and target audience. Make sure the brand has a signature that is visible throughout the products, this way you are recognized immediately. We call our significant detail the Kristina Fidelskaya DNA, which is our bold silhouettes and feminine designs. Have an understanding that in growing a luxury fashion brand the business aspect is equally important as the creative aspect. They have to join hands in order to grow and be successful. As for don’ts: don’t be overconfident. Listen to all the advice you can get because every point of view can be a powerful tool. Critics may feel harsh, but everything enables you to grow and build a stronger brand. Don’t restrict the way you think and follow the obvious path. By thinking outside of the box and pioneering, you can come up with new creative ways of launching a new idea. Don’t be afraid to reach out to your team. Employing a talented staff will help you meet deadlines, bounce ideas, and collectively create something more than you would by yourself.” Q What would you say is the region’s biggest challenge for entrepreneurs? A “The pace is very fast in the MENA region, especially in the UAE. There is a lot of opportunity and a lot of investment. The speed of bringing product to market is more important than ever, [and] for young entrepreneurs, this can be a challenge. Recruitment can be challenging as well, as there is so much talent waiting to be found and bursting with creative ideas. But a lot of multinational companies are here as well, [so] an entrepreneur needs the top talent of the region, just as much as these multinationals, and [they have to thus] convince candidates that their vacancy is the best choice for him/her.” Q What’s your advice for entrepreneurs starting a business in MENA? A “Do not set yourself with too many limitations. Be experimental, be brave enough to take calculated risk. Be ready for a fast paced fashion lifestyle.” ‘TREP TALK THE BUSINESS Kristina Fidelskaya www.kristinafidelskaya.com THE ‘TREP Founder Kristina Fidelskaya Trent Dyrsmid’s story is evidence of a simple truth: success is often a result of committing to the fundamentals over and over again. Compare Trent’s results to where you and I often find ourselves. Kristina Fidelskaya stimulus, like a bin full of paper clips, can be so useful. It is much easier to stick with good habits when your environment nudges you in the right direction. Visual cues display your progress on a behavior. Everyone knows consistency is an essential component of success, but few people actually measure how consistent they are in real life. The “Paper Clip Strategy” avoids that pitfall because it is a built-in measuring system. One look at your paper clips and you immediately have a measure of your progress. Visual cues can have an additive effect on motivation. As the visual evidence of your progress mounts, it is natural to become more motivated to continue the habit. The more paperclips you place in the bin, the more motivated you will become to finish the task. There are a variety of popular behavioral economics studies that refer to this as the Endowed Progress Effect, which essentially says we place more value on things once we have them. In other words, the more paper clips you move to the “Completed” bin, the more valuable completing the habit becomes to you. Visual cues can be used to drive short-term and long-term motivation. The “Paper Clip Strategy” can provide daily motivation, but you start from scratch each day. However, another type of visual cue can be used to showcase your consistency over longer periods of time. By stacking these two methods together, you can create a set of visual cues that motivate and measure your habits over the short run and the long run. Creating your own “Paper Clip Strategy” There are all sorts of ways to use the paper clip habit for your own goals. • Hoping to do 100 pushups each day? Start with 10 pa- per clips and move one over each time you drop down and do a set of 10 throughout the day. • Need to send 25 sales emails every day? Start with 25 paper clips and toss one to the other side each time you press Send. • Want to drink 8 glasses of water each day? Start with 8 paper clips and slide one over each time you finish a glass. • Not sure if you’re taking your medication three times per day? Set 3 paper clips out and flip one into the bin each time you swallow your pills. Best of all, the entire strat- egy will cost you less than $10. Grab a box of standard paper clips, get two standard paper clip holders, pick your habit and start moving those bad boys from one side to the other. Trent Dyrsmid decided that success in his field came down to one core task: making more sales calls. He discovered that mastering the fundamentals is what makes the difference. The same is true for your goals. There is no secret sauce. There is no magic bullet. Good habits are the magic bullet.

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Entrepreneur february 2017 52 Liam Farrell is Unisono’s Founding Partner and Executive Creative Director. The branding firm Liam started back in 2006 is the only branding practice in the entire Middle East to be inaugurated into the REBRAND Hall of Fame. Liam is probably the region’s most highly awarded branding designer with a slew of international branding awards from notable creative shows such as REBRAND, Transform, Design & Design and the German Design Council. As well as his awards, Liam’s work regularly features in online branding blogs, design books and archives. Liam is also currently the strategic communications sponsor for EO Bahrain. Lost in translation Communication, multiculturalism and the Middle East By Liam Farrell CULTURE business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS C lear communication is essential to good business practice, and yet so many Middle Eastern firms suffer from what we can call the “fog of war.” What is this, how can we spot it early on, and what can we do to prevent it causing poor performance in our business? Let me begin by recounting a story of the blue stripes. One day, in my business, I was briefing my produc- tion manager on the striped frosting I wanted applied to our conference room. To make matters easier, I drafted the design as a schematic, and as a further visual aid, I colored the glass in a blue gradient, and the frosting was in semi opaque white stripes over the blue gradient -a similitude to the final finished frosting- or so I thought. I sat with the production manager, and discussed where I wanted the frosting and ex- plained my illustrative draw- ing, pointing to the scale and touching the glass wall of the conference room to point out the positioning of the frosting versus the picture. From our conversation, I felt assured the glass would be frosted as per my specification. After a few further update meetings in which we had discussed the frosting pro- ject (design, scale, supplier estimates, fit out scheduling and final approved quote), my production manager said the “blue stripes will look great.” I asked him to explain what he meant by “blue stripes,” and after a head-in-hands moment and a few OMGs, I finally managed to get my production manager to understand my briefing, and what my image was illustrating. I was thus taught a very use- ful lesson in Middle Eastern comprehension: take nothing for granted. Ever. Ironically, one of the first things that become quite clear when you start working in the Middle East is just how much confu- sion surrounds everyone in the work place. Uncertainty seems to cloud every day and almost every decision. In your first business in the Middle East, you may think that it’s just your company that’s riddled with confusion, but then you start a second, and a third, and before long, you recount how almost every interaction in the Gulf is tinged with uncer- tainty, misdirection, or total confusion. For everyone in the region, this must be a frustration: for clients, an annoyance, and for business leaders, a real cause for concern. Getting a coffee order wrong or missing a dish from your starter course is a daily frustration we can all deal with, but for an entrepre- neur, trying to get and then keep a firm off the ground, daily confusion is a real cost business leaders can ill afford. Linguistics is clearly a key fac- tor in regional miscomprehen- sion. An insight we discovered is almost everyone in the Middle East is talking to each other in a foreign language. While English is the common tongue and de facto busi- ness language, actual native speakers are few. Everyone’s comprehension is subject to translation, every order and instruction is being translated, and a lot can go wrong. For an illustration of the issues with comprehension, try to share a 13-digit telephone number with someone else. How many times does it take to get it right? Simple specifics like a telephone number or email address typically require a few goes to get right. Expand this situation to your detailed and specific brief, and you can begin to imagine how little comprehension should be expected between people of the same tongue- now, add in a translation. They say people hear but rarely listen, and this can be true here as much as any- where. Listening is key to com- prehension. Experts believe that humans comprehend bet- ter if they have heard the mes- sage before- hence why good presenters sum up. A lot of people use monologue rather than real dialogue when talk- ing to their teams- hammering their message at an indifferent recipient, instead of engaging them in a two-way discussion. Active listening massively enhances comprehension. You need your message’s recipient to be actively engaged in your communication for them to be able to comprehend your instruction or request. Asking your recipient to repeat what you say is also just repeti- tion, not comprehension. It’s

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february 2017 Entrepreneur 53 I t was a year ago, in January 2016, when the World Economic Forum released The Future of Jobs report that analyzed the possible impact of the “Fourth Industrial Revolution” on global labor markets. The study stated that the global workforce needs to brace for significant churn in job roles, as “a net employment impact of more than 5.1 million jobs” worldwide could be seen over the period 2015-2020. If you think that just factory/blue-collar workers need to worry about the advent of robots, the study also noted that two- thirds of this job loss could be “in routine white-collar office functions.” It’s just been a year since this study, and perhaps worryingly, a few key findings are already taking shape. According to Japanese national daily The Manichi, Japanese insurance company Fukoku Mutual Life Insurance is planning to lay off nearly 30% of its assessment department staff and replace them with an artificial intelligence (AI) system. The publication reports that in total, 34 people are likely to be made redundant by March 2017, and the company will spend “about 200 million yen” to install the AI system, “which is based on” IBM’s Watson. As for the benefits, the company estimates savings of about 140 million yen annually by trimming down staff, and improved efficiency in tasks such as reading medical certificates and other documents assessed to make payouts. While the authority to determine payouts will be retained with human staff, the system is expected to help scan for special clauses or oversights. This is not the first instance of use of AI among Japanese business houses. Per- haps owing to its population demograph- ics (largely ageing workforce), and being leaders in adoption of advanced futuristic tech, Japan has already implemented use of AI and robotics in its industries. The Manichi counts Dai-Ichi Life Insurance and Japan Post Insurance as other insurance companies that have already introduced AI systems, although there are no reports of staff cuts. Rise of the machines (really) AI is taking the place of a few employees at a Japanese insurance company | the fix | more effective to ask your recipient to explain what they are going to do, based on the instruction, in their own words. Then you will know they have fully understood and internalized your communication. Multiply these cultural and linguis- tic issues together, and you have the causation of some fantastic misalign- ment. We can begin to understand why business leaders in the Middle East often complain that they are not understood by their teams. So is there a remedy leaders can rely on? Is there a way through the miasma? Well, we have realized a few solutions and offer up this simple checklist for reducing confusion in your business. • Firstly, lower your expectations of comprehension. If your recipient can grasp three out of five of your instruc- tions accurately the first time, then you are doing well. Brief in and check up often. It’s not so much micro manage- ment, as the frequent steerage of an eternal beta. • Make it a point to consider the cul- tural etiquette of your recipient, and how they deal with miscomprehension of a senior’s instructions. • Remember that we are all communi- cating in a foreign language, so use sim- ple, idiom free language. Explain what you mean in different ways. If you need to use troubling words, explain what they mean, and get the recipient to own their understanding of those terms. • Get your team to repeat your message in their own words, to explain what you meant rather than just blindly repeat your request and then “debrief and debrief” until they can clearly compre- hend all your points correctly in ways which are meaningful to them. • Remind your team that it’s ok not to understand and get your people to practice saying “I’m sorry, I didn’t fully understand that last bit; can you rephrase it for me”? • If all else fails, don’t deviate from the items on the menu- just point and smile!

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Entrepreneur february 2017 56 Five financial elements your business needs to get right- and thus gain a competitive advantage in the market By Dr. Christiane Schloderer and Heather Henyon Money matters money ask the money guy | vc viewpoint | your money | ECON Entrepreneur february 2017 56 T o borrow from Charles Dickens, it was, at one point, the “best of times” for this com- pany that we shall call XSOFT, a promis- ing software startup. XSOFT had US$2 million in the bank from an equity investment funding round the prior year, a super motivated team of 20 people that were running in full force, and a slew of various awards that were a testament to its prowess and potential. In terms of finances, the cash was there, they believed it would last them until next summer, and revenues should kick in by springtime. With this picture in mind, the COO made rough financial projections which he updated every now and then, the bookkeeper entered the spend month by month, and the team continued to happily code. The product seemed to be making progress as well, with first sales being made on the platform.

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february 2017 Entrepreneur 57 A well driven budgeting process has three elements: it allows flexibility once the world around the company changes, it is reasonably timed, and it also aligns the departments of the business to the same company objectives. And then, disaster struck: the soft- ware development team lead said he would need four more weeks to debug the product’s latest feature. The CEO thought, well, that’s bad, but four weeks is not the end of the world. But then, the next day, the bookkeeper called. He wanted to make payroll payment; however, the bank balance was almost down to zero. He also mentioned that most customers had delayed their payments, asking for proper invoices, which XSOFT had not yet provided. Cut to three months later, and almost all of the team were gone, the CEO spent most of his time running from VC to VC without much hope of securing new capital, the product development had come to a grinding halt– the company was close to shutting down. XSOFT had started off as a really promising company, yet it failed mis- erably. What had gone wrong? This story –as extreme as it sounds- is often the reality for a lot of young companies. In our daily work with Athena CFO, we see many companies with financials that aren’t managed properly. Based on our experience, companies with neglected financials have a severe disadvantage in the market, and often fail to achieve sustainable success. With that being the case, we would like to draw the attention to five financial elements of your company that can be easily managed with a bit of attention, but can endanger the venture if not man- aged properly. 1. Financial planning Financial planning means to build a financial model that more or less accurately predicts the future. This model will give an estimate on rev- enues, costs of goods sold, overhead and cash flow. Obviously, in a young com- pany the model will not be accurate and is based on many assumptions. As the com- pany develops, more and more of the assumptions become reality or can be tested reliably. A good financial model has a separate section for assumptions, uses lots of formulas linking to those assumptions, goes not only deep (i.e. covers a wide spectrum of revenue and cost components), but also wide (i.e. covers minimum a quarterly or better monthly overview and runs up to three years). In a good model, the timing of funding requirements are easily visible and worst and best case scenarios flow through the model. A very good model has assumptions that accurately describe the key revenue drivers and model along with expense forecasts as the company grows. Developing a financial plan is cum- bersome. It eats up a lot of time of the whole team, time that could be spent talking to customers. But worse: a financial plan of a young company is never how the future really plays out. The company will pivot and change over many iterations; nonetheless, capturing the key assumptions are critical. A strong financial plan helps in various ways: • It supports the structuring of the team’s thinking; • It identifies the company’s revenue drivers; • It uncovers missing or overlooked elements of the business; • The process of drafting the plan prompts the team to think about spend, which again leads to financial discipline. Going back to the earlier example of XSOFT, developing a financial plan would have been crucial to ensure its long-term success. With it, the start- up team would have seen that cash was limited months earlier, and could have thus assigned resources towards cost discipline and fundraising. 2. Financial infrastructure Comparable to a city’s traffic in- frastructure, a company’s financial infrastructure is the backbone, the core, of the company. It starts with the streets (an ERP or financial book- keeping system for smaller compa- nies, inventory tools, sales force, HR tools, etc.), over junctions linking streets (the connections between and into other systems or channels– like the customer’s accounts payable >>>

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Entrepreneur february 2017 58 money ask the money guy | vc viewpoint | your money | ECON Reports help to structure and to identify a pattern. There is a good chance that once you have set up a regular reporting structure, it will take you only very little time to go through. You will know the drivers of your business without spending much time on the report. With XSOFT, a CFO would have en- sured a financial plan is in place, they would have seen the cash flow need well in advance, and they’d have thus started the fundraising process. A CFO would also have told the CEO that they need to be vigilant in the company’s spending behavior, and they would have put controls in place to maintain a record. Heather Henyon, co-founder, Athena CFO functions or the logistics team), and the road rules (i.e. the policies, pro- cesses, and governance structures) to the traffic police (the controls and the governance body). Without traffic infrastructure, a city would collapse when there is a sudden increase in traffic or an ac- cident blocking the road. The same thing happened to XSOFT: for weeks, there was no invoicing– customers didn’t pay. It’s clear that they hadn’t invoiced properly or followed up on payments- a clear credit collec- tion policy would have helped. After all, no customer in the world pays without having received a request to do so. So, in terms of best practices, companies need to ensure that: • They have the right systems and tools in place. In today’s world, there are dozens of suitable apps and tools online available for a minimal charge for accounting, HR, expense claims, CRM, inventory management, report- ing, point of sale, document manage- ment– you get the point. No company should run their accounting on Excel, or have tedious expense claim pro- cesses, when they can easily set up a professional system. • The systems work. This is some- what obvious, but often they don’t, and specifically do not interlink between the tools, which could help avoid a huge amount of admin work in bridging between them. • They have a suitable level of policies and procedures in place: too much ties the company down and kills creativity, too little results in chaotic processes, intense coordina- tion of team members who might not be 100% familiar with their tasks cost time and leads the attention of the high management (such as the CEO) on such small details instead of important tasks in order to be able to lead the company to success. At our organization, Athena CFO, we usually start with a small busi- ness accounting system like Xero or Quickbooks, and then integrate other tools like an HR tool, a document management tool or an expense claim tool like Xpenditure or webexpenses. Data can usually be integrated be- tween the tools automatically. Yes, setting up and running those tools costs a bit of money; however, if at the same time you can save on admin tasks, there is usually a business case to be made for it. 3. Budget A budget is a plan for spending, but also for income, usually broken down by month for the upcoming year- and yes, should be completed prior to the start of the year! Personally, we don’t like budgets. They are rigid, they often limit a team’s creativity, and they are a lot of work to set up and maintain. But we still believe that as soon as companies grow to a certain size, budgets are essentially required. There are two components to a good budget: a well-drafted budget, and a well-driven budgeting process. A good budget finds the right bal- ance between a forced down number and a bottom up generated figure. It further supports –similar to the fi- nancial planning process– the struc- turing of the team. It also helps the team to stay within a certain limit spending; it gives them something to work within. A well-driven budgeting process has three elements: it allows flexibility once the world around the company changes, it is reasonably timed (i.e. the budgeting process happens in un-busy times and does not take too long), and it also aligns the depart- ments of the business to the same company objectives. For XSOFT, a budget would have meant to allocate funds to, let’s say, the development team and the marketing team– within the avail- able funds. For one of our customers, a budget process meant to give the teams a range to work within. They did not know if they could hire the expensive but super good consult- ant, or if they should rather take a cheaper but weaker recruit. As a consequence, they discussed forever on it, but never came to a decision. Once we put a budget in place, they were able to calculate the impact and the remaining funds, and then moved on to the next topic on their table.

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february 2017 Entrepreneur 59 Dr. Christiane Schloderer and Heather Henyon are the co-founders of Athena CFO. Athena CFO supports investors and management of growing companies strategically throughout the company’s life cycle with their financial needs such as fundraising strategy and readiness (debt or equity), capital and share structure (incl. ESOP), reporting (investor or stakeholder), cash and profitability improvements, financial restructuring and more. Athena CFO’s team also takes part-time finance role responsibilities and operates a company’s finance function on an outsourced basis. With experience as a Corporate CFO, Finance Specialist and Turnaround Expert, Dr. Christiane Schloderer has helped a joint venture in Saudi Arabia grow from 500 to 1000 employees in two years, has financed “unfinanceable businesses” and worked with a number of companies to increase performance. Heather Henyon is an investment guru, microfinance expert and angel investor network founder. Heather has closed more than 20 microfinance debt transactions, founded the first social business in the Arab region, and launched the first women’s angel investor group in the Middle East. The strategic finance person should interact with the CEO and is part of the management team. Often, the CFO reports directly to the company’s board of directors as a matter of good governance. A CFO does not need to be expensive though- they can be hired part-time or on outsourced basis. Dr. Christiane Schloderer, Founding Partner, Athena CFO 4. Reporting In our daily work with SMEs and small corporates, we are constantly surprised at the low level of reports that are being prepared, discussed, and shared with the team. Share- holders need high level key perfor- mance indicators (KPIs), manage- ment need to be able to get involved when necessary, and department heads need to be able to drill down into their own strategic reports. Of course, no one wants a com- pany that has a lot of the workforce reporting most of the time. I have worked with a company where the finance manager could not go to meet the customer and discuss the outstanding payment because he had to prepare the report. But I have also worked with companies that had no idea how much they spent two months ago and did most of their business decisions based on a very short-term memory. Reports help –again– to structure and to identify a pattern. There is a good chance that once you have set up a regular reporting structure, it will take you only very little time to go through. You will know the drivers of your business without spending much time on the report. 5. Financial expertise on the team Many CEOs I met have a relatively good understanding of financials, some come with an MBA, others however, say: I am not a finance person; I don’t want to deal with the numbers. Whatever financial exper- tise the CEO has, there are usually three levels of finance competence any company needs: Transactional tasks A book- keeper, an accounts payable account- ant or a business analyst- these employees form the core of this par- ticular function. They are often easy to source in the market and not too expensive. However, most of them do not have experience in the higher- level financial decision-making. Financial management The ac- countant, the controller, the senior analyst: these are the people who translate the numbers into business language. They go to customer meet- ings, engage with banks, and support the business units in their decision- making. Strategic finance This is typically done by the CFO or the finance direc- tor. On this level, finance becomes very valuable for an organization because this person brings in specific financial competences that have an exponentially positive impact on the organization. The strategic finance person should also interact with the CEO and is part of the management team. Often, the CFO reports directly to the company’s board of directors as a matter of good governance. A CFO does not need to be expensive though- they can be hired part-time or on outsourced basis; we, at Athena CFO, have such part-time staff avail- able. An issue that can occur here is when a small company tries to com- bine all of the above three compe- tence levels into a single role. The problem is that a good bookkeeper is usually not a good strategist, and a good CFO often gets bored building reports. We have worked with several companies where the CEO ended up taking the strategic finance role, bridging between the accountant and the management. While many CEOs might have a very solid financial understanding, taking on this role is not what they should be doing: CEOs need to be out there, developing strategies, talking to customers and guiding the team, not fundraising or reporting. With XSOFT, a CFO would have ensured a financial plan is in place, they would have seen the cash flow need well in advance, and they’d have thus started the fundraising process. A CFO would also have told the CEO that they need to be vigilant in the company’s spending behavior, and they would have put controls in place to maintain a record. In sum: entrepreneurs are busy. They worry about product development and customer acquisition. However, even the most busy entrepreneur eventually needs to have access to enough funds to run and develop the business– and funds come both from fundraising, as well as from customer payments, and is reduced by spend. As with most things in life: funds don’t just happen. Having enough funds means to be properly prepared, to have the right structure in the business and the right people work- ing on it– internally or externally. This is where being financially well managed can save a lot of hassle, time and money down the line. And often it is a key differentiator from your competition- and thereby allows your company to grow.

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Entrepreneur february 2017 60 money ask the money guy | vc viewpoint | your money | ECON Four ways to better your business’s chances of a successful exit By Ara Sahakian Maximizing value Ara Sahakian is an investor, advisor and a business owner. Previously a director at HSBC Private Equity ME, he is the founder of Incubate Advisory, a boutique transaction advisory firm, helping private equity investors and business owners with acquisitions and exits. A CPA and CA with a Masters degree in Accounting, Ara began his career with PwC Toronto and helped establish the transaction advisory practice in PwC Dubai. Ara has founded several successful businesses and continues to seek investment opportunities. www.incubateadvisory.com Sharing the reins may be your biggest challenge ever. But it will be well worth it as it may give you an additional exit option- exiting without really exiting. Y ou have devoted countless hours and made numer- ous sacrifices to achieve the dream of many: to build a successful business. It’s now time to reap the fruits of your labor, and start enjoying your financial free- dom. It’s time to plan your exit. Selling your business can be one of the most financially rewarding, yet stressful events in your life. It can be a grueling process, taking away precious time from operating your business with no certainty of financial close, as trans- actions can fall through at any point in time. Many transactions are abandoned during the due diligence process, when large deal issues or a combination of smaller issues are highlighted to inves- tors by professional advisors. In many cases, these deal issues could have been avoided by owners. Based on our experience with trans- actions, the following are four simple improvements you can make to your business to increase its valuation, help negotiate better terms and increase the likelihood of a successful transactions. 1. Build a management team You are key to your business, making the most important decisions and even driving sales. But do you have a succes- sion plan in place? Although investors are likely interested in your business due to your leadership, you are prob- ably the single largest risk to them. The simplest way to mitigate this risk is to plan for your own succession and build and empower a manage- ment team. This may require a cul- tural change and will definitely require strong operating and reporting systems, regular management meetings and significant investment in developing your people. Sharing the reins may be your biggest challenge ever. But it will be well worth it as it may give you an additional exit option- exiting without really exiting. If your business is being successfully managed by a team, you may not have to sell your business. Instead, you could move to a board position, reduce your day-to-day involvement and enjoy whatever it is you prefer to be doing. 2. Build a strong finance team When was the last time your finance team questioned one of your decisions? One of the most common deal issues that can be avoided is a weak finance team. Investors need to rely on financial information to make their investment decision and need a strong finance team to help them manage the business post acquisition. Without accurate financial information, informed decisions cannot be made. A strong finance function requires a strong leader that can challenge and add value to your decisions, has mod- ern financial reporting systems in place, produces accurate and timely monthly reports, tracks budgets and forecasts and produces annual audited financial statements. A strong finance team can work well with a management team, helping you exit without really exiting. 3. Legal structure One of the most common avoidable deal breakers is not having the proper license in place re- flecting the activities of your business. Investors will simply avoid acquiring a business that may breach local laws, therefore, getting the right license is imperative. If you have multiple licenses or busi- nesses, it may also be useful to have a legal holding company structure to facilitate the transfer of your shares to the new shareholder. An offshore hold- ing company structure may be useful for holding local company shares, al- lowing more tailored shareholder agree- ments with different classes of shares under English law.

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february 2017 Entrepreneur 61 I n today’s complex economic environment, entrepreneurship and innovation have been key in establishing a new status quo that shies away from the Pareto efficiency model. As the famous economist Joseph Alois Schumpeter said: “Carrying out innovations is the only function which is fundamental in history.” Had he been alive today, Schumpeter would’ve witnessed his “entrepreneurship theories” come to life, as the landscape of to- day’s economy accommodates more startups and entrepreneurs and more VCs. In the US alone, the number of on-campus entrepreneurship programs offered in uni- versities has increased from 180 to 2000+ between 1990 and 2014. 27 million Americans are starting or running new businesses. It comes as no surprise that the US itself tops the Global Entrepreneurship Index (GEI) due to its attractive ecosystem, resources and infrastructure. On a global scale, top perform- ing countries present in the same list include Switzerland, Canada, Sweden, Denmark, Australia, UK & Ireland, Netherlands. The United Arab Emirates ranks 19th with an index of 58.8. Another major entrepreneurship indicator is VC activity. Indeed, in the past two years, the total value of VC activity has been stead- ily growing from US$55 billion in 2013 to US$148 billion in 2015, experiencing almost a three-fold increase. The US dominated in terms of numbers of deals and total value: 3916 deals and US$72.3 billion. It is interest- ing to note however that two out of three of the most important deals were China-based. The VC activity in China in 2015 totaled US$49.2 billion with 1611 deals, an impressive number when compared to European activity, the latter completing 1598 deals of a total value of US$14.4 billion. While the “unicorn club” is looking bleaker for recent entrepreneurs to join, continuous “innovative activities” are considered as a sign of a healthy economy and economic well- being, since it inherently develops a country’s general output and increases the “knowledge stock.” However, at the rate at which tech- nology is changing, we now talk about the rise of “intrapreneurs”. They are people with entrepreneurial spirit within companies that take the necessary risks in an effort to keep innovating, and getting ahead of the curve. Check out the infographic to get a sense of more of the trends being seen in entrepre- neurship around the globe. By The Infographic.ly Team This article by Ara is based off a talk he gave to the British Business Group Dubai & Northern Emirates at a breakfast session on the subject of exit strategies, focusing on how to add value to your business prior to exit or raising capital. The British Business Group Dubai and Northern Emirates (BBG) is the region’s foremost business-to-business membership networking group, enabling like-minded professionals to further their business interests in the UAE and wider region. www.bbgdubai.org Infographic.ly is a UAE-based information design agency that uses your data to design compelling visuals your audience can understand. Core services include infographics, motion graphic videos, data visualizations, reports and presentation design. MasterCard, Mercedes Benz, TED Institute, WIRED UK, Reebok, BMW Foundation, and Dubai Prime Minister’s Office are some of the notable brands & companies Infographic.ly has designed for. Trend watch Charting the growth of entrepreneurship around the globe Other avoidable deal issues include not having a brand properly registered, operat- ing under a different brand than the registered trade license and employees not registered under the trade license. 4. Sell side due dili- gence One service that can help you prepare for an exit is a sell side or vendor due diligence, whereby a professional advisory firm, such as my company, Incubate Advisory, is hired to perform a due diligence on the business on behalf of the business owner. This is a proactive approach whereby risks are identi- fied and addressed early in the process, before they become deal breakers. It also helps prepare for potential negotiating points and may even highlight matters that may potentially increase the value of your business. A sell side due diligence may also give potential buyers comfort before investing, augment internal resources for a potential transaction and put the business owner in control of the process, ac- celerating the time to close. Selling your business can be a time consuming pro- cess. The key to adding value to your business before you exit is being prepared. You may want to consider hiring professional advisers to help you manage the process, and to help you maximize the value to your business.

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Entrepreneur february 2017 62 money ask the money guy | vc viewpoint | your money | ECON Why the UAE’s new venture capital regulations will help the ecosystem By Jon Richards Moving ahead Jon Richards is the co-founder and CEO of the Middle East’s leading finance comparison site, compareit4me.com. With 10 years of digital marketing experience in the UK and the UAE, Jon first immersed himself in the Middle East’s digital startup ecosystem with propertyfinder.ae. Jon founded compareit4me.com in August 2011 and moved into a full-time role as CEO of the company in 2014. His passion for innovative technology and industry disruption has led to him continually pushing to expand the compareit4me.com brand and its offering. The company has so far raised almost US$6 million from some of the region’s leading VCs, employs around 65 people, operates across nine countries. compareit4me.com also recently launched the UAE’s first fully transactional car insurance comparison portal. A t the beginning of the year, the UAE government an- nounced new regulations for venture capital funds operating in the country. And while the actual wording of the new regulations hasn’t been released –even lawyer friends of mine haven’t been able to get their hands on the document– the announcement contains plenty for entrepreneurs and venture capitalists to sink their teeth in to. What will the new regulations mean for the local ecosystem? Well, we’ll get into the finer details of the announce- ment in a minute, but let’s start by providing an overview. Essentially, the regulations result in more checks and balances being imposed on venture capital firms operating in the UAE. So are the new regulations a bane, creating extra paperwork when what we need is more dynamism? Or are they a boon, bringing the UAE venture capital scene up to international standards? I’ll say from the outset that I believe the regulations are a positive develop- ment, and should achieve their stated aim of attracting venture capital funds to the country. And I’m not alone in that belief– plenty of investors, lawyers and entrepreneurs I’ve spoken to share the same optimism about the new legal system. So what does the system entail? Well, for starters, it imposes reporting obliga- tions on venture capital firms. If the value of the assets under your manage- ment exceeds AED180 million, you’ll have to issue an annual report according to IFRS standards, appoint a risk man- agement officer, and ensure that your risk exposure is equal to or less than the fund’s net asset value. And if the value of the assets under your man- agement is less than AED180 million, you won’t have to worry about a lot of that stuff, but you’ll still need to draft an annual financial report, as well as stick to the rule regarding risk exposure. So, if you’re a really large firm, you’ll have to conduct proper, world-standard fi- nancial reporting, and even if you’re not that large, you’ll still have to manage your risk exposure. That’s a key point to take away– the UAE government is encouraging venture capital firms to be responsible with their investments with these regulations. Now, you could argue that this might create a climate in which venture capital firms become more risk-averse, thereby impacting investment for startups that need funding. But, to me, that shouldn’t be a worry. Venture capital firms, by their very nature, assume a certain amount of risk when they invest in startups. Bringing their accounting practices up to international standards won’t change their hunger for buying into exciting new businesses. As the owner of startup, then, getting investment will simply require that your business plan be backed up by solid financials. If you have enough startups doing that, before you know it, the good- practice bar for accounting will have been raised across the ecosystem. This is crucial if we’re to attract in- ternational venture capital firms to the region. Not to take anything away from the ones already operating here, but we want more. More investors means more competition, and that means better valuations and a more diverse ecosys- tem. At Series B, for example, where serious money is needed, there are only a very small number of players that can actually take part in the rounds. Attract- ing international investors should help to plug that gap. The new regulations also deal with how funds should be allocated. The headline here is that at least 70% of a venture capital firm’s assets should be invested in one of more of a few do- mains. That includes new or troubled

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february 2017 Entrepreneur 63 Over 30 sessions, insights of 80 speakers, more than 15 hours of workshops, four challenges, and much more await participants at ArabNet Beirut 2017, set to be held on February 20-22, 2017 at Hilton Habtoor Grand Hotel in Beirut. In its eighth edition, the key regional gathering of digital businesses estimates over 1,300 corporate executives, entrepreneurs and investors to come together to discuss the latest trends in the region’s tech sector. ArabNet believes that with the venture capital climate in Lebanon being robust than ever, the conference could be a perfect venue for the tech and entrepreneurial communities to explore partnerships. The key components of the three- day conference include The Banking Innovation Day, a session that will bring together bankers and tech companies to discuss innovations in the areas of digital marketing and digital products, sessions around the state of innovation and entrepreneurship in the region, and discussions on latest technologies that can be leveraged by the advertising, media and marketing world. Besides keynotes and workshops planned for the three days, ArabNet Beirut also plays host to ArabNet’s flagship Techfair exhibition that will feature over 50 tech regional and international companies and their products. For the entrepreneur community, the event organizes the Startup Battle competition- a pitch competition for growing companies, and The Ideathon competition for aspiring entrepreneurs to showcase their business ideas to entrepreneurs and investors. Also on the agenda this year are creative challenges such as the Creative Combat, which hunts for young talents in the regional advertising and media industries, and Innovation Avenue, a challenge offering hardware developers and designers in the MENA region to showcase their products. Speakers who will be a part of the event include Elizabeth Lumley, MD, London Startup Bootcamp Fintech, Olivier Cohen, Regional Manager – Middle East, Hootsuite, Erik Katz, founder and CEO, Circuit Launch, and others. Beirut Digital District, OMD, LBC International and others are a few partners for the conference. Get ready for ArabNet Beirut 2017 Time to talk digital if you’re a really large firm, you’ll have to conduct proper, world- standard financial reporting, and even if you’re not that large, you’ll still have to manage your risk exposure. That’s a key point to take away– the UAE government is encouraging venture capital firms to be responsible with their in- vestments with these regulations. A panel discussion at ArabNet Beirut 2016 A scene from ArabNet Beirut 2016 IMAGEs courtesy arabnet projects (though they’ll only be able to invest 30% of their assets into these sorts of businesses), and equity instru- ments issued by unlisted companies (read: most SMEs looking for funding). Venture capital firms can also choose to invest in units of other venture capital firms, though only up to 10% of their total assets. There’s quite a lot to unpack there, but the long and short of it is that the regu- lations are encouraging venture capital firms to not only ensure that their funds are actually being used to invest in UAE businesses, but also that the funds are distributed fairly across a range of busi- ness types. We don’t yet know how the new regu- lations will play out, but as they’re im- posed on the market, I reckon that we’ll begin to see a more dynamic investment landscape that encourages and rewards innovative startups with solid financials. This doesn’t mean that you’ll have to be raking in serious cash in order to receive investment; it simply means that, if you can demonstrate an ability to turn a profit with your business plan, you’ll be more attractive to investors. That much should be obvious to any business owner anyway, but that obligation is now being written into the legal framework. I look at these new regulations with a sense of optimism– anything that encourages venture capital firms coming to the Middle East and investing more money has to be a positive thing. The ecosystem needs to continue to grow. We’ve seen some great results with the likes of Souq.com, Careem and Proper- tyfinder raising serious money. And as some of these guys start to exit –wheth- er that’s listing or actually M&A activity, or whether they exit to bigger, interna- tional players– there’ll be even more of a reason for international firms to invest in this region. And that’ll pave the way for newer startups to get funding.

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Entrepreneur february 2017 64 UAE digital execs come together for IBM-powered “Digital Leaders” session Digital discussions in pictures The gathering for the first Digital Leaders session in Dubai Emirates NBD’s Pedro Carduso and du’s Stacy Holland IBM’s J.J. De La Torre with guests at the Digital Leaders session The Digital Leaders gathering at Alserkal Avenue in Dubai IMAGE CREDITS: ibm S ome of the UAE’s most prominent figures in the country’s digital space came together in January in Dubai’s Alserkal Avenue for a close-knit gathering powered by IBM, which saw these profes- sionals discuss the digital challenges they face across industries, and how they can help support and move forward a digital agenda in the Emirates. Led by J. J. De La Torre, Digital Transforma- tion Leader for the Middle East and Africa at IBM, the invite-only breakfast session for the UAE’s “Digital Lead- ers” saw representatives from sectors like telecom, banking, media, etc. come together and engage in conversations on furthering digital adop- tion in the country. The event had attendees from both the corporate and startup spaces- these included Stacy Hol- land, Vice President – Digital Experience, du, Pedro S. Cardoso, Head of Multichan- nel and CRM, Emirates NBD, Wissam Younane, CEO, BNC Publishing, Philip Bahoshy, founder, MAGNiTT and Aby Sam Thomas, Editor in Chief, Entrepreneur Middle East, among others. Commenting on the gathering, Bahoshy said, “MAGNiTT looks to bring together startups and stakeholders from across the ecosystem. Connectivity and discussion is key to that proposition. As its founder, I believe more collaboration and cooperation is needed across the MENA region to help support startups. Efforts like this are great in creating those links and connections, which previously wouldn’t have taken place.” As the organizer of the event, De La Torre said he was very happy with the turnout for the inau- gural Digital Leaders session, and was looking forward to more editions of the same in the future. “We are pleased to have enabled this Digital Leaders gathering,” De La Torre said. “This is the first time something like this has been done in the Emirates, and we are keen on sup- porting the country’s digital agenda.”

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Entrepreneur february 2017 66 Rajesh Sajnani is the CEO of the RVS group of companies, a fully integrated fashion group in the Middle East that caters to all the steps of fashion development, right from textile creation to fashion designing to wholesaling and retailing of high end fashion wear and franchising. He likes innovations and experimentations, and likes to push technique to the limit. Paul Kenny is one of the leading technology founders in the Middle East. Having founded his first venture at the age of 25, Paul went on to start four companies before the age of 30. At the age of 28, Paul exited his first venture, and he is now a Partner at Emerge Ventures, which is investing into early-stage growth companies in the Middle East. The generation gap [in entrepreneurs] Comparing old school practices with new millennial outlooks on starting your own business By Paul Kenny and Rajesh Sajnani ecosystem | who’s got VC | Q&A | STARTUP FINANCE start it up Technological integration is often seen as one of the largest distinguishing fac- tors between generations of startups. Older genera- tions tend not to be as tech savvy, but all businesspeople are capable of seeing the benefits in embracing what technology has to offer. G enerational change is a media and marketing phenomenon- news- papers have sepa- rate sections geared to retired baby boomers, magazine covers show off new leaders from Generation X, and now, millennials. En- trepreneurs launching their businesses over the past few decades have been granted the advantage of watching the successes and failures of their predecessors. From the “veterans of change” born from 1925-45, to the baby boomers born from 1946-64, there is a lot to learn, but the social, economic and political landscapes across the globe have grown just as quickly as Generation X and millennial babies. A generation has a shared memory of important events and similar assumptions about what matters, based on their formative experiences. Of course, there are natural subgroups, such as due to religion, class, and ethnicity, but there are also common markers. Baby boomers, for instance, tend to assume they have the power to make change. Even with a strong belief in hierarchy, they try to be more inclusive in the workplace, but this genera- tion is rapidly exiting the workforce, if they haven’t exited already. Generation X- ers and millennials have been and continue to be poised to step into their roles and launch their own entrepre- neurial ventures. The busi- ness tactics, characteristics and leadership styles of these two groups have been a hot topic of discussion. With the self-reliant Gen X working with their peers, results are always the most important aspect of their work, whereas millennials showcase another level of self-confidence. They believe they will make a difference through their practical know-how. In this globalized, connected and yet polarized world that charac- terizes the second decade of the new millennium, employ- ees are looking to leaders who can make a difference now. One thing that hasn’t changed in entrepreneurs across generations is passion. In today’s world of business, along with your passion, you must also want to learn and expand your skillset. Money should not be the driving force. Instead you should be passionate about creating something, doing the best work that you can and solv- ing people’s problems with unique solutions. In a similar vein, it’s clear that there is no wrong or right time to start a business. The right time is when a business succeeds; the wrong time, when it fails. When launching a new venture, there is an inevitable air of uncertainty. Today’s environment offers certain challenges so an entrepreneur always needs the ability to adapt. Liquidity has all but dried up, there is pressure on demand, consumers are looking for more value, and with that, lies opportunity. In every circumstance, there are opportunities to build amazing businesses. Where we have seen tremendous change, however, is the UAE’s startup landscape, which was practically non-existent

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february 2017 Entrepreneur 67 W hile it’s always interesting to understand what product sells and who is buying it in the e-com- merce world, Dubai-based e-retailer JadoPado decided to go the other way and tried to get to know the region’s e-commerce sellers better through a survey it conducted in December last year. In an infographic captur- ing the findings of the survey, JadoPado says that it’s clear that the online medium enables the growth of SMEs, with 56% of sellers found to be small businesses with less than five employees. Further, a desire to attract larger and new pool of buyers has emerged as the dominant reason for companies seeking to sell on the web, and 64% of the sellers have even gone on to sell through multiple (more than three) sales channels. While electronics, fashion, and beauty products lead among the product categories sold online, the majority of sellers note that commercially, e- commerce delivers higher profit margins to the business. The majority of online sellers also seem to concur on their future business strategies, with 60% of survey respond- ents picking “competitive pricing” as a key tool to stay ahead of competition in 2017. Check out the infographic below for a look at why and how the region’s sellers sell online, alongside insights on their preferences. stuffwelove.jadopado.com Boosting business JadoPado’s Middle East e-commerce seller survey makes the case for SMEs to go online | the fix | social media plays a huge role in today’s successful businesses (even if they are not social media businesses.) Some now argue that if your business isn’t on social media, it doesn’t exist. in the eighties and nineties. There is a lot more op- portunity now, with angel investment available, social media aiding your business plans, and multiple financing options easily available. The UAE is a young, incredibly dynamic and fast-growing nation. Years ago, there was not a talent pool to hire from, or nearly as many support services to support building a company. Fast forward to today, there are hundreds of startups and so much talent. Within such a short space of time, this market has become an amazing place to start your company. Technological integration is often seen as one of the largest distinguishing fac- tors between generations of startups. Older generations tend not to be as tech savvy, but all businesspeople are capable of seeing the benefits in embracing what technol- ogy has to offer. Social media plays a huge role in today’s successful businesses (even if they are not social media businesses.) Some now argue that if your business isn’t on social media, it doesn’t exist. Of course, technology has been a core element of younger entrepreneurs’ ca- reers. Some businesses, such as e-commerce companies, couldn’t exist without it. For B2C businesses, engaging customers in conversation improves trust and ulti- mately can drive sales. Today, businesses are more seam- less, with the use of various technologies that allow our teams to work remotely, driving cost efficiencies. It is also a big challenge now for non e-commerce businesses, as it limits your method of sales to footfall. Businesses that began a few decades ago only had to cater to their local market, whereas now, thanks to technology, the world is your market. A few years ago, it was more simple and much more cost-effective to start your own business in the UAE with a lot less regulation, whereas today’s entrepreneurs will be reading through the rules of DEWA, Civil Defence, licensing regulations, and the list goes on. With the introduction of Facebook algorithms and click-through link monitor- ing, marketing has changed from an art to a science. Additionally, the shelf life of tech goods and services has decreased significantly due to regular innovation in our technology, with businesses becoming extinct if they fail to change with the times. Today’s customer is more aware and therefore more demanding, due to the ease and availability of informa- tion through the internet. The hardest part of start- ing your business is actually starting. Many people have great ideas, but they tend to never follow those ideas through any further than a conversation. Difficulty is of- ten found when turning that idea into something tangible. Ultimately, the ability to continuously learn and never give up is invaluable, regard- less of your generation. What works in one business doesn’t work in another, so persever- ance is paramount. A great business isn’t built overnight, but regardless of whether you started 30 years ago, or you’re starting tomorrow, know that you’ll be putting all of your energy and focus into this over a long period of time. And then, hopefully, you’ll get to reap the large rewards that entrepreneur- ship can offer.

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Entrepreneur february 2017 68 Unlocking local pride Three steps to building a sustainable entrepreneurial economy in the UAE By Ramesh Jagannathan ecosystem | who’s got VC | Q&A | STARTUP FINANCE start it up NYU Abu Dhabi campus The UAE has a long tradition of traders and business institu- tions that can and should look to invest in the future of their country. Local investors have to embrace the long-term view of investing locally and in high technology ventures, rather than putting their money in lucrative alternatives such as real estate. IMAGE CREDITS: NYUAD At a time when Gulf econo- mies have been affected by declining oil prices, global and historic precedents illustrate the significance of entrepreneurship for economic development and diversification. The West has turned to an entrepreneurial economy from a managed economy, the BRICs (Brazil, Russia, India and China) have demonstrated their eco- nomic versatility by utilizing entrepreneurship as a means to promote business opportu- nities, and across developing countries, youth entrepre- neurship is being promoted as the answer to the supply- demand challenge of employ- ment with decent wages. The UAE has a young econ- omy defined by a developing entrepreneurship ecosystem. The task ahead is to build local capacity and business from the ground up. This is essential for successful and sustainable diversification of the economy. This is also antithetical to the previous rentier model the Emirates relied on to drive growth, a strategy that has been well suited to an oil-driven economy. In order to engineer the transformation of the oil-driven economy toward a knowledge-based and entre- preneurial economic model, three core components must be considered: getting corporates involved, investor participation, and community education. 1. Getting corporates involved Traditional ven- ture capital is no longer the only way to raise money for startups. As many as 68% of the top 100 companies from the Forbes Global 500 are engaging with startups, with the majority (61.7%) of the startup companies mentioned by The Wall Street Journal under The Billion Dollar Startups Club having raised significant funding from at least one corporate entity, not including invest- ment firms and banks. It is not only leading com- panies such as General Elec- tric (GE), Oracle, and Google who have taken a proactive interest in startups; some of the traditional corporate players have explicit meth- ods through which they may invest in startups on a large scale. Let’s take for example the emerging industries in the region: energy, aviation, logistics, finance and health. The UAE has a rich pipeline of influential corporate lead- ers who own these competen- cies. They have unique access to market knowledge, a huge consumer base and domain understanding. However, the immense size of many of these businesses limits them from innovation. They are battleships that cannot change course on a dime. This is in direct contrast with the more agile and innova- tive tech startups, which can pivot and adapt at lightning speed; however, they cannot grow without domain exper- tise and insights or access to a large consumer base to test viability. The startAD incubator at NYU Abu Dhabi has been built to create a platform for mutually beneficial exchange between such corporates and startups, allowing corpora- tions to innovate effectively through startups, and en- couraging startups to validate their business concepts through corporations. By connecting entrepreneurs with leading UAE industry players, we offer the chance to engage with a network of mentors as well as opportu- nities for thorough business viability testing. UAE corpo- rates will benefit in the long term, as startups help them address new business chal- lenges and also contribute to an increasingly diverse entre- preneurial economy through job creation and technology development. 2. Investor participa- tion Local investors who invest outside the UAE and MENA region must take encouragement from the resurgent deal flow in the region. The emergence of startups in the UAE alone has exploded over the past several years as evidenced in the lat- est reports from ArabNet and MAGNiTT. A stronger local investor community start- ing from seed stage through

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february 2017 Entrepreneur 69 Ramesh Jagannathan is currently the Vice Provost for Entrepreneurship Development and Managing Director of startAD, the innovation and entrepreneurship platform at NYU Abu Dhabi. Ramesh is an entrepreneurial technologist specializing in leading global teams, converting abstract concepts into tangible and marketable technologies in a short time frame. Since 2010, Ramesh has led the focus on innovation and entrepreneurship at NYU Abu Dhabi. Prior to startAD, Ramesh piloted an entrepreneurship program -IDEA Lab- which connected NYUAD members with the broader startup community. He also developed the “superlab” course for engineering students that sought to introduce design concepts around abstract challenges. Previously, Ramesh spent 30 years at Eastman Kodak in the US and the UK, which culminated in a prestigious appointment as Research Fellow at Kodak Research Labs. A recipient of the Kodak Distinguished Inventor Award and a distinguished researcher, Ramesh sat on the Cambridge University Mentor Panel and the Kodak Research Scientific Council. Ramesh is a gold medalist from the University of Madras from where he received his B.Tech degree. He went on to complete his Ph.D. from Clarkson University. Ramesh holds 43 US patents, and has invented a dry inkjet printing technology and a new atmospheric process for coating organic device quality thin films. He also has 31 peer-reviewed articles in journals such as the Nature Scientific Reports and Advanced Functional Materials, including “Organic Nanoparticles — Preparation, Self-Assembly, and Novel Properties,” one of the most accessed papers of 2006 in Advanced Functional Materials. the emergence of startups in the UAE alone has exploded over the past several years as evidenced in the latest reports from ArabNet and MAGNiTT. A stronger local investor community starting from seed stage through to Series, A, B and beyond is cru- cial to building UAE’s entre- preneurial economy. NYU Abu Dhabi campus to Series, A, B and beyond is crucial to building UAE’s entrepreneurial economy. The time has come for lo- cal investors to look locally before investing their money in Silicon Valley or offering to fund European startups. Local businesses are, after all, what will form the basis of a sustainable and successful economy. Not only will local businesses provide profitable returns, they will also keep the investors’ money circulat- ing where they can see the benefit it is bringing about. It is no secret that the UAE is home to a concentration of high net worth individuals. The UAE also has a long tradi- tion of traders and business institutions that can and should look to invest in the future of their country. Local investors have to embrace the long-term view of investing locally and in high technology ventures, rather than putting their money in lucrative al- ternatives such as real estate and other tangibles elsewhere in the world. 3. Community education This process appears simple on its face, but harder to execute in reality. Innovators in the UAE began by think- ing they could borrow the concept of accelerators and incubators from the West and apply the same formula here with the same success. However, this practice be- comes far more complex when dealing with an emerging ecosystem. The formula from the West is not a replicable, out-of-the- box solution in an emerging ecosystem. The truth is that what works in New York City or London will not necessarily work for Abu Dhabi. To en- able the organic growth of the entrepreneurial economy in the UAE, a holistic approach needs to be adopted: one that works on building capacity in the region. Over the past few decades, entrepreneurs and venture capitalists have distilled learnings that significantly improved the prospects of success for aspiring entre- preneurs. Internalizing the science and process of entre- preneurship has resulted in a recipe to create replicable, scalable and capital efficient ventures. This process can be taught by bringing together lead- ers, researchers, founders, and technology practitioners to engage with the aspiring entrepreneurs in the region. By educating people in digital and business literacy we want to enable the local commu- nity to not only set up their own ventures, but to be more effective in executing any pro- ject throughout their careers. With this, our hope is that the general population will become better informed, and their resulting experiences will instruct businesses on how to get things right in or- der to engineer the economy of the future. It is the pioneers in the local community that will lead the way in a “bottom up” approach. As much as government leaders can infuse capital into this space, the transformation will not be truly effected without the community of existing and aspiring entrepreneurs taking ownership. It is their innovative projects that will grow the economy; and these ventures will help build the infrastructure for new busi- nesses to expand through, and further the UAE economy.

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Entrepreneur february 2017 72 Calling fintech entrepreneurs Dubai International Financial Centre and Accenture launch FinTech Hive in the UAE By Sindhu Hariharan ecosystem | who’s got VC | Q&A | STARTUP FINANCE start it up “The program targets startup companies that have already reached a certain stage of maturity in their business, and are looking for minor financial investment, as well as access to a network of field experts” Amr El Saadani, MD- Financial Services MENA, Accenture H.E. Essa Kazim, Governor of DIFC, at the launch of FinTech Hive in DIFC Global consulting firm Accenture has joined hands with Dubai International Financial Centre (DIFC) to launch FinTech Hive, a regional fintech accelerator program set to commence in the first quarter of 2017. FinTech Hive aims to create a platform that can bring to- gether financial institutions and new age financial tech- nology companies, with an objective to “increase access to, improve customer experi- ence and drive operational efficiencies” in the financial services industry. Explaining its two-fold benefits, Pinaki Aich, Vice President-Group Strategy, DIFC, says that the accelerator will serve as a launch pad for “relevant and cutting-edge technology” pertaining to the financial market, and will enable re- gional conventional entities to tap into tech innovations. The accelerator will identify entrepreneurs and startups through a competitive evalu- ation process, and help them “develop, test and modify” their businesses by offering financial investment and access to network of men- tors. “The accelerator will invite applications from global firms planning to ac- cess the Middle East, Africa and South Asia (MEASA) markets, and will take entrants through a series of mentorship and co-working sessions for a period of 12 weeks,” Aich says. “This will culminate with a demo day where startups will dis- play their work and engage with tech firms as potential customers and investors.” While FinTech Hive plans to select 8-10 startups per cycle, this number will vary depending on the number of applications, which are expected to open by March 2017. “We will also continue to expand these partnerships and engage this industry in new ways,” says Aich. Urging fintech entrepreneurs to apply for the program, Aich stresses that the local en- trepreneurship community will “without doubt benefit immensely from exposure to global technological know- how and talent.” With respect to the partner- ship with Accenture, both parties expect the accelera- tor to gain from the consult- ing firm’s global experience and expertise in building and running three FinTech Inno- vation Labs in London, New York and Hong Kong. Com- menting on the FinTech Hive initiative, Amr El Saadani, MD, Accenture’s Financial Services Practice in MENA, says that the company’s responsibilities will involve staffing, budgeting, and man- agement. “Additionally, we will be putting together the list of activities and events we can host at the accelera- tor,” he says. “The program targets startup companies that have already reached a certain stage of maturity in their business, and are looking for minor financial investment, as well as access to a network of field ex- perts,” he adds. DIFC, on its part, believes that the col- laboration will help in com- mercialization of technolo- gies relating to “blockchain empowered trade finance, stock exchange, payments,” among others. “One of the main benefits is shortening and easing of go-to-market strategy for involved firms, with the opportunity to develop relationships with potential future institutional clients and develop relation- ships with senior execu- tives,” says Aich. Globally, even as fintech’s attraction as a sector is increasing, the MENA region has lagged behind its in- ternational counterparts in developing workable models,

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february 2017 Entrepreneur 73 THE EXECUTIVE SUMMARY Pinaki Aich, Vice President- Group Strategy, DIFC What selection methodology will be used to pick entrepreneurs forming part of the accelerator program? “FinTech Hive at DIFC intends to draw a pathway for examples of successful fintech innovation deployment in the regional financial services industry, as well as set new benchmarks for attracting venture capital from the regional markets as the industry grows. Overall, given the fact that one of FinTech Hive’s main objectives is to shorten and ease the go-to-market strategy for tech firms to the MEASA region, startups that are likely to be successful in becoming a part of the program will require a cer- tain profile in terms of their maturity, life stage, market traction and financing. The evaluation mentorship commit- tee we have selected, that consists of representatives from DIFC, Accenture and each of our partnered Financial Institutions, will ensure the right mix from across the financial services landscape, who will collectively define the common problems faced by the industry.” What are your views on the recent fintech policy/regulations brought out by UAE’s Central bank? “We welcome the regulations brought out by UAE’s Central Bank. It is important that for all modern banking practices, regulations are frequently updated. This encourages innovation and flexibility for a large, 70% un- banked market in the MEASA region that has access to online tools and a smartphone usage of up to 80% while still protecting the consumer. Innova- tion in this market is never in isolation and the more participants that come forward in a collaborative sense, the better it will be for the region and the growth of the fintech sector.” “One of the main benefits is shortening and easing of go-to-market strategy for involved firms, with the opportunity to develop relationships with potential future institutional clients and develop relationships with senior executives.” Pinaki Aich DIFC Authority CEO Arif Amiri with Omar Boulos, Regional MD of Accenture in the MENA at the launch of FinTech Hive Launch of FinTech Hive at DIFC and in joining this fintech revolution. As per a 2015 report on fintech eco- system in the GCC by Strategy&, this could soon change because the four key elements necessary to nurture a sup- portive ecosystem, namely “the busi- ness environment/access to markets, government/regulatory support, access to capital, and financial expertise,” are gradually emerging in the region. While the DIFC-Accenture partnership is one instance of this change, the region’s entrepreneurs have been blessed with a plethora of support systems when it comes to starting fintech businesses. 2016 has witnessed some fierce com- petition, among the region’s nations as well as corporations, in this regard. Some of these initia- tives include a part- nership between The Financial Services Regulatory Authority (FSRA) of the Abu Dhabi Global Market (ADGM) and Flat- 6Labs to grow Abu Dhabi’s fintech eco- system, the proposal to set up ADGM’s proposed Fintech Regulatory Labora- tory- a incubator to innovate in the financial industry in a regulated environment, fintech startup PayFort’s regional accelerator Fintech Factory, and Flat6Labs’ 1864 Accelera- tor, a fintech-focused startup accelera- tor in Egypt, among others. While this means that the region’s aspiring entrepreneurs will now have plenty of options to choose from to pursue their respective fintech ven- tures, DIFC believes that FinTech Hive will be set apart thanks to its emphasis on “ground-up development.” Accord- ing to Aich, the DIFC environment, “founded on the largest representation of global and local financial service players,” also works in its favor. “Unlike most other accelerators globally, where the financial hub and the fintech hubs are two separate districts, DIFC intends to create a hub that serves as a plat- form for both parties under one roof to exchange ideas and learn from each other,” he notes.

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Entrepreneur february 2017 74 Keeping things local Jordan-based CashBasha enables MENA shoppers to shop on international e-commerce portals like Amazon- with cash By Sindhu Hariharan ecosystem | who’s got VC | Q&A | STARTUP FINANCE start it up “It is surely an interest- ing time in the region for e-commerce, as major business leaders are just taking notice and there are talks that billions more will be poured in regional funding.” Fouad Jeryes, co-founder, CashBasha at Startup Istanbul 2016 H ere’s a scenario that should sound familiar to those of you in the MENA region: you’re just a few clicks away from completing a purchase on an international e-commerce site on which you’ve found that fashion accessory or favorite book not available in the country you are in, but then, at check- out, you find that either the site does not recognize your credit card, or that the cost of shipping exceeds the product price. Jordanian startup Cash- Basha’s team observed this emerging market-centric issue to be ripe for a tech solution, and thus built a platform that enables MENA shoppers to buy from global e-commerce portals such as Amazon, and pay for your order with cash. “We’ve built tools that offer an automated, transparent and all-inclusive service right to your doorstep, as if you’re being served directly by the site itself, but with all the locally preferred emerging market means of transaction, delivery and support,” says Fouad Jeryes, co-founder, CashBasha. CashBasha co-founders Fouad Jeryes and Sinan Taifour’s entrepreneurial pursuits started off in early 2013 after stints in various tech companies, encour- aged by the fact that their skills were complementary in nature. The duo launched PayHyper- a cash collection network, which introduced a creative solution for the issues surrounding cash on delivery (COD) by flipping it as “cash before delivery.” PayHyper was a combina- tion of physical locations and networks of couriers, where customers can shop online and pay for them in cash at trusted locations near them, or at their doorsteps. The de- cision to pivot from PayHyper and start CashBasha was a result of extensive research by the team, which showed them that 80% of e-commerce retail in the MENA region was flowing from major global e-commerce players. “We believe that one of our success points is that we’ve been able to map how emerging market customers want to be served onto international shop- ping sites in [a] manner that hides all the complexities of purchasing from the customer completely,” Jeryes says. In this endeavor to build a tech platform that allows the “unbanked” population to shop without logistical or pricing hassles, the CashBa- sha team ensured that their solution supported any and all shopping sites. But currently, they are partnered with just one site- but it’s a great first partner to have, given that it is global e-commerce major Amazon. “[We] chose to begin with Amazon because our re- search had shown that about 40% of any online purchases being made in our [MENA] region all came from that one site.” Without elaborating on the terms of the partnership with the e-commerce giant (owing to non-disclosure agreements), Jeryes says that though “strategically, we’ve [CashBasha] aligned with Amazon, we’ve designed our technology to be agnostic and work on any e-commerce website by design.” He adds that they have received requests from customers to integrate more sites, and are considering it, but are also “very happy with the tightly coupled experience we’ve built” with Amazon. As entrepreneurs, Jeryes says that both Taifour and he were very clear on challenging themselves at the very begin- ning when it came to proof of concept. Launching CashBa- sha officially in May 2015, the founders were pleasantly surprised at the early results. “So, we decided that we had to receive 60 orders from cus- tomers that we had absolutely no connection to, and without any marketing in the first month,” he says. “We were able to achieve those within the first two days of opera- tion. We knew we were solv- ing a big problem, and growth has been surprising, to say the least.” Currently, in Jordan alone, CashBasha claims to be shipping nearly “six tons of goods a month.” The startup also offers its services in ma- jor markets like Saudi Arabia,

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february 2017 Entrepreneur 75 “We do not necessarily advocate or overly encourage cash payments, in fact, we want customers to transact in whatever way they are comfortable with.” The modus operandi How does CashBasha work 1. Search for the product you’d like to buy from Amazon through CashBasha’s inte- grated website. 2. Place the item in your shopping cart as you normally would, and checkout. 3. At checkout, select pay- ment method, and other order details to place the order. 4. In case of cash payment, the startup’s customer service team will pick up the cash amount at your door and present a confirmation receipt. Credit card payments can also be made through the portal. 5. Finally, the goods reach the customers in a timeline that depends upon where they are being shipped. www.cashbasha.com Fouad Jeryes, co-founder, CashBasha at Startup Istanbul 2016 IMAGE CREDITS: CASHBASHA >>> and plans to expand its offer- ings in other regions of the MENA, with four countries in the pipeline. However, the entrepreneur confesses that the team has been careful to not “overwhelm themselves” at any point in time, and is focused on providing the best customer experience by partnering with local teams. It is this full circle customer experience and the ease of shopping from Amazon’s global catalog that seems to have contributed to the startup’s growth. According to Jeryes, another factor that drives customers to transact with them includes a feature enabling Arabic search. In ad- dition, he also talks about an alert system where customers are informed if a particular item in their basket is pro- hibited from being imported into the destination country, ahead of order confirmation. CashBasha also claims to have engineered proprietary cus- toms algorithms to keep track of any changes in packages as they come through. Citing these features, Jeryes empha- sizes that despite the pres- ence of competition, “none have produced a seamless and automated technical solution” as CashBasha has. While the business serves a crucial purpose, I can’t help but wonder if CashBasha is limiting itself to customer groups who still prefer and use cash for e-commerce transactions, which, as per most industry reports on digital payments, is a reducing class. I voice this concern, and also ask Jeryes about how comfortable he is to be advocating payments in cash for e-commerce. He is quick to respond that CashBasha is an “e-commerce technology startup,” and they see cash as “the preferred means of trans- action for the next 15 years, at least according to some cred- ible studies,” He adds that in the cash-dominated markets served by CashBasha, only 20% of the transactions are digital in nature. Additionally, he points out that CashBa- sha’s tools also aid in inter- national sourcing, shipping, customs clearance and other allied needs, and are not just a means of payment. As for my query on supporting COD, Jeryes stresses that their method is “cash before deliv- ery,” and not COD. “We do not necessarily advocate or overly encourage cash payments, in fact, we want customers to transact in whatever way they are comfortable with.” With respect to financial support, the startup has man- aged to gain trust of inves- tor groups such as Aramex Ventures and 500Startups, raising an undisclosed amount of seed investment from them. “[We] will be raising a major round within the months to come,” adds Jeryes. While raising money from such strategic investors can help bring attention to a fledgling venture, it comes with its share of challenges, and Jeryes says that “the initial terms

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Entrepreneur february 2017 76 ‘TREP TALK Fouad Jeryes, co-founder, CashBasha ecosystem | who’s got VC | Q&A | STARTUP FINANCE start it up “[We] chose to begin with Amazon because our research had shown that about 40% of any online purchases being made in our [MENA] region all came from that one site.” CashBasha co-founders Sinan Taifour and Fouad Jeryes that were put on the table were not the most startup friendly,” but they had made the right choice of investors. “We always wish the process could have been faster, but larger companies naturally work at a slower pace,” he says. Besides the perpetual funding woes, CashBasha also had to face a challenge that is specific to the Middle East region- issues related to citizenship and residency. In early 2014, co-founder Taifour (a Syrian national who had lived in Jordan all his life), had troubles in renewing his passport owing to the political situation. To ensure that this didn’t affect operations, Tai- four chose to make use of his German visa and work from Germany, which brought with it management challenges. “Considering the move, we had to build the site and all the operational channels of the business as a two-person team sitting a couple of thou- sand miles apart,” says Jeryes. After persevering through such hurdles, the past year has been kind to CashBasha, with the startup adding a few key achievements to its name. CashBasha emerged as the winner of Startup Istanbul 2016, an event that brought together entrepreneurs, busi- ness leaders and investors from across Asia and Europe. Coming in first place out of 2,700 startups that applied, CashBasha was one of the 15 finalists that pitched onstage to a jury panel including investors from 500Startups, Y Combinator, Abraaj Capital, and others. Another landmark moment for CashBasha was when the co-founders were chosen to have exclusive time with Amazon’s Jeff Bezos and five other senior vice presi- dents of the company, along with other Jordanian entre- preneurs, during Bezos’ visit to Jordan in November 2016. Posting on his Instagram page about the experience, Jeryes called it “a milestone in our careers, and we couldn’t be more thankful.” Jeryes also carries the same excitement to the business’s future. He believes that CashBasha is poised to pursue and succeed in a number of opportunities. “It is surely an interesting time in the region for e-commerce, as major business leaders are just taking notice and there are talks that billions more will be poured in regional funding,” he says, referencing recent regional developments. Noting that the “hunger for differentiated products, at competitive prices” among MENA consumers is not any different from aspirations of established markets, Cash- Basha wants to keep at their mission of ensuring that no one is “limited by what you can, and cannot, buy online.” What’s your take on the evolution of the entre- preneurship ecosystem in Jordan and MENA? “Over the past six years, quite a bit has happened. The build up of awareness, and attention towards technology startups is inspiring, but we aren’t too far from the starting line. Although, now perhaps cliché after seven years, Maktoob’s acquisition is still the most vis- ible event that has taken place, sadly. We remain optimistic that more success is to follow, but we would argue that the type of success entrepreneurs should be looking for needs to be in check. Smaller and more frequent wins, exits or mergers are more realistic and worthy of the current market pace. Amongst these well-positioned and focused companies, we’ll surely see more promising candidates with the ability to grow into larger entities.” What’s your advice for entrepreneurs on fundrais- ing and maintaining better relations with investors? “[Firstly], work, work, work. Don’t give investors much attention, as [when] they may sidetrack you at the begin- ning. Make sure you’re visible and constantly on their radar, but make sure what you’re working on is doing well and presents something promising. They’ll come to you. [Second], don’t be dragged down by any formalities when it comes to your initial investment rounds. Consider convertible notes and startup friendly terms that do not delay your progress or con- strict your freedom to experi- ment. Refrain from forming a board, worrying about interest rates, and having to report back on every move you make. Your investors need to trust you, and be there for you when you need them at the early stages, but not bog you with their pa- perwork or nosiness. [Finally], focus on growth and make sure you find investors that appreci- ate and understand that.” What are your top tips for aspiring entrepreneurs to start and scale a business in the region? 1. Prepare for mental and emotional strife, then learn to embrace it. “Being an entrepreneur is an exhilarating journey, but you’ll soon realize that although you know it’ll be a challenging path ahead, the ‘type’ of difficulties you’ll encounter will be tough to anticipate- no matter what you do. You will question yourself, your existence, and be surprised by your vulnerabilities. It will be awkward and uncomfortable a lot of times, but learn to welcome it with open arms because it is personal and professional growth and development disguised as a short-lived struggle.” 2. Learn from everyone and follow no one. “No matter who they are or what they do, somehow we’ve found that there are takeaways from any interaction you could have, and gain from them. Some of these might be in the form of ‘what to do,’ and others are even more important ‘what not to do’s.’ There are a lot of jokers out there.” 3. Throw yourself in the deep end, but be sure to ride a wave if you see one. “In most cases, the market will tell you what to pursue, and what seems to be a bit off the beaten path. There are always ways to innovate and introduce something new or in need, but you need to look for patterns and work like hell. You need to commit yourself to your work and sacrifice a great deal of time and resources to see it through.”

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Entrepreneur february 2017 78 Weaving stories from data Natural language generation startup Narrativa uses AI to generate content at scale By Sindhu Hariharan ecosystem | who’s got VC | Q&A | STARTUP FINANCE start it up “Narrativa is helping journalists to focus [on] the real stories, and leave the repetitive data-driven stories to us.” David Llorente, CEO, Narrativa at Flat6Labs Demo Day S evilla won with a re- sounding 2-0 against Athletic in Nervión, which sums up eight straight wins at home. Gameiro scored the first one for the locals and closed the scoreboard by converting a penalty kick after Kychow- iak was fouled. Athletic was unlucky despite controlling ball possession, and wasn’t able to finish any of the numerous chances that they had.” At first glance, the above looks like a snippet from a typical post-match report, put together by a sports journalist who covered the game, answering the signifi- cant what, who, where, and when questions that govern such pieces. So what makes this write-up special? Well, this particular report was not written by a human be- ing- it was put together by an artificial intelligence (AI) system, and generated using rows of numerical data in just a few seconds. The AI system that wrote the above is a product of Narra- tiva, a natural language-gen- eration startup based right here in Abu Dhabi. Launched in the summer of 2015 by David Llorente (CEO), Eugenio Fernandez (Chief Scientist), and Antonio Moratilla (CTO) -research colleagues from university days- Narrativa’s technology takes complex data sets and transforms them into human narratives. “Across differ- ent industries, we identified a common problem,” says Llorente. “There is a need to create content at scale, and at a very low cost, [but] at the same time, we discovered that there is very low levels of monetization of the data that companies produce.” Hence, with a strategy to “disrupt the digital content industry,” Narrativa and its AI product GabrieleAI help companies generate “mil- lions of narratives per day” with a marginal cost of “less than five cents per narra- tive.” To understand the “disruptive” potential of this claim, consider this claim against what Llorente calls a normal scenario, where one human can effectively gener- ate only up to four narratives a day, and the “hundreds of dollars” involved in such human-generated content. Involved primarily in deliv- ering news reports, earnings reports, product descrip- tions, etc. for its customer groups including news or- ganizations, content compa- nies, and e-commerce firms, Narrativa is keen to sign up other industry adopters too. According to Llorente, GabrieleAI’s ability to gener- ate content at scale can be of huge benefits to growing e- commerce companies. “One of our e-commerce cus- tomers has more than 200 people generating product descriptions for their prod- ucts, and now using Narra- tiva they are able to reduce this number drastically, and generate much more product descriptions than before,” he notes. He adds that custom- ers are taken aback at the “quality of narratives” the technology produces, and that it’s almost impossible for anyone to guess that it was produced by a computer, and not a human. As of now, Narrativa serves three customers, though it says it has more than 11 customers in the pipeline. As a skeptical (and maybe a bit smug) journalist, I quiz Llorente about how GabrieleAI can go beyond being a solution delivering volume and speed to answer the critical “why” needed in news reports. Llorente is quick to clarify that while Narrativa’s tool is no match to the sophistication and analysis that a journalist brings to a story, the startup is currently working “with contextual data” to enrich narratives. “Narrativa is not trying to take out the job of journalists,” he says. “Instead, Narrativa is help- ing journalists to focus [on] the real stories, and leave the repetitive data-driven stories to us.” It’s quite evident that currently, the startup’s USP is the quantity of content that they can cre- ate for companies- that said, Llorente admits that the tool’s limitation only comes from the data itself, i.e. the problem of not having suf- ficient data. With large mainstream news organizations such as the Associated Press, The Washington Post, and many others already using software to churn out standard news reports, financial alerts,

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february 2017 Entrepreneur 79 Why did you decide to start up in the UAE, and why did you align with Flat6Labs? “We analyzed different business opportunities around the world and, as explained before, MENA region is probably the biggest opportunity worldwide for automatic content generation. Flat6Labs is the perfect accel- erator program to join and enter the MENA region. Flat6Labs comes with the support of twofour54 and has an incredible network across the region. Also, [Flat6Labs] comes with top mentors and incredible facilities and staff. Flat6Labs gave us ac- cess to customers and investors and helped us to understand the peculiarities of the markets. The UAE is a very stable and well-run country with a need to diversify their economy and with a great appetite for innovation and disruption. On the other hand, the free zones allow international companies and startups to operate within the region with the maximum guarantees and with almost no bureaucracy.” What tips would you offer for entrepreneurs to start a busi- ness in the MENA region? “First, you need to create a net- work of contacts and it is crucial to be present in the region. Trust and reputation are key factors to succeed, and you will need to work hard to gain both. Second, you need a local part- ner. This is crucial in order to understand better how things work plus [it] will help you to open doors. In our case, the partner was Flat6Labs; however it can be a co-founder, investor or even a customer. Third, it is crucial to understand that the MENA market is a winner-take- all market and has only place for winners and being second is not an option. Investors look for investments with very large returns and no investor within the region will trust you if you are not able to prove that you can grow fast and take all.” ‘TREP TALK David Llorente, CEO, Narrativa “Customers can train the technology by adding new example narratives, so the technology learns the writing style of the customer.” David Llorente, CEO, Narrativa at 48 Forward IMAGE CREDITS: NARRATIVA sports reports etc., Nar- rativa is pitted against grow- ing competition in the field globally, but that doesn’t seem to worry Llorente. “Very few companies are us- ing AI, and they use a rule- based approach instead.” He adds that compared to sys- tems using rule-based meth- odologies, those building natural language-generation AI (like Narrativa) “have the advantage of being learning systems.” This “learning” feature is perhaps why Nar- rativa also allows customers to customize the technology using a platform they have developed. “Customers can train the technology by add- ing new example narratives, so the technology learns the writing style of the customer,” says Llorente. In this way, the system enables users to define the structure of the narratives. Interestingly, while you may think that emerging markets like the MENA would be a few years behind in the adoption of futuristic AI, Llorente says that Narrativa sees this region as one with the “biggest” growth po- tential. “The MENA region counts over 350 million people, and the total online content in Arabic is less than 2%,” Llorente notes. “There is an increasing need and appetite for content in Arabic.” He points out that that the startup is the “only company in the world” cur- rently generating narratives in Arabic, and this gives them a clear advantage and differentiation. Narrativa’s business plans also reflect this belief. “By Q2-2017 [second quarter of 2017], we want to sign four more medium/large customers in the MENA region, and another four in Europe and USA combined… By the end of 2017, we expect to hit revenues of over one million [dollars], and by the end of 2018, we expect to triple that amount.” To help them edge closer to these milestones, Narra- tiva has already raised over US$250,000 in investment from investors, including Next Media Accelerator from Germany and Flat- 6Labs from the UAE, with Llorente also pooling in his own money for his enter- prise. The startup is also looking to raise $500,000 currently. “We are look- ing for a decisive and savvy investor who shares our vision and who is willing to, together, disrupt the digital content industry,” says Llorente. And how has the hunt been so far? Llorente says that as technology gets “more complicated,” the process also becomes harder. Investors insist on validating the business by running pilots, which, inevi- tably, gets costly and slows things down. However, that has not deterred the team, which has been running pi- lot projects and demonstrat- ing the capabilities of their products to MENA’s inves- tors. As for the emergence and growth of businesses based on AI and associated technologies, Llorente feels that time is ripe for such startups to take a shot at venture capital and insti- tutional money, and grow across sectors. “AI and machine learn- ing have not really changed much in the last 40 years; what has significantly changed is the amount of data available to train the systems and an incredible computing capacity that allow us to speed up the training of AI,” he explains. The entrepreneur also believes that AI, along with big data and the internet of things, is helping solve problems that were “pre- viously irresolvable” and hence is impacting status quo across sectors. One thing, however, appears to be a recurring theme in any AI business- job roles being done away by rise of auto- mation. Though unnerving, it is a result of the complex times we live in, a phase that the World Economic Forum calls the “The Fourth Industrial Revolution,” which looks like it’s here to stay, and Narrativa wants to make sure that it is well poised to be a leading com- pany in such a world.

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Entrepreneur february 2017 80 I t’s a common thing for entrepreneurs to start up a business to solve a prob- lem that they personally face, and that seems to have been exactly the route Oola Sports co-founder and CEO Haya Al Ghanim took when starting up her venture that offers women “loose- fitting and not revealing, yet contemporary and elegant sportswear.” According to Al Ghanim, her company’s activewear line is for women who are like her- passionate about staying healthy, but want to stay true to their individual values while doing so. “It all came from my per- sonal need,” she remembers. “I had the desire to enjoy the great outdoors, while stay- ing in line with my values and culture. I love outdoors sports, and I wanted to be comfortable while exercising. Plus, I wanted friends to join me. If they can’t find the right clothes to exercise with me, they don’t even make it for an outdoor run, for example. The more I looked into ways to solve this challenge, the more I realized how big of a market it is. That led my partners, Amina [Ahmadi], Lilian [Bar- bosa], and I to work together on finding a solution, and we decided to launch Oola to provide more women with access to outdoor sports by providing modesty-inspired, loose-fitting activewear.” Explaining the name of her company, Al Ghanim says, “In Arabic, oola means the first, the pioneer. We believe every woman is a pioneer in her own life, and our brand reflects this belief. Oola is a revolutionary brand that ca- ters to the active woman who chooses to maintain an active, healthy lifestyle, while choos- ing to maintain her individual values. Our garments are made for the pioneer in you.” And for what it’s worth, it certainly does seem like Oola Sports has been a pioneer in whatever it has set out to do so far. In less than a year, Oola has grown to be a brand that has achieved recogni- tion in Qatar and the region, with the first batch of its activewear collection having hit the market in the last quarter of 2016. “We came together for a common goal– gearing up for the launch, accepting the challenge to be agile, and quick to act on a crowdfunding campaign on Indiegogo with the teaser, ‘Oola Sportswear: Activewear That’s Got You Covered’ that was started in the beginning of October 2016. This experi- ence reshaped my expecta- tions of the new hires on the Oola team, and in the end, after 30 days on Indiegogo, we raised a total of US$33,790 from 115 backers. This was over and much beyond our expectation of $25,000.” At the same time, Oola decided to make it a priority to cater to the perspectives of a wide spectrum of customers. Detailing her team’s journey with the feedback process, Al Ghanim says, “Entrepre- neurs are often encouraged and constantly reminded, borderline nagged, to seek customers’ feedback. 2016 taught me that despite the constant reminder, when it’s time to make decisions, our default judgment is to go with our own preference.” In 2016, Oola developed a customer- centric product-development cycle by creating customer feedback groups for spe- cific product lines, including swimwear and the abaya. This intentional focus on customer feedback has propelled the team full-speed ahead with designing some of their most innovative pieces. In terms of manufacturing Oola’s various products, Al Ghanim says that when the company was exploring options in this space, they went to a trade fair in Germany that had suppliers and manufacturers from all over the world. After testing product development with various developers, the team decided to proceed with making its first collection in Taiwan, given the quality of production and the ethical standards of the factory. “We are now in the process of de- veloping the second collection in Qatar,” Al Ghanim says. Coincidentally, when Oola was being launched, that was when the burkini (the full-body swimwear worn by some Muslim women) ban was being implemented in France and other countries in Europe. When asked about it, Al Ghanim wasn’t approv- ing of it, saying, “It’s a matter of personal preference, since covering up is not a symbol of one religion.” She adds that being modest is something that is commonly practiced among those of Islamic, Or- thodox Judaic, Coptic Chris- tian, or other religious faiths. In addition to being modest or abiding by norms, regard- less of religious prescriptions, Driven by purpose Oola Sports co-founder and CEO Haya Al Ghanim wants to help women enjoy the great outdoors- while staying true to their personal values By Aparajita Mukherjee ecosystem | who’s got VC | Q&A | STARTUP FINANCE start it up Products by Oola Sports

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february 2017 Entrepreneur 81 Al Ghanim, while speaking to women during the fine-tun- ing process of her business model, says that she “heard from women who had just given birth and they are not comfortable with wearing fitted sportswear, until they lose the pregnancy weight. They were also looking for loose-fitting activewear, and it would be a shame to let clothes prevent them from enjoying an outdoor workout or a swim.” From Oola’s per- spective though, Al Ghanim reveals that the company is indeed working on a swim- wear line for its customers. “For swimwear, we’re in the very early phases of gather- ing consumer feedback, and we’ve created a WhatsApp group chat, so that these women can share their key needs and insights about what they’re looking for in modest swimwear apparel,” she explains. “We’re excited that our group includes a businesswoman (who is very passionate about a specific fabric she’d like to see swim- wear made with), a college student (who prefers modest swimwear, but is disheart- ened by the way current options drag in the water and pull her down), and an aspiring Olympic swimmer (who is training for a career in swimming, but who does not want to take off her head scarf to participate).” Al Ghanim’s strategy for building up Oola’s swim- wear line is characteristic of the company’s product development methodology. “It always begins with the customer,” she says. “And it includes the following steps: gather consumer feedback on key needs; sketch various ideas and ask for feedback on the ideas; build a proto- type, based on key sketch feedback; have users test prototype and describe ex- perience; integrate customer experience notes for final product design; and test pro- duction samples with larger customer base.” Given that she has such a clear-cut plan for how to go about building products for her enterprise, it seems pretty evident that Al Ghanim has a lot up her sleeve for Oola in 2017. “The year 2016 was all about set- ting up. Between establishing our brand awareness, build- ing the community, growing the core team, kicking off sales, fulfilling orders and developing new products, the ultimate focus of 2016 was to get things done. We often did this apart from one another with lots of work-from-home time and on-the-go mad- ness. I envision more team time under one roof in 2017. Though remote work can be an effective way to give team- mates more space to focus and deliver, nothing replaces the feeling of togetherness like working side by side with teammates.” Speaking of additional products from the Oola stable, Al Ghanim mentions: swimwear, triath- lon suits, horse riding out- fits. But the overriding phi- losophy is to keep the door open for customers to tell Oola what they want to see next. “We will also continue to be involved in community building efforts to encourage more women to explore the beauty of outdoor activities,” she says. “We’re also on track for releasing collection 2 in the spring of 2017, with your favorite colors and most desired sizes!” Operating out of the Qatar Business Incubation Center’s (QBIC) premises since October 2016, Al Ghanim says that she is grateful for the added support she has for her enterprise today. “We feel like our Oola fam- ily grew and extended to include many more sup- portive QBIC staff looking after our success, and fellow entrepreneurs sharing their experience with us and even exploring partnership op- portunities.” She adds that Qatar Foundation has also taken part in equipping the Oola team with the educa- tional tools and encourage- ment that they needed to pursue their dreams. When asked about her wish list in terms of requests to the Gov- ernment of Qatar, Al Ghanim says, “What I believe would add value to government and businesses is to bridge the gap between businesses and innovative solutions being built in the labs. This type of public-private partnerships, if supported by the right policies, can result in even more competitive businesses and better reach of research outcomes in the market.” We agree with Al Ghanim on that front- and we certainly hope the changes she wants helps out Oola in the long run. Onward and upward! How important do you think is it for entrepreneurs to find the right professional partner in carving out success? “Finding the right partner is as important as finding the right spouse. For an early-stage company, it’s critical to build it on the right foundation of values, common understanding, similar work ethics and equal passion. Having the right partner not only helps in building the strong foundation a company needs, it also makes it much more enjoyable. That also applies to the early hires, not just the founders. I’m grateful for the wonderful co- founders and core team we work with for making the Oola journey enjoyable.” What would you tell an aspiring businesswoman in the region to be prepared for before she ventures on her own? “Businessmen and businesswomen alike need to be prepared for the ups and downs of an early-stage business. I make sure we celebrate Oola’s achievements as a team to remind ourselves of how lucky we are to have each other and accomplish so much. This makes it easier to get through difficult days for sure.” What have been your biggest lessons from your journey with Oola so far? “The crowdfunding campaign has raised my bar for new hires. Going forward, for 2017 onwards, we will be looking for new team members to join us, only if they can have the same agility, responsiveness and selfless giving of quality work for the overall betterment of the team and Oola. Secondly, our goal for 2017 and onwards is to not only continue to be good listeners to our customers’ needs, but also when it’s time to make decisions, we would refer to their valuable insights. That’s our priority, and a determining factor in making decisions.” ‘TREP TALK Haya Al Ghanim, co-founder and CEO, Oola Sports IMAGE CREDITS: oola sports Lilian Barbosa, Haya Al Ghanim and Amina Ahmadi, co-founders, Oola Sports

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Entrepreneur february 2017 82 How to ensure your business enjoys long-lasting success By Suzi Croft and Manar Al-Jayouchi For the long haul Suzi Croft and Manar Al Jayouchi are the co-founders of the Appetite Group. Appetite - The Shop at Index Tower, Dubai Appetite - The Shop at Business Bay, Dubai ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO TREPONOMICS It’s one thing to start a business- it’s another thing altogether to keep it running sustainably and successfully over a number of years. We started Ap- petite over 11 years ago, when we saw a gap in the market for wholesome, grab- n-go food. As a small enterprise that started in Dubai with just two employ- ees, we have since managed to achieve great success over the years, and now, more than a decade later, the Appetite Group umbrella includes homegrown concepts like 1762 Deli, 1762 Stripped, and more. It’s been a long journey get- ting here, and for those of you entrepre- neurs just starting out on this ride, here are a few tips that we think can help you along with this trip: 1. Build a good team spirit Creating the right company culture is always a challenge. Over the years, we have been very lucky to have some of the best and brightest join us on our journey. At the end of the day, every aspect of our com- pany is made up of people, and happy people perform, not only at their jobs, but also in their personal friendships, and work relationships. 2. Creativity is key Creativity plays a pivotal role in our company, maybe more so then others. We’re hitting this in every department, from our interiors, product development, marketing, and all the way up to staff uniforms. We strive to bring in creative minds into the mix at any opportunity as it plays a central position in our daily discussions. 3. Keep up with technology 2017 is the year of digital for us. An important factor in any industry now is to stay loose and nimble. Technology is chang- ing daily (though we still can’t see the day of eating a digital sandwich!), and it touches heavily in our operational ef- fectiveness and marketing department. As in all things with our business, we try to stay one step ahead of the game, whether that’s bringing new foods in to the mix, or ensuring we’re connect- ing with people on the right platform. As much as this comes in to play, we will always place value, and endeavor to have that human touch behind the scenes, to bring warmth and openness in to our brands. 4. Stay true to your values Product consistency has always been a challenge. Weather patterns change, ingredients shift, trends differ. Making sure we put out to market a consistent offering that ticks all the boxes, whilst staying on point to our company values is the chal- lenge. That’s why we sample, taste, and push for feedback every day, whilst still keeping one eye on the future. 5. Think global We have a fantastic consumer base in the UAE; it’s one of the most diverse in the region, full of brilliant minds and forward thinking people. The downside of this is that people aren’t always here for the long haul. The world is a much smaller place now and people move around constant- ly, this means our connectivity becomes dated very quickly. Tackling this is a self-discipline to constantly shout and be out in the limelight. We bring in new friends and customers, and slowly but surely build a strong global brand reputation. 6. Customers need to come first (always) Product, service, and strategy: these are the three supporting points of any hospitality business. Food tasting has become a daily ritual for us. We draw inspiration from around the globe, and always push to innovate ahead of the competition in every aspect of our business. Service aspects, we cover with very thorough hiring policies to ensure an amazing management team, and the strategy side is tackled on our aspira- tions to lead the food and beverage industry in the Middle East. Finally, our advice for entrepreneurs setting out on building their enter- prises: it’s a lot of hard work. Nothing will prepare you for that, but on the flip side, you’ll never feel happier having produced something so beautiful for yourself. Focus on location, product and service- if you hit the big three, you certainly won’t be too far off the mark.

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