Page 1

9 7 7 2 3 1 1 5 4 1 0 0 8 > Is the app boom over? Eight MENA investors sound off on investments and tech Reaping the rewards Women in business Succession, motivation and exceptional enterprise conduct strategies for Six (cost-effective) ways to develop a good online presence Making a shoestring budget work for your business Qatar ushers in the IoT era R&D center QMIC leads the region’s research in smart mobility Dr. Adnan Abu-Dayya sees the country’s digitized future may 2016 | www.entrepreneur.com/me | QAR15

Page 2

Page 3

may 2016 Entrepreneur 3 CONTENTS may 2016 H.H. Sheikha Latifa bint Mohammed bin Rashid Al Maktoum 12 Launch of QMIC’s Labeeb IoT platform Hala Fadel Huda Al Lawati Iman Ben Chaibah Amy Cole Deborah Nicodemus Butheina Kazim Sonia Weymuller Ambareen Musa Tanaz Dizadji Sara Mohammadi Nida Sumar Amelia Gundersen-Herman Nicola Cuoco Christina Ganim Loulou Khazen Baz Samantha Hamilton- Rushforth Kristine Lasam Yamna Naveed Khan Shereen Salah Ahmed 12 INNOVATOR: Qatar ushers in the IoT era R&D center QMIC leads the region’s research in smart mobility Dr. Adnan Abu-Dayya sees the country’s digitized future 66 TECH: MOBILE TECH The investor’s viewpoint We asked eight Middle East investors to give us their views on whether startups in the app space still have a chance to make it. H.H. Sheikha Latifa bint Mohammed bin Rashid Al Maktoum H.E. Sheikha Al-Zain Sabah Al-Naser Al-Sabah H.E. Dr. Sheikha Aisha bin Faleh bint Nasser Al-Thani Noor Sweid 20 INNOVATOR: Reaping the rewards The region’s who’s who Succession, motivation, and exceptional enterprise conduct strategies for women in business 22 H.H. Sheikha Latifa bint Mohammed bin Rashid Al Maktoum IN BUSI

Page 4

Entrepreneur may 2016 4 CONTENTS may 2016 27 Henri Asseily, Manager Partner, Leap Ventures 72 Reed Hastings, CEO and co-founder, Netflix 69 Tammer Qaddumi, Founding Partner, VentureSouq 76 Lenovo’s new ThinkPad Yoga X1 90 MONEY: ASK THE MONEY GUY Exit strategies for SMEs The importance of exit readiness and a well- designed sales process laid out for you by an industry pro. 87 VC VIEWPOINT Get ready, get set, go! Five tips for entrepreneurs embarking on a Series A raise, by an entrepreneur who just closed his startup’s round. 64 PRO Standardizing your expectations (successfully) Owais Dilawer discusses how entrepreneurs can effectively manage change in the workplace, no matter the size of the enterprise. 58 ‘TREPONOMICS: MARKETING Making a shoestring budget work for your business Six (cost effective) ways to develop a good online presence put forward by Anna-Liisa Goggs, the co- founder and COO of C3. 56 SKILLSET The winning formula Elie Khouri, CEO of Omnicom Media Group MENA, shares insights on creating the kind of company people love working for. 58 MARKETING Is your loyalty program ready for glocalization? Why should loyalty programs not also show appreciation of local needs, customs, and expectations? Brands must blend globally available flagship products and services with a carefully curated range of locally relevant items. 81 ESQUIRE GUY The Esquire Guy on the art of how to get out of doing anything Ross McCammon is the master of not giving in- here he shares his tips on firmly avoiding doing things you don’t want to do. 96 ECOSYSTEM Immediacy trumps loyalty If you want to compete with the bigger players, your business can’t just play the “we’re local” card. 14 EDITOR’S NOTE By Fida Z. Chaaban

Page 5

Page 6

Entrepreneur may 2016 6 SUBSCRIBE Contact subscriptions@bncpublishing.net to receive Entrepreneur Middle East every issue EDITOR IN CHIEF Fida Z. Chaaban editor@bncpublishing.net MANAGING DIRECTOR Walid Zok walid@bncpublishing.net DIRECTOR Rabih Najm rabih@bncpublishing.net DIRECTOR Wissam Younane wissam@bncpublishing.net CREATIVE LEAD Odette Kahwagi MANAGING EDITOR Aby Sam Thomas STARTUPS SECTION EDITOR Pamella de Leon COLUMNIST Sindhu Hariharan COLUMNIST Tamara Clarke COLUMNIST Shoug Al Nafisi COLUMNIST Erika Widen EVENTS LIAISON Mark Anthony Monzon PO Box 502511 Dubai, United Arab Emirates P +971 4 4200 506 | F +971 4 4200 196 For all commercial enquiries related to Entrepreneur Middle East contact sales@bncpublishing.net All rights reserved © 2016. Opinions expressed are solely those of the contributors. Entrepreneur Middle East and all subsidiary publications in the MENA region are officially licensed exclusively to BNC Publishing in the MENA region by Entrepreneur Media Inc. No part of this magazine may be reproduced or transmitted in any form or by any means without written permission of the publisher. www.entrepreneur.com/me Access fresh content daily on our website! MIDDLE EAST Printed by Raidy Emirates Printing Group LLC www.raidy.com EntMagazineME @EntMagazineME @Fida Entrepreneur-me EntrepreneurMiddleEast EntMagazineME EntMagazineME EntMagazineME Images used in Entrepreneur Middle East are credited when necessary. Attributed use of copyrighted images with permission. All images not credited otherwise Shutterstock. Lama Ataya Abdulla Barakji Martin Braddock Amal Chaaban James Clear Owais Dilawer Anna-Liisa Goggs Amelia Gundersen-Herman Ashish Joseph Elie Khouri Malak Al-Habib Barry Lalanne Suhail Al-Masri Ross McCammon Rani Nasr Soukaina Rachidi Nick Rego May Rostom Adib Samara Tareq Samara Mohammed Al-Sadiq Khalil Shadid Erika Widen CONTRIBUTING WRITERS 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!

Page 7

Page 8

Entrepreneur may 2016 8 EDITOR’S NOTE Fida Z. Chaaban Editor in Chief @fida editor@bncpublishing.net Reality check to the umpteenth degree How I learned to stop whining and start doing (from one of our #EntMEWomen) Y ou might have noticed the lineup of hyper successful women in this edition. You might have also noticed that they all have dual or triple or even quadruple sets of professional obligations, some voluntary and some not, not to mention having personal lives and relationships to maintain. Most of these women are far more overextended than myself, and yet almost all of them have a better grasp on work-life balance. I am constantly shoving my personal life by the wayside, neglecting my health, and in general, making excuses for not being capable enough to schedule breaks. This edition, we have some of the region’s biggest achievers, and all of them come across more calm and more “stable” than I do when you encounter them in real life (I promise). From H.H. Sheikha Latifa bint Mo- hammed bin Rashid Al Mak- toum, during our interview at Dubai Culture offices, I learned that it’s okay to stop trying to execute perfection, and instead try to execute at a level that can be consid- ered great. It was a hard pill to swallow, but I needed to hear it. I also learned that while Her Highness is a self- professed workaholic, she slowly schooled herself to stop taking work home. This served two purposes; firstly, she was able to give herself more creative thinking time -terribly important in her sector and position as Vice Chairman of the Board of Directors of Dubai Culture & Arts Authority- and sec- ondly, she was able to give herself that switched-off space to maintain a good balance between professional obliga- tions (of which there are many, as you can imagine), and her personal life and ambitions. I think that my conversation with Sheikha Latifa also proved how irresponsible I have been- yes, I do man- age a huge brand very responsibly, but I failed at some- thing that is abso- lutely integral for a successful well-rounded person: maintaining balance. Tipping my scales in favor of irresponsibility included ev- erything from cancelling my twice-weekly yoga classes to scheduling myself in for 10:30 p.m. mentoring ses- sions, phone calls, and meet- ings, to not eating all day due to “pressing” to-do lists. There is much more to being successful than running a company smoothly- there’s also a measure of how good you are at staying in charge of your own life outside of the professional sphere. I am not good at staying in charge of my own life, but after this edition goes to print, I will be- and if that means not working after 7:00 p.m., then so be it.

Page 9

OFFICIAL TELEVISION OF EMIR CUP 2016 Android TM, Android TV TM and other marks are trademarks of Google Inc. The Android TM robot is reproduced or modified form work created and shared by Google and used according to terms described in the Creative Commons 3.0 Attribution License. THE FUTURE OF TELEVISION Introducing BRAVIA X93D Series with 4K HDR Welcome to the viewing experience of the future. Sony›s proprietary X1 Chip, a powerful processor pairs the brilliance of 4K clarity with the brightness, colour and detail of High Dynamic Range (HDR). So, now you can enjoy the stunning 4K HDR immersive viewing experience, with full android TV functionality. The future is on, today. www.sony-mea.com/BRAVIA

Page 10

AL MANA Al Mana Motors Showroom, Salwa Road, Doha P.O. Box 491 Doha, Qatar www.almanagroup.com www.almanamotors.com.qa e-mail: oghobrial.aa@almanagroup.com Tel : +974 44489166 +974 44489002 MOTORS CO. Head of the worksite! Ford Trucks offer standard 2 years/unlimited km warranty in Qatar. Warranty terms substantially contribute to the readily competitive total cost of ownership of Ford Trucks models. Ford Trucks Sharing the load

Page 11

Page 12

Entrepreneur may 2016 12E ven before it was con- sidered fashion- able (and good business sense) to capitalize on the buzz about the Internet of Things (IoT), Qatar Mobil- ity and Innovations Centre (QMIC) set up shop in the country in 2009 with an aim to alter the technology innovations space in GCC. Founded at a time when IoT as a term was hardly recognized, QMIC, a mobility systems-oriented R&D cen- ter built as a partnership be- tween Qatar University and Qatar Foundation, focused on using sensing technolo- gies (sensors) to collect and derive insights from data, and take innovations from being a theoretical or scien- tific concept to a marketable business proposition. “We are proud of the fact that since its inception, QMIC’s activities have been all about IoT. It is probably safe to state that QMIC is one of the oldest IoT start- ups in the whole region,” says Dr. Adnan Abu-Dayya, Executive Director (CEO), QMIC. Operating from Qa- tar’s technology hub Qatar Science and Technology Park (QSTP), QMIC with its team of 75 innovators has gone beyond merely incorporating IoT in its vision statement, and has delivered tangible results, making it a regional market leader. The organiza- tion counts four success- fully commercialized “smart systems” to its name, tools that are solving key issues in transport, environment and road safety sectors. Masarak (meaning “Your Path” in Arabic), a platform providing integrated services for intel- ligent transport, telematics and smart logistics, was followed by Hawa’ak (“Your Air”), an environment moni- toring solution delivering Qatar ushers in the IoT era R&D center QMIC leads the region’s research in smart mobility Dr. Adnan Abu-Dayya sees the country’s digitized future By Sindhu Hariharan innovator Launch of QMIC’s Labeeb IoT platform >>>

Page 13

Page 14

Entrepreneur may 2016 14 information on air quality and weather. Then came Salamtek (“Your Safety”), an application that tackles the grave issue of road safety in the region, by curbing distracted driving behavior and offering basic telematics services. QMIC developed all these systems using distrib- uted sensing technology, a concept that is still develop- ing in this part of the world. With this expertise and experience to lean on, in March 2016, QMIC launched its first locally developed IoT platform, Labeeb IoT. Labeeb (“Intelligent”), a product of a year of QMIC’s core efforts, is a platform that facilitates communication between devices, and translates data into actionable insights for industries such as oil & gas, healthcare, utilities, etc. to deliver services. According to Abu-Dayya, the idea be- hind Labeeb is to enable en- trepreneurs, researchers and others, realize the business potential of IoT and create local digital businesses in the process. Besides making it economical for startups to deploy IoT-based solutions, Labeeb also wants to create and grow a community of developers and adopters in the region, by providing SDKs (software development kits). With 20 years of global experience in wireless, tele- com R&D and related areas, and seven issued patents, Abu-Dayya is in agreement with industry’s positive outlook for IoT and sees significant potential for it in the region, more so, with the Smart City vision of the region’s policymakers. That is also a reason why QMIC plans to make significant enhancements and features to Labeeb throughout 2016. This, however, hasn’t dis- suaded interest from the market. According to QMIC, inter- est and enquiries from startups, tech entrepreneurs and corporates have been pouring in since Labeeb’s launch, and the center is reaching out to the com- munity through incuba- tion organizations, local universities and research centers in Qatar. The R&D house claims that a number of startups in and outside Qatar have started using the current version of Labeeb and QMIC’s plan is to initially focus on entrepre- neurs, university students, research centers etc. and then look towards industries like utilities, smart cities, and healthcare, among oth- ers. Owing to the very nature of all their smart solutions, QMIC has come to be a key partner of the Qatar Govern- ment and various industrial houses of the nation in their endeavor to make public infrastructure smarter and technologically advanced. While Qatar Rail partnered with QMIC back in 2014 for the Masarak platform for traffic monitoring and logistics management to support its mega projects, Qatar’s Supreme Committee chose the Hawa’ak system for deployment at number of proposed venues for upcoming FIFA World Cup in Qatar. QMIC also formed a Consortium for Salamtek, which includes key organiza- tions such as the Ministry of Municipality and Urban Planning, Traffic Directorate of the Ministry of Interior, Ooredoo Qatar, Qatar Insur- ance Company, Vodafone Qatar and others, to speed the development of such so- lutions. In support of Qatar’s Road Safety strategy, QMIC also announced a digital strategy for road safety, pre- senting its range of solutions to reduce fatalities due to road mishaps in the country. Without denying the trans- formative nature of IoT and other mobility technologies, QMIC’s Abu-Dayya shifts focus on the roadblocks that need to be cleared to create a business value out of the technologies. “Have solutions and services opti- mized for local user needs; understand the business value and potential return on investment; optimize the user experience; establish the right partnership and delivery model; and most importantly, have the local innovator “Have solutions and services optimized for local user needs; understand the business value and potential return on investment; optimize the user experience; establish the right partnership and delivery model; and most importantly, have the local know-how and expertise to cope with a rapidly evolving field.” QMIC’s office in Qatar

Page 15

may 2016 Entrepreneur 15 know-how and expertise to cope with a rapidly evolving field,” he asserts. For him, GCC figures as the most suitable area in MENA for development and deploy- ment of IoT, supported by a developing infrastructure and emergence of mega projects that rely on digital systems. With regard to nuances of running a tech business, Abu-Dayya be- lieves that his understanding of entrepreneurship stands confirmed with QMIC’s journey. A primary require- ment, he says, is to strike a balance between developing a marketable solution and building partnerships in the process. “Technology-based businesses require scale, speed and know-how. Lack- ing any of these three will most likely limit the value and impact any technology- based venture,” he adds. He also cites availability of funding, as a major barrier for entrepreneurs in the region, especially in the early-stage. “Although there has been progress in the last few years, I believe key elements of the ecosystem, especially the locally estab- lished technology companies who can act as an exit chan- nel for local entrepreneurs and a strong VC industry, are either weak or missing.” As for QMIC, the center has kept the research work going on its own revenues (save a few research grants) since the time it raised seed fund- ing from QSTP in its initial years. However, given its projects pipeline, the center is currently keen to explore strategic investment part- nerships for growth capital. Despite all limitations, QMIC is not anywhere close to pausing in its research on futuristic tech. In the long- term, the center intends to set up an IoT Smart Living Lab, to see the technology through its growth cycle and emerge as a go-to organiza- tion for all things IoT. Abu- Taskeen Properties’ Khalid Al Habsi winning at the Oman Entrepreneurship Awards Dr. Adnan Abu-Dayya, Executive Director (CEO), QMIC On working with QSTP “We are very proud of the partnership we have with the QTSP, and the level of support they provided to us especially in the first few years. Given our intense focus on technology development and commercialization of local R&D effort, we represent a perfect match with the man- date of QSTP. Being housed in a state-of-the-art facility and close to many technology enterprises provides a great level of community and a chance for collaboration and interactivity.” On incubator/accelerator support for Qatar’s startups “In Qatar, we have three ac- celerator programs that have been quite active in the last one to two years in supporting local entrepreneurs. These include QBIC [Qatar Business Incubation Center], QSTP, and the Digital Incubation Center of the Ministry of Transport and Communications. Hence, I believe the early acceleration phase is now well covered, although funding challenges still exist.” On the evolution of Qatar’s entrepreneurial ecosystem “Qatar’s entrepreneurial ecosystem has grown tremen- dously in the last few years es- pecially as we have many dedi- cated incubation/accelerator centers including QSTP, QBIC, and DIC. However, I believe, the ecosystem that supports the very important scale-up phase has not progressed at the same rate, especially in relation to technology-based enterprises. The scale-up and growth phase requires more financial support and a more mature ecosystem.” Quick takes Dr. Adnan Abu-Dayya, Executive Director (CEO), QMIC “Although there has been progress in the last few years, I believe key elements of the ecosystem, especially the locally established technology companies who can act as an exit channel for local entrepreneurs and a strong VC industry, are either weak or missing.” >>>

Page 16

Entrepreneur may 2016 16 Dayya also says that QMIC is in active discussions with key Qatari stakeholders to create a Labeeb IoT con- sortium. And if this wasn’t cutting-edge enough for you, the innovation center’s re- search may soon bring con- nected vehicles technology right here to our backyards, in the Middle East. At a time when H.H. Sheikh Moham- med bin Rashid Al Mak- toum, Vice President and Prime Minister of the UAE and Ruler of Dubai, launches the Dubai Autonomous Transportation Strategy and expects that, by 2030, 25% of all trips in Dubai will be driverless, QMIC’s scientists have already been able to successfully test in-lab, a framework for vehicle-to- vehicle communication addressing road safety– a project they have been involved with since 2011 and now aim to refine. Being prodded on the reasons for success of QMIC’s platform- based approach and its mar- ket leadership, Abu-Dayya credits the center’s agility coupled with technical ex- pertise and understanding of local needs to be key drivers. With two decades of experi- ence in the field and being a man of science, it’s not surprising that Abu-Dayya is very clear about what the region’s aspiring entrepre- neurs need, to scale their business: “The ingredients for success in the area of technology entrepreneurship are simply hard work, pas- sion and perseverance, and to continuously learn from mistakes or things that do not work, and pivot in the right direction.” Global market intelligence firm International Data Cor- poration (IDC) anticipates the Middle East IoT market to reach $1.8 billion in 2016 and then increase to $3.2 billion by 2019. Interested entrepreneurs can sign-up on the Labeeb IoT website, and QMIC will mail a free Labeeb IoT account to eligible users within a few days of the request. While Labeeb’s current focus is to enable users (startups or researchers) to develop and deploy IoT services easily and economically, supporting the monetiza- tion of these services comes at a later stage. Telecom operators’ platforms, on the other hand, tend to focus on managing connectivity and provide configuration support in deploying solu- tions offered by third party developers. Why Labeen IoT? www.labeeb-iot.com innovator Nadia Maqbool, founder, 23 Degrees “We are proud of the fact that since its inception, QMIC’s ac- tivities have been all about IoT. It is proba- bly safe to state that QMIC is one of the oldest IoT startups in the whole region.” QMIC’s office in Qatar Launch of QMIC’s Labeeb IoT platform

Page 17

Page 18

Page 19

Page 20

Entrepreneur may 2016 20 Brought to you by Reaping the rewards Success, motivation, and exceptional enterprise conduct strategies for women in business

Page 21

may 2016 Entrepreneur 21 H.H. Sheikha Latifa bint Mohammed bin Rashid Al Maktoum H.E. Sheikha Al-Zain Sabah Al-Naser Al-Sabah H.E. Dr. Sheikha Aisha bint Faleh bint Nasser Al-Thani Noor Sweid Hala Fadel Huda Al Lawati Iman Ben Chaibah Amy Cole Deborah Nicodemus Butheina Kazim Sonia Weymuller Ambareen Musa Tanaz Dizadji Amelia Gundersen-Herman Yamna Naveed Khan Sara Mohammadi Nida Sumar Nicola Cuoco Samantha Hamilton-Rushforth Christina Ganim Loulou Khazen Baz Kristine Lasam Shereen Salah Ahmed

Page 22

By Fida Chaaban Entrepreneur may 2016 22 Reaping the rewards The MENA region’s achieving women Dubai Culture’s Vice Chairman wants MENA’s artists to go global (and make a good living in the process) CREATIVE ENTREPRENEURS, DUBAI CULTURE IS LOOKING FOR YOU H.H. Sheikha Latifa bint Mohammed bin Rashid Al Maktoum IMAGES: Dubai Culture & Arts Authority T he Vice Chairman of the Dubai Culture & Arts Authority (Dubai Culture) is many things- some of which you might not expect. Those of you who already follow H.H. Sheikha Latifa bint Mohammed bin Rashid Al Maktoum on Twitter (@LatifaMRM) and Instagram (@LatifaMRM1) see her post a mixture of culture, lifestyle, tech, and a satisfying dose of entrepreneurship. Her interest in science is also apparent through her digital sharing, and so is her sense of humor. (Not to mention a cool factor- she’s a follower of Neil deGrasse Tyson.) On social media you’ll also get a pretty accurate idea of her personality: approachable and accessible, practical and passionate. Passionate how? Well, the best way I can explain this is that when you meet Sheikha Latifa you’ll get the sense that she is a private person whose vibrancy shows mostly when she is discussing her work and the many reasons why she believes wholeheartedly in that work. I can say that’s when she really comes alive- her smiles are bigger, her gaze is more intense, and she’s much more emotive, especially when describing Dubai Culture’s long-term aims and the potential boons it will afford Middle East creatives. >>>

Page 23

may 2016 Entrepreneur 23 Reaping the rewards The MENA region’s achieving women

Page 24

Entrepreneur may 2016 24 Reaping the rewards The MENA region’s achieving women It is hard to imagine a busier schedule than Sheikha Latifa’s with her dual capacities as Vice Chairman and as a member of the UAE royal family. Both the former and the latter come with diverse sets of obligations and duties. Here’s her take on how delegating can help you achieve better results, making work-life balance a reality, mastering time management, and maximizing your much-needed downtime. JUGGLING WORK-LIFE BALANCE “It’s a learning curve, to be honest. I’m a perfectionist, so I’m curious on how to get the optimum state of productivity. I realized over the years that I had to take my downtime as seriously as I take my work. It’s absolutely possible to have a work-life bal- ance- in fact it’s crucial. There is no general rule to establishing a work-life balance and everybody has a circadian rhythm specific to them. Each individual should learn to listen to that rhythm and work with it, instead of toiling away all day and not leaving any time to regenerate and recharge their energy.” OWNING TIME MANAGEMENT “I believe in managing your energy and not just your time. To make sure I achieve everything on my list I reserve specific times of day for specific activities. For example, mornings for me, when you have the most energy and clarity, are reserved for creativity, problem-solving and growing ideas. Once I get that done, I turn to any pressing issues of the day or other things that need to be addressed. I always make time to think, it is important to give your mind space to wander and make necessary connections and come up with creative ideas when it’s not bogged down with the day to day issues; especially in an industry as creative as the cultural industry.” MAKING THE MOST OF DOWNTIME “I’ve always been a workaholic, taken my work on vacations, worked a lot of weekends, taken my work home. I stopped taking my work home -you make a decision to do it- and then you are able to manage your time at the office better. I make sure that I take my weekends seriously, unless there is something urgent that needs to get done I take that time to recharge. Burnout is very common among the workforce, and I believe it should be discour- aged from the workplace and a better work-life balance should be encouraged- that way you get the best out of yourself and your team. Besides, to achieve the ultimate goal of making the people of Dubai happy, you have to make sure both yourself and your teammates -the people who are actually working towards that goal- are happy first.” WIELDING THE POWER OF DELEGATION “If you seek per- fection in everything you do, you might never get there- you might eventually get there, but not as fast as you’d hope. For me, I learned to stop aiming for perfect and instead I aim for great. I trust the people I work with; I know how their minds work and I feel comfortable delegating to my team. I delegate a lot, even if it’s something I want to do on my own but I just don’t have the time for, I will delegate it off and sometimes you get much better results that way.” OFF THE CLOCK ARE YOU MAKING THE MOST OF YOUR TIME? “It inspires me when I see people pursuing their passions, doing what they love and in turn, excelling at what they do.” IMAGES: Dubai Culture & Arts Authority Sheikha Latifa’s digital pres- ence is actually how I become aware of her endeavors; in her professional capacity as Vice Chairman, she is driving a new initiative to not only shed light on MENA’s creative entrepreneurs but also to help them build up the business side of things. All of these factors combined were what prompted me to request an interview. As you’ll soon see, the information she shares is pretty valuable- especially for the creative entrepreneurs who are often marginalized by both the business commu- nity and the business media. Makers and craftspeople, in- dustrial, jewelry and fashion designers, singers, songwrit- ers and musicians, painters and playwrights, you all need to sit up and pay attention: Dubai Culture’s Creatopia.ae is now live and it’s worth the visit. “Creatopia is the first of its kind government-em- powered virtual community for creatives in every field. Anyone who has a creative talent can sign up and set up a profile- from visual artists, writers, curators, innovators, all the way to collectors and even organizations, whether in the creative industries or otherwise. We have some cat- egories already, but these will expand as the need arises. We envisioned Creatopia to provide something for everyone in the community, cultural industry and [the] business world in general,” explains Sheikha Latifa. She is emphatic that entre- preneurs, often the earliest adopters of any innovative tech movement, should be the early adopters of Creatopia.ae too. “Creatopia is a constant work in progress; it is now still at its growth stage and I want people to know there’s a lot more coming. Our plan is to have it grow to its full potential by 2020, but its benefits will be felt as early as 2017,” adding that there are a number of verticals planned such as masterclasses and even an e-commerce element. Currently, the bulk of Creato- pians are UAE-based, but “we hope that the percentage of people joining from the GCC,

Page 25

may 2016 Entrepreneur 25 Reaping the rewards The MENA region’s achieving women Artwork by Amna Jawad at Sikka Art Fair >>> the region and the world will grow,” as the site is meant for a global community member- ship to enhance enterprise potential for all parties involved. Why was Creatopia even conceptualized? “To provide creatives with a platform to showcase their work, grow their talents, engage with like-minded people, and hopefully get recruited through the portal by dif- ferent organizations who need creative services.” The business development aspect of the portal is extremely at- tractive: there will be a type of tenders section, called Op- portunities, where projects, creative jobs, and soliciting can be shared, a learning tool section, a discussion board to facilitate collaborations and recommendations, and an e-pay segment is also in the works. “It’s all about increasing the ease of doing business for the cultural in- dustries. What we’re seeking to do is even bring together corporates and creatives- I think corporates do want to invest in the sector but they don’t know where and how, and they don’t know what the creatives need. We’ll provide them guidance in that way.” Under the vision of Sheikha Latifa’s father, H.H. Sheikh Mohammed bin Rashid Al Maktoum, the Emirate has become not only an art and culture hub, it’s arguably become the place for entrepreneurs in MENA. With both of these comple- mentary identities in mind, Creatopia will help to bridge the two communities, and eventually, lead to stronger economic prospects for the creative sectors. “One of our main drivers is part of the Dubai Strategic Plan 2021, announced by my father His Highness Sheikh Mohammed bin Rashid Al Maktoum, UAE Vice President, Prime Minister and Ruler of Dubai, is establishing Dubai as a ‘city of happy, creative and em- powered people.’ To this end, a thriving creative industry where creatives have the right means to operate and achieve their goals, is key. This is why we do what we do every day.” In the interest of a diversified and sustainable economy, together with an appreciation for societal enrichment via diverse mainstream exposure

Page 26

Entrepreneur may 2016 26 Reaping the rewards The MENA region’s achieving women “We have a lot of projects; in the near future you’ll see news of a project that we’re working on. There are many infrastructure projects that are in progress now- with the museum sector, education literature, we’re working with the libraries, a few very different pillars. We have a lot in the pipeline.” to art and culture, Sheikha Latifa says that inclusiveness is at the core of Creatopia’s mandate. She feels that the dedicated virtual space will help to call attention to this sector of startups and estab- lished artisans alike through awareness and web portal power. “It’s all about expo- sure and access. Once people sign up to the website and up- load their work and portfolio, they will automatically have an increased viewership. This is the same whether they are signing up as an individual artist or creative or a creative company. Our ultimate goal is to make it easier for creatives to create, learn, connect, grow and make a living out of their craft by providing them with opportunities wherever they are physically, through the portal .” Armed with a Bachelor’s degree in business manage- ment and a concentration in marketing, followed up by an EMBA at Zayed University, one would think that Sheikha Latifa (being who she is and equipped with the right education), wouldn’t have had to work her way up the corporate ladder. Frankly, I was quite surprised to hear otherwise: “You know, most people aren’t aware of the fact that when I decided to join Dubai Culture, I started at the lowest rung of the government scale and I had to work my way up.” Here, I cannot resist the temptation and before I can stop myself, I hear my voice asking her how that went, since, she is after all, Her Highness. Laughing softly and speaking candidly, Sheikha Latifa says that “it was actually very normal be- cause I wasn’t treated like His Highness’ daughter, which is exactly what I wanted to experience. My first day in the office, I remember I had to take on a project -which was the branding of the Author- ity’s first logo- and I was just sort of thrown in the deep end and I learned to swim! I think it helped me to grow a lot.” And why, with all the doors that could have opened for her, did she choose the culture sector? “When I made the decision after graduating from Zayed University that I wanted to work, my biggest supporter was my father [H.H. Sheikh Mohammed bin Rashid Al Maktoum]. I first interned at Dubai Holding, through the different entities under Dubai Holding. Once the authority was set up in 2008, I decided to join it. I’m interested in creative entre- preneurship and how to ben- efit the creative community in a sustainable way, while contributing towards [build- ing] a healthy economy.” An economy that is healthy and friendly to entrepreneurship requires simple processes and procedures- a reduction of barriers to entry. Sheikha Latifa adds that an ongoing project at Dubai Culture is taking measures to improve the licensing aspect to make it much easier for artists, galleries and other cultural “Well done to the women at the top of the corporate ladder, and I hope they all spread the knowledge to women rising to the top in the workforce. They have the confidence, the means, and the skills, maybe sometimes all they need is guidance and words of encour- agement. Everything that we’ve been doing in the UAE has always been to encourage eve- ryone, including women, since the formation of the Emirates. Sheikh Zayed [bin Sultan Al Nahyan], God rest his soul, and Sheikh Rashid bin Saeed [Al Maktoum], who worked to- gether to build this nation, have always advocated for education for women - universities have been set up to provide free edu- cation for women.” 1. Shed light on existing women leaders of enterprise and of government “During the last decade we’ve seen more women leaders that are prominent within both the pub- lic and private sectors. I believe that having strong female role models that have already paved the way for women in business is the biggest step towards seeing more women join the business community.” 2. Encouraging discourse and mentorship “The next step should be mentorship and setting up platforms -where women entrepreneurs and women in the workforce in general- come together and share ideas and start discus- sions. I believe what will really strengthen women’s participa- tion and achievement in the business world is guidance, mentoring and support from other women who have already made it to the top. Opportuni- ties in Dubai are abundantly available to women, but this will help them recognize those opportunities and make the best use of them.” 3. Know that your ideas are valuable and commercially viable “Everyone in the busi- ness world has the power to make a positive contribution to the economy and to the coun- try; no matter how small they think their contributions are, they all make a difference. In my line of work, I come across many young women who either work in the public or private sectors or have their own businesses and the ideas that they share with me are nothing short of impressive.” THE EXECUTIVE SUMMARY Sheikha Latifa on facilitating women’s inclusion across sectors and industries

Page 27

may 2016 Entrepreneur 27 Reaping the rewards The MENA region’s achieving women “When a society reaches the peak of progression, that’s when the cultural scene thrives. It’s a huge sign of progress.” IMAGES: Dubai Culture & Arts Authority ventures to navigate legal and legislative framework thereby allowing for more cultural involvement in the entre- preneurial ecosystem. And on the subject of legal ease, for those concerned about their intellectual property rights once it’s in the public domain as part of Creatopia, Dubai Culture is working on that too. “The region itself is working on IP rights, and being on Creatopia is expo- sure. Whether it’s placed in a gallery or on a wall, there’s always a risk. Looking at it in a different way, if people are inspired by your work then it’s a compliment.” Finally, touching on the subject of women in business, there are a few things that are immediately clear from Her Highness’ opinions. To begin with, Sheikha Latifa thinks that our collective mindset has a lot to do with it- by thinking of fields as male-dominated, we are feeding the beast and I can’t help but agree. The second point is that she believes in examining things with an individualistic approach as opposed to a gender-based one. The third salient point is that she doesn’t find today’s successful women all that different from GCC women of generations past. “His- torically in the GCC, women played prominent roles in society and in the business world. They were tasked with transacting business and han- dling trade as their husbands -pearl divers- were away for long stretches, months and months. It’s ingrained in our society; it wasn’t a revelation to us here- it has always been this way.” Briefly, she reminds me that today’s female leaders of enterprise and government in the GCC are a natural progression of earlier times, and mentions UAE Minister, H.E. Sheikha Lubna bint Khalid bin Sultan Al Qasimi, as a woman she found inspiring growing up. “There have never been as many op- portunities as there are now for women to take advantage of and pursue their dreams. Our leadership has worked tirelessly to provide women with the best access to educa- tion and endless opportuni- ties to join the workforce and the business world. With all that in place, every individual has to put in the work to grab those opportunities and achieve their own success. We strongly believe in the potential women have, and we paved the way for them to be- lieve that they have the ability and the opportunity to make a positive contribution. I hope they can believe in themselves as much as we do.”

Page 28

Entrepreneur may 2016 28 THE ENTREPRENEURS By Amelia Gundersen-Herman Women in business talking women in business Twelve MENA startup founders discuss the regional startup ecosystem Butheina Kazim, co-founder, Cinema Akil Image credit Masam Syed Ali Reaping the rewards The MENA region’s achieving women >>> W hen we talk about women in business in the Middle East, particularly in Dubai, I always feel being a woman is more advantageous than dis- advantageous.” Those are the words of Sara Mohammadi, the founder of Tehran-based Eventbox, and they convey the majority perspective of the female entrepreneurs with whom I spoke through the course of the STEP Confer- ence in Dubai in 2016. These 12 women represent 11 com- panies and range in age from 25 to 39, and the nationalities include American, British, Egyptian, Emirati, Filipino, Iranian, Lebanese, Mauritian, Pakistani, and Palestinian citizens. Their companies have been founded as recently as February 2016 and as far back as 2012, with all but one of the companies having operations in the UAE. They also operate in Egypt, Iran, KSA, Palestine, and the whole of MENA; some even provide services outside of the MENA to Greece and the U.K. Though the ground on which they stand on may not be completely equal yet, all of the women agreed that increases in equality were visible and happening rapidly. A perfect example of that is Nida Sumar, founder of the Dubai-based Keza. She said that three years ago angel investors told her, “You’re a sweet girl, but to do business, you need to have sharp teeth; you just leave the business to us.” Fast forward to now, and she’s having long meetings with angel investors and VCs who are giving her great ad- vice on how to move forward with her enterprise. One angel has already invested in her company. The majority of the women felt they hadn’t faced female specific barriers in founding and operating their compa- nies. However, Samantha Hamilton-Rushforth, founder of the Dubai-based BEEM, said there are times when she struggles to be taken seri- ously because she is female. Hamilton-Rushforth explains one of these instances as follows: “Men will come up to me and say, ‘What do you do?’ I’ll start explaining what BEEM is, and they’ll cut over me halfway through a sen- tence to say, ‘You know what you should do?’ If they would let me finish I could explain what it is we do, and then I’d be more than happy to listen to their advice. I’d love advice, I’d love to know their opinion, but [they] don’t even let me finish my pitch.” Kristine Lasam, founder of the Dubai-based Pink En- tropy, agrees with Hamilton- Rushforth. “I think we still have a long way to go,” she says. “That’s the reality we must acknowledge, because it is in the acknowledgement that we can start making

Page 29

www.zu.ac.ae Zayed University is the premier national university in the UAE and a regional leader in educational innovation and change. It is accredited by the Middle States Commission on Higher Education, one of six regional US accreditation bodies. Zayed University welcomes national and international students and provides them with high-quality education, offered by seasoned faculty in state-of-the-art campuses, to prepare them to shape the future of the UAE. Zayed University offers internationally accredited undergraduate and graduate programs in the following colleges: · College of Arts & Creative Enterprises (recognized as substantially equivalent by NASAD) · College of Business (Accredited by AACSB) · College of Communication & Media Sciences (Accredited by ACEJMC) · College of Education (Accredited by NCATE) · College of Sustainability & Humanities Sciences · College of Technological Innovation (Programs accredited by ABET) Marketing & Entrepreneurship | Film & Video Communications | Converged Media | Environmental Science | Security and Network Technologies For more information about Zayed University programs and scholarship opportunities, please visit: Accredited by Middle States Commission on Higher Education Zayed_U ZayedU ZayedUniversity ZayedUniversityAE Your success is our legacy.

Page 30

Entrepreneur may 2016 30 Reaping the rewards The MENA region’s achieving women Tips for women in business (from women in business) Shereen Salah Ahmed, founder, Akla-Baity Sara Mohammadi, founder, Eventbox “There is actually a pretty big entre- preneurship commu- nity in Palestine and a lot of them are women. It is kind of disproportionate to entrepreneurship scenes outside of Palestine.” changes- really start mak- ing things that will lead to genuine long-term change.” But Lasam admits that there are also advantages to being a female entrepreneur in MENA: “I think women who say they’ve never gotten away with good things because they’re female are either blind or lying,” she says. “It opens doors.” Initiatives to support women in business in Dubai are aplenty. Dubai Business Women Council, for instance, held a year-long program for aspiring female entrepre- neurs, and Yamna Naveed Khan, founder of the Dubai- based PerksPlus, was one of the participants. Given the existence of such programs, Khan believes the region is welcoming female entrepre- neurs- however, she notes an issue in terms of their perception in the ecosystem. “People associate women entrepreneurs with beauty, healthcare, education,” Khan explains. “[My company] is a very B2B business, so it is different from what the normal or stereotypical [com- panies that] women entrepre- neurs start.” Nabbesh founder Loulou Khazen Baz is another en- trepreneur who participated in a training program only offered to women. In her case, it was a two-week executive leadership training program in the U.S. run by the State Department and Goldman Sachs, and it was only open to MENA women. Baz also agrees with the sentiment that it’s good to be a female entrepreneur in the Middle East. “I think being a woman opens a lot of doors,” she says, explaining that since there are more men in the startup ecosystem, especially on the investor side, having a woman’s view can thus be refreshing and, well, nice. I asked Butheina Kazim, founder of Cinema Akil, if she has experienced any disadvantages or advantages as a female entrepreneur in the MENA. “No, absolutely not,” she replies. “I never actually am conscious of that. I’ve grown up in a way that has never made me aware, wary, or conscious of the fact that I am a woman. I have always been raised that a On being a female ‘trep “[My] most important piece of advice to any woman is don’t think about yourself just as a woman- you are not just a woman, you are a startup entrepreneur. That super- sedes any other identity that you have… The minute you put another identity above that it becomes a limitation for yourself: limitation in your own mindset, and in your own perception of your abili- ties. If [entrepreneurship] is what you want to do, think of yourself first and foremost as an entrepreneur; not as your nationality, not your gender, nothing… Be brave. Go out there. Talk to people. Reach out to people on LinkedIn. Find mentors for yourself. Where I am today is a result of just being really auda- cious and very stubborn. For my early internships, I was sending companies 20 faxes in a week, and they would get so annoyed that they would contact me and say, ‘Why are you sending us so many faxes?’ I would say, ‘Because I want to do an internship with you guys,’ and they would be like ‘Alright, come over for an interview; we’re so fed up with all these faxes.’ So if you want something- go for it. Don’t be shy. Don’t be embarrassed. You are totally entitled to it.” Sara Mohammadi, founder, Eventbox On pitching for funds “I find a lot of girls somehow feel a bit intimidated, espe- cially in front of investors. There is a lack of confidence, because it is such a male- dominated ecosystem and a lot of younger females are intimidated by the VCs. For their first round of funding, they go ‘How do I talk to this guy? This guy has 50 years of experience behind him, he sold his business, and he’s made a lot of money… Now, how do I do this?’ Everybody knows that you’re 26, you don’t have to be 45. If you’re 26, be 26- you’ve got a great idea.” Ambareen Musa, founder and CEO, souqalmal.com On scaling up your business “Hire freelancers… outsource. A lot of business owners try to do everything themselves- it doesn’t work. It’s not going to scale. The only way to scale is if you hire experts in specific fields and you get them to help you. By hiring freelancers it helps you get great people on a rela- tively affordable rate versus employing people, getting an office, getting visas and all that stuff. So hire freelancers and outsource.” Loulou Khazen Baz, founder, Nabbesh On motivating oneself “Keep focused on what it is you’re trying to do. Your worst enemy is going to be yourself throughout this jour- ney. Be original… Don’t think of yourself as an extension of anything; whether it’s a culture, a place, an environ- ment or industry... Have the guts, have the courage and the belief in what you do. Think bigger, think within a planet where you only exist. That’s where the interesting stuff happens.” Butheina Kazim, founder, Cinema Akil On perseverance “Don’t be afraid to knock on doors. If someone says, ‘No,’- no means next… Trust your intuition. If you’ve done your homework, trust your intuition. It is when I don’t trust my instincts that I get in trouble.” Kristine Lasam, founder, Pink Entropy

Page 31

may 2016 Entrepreneur 31 Reaping the rewards The MENA region’s achieving women Amelia Gundersen- Herman, Event Coordinator and Host, Startup Grind Dubai Christina Ganim and Nicola Cuoco, co-founders, Kenz “I think people are interested in supporting women led com- panies. I think positively. I think they want to see more women run- ning companies, being the CEO.” woman can do anything that a man can do. I don’t like to frame the conversation about development or the ability to achieve around the fact that I am a woman.” But Kazim also notes the importance of conversations on women in business. “Obviously I think it’s important, sometimes,” she explains. “The great Zaha Hadid, who just passed away, said that she never really liked being a prefix by being a woman architect, but sometimes, she recognized the importance of having a larger conversation around it- just when it helps people be able to break their barriers in whatever barriers they may have… Any kind of challenge that we, or I, can have a role in inspiring or supporting, then that is always a great thing, and that is something I will try to do what I can to support.” Echoing Kazim’s words was Tanaz Dizadji, founder of the Dubai-based Insydo. “I was treated com- pletely fairly- which I like,” Dizadji says, adding that she felt that Dubai is very ad- vanced as far as giving roles to women was concerned, and has been very happy with the state of the ecosystem. The only obstacle she could think of was specific to the technology industry. “People do associate technology here with male leadership,” she says. But that is not to say female founders in the tech space are not to be found in the MENA region. Ambareen Musa, founder of Souqalmal. com, notes how the reception to tech-oriented entrepre- neurs like her has been quite welcoming. “When I talk to my investors, one thing they tell me is their founders who are female perform a lot bet- ter than the male founders,” she reveals. The co-founders of the Palestine-based Kenz, Nicola Cuoco and Christina Ganim, says their experience working in this region has also been without gender barriers. “There is actually a pretty big entrepreneurship community in Palestine and a lot of them are women,” Cuoco says. “It is kind of disproportionate to entrepreneurship scenes outside of Palestine.” Ganim adds, “I think people are interested in supporting women led companies. I think positive. I think they want to see more women running companies, being the CEO… I think, from a positive per- spective, everyone has just been really supportive.” But as supportive as the region might be towards these women’s roles as entrepreneurs, it turns out that they have faced greater discrimination during their times in the corporate world. “In the corporate world, at some point in my career there, there were times when being a woman, I just wasn’t taken seriously,” Musa remembers. “Have I ever felt that outside the region? No… >>>

Page 32

Entrepreneur may 2016 32 Reaping the rewards The MENA region’s achieving women Samanatha Hamilton- Rushforth, founder, Beem Tanaz Dizadji, founder, Insydo Nida Sumar, founder, Keza Ambareen Musa with the souqalmal.com team after accepting the Woman Entrepreneur of the Year award at the 2015 Enterprise Agility Awards staged by Entrepreneur Middle East in Dubai, UAE “When I talk to my inves- tors, one thing they tell me is their founders who are female perform a lot better than the male founders.” [However], as an entrepre- neur, I’ve had zero hurdles… I’ve actually been very well received. But in the corporate world here, I have felt the difference of being a woman.” Musa isn’t the only one that felt this way- Kazim adds her experience to the fray. “I did work in the UAE before, and I worked in a very misogynistic environment- in the televi- sion world,” she says. “I had situations where I was in strategy, programming and development, and whoever I would talk to (or somebody high up) would say, ‘Oh, you know, that’s really nice, but you should think about being a presenter on the screen.’” Mohammadi used to be a management consultant with clients in East Asian coun- tries including Indonesia, Hong Kong, Singapore and Vietnam. Speaking about her experience working in the region, she says, “I actually think it’s better to work in MENA as a woman. Contrary to what everyone might think. I felt that I got more comments about appearances as a woman in East Asia than I did here in the Middle East. Maybe it is a purely cultural thing. But you know male colleagues commenting on my dress, on the way I look, or making comments like ‘Oh, Middle Eastern women are really beautiful,’ in the middle of a meet- ing- to me, it has never happened in Dubai, Tehran, or Kuwait, where I’ve worked.” On the topic of men in the ecosys- tem, Musa notes the difference in tones when speaking about them. “The concept of being a woman is talked about a lot, and it’s [done] by the world: do we need to give [women entrepreneurs] support, etc… [But] we’ve never addressed a male entrepreneur with, ‘Oh, but you’re male, how is that going?’ But I can tell you my husband has the same amount of stress to be home on time, to spend time with the kids, and make sure the kids are okay. But we never ask them. There is not a sin- gle panel I’ve been on where we actually posed the ques- tion to a male founder ‘How are you handling personal life balance?’ Never.” As for being treated differ- ently because of her gender, Dizadji says, “I want to be treated exactly like a man would. I would get offended if anyone treated me, or even made a reference to me being a female. I don’t really take it. I just want to be treated exactly the same. No special favors, no negative or barri- ers- just exactly the same.” Lasam however felt that men need to practice more empathy, as that’s something that comes more naturally to women. She talked about men being more transactional by nature. In her own recruit- ment process, she has seen men negotiate more naturally, and then she has to use her own empathy to fairly select the appropriate candidate. In terms of gender parity at the workplace, Baz noted the importance of a diverse team. “Having diversity on teams, especially founding teams, is very healthy,” she says. “Don’t be scared of working with us, we add value.” But in case they are treated to belittling comments from men, how should female entrepreneurs respond? “If they look at you in a certain way, then they’re not the right partner for you in any case,” Musa says. “My advice is to make a joke out of it and move on. Don’t take things too seriously, or it will bring you down and affect your confidence.” Baz adds, “If it’s insulting, then say ‘I don’t appreciate you saying that. Look, let’s keep it profes- sional, and not personal. So if you have a comment about my work, please go ahead. If you want to make a comment about me, this is not the setup to do it.’ You should call them out on it. Don’t be emotional, because there is always this thing that women are too emotional, and I think sometimes men do it on purpose just to push your buttons and see how you break. Don’t break, don’t be emotional, it’s business at the end of the day. You need to have thick skin.” “When you start trying to build a business, it is always seen as ‘her little project’, and sometimes people don’t >>>

Page 33

may 2016 Entrepreneur 33 Ambareen Musa, founder and CEO, Souqalmal.com “If your team is working long hours and putting their efforts in building your company alongside you, appreciate them and be the first to promote communication. I always have open discussions with the team every few months, sharing numbers, plans, successes and failures.” Reaping the rewards The MENA region’s achieving women

Page 34

Entrepreneur may 2016 34 Loulou Khazen Baz, founder, Nabbesh Kristine Lasam, CEO, Pink Entropy As the Event Coordinator and Host of Startup Grind Dubai, Amelia Gundersen-Herman brings the personal stories of successful founders and key people in Dubai’s startup ecosystem, to the region’s aspiring entrepreneurs. Gundersen-Herman is also an event manager, presenter and women’s empowerment advocate. “The great Zaha Had- id, who just passed away, said that she never really liked being a prefix by being a woman architect, but sometimes, she recognized the im- portance of having a larger conversation around it.” Reaping the rewards The MENA region’s achieving women take you seriously,” Baz continues. “And then when it becomes something, obvi- ously, people change their minds… So don’t take it personally. If people bother you too much, just cut them out. If people don’t add value to you, just cut them off and move on. Surround yourself with people that encourage you and that you want to be like.” However, there are days that will just be bad- those days when you wake up questioning why you are doing any of this. Musa’s advice on handling this was to make it a point to communicate. “Talk a lot,” she says. “I have two people on my team that I trust very heavily. I talk to them about what is concerning me. There are people in your life that are your rock, and you need to have that. When I wake up and I am like, ‘Crap, why am I doing this?’ my husband will remind me of everything that has happened over the last two years. He’ll say ‘Are you kidding me? Look at what you’ve done. It’s okay; move on.’ And he’ll remind me of the great things that have happened and also make me see perspective. The problem with entrepreneurs is we just don’t celebrate success enough.” When talking about chal- lenges of being a female entrepreneur, work-life balance is one term that gets thrown about a lot in this region, and Shereen Salah Ahmed, founder of the Cairo-based Akla-Baity, agrees that it is a major pain point here. “They [my family] don’t like it if someone calls me at midnight to ask me about [the business],” she explains. “I think for many females, if you are building a company and you start to be successful, this means a lot of responsibilities [added to the ones you already have]. That’s when the family interferes and says, ‘Oh, but you’re the mom, and you’re the wife, and we love to have you here.’ If it was the man who started to be success- ful, everyone would say, ‘Go get it, it’s your job.’ But it’s totally different for [women], and I don’t think it’s unique to the Middle East.” But Musa is insistent on women in business not allowing their work to come up on top in their lives. “Your career should never tamper with your personal life matters,” she says. “Having a baby is the best thing I’ve ever done and the best thing I have. My kids are everything to me… If I had let [Souqalmal.com] come in the way, I would probably not have kids today, and sooner or later, I would have regretted that.” Musa adds that having a family has also helped her in figuring out a work-life balance. “Having a family around me has made me so much more efficient- because I have to be. When I know I have to be home by 6:30, every meeting has to be done by 6:30, and you just get it done- you make it hap- pen. Do not ever change your personal life plans because of your job. If you want to have a kid, just have a kid. If you’re smart enough to start a busi- ness, you’re smart enough to juggle both. Having a child is for life. Having a business is not for life.” In Kazim’s opinion, work-life balance is a utopian state that everyone is constantly trying to find, and one should simply “ac- cept it. Accept the fact that you’re always going to have that challenge. Be open with your partner or your family in terms of what you can expect. You’ll have really busy times where you’re going to be apart from each other, and you have to have a very solid understanding of each other and each others’ worlds and respect that, to allow each other to flourish… That is what keeps you as individu- als, flourishing together, and [remaining] the interesting person that you are. So don’t give that up just because you feel guilty. Always try to find a way to make it work.” Based on the experiences of these 12 women from around the world, the MENA re- gion’s startup community is impressively gender neutral. In its effort to balance rep- resentation of the genders, the ecosystem has become welcoming and nurturing toward females. To the women with business ideas, it appears that the MENA is the place to be, and the time is now to turn that idea into a company.

Page 35

Your Gateway to the World of Entrepreneurship Take your business ideas to promising new heights and develop your skills to become a successful entrepreneur in Dubai. Tejar Dubai is an initiative by Dubai Chamber which aims at qualifying and enabling creative Emirati youth to enter the world of entrepreneurship through three key pillars: assess, assist and attain. This program aims to raise competitiveness of national small and medium enterprises (SME) in Dubai. tejardubai.ae π«é°ùàdGh äÉeƒ∏©ŸG ø`e ójõŸ :≈`∏Y Éfƒ``©HÉ`J @TejarDubai Initiative by

Page 36

Entrepreneur may 2016 36 Reaping the rewards The MENA region’s achieving women Amy Cole Head of Brand Development EMEA, Instagram Amy Cole, Head of Brand Development, EMEA, Instagram H aving spent a significant bulk of her career at a few multinationals, it must have come as a surprise to friends, family and former colleagues when Amy Cole joined a startup. But that’s exactly what happened- Cole is currently the EMEA Head of Brand Development for Instagram, and you might even call her its earliest adopter. It turns out that all of Cole’s organic onboarding ended up coming into play professionally, as soon as she joined Insta- gram as the enterprise’s sixth employee. How did it happen? Acting as somewhat of a brand advocate for what was then a fledgling venture, a friend of Cole’s facilitated a second degree introduction after hearing her give a passionate user product explanation. “I met the guys from Instagram, and all because I was using it and literally telling everyone I knew about it! It was very much a startup at the time, and I’d always worked at bigger companies before this, so you can imagine what the reac- tion was when I joined.” To put it in perspective, Cole says that at that stage, Instagram wasn’t yet widely known, and she still did regularly come into contact with people who didn’t recognize the brand or what it did. She did however, at that time, have friends in the entrepreneurial ecosystem, and had already been bitten by the startup bug at Stanford University during her MBA. “At Stanford, I fell in love with entrepreneurship and startups, but because I was changing careers at the time (from engi- neering to marketing) I thought I needed to go somewhere big and actually learn how to do this function before I could move to a startup and try to be the only one doing it.” But when Cole did join the startup ecosystem, those that did know what Instagram was were excited to see her become a part of it. At that point in time, a few companies ahead of the curve were already actively using Instagram as a marketing platform. “Even before I joined the team in 2011, there were brands like Nike, Burberry, Michael Kors, and General Electric, even, that were using Instagram to tell their brand story- because it’s such a natu- ral platform, it’s such a natural fit for them to be able to com- municate.” And why does she think that is? “I think part of the reason that Instagram is amazing for brands to get be- hind is because it does let you interact on that human level. As someone in the community interacting with the brand, you feel such a strong connection to the brands that you’re engaging with.” According to Instagram’s latest numbers, there are more than 400 million active users with 75% of them outside of the U.S., and there has been over 40 billion images shared through the platform. The company has compiled an immense wealth of user-gen- erated visuals, and Cole says that internally at Instagram, the fact that they are helping to chronicle the world’s history in pictures since launching in Oc- tober 2010 is often discussed. Daily, the platform reports an average of 3.5 billion likes and an average of 80 million photos uploaded per day, and a big amount of that is companies -startups and established en- terprises alike- trying to reach their audiences. Keen on supporting women in entrepreneurship, Cole makes a pretty good point: “If you look at the startup landscape, it does tend to be more male- dominated, and I think that goes back to the risk involved, and that women tend to take less risks. That number is really beginning to grow, and it’s incredible because women add a different perspective; they use products differently, they see opportunities that men may not because they’re experiencing life in differ-

Page 37

may 2016 Entrepreneur 37 AMY COLE’S TIPS ON USING INSTAGRAM FOR BUSINESS Reaping the rewards The MENA region’s achieving women “We have a ton of tools that are coming for small and micro businesses. There’s a suite of business tools coming- one will be a business profile with analytics that will let you have more information as a business and more organic insights, the demographics of who is following your posts, reach, impressions. We’ve announced it, and it will be [here] before 2017. Boosting a post is also coming, so right in the app, you’ll be able to promote the post, and more tools that these digital entrepreneurs (that are literally manning the account themselves) can leverage to build their business.” 1 Assess objectives before devoting resources to content creation “With limited time and resources, focus on actually driving real business results. Think about your objectives; what is your challenge? Is it building awareness? Is it changing perception? Do people know what to think about your brand? Really focus on that objective and use Instagram to build that connection and tell that story.” 2 Create content that can go across multiple mediums “Obviously startups have to be smart about how they are using their assets. So don’t just think about creating specific content that works for Instagram; instead, anytime you’re out, make sure that you are capturing content that can be used across all of your platforms, and consider designing with all of those different audiences in mind.” 3 Show your startup’s personality “Especially for startups, the benefit and advantage that they have is that they are so close to their brand story. It’s authentic and it’s consistent, and it means so much more to people when they feel that they have insider access. Startups and entrepreneurs can do that so well, keeping in mind that Instagram is visual and creative. Ask yourself: how do we show those visuals in a really interesting and compelling way?” GETTING AHEAD AT WORK 1. Lean on the experienced members of your network for support and help “What I learned very quickly -and part of why I took the role [at Instagram]- you don’t need to know everything. You have to start being comfortable with not knowing everything, but you do need to know who to go to- who can I reach out to in my network that is an expert in what I am working on? Who can I go to for support? Who can I go to for mentorship? Everything else you can figure out along the way.” 2. Seize opportunities with confidence, and don’t sell yourself short ”I know for myself, and a lot of time that translates to others, we don’t always put ourselves forward for the opportunities that we deserve or that we can take on. When I went to Instagram, it was one of the scariest things I’ve ever done because I thought I’m not ready for this, I thought I didn’t have the skills and wasn’t ready to do the job. Taking that leap of faith and being able to trust and taking more risks, and feeling like I do have the capability to do this job, to figure out what we need to- more women need to take on that level of con- fidence and we need to do to help enable that to happen.” 3. Ensure that your path of business is both lucrative and something you’re interested in “I’ve definitely not followed what you’d call a traditional career path, but I have been trying to focus on things that are actually of inter- est to me, things that I’m passionate about, products that I use, or roles that I think are really interesting and really challenging.” 4. Stick to your startup’s core identity “It can get really easy, when you’re thinking about scaling and growing, to try and start designing for the masses. When you try to be every- thing for everyone, you lose a little bit of who you are. What I love is that when we kept growing Instagram and designing, we had a specific point of view and a specific focus on what we wanted to build as a product. Obviously, we always take cues from the com- munity and do try to understand what the community wants to do, but we are really good at staying true to our point of view.” 5. Prioritize your product’s user base “When we talk about our values at Instagram, community first is our number one value. It’s always been at the center of everything we’ve done. Our very first hire was a community manager, and part of their role is take make sure they understand what’s happening in the community, connecting with people in the community, and surfacing these amazing stories.” Entrepreneur Middle East Editor-in-Chief Fida Chaaban interviewing Amy Cole at the Festival of Media in Dubai, UAE ent ways,” she adds. She is also an advocate of women in STEM- Cole started out as an engineer who put her Master’s in Engineering from the University of Michigan to work at Chrysler in Product Engineering and in Aerody- namic Development. “When I went into engineering, I did it because I loved math. I went through engineering school, which was male-dominated, and then the auto industry while I was doing engineering, which is also male-dominated. Sephora, when I was there, was the complete other end of the spectrum, almost 100% women. Then when it goes to technology, it’s omewhat male- dominated, although we’re making massive strides in increasing the ratio of women to men.” During her time at Chrysler, she felt that she was actioning product plans de- veloped by others, rather than coming up with her own solu- tions which ultimately con- tributed to her shift in career trajectory. “A lot of the auto industry is driven by sales and marketing, so as an engineer you’re just executing on what those plans are, and I really wanted to be part of driving the business strategy so I went back to business school. At Se- phora, when I joined they were starting to build the business development function.” She first joined Instagram as part of Business Operations, fresh from Sephora where they were in the process of formulating the Business Development department, experience that she would later put to work. “I head up our business for Europe, Middle East and Africa. My team is focused on how we can help brands and businesses get the best out of Instagram. We help them un- derstand who the community is, what they’re doing, how brands can participate in that community, and the different products and services we have to best leverage Instagram for their business.”

Page 38

Entrepreneur may 2016 38 McKinsey Global Insitutue Power of Parity report, September 2015 | table and chart © bayt.com An open call to innovators The Middle East needs more women entrepreneurs By Lama Ataya A lthough the majority of working-age women in the MENA region are educated, the majority of them remain outside the labor force. Far from being a matter of unpreparedness for the job market, the unemployment rate among working-age women in the MENA, now standing at over 40% in some countries, is a multifaceted problem that needs to be addressed, sooner rather than later, if we want to achieve the desired economic outcomes of having more women in the workplace. Labor-force participation, hours worked, and productivity Equality in society Scope for broader action by the private sector 81 41 25 HIGHLIGHTS SEPTEMBER 2015 THE POWER OF PARITY: HOW ADVANCING WOMEN’S EQUALITY CAN ADD $12 TRILLION TO GLOBAL GROWTH Reaping the rewards The MENA region’s achieving women There are many good reasons for tackling female workforce participation as a matter of priority in the MENA. The potential economic benefit of increased women’s employment is striking. According to recent estimates, if women’s partici- pation in labor markets in the MENA region equaled that of men’s, the regional GDP could rise by 47% over the next dec- ade, and the region could real- ize US$600 billion in economic impact annually ($2.7 trillion by 2025) as mentioned in the McKinsey Global Institute’s Power of Parity report pub- lished in September 2015. Solving the female unem- ployment problem While the Bayt.com Status of Working Women in the MENA survey, December 2014, shows that the top challenge faced by women in the MENA today is finding a job (60%), findings from First Jobs for Young Wom- en in the MENA: Expectations and Reality, a white paper created by Bayt.com, Education For Employment (EFE), and YouGov, suggest that there are tangible steps that govern- ments, employers and women themselves can undertake to increase women’s participa- tion in the workforce. These measures include encouraging entrepreneurship and enhanc- ing the role of SMEs in attract- ing and retaining female talent. Here are some of the recom- mendations suggested by the white paper to better facilitate the economic participation of women in the MENA region. 1. Enhancing the role of SMEs Although SMEs are expected to comprise a significant portion of MENA’s job growth, only 7% of young women looking for a job indicated that they would most like to work in a small or medium company, as compared to 35% who said they would rather work for multinationals, and 26% for the government or public sector. These preferences appear to be misaligned with the proportions of young wom- en who are actually employed by each organization type: 23% of employed women work in SMEs, versus 22% in multina- tionals and 17% in government. To link more women to careers in SMEs, SMEs can focus resources on adopting high-pri- ority policies such as flexible schedules or childcare, and on leveraging the networks of current employees for re- cruitment – all ben- efits highly desirable by women, according to the First Jobs for Young Women in the MENA: Expectations and Reality white paper. 2. Encouraging entrepreneurship According to the Status of Work- ing Women in the MENA survey, about one-fifth (21%) of working women in the MENA region are the sole earning member in their household, and over half of them (55%) stated that hav- ing a successful career is what makes them feel happy in their life. The bottom line of entre- preneurship is that it creates wealth: wealth for the entrepre- neur, wealth for the people who are employed as a result, and wealth for the local economy. In the Middle East specifically, the 2015 Entrepreneurship in the Middle East survey shows that more and more people -including women- want to be entrepreneurs and are looking at entrepreneurship options in their countries. Given a choice, 64% of respondents across the MENA region would prefer to have their own business, and 97% know at least one suc- cessful entrepreneur in their country of residence. There is a very significant case to be made for creating sustain- able economic growth by en- couraging a spirit of entrepre- neurship among women in the MENA. The Entrepreneurship in the Social Sector and Arab Springs survey conducted right after the Arab Spring by Bayt. com in partnership with the Program on Arab Reform and Democracy at Stanford Univer- sity’s Center on Democracy, De-

Page 39

may 2016 Entrepreneur 39 Time spent in current industry (Status of Working Women in the Middle East survey) Less than a year 1 -2 years 3 -4 years 5 -6 years 7 -8 years 9 -10 years More than 10 years 16 5 9 13 18 22 16 Although SMEs are expected to comprise a significant portion of MENA’s job growth, only 7% of young women looking for a job indicated that they would most like to work in a small or medium company, as compared to 35% who said they would rather work for multinationals, and 26% for the government or pub- lic sector. These preferences appear to be misaligned with the proportions of young women who are actually employed by each organization type: 23% of employed women work in SMEs, versus 22% in multinationals and 17& in government. Reaping the rewards The MENA region’s achieving women GCC Levant North Africa KSA UAE Kuwait Qatar Bahrain Oman Lebanon Syria Jordan Egypt Morocco Algeria Tunisia Base: Those working in a mixed gender environment 96 329 71 93 29* 27* 105 12* 132 199 50 126 80 I feel I receive less pay than my male counterparts 53 52 58 55 55 56 30 33 38 27 54 33 29 I feel I receive the same pay as my male counterparts 26 31 21 31 28 26 37 67 45 48 36 54 65 I feel I receive more pay than my male counterparts 4 3 7 4 - 7 4 - 5 2 2 - - Don’t know/ Can’t say 17 14 14 10 17 11 29 - 13 23 8 13 6 Salary compared to male counterparts Status of Working Women in the Middle East survey velopment, and the Rule of Law, shows that the Arab Spring had a positive effect on driving higher interest in both eco- nomic and social development. To encourage entrepreneurship, governments need to reform the regulatory framework and lower the barriers for new company incorporation and continuing operations. For young women in particular, creating entrepre- neurship programs, providing proper funding, and stimulating interest among young women in entrepreneurial opportunities could go a long way. How can you be a successful female entrepreneur in 2016? Women have long been per- ceived as the homemaker, the childminder, the wife- and have been expected to place their careers on the back burner. Thankfully, these outworn modes of thinking are slowly falling by the wayside. More and more, women are achiev- ing their professional goals, and making vital contributions to the successes of individual businesses and the overall economy. Here are a few tips for overcoming the challenges facing aspiring female entrepre- neurs in the Middle East. 1.Set your goals Start a business that works for you and fits with your personal life. There are no rules as to what a “real” business looks like. For some businesspeo- ple, success might mean an international operation with hundreds of employees and annual revenues in the tens of millions. For others, a small consulting firm or artisan busi- ness that pays a healthy salary and allows generous personal freedom might be considered the pinnacle of success. The key is to take the time early in the planning process to consider this question and decide for yourself what your ideal vision is for your business and your personal life. 2. Network Networking involves actively cultivating relationships with people, businesses, community leaders, and others who present possible opportunities for your business. Networking is not the same thing as sales: rather than the simple goal of making a sale,

Page 40

Total Algeria Bahrain Egypt Jordan Kuwait Lebanon Morocco Oman Qatar Saudi Arabia Syria Tunisia UAE Base: 4,797 398 59 1,214 293 187 122 169 102 182 1,094 25 125 827 I have tried to start my own business in the past but could not do so/ or failed to do so 20 19 24 22 20 18 9 15 18 19 23 24 17 16 I am currently thinking of starting my own business 62 52 64 62 57 63 54 64 61 67 62 40 58 70 I have never thought of starting my own business 11 17 8 10 15 13 25 14 10 8 8 32 19 9 Don’t know/ Can’t say 7 13 3 7 8 6 12 7 12 6 8 4 6 6 For some businesspeople, success might mean an international oper- ation with hundreds of employees and annual revenues in the tens of millions. For others, a small consulting firm or artisan busi- ness that pays a healthy salary and allows generous personal freedom might be considered the pinnacle of success. The key is to take the time early in the planning process to consider this ques- tion and decide for yourself what your ideal vision is for your busi- ness and your personal life. First Jobs for Young Women in the Middle East & North Africa Expectations and Reality C C First Jobs for Young Women in the Middle East & North Africa: Expectations and Reality Attempt to start own business (those currently employed) Entrepreneurship in the MENA survey Reaping the rewards The MENA region’s achieving women Lama Ataya heads the Marketing department at Bayt.com and within that role is also responsible for communications, content, community experience, and corporate social responsibility. First Jobs for Young Women in the MENA Expectations and Reality white paper by Bayt.com | table © bayt.com a huge goal of networking is to inform other businesspeople and influential people about what you do in hopes that they will recommend your business to their circle of contacts. You are “networking” every time you attend an event held by a local trade association, get to know other business owners and community leaders, write a letter to the editor, participate in an online discussion group, or have lunch with another business owner. 3. Get the right funding for you If you need startup or expan- sion financing, consider sources other than traditional banks. One of the concerns most commonly cited by women entrepreneurs is difficulty find- ing startup financing. And it is little wonder: traditional banks typically don’t lend money to new ventures that don’t have a track record of success or creditworthiness. Instead of focusing on conventional banks, you should instead look for angel investors, private sector business incubators, and other institutions that have a vested interest in local startups. 4. Join professional groups Whatever business you are in, you will find a small group, association or seasoned mentor to provide a sounding board and guide you along the way. Seek successful, likeminded people who can provide a sup- portive environment whether it is a local art group, profes- sional networking platform like Bayt.com Specialties, writer’s guild, book club, entrepreneurs association, professional as- sociation, professional women’s association, etc. The sooner you start forging constructive alli- ances, the greater the potential benefits and synergies that can be enjoyed. 5. Find a work-life balance Even today, the reality is that women still need to balance their work and domestic responsibilities to a far higher degree than men. This requires that the ability to manage time and set priorities be even more developed. First, be proactive at work and at home- plan appointments well in advance, maintain a long-term budget plan and schedule of work that needs to get done, and make sure the two don’t clash. You should, however, be aware that unforeseen circumstances may arise, so allow for flexibility in your schedules. 6. Dress the part People’s first impression, need- less to say, will often carry a lot of weight in determining their perception of you. According to the Influence of Personal Ap- pearance on Hiring Decisions poll, March 2013, 83.4% of re- spondents believe that there is a link between appearance and success. Dressing profession- ally will help to mark you as a professional and serious busi- ness owner. It is not enough to be good at what you do, to be passionate and dynamic in your work, to be a font of innovation and vision; in order to achieve professional success, you must be seen to possess all of these attributes, and more. Percep- tion matters in the professional world. 7. Keep the faith Entrepreneurship is no easy feat. Keep in mind that many women have faced similar obstacles and made it to the top. Take pleasure in the work you do. Have belief in your own abilities. Keep on improving, keep on learning. And don’t expect rewards to fall into your lap- ask for them, and ask for them again.

Page 41

Page 42

Entrepreneur may 2016 42 Reaping the rewards The MENA region’s achieving women Hala Fadel Managing Partner, Leap Ventures Founder and Chairperson, MIT Enterprise Forum of the Pan Arab Region Hala Fadel, Managing Partner, Leap Ventures H ala Fadel is easily one of the most recognizable faces in the entrepre- neurial ecosystem of the MENA region- and for good reason. Besides her roles as a Partner at Leap Ventures and the founder and Chair of the MIT Enterprise Forum of the Pan Arab Region, Fadel’s presence is almost guaranteed at pretty much every startup- centric event worth its salt in the Middle East, where she can be seen doing everything from speaking on entrepreneurial paradigms to mentoring ‘treps on their fledgling business models. Given the sheer scope of the work that she does for the MENA startup ecosystem, one can’t help but ask: what’s pushing this seemingly indefati- gable woman to do all that she does? “My moonshot is to see a company as big or influential as Google or Apple start from the region,” Fadel replies. “I will stay motivated until I see that happening, and I will contribute every drop of sweat towards that. There is no reason why it cannot happen- we have the talent, and the ‘world is flat’ in the digital era.” While Fadel’s determined optimism for the MENA startup ecosystem is great by itself, it must be noted here that Fadel is also putting her money where her mouth is- her support of the region’s entrepreneurs is not just restricted to her appear- ances at events here. She is one of the four co-founders of Leap Ventures (her counterparts in this enterprise being Hervé Cu- viliez, Henri Asseily and Noor Sweid), with the company set up as a late-stage venture capi- tal firm for startups in this re- gion, thereby fulfilling what was a definite need for the market here to further evolve and grow. “There was a consensus among Leap partners, even before we started Leap, that in order to get more exits from the Arab region, we need more growth capital, namely US$5-10 million tickets Series B capital,” Fadel says. “There was also a consen- sus that entrepreneurs welcome professional help on their jour- ney. We decided to start Leap to fill both gaps. The Leap team is my foremost source of learn- ing, and I think that having four partners and more is the best thing for both the partners and the entrepreneurs. It is a wealth of knowledge, and the diversity of the personalities creates a positive dynamic pushing all of us forward, all the time. I think there is, on this team, world- class knowledge and experience in every field an entrepreneur requires in the Middle East, from technology to digital marketing, from financing to business development, from team-building to strategy.” The creation of Leap can also be seen as a reflection of the development and growth of the MENA region’s entrepreneurial ecosystem- Fadel notes three particular trends that showcase how the Arab world is today a lot more receptive to the idea of its citizens becoming entre- preneurs. “In MENA, over the past few years, there has been, first and foremost, many more entrepreneurs from many coun- tries, and not just in Dubai,” she says. “Egypt, Jordan, Lebanon and Saudi Arabia have seen many cohorts of entrepreneurs emerge, with some of them creating a bridge to Dubai for business development and C-level recruiting. Second, the quality of the entrepreneurs has increased significantly, as entre- preneurship has attracted more seasoned professionals, but also because you start seeing the first wave of entrepreneurs with previous startup experi- ence. Last, but not the least, money [has] started to flow into

Page 43

may 2016 Entrepreneur 43 On what entrepreneurs should do before starting a business in the MENA 1. “Work round the clock, and find solutions to your own problems.” 2. “Attract the best people, and be ready to give them equity in your business to retain them.” 3. “Think big, and raise money accordingly.” On what makes a good founding team for a startup 1. “Deep understanding of the field through experience or hard work.” 2. “Leadership and ability to at- tract talent.” 3. “Energy and passion.” On the disadvantages of being an entrepreneur “You are never in a comfort zone and experience chronic self-doubt and challenges. But for real entrepreneurs, that’s the thrill! The toughest phase as an entrepreneur, independently of age, is when you realize you are wrong and need to take action to either stop it or fix it. It is very painful, but part of the journey. It happens all the time, and still happens today.” On work-life balance “The concept of work-life bal- ance frames the problem in the wrong way from the start. In an entrepreneur’s life, work has a huge time and mindshare over your personal life, and recogniz- ing this imbalance is the best way to start. It sets expectations right for everyone. This does not mean that you cannot have a rich personal life. It just means that your presence with your family is different: there could be times where you are hugely present, since as an entrepreneur, you have flexibility with your schedule, but there could be also times where your physical presence is brought to the minimum because of work. In today’s world luckily, there are ways to stay connected with your family and children while you are away at work. This imbalance needs to stay however within certain boundaries acceptable by everyone, and I had to learn how to listen to everyone, and make sure I am here when they need me. Your family is the platform that is the basis for everything. The stability and warmth of this platform is key for any entrepre- neur’s success.” ‘Trep Talk Hala Fadel on being an entrepreneur (and actually succeeding at it) entrepreneurship in a way that has never been seen before in the region. [But] we are still far from optimal levels. As an ex- ample, the U.K. receives 0.2% of GDP directly invested into start- ups, which would translate into $120 million in direct startup investments in Lebanon in a given year, and we are at $40 million this year, despite the well-known [Lebanese] Central Bank initiative. This number would translate into $1.5 billion direct investment in startups in Saudi Arabia, and we are not even close to 10% of that.” Fadel also notes the need for people in the region to stop with the mythical constructs used to associate with entrepreneurs- a good dose of realism needs to be injected in the ecosystem, she thinks. “The harmful miscon- ception about entrepreneur- ship in our region is that an entrepreneur is some sort of young genius who has an idea impossible to understand for the normal human being,” Fadel says. “In fact, an entrepreneur is a business person who solves an actual business problem, and the most successful ones have many years of experience behind them, and they should be able to explain their business in simple words, in less than a minute, with everybody understand- ing.” Fadel uses a Leap-funded enterprise, Saudi Arabia-based digital entertainment company Reaping the rewards The MENA region’s achieving women Dr. Sheikha Aisha bint Faleh Al-Thani Founder and CEO, Al Faleh Group Dr. Sheikha Aisha bint Faleh bin Nasser Al-Thani as the cover interview for the March 2016 edition of Entrepreneur Qatar UTURN to make her point. “For example: What is UTURN? UTURN is the MBC of the digital world.” Fadel also notes UTURN as an example of a startup that has been able to find a genuine need in the market, and capitalize on it: “The MENA population spends 70% of their time online, and only 25% on television, yet 90% of advertis- ing spend is done on traditional media (TV and newspapers), which means advertisers are not spending their money where their audience is. UTURN and Diwanee are two startups lead- ing the platform agnostic digital media space, which is due to ex- plode over the next few years.” Startup success stories are always good to hear, especially in the Middle East, and Fadel feels that people invested in the ecosystem need to help each other out, if more such tales are to come out of this region. “The best way to support each other is to share,” Fadel explains. “Entrepreneurs in our region do not share enough and are too protective of their ideas, experience and knowledge. They think that by sharing they could lose something, whereas, in fact, everyone wins, because sharing is viral, and induces others to share. Sharing will lead every- one to success, and the more success stories in the region, the easier the future path will be for everyone.” W e have no reason what- soever not to excel, with all that’s being given to us.” This statement by Dr. Sheikha Aisha bint Faleh Al-Thani perhaps best explains why this enterprising Qatari woman is a worthy role model for people not just in her own country, but in the GCC and beyond as well. Consider her credentials for a moment. Yes, she’s a member of Qatar’s ruling family. But she’s not just that- Sheikha Aisha is also the founder and Chairperson of the Al Faleh Group, perhaps best known for its educational institutions under the Doha Academy umbrella. Her holding company also has a presence in other sectors- F&B, hospitality and healthcare are the industries currently on its agenda. But note that Sheikha Aisha cannot be defined just by her business interests either- once again, she’s more than just that. Sheikha Aisha is also a committed philanthropist, whose zeal for the initiatives she associates herself with in this regard is quite ex- emplary. One of these ventures is Reach Out To Asia (ROTA), which aims to provide basic, quality education to children across the Asian continent, and she sits on the board of directors for this organization, which was founded by H.E. Sheikha Al Mayassa bint Hamad Al-Thani. She is also a founding member of the board of patrons (and former Chairperson) of the World Congress of Muslim Philanthropists (WCMP), a global network aimed at advancing the notion of giving in the Islamic world. Now, put all of the afore- mentioned roles together, and then maybe, one can get an idea of the sheer scale of the work that Sheikha Aisha does- and she does it all quite cheerfully, because, as she put it so simply, she likes what she does.

Page 44

Reaping the rewards The MENA region’s achieving women Deborah Nicodemus CEO, Moda Operandi Deborah Nicodemus, CEO, Moda Operandi Noor Sweid Managing Partner, Leap Ventures Board Director, Endeavor UAE Entrepreneur may 2016 44 W ho says e-commerce can’t survive without all the flash sales and steep discounts? New York City-based Moda Operandi (MO), a luxury fashion portal that allows fashion fans to pre-order their favorite collections straight from the runways, is a best exam- ple of an e-retailer going beyond exciting deals. With jewelry, fine art, and other luxury goods made available on its site, MO also has personal stylists for bespoke services to complete the luxury shopping experience. And the powerhouse manage- ment behind the enterprise? Besides being co-founded by Lauren Santo Domingo, a notable fashion personality in NYC’s fashion circuit, the business strategy and operations of MO are handled by the CEO, Deborah Nicodemus. Nicodemus’ extensive executive experience across the luxury industry includes stints in managing brands including Maison Birks, Donna Karan, Gucci, Prada, Hermès, Ferragamo, Cartier, Bulgari, Tiffany, and other famous names. MO also functions as a platform for emerging design talents around the globe and helps them get more mainstream attention, and this particular endeavor has made the brand reach out to the Middle East as well. After visiting the UAE for Fashion Forward Dubai (FFWD) in 2016, MO an- nounced its support for Middle Eastern-based jewelry brand SeeMe. Having launched the re- gional brand on its global site, MO has effectively showed its support for social entrepreneurship as well, as SeeMe calls itself to be the only Fair Trade certified brand in MENA, crafted by women who have been victims of violence and experience community exclusion. Discussing MO’s interest in MENA’s creative entrepreneurs, Nicodemus says, “While we have strong client engagement in the region, we are now entering the region in a formal manner making a long-term commitment includ- ing a dedicated stylist team, key merchandising initiatives that speaks to known client prefer- ences and heighten services.” The Middle East today exceeds 15% of the portal’s total sales, and the luxury portal enjoys a growing client base in the region. Q&A with Deborah Nicodemus “Innovative fashion is experi- mental, using unique textiles and textures, interesting silhouettes, construction, and embellishment. It is the use of technology in printed design to a labor-intensive hand painting fabric. The idea is to continuously innovate through traditional methods to completely new concepts of fashion.” Drawing on your extensive pro- fessional background, what tips do you have for entrepreneurs trying to make it in the already very competitive luxury sector in terms of running the actual enterprise and plans to scale? “Differentiate- study your business from a macro and micro perspec- tive to determine the sweet spot of differentiation. Then, continue to innovate even in the midst of your success; challenge yourself and your team to deliver beyond expec- tations. And finally, never accept second best. The European luxury industry, which sets the standard of luxury, is known for their honed craftsmanship and only the best will do.” What are some tips you have for entrepreneurs in the creative industries who may have faced rejection by bigger players like Moda Operandi? “Passion! One must love the field they are committing their life to. With passion, rejection is simply a point in time that helps you learn a new, a better way to perform. And when you find others with your same desire to excel, you build a community of success.” What are some of the Moda Operandi criteria when choosing a new brand? What stage should the business be in before Moda Operandi will consider it for placement? “Moda’s selection criteria is three fold; ensure the designer’s collec- tion has a unique point of view, impeccable quality and craftsman- ship and production capabilities which includes consistency in qual- ity. We work closely with the new designers to ensure their quality and production capabilities meet the highest of standards for the ultimate goal is to delight the end client. So to answer your question, the stage that a brand is at does not determine whether or not they are considered.” I f you’re looking to succeed, keep your eyes and heart open to opportunities. You’ll miss opportunities that come to you if you’re not open to them. Success is about seizing the opportunities that present themselves to you.” This is what Noor Sweid told the audience during her keynote ad- dress at the Entrepreneur Middle East Achieving Women’s Forum in May last year, and one look at her impressive career graph so far makes it clear that this is, indeed, a woman who has (and continues to) put into practice what she preaches. Sweid defi- nitely seems to have an uncanny eye for great opportunities- her work profile reads like that if someone who has, really, done it all. She’s worked for big-name corporates (these include Charles Schwab and Accenture), she has facilitated her family business’ (the Dubai-headquartered global interior contracting company, Depa) multimillion dollar growth and eventual US$1 billion IPO, she’s launched and run her own business (the ZenYoga chain of yoga studios in Dubai that she founded in 2006 and ran until

Page 45

may 2016 Entrepreneur 45 Reaping the rewards The MENA region’s achieving women Dr. Sheikha Aisha bint Faleh bin Nasser Al-Thani as the cover interview for the March 2016 edition of Entrepreneur Qatar H.E. Sheikha Al-Zain Sabah Al-Naser Al-Sabah Under Secretary of the Ministry of State for Youth Affairs, Kuwait H.E. Sheikha Al-Zain Sabah Al-Naser Al-Sabah as the cover interview for the November 2015 edition of Entrepreneur Middle East Noor Sweid as the cover interview for the February 2016 edition of Entrepreneur Middle East its sale in 2014), she’s been an investor in and mentor for several startups in the Middle East ecosystem (besides her own portfolio of investments, Sweid is also a member of the Board of Directors at Endeavor UAE), and she’s currently a Managing Part- ner at Leap Ventures, a MENA- based growth stage venture capital firm. So yes –if that last sentence’s length didn’t make it clear already- Noor Sweid does seem to have done it all. On why encouraging entre- preneurship is good for the MENA region “It’s always good to enable people to do things that they want to do. And that’s what entrepreneurship is. It’s enabling people to find some- thing they enjoy doing, and then finding a way to use that skill or that desire to do that particular activity to create value for other people, and monetize that value. That’s what it is. So when you have a youth population and the demographics of the region, if you encourage these people to try to monetize what it is they can add value to, that’s a much better way to engage them as produc- tive members of society, than anything else.” On how established businesses in the MENA can actually sup- port the region’s entrepreneurial ecosystem “I think that corpo- rates need to start realizing that if they are going to buy stuff, pay for stuff and use services, what are the ones they can support locally, that would be just as good as the ones globally. That will drive those [local] businesses to be success- ful. So that’s what the ecosystem can do- it can provide these companies more opportunities to sell their products. If you are in a corporate, and you know the difference between a global and local player in terms of quality, then hire the local player and give them insights as a client. They will be so much more adaptable and malleable, and they’ll be happy to take any feedback on board and incorporate it. So they can get you to where you are happy, and they can [also] learn from your experiences with a global player. So if we want to really up the standards of the local players -if the corporates are saying they are not good enough- then that’s the way to do it, not to turn away from hiring them, but rather to hire them and take half an hour and tell them, this is what the global [players] do that’s better.” On the need for startups to have a corporate culture in place “I think it’s never too early to start thinking about corporate culture, which drives everything later. So if you want your corporate culture to be like everything is always done in a certain way, then you better do it that way from the start. Because you’re the one setting the example. People will do as you do, they won’t do as you say. So it’s really important that we think about how we would want our company to ultimately operate.” On the contention that it’s easi- er for startups to find funding in Silicon Valley than in MENA “I don’t have any answer for that. Some people could argue it’s easier; some people could argue the entrepreneurs [there] are better. I’m not going to argue either way!” H .E. Sheikha Al-Zain Sabah Al-Naser Al-Sabah, Ku- wait’s Under Secretary of the Ministry of State for Youth Affairs, likes to call her Ministry an “entre-government,” a term she coined up during a speak- ing engagement in Spain. “The idea is that an entre-government brings in creatives, entrepre- neurs, people from the private sector, who can leverage limited resources to invigorate and disrupt an im- mobile system,” says Al-Sabah. “This Ministry is the perfect example of the pilot of an entre- government. Do more with less! We have budget constraints, and Kuwait is finally, with the estab- lishment of this Ministry, starting to understand that youth is the new oil. To pro- pel the system forward, you need to inject energy. Nobody knows how to do it better and do it with less resources, than entrepreneurs and people that have worked in startups, SMEs, and fresh grads.” The Ministry of State for Youth Affairs currently employs a team of 82, but they started off in one room as a meager team of three. “I literally had to sell this Ministry to people. This is your service to your country- if you have something to give, come give it here. I wanted to infuse new spirit by bringing in fresh graduates. Come serve your country then migrate back to private sector. I was pitching it to everyone- that was my hard sell. The Kuwaiti government is trying to get people to go to the private sector, since upwards of 80% are employed in the government. This cradle to grave mentality is really pervasive here.” She sees the Ministry as a full-on startup since it was established from nothing, and Minister of Infor- mation and Minister of State for Youth Affairs H.E. Sheikh Sal- man Sabah Al-Salem Al-Homoud Al-Sabah charged Al-Zain with recruiting a team, setting out Ministerial directives and the path to turning those directives into tangible successes, and even finding a physical space for them to work out of. “We’ve been in operation for a year and nine months, and hamdulillah, we’ve managed to find a location, and as much as possible recruit the best team who were all willing to leave the private sector, and come to the public sector to help Kuwait.”

Page 46

Entrepreneur may 2016 46 Huda Al Lawati Huda Al Lawati, the 2016 Achieving Women Forum keynote speaker Reaping the rewards The MENA region’s achieving women “Demonstrate your commitment and involvement- be on top of details and numbers. Nobody wants to hear a founder or CEO say, ‘I don’t know,’ ‘I have to look into it,’ or ‘My x or y employee can answer that.’” A s someone who led The Abraaj Group’s invest- ments in com- panies like Kudu (Saudi Arabia), Acibadem (Tur- key), Careem (UAE) and Kuwait Energy (Kuwait), it’s safe to say that Huda Al Lawati knows a thing or two about what makes a young enterprise poised for the big leagues. With more than 12 years of experience in the private equity and finance do- mains, Al Lawati, who was most recently a Partner and Chief In- vestment Officer for the MENA region at The Abraaj Group, has worked on several transac- tions during her time at the company, gaining experience in deal execution, structuring and execution, portfolio manage- ment and exits across industries like F&B, retail, insurance, hos- pitality, healthcare, education, temporary power, and oil and gas. Suffice to say, this woman has seen startup pitches galore, and Al Lawati knows how to differentiate between an entre- preneur who knows their stuff and someone who, well, doesn’t. Here are Al Lawati’s tips on how you, as an entrepreneur, can make a positive impression on your stakeholders: 1. Focus on your business “Stay away from getting-rich- quick speeches. Demonstrate your focus on your business, the service or product, your employ- ees, even your community, but not on valuation multiples- val- uation is a byproduct of a well- run business and it shouldn’t be what drives you.” 2. Be a hands-on entrepreneur “Demonstrate your commitment and involvement- be on top of details and numbers. Nobody wants to hear a founder or CEO say, ‘I don’t know,’ ‘I have to look into it,’ or ‘My x or y em- ployee can answer that.’” 3. You shouldn’t be the one doing it all “Have a strong team. Show collaboration and avoid the one- man/one-woman show label.” 4. Know who you are talking to “Understand your audience. Don’t go blind with what you want to say; think about what they care about and need to know.” 5. Be clear about the market you are entering “Don’t be dismissive about competition- discuss your strengths, unique selling points, why it’s difficult to replicate or mimic. Where competition and copycats are inevitable, talk about market size, potential for multiplayers- the worst thing you can do is be dismissive.” Success mantra What makes Huda Al Lawati tick Given all that she has accom- plished with her work so far, it’s easy enough to understand why Huda Al Lawati is seen as an inspiring female figure for many in the MENA region- and it’s a role she takes seriously, given her participation in noteworthy men- torship schemes across the region, which include being a member of the Young Arab Leaders (YAL) network as well as being a mentor under the Cherie Blair Foundation for Women. When asked to list factors that she counted as es- sential for her successful career so far, Al Lawati replied: “Determina- tion, focus and commitment, and a structured approach to everything, from thinking and brainstorming, to meetings, to communication, and to execution.” But did she have any hurdles along the way? “Delegation was a challenge for me. I addressed it by invest- ing a lot of time in training and mentoring resources that I could be comfortable delegating to and relying on. The key takeaway was that while it may be faster to do something yourself than training someone else in the short-run, in the long-run that time invested pays off because they can do it in the future.”

Page 47

may 2016 Entrepreneur 47 Reaping the rewards The MENA region’s achieving women Sonia Weymuller Iman Ben Chaibah Co-founder, VentureSouq Founder, Sail Publishing Iman Ben Chaibah, founder, Sail Publishing “Some would say I am quite candid as a men- tor. This is true; I don’t sugarcoat things. As an effective mentor, you need to be hon- est and pragmatic, but also inquisitive and empathetic.” H aving known the value of mentorship throughout her career, be it during her time working at places like Microsoft and Viacom, or even when she established her own early-stage equity funding platform VentureSouq, Sonia Weymuller today doesn’t hesi- tate in paying it forward- she’s a proactive mentor to not just entrepreneurs, but also to non- entrepreneurs and students as well. “This entails a wide spec- trum of types of guidance,” she says. “From honest pitch and investor feedback as well as ac- cess to industry experience and relevant contacts, to openly sharing success and war stories or contributing to leadership and confidence building. Some would say I am quite candid as a mentor. This is true; I don’t sugarcoat things. As an effec- tive mentor, you need to be honest and pragmatic, but also inquisitive and empathetic.” Weymuller recently signed on to be a mentor for the second edition of the e7 Daughters of the Emirates project, and her enthusiasm for the year-long program that sees young UAE- based women coming together to better their community can be easily seen. “Mentoring is an incredibly enriching experi- ence,” Weymuller explains. “I was once asked at a conference what quality I owed my success to. While other panelists men- tioned determination, grit and competitiveness, my answer was simple: altruism. Listening and guiding someone through his or her journey also makes you humbly reflect on, and sometimes redefine, your own. The ability to be present, to challenge, encourage, motivate and support is vital especially in a vibrant entrepreneurial ecosystem such as ours.” Weymuller’s approach to mentorship notwithstanding, many professional women in the MENA region often say that they simply don’t have the time to spare for mentoring someone else. But Weymuller says doing so doesn’t need to follow a rigid system. “My ap- proach to mentorship has been an informal one,” she says. “I operate with an open-door policy, and don’t hold ‘office hours,’ per se. If a mentee has a question, they email me; if it warrants a longer conversation or brainstorm, I will make time to meet in person or schedule a Skype session if they are abroad. The type of mentor- ship relationship you establish will also depend on the type of mentor you represent for that person– are you an industry, leadership or connector type mentor, or all of these com- bined? The amount of time you choose to devote to mentoring is entirely up to you. However, mentoring is a commitment; it may not be for everyone. Don’t do it half-heartedly. If you do decide to do it though, enjoy the journey: it’s a priceless experience!” S ince launching Sail eMagazine in 2010, Iman Ben Chaibah has come a long way in her journey as an entrepreneur- her portfolio today includes Sail Publishing, a digital publishing house for online magazines and ebooks, and special print editions. But that is not to say that this Emi- rati lady has reached the levels of startup success as, say, a Steve Jobs, or a Mark Zucker- berg- on the contrary, a cursory glance at her Twitter timeline (@ImanBenChaibah) would be enough to understand that this is an entrepreneur still navi- gating several challenges with her growing enterprise. But while others may have been tempted to call it quits with the business, Ben Chaibah has steadfastly refused to- and the reason for this can be essen- tially drawn back to her vision for Sail. “Being genuinely inter- ested in the craft of reading and writing tremendously helped sustain and preserve Sail as a vehicle to nurture writers and original content,” she says. “And it’s what held it back from deviating into running what’s commercial, rather than what’s intelligent and useful content for Emirati youth.” But while the hurdles along her path may be aplenty, Ben Chaibah is also getting better at dealing with them. “One of the major personal challenges I keep going through with Sail is that being a very private and introverted person, I tend to not exactly push for the business in every potential platform that I attend, and find it a little difficult to talk about the amazing success and growth and value the maga- zine and the publishing side has achieved, because it often feels like talking about myself. I still work at it with having the right mentors and support systems that help me shape my message in a way that works with who I am, without feeling like fraudulent in it. It’s not easy, and it’s about pushing myself out of my comfort zone constantly- which does pay off every now and then.”

Page 48

Page 49

Page 50

Entrepreneur may 2016 50 innovator Starting up an F&B enterprise [the how-to] The ‘trep’s guide to challenges in hospitality execution By Malak Al-Habib & Mohamed Al-Sadiq A t some point in time, who hasn’t dreamt of opening up their own place? It’s an extremely desirable feeling to know that you could be your own boss and take a small startup through a challenging road and make it a Fortune 500 company or, as we are here in the Middle East, have it traded on Dubai’s Stock Exchange. But such endeavors shouldn’t be taken lightly. You might have the best idea in the world, maybe something that nobody has ever thought of before, or a new approach to an existing food & beverage (F&B) concept that hasn’t reached the point of market saturation yet in the area- however, even with such great concepts, you will have to walk through the inevitable road of managing the project through the pains and sorrows of establishing a startup. Dubai is one of the most business-friendly cities and markets in the world, a phrase that we’ve all undoubtedly heard before. You can establish your new company in few days (which is true, by the way), but establishing your company in the Department of Economic Development (DED) or any available free zone is only the tip of the iceberg. This article will take you through some of the project management challenges entrepreneurs can face when trying to establish a new F&B business. This piece is tailored more towards managing the project and establishing the business in Dubai, as it is based on our experience establishing own own business, @blend, a newly launched healthy café located at Palm Jumeirah in Dubai, UAE. We hope that this will provide hints and tips insightful for those who are about to start, while at the same time providing useful reflection for those who are in the middle of the process or just about to finish.

Page 51

may 2016 Entrepreneur 51 Even if your enterprise is one of the rare self-fund- ing cases and not relying on outside funds, you still need to develop a feasibil- ity study for the same. A strong F&B conceptual development and feasibility study should, as a mini- mum, detail your concept justification, profit chan- nels, execution plan, brand positioning and company description. The @blend healthy cafe in Palm Jumeirah PART ONE Planning phase As an entrepreneur, you will hear a lot of complaints from those who will tell you that nothing goes as per the plan. Even though this might be true, you should always have a plan. A project plan is the compass that you will be measuring against when things get hazy and foggy down the road. You will be able to tell if you are wandering way off from your target or you are within the acceptable variation range. Without a plan, it is very easy to drift away without even noticing. Here are a few things to keep in mind when establishing a F&B project in Dubai: 1. Start with a conceptual development and feasibility study Even if your enterprise is one of the rare self-funding cases and not relying on outside funds, you still need to develop a feasibility study for the same. A strong F&B conceptual develop- ment and feasibility study should, as a minimum, detail your concept justification, profit channels, execution plan, brand positioning and company description. On the monetary side of it, your fea- sibility study should list your capital budget (including all details of rent, construction, equipment, professional services, organization devel- opment and all expenses up to pre-opening). In addition, your feasibility study should list the sales projection, staff hierarchy, assumptions, profit & loss calculations and break-even calculations. All of the above should be completed before establish- ing your company with DED, signing agreements for lease and before signing contracts with contractors and suppliers. Knowing such parameters is crucial to know if your project is worth pursuing or not. It will also act as your baseline that you will be measuring against during the execution phase and post-opening. What all this means is this: spend some money on developing your conceptual development. If you are not familiar with the F&B market in Dubai, hire someone who is. There are several available F&B consultants in Dubai who have been in the market for years, and have developed hundreds or more of such conceptual and feasibility studies. Some of them, like the one we worked with (Restaurant Secrets Inc.) provide comprehensive services including menu development, recruitment, interior design, etc. >>>

Page 52

Entrepreneur may 2016 52 innovator The @blend healthy cafe in Palm Jumeirah 2. A strong PRO is a relief you’ll value It’s never a loss to hire a PRO and business setup firm. During the execution phase of your project, unless you have an army of staff working for you, you, as an entrepreneur, don’t want to spend long hours waiting in the Department of Residency and Foreign Affairs to get a quota to obtain visas for your newly hired chef or waiters. You will probably pay extra per government-service if you do it through a business setup firm. However, it is worth every penny. You will be dealing with almost every government entity in Dubai, and each one will have its own requirements and steps. It is almost guaranteed that you will not achieve what you want from the first trip to the government entity. This is not due to lack of efficiency from their side though- most of the time, it is the lack of knowledge from your side of what they need to accomplish your transac- tion. Save yourself precious time and get someone else who knows what to do take care of it for you. 3. Get an experienced F&B interior designer This applies to all newly designed restaurants in Dubai or elsewhere. But what makes this a particularly critical decision to make in Dubai is that this city is becoming an architects’ Disneyland. Sure, you will find hundreds of interior designers who will tell you that they can build the best design for you. Well, they might- but would their concepts be practical for a restaurant? A smart F&B restaurant designer will account for the restaurant operations, attempt to reduce wastage, maximize utilization of expensive floor space (es- pecially in the kitchen), and will know the exact Dubai Municipality, Civil Defense and other government re- quirements that will impact the design. For instance, the municipality mandates that the preparation/kitchen area must be 300 sq. ft. or 40% of the total area, which- ever is bigger- your designer should know details like this and contracting someone who hasn’t worked in the sector can backfire when this knowledge is learned too late! It would also be useful to involve your chef in the de- sign of your enterprise, right from the early stages. They will be able to provide useful input for running the kitchen that suits the menu items, streamlines operations, and reduces wastage. It will help the chef and his or her team to plan ahead, instead of burdening them with restric- tions on what they can and can’t do in the kitchen. 4. Be careful with the selection of your suppliers and contractors This is an area where you should definitely spend a lot of time in. Suppliers will make or break your project. Whether they are the fit-out contractor, the supplier of kitchen equipment, furni- ture, point of sales (POS), etc., their sum constitutes the integrated final product which is your restaurant. Here are some hints of how to go about your selection process:

Page 53

may 2016 Entrepreneur 53 You probably need to select a really good supplier for kitchen equipment (fridges, freezers, ovens, etc.), as these equipment are ma- jor assets and you want to minimize the chances of them malfunctioning while you are running your restaurant. However, there are areas where you can find good low- cost alternatives for them. It’s never a loss to hire a PRO and business setup firm. During the execution phase of your project, un- less you have an army of staff working for you, you, as an entrepreneur, don’t want to spend long hours waiting in the Department of Residency and Foreign Affairs to get a quota to obtain visas for your newly hired chef or waiters. I. Make a pre-qualification criteria Don’t always go for the lowest bidder. Look at the supplier’s or contactor’s track records, talk to previous customers, evaluate their after-sales services, and then select the lowest of the pre-qualified contractors/suppliers. II. Evaluate what alterative solutions can lower your cost You probably need to select a really good supplier for kitchen equipment (fridges, freezers, ovens, etc.), as these equipment are major assets and you want to minimize the chances of them malfunctioning while you are running your restaurant. However, there are areas where you can find good low-cost alternatives for them- for instance, Salahudin Street in Dubai can help you source items like stainless steel tables, sink basins and kitchen cupboards for cheap. III. Utilize IT to reduce your cost A straightforward example is the POS system. A brand new fully- integrated system might cost you around AED50,000. However, there are now cloud-based POS systems that you can install on an ordinary laptop or iPad, and cost around US$99 per month only. Always look out for smarter technical solutions that may save on cost and time. IV. Read the fine print This is especially important when dealing with fit-out and construction contractors. Always know what is included and what is not included in your contract. Where you can, include some penalties for late completion, and always make allowance in your budget for at least 15%-20% as future variations that will show during the execution phase. 5. It’s never too early to start the recruitment process Here’s what no one will perhaps tell you: it’s not easy finding qualified manpower in Dubai. The options are most likely more than what you can handle. A simple Dubizzle ad for a waiter or assistant cook will get you hundreds of submissions, which can lead to lengthy hours and days of screening and interviews. The candidates can either be not qualified, or not available to join at your required time, or require a higher salary than your budget- there can be reasons galore. But this is just the beginning- once you find the right candidates, then the hard work begins. The visa processing time takes time, even if you have a PRO firm processing it on your company’s behalf (it would be much longer if you try to do it yourself). In many cases, you will find out that your candidate’s visit visa is about to expire, and they have to leave the country without having their employment visa issued. And even after getting the visas, work permit, medical check, Emirates ID and Municipal- ity occupational health card, you still need to train your staff. As a result, you really need to start early to avoid having your place ready and you are paying expensive rent while you don’t have staff to run the place. To make this a little less painful, allocate at least six months for the recruitment process. The best way to select candidates is through face-to-face interviews. At the end of the day, F&B is a hospitality business and you need to make sure that your front of the house staff have the capabilities to work in hospitality. If you can, hold a one-day open interviews session where candidates can show up with their CVs, and you can meet them and discuss with them on the spot, instead of only going through e-CVs on a com- puter screen. >>>

Page 54

Entrepreneur may 2016 54 innovator Malak Al-Habib and Mohamed Al-Sadiq are the co-founders and co-owners of @blend, a healthy café located at Palm Jumeirah in Dubai, UAE. While Al-Habib has a background in science and medical facilities management in Saudi Arabia, Al-Sadiq has been working in construction project management for the past 13 years in Saudi Arabia and holds Project Management Professional and Risk Management Professional certifications from the Project Management Institute. Drinks served at @blend PART TWO Startup and execution phase We have spent the major- ity of this article on the planning phase. But that’s just reflective of the hard truth- if you plan right, you will significantly increase your chances of success. That’s Project Management 101. However, the execution phase is also very important, and there are certain aspects that an entrepreneur needs to pay attention to in order to avoid problems and fail- ures of their F&B business before it begins. Among those, we have chosen the following: I. Know that the free fit-out duration period will not be enough Every landlord and real estate agent will promise you a month of rent-free, fit-out period, but rest assured that it will not be enough. There is a lot to do and you need to allocate enough money to pay rent while the fit-out work is ongoing. Here is a simplified version of the sequence of events: a. As soon as you sign the lease agreement, you will need to obtain the outlet drawings in order to modify them with your construction details that are specific to your restaurant. b. Once the design is final- ized, it needs to be submit- ted to the Municipality (or Trakhees) to obtain the required approvals to start the work. c. The fit-out contractor will be late. They will mobilize only few people in the begin- ning; you need to keep push- ing them and will probably need to be in location every single day more than once. You can easily be spend- ing the first month of your enterprise in the afore- mentioned first item alone. So, always be prepared for this risk and plan it in your schedule. II. Be prepared to manage variations Variations are inevitable in construction business. The contractors know it, and in many cases, plan for it, so don’t panic when they send you the variation orders. Always go back to the contract to double-check what is included and what is not (note the criticality of the planning phase!). Negotiate with contractors and explore alternatives that can reduce the price or expedite the work. As a basic rule of thumb, never accept after-the-fact variation orders. Make this very clear in the contract. The contractor must obtain your approval prior to pro- ceeding with the work. III. Obtaining final approvals will be time- consuming This is the frustrating part. Your fit-out and construction is complete; all equipment is installed, but you can’t start because you are waiting for the DEWA approval and the power connection, Civil Defense approval, Municipality approval, etc. This is the time that you are paying rent to the landlord while you are not generating any income- so be sure to factor this period into the initial budgeting. In order to make this process better for you, make it a point to talk to the local authorities and government entities. Some of them (especially the ones that require physical inspections) have express services for additional fees. You can weigh the additional fees against the loss if you delay the opening. IV. Marketing, marketing, and marketing Although this bulletpoint is not related to project management, it’s a point that’s easy to miss when opening a new F&B outlet in Dubai, arguably the hub of the hospitality industry in the GCC. The city is full of restaurants and food outlets that are opening on a daily basis. It’s only strong marketing and PR work that will allow the name of your restaurant or brand to spread through your prospective consumer base. Without a strong marketing and PR strategy, you will be just another fish in the market that will go unnoticed. Given the criticality of this factor, it’s worth working with a PR and media consultant for three to six months to spread the word about your new brand. Work with them to invite bloggers, media reviewers, social media influencers to your outlet to try out the menu and review it. Participate in events, make agreements with social groups that can feed you valuable clients, and even put some money into a grand opening media event to the get the place known. In conclusion, we would like to emphasize the importance of careful and thoughtful planning. Start- ing a new F&B business in Dubai can be profitable; however, entrepreneurs must be prepared for the risks and challenges that they will be facing when trying to convert the idea in their heads to an operational restaurant. Making the greatest cake in town is one thing. Building the café that serves that delectable cake is totally another thing!

Page 55

Page 56

Entrepreneur may 2016 56 TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO Creating the kind of company people love working for By Elie Khouri The winning formula OMD employees images: Omnicom Media Group MENA W hat really makes a company a great place to work at? It’s a tough question. The typical example of an awe- some company might conjure mental images of an unconventional colorful workspaces kitted out with PlayStations, nap pods, bean bags, lava lamps and a candy floss machine. As an entrepreneur, the expenses associated with such status symbols of “corporate coolness” is enough to induce fear in the most calm, but it really shouldn’t. While having an impressive selection of gaming consoles may be something a great employer has, it is not the reason a company is a great employer. It is a subtle distinction– but a very important one to keep in mind. So what really makes a company a terrific place to work at? From our experience of being listed as one of the top UAE employers over the past five years, I believe there are two parts to the winning formula. Firstly, your company must have a well-com- municated purpose-driven vision, and secondly, as the owner of a business, you must have an authentic relation- ship with the people who work in your company. A. LEAD WITH A PURPOSE BIG ENOUGH TO INSPIRE Develop a well-communicated purpose-driven vision Do you know why your company does what it does? How is it contributing to the greater good of humankind? How does it positively change the world- or how is it trying to change the world? Whether or not you’ve articulated it, you probably do. The more important question is, does your entire team know why you do what you do? As a leader, it is your responsibility to ensure all your staff understands the context of their work and the greater work of the company. Literally, at any moment, you should be able to ask a random member of your company, why do you do what you do, and why does our company do what it does? If you can reach that level of clarity, you will begin to see passion and impressive engagement rates at every level of your company. Of course, it is key that your com- pany has a purpose that is big enough to inspire people to stay committed to your company. If you don’t, you need to take some time out to reflect why you got into the business. Also, you need to do an internal audit to make sure you are doing the right things for the right reasons. I’m not talking about giving money to a charity at the end of every year– no, I mean you need to check: are your books in order? Are you dealing with partners and suppliers who are honest and sustainable? If not, spend some time to get your affairs into order and be sure to explain to your employ- ees why you are doing what you are doing. If they can feel the same sense of purpose you have to make the world a better place through your business, they will be behind you every step of the way- provided you treat them right.

Page 57

may 2016 Entrepreneur 57 As the CEO of Omnicom Media Group MENA, part of Omnicom Group, a leading global marketing communications holding company, Elie Khouri heads the operations of marketing performance companies OMD, PHD, and Resolution, as well as several specialist entities. Human Capital Forum MENA to discuss HR sector transformation It’s time for a change OMD employees www.humanassetsmideast.com B. GIVE PERMISSION TO DISSENT Invest in nurturing an authentic relationship with your team First things first: banish the word “employee” from your vocabulary. Instead replace the term “employ- ees” with “people who work for you,” so refer to them as that: people. As your company grows, you’ll need the support of other people– be very careful whom you select to join your “work family.” My advice is to hire a person for their attitude– you can always train for skills. Find people who are smarter than you and who have different opinions than you– no matter how difficult it may be. And trust me, it will be difficult– but it all starts with having a genu- ine and authentic relationship with your team members. Create space for people to work on whatever they’re passionate about. Sometimes having a very strong vision is what is need- ed the most from a leader– but that isn’t always the case. Often what is required from a leader is the per- mission to dissent. Give people the green light to disagree with you, with each other and with your vision and purpose. These kind of tough con- versations will challenge everyone to become better and will give people a sense of ownership and purpose in their role in your company. Be sure to invest and pursue the success and development of your team. Sometimes this may mean let- ting your star team player leave your company. While that situation is far from ideal, you need to remem- ber that great leaders don’t pursue personal success but the success of those around them. Encourage your people to be the best they can be and one way or the other, you’ll see you’ve created the hallmarks of a great place to work. It’s worth the effort Starting a business is one of the most challenging and demand- ing things a person can do in life. Between securing funding, pitching new business and navigating through an established competitive land- scape, most entrepreneurs have little time or energy to think about creat- ing a great place to work. But you should. Case study after case study has proven that successful startups are those with an engaged and driven workforce. Considering the dreary statistics of success rates of startups, the odds are truly stacked against you. So, why not go the extra mile to be the exception to the rule? A t a time when structural changes in the economy seem to be forcing MENA businesses to reassess operational costs, the importance of employee productivity and human resource management are coming to the forefront. Guided by this changing economic landscape, the 11th Human Capital Forum MENA, under the theme of Leading in the New World of Work will be held on May 25-26, 2016 in Dubai. Organized by Naseba, the event expects participation of over 100 talent acquisition specialists, businesspersons and other HR professionals. The agenda includes keynote addresses on HR strategies, panel discussions on issues currently impacting the world of human capital, workshops and networking sessions. The topics of discussion all revolve around key human capital facets such as corporate culture, employee engagement, lean management, and also deliberate the future of the HR sector. Speakers who will be sharing their insights include Carl Rhodes, CEO, Human Capital Institute, Michael Lahyani, founder and CEO, PropertyFinder.ae, Yvonne Agyei, VP, People Operations, Google (UK) and Fatma Hussain, Chief Human Capital Officer, TECOM Group among others. The forum is also hosting the MENA HR Excellence Awards to recognize achievements of both organizations and individuals in various categories related to HR function. Sponsors for the Human Capital Forum MENA are CCM Consultancy, AFAQ for Leadership and Development, Al Alhi Bank of Kuwait, Human Capital Institute, Bayt.com, and others. www.humanassetsmideast.com

Page 58

Entrepreneur may 2016 58 M ost businesses wouldn’t think twice about whether or not to have a web- site or a social media pres- ence, but as an entrepreneur working on a limited budget, you may want to think if it’s worth the trouble or invest- ment. However, as the world becomes increasingly inter- connected, leveraging digital technologies means creating business opportunities. As an accelerator for social entrepreneurs, the Dubai- based Consult and Coach for a Cause (C3) is leading by example, taking advantage of existing digital resources to grow its business and achieve greater social impact. Work- ing on a shoestring budget, C3 couldn’t afford to design and develop a platform that manages and tracks mentor- ing and coaching relation- ships online. Nonetheless such a digital environment was needed (and in a short time!) to better engage with its community of social entrepreneurs, now scattered across the MENA region. After extensive market re- search, rather than reinvent the wheel, C3 approached CoachingCloud, an online coaching and mentoring plat- form built for communities of experts and professionals. CoachingCloud’s founders were excited to partner with C3, because supporting C3 meant contributing to its mission of fostering social enterprise in this region. C3 also engaged with DW Studio to redesign the website and integrate it with Coaching- Cloud in a seamless way: the fresher look and feel has boosted its online reach and appeal to the young com- munity of emerging social entrepreneurs. Going digital can provide the spark that is needed to ignite your business. If you are moving forward with it, here are a few tips that will make the process hassle free: 1. Define your Ws Your website and social me- dia pages are the virtual shop window for your product or service, where potential cli- ents will look for information to make business. Make this information as clear as possi- ble. Start from the basics and keep in mind the 5 Ws rule: • Who are you? Mission, vi- sion, values and target. If you can tick all these boxes, you can create an identity and positioning for your com- pany, with which people can relate with. • What do you do or sell? Be clear in explaining what ser- vice or product you provide. Keep the information short, simple and visible. • Why do you do it? All businesses have a purpose, whether purely commercial or social. Be transparent and cohesive on why you are do- ing it to keep the focus. • Where do you want to take your business? Where are your markets? • When will you go live? Websites take time and effort to develop, so make sure your launch date is realistic and in line with the timelines of your developer, your PR company, etc. Once these aspects are clear in an entrepreneur’s mind, developing the concept for the website is a smooth task, saving you both time and money during the process. 2. Plan in advance Creating a website and social media pages with good visuals and engaging content takes time, so planning will make the process easier. Research what style your target segment likes, and get inspired by websites that you can use as a reference to define your own architecture and design. Define what type of information and features you want to include: a digital catalogue if you are selling a product? An embedded blog? A direct link to social media? Also, create content (text, images, audio) ahead of time to ensure that when you launch, your website already has good quality content and well-established social media feeds. 3. Simplify If a website is not easy to navigate and user-friendly, it won’t retain visitors. In the digital world, less is more, so establish key messages, write short sentences, use catchy images (not too heavy), keep features to a minimum and create a clean look. 4. Partner up There are many platforms to create your own website for free. But why bother having a website like thousands of others, with poor perfor- mance and an unprofessional look? If you can’t afford an expensive web design com- pany, then look into barter opportunities, or trade ser- vices or products with them, or work with freelancers or young professionals will- ing to build their portfolio. Trust in those who know how to handle the art and help Six (cost-effective) ways to develop a good online presence By Anna-Liisa Goggs Making a shoestring budget work for your business www.coachingcloud.com/? Anna-Liisa Goggs is the co-founder and COO of C3 (Consult and Coach for a Cause). Her previous experience as a corporate lawyer has given her a breadth of understanding of the corporate and legal world, and she is passionate about giving back to the community and leveraging her background to help social enterprises maximise their business potential. TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO

Page 59

may 2016 Entrepreneur 59 By Barry Lalanne Is your loyalty program ready for glocalization? Barry Lalanne is the E-Commerce Category Manager at Collinson Latitude. | pro | them grow with you. If your business needs to man- age operational processes online, such as e-commerce transactions, customer or community management, membership schemes or others, check first if there are whitelabel platforms out there already providing what you need. Don’t reinvent the wheel, and partner with the best-in-class providers that can help scale your business faster. 5. SEO and social media If you are creating a website, it’s because you want to be found: so, investing in SEO (Search Engine Optimiza- tion) is mandatory. There are three main aspects to SEO: • You need to optimize your code to make it easy for the search engine to see what your page covers • You need content that the search engine can read and is worth linking to • You need to get customers to start linking to you (exter- nal link building) Having social media pages is also crucial to connect with your target audience- you don’t have to be active on all platforms, just choose the right platform for your business. 6. Leverage your social mission If your business has a positive social impact on the community, chances are that service providers would consider giving you discounts, or agree to terms favorable to you: they might want to contribute to your social or environmental mission. Also, positive news travel well on digital, and in particular, on social media: so make sure you prove and measure your social impact. W ith a global growth rate of around 20%, online retail is a booming sector. International brands are now able to sell to the majority of consumers on the planet, with their products available at the touch of a button. At the same time, smaller local and/or independent brands are capitalizing on the opportunities created by the very same global market, using third-party marketplaces like Amazon and eBay to trade internationally without having to invest in a global logistics network. This e-commerce explosion has led many to speculate that loyalty to individual brands will take a substantial hit as consumers are faced with an unprecedented breadth of options. Global, but local: the perfect blend The rise of cross-border e-commerce is both a blessing and a curse for local brands– it has become easier to buy overseas brands in the Gulf, but equally brands based in the Middle East now have good export opportunities. This blurring of international boundaries has seen many brands invest substantial time, money, and effort to blend global reach with local insight and specialisms, creating a consumer experience that is at once universal and market-specific. This trend towards glocalization has so far focused on marketing and logistics: websites are translated into local languages and prices are quoted in the local currency, while payment platforms and fulfillment options take account of local habits and trends. But why should loyalty programs not also show appreciation of local needs, customs, and expectations? Brands must blend globally available flagship products and services with a carefully curated range of locally relevant items. McDonald’s, for instance, has pioneered this glocal approach to inventory, lining up recognizable global products alongside local specialties. Setting the stage for glocal loyalty Glocalizing is as important to loyalty program managers as it is to any other business leader. As a brand’s reach extends internationally, its membership and demographic will naturally diversify and expand, calling for greater emphasis on localized rewards and vendor relationships. This is especially true for airlines, hotel groups, and other companies in the travel and hospitality sectors. Such brands must explore how to engage with loyalty program members in locally relevant ways, with content tailored to individual markets according to local preferences and regularly updated in line with customer behavioral data gleaned from members’ interactions with their online programs. That might mean pursuing market-specific partnerships with local brands, or tapping into local cultural events or themes. Insight is a loyalty program manager’s North Star. But local demands don’t always need to be matched with local products. Remember too that the glocalization of reward store inventory could mean stocking up on non-local-origin products that are en vogue in a given country– consider, for example, the strong appetite in the GCC for British brands. Insights are invaluable But achieving a truly glocalized rewards program is easier said than done. To do it efficiently and effectively requires loyalty program managers to consolidate data from a broad range of sources– from customer demography to transactional data to information about how members interact with specific offers or program elements. This kind of analysis isn’t easy, but the results are well worth the effort: cross-border loyalty programs with a local touch really do return significant ROI figures. When a tourist from the USA is planning their vacation to the UAE, could they be targeted with a UAE rewards program, instead of irrelevant products that wouldn’t be as meaningful? Could your rewards inventory be expanded beyond a narrow selection from one country or region? Pushing the boundaries of what’s expected could have hugely beneficial results for your program and for your customer engagement. To be sure your loyalty program is hitting all the right notes and not being left behind, a healthy amount of insight goes a long way– especially in the new global- local world we live in.

Page 60

Entrepreneur may 2016 60 Winning the war Eight ways entrepreneurs can master negative internal dialogue By Mark Sephton When we take responsibility and cultivate a positive relationship with ourselves, we give our mind a chance to smile. When we’re positive and in the right frame of mind, it encourages us to see the bigger picture and draws opportunities to us. CULTURE business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS E verything we have in life is based on deci- sions we’ve made and thoughts we’ve had along the road. Sure, there are fun- damentals and events over which we have no control, but we equally know we are fundamentally responsible for our attitude and for the decisions we make around life’s events. Every battle is won and lost in your head. That’s why we need to work it out and protect our proac- tive mindset. What’s your default mindset? When things don’t go your way, do you spiral out of control, wallow in self-pity, get dazed and confused, and feel a sense of paralysis? Or, do you fortify yourself, see the obstacle as a challenge to find a solution and grow big- ger than the problem? There is a global emphasis on physical health. People work out their bodies to build muscle, reduce fat, tone their physiques, and to improve overall health and welfare- which is to be encouraged and applauded. But, do we work out our minds and streamline our thoughts with the same dedication? When we face an internal battle, are we able to resist and overpower negativity, or do we not have the substance and strength of mind to resist the onslaught? If we have trouble combating doubt and worry, it might be because we have a weak and easily penetrable way of negative thinking that is caused by feeding our minds poor nutritional content. People are walking around with these unhealthy thought processes, constantly over- powered, pulled, paralyzed and overcome with stress and worry, and unable to resist it by replacing it any- thing of substance. Everything in the world is vying for our attention; it’s a battlefield of the mind. If we don’t exercise the way we think, if we don’t educate ourselves, if we don’t know our own value, how is anybody else going to recognize it? Here are eight ways to work out your mind, find your value and win the battle: 1. Meditate and/or observe your spiritual practices One of the wonderful aspects of the human condition is that everything we carry in our minds and hearts can be renewed, changed or altered. For those with faith, no matter what specific beliefs or whatever religious point of view you ascribe to, it is super reassuring and powerful to share our chal- lenges with a force greater than ourselves. When we share our concerns, worries or anxieties with a source greater than ourselves, it releases the tension that builds from thinking you’re are alone and alleviates that need you may feel to have all of the answers every moment of the day. I find that praying gives my mind a chance to decompress and relieve some of the tension or excitement I may be feeling. In turn, that helps my mind feel respected and nurtured. Meditation has much the same effect by sending positive intentions out into the world and inten- tionally releasing negativity. When you meditate and pray, it’s like giving your mind a glass of fresh, clear water. 2. Rehearse your daily affirmations What we say to ourselves about ourselves is critical to our strength of mind. We’re all only as good as the thoughts we think, and what we believe to be true will re- main reality until something alters that belief or view- point. The internal dialogue we have with ourselves is of- ten the biggest game-changer between breakthrough and utter failure. Self-sabotage is rife. People shut themselves down, cut off their own legs, and try to will themselves to walk. Write down five daily truths about yourself. Write down what you believe is true of you. For example, an affirmation that might suit you is: “I am a woman of in- fluence and integrity.” Once you have a list of five daily

Page 61

may 2016 Entrepreneur 61 We’re all only as good as the thoughts we think, and what we believe to be true will remain reality until something alters that belief or viewpoint. The internal dialogue we have with ourselves is often the biggest game-changer between breakthrough and utter failure. Mark Sephton is an international personal mentor to entrepreneurs, basing his program on a GPS system with eight key fundamentals. This system reveals blind spots, efficiencies and deficiencies, and is used to find your “inner sniper” to improve your instinct, producing devastating results in your own revolution of discovery. It is hard to see the picture when you’re in the frame. Changing the way you think through culture and mindset shifts and being introduced to game-changing habits helps increase your productivity and skyrocket your personal brand. www.marksephton.com affirmations, read them over and over when you wake up each morning. When you in- vest in yourself, you become a good investment in the eyes of others. 3. Outline your daily goals Three- and five-year goals are fantastic, but the magic happens when we focus on immediate wins over those happening in six to 12 months. One powerful way to strengthen your mind is to focus in on the here and now. When we achieve milestones on the journey toward the bigger picture, we strengthen the core belief that we are people of power and creativity. I always joke that not having goals is like going to the bowling alley and rolling a ball without a single pin to hit. I mean, come on, how dull and boring would that be? When I bowl, I like to obliterate those pins. Our mind responds positively when we are consistently achieving and progressing by learning new skills or honing old ones. We must stop seek- ing to be perfect but instead seek to progress. When we progress and can see the clear intentions of our actions cre- ate positive results, it grows and develops our minds and improves our mental posture. 4. Stop consuming and start creating We all have the ability to cre- ate something. We must stop consuming all the world puts in front of us and, instead, create a life that makes us feel fulfilled and purposeful. Often, our biggest fear isn’t of making mistakes but, actu- ally, of being insignificant. This is the gauntlet every entrepreneur and every business faces, but when we become insignificant in the market place, we lose business and, eventually, have no business at all. We must reinvent, evolve and innovate. This also is true for our personal lives- our lives must have meaning for others to hear what we’re saying and understand why we’re saying it. Humanity wasn’t created to be spoon-fed, but society is being dumbed down by convenience. Our minds are strengthened and grow when we bring a piece of who we are into our businesses and relationships. When we build something with our own hands and imagination, it shifts the power of respon- sibility back onto ourselves and away from other people. 5. Build your courage muscle When we step out of our comfort zone, when we explore the unknown, when we become comfortable with being uncomfortable, it helps us build our cour- age muscle. While courage derives from the word “cour,” which means only “heart,” when both our heart and mind are in tune, that’s when real courage happens. Often, we try to prevent fear from rearing its ugly head in our lives or allow fear to dictate our choices. There is nothing more liberating than overcoming that fear rather than allowing it to dictate our choices. If we want to strengthen our minds, we must be willing to engage our heart and align it with our mind’s targets. In this way, we can venture beyond the comforts of a peaceful life, and drive forward to surprise ourselves and create new belief systems. 6. Take care of your health We’ve all experienced the thrills of what exercise and rigorous exertion can do for our mood, thanks to the release of chemicals in our body. It helps alleviate depression and even improve memory by increasing blood flow from your heart to your brain. Equally, exercise helps you de-stress. A study in Boulder, Colorado revealed that even regimented ex- ercise can help protect you from anxiety and stress. But, it’s not just exercise that impacts your health. Sleep deprivation results in poor decision making, which was one of the causes of the well- documented Alaskan Exxon Valdez oil spill in 1989. Sometimes, it’s hard to make decisions at all due to lack of sleep. Finally, nutrition and feeding our bodies the right energy and nutrients is es- sential to keeping our minds active and strong. 7. Own your joy We put so much emphasis on others and even material things to stimulate happiness in our lives. Until we take responsibility for our own joy and start to own our own mood and state of mind, we’ll always feel disappointed. When we take responsibil- ity and cultivate a positive relationship with ourselves, we give our mind a chance to smile. When we’re positive and in the right frame of mind, it encourages us to see the bigger picture and draws opportunities to us. When you become conscious of your own happiness, you be- come a person who attracts what you want and need. 8. Reflect on both the good and the bad results you’ve had If you’ve read any of my previous articles, you’ll know I often talk about the power of reflection. Reflection pays your mind the biggest compliment by allowing it to rest, reflect and take stock of the decisions that you’ve made. This process will either encourage you to make more of them or change the decisions you’ve made that haven’t opened up into the positive experience for which you had hoped. When I re- flect, I learn powerful lessons about myself that help me fortify and strengthen what works, and it also challenges my beliefs and behaviors that haven’t resulted in a positive outcome. Basically, every battle is won and lost in our minds. The encouraging thing is we all have the power and op- portunity to strengthen our minds and make decisions which will serve us, nourish us, and protect us from the distractions and obstacles we face daily. Start adopting some of the practical steps and take back the power of your own mind. You can no longer allow yourself to walk around with a defeated mind, feeding it poor nutritional content and fear and worry. Your strength of mind needs to start today.

Page 62

REGISTER FOR FREE REGISTER FOR YOUR FREE EXPO PASS AT www.terrapinn.com/ecommerceme 31 May – 1 June 2016 Dubai International Convention and Exhibition Centre, Dubai, UAE INNOVATION FOR SMEs AND START-UPs 300 exhibitors | 10,000 attendees | 75 free demo presentations SPONSORS 2016 PLATINUM GOLD SILVER PREMIUM MEDIA PARTNERS FREE DEMO TOPICS INCLUDE turn ecommerce into a full revenue generator | drive online activities leading to sales growth | build next generation ecommerce through omnichannel strategies | utilise search engine marketing to boost site visit | drive multiple online retailing channels to drive growth | reach global consumer business beyond the local online shoppers | present your product and solutions online | identify that your customers are ready for ecommerce | protect your customer’s data and privacy | enhance customer experience online HELPING MIDDLE EASTERN BUSINESSES BUILD, ENHANCE & DELIVER THEIR ECOMMERCE STRATEGY “Hands on workshops” “Source new products and solutions“ “It’s a networking event”

Page 63

may 2016 Entrepreneur 63 IN THE LOOP ArabNet Digital Summit 2016 in Dubai to focus on MENA’s digital future Back to the future Souq.com founder and CEO Ronaldo Mouchawar speaking at ArabNet 2015 in Dubai, UAE Oman Entrepreneur’s Conclave 2015 Oman Entrepreneur’s Conclave 2016 Orange Jordan launches new accelerator program for startups Get connected On the lookout I n a bid to discover entrepreneurial talent in Oman, and to create a platform displaying success stories of emerging and established Omani entrepreneurs, Experiment Events, along with Sharakah and Startup Oman, is organizing Entrepreneur’s Conclave 2016 over the course of the month of May in Oman. Themed Dive into Your Destiny, the event is structured in the form of a se- ries of workshops, along with a physical outdoor activity that will aim to teach entrepreneurs to push their boundaries and meet challenges. The third edition of the conclave has a larger aim of bring- ing to focus the “most promising young entrepreneurs of the nation.” Interested entrepreneurs need to register for the conclave before April 27 explaining their business model, and the jury then picks 30 candidates with businesses that have the potential to help supplement growth of Oman’s economy, meeting specified selection criteria. Divided into three phases (“Learn, Sur- vive and Grow”) the conclave includes case-study oriented workshops on handling operational issues, teamwork, management, and more on May 6, a div- ing activity for the entrepreneurs to en- courage risk-taking on May 7, and then a training program helping participants hone their pitching skills on May 14. The event will conclude with a five-minute pitch competition for the 30 finalist entrepreneurs to present their business idea to a panel including investors and entrepreneurs on May 30. Besides creat- ing an opportunity to learn the nuances of growing and pitching ventures and a platform to network with the ecosystem, the event offers OMR10,000 worth of a media package from SABCO media for the final winner, who will also represent the 2017 edition of the conclave as its brand ambassador. www.entrepreneursconclave.com A platform for digital entrepreneurs to meet investors and industry leaders, an exhibition where 70+ technology com- panies display their latest technologies, insights from over 90 regional and international speakers on everything digital, and networking opportunities with 1,000 + attendees from the regional and international ecosystem- all of this will be happening under one roof at the ArabNet Digital Summit 2016 from May 30-31, 2016 in Dubai. At a time when businesses across sectors are feeling the need to reinvent traditional models, the summit will see participants from technology companies, publishers and media agencies discuss challenges and opportunities of the digital era for the MENA region. Besides 35 panels/talks and workshops on the future of digital in the region, the summit is also hosting the fourth Digital Showcase, which will connect startups with a working product to investors and potential clients through one-on-one MatchUp meetings. Speakers for the talks include Ed Spiegel, Entrepreneur in Residence / Mentor, 500Startups, Alessandro Piol, co-founder and Partner, Alpha Prime Ventures, Al- fonso de Gaetano, Head - Publisher Business Solu- tions for Emerging Markets, Google, and Kareem Abdel Aziz, Head - Telecom, Media and Technology Investments MENA, IFC, among others. Running in parallel with the summit will be the ArabNet TechFair, an exhibition featuring over 70 tech companies worldwide displaying their latest products and services. Investors –hailing from the MENA to Silicon Valley- are expected to be part of the summit that promises potential investment opportunities for tech startups. Additionally, Uber will be making things easy for select startups by sponsoring them to the Digital Summit through the UberPITCH 2016 initiative. Under this cam- paign, one entrepreneur each will be selected from 12 cities in the region by way of a pitching compe- tition sponsored by Uber. www.arabnet.me J ordanian ‘treps, this is for you. Orange Jordan, a telecom company providing integrated communications services in the Kingdom, has announced the launch of Business Innovation Growth (BIG), an accelerator program for growth stage Jordanian startups and entrepreneurs. As per details mentioned during a press conference at the King Hussein Business Park (KHBP), BIG will focus on support- ing entrepreneurs through investment needs, product improvement, customer development and business support, along with connecting startups to the network of Orange Jordan partners such as Oasis 500, RoyaTV, and other strategic partners, regionally and globally. It will also offer an avenue to help startups pitch to investors, as well as connect with team members, co- founders, investors and strategic partners, support startups expand to new markets and customer segments and assist in the future funding rounds. Through its partnership with StartupNow.me, it will also provide a co-working space at KHBP and offer necessities in basic infrastruc- ture of setting up a business. Startups wanting to join BIG will need to not be in idea stage and should have launched its product, have attained traction sales, and be from creative and tech industries with scalable business models. The program will be four months long- with a member- ship fee of JD100, intakes are planned for November, March and July, and will also include workshops, mentorship and speak- ing opportunities at BIG. Its first batch in November 2015 welcomed judges Roya TV CEO Fares Sayegh, Oasis 500 CEO Yousef Hamiddeen, Orange Jordan CEO Jerome Hennique, Orange Jordan Chief Strategy Officer Yvan Savinien, and Orange Jordan Vice President Sami Smeirat. www.orange.jo/EN/big

Page 64

Entrepreneur may 2016 64 Managing change in the workplace Standardizing your expectations (successfully) By Owais Dilawer TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO E ffectively controlling workplace change is important for any startup’s success. Organizations are changing because the type of work as well as the responsibility of the organization in business policy is changing. Businesses of all sizes, in all sectors, are rescheduling and rearranging their workplaces to standardize them according to the work processes at hand. Regardless of the size of the enter- prise or the extent of the project, the success of change manage- ment is linked with addressing the apprehensions, concerns and anticipations of the individuals in- volved. Organizations are applying a broad range of changes to their workspace, starting from a simple modification to open planning and lesser scope at a particular loca- tion, to intricate enterprise-wide plans that present new forms of workspaces. These include: I. The hunt for talent The growing reliance on a cadre of main staff members with complex expertise in problem solving in ad- dition to other advanced activities II. Technological advancement The ability for workers to work al- most anywhere, inside and outside the workplace III. Innovation The need for businesses to inno- vate to stay competitive IV. Distributed workload The advancement toward less cen- tralized organizational structures and work practices V. Sustainability The need to lessen the business’s carbon footprint to reduce energy expenses as well as to meet the requirements set by Leadership in Energy and Environmental Design The key elements of workplace change 1. Creating internal talent Cultural aspects have a much more significant effect than the techni- cal aspects of a particular solution. Utilizing these experiences when executing a new program or idea can be of real help. Majority of organizations misjudge their need for internal resources for extensive change efforts. Usually, the rollout stage has been decisive due to the expense of external resources and the lesser possibility that results will persist without shifting vital change skills to the client. 2. Developing a unique approach Every organization should develop its unique approach for manag- ing change. The “one size fits all” approach is not practical any more. This can be a complicated process, but inevitably the approach will fit the culture, showing the organiza- tion’s particular requirements, and a standard policy can give you a place to begin.

Page 65

may 2016 Entrepreneur 65 Owais Dilawer is a Managing Partner at Spear Alliance Consulting. He has more than 10 years of experience in consulting across the Kingdom of Saudi Arabia and Europe. He has strong experience in startups, corporate strategy and process optimization, business/financial analysis as well as due diligence. He is also the investor and founder of three startups that are operating in the Middle East region. 3. Focusing on results Measurable results are extremely important for every success- ful change project, particularly in organizations that are already identified for never arriving at the execution stage. Even more important, these results should be persistent and replicable. Successfully managing work- place change 1. Create the message The initial phase of the change management process is to recognize the message that individuals, in- fluenced by the change, would like to hear. These take into account the important business motives for workplace change, such as reduc- tion in expenditure, support for mutually cooperated effort, or fresh investment in technology. These should be summarized in under- standable language so they can be conversed constantly, via different media, during the change manage- ment practice. During the start, procure the as- sistance of a senior manager as a long-term project supporter. Find the people from within the organi- zation who have the most influence on public opinion and make them project campaigners. Employee supporters can expand the message. Talk to them personally, clarify what you are attempting to accom- plish and request their assistance. 2. Understanding the attitudes of staff The second phase is to utilize dif- ferent approaches to know the at- titudes and willingness of workers towards change. Have meetings and discussions with representative of different working groups to help get individuals invested in the plan. Carry out a survey of all employees influenced by the changes to iden- tify the level of readiness that will be necessary. These key steps will offer insights into how you might modify communication approaches in accordance with particular groups. Apply the information you obtain to improve your “messages.” 3. Convey the message The third phase involves conveying to employees the business motives for change, the advantages and the required time span. Develop an overall communication plan to be rolled out in parallel with phases in the project. Communication channels should be kept open throughout the life of the project. Utilize various communications media and modify the media to owners as well as different stake- holders. 4. Support the change Every bit of the communication on change to this point has to be reinforced by activities that trans- form the actual move into a helpful experience. As individuals enter new workspaces, there should be people to help them with queries and resolve urgent issues or unex- pected problems needing follow-up. Instant resolution of these issues will go a long way towards develop- ing workers’ support, in addition to their ability to be productive right away. Guide managers to assist workforce in making the best use of the new space. Support manage- ment to form fresh working behav- iors by utilizing new space types themselves in the regular course of business. Share principles on the right attitudes and other aspects of workplace decorum. 5. Assessing the process A short while after the process of change is completed, gather information from workers about their contentment level with the new workspace and experience. These insights can be of immense assistance knowing the comfort level of employees with the change. This information should be shared with executives and management of the company. 6. Handling differing views Workplace change will be ac- knowledged in a differing, usually impulsive manner. A number of individuals will be made more uncomfortable as compared to others and some may think that they have suffered bigger loss. Pay attention throughout the process to every employee; intervene when you can and directly deal with the issues. At times, only knowing that they are being heard can be of great assistance to employees in accept- ing change. 7. Communication Create an understandable and consistent message regarding your workplace change according to what is in it for the business as well as for workers. Identify your audience and modify com- munication approach and media to targeted departments or jobs. For instance, creating the mes- sage that explains better mutual prospects in the open plan for those leaving private offices; and concentrate on better selection of work location for those moving from personal workplaces to shared workspaces. Plan activities such as meetings and question/answer sessions about important project milestones. Organizational change is aimed at removing the gap between pilots and complete execution. Making use of internal expertise to do this, the plan merges two objectives: creating a core workforce of change leaders and replicating the results from the testing stage. This stress on measurable results is among the main plus points of the change management. Concentrating on developing internal expertise for execution, the plan ascertains that businesses understand the com- plete gains of their change manage- ment program, shifting skills from individuals within the organization who have been there previously to individuals who have not.

Page 66

Entrepreneur may 2016 66 L ately, in the entrepreneurial and tech-centric media, there’s been some discussion on whether the app boom days are over, especially in light of the ever-climbing CAC costs reported by tech startups. We asked investors based in the Middle East, from angels to VCs, to talk back and give us their views on whether startups in the app space still have a chance to make it (and get looked at seriously for capital). THE INVESTOR’S VIEWPOINT EIGHT MENA INVESTORS TALK SHOP TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX Entrepreneur may 2016 66 THE Q What is your opinion on the idea that the app boom has already gone through a life and death cycle, and that it’s now an overly optimistic (and unlikely) area for entrepreneurs to succeed in?

Page 67

may 2016 Entrepreneur 67 “I don’t agree with this notion. I think mobile apps continue to grow and the success is dependent on the entrepreneur and the busi- ness idea and the execution of that idea. Today traf- fic and transactions have shifted towards mobile and continue to do so and entre- preneurs need to innovate and differentiate themselves in order for people to use their apps.” Chairman of Jabbar Internet Group www.jabbar.com @SamihToukan Samih Toukan Khaled Bin Alwaleed Bin Talal founding Chairman of KBW Investments www.kbw-investments.com @KhaledAlwaleed @KBW_Investments Prince Khaled Bin Alwaleed Bin Talal, Founding Chairman, KBW Investments “When I assess app-based models for early-stage investment, I consider track record, customer base, their financials to see if the concept is actually working or not because numbers don’t lie, but I don’t consider the hype of the app ecosystem dying- that doesn’t sway my enthusiasm for the business model.” “The new ecosystem that Apple created -and the likes of Android and others have followed- only shows that this area is still in its upward trend stage which is clear when you read about startups that are app-focused still being bought by companies from VCs to the blue chips for hundreds of millions of dollars.” “ Samih Toukan, Chairman, Jabbar Internet Group T hat’s complete madness talk. The new ecosys- tem that Apple created -and the likes of Android and others have followed- only shows that this area is still in its upward trend stage which is clear when you read about startups that are app-focused still being bought by com- panies from VCs to the blue chips for hundreds of millions of dollars. It’s true that maybe the billion dollar companies are rare, but that was the case during the first ‘app boom,’ if you will. There weren’t many like Lyft, JetSmarter, Instagram, Snapchat, etc. and there still aren’t many. Has the hype slowed down for the app business? That’s a media question which I should be asking you- I can’t answer that. But business wise, abso- lutely not. Where else can you find a business that can, in an instant, be in the hands of a billion handsets from iPads to iPhones to Android devices, and if you want to include Windows and BlackBerry for charity, you’ll have a billion and five devices. It’s an amazing business model that can and only will get stronger with time the more people start developing specific solutions. It’s true that since inception to maybe a couple of years back, apps were generally thought of as revolutionary and practically any business with an idea and an app would get some kind of funding in various stages to the extent it would have nothing much but VCs and other entities lining up to back them. Has that slowed down? I hope so. Is that an indication that the app business is at its death cycle? Hell no. It just means there is smarter money now. Anyone who would think the app business is at its death cycle is out of their minds. When I assess app-based models for early-stage invest- ment, I consider track record, customer base, their financials to see if the concept is actu- ally working or not because numbers don’t lie, but I don’t consider the hype of the app ecosystem dying- that doesn’t sway my enthusiasm for the business model. I assess varia- bles of the actual tech startup, not media buzz. What’s their core competency? Are they solving something? Revolu- tionizing something? Or are they just piggybacking an existing model? It’s a myriad of factors that can encourage me to invest.”

Page 68

Entrepreneur may 2016 68 TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX Henri Asseily founding Partner at Leap Ventures www.leap.vc | @Rikkles @LeapVC Henri Asseily, Founding Partner, Leap Ventures “ “The app instant success story is over. No VC will invest in an app company, because quite simply, the app marketplaces are rigged. Imagine entering a casino and approaching the blackjack table. There are 200 people clamoring for the seven seats at the table, all brandishing wads of money at the dealer. Assuming you’ve managed to pay or smooch your way to the table, you’ll see the dealer take the deck, look at the cards, and distribute them as he wishes. This is how app marketplaces work.” T he app instant success story is over. No VC will invest in an app company, because quite simply, the app market- places are rigged. Imagine en- tering a casino and approach- ing the blackjack table. There are 200 people clamoring for the seven seats at the table, all brandishing wads of money at the dealer. Assuming you’ve managed to pay or smooch your way to the table, you’ll see the dealer take the deck, look at the cards, and distrib- ute them as he wishes. This is how app marketplaces work. The iTunes Store P&L owner (and similarly for Android) is happy to have big pocketed companies compete with each other with increasing amounts of marketing cash while controlling completely the visibility, discoverability and availability of apps. In 2010, I created a completely free flashlight app (“Flashlight by Rik”) because there were only paying or adware apps provid- ing such a simple function. Over the subsequent releases I added all sorts of features such as dimming, strobe, manual control and SOS, and saw my app steadily grow in popular- ity, as should be expected. It was completely free, fast, efficient and feature full. It had (and still has) a 5-star average rating, and at its peak it had over 4,000 downloads daily. It was downloaded over 1.5 million times, but about a year into its life I saw a dramatic rise in popularity of inferior paid apps, and my own app getting crushed down the lad- der. Then I did a test, spend- ing US$15,000 in acquiring downloads just to verify how expensive the iTunes market- place had become. I managed to bring the app up to fifth place in the utilities rankings, but that didn’t last. Within a few days it was back in the doldrums. This showed me the extent of the marketplaces problem: they encourage heavy marketing spends and control discoverability in ways that were unfathomable just a few years ago. Couple that with random rejections by app store staff when ‘reviewing’ apps, and you understand now why VCs run away from anything that has to do with the app ecosystem. A VC will never want to see the invested money go to mar- keting in a rigged environment, adding to the already signifi- cant execution risks of growing a startup. Now some apps still do achieve very high popular- ity despite all the barriers put against them, but this happens before VC investment. So then the question becomes, why would one want VC money after achieving breakthrough popularity? Some such as Flipagram headed by my co- founding partner of Shopzilla, Farhad Mohit, raise massive cash reserves to secure their place in the ecosystem. Others such as the wildly popular game Pou, by Lebanese Paul Salameh, stay under the radar and make their creator lots of well-earned money. But those successes are an absolutely tiny fraction of released apps, and you’re better off going to the casino and playing real blackjack. Or roulette. After all, those odds are well known.”

Page 69

may 2016 Entrepreneur 69 “ TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX Tammer Qaddumi founding Partner at VentureSouq www.venturesouq.com | @VentureSouq Tammer Qaddumi, founding Partner, VentureSouq oversees investments, strategy, and operations at WOMENA www.womena.co @ChantalleALD @WOMENA_Co Chantalle Dumonceaux Chantalle Dumonceaux, co-founder, WOMENA “People will certainly continue to use essential apps, but it probably is safe to say that the concept of an ‘app boom,’ where business after app-reliant business is churned out, is not a sustainable thing. Over the past few years, the market may have fallen into a trap with the perception that the app is driving a business when, in fact, it is everything else that drives a business.” “Entrepreneurs are starting to understand that it makes more sense to spend the first US$25,000 or $50,000 building out operations or marketing, proving out the business model, and then testing what the best distribution model is.” “On the upside, investors now have more user data for apps and can isolate apps that have higher chances of success and thus allocate funds more wisely.” P eople will certainly con- tinue to use essential apps, but it probably is safe to say that the con- cept of an ‘app boom,’ where business after app-reliant business is churned out, is not a sustainable thing. Over the past few years, the market may have fallen into a trap with the perception that the app is driv- ing a business when, in fact, it is everything else that drives a business. The app overlays the fundamental business, facili- tating distribution, execution or marketing in an efficient way. For example, Uber started off as a text message service, where you would text your address and then they’d send a car to you. In other words, their success has as much to do with what happens after you ‘order’ a car, as it does with the ordering process itself. Over the past few years, this plot may have been lost a bit, resulting in a proliferation of and investment into apps that will have a hard time making it into the ‘essential’ collection. The market seems to be wising up to this. So yes, we may be approaching the end of this ‘app boom.’ Entrepreneurs are starting to understand that it makes more sense to spend the first US$25,000 or $50,000 building out operations or marketing, proving out the business model, and then test- ing what the best distribution model is. It could be through a standalone app, but it could also be through another app -Facebook or Instagram- or it could be via direct messag- ing. In any case, it must be the underlying business that drives that decision. The days of building an app for the sake of building an app are probably numbered.” “It has not gone through a life and death cycle. The market is closer to matu- rity than it was in the past few years, but there will always be room for innova- tion in apps, albeit in a more crowded market with exponentially decreased barriers to entry. Mary Meeker’s 2012 Internet Trends report gave a huge boost in the credibility of mobile app investment, and I would say the invest- ment frenzy spurred by that report is nearing a close with more informed investors reducing alloca- tion in that direction. On the upside, investors now have more user data for apps and can isolate apps that have higher chances of success and thus allo- cate funds more wisely.”

Page 70

Page 71

may 2016 Entrepreneur 71 TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX “ “ Samih Toukan Samih Toukan Walid Tahabsem founder and CEO of ITG, and co-founder and board member of Oasis500 www.oasis500.com | @wtahabsem Walid Tahabsem, founder and CEO of ITG, and co-founder and board member of Oasis500 Amir Farha co-founder of BECO Capital www.becocapital.com | @AFarha @BecoCapital Ramez Mohammed CEO of Flat6Labs www.flat6labs.com | @RamezM @Flat6Labs “As more local services become digital, the app will likely be the user’s ideal way of interacting. In addition, there are many opportunities to build apps that are focused on enterprise vs. consumer, especially as businesses start to look for more cost-efficient ways to do things in light of the current economic downturn.” Amir Farha, co-founder, BECO Capital Ramez Mohamed, CEO, Flat6Labs “ I don’t think that the mobile apps businesses are witnessing a death. It’s definitely a much more crowded market now, where the mobile app or the ‘app store only’ business models might be declining because of the market saturation. However, I think we are also seeing a new era of how mobile app businesses are develop- ing to be an essential channel rather just an end product, where many of the startups now think mobile first and are busy trying to deliver a smooth cross-platform experience to their users from day one.” T his opinion is exaggerated. Today there are over three mil- lion apps available on both the Android and Apple app stores, with thousands being launched on a daily basis. This boom has made it difficult for entrepreneurs with new apps to get noticed amongst the large array of options. Users tend to use up to six apps on their device on a daily basis, and this usage is driving app developers to provide more holistic experiences (an ecosystem of sorts) through their offering. Entre- preneurs are trying to get the attention of the user and keep them on their app, and today, messaging apps are the first to provide extra services on their platform (e.g. booking an Uber, ordering food, playing games etc). This trend is likely to continue and apps need to start looking at plugging into existing app ecosystems in order to get distribution/drive market share. Locally though, there are still plenty of opportunities to build local apps that solve for local problems. Apps provide the most effective medium for users to order food, request limousines, bank and book travel services. As more local services be- come digital, the app will likely be the us- er’s ideal way of interacting. In addition, there are many opportunities to build apps that are focused on enterprise vs. consumer, especially as businesses start to look for more cost-efficient ways to do things in light of the current economic downturn. So, in summary, think of local problems that can be solved through the use of mobile apps, and come up with unique ways to market your app locally.” F rom a technical point of view, I don’t think apps are busi- nesses, apps are means of delivery. Therefore, as long as apps make sense as a tool of delivery and access, they will remain available and remain strong! Entrepreneurs should stop thinking about apps, and focus on the business they want to build and then decide on the best way to reach their clients. Technol- ogy changes very fast and no one will be able to predict how we will be accessing and interacting with data, information, and services in the coming decade.”

Page 72

Entrepreneur may 2016 72 Competition, VPNs and the future of streaming By Nick Rego, Senior Editor, tbreak Netflix CEO Reed Hastings Reed Hastings, co-founder and CEO, Netflix speaking at the Netflix event in Paris, France in April 2016 TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX images: netflix S itting across from Reed Hastings, it’s hard to imag- ine that this man is at the helm of a com- pany as massive as Netflix. Dressed in a crisp blue shirt and matching jacket, Hast- ings has a supremely relaxed vibe about him, but his eyes give away that his mind is already preoccupied with what the company is going to be doing next. Seated next to him is Ted Sarandos, Netflix’s Chief Content Of- ficer, and within minutes of talking to both of them, it’s easy to see just how big of a vision they have for the com- pany. From tackling piracy to launching hit shows simul- taneously across the globe, there’s plenty going on at Netflix to get excited about, and still so much more they want to get done. Netflix has launched in the region very recently. How quickly do you see the catalog growing to offer more content to subscribers? SARANDOS We just launched in January, so some of our original series had already been sold to other broad- casters in the territory. All of our upcoming originals and productions will be of- fered soon, along with local language options, so right now we’re expanding as quickly as we can. We’re re- ally anxious to produce local language programming, so expanding the catalog is one of our top priorities. HASTINGS Our first titles Orange is the New Black and House of Cards had mixed broadcasting rights because at the time we were really only in the U.S. when we started those. But the new and upcoming titles are fully global, and we want to get it so that all of our titles are global. What are your plans for markets that aren’t native English-speaking? SARANDOS At the moment we’re in 20 languages, and we know we need to double that and cover the world’s major languages. We’re going to start expanding with a few new languages this year, and we’re hoping to hit more markets as we expand. When it comes to dubbing vs. subtitles, the biggest titles on Netflix will always get dubbed, while smaller titles will feature subtitles. HASTINGS Often we give con- sumers both –subtitles and dubbing– and allow them to choose whichever they pre- fer when watching content. How has consumption changed from consumers sitting in front of their TVs at a specific time to catch their favorite shows, to simply loading up an app and watching what they want, when they want? HASTINGS On one level you’re seeing things going from broadcast to cable and satellite networks, and now to Internet networks. These range from things like YouTube where you have pretty low-quality videos but interesting content, up to services like Netflix where you have very high-quality 4K video content. As an

Page 73

may 2016 Entrepreneur 73 Reed Hastings, co-founder and CEO, Netflix speaking at the Netflix event in Paris, France in April 2016 Ted Sarandos, Chief Content Officer, Netflix speaking at the Netflix event in Paris, France in April 2016 >>> example if you look at the BBC in the U.K., BBC iPlayer has become a huge success, and they’ve invested a lot into the service. Much of their viewing now is through iPlayer, so they’re moving from a linear company to something that also incorpo- rates the Internet. How are you able to keep the service ad-free? HASTINGS [laughs] Maybe we’ll plug some ads into your stream? But seriously, when you look at other ad-supported services, they tend to be free- such as YouTube. So for them, it’s important to service ads to keep things going. For us, we’re all about making it a unique experience and de- livering great content, while focusing on keeping things ad-free. Who would you say are your major competitors? HASTINGS Think about where you spend the rest of your time if you’re not watch- ing Netflix. Some of that is spent watching DVDs, some of that is playing video games, some of that is killing time on Facebook, some of that is watching on- demand and pay-per-view. We compete so broadly for relaxation time, and so it really depends by culture. With regards to other streaming services, it’s all down to the consumers. People don’t think, “Oh, I need a streaming service,” they think about relaxation and entertainment. Let’s take the U.S. for example where the competition is very developed. Many of our members are also Hulu members. Many of our mem- bers are also Amazon Prime members, and almost all of our members subscribe to cable and satellite TV pack- ages. People consume from multiple sources just as they always have through the years. That’s why we always focus on how our service can become better, because the competition is so strong. SARANDOS It’s one of those things, too, where if you love Game of Thrones, you’re going to get HBO Now. If you love Daredevil, you have to have Netflix. So it’s not one of those things where consumers will only love one show and cancel everything else. Is there any piece of content that you would love to have on Netflix that isn’t currently? HASTINGS There are shows I watch on other networks which are great shows, and we celebrate them. But it’s not a question of me going to Ted [Sarandos] and go- ing, “How come you didn’t get that show?” We can’t have all the content on the planet- there’s so much creativity going on that it’s almost impossible to try and contain it to one service. Would you ever think of showcasing events such as a talent show? SARANDOS The more a show is event-driven, meaning that everyone has to tune in to a particular hour to see who won, we don’t bring a lot to that simply because our core definition is on-demand entertainment whenever you want it. Traditional broadcast is built so well on attracting big audiences at one time and selling ad- vertising to them. There are ways in which shows can be crafted in the competition space, in the news space, that are less driven by the on-demand ‘must watch it now’ philosophy, and we’re more into looking at those kind of shows today. Do you think Netflix is something that brings competition to markets where none exists? HASTINGS I think it does, but in every market we compete with piracy too. There’s always competition in that way, and there’s no question that when we enter a terri- tory, it stirs up the market

Page 74

Entrepreneur may 2016 74 tbreak consists of a team of highly passionate and opinionated editors who are experts in the fields of mobiles, applications and computers components, and are dedicated to covering the latest tech news and events both regionally and internationally. www.tbreak.com Netflix event in Paris, France in April 2016 with Kevin Spacey and Netflix Chief Content Officer Ted Sarandos TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX images courtesy netflix a bit. If you look at Canada for example, since we en- tered, other paid companies have merged to become stronger, prices have fallen for services, so it’s great for consumers in the way that you’d expect. SARANDOS We look at the availability of on-demand programming from paid television operators expand interestingly right about the time we’re about to enter a market. So in that way, we’re pushing a lot of innovation and the consumer wins ev- ery time, which is what’s so great about it. Given the size of Netflix’s user base and the amount of data you collect on viewing habits, how secure is all of that data? HASTINGS We think it’s pretty secure– we work really hard on that and have never had a major breach, but things happen on the Internet that can surprise you, so we take it very seriously and work hard on it, like all other companies our size. You recently launched the next season of Daredevil simultaneously around the world – what’s it like behind the scenes before you flip the switch and it all goes live? HASTINGS We actually invited a lot of tech journalists to that launch so they could see just how we do it. We’ve gotten pretty good at it, and people often ask if when we launch a new series if it will ‘break’ Netflix, but we have so much at our disposal that even incredibly popular series we’re able to handle quite easily. Why don’t you publish numbers such as in how many views a particular show is getting? SARANDOS It’s actually the opposite- content creators actually love that we don’t publish these numbers be- cause it takes a whole chunk of anxiety out of the equa- tion. The idea of publishing numbers –pitting one show against another– creates a scenario that ultimately ends up deteriorating the quality of programming. Overnight ratings have been a big driver for shows that have to be increasingly sensational to chase bigger and bigger audi- ences to sell more and more ads, because that is their business, so it makes sense. For us, as long as people are watching our show– regard- less of when they’re watching it, it’s equally valuable to us. HASTINGS And while we don’t release ratings on a per- show basis, we release rat- ings for the company overall every 90 days in terms of our membership growth, and that’s the best feedback on whether or not the content is working. Netflix has become so tightly woven into the consumer space- how does it feel to be shaping and ultimately recommending what people should watch? HASTINGS It’s a great honor to be so recognized at least in certain countries– we still have a long way to go in other parts of the world. What we want to do is to use that influence well, and provide an incredible catalog to the entire world. We joke that someday we want to produce the best Bollywood film ever made– if we can get to that level of cultural understanding, that will be a great accomplishment for us. We want to have the world’s content creators excited about producing content on Netflix, and support them any way we can. What’s your opinion on VPN usage? HASTINGS With VPNs, they’re hard to detect, but it’s not a huge issue. We know that people want the content, and the way we’re solving it is to make our content as global as we can by releasing the new shows worldwide. Eventually there will be no incentive to have to use a VPN at all, and we’re hoping to reach that level one day.

Page 75

Page 76

Entrepreneur may 2016 76 TECH SHINY | WEBSITE TO WATCH | GEEK | MOBILE TECH | ONLINE ‘TREP | THE FIX Bend the rules Lenovo introduces ThinkPad Yoga EHang 184, personal Autonomous Aerial Vehicle Lenovo ThinkPad X1 Yoga Lenovo ThinkPad X1 Yoga Lenovo ThinkPad X1 Yoga images courtesy: lenovo, tp-link, acer Lenovo combines the best of both worlds with the new ThinkPad X1 Yoga. You can use it as a laptop or a tablet, and in tent or stand mode for easy viewing. It is the world’s first convertible with a 2K OLED touchscreen display, delivering intense colors and stunning contrast. It’s also fully connected with super-fast 4G LTE-A, and totally convertible with a retractable keyboard. With an integrated Stylus Pen and Lenovo WRITEit software, you can enjoy writing on it by hand as well. It weighs just 2.8 lbs/1.27 kg, making it the world’s thinnest and lightest 14-inch two-in- one business laptop. The lightweight X1 Yoga features a Windows 10 Pro operating system and up to 6th generation Intel 7-6600U with vPro, making the X1 Yoga a lightweight with heavy computing power.

Page 77

may 2016 Entrepreneur 77 Preying on your mind Acer introduces new range of gaming computers Make the switch TP-LINK introduces smart home solutions Acer Predator 17X desktop TP-LINK New Smart Plug #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 @GlobalGazette. Acer has expanded its Predator line of gaming computers to include the Predator 17X notebook and Predator G1 desktop. These gaming PCs are ready for virtual reality (VR) devices from four major vendors including Oculus, HTC Vive, OSVR and StarVR. But it’s not all fun and games. The new additions are feature- rich and packed with powerful innovations under the hood. The new Predator 17X, for instance, is powered by a 6th Generation Intel Core i7 processor, NVIDIA GeForce GTX 980 graphics, a 17.3 inch G-SYNC panel and a custom triple-fan cooling system. With overclocking, gamers will enjoy turbo speeds of up to 4.0GHz for the CPU, up to 1310MHz for the GPU, and up to 3.7GHz for VRAM. Fully ready to tackle virtual worlds, its top-end GPU and the high performance CPU makes it an ideal “VR-to-go” platform. For those who want portability and power, the perfectly balanced Predator G1 gaming desktop has a compact 16-liter body and is designed for gaming at home or on the go. It supports full size NVIDIA GeForce GTX graphics (up to Titan X), 6th Generation Intel Core processors and up to 64GB DDR4 memory for smooth gameplay. The new Predator PCs also include other must-have gaming features like Killer DoubleShot Pro, which picks the fastest network connection (ethernet or wireless) and sends all high priority traffic over that interface, while standard traffic is sent over the other. This ensures that your most important traffic is always delivered over the fast- est and most reliable link. Acer’s PredatorSense software can be used to check and control system vitals, set up hotkeys and adjust the customizable “growl lights” along the G1’s front chassis or the backlit keyboard on the 17X. Whatever your flavor, Acer’s got you covered. Simply take your pick and get your game on! TP-LINK’s New Smart Light Switch and Smart Plug puts you in control of your connected home and gives you access from anywhere, anytime. The HS110 is a Smart Plug with Energy Monitoring that allows you to plug in your devices or appliances and control them remotely. You can activate and deactivate the power supply from anywhere, using your smartphone. The scheduling function allows you to set times for turning your devices on and off automatically. Similarly, the away mode helps to deter break-ins by automatically turning connected devices on and off to create the illusion that the house is occupied when you are away. It also provides valuable insights into your energy use and helps you find ways to reduce overall energy consumption. The HS200 Smart Light Switch offers many of the same control features as the HS110 Smart Plug to include remote access, programmable scheduling, and away mode. However, the Smart Switch provides the additional option of turning connected lights on and off using the built-in physical switch. This means that, once installed, HS200 can completely replace traditional switches. If you’re looking for greater efficiency at home, make the switch.

Page 78

Entrepreneur may 2016 78 Pocket squares Accessorizing the executive wardrobe By Tareq Samara images © BOXKnocks, BREITLING, VAN LAACK, BURBERRY business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS CULTURE ‘Trep trimmings The executive selection The Forrest Pocket Square The Anchor Pocket Square The Sea Baby Blue Pocket Square Lanvin Homme SS16 F rom better goods to boardroom wardrobe bests, each issue we choose a few items that make the approved executive selection list. In this issue, we present the SS16 collection by van Laack, a finely crafted timepiece by Breitling, and a new scent for your olfactory collection. LIFE IN THE FAST LANE BREITLING DOES IT BETTER Bentley GMT B04 S Carbon Body, Breitling for Bentley collection In many cases, your first im- pression hinges on how you’re dressed. Taking pride in your wardrobe choices is extremely important in setting the right introductory tone; whether you’re heading for the board- room or to a social event. While the suit you opt for is extremely important, another oft-ignored area of grooming is the acces- sory. Accessorizing isn’t for everyone, but I suggest you start mastering your look by incorpo- rating a carefully chosen pocket square. (For those who aren’t familiar with the term, a pocket square is worn as an accessory in the breast pocket of a suit coat or jacket and is approxi- mately the size of small napkin or a handkerchief.) Pocket squares serve an aesthetic purpose, and if you’re wary of prints or patterns you can begin with a simple solid-colored choice. White is minimalistic, elegant, and understated, and goes well with most suits. For those that are interested in using accessories as a means of self-expression, a dashing pocket square gets the message across nicely. A great way of being bold in your choice of what is otherwise fairly standard attire, adding a pocket square that reflects your personality is also a way to reinvent your office and evening look without breaking the bank. www.boxknocks.com When a company has been keeping time since 1884, you can be fairly certain that they’ll only put forward the absolute best in horological technology. Such is the case with the Bentley GMT B04 S Car- bon Body, part of the Breitling for Bentley lineup. Made available in a 250-piece limited series, the watch’s innovative casing in deep matte black is ac- tually used in a few different high speed situations: motorsport vehicles, racing boats, and aviation. www.breitling.com

Page 79

may 2016 Entrepreneur 79 The RM 27-02 Lanvin Homme SS16 WEAR IT YOUR WAY VAN LAACK SS16 IS CUT RIGHT Created by renowned nose Francis Kurkdjian, Mr. Burberry is the latest fragrance from the house that boasts of a number of bestselling scents. Gently masculine with woody and herbal elements, for this creation Kurkdjian chose a heart of cedar paired with a base of sandalwood and veti- ver. The result? Sublime. www.parisgallery.com EDITOR’S PICK MR. BURBERRY ON THE CLOCK VAN LAACK SS16 ON THE CLOCK VAN LAACK SS16 OFF THE CLOCK VAN LAACK SS16 ON THE CLOCK VAN LAACK SS16 Attire for entrepreneurs by entrepreneurs? Yes in- deed, as in 2002, van Laack was acquired by Christian von Daniels, a garment entrepreneur whose success story has been featured in some of the world’s best known business publications. Founded in 1881, van Laack is now celebrating its 135th year anniversary, with the heritage brand having a presence in over 50 countries worldwide. Headquarted in Mönchengla- dbach, Germany, van Laack’s beginnings were in fine shirt-making, and the brand has since extended that expertise over to suits with great cuts and clean lines. Great for both on and off the clock wear. www.vanlaack.com

Page 80

Entrepreneur may 2016 80 By Ross McCammon The Esquire Guy on the art of how to get out of doing anything TREPONOMICS ETHICS | ESQUIRE GUY | SKILLSET | MARKETING | PRO HOW TO GET OUT OF EVERYTHING ELSE In 2008, Ringo Starr released a video announcement on his website that he would no longer be signing autographs or accepting fanmail. “I am warning you with peace and love, but I have too much to do,” the former Beatle said, signing off with his signature catchphrase, “Peace and love, peace and love.” Which was a brilliant move. He used extreme positivity to express something deeply negative. He couched blanket recognition of his fans in a larger philosophical context. Hence, we present the The Starr Formula: state explicitly what you will not be doing + give brief reason why + wrap with soothing catchphrase. When you’re refusing a favor, make eye contact. Be accountable. Refusing a favor involves a certain level of embarrassment on the other end. It amounts to total rejection- unless you curb the rejection with evidence that you’ve really thought about it. “What always happens is someone tries to talk to me about cocktails incessantly. And the only thing they want to talk about is what bitters I’m using, so I try to divert attention to something else. It’s a win-win, because we can either talk about something that I care about, or it can diffuse the situation.” S ix months ago, I decided to keep all my appointments: lunches, drinks, dinners, “coffees,” conference calls. I didn’t cancel. I didn’t postpone. I didn’t flake. If I said I was going to do the thing at a certain time, I did the thing at the certain time. In defiance of the Age of Cancellation, I simply stuck to the original plan. I stayed in. It was after the fifth or sixth meeting that should’ve been canceled or post- poned that I broke down. A staunch dedication to your schedule isn’t a noble effort- it’s a stunt. Things change. Minds change. Pro- fessional relationships change. Break- fast meetings change- from pleasant abstraction to crushing reality. In business, flexibility is as important as follow-through. My journey had the opposite effect of what I’d intended. I now believe more firmly than ever in the right to get out of meetings and favors. But it’s important to get out in a way that suggests that it’s better for all involved. Because it is. HOW TO GET OUT OF A MEETING When you give an excuse for missing a meeting, the value of your excuse must be equal to or greater than the value of the meeting you’re missing. But you have to use the prism of the person who invited you to the meet- ing. You have to guess at what they think is important. It’s not enough to say, “I’m going to do this thing instead of your thing because this thing is really important.” You have to say, “I’m going to do this thing instead of your thing because it’s important for both of us that I do this other thing.” Getting out of a meeting is about plac- ing your flakery in context- and the context is always The Company. The key is candor, says Kurt Taylor, founder and CEO of Wilmington, N.C.- based Next Glass, which analyzes the compounds in beer and wine to match taste buds to flavor profiles. “Sure, they might find it a little strange that you didn’t come up with some white lie to kind of shield their feelings, but that’s a very short-term view of look- ing at it.” Bailing out the right way involves asking for a blessing. You’re not just telling people what you think is important. You’re asking them to understand it. You’re not asking for permission, but you are asking for approval. HOW TO GET OUT OF DOING A FAVOR The first rule of favors is to never immediately agree to do a favor. You can say, “I’ll take a look”; “happy to consider it”; “honored to be asked.”

Page 81

may 2016 Entrepreneur 81 How to get out of meetings Make sure everyone understands that you’re not bailing because you’d be better served by not attending the meeting. You’re bailing because The Company would be better served by you not attending the meeting. Be candid, honest, authentic. No white lies. Provide more information than the person needs. Don’t tell people what you’ll be doing instead of the meeting, ask for their blessing to do it. (But don’t actually ask for a blessing, unless you’re trying to get out of a meeting with the Pope.) How to get out of favors Never immediately say yes to a favor. Place your rejection of the favor request in a larger philosophical context. Seem accountable through body language, eye contact especially. Be sympathetic, yet clear and unwavering. Repeat, “No,” until incredulous favor requester leaves your office. How to get out of awkward conversations Abruptly switch subjects. End on a positive note. Exit in a way that doesn’t seem final. You’re pressing pause, not stop. (That pause might last forever, but it’s still a pause.) Hmmm? Yeah, like that. “Fight the urge to just answer yes right away because you’re under pressure. Or no. Don’t feel like you need to fill in that gap with chatter. There’s power in a pause.” KEY TECHNICAL MATTERS But never: “Sure.” “Fight the urge to just answer yes right away because you’re under pres- sure. Or no. Don’t feel like you need to fill in that gap with chatter. There’s power in a pause,” says Diane Gotts- man, etiquette expert and founder of executive leadership company, The Protocol School of Texas in San An- tonio. The pause is setting the stage for a possible getting out. By paus- ing, you’re saying, I don’t just throw around favors. Favors matter. Since the subtext of a favor is more significant than the favor itself, favor- refusal demands a response longer than the request. That response should be highly specific and deeply principled. When you’re refusing a favor, make eye contact. Be accountable. Refus- ing a favor involves a certain level of embarrassment on the other end. It amounts to total rejection- unless you curb the rejection with evidence that you’ve really thought about it. HOW TO GET OUT OF AN AWKWARD CONVERSATION Nobody is better at getting out of conversations than bartenders. They’re prisoners of customer chatter. Bartenders might as well be sitting behind plateglass with a phone at their ear and a guard behind them. “You maybe have 14 to 20 feet to move away from them,” says Ivy Mix, co-owner and head bartender at Ley- enda, a great, great Latin cocktail bar in Brooklyn. “You have to find a way to gracefully exit the conversation. I want to make sure that they continue to want to come to my bar, even if I find them to be aggressively boring.” The key is to exit in a way that doesn’t seem like an exit. Think of yourself as a bartender who has other customers to take care of. Says Mix: “What always happens is someone tries to talk to me about cocktails incessantly. And the only thing they want to talk about is what bitters I’m using, so I try to divert attention to something else. It’s a win- win, because we can either talk about something that I care about, or it can diffuse the situation.” In any case, Mix says, it stops the “trajectory of their diatribe.” Now, if you want to get away from a conversation altogether, here’s a template: 1. Express happiness that the conver- sation occurred. 2. Repeat something the other person said as a way of paying a small tribute to their part in the conversation. 3. Be casually frank. Like this: “I have to see about my friend over there.” 4. End on a positive note. 5. As you walk away, make an innocu- ous comment, so that the conversa- tion doesn’t end abruptly. Like this: “So, I’m glad you read this column. I appreciate your ‘Some of this is a little obvious’ comment. You’re right! Anyway, I have to end it because I’m almost out of space. You should hit up Leyenda the next time you’re in New York. Truly a great bar.” (But don’t talk to Mix about bitters.) See this article in its entirety at Entrepreneur.com

Page 82

Entrepreneur may 2016 82 How to stay focused when you get bored working toward your goals By James Clear The difference between professionals and amateurs CULTURE business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS But what about when you’re bored? What about when the work isn’t easy? What about when it feels like nobody is paying attention or you’re not getting the results you want? Are you willing to work through 10 years of silence? It’s the ability to work when work isn’t easy that makes the difference. It’s not the event, it’s the process. >>> W e all have goals and dreams, but it can be difficult to stick with them. Each week, I hear from people who say things like, “I start with good inten- tions, but I can’t seem to maintain my consistency for a long period of time.” Or, they will say, “I strug- gle with mental endurance. I get started but I can’t seem to follow through and stay focused for very long.” Don’t worry. I’m just as guilty of this as anyone else. For exam- ple, I’ll start one project, work on it for a little bit, then lose focus and try something else. And then I’ll lose focus on my new goal and try something else. And on and on. When everything is said and done, I’ve stopped and started so many times that I never really made much progress. Maybe you have felt this way too. This problem reminds me of a lesson I learned while working out one day… THE MYTH OF PASSION AND MOTIVATION On this particular day in the gym, there was a coach visiting who had worked with thousands of athletes over his long career, including some nationally-ranked athletes and Olympians. I had just finished my workout when I asked him, “What’s the difference between the best athletes and everyone else? What do the really successful people do that most people don’t?” He briefly mentioned the things that you might expect: genetics, luck, and talent. But then he said something I wasn’t expecting. “At some point,” he said, “it comes down to who can handle the boredom of training every day and doing the same lifts over and over and over again.” That piece of advice surprised me because it’s a different way of think- ing about work ethic. Most of the time people talk about getting motivated and “amped up” to work on their goals. Whether it’s business or sports or art, you will commonly hear people say things like, “It all comes down to hav- ing enough passion.” As a result, I think many people get depressed when they lose focus or motivation because they think that successful people have some unstoppable pas- sion and willpower that they seem to be missing. But that’s exactly the opposite of what this coach was saying. Instead, he was saying that really successful people feel the same boredom and the same lack of moti- vation that everyone else feels. They don’t have some magic pill that makes them feel ready and inspired every day. But the difference is that the people who stick with their

Page 83

HUMAN CAPITAL FORUM MENA May 25-26 Sofitel The Palm Dubai, UAE humanassetsmideast.com +971 43 67 13 83 Find out what it takes to lead in the new world of work Leadership forums Discover the latest in: Through engaging sessions led by experts from: humanassetsmideast.com Talent management Employee engagement Big data & predictive analytis & more Google TECOM Group Mubadala & more Du Telecom Mobily Abu Dhabi Commercial Bank General Electric Jumeirah Group Riverbed Use the code ‘HCF16ENTR’ when registering Total rewards strategy Happiness at work Training & development Emotional intelligence HR optimisation Workplace culture SAVE 50%

Page 84

DO YOU HAVE WHAT IT TAKES TO BE CALLED THE BEST? WWW.ENTREPRENEURSCONCLAVE.COM MAY 6th & 7th CASE STUDY & DIVING MAY 30th GRAND FINALE presents Organizer In Partnership Media Partner Cinema Partner Creative Partner Social Media Partner Regional Media Partner Powered by Strategic Partner

Page 85

may 2016 Entrepreneur 85 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. ‘TREP TALK ME THE BUSINESS Vendedy THE ‘TREP Founder and CEO Christine Souffrant Q What motivated you to start Vendedy? A “The journey of launching Vendedy started from childhood. As a daughter of three generations of Haitian female street vendors, I grew up understanding that the way of life for many was selling in the streets. My mother immigrated to New York City and did what she knew best- sell Haitian artwork in Manhattan. By 1998, she owned a boutique and it seemed like our street vending years were over- until I got to college. I earned a Bill Gates Scholarship to Dartmouth and travelled to over 22 countries- witnessing the stories of street vendors across Africa, Asia and the Caribbean. I became obsessed with the street vending industry, and when the earthquake hit Haiti in 2010, I made it my life goal to transform it for the better. By 2013, I quit banking to move to Dubai to study social entrepreneurship with the goal of launching a startup post graduation- little did I know that it would be Vendedy.” www.vendedy.com Most of the time people talk about getting motivated and “amped up” to work on their goals. Whether it’s business or sports or art, you will commonly hear people say things like, “It all comes down to having enough passion.” As a result, I think many people get depressed when they lose focus or motivation because they think that successful people have some unstoppable passion and willpower that they seem to be missing. CULTURE business unusual | LIFE | TRAVEL | DESIGN | TRAPPINGS goals don’t let their emotions de- termine their actions. Top perform- ers still find a way to show up, to work through the boredom, and to embrace the daily practice that is required to achieve their goals. According to him, it’s this ability to do the work when it’s not easy that separates the top performers from everyone else. That’s the difference between professionals and ama- teurs. WORKING WHEN WORK ISN’T EASY Anyone can work hard when they feel motivated. When I was an athlete, I loved going to practice the week after a big win. Who wouldn’t? Your coach is happy, your teammates are pumped up, and you feel like you can beat anyone. As an entrepreneur, I love working when customers are rolling in and things are going well. Getting results has a way of propelling you forward. But what about when you’re bored? What about when the work isn’t easy? What about when it feels like nobody is paying atten- tion or you’re not getting the results you want? Are you willing to work through 10 years of silence? It’s the ability to work when work isn’t easy that makes the difference. It’s not the event, it’s the process. All too often, we think our goals are all about the result. We see success as an event that can be achieved and completed. Here are some common examples: • Many people see health as an event: “If I just lose 20 pounds, then I’ll be in shape.” • Many people see entrepreneurship as an event: “If we could get our business featured in The New York Times, then we’d be set.” • Many people see art as an event: “If I could just get my work featured in a bigger gallery, then I’d have the credibility I need.” Those are just a few of the many ways that we categorize success as a single event. But if you look at the people who are consistently achieving their goals, you start to realize that it’s not the events or the results that make them different. It’s their commitment to the pro- cess. They fall in love with the daily practice, not the individual event. What’s funny, of course, is that this focus on the process is what will allow you to enjoy the results anyway. • If you want to be a great writer, then having a best-selling book is wonderful. But the only way to reach that result is to fall in love with the process of writing. • If you want the world to know about your business, then it would be great to be featured in Entre- preneur. But the only way to reach that result is to fall in love with the process of marketing. • If you want to be in the best shape of your life, then losing 20 pounds might be necessary. But the only way to reach that result is to fall in love with the process of eating healthy and exercising consistently. If you want to become significantly better at anything, you have to fall in love with the process of doing it. You have to fall in love with build- ing the identity of someone who does the work, rather than merely dreaming about the results that you want. In other words… fall in love with boredom. Fall in love with repetition and practice. Fall in love with the process of what you do and let the results take care of them- selves.

Page 86

TopMBA.com/EME RAISE Register Today: TopMBA.com/EME your GAME LEAD With AN MBA Cairo 14th May Riyadh 16th May Jeddah 18th May Abu Dhabi 20th May Dubai 21st May At the Fair: Meet admissions directors face-to-face. Attend MBA admissions panels. GMAT workshop presented by GMAC. Exclusive appointment based CV Clinic by Bayt. US$ 1.7 million exclusive QS scholarships. Complimentary QS TopMBA Career Guide. Business Schools Coming to the Region: Alliance Manchester, AUD, Cass, Durham, HEC-Paris, HULT, IE, Ivey, London BSchool, MIP Politecnico di Milano, Geneva - Executive program (HEC) and many more

Page 87

may 2016 Entrepreneur 87 Get ready, get set, go! Five tips for entrepreneurs embarking on a Series A raise By Khalil Shadid money ask the money guy | vc viewpoint | your money | ECON Khalil Shadid, Founder and CEO, Reserveout Khalil Shadid Image credit Sandrella Obeid >>> A fter com- prehensive meetings across the region, and thinking over what helped my startup Reserveout get to its first close of our Series A US$4 million, I can honestly say that fundraising is one of the hardest and most time- intensive processes an entre- preneur will go through. Our raise, part of the first close of Series A, is led by regional venture capital firm Silicon Badia, with the participation of existing investors iMena Group, 500Startups, and others. We plan on using the round to expand Reserveout’s presence with restaurants in the Middle East and beyond, and to grow our reach with consumers in the region centering in on our iOS and Android app offerings. We launched a revamped version of our website and our apps in December 2015, driving record reservations through the platform, which grew 120% year-on-year in 2015 and currently growing 25% month-on-month in 2016, with the majority of the growth coming through mo- bile apps. Among users of Re- serveout’s Table Management System are the Hyatt and Rotana hotel chains across the Middle East. Establishing such partnerships is key in Reserveout’s growth strategy as that led to international growth for Reserveout in In- dia; we’ve also begun working with restaurants in Shang- hai, as part of the round’s proceeds is for expansion into growth markets beyond the Middle East. Here are my five tips for entrepreneurs based on my latest raise: 1. Start early and plan well. You really need to start fundraising six to nine months before you need the funding, and in some cases, even earlier. It’s a lengthy process and sometimes the tiniest details can drag it on much longer than antici- pated. Start with a long list of potential investors and break the list down into multiple categories of importance to you. You really don’t want to be sending information and answering questions to 20 different investors at the same time. Assess which ones are seriously interested and focus on them. 2. Set your own terms and stick to them (assuming you are being realistic). Once you get a term sheet, that’s where the fun (and the headaches) begin, as investors will always want more rights and guar- antees than you should give. They are going to negotiate on the valuation, even after the term sheet has been signed. Investors will often challenge your business plan and strat- egy and try to take you down a path that is not for you. You need to identify that quickly, and once again, stick to your terms and business plan. 3. Fundraising is a full- time job. When you are fun- draising, be prepared to have two full-time jobs and you need to be great at both of them- your business literally depends on it. You still have to manage and grow your company as you raise funds, yet you need to be readily available to present and up- date business plans, as well as produce more granular reports on the business and growth. No one will care if one is affecting the other. The business can’t suffer and the money needs to come in. 4. Investors want to know every little detail about your business. This includes everything from traction to marketing spend, and much more. They are becoming your partners, and they need to know the good, the bad, and the ugly. Start with a business plan, both short-term and long- term. They will want to know what your KPIs are, historical numbers and performance, growth strategy, product mix, what type of technologies you use, why your CAC is higher than the average, how do you retain customers, how do you keep them coming back, and the list goes on and on. They also want to understand your corporate governance and if you have good processes in place, what financial and accounting standards you use, what your hiring strategy is, how you retain top tal- ent, how good the team is, especially at the top. Going through all of this data with a good investor is very eye- opening in many cases, so always keep an open mind.

Page 88

16 - 20 OCT OBER 2016 DUBAI WORLD TRADE CENTRE Launching the Most Global Startup Movement Your opportunity to get funding, pitch, meet investors, find route to market and scale up GITEX S T A R T U P MOVE M E N T Startup Incubation Partner Organised by Supporting Partners To book your pod or secure industry partnerships, contact the GITEX STARTUPS team today: T: +971 4 308 6012 | E: gitexsales@dwtc.com www.gitex.com #GITEXTECHWEEK

Page 89

may 2016 Entrepreneur 89 Khalil Shadid is the founder and CEO of Reserveout. Prior to founding Reserveout, Shadid worked at Cisco systems for eight years. A graduate of North Carolina State University with a degree in Computer and Electrical Engineering and a minor in Economics, Shadid actively participates in MENA’s entrepreneurial ecosystem. I n a bid to create success stories for aspiring Arab entrepreneurs to emulate, the MIT Enterprise Forum (MITEF) Arab Startup Competi- tion, an event promoting entre- preneurship in the Arab world, concluded its ninth edition on April 14, 2016, awarding nine winning ideas across its three tracks, Ideas, Startups and So- cial Entrepreneurship. 76 teams from 15 Arab countries partici- pated in the contest, with the winning teams picked by a jury comprising of reputed business leaders and Arab entrepreneur- ship ecosystem partners. The top spot in the event, the first prize in the Startup Track, went to Kuwaiti startup, Ghinwa. The startup bagged US$50,000 for its mobile application that allows users to perform karaoke and promotes protection of Intellectual Property Rights by using licensed songs from copyright owners. Egypt’s Zamen –an app curating news and offering it in the Arabic language- came in second, and Saudi Arabia’s B8ak, an app to book service providers/handy- men, was in third place. Speakers and jury for the competition included HRH Prince Saud bin Khalid Al- Faisal, Deputy Governor of In- vestment Affairs, SAGIA, HRH Princess Reema Bint Bandar Al Saud, founder and CEO, Alf Khair, Fady Mohammed Jameel, President, Community Jameel International, Scott Gegenheimer, CEO of Zain Group, Wissam Younane, Direc- tor of Entrepreneur Middle East, and others. Representatives of leading business houses like Google, Facebook, Oak Invest- ment Partners, 500Startups and MBC Group also judged the youth talent and shared their insights. MITEF said that it received 5,967 entrepreneur applications for this year’s chal- lenge, a noticeable rise from 4,275 entrepreneurs who ap- plied last year. The organization also claims to have witnessed a record participation of over 16,500 entrepreneurs, up from 12,000 last year. The competi- tion was accompanied by the Time to Invest in Arab Youth and Their Innovations confer- ence, organized by MIT Technol- ogy Review Arab Edition. The event made the case for the business world to invest in Arab youth, and also recognized the efforts of five “innovators under 35” in the Arab com- munity. Community Jameel and the Zain Group partnered for the event, which was supported by Economic Cities Authority, King Abdullah Economic City, and Huawei. www.mitarabcompetition.com Kuwaiti startup Ghinwa takes the prize MIT Enterprise Forum Arab Startup Competition 2016 money ask the money guy | vc viewpoint | your money | ECON | in pictures | First prize in the Startup Track with a US$50,000 prize went to Kuwaiti startup Ghinwa, a mobile app. 5. Find investors that know your sector and industry. My biggest chal- lenge this round was identi- fying the right investors for us. Our business model is different than the tradi- tional online businesses, as we are both a B2B and B2C company, and our require- ments and growth strategy are unique. We provide res- taurants with a full reserva- tion management platform that they use to run their business on, but addition- ally, we have our online channels enabling diners to book the best restaurants from their mobile or PC. We weren’t just looking for money; we needed both the money and investors who understand marketplaces, yet also the importance of the B2B component. I met with many investors, and in many cases, within the first few minutes, I found that they don’t have a clear un- derstanding of our business model, and were already trying to change it. We are lucky to have a group of investors that understand our business model well, and share our passion for both having the best-in- class reservation and table management systems for restaurants, and creating the best online restaurant reservations marketplace. 6. Have your answers to tough questions ready with a solid game plan. Many investors ask the question of how I have managed the business so far without co-founders, and at what point we’ll bring in more people at the top. I ac- tually did have a co-founder early on, who was a brilliant developer and technolo- gist- although Bashar Saleh and I remain very good friends, he took a different path a couple of years ago that was better for him. I’m currently in the process of recruiting senior manage- ment to lead the company with me, specifically a COO and a CMO, and I believe that having an action plan as a sole founder helped to inspire confidence in my enterprise. Investors want to put their funds into businesses that are built by great teams executing great ventures. Sometimes, you need to really drill deep into it to find out where there are exposure or vulnerabilities (if any), and how they can help you address the exist- ing issues to strengthen the business model. You’ll need to prepare thoroughly, and the earlier you begin to compile the right material and build all-important re- lationships, the more ready you’ll be when the time comes to raise Series A for your startup.

Page 90

Entrepreneur may 2016 90 money ask the money guy | vc viewpoint | your money | ECON The importance of exit readiness and a well-designed sales process Exit strategies for SMEs Ashish Joseph is a Manager within Deloitte’s Corporate Finance Advisory team with over ten years of financial advisory experience in the Middle East. During this time, he has advised a number of clients on valuations, financial feasibilities and mergers and acquisitions advisory. Prior to joining Deloitte, he worked with KPMG in Kuwait. Ashish has a BBA in Finance from the University of Texas at Austin and holds the CF qualification from the ICAEW. By Ashish Joseph T he decision to sell one’s business typically re- quires a fair amount of deliberation and does not materialize overnight. Having built a business over time, most owners are understandably reluctant to part with their prized asset, particularly on terms they deem unfavorable. However, it is possible for a vendor to maximize the likelihood of achieving their price expec- tations, provided meticulous planning is undertaken well in advance. Business owners should conduct regular reviews to determine if their busi- ness’ objectives are best met through continued ownership, new equity, or a divestment (either partial or full). These reviews may reveal critical issues that could impact value, such as an impending economic downturn, changes in tech- nology, changes in legisla- tion or consolidation trends that are prevailing in the industry. Once the difficult decision to pursue a divest- ment has been taken, it is of paramount importance to commence an exit readiness exercise up to 18 months in advance. The cornerstone of this exercise is the preparation of an exit strategy, which in- corporates various financial and strategic elements. This would include the type of buyer, existing shortcomings in the business, capabili- ties that are most likely to resonate with the buyer and the potential impact on other stakeholders. A seller should identify the ideal buyer group for their asset (i.e. trade vs. financial), and de- termine which group is more likely to be aligned with their ambitions regarding price, transaction structure and vision for the business. For example, the financial buyer of an owner-managed business may require the current owner’s involvement for the medium term, post transaction. This may not be acceptable to a seller looking to retire. Another example of misaligned interests would be that of a trade buyer seek- ing a controlling stake in an asset for which the owner only requires growth capital. The process of exit readi- ness also presents an opportunity for the seller to thoroughly examine the

Page 91

may 2016 Entrepreneur 91 E very business owner eventually exits his or her business. Some may leave by choice (e.g. retirement, acquisition) and other external factors, while others depart due to changes in the market or a change in personal circum- stances. As the owner, you are the champion and set the standards for your business. Your reaction to considering an exit strategy may be, “That’s not something I need to think about yet. I need to focus on winning and serving clients now.” While immediate business growth and develop- ment are inevitably filling most of your “thinking space,” it’s never too early to start thinking about your exit strategy. Of course you have options: you can choose to let your exit evolve organically or choose to take control to influence the outcome. The following questions can help you decide if you want to consider an exit strategy: 1. What do you want for your business? What impact is your business making? Are you are helping your clients create the changes they want? How important is this to you? Perhaps you have even developed and implemented new processes, tools or models that enhance your relationship with your clients. Who will maintain the momentum if you exit? 2. What do you want from your business? You may have invested time, money and creative thought in the startup and growth of your business, together with funding, licencing, inspiring and leading. How can you maximize your return on the investment? So what are your options? 1. The organic option You simply let the business run its course. But if you do this and then you are no longer physically capable of operating your busi- ness, then it may not be sustain- able without you. Or, someone else decides it is time to close the business, perhaps as a result of intervention by another entity or person, such as a bank, investor or business partner. 2. The proactive option You could transfer the business to a family member, a colleague or another stakeholder to con- tinue your work. This outcome of course assumes your identified successor wants to continue to operate your business! Perhaps you could sell the business. How- ever, there has to be something to sell. If you are your business (meaning that when you walk out the door, income generation stops), then there really is noth- ing to sell! Or you can use the time between now and your exit to create value in your business that a buyer will be willing to pay for (i.e. intellectual property, product/service models). If a buyer can step in and operate your business without you or integrate your business into another operation, you could relinquish ownership profitably and with the knowledge that you’ve helped accelerate another business’ growth. Determining the future of your business is your decision. The time you spend now considering your exit strategy is time well spent, for you, your business, your stakeholders and clients. Sometimes exploring the op- tions, which can be numerous and complex, can be better evaluated with an executive coach. Developing your exit strategy How can an executive coach help you plan a course of action? By Martin Braddock The advisor will help determine the ideal time to approach the market depending on the prevailing market conditions. A seller’s price expectations are less likely to be met during a period of economic uncertainty, when a gap in valua- tion can be challeng- ing to bridge. business and determine if there are certain areas (e.g. financial reporting and corporate governance standards) that need up- grading. In a similar vein, the business may have certain value enhancing competitive advantages that would need high- lighting to an incoming buyer. Finally, the seller should consider the im- plications of a potential change in ownership on the business’ various stakeholders. For exam- ple, a change in control may require consent from lenders and key suppliers. The guidance of a professional financial advisor, who can help the seller crystallize these concepts, can be invalu- able, particularly since it allows the seller time to focus on running their business. The advisor will also help determine the ideal time to approach the market depending on the prevailing market condi- tions. A seller’s price ex- pectations are less likely to be met during a period of economic uncertainty, when a gap in valuation can be challenging to bridge. Once the exit strategy has been determined, the seller and their advisors should work on design- ing a transaction process that will culminate in a liquidity event for the current owners. Every process is unique and as such should be tailored to suit the requirements of the vendor. However, all processes should dem- onstrate the ability to generate market appe- tite for the asset, create competitive tension and maintain confidentiality. Potential buyers should be ranked according to their strategic fit with the business and likelihood of completing a transaction. Approaching a group of the most relevant investors helps main- tain confidentiality and determine the quality of any subsequent discus- sions and negotiations. It is not in the interest of the vendor to have their asset widely showcased since this only increases the potential for breached confidentiality and repu- tational damage. Packag- ing the business so as to emphasize its key selling points will be crucial in order to generate investor appetite and justify value expectations. Advisors should subse- quently work alongside the seller to manage and drive the negotiation, due diligence and documen- tation work streams in order to bring the trans- action to a successful close. In the Middle East region, it is not uncom- mon for a sales process to last between six and twelve months from the point of preparation of the sales documents. Inadequate planning or a lack of sound professional advice would only prove detrimental to the overall transaction and the sell- er’s objectives, therefore the exit readiness strategy is critical.

Page 92

Entrepreneur may 2016 92 Save your energy Taka Solutions wants to spread responsible consumption using green tech By Pamella de Leon Sami AlSayyed at ArabNet Dubai start it up ecosystem | who’s got VC | Q&A | STARTUP FINANCE images: shortpoint “ Taka Solutions pitching at The Venture 2016 by Chivas in Dubai, UAE W e want to use technol- ogy to reduce the world’s energy consumption by 20%.” That’s how Taka Solutions founder and Managing Director Charles Blaschke began his pitch at the regional round of The Venture, a global competition staged by Chivas seeking social enterprises for a chance to win a share of a US$1 million fund. The startup ended up winning the GCC round, and it will now represent the region at The Venture final round in July in New York. But being an entrepreneur wasn’t something that Blaschke initially set out to do- it wasn’t until 2010 when he was working at a tech con- sulting firm in Abu Dhabi that while “doing some calculations, like analyzing some energy saving on some buildings, I called Chris [Burkhardt] in and I was like, ‘Look at these savings we could get from buildings!’” Burkhardt -who was Blaschke’s room- mate and now co-founder and Commercial Director- used his background in finance, investments and economics, while Blaschke used his engineering and tech background to build Taka Solutions: “We realized there’s a serious opportunity to save energy in buildings, and happen to save a lot of money as well- so it may be a viable business model.” Established in 2013 and officially launched in 2015, Blaschke and Burkhardt are joined by founding team members Philip Scholoss and Henry Jeha- whose experiences ranged from business to energy and technology. A small seed fund from family and friends in the U.S. helped cover the initial costs of launching at approximate- ly AED100,000. Blaschke emphasizes that the business is taking a lean approach: “We didn’t take salaries for the longest time; we still don’t really take much salary.” After ideation stage came the reality of starting a busi- ness: “I haven’t had a life in three years, you know? 14-15 hours a day, seven days a week.” He contin- ues, “You don’t know what it means to sacrifice. You don’t know what it means to completely almost lose everything and have noth- ing… [sic] you essentially put your life on hold for that long.” As difficult as it was, he attributes their “relentless” work ethic to the startup’s current state of stream of projects and clients: “I think the biggest reason we are where we are today, is because of [the] commitment, ambi- tion and hard work of the people of the company.” Initially, they planned to get a fresh capital injection every year, but within seven months, the enterprise became profit- able. Although there’s been interest from other parties before, at the time of writing, Taka is in the final stages of finalizing an investment with a partner.

Page 93

may 2016 Entrepreneur 93 THE VENTURE JUDGES TALK BACK WHY DID YOU VOTE FOR TAKA SOLUTIONS? Soushiant Zanganehpour Managing Director, Tribeca Impact Partners “The Taka Solu- tions founders were charming, poised and ex- tremely knowl- edgeable about their industry. They’ve built a solid B2B business that analyses and saves energy for large buildings and earns money on a performance-based revenue model aligning risk and reward between them, the customer, and the planet. What convinced me that they deserved a chance at the global finals was their inclination to evolve towards a B2C product. The free app they plan to build -if successfully adopted- can help everyday individuals understand their daily energy use at home and help mitigate unnecessary loss, which can scale quite exponential and create massive energy sav- ings, which are easily quantifiable and will benefit our planet.” Yogesh Mehta CEO, Petrochem Middle East “Clearly, Taka Solutions were my favorites as they have a perfect energy-saving proposition complete with an app, hence a perfect solution for the business customer as well as the common citizen. A business idea that also benefits our society!” David Freeborn Managing Director, Pernod Ricard “We were absolutely delighted with the pro- posal Taka Solutions presented to The Venture judging panel. Their business plan has the capability of positively impacting both the environment in terms of energy savings, as well as indi- vidual consumers. Taka Solutions were worthy winners, and we are confident they will positively represent the Gulf in New York at The Venture Final in July.” Fida Chaaban Editor-in-Chief, Entrepreneur Middle East “I think that Taka Solutions had a great handle on how gamification in a mobile app can encourage users to become interested in topics that may not garner the general public’s attention- in this case, it’s sustainability. Pairing the Taka Solutions business model with an engaging app to ultimately generate a culture of responsible consumption is, for me, what sets them apart and got my vote to send them to The Venture finals in New York.” Jeremy Lawrence Editor-in-Chief, Esquire Middle East “Taka Solutions’ pitch was confident and engaging. They are bright guys who understand their field. Their work to retrofit buildings with energy-saving solutions is admirable and also very im- portant. However, it’s the develop- ment of a personal app that really won me over; this technology will have a direct impact on peoples’ lives in terms of saving them money and, in a larger sense, helping reduce the world’s carbon footprint and reduce demand. This is scalable, smart, simple, and potentially game-changing.” On its business opera- tions, Taka Solutions has three basic steps: analyze, implement and manage, with an additional rev- enue stream from consult- ing. This entails utilizing technology, “building information modelling (BIM) and energy model- ling” to optimize a build- ing’s energy efficiency by installing IoT sensors to be connected for cloud- based analytics. Engineers can analyze, monitor and predict a building’s real- time energy and display in a user-friendly dashboard or app during its contract. It’s on a paid-from- savings business model, meaning “[the customer] only pays, if we save [en- ergy and cost].” Contract periods are between three to seven years, “so, we’ll go in, and we’ll sign a five-year contract, and we’ll split the savings 50/50 with the owners.” Blaschke says that on av- erage, Taka reduces ener- gy consumption between 20-40%, but what had also stirred The Venture GCC judges’ interests was its free app- which allows users see how to lessen energy consumption at home with an element of gamification. As a B2B en- ergy solutions startup, it’s a B2C approach “closing the gap between consum- ers, buildings, Taka and the environment.” The startup is even in discus- sions with regional utility companies for an app testing phase. For up and coming ‘treps, Blaschke advises that careful consideration is needed before launch- ing a business: “Before you jump in, really take a step back and ask yourself, ‘Are you ready to sacrifice everything you know in your life for this?’ And not just for a week, a month or a year, I mean, really for one to three years, if you had to give up everything that you know in being normal, and go through a lot of pain -mental, physi- cal, emotional, health, relationships- would you do it? And is it worth it?” While he doesn’t mean to sound discouraging, the founder says, “I think they need to understand that this isn’t a walk in a park, especially if you’re doing something that people don’t understand.” He speaks from experi- ence, as Blaschke has been on the receiving end of being talked down on as a startup that’s not just an app or in e-commerce. On that point, he says that if your idea really does solve a problem and adds value, then don’t give up, and encourages to take the support and resources of initiatives for the ecosystem such as TURN8, Impact Hub and in5, which Blaschke now wishes they had taken more advantage of. More- over, he says, “Don’t be so proud to give up some of your company. Don’t think your valuation is $1 billion because Facebook had, or ‘I’ve been working on this thing for three months, taking half of my salary, so it’s worth it’- it’s probably not. Don’t be afraid to give away 30% of your company, if there’s somebody who can help you and has the money, and can enable to grow your business. Take the damn money; take it early, seriously.” Public voting, which will help determine who receives funding from The Venture, begins on May 9, 2016. www.theventure.com

Page 94

Entrepreneur may 2016 94 CODEBREAKER ShortPoint makes website revamps a cinch By Sindhu Hariharan Sami AlSayyed at ArabNet Dubai start it up ecosystem | who’s got VC | Q&A | STARTUP FINANCE ShortPoint team with investors from Dubai Silicon Oasis (DSO), Dubai Technology Entrpreneurship Centre and Tjdeed Technology After starting operations with US$100,000 from their incubator partner Dubai Technology Entrepreneurship Centre (DTEC) in March 2015 (which by itself was a “very long and hard” process), the co-founders then raised pre-Series A over the course of a year, following “almost 100 meetings and pitches.” Ultimately, the startup raised $370,000 from existing investor DTEC, and new patrons Tjdeed Technology in February 2016. images: shortpoint I f you count yourself as one among the code- challenged and find it a struggle to sift through what appears to be lines of gibberish to make modi- fications to your website, Dubai-based web design product ShortPoint may be your answer. Driven by his passion for web designing, having helped “hundreds of people” go live with their websites since he was just 16 years old, ShortPoint’s founder and CEO Sami AlSayyed felt that the tedious process of revamping web pages needed an intervention. This led to ShortPoint, a “cheat code” of sorts for websites- a tool, which when added to existing content management sys- tems and web platforms, could renovate them with- out having to rewrite lines of code. Compatible with platforms like SharePoint, Office 365, Azure Cloud and others, ShortPoint en- ables web design features and components that can be used by a user with zero knowledge of coding. Co-founded by Sami Al- Sayyed, Anas Nakawa, Ser- gii Shekhovtsov and Ala Albatayneh, ShortPoint is now a team of nine, supported by a “large” network of partners and product evangelists. Headquartered in Dubai, with additional offices in Amman, Jordan and Lviv, Ukraine, the company’s current focus is on devel- oping features that would supplement the user experience– a factor they consider imperative in emerging cloud platforms. Having sold the product to schools, universities, large corporates, startups and others, ShortPoint has been operating a revenue-generating model since October 2015 and even counts over ten governmental entities as customers. While the technology is patent pend- ing, the team confesses to have adopted aggressive sales strategies and selling the product early on, to benefit by customer feed- back. This head-on sales strategy also seems to have worked for the upstart: “[We] did a lot of crash meetings here in our area- which means, you drive in your car, spot a logo for a company, park and just dive inside, and show them your product by force. It worked many times,” says AlSayyed. More relentless than this is the startup’s fundraising journey, a textbook lesson of sorts for entrepreneurs

Page 95

may 2016 Entrepreneur 95 “If it is easy, everybody will do it. Do not ever give up or stop. The biggest lessons you will get, is when you fail and make mistakes. Try to spot your mistakes, and think why they happened and attempt to avoid making the same mistake again. Identify the user need then propose a solution.” ON PRICING “The rule is ‘90% fair to customers - 10% profitable to your company.’ This is what you should keep in mind while setting the price for your product or service.” ON THE RIGHT TIME TO LAUNCH “Remember that if you launched a perfect product, you launched too late. Your first launch will never be your final product. In most cases, you will change it entirely. Launch as soon as possible to get feedback. Launch smart, and do not be afraid of getting noticed or someone stealing your idea.” ON STUDYING THE COMPETITION “Know your competitors so well that you even know how much money they are making. You should find an opponent, even if your idea is unique. If there is no competitor, then ask yourself and find an answer to this question: why hasn’t anybody thought about this before? Your response needs to be logical and substantial.” THE ROAD AHEAD Over the course of this year, ShortPoint plans to use the funds from the latest raise to grow their team, improve the quality of the product, open new distribution channels to help reach more custom- ers, and start marketing campaigns aiming to reach 500,000 users by the end of 2016, with 20 Fortune 500 customers. Sami AlSayyed, Founder and CEO, ShortPoint LESSON LEARNED Sami AlSayyed, founder and CEO, ShortPoint Sami AlSayyed at an event on the importance of perseverance for build- ing a company. After starting operations with US$100,000 from their incubator partner Dubai Technology Entrepreneur- ship Centre (DTEC) in March 2015 (which by itself was a “very long and hard” process), the co-founders then raised pre-Series A over the course of a year, following “almost 100 meetings and pitches.” Ultimately, the startup raised $370,000 from existing investor DTEC, and new patrons Tjdeed Technology in Feb- ruary 2016. Recounting the fundraising process, AlSayyed says that it was a huge learning experience that helped them under- stand that scouting for investors needs to begin much earlier than raising funds. “The process will take not less than six months, and you should start as early as possible,” he notes. Making things more difficult for ShortPoint was the technical element of the product. “We are presenting a very techni- cal idea, and to make it even more challenging, our model is B2B- which was a challenge for me, personally, to pitch and sell.” AlSayyed says. What helped the startup make headway in raising funds was the co-founders’ ac- ceptance of the fact that one must keep testing their pitch and keep it flexible to accommodate feedback. “Your audience should understand eas- ily what you do and the problem you are solving in a very straightforward and fun way,” AlSayyed explains. Offering a piece of advice to entrepreneurs looking to raise funds, the resolute entrepreneur says that it’s also critical for a startup to do their own diligence on investors and focus on those who have prior investments in the sector. He considers the timing to be the key when it comes to VC mon- ey: “Do not pitch to VCs if you are still at the idea stage or very early stage. Most VCs want proof that you are growing; it means monthly sales, user acquisition, and a curve to show a monthly increase.” Despite the strong com- petition and crowded web design market that the startup is pitted against, ShortPoint is confident that the quality of results it offers and compat- ibility with numerous platforms give it an edge. The startup has set its sights on reaching a stage where anyone from any background will have no difficulty using their product and will require just “a few minutes” to get acquainted with the design. “We have the technology and we know how to make money out of it,” AlSayyed says. “The only remaining part is to make it user-friendly, and very comfortable to use.”

Page 96

Entrepreneur may 2016 96 Immediacy trumps loyalty If you want to compete with the bigger players, your business can’t just play the “we’re local” card By Adib Samara start it up ecosystem | who’s got VC | Q&A | STARTUP FINANCE The reality today is that small local businesses now have access to the same technology and knowhow as their foreign counterparts, and in many cases similar investment capabilities, and that has evened out the playing field. W ithin the entrepre- neurial ecosystem, I have continuously listened to people advocating support for local businesses, and how it is our duty as members of the commu- nity to endorse our fellow entrepreneurs with their endeavors. “We need to sup- port local startups” is often common rhetoric at these networking events, and the general consensus response seems to be: “We aren’t doing a good job at it.” I have also come across entrepreneurs struggling to grow their businesses who rage at how difficult it is to acquire new customers, and point blame at the community for con- sciously choosing not to aid in their startup’s success. This claim does resemble conversations that have been pervasive in many other markets, and are now part of the larger debate that has emerged within our com- munity as a result of global- ization, foreign investment, the ever-growing community of entrepreneurs, and the emergence of local startups. Although business owners within the ecosystem may have incentive to support local businesses, the reality is that customers do not. “Why should we support lo- cal businesses as opposed to their foreign counterparts?” has been the cornerstone of endless discussions, and we have seen an increasing amount of David vs. Goliath references. There have been a swarm of articles written on how small businesses build local character, strengthen communities, and keep the economy fueled by recy- cling a much larger share of revenues back into the local economy. Throughout history, and more recently Hollywood, we have seen and heard of communities that underwent emotional trans- formations when replacing small mom-and-pop shops with international brands. Not too long ago, I got caught in the Uber vs. Ca- reem conversation, one that is quite common in the UAE. I had shared my experience on social media, and I was openly supporting one busi- ness over the other. What I anticipated to be just another quickly overlooked rant on- line, however, turned into a public forum for others to ex- press their own experiences and offer insights on sup- porting one business over the other. Within a few hours, I had also received messages from both companies regard- ing my stance. Ultimately, the rationale for supporting one over the other was not a debate about the local small business vs. the large foreign counterpart. It had nothing to do with start- up vs. multinational, East vs. West, or Us vs. Them. The conversation was built around a group of customers sharing their experiences with both brands on an even playing field. The discussion covered customer service ex- periences, habits of using one brand “just because,” the lack of awareness of an alterna- tive, and the convenience of the services offered by each business. The conversation was not about supporting a local business just because of its locality. The reality today is that small local businesses now have access to the same tech- nology and knowhow as their foreign counterparts, and in many cases similar invest- ment capabilities, and that has evened out the playing field. As such, the dynamics of the debate has changed, too. The real question we should be asking is: how can local businesses compete with their foreign counter- parts to win over customers? 1. BUILD ON TRUST THROUGH A PERSONALIZED CUSTOMER SERVICE SCHEMA When you deal with larger businesses, they tend to have many of their processes streamlined because of scal- ability, and customer service tends to fall within that trap. Managing customers can be time and energy consum- ing, and as the number of customers increases, many larger businesses begin to manage that growth by de- ploying automated systems. Generic responses through SMS or email templates and rehearsed scripts by detached customer service agents often replace the once-appreciated human touch. > As a small business, you have a chance to give per- sonal attention the way the bigger players can’t. You can invest time in servicing your customers better by letting them learn more about your business and your team. Let your customers know who you are- sometimes familiar- ity and a personal touch

Page 97

may 2016 Entrepreneur 97 Adib Samara has a BA in Political Science and a Master’s in International Law and brings a unique combination of multinational and entrepreneurial experience, having worked across a variety of industries in various capacities. Adib is currently heading Business Development and Franchising at Laundrybox, a UAE-based startup. He was also on the Advisory Board of The Box Self Storage, Sales Advisor for SugarMoo Desserts, and Business Development Director at Salmontini Trading, where he established, structured and implemented the sales and distribution strategies for the brand. Prior to that, he spent his career with Nestlé where he gained solid exposure to various regional assignments in different senior capacities, including human resources and sales development management. If a local business wants to compete in the market, it can no longer look for that locality in itself as a competitive advantage. The playing field has allowed larger businesses to enter the market and provide better quality products and services at more affordable prices. Many small businesses believe that they have leverage over their foreign counterparts just by positioning themselves as being a “local” business. That may only be the case if the local business can claim to have a similar or better offering than its foreign counterpart. develops and escalates the conversation, thereby upping your tailored service offering. When customers personally know the people behind the business, they enjoy a con- nection that they would not otherwise have- one that is built on trust. > Empower your customer service team to build these connections with customers, and give them the flexibil- ity to be more engaged and hands-on. Be more flexible in dealing with issues, and bend the rules if and when you need to. Don’t be afraid to change a return policy or deliver VIP treatment to a customer when least expected. When you person- alize your customer support processes, you’ll better understand what specific customers need and hence you can tailor your services. If you can make this work, your customers will turn into raving fans and motivated brand advocates. 2. BECOME AN ACTIVE MEM- BER OF THE COMMUNITY TO INCREASE YOUR ENTERPRISE’S RELEVANCE If you stop to think about it, you’ll quickly realize that many businesses in our everyday lives are actually small businesses. According to the Dubai Chamber of Commerce, SMEs represent more than 90% of busi- nesses within the market. Yet, many customers are at- tracted to the big businesses and the big brand names without considering their lo- cal counterpart or the many SME options available. > Small businesses are often overlooked because they are not top of mind. Customers don’t know they exist, or if they do, don’t know the value of their service and what it is they actually have to offer. They just assume that smaller businesses will have higher pricing or lower quality products or services- this mindset can be beat by focusing on grassroots efforts. > Instead of using conven- tional channels to market your business, target your efforts to the local com- munity by leveraging on your understanding of the social and business culture. Dedi- cate your focus to winning the market by rolling up your sleeves and getting involved with the community. Build ties with local influencers, connect with your peers through social media, and impact your community by giving back and by being present. Customize services that celebrate local occasions and community-specific events, and be quick at responding to ad hoc circum- stances. Use creative means to build relationships with your customers so that you become a part of their every- day thinking, and they will spread your message to the much larger audience within the market. 3. BEING LOCAL DOESN’T AUTOMATICALLY MAKE YOU BETTER, YOU STILL NEED TO HAVE A DIFFERENTIATOR Many small businesses be- lieve that they have leverage over their foreign counter- parts just by positioning themselves as being a “local” business. They believe that the “local” element will engage community support solely on that basis, and that will translate into an easier time onboarding clients. That may only be the case if the local business can claim to have a similar or better offering than its foreign counterpart. > If a local business wants to compete in the market, it can no longer look for that locality in itself as a competitive advantage. The playing field has allowed larger businesses to enter the market and provide better quality products and services at more affordable prices. So for a local small business to compete, you need to be able to meet those standards and simultaneously try to offer a product or service that a larger business doesn’t. > An example of this USP or differentiator could mean offering a cash payment option when your foreign competitor only uses credit cards, or offering a home delivery or advance booking service when your foreign counterpart does not. What- ever it may be, it is about understanding your local user habits and catering to them in a specific product or service, ergo creating a competitive advantage. We all have a sense of com- munity and we all want to see local businesses succeed, because their successes somehow translate to our overall success as a commu- nity. For those of us within the entrepreneurial ecosys- tem, it ignites hope that the possibilities of this type of success may exist for all of us. The reality is that most customers don’t have that vested interest, and that gar- nering their support revolves around a business’ merit and convenience. If you want customers to support local businesses, you need to be ready to give them a reason to- and that’s a responsibility that we have to shoulder.

Page 98

Entrepreneur may 2016 98 Round up! Online art marketplace Collectionair closes investment By Pamella de Leon start it up ecosystem | who’s got VC | Q&A | STARTUP FINANCE www.collectionair.com Omar J. Sati, Managing Director, DASH Ventures I n an article for Al Arabiya in April, Sultan Al Qassemi, art commentator and founder of the Sharjah-based Burjeel Art Foun- dation, asserts the value of Arab art having an online presence: “If the masses won’t go to the art, take the art to the masses.” And Col- lectionair -a curated platform and market- place for fine art from emerging markets including the MENA region- is perhaps close to it, as it has just received funding support from both twofour54 and DASH Ventures. twofour54 acquired a stake in Collectionair for an undisclosed amount, and the UAE-based startup was previously part of Flat6Labs’ first cycle in 2015. Joining Collectionair’s investors is DASH Ventures, an early-stage VC firm based in Jordan, with Managing Director Omar J. Sati saying that evaluation of the online marketplace and the closing process took just three months, with everything finalized at the end of December last year. Sati also notes the business model of buying and selling art online has been proven through Saatchi Art and Artspace’s acquisitions, with Collectionair’s focus on sourcing art from MENA and market- ing efforts from buyers, collectors and curators from Western markets counting as an “attractive differentiator.” Another factor piquing DASH Ventures’ interest in the enterprise was the founding team, as Sati says that they balance business know-how and art expertise. “DASH Ventures has been exploring the idea of establishing an art fund to invest in works of art as an asset class for some time with a focus on emerging markets and artists. The idea supports our creative industries vertical, where we’ve already invested in projects across the region in the fields of film, theatre, and the performing arts. So, Collectionair came at an opportune time. In fact, DASH’s art fund is still a work in progress, and we made our first art piece acquisition last month. We hope to lever- age the Collectionair platform to sell the artwork down the line to generate returns, once we feel the artist or piece has appre- ciated in value.” Co-founded by Valerie Konde and Olivier Varenne, the pair launched Collectionair after observing that the sector afforded people limited access, since it’s generally private and by-invite only. “[People] often feel intimidated and lost when visiting art galleries or art fairs, and even more when asking questions about the artists, the artwork itself, or even worse, its price,” explains Konde. Collectionair aims to change this by opening up access for all to enjoy art at affordable prices, and hopes to increase visibility for both upcoming and established artists. The online platform invites curators worldwide to showcase artists’ works through online exhibits, and allows users to buy, rent and swap pieces with other members of the site. Collec- tionair also guides new users interested in collecting art from the beginning to end process, while al- lowing experienced art collectors a chance to diversify their collections. Konde advises startups seeking funding “to do their homework and approach in- vestors who would be an obvious right ‘fit’ for their startups. Make sure you have built the right team to make the business succeed before you approach investors. It is important to keep in mind that, for early-stage companies, most investors invest in people first- the team is absolutely key. Be prepared and already have a solid and proven business model, and a minimum of market traction.” After launching and building their MVP, the co- founders began testing and iterating the business model based on user interests. Having a platform that can be on par with global players was important to them, as well as building a sellable brand- and this is when they decided heavy invest- ments were required in people, tech, and marketing aspects of the business. When choosing investors, Konde noted that as an early-stage company, they looked at how well the investors understood their industry and whether they shared a vi- sion to get their support as a sounding board for key decisions. According to the founders, the capital will go towards team expansion, developing Collectionair’s base of art-sourcing partners, forming associa- tions in sale and supply departments, and marketing efforts in a bid “to build a sustainable sales pipeline and prove our potential for growth.”

Page 99

Page 100

OYSTER PERPETUAL DAY-DATE