The Most Remarkable Managing Directors in the Middle East August2024

The CIO is no longer just a . They are a TECHNOLOGIST strategic , BUSINESS LEADER driving digital transformation and .INNOVATION

Movang Teams Through Clear Direcon

MDsare,foremost,driversofcompaniestoward

success:theyaretheheadsofbusinesseswho havecontrolovermajordecisions,strategy formulation,andrunningoftheorganization.Toour surprise,researchprovedthateffectiveleadershipincreases thecompany'sperformancebyupto30%.Andhence, havingastrongMDatthehelmmakesallthedifference.

TheroleofanMDisratherbroad.Theymanagetheday-todayrunningoftheirorganization,financialcontrolandthe planningforbusinessgoals,andmanageteams.Arecent studyhasindicatedthat75%ofworkersaremoremotivated iftheyknowwhatdirectiontheircompanyisheaded,often describedandcommunicatedthroughanMD.The relationshipbetweenleadershipandengagementhelpsto buildapositiveworkculture.

TheMDsalsohavetheroleofpresentingthecompanies beforethestakeholders,investors,andthepublic.Itis thereforethathoweffectivelytheMDcancommunicate wouldhaveaverybigimpactonthereputationandgrowth ofthecompany.Infact,LinkedInhighlightedinoneofits studiesthat92percentofexecutivesbelieveleadershipcan successfullyfindthewayinthecurrentfastmarket.

Besidesstrategicandoperationsmanagement,anotherthing thatMDswillhavetopayattentiontoisadjustingtoreality inthemarket.Thespeedwithwhichtechnologyiscoming upmeansthatanMDalwayshastostayabreastoftrends.A proactiveMDwouldbeabletocapitalizeonnew

technologicaltoolsandinnovationsinordertocreatebetter efficiencyandspurexpansion.

Simplyput,managingdirectorstaketheleadinguiding organizationsthroughtoughtimesandopportunitiesalike. Leadershipbymanagingdirectorshasdonemorethanmold thecultureofcompanies;itfocusesonachievingsuccess overlongstretchesoftime.

Thelatestissueof The Most Remarkable Managing Directors in the Middle East byTheCIOWorldfeatures leaderswhohavedemonstratedexceptionalcapabilitiesin navigatingthecomplexitiesoftoday’sbusinesslandscape. TheseMDshavenotonlyadaptedtorapidchangesbut havealsoleveragedtheiruniqueskillstodriveinnovation andfosteraresilientorganizationalculture.

Haveagoodreadahead!

Winning on the Shelf and Driving Impactful Brand Activations

Connecting People Through World-Class Events and Building a Customer-Centric Events Business Model

24. Mike Rich

Mazen Abdulaal 20. 16. 30. Jamal Alturaby

34. Venkatesh Rao 38.

Leading Unique Group’s Emergence as the Most Reliable Integrated Engineering Solutions Provider

Leading Marketing Strategist Promotes Global Growth and Innovation CXO

How to Become a Successful Managing Director: A Comprehensive Guide

Re-Appointment of Managing Directors: What Companies Should Consider

Navigating the Role and Top Challenges Faced by Executive Director Jobs

- Anand Mahindra

Editor-in-Chief

Deputy Editor

Managing Editor

Assistant Editor

Visualizer

Art & Design Head

Art & Design Assitant

Business Development Manager

Business Development Executives

Technical Head

Assitant Technical Head

Digital Marketing Manager

Research Analyst

Circulation Manager

Eric

Richard

Abdulrahman Alzaid Director General, Internaonal Cooperaon and Communicaons

Jamal Alturaby Founder and CEO

Jamil Adra

Managing Director

Jang Shabbir

Managing Director | Head of Real Estate

Valuaon & Advisory

Mazen Abdulaal

Managing Director

Omar Mahdi

Managing Director

Salah AlShehab

Managing Director

Ministry of Human Resources and Social Development - KSA hrsd.gov.sa Company

The Future Event Media & Producons thefuture-event.com

OBM Internaonal obmi.com

ValuStrat alkifah.com.sa Brand Partners bp.me.com

ICAD-KSA icad.com

AlKifah Holding alkifah.com.sa

Abdulrahman Alzaid champions internaonal cooperaon, enhancing communicaon strategies to foster development and strengthen relaonships within the Ministry of Human Resources in Saudi Arabia.

Jamal Alturaby excels in creang impacul events, connecng industry leaders and fostering collaboraons that drive innovaon and growth in diverse sectors globally.

Jamil Adra is a dynamic entrepreneur focused on delivering exceponal value through strategic partnerships and innovave soluons within the internaonal business landscape.

Jang Shabbir combines experse in real estate valuaon with strategic advisory services, guiding clients through complex market dynamics to achieve their investment goals.

Mazen Abdulaal is an innovave leader, fostering growth and collaboraon in the Middle East's dynamic business landscape through strategic iniaves and partnerships.

Omar Mahdi is a results-driven strategist, commied to advancing business objecves through innovave approaches and strong stakeholder engagement in the Saudi Arabian market.

Salah AlShehab is a forward-thinking leader, dedicated to driving growth and innovaon within his organizaon, while fostering strong relaonships across various sectors.

Shakeeb Kazmi

Managing Director

Venkatesh Rao

Managing Director of Middle East

MCI wearemci.com

Unique Group uniquegroup.com

Shakeeb Kazmi is a passionate advocate for transformave experiences, driving success through creave strategies and exceponal service in the events and communicaons sector

Venkatesh Rao is a visionary professional dedicated to enhancing operaonal efficiencies and delivering tailored soluons that meet the evolving needs of clients across various industries.

Mazen Abdulaal Managing Director Brand Partners

Mazen Abdulaal

Winning on the Shelf and Driving Impacul Brand Acvaons

The Most Remarkable Managing Directors in the Middle East

Leveraging Technology, Global Best Practices, and Clear Communication to Drive Success!

CharlesDarwinoncesaid,"Itisnotthestrongestof thespeciesthatsurvives,northemostintelligent thatsurvives.Itistheonethatismostadaptableto change."Thissentimentholdstrueinthebusinessworldas well.Companiesthatfailtoadapttochangingmarket conditionsriskbecomingobsolete.

Successoftenhingesontheabilitytoadapt,innovate,and leadwithconviction.Asindustriesevolveandmarkets shift,companiesmustconstantlyreinventthemselvesto stayrelevantandcompetitive.Butcanstrongleadership andinnovativethinkingtrulyrevolutionizethebusiness landscape?

MeetMazenAbdulaal,theManagingDirectorofBrand Partners,whofirmlybelievesso.Withovertwodecadesof experienceinFMCG,hisjourneyfromMedinaCitytothe forefrontofbrandexcellenceisnothingshortof inspirational.

ArmedwithabachelordegreeinComputerScienceandan MBAinMarketing,heembarkedonacareerspanning variousroles,fromITtosupplychaintosales,andbeyond. Hispassionforaddressingindustrychallengesledhimto foundBrandPartnersin2006,drivenbyacommitmentto in-storeexecutionexcellenceandcustomerexperience enhancement.

AtBrandPartners,Mazen'sleadershipphilosophyisclear: focusondigitizingprocesses,acceleratingspeed-to-market, andexecutingwithexcellencewhileoptimizingthe businesscosttoserve.Hechampionsapurpose-ledculture whereeveryteammember'sgrowthandwell-beingare prioritized.Underhisguidance,BrandPartnershasbecome abeaconofinnovation,leveragingtechnologyandglobal bestpracticestodriveimpactfulbrandinstoreexecution excellenceandconsumer/shopperengagement.

Hisvisionisrootedinthebeliefthatpeople,systems,and processescanmakeallthedifferenceinbusinesssuccess. Withadeepunderstandingofthemoderneconomy,hehas ledBrandPartnerstoforgesolid,long-termpartnerships withover100brandsinKSA.Theircommitmenttoin-store executionexcellenceandtheperfectstorejourneyhas transformedtheshopper'spathtopurchase,ensuringbrands standoutinacompetitivemarket.

AsaCertifiedBoardDirectorandachampionof

transparency,honesty,andrespect,hisleadershipsetsthe standardforexcellenceintheindustry.Throughmeticulous planning,clearcommunication,andarelentlesspursuitof change,hecontinuestosteerBrandPartnerstowardnew heightsofsuccess.

Let us explore his journey:

TheRoleofBrandPartnersandEffectiveLeadership

Mazen,recountingtheinceptionstory,highlightsthecrucial roleofbrandsinanygo-to-marketstrategy,highlightingthe needforstrategiccollaborationwithBrandPartners.Their partnersspecializeinoptimizingin-storeexecutionto ensuremaximumvisibilityandasolidimpactatthe momentoftruth.i.e.,theshelf.

Dedicatedtocoordinatingflawlessin-storeexecutions, BrandPartnersenhancethebrand'sretailpresenceby focusingonproficiencyineveryaspectofin-store operations.Theirmeticulousplanning,seamless implementation,andcontinuousimprovementeffortsare centraltoachievingin-storeexecutionexcellenceand resonatingeffectivelywithconsumers.

Moreover,thefirmguidesbrandsfromvisibility conceptualizationtoexecution,playingavitalroleinbrand activationtodriveconsumerengagementandofftakefrom theshelf.Theircomprehensivego-to-marketsolutions leverageexpertiseinin-storeexecutionexcellenceto elevatetheretailexperienceforbothbrandsandconsumers.

Intermsofleadershipwithintheorganization,aproactive approachisdeemedessential.Effectiveleadersprioritize clearcommunicationandalignmentofbusinessobjectives acrossalllevels,promotingacultureoftransparencyand accountability.Implementingaround-tableleadership structuredecentralizesdecision-makinganddefinesroles clearly.

Furthermore,effectiveleadershiprecognizesthe significanceoffrontlineemployeesindrivingbusiness success.Byempoweringfieldforceexecutivesand providingnecessarysupportandresources,leaders maximizeoperationalefficiencyandcustomersatisfaction.

Inadditiontoencouragingasupportiveworkenvironment, effectiveleadersencouragetransformationandidea-sharing amongteammembers,tappingintovaluableinsightsfor continuousimprovement.Ultimately,theystrivetocreatea cultureofcollaboration,innovation,andefficiencywhere

everyteammemberfeelsvaluedandempoweredto contributetotheorganization'ssuccess.

StimulatingPurposeandResilience

Mazenillustratesthechallengesofmaintainingselfmotivation,especiallyinaleadershiprolewithinhis organization,whereheservesasthefounder.Despite havingateamofadvisors,henotesthathisdriveoriginates fromapersonaldreamratherthansolelyfocusingon businessobjectives.Thisdreamisintricatelyconnectedto thecompany'spurpose,particularlyinprovidingcareer opportunitiestoindividualsfromdiversebackgrounds.

Duringarecentmeetingwithhismanagementteam,Mazen posedathought-provokingquestiontounderscorethe significanceoftheirmission:whoamongthemwouldwant

theirchildrentopursuecareersasmerchandisers?None raisedtheirhand,highlightingthedisparityinopportunities facedbyindividualsfromlessprivilegedbackgrounds, oftencategorizedas"blue-collar"workers.Heexpressed disdainforthistermduetoitsconnotationsof discrimination.

Hismotivationstemsfromwitnessingthepositiveimpact hiscompanyhasonthelivesofitsemployees.Observing theseindividualsthrivedespitetheirsocioeconomic limitationsinspireshimtocontinueenrichingasupportive culturewithintheorganization.Givingbacktosociety servesasadrivingforcebehindhispassionforcreating opportunitiesforthosetraditionallyoverlookedinthejob market.

Mazenacknowledgesthediscrepancybetweenmotivational rhetoricandcorporateloyalty,notinghowspeakersoften advocateforpersonalempowermentyetaltertheirstance whenrepresentingcorporateinterests.Hebelievesin instillingasenseofownershipamongemployees, encouragingthemtotreatthecompanyastheirown business.Thismindsethascontributedtothecompany's resilience,asevidencedbyitsdecisiontoretainallstaff membersduringthechallengesposedbytheCOVID-19 pandemic.

Forhim,employeestranscendnumericalfigures;theyare valuedmembersofacohesivefamily Thecompany's dedicationtosupportingitsemployees,particularlythose facinghardships,isexemplifiedthroughinitiativeslikethe companyfamilyfund.Suchpracticesnotonlycultivate loyaltybutalsoattracttop-tiertalent,ensuringthe organization'slong-termsuccessinacompetitive landscape.

Ultimately,hisleadershipjourneypromotesthesignificance ofpersonalpassionandasenseofpurposeindriving success.Byprioritizingthewell-beinganddevelopmentof histeam,hehascultivatedacultureofbelongingand resilience,propellinghisorganizationtowardsitsgoals despiteexternalchallenges.

InsightsintoOrganizationalSuccess

Inhisjourney,Mazenhasaccumulatedawealthof knowledgeandexperienceacrossvariousprominent organizations,significantlycontributingtohis achievements.Thisdiversebackgroundhasenabledhimto establishstrongdifferentiationcomparedtohiscompetitors, particularlyintermsoftechnologicalandgeneralbusiness capabilities.

Throughhisexperiencespanningdifferentfunctionsand categorieswithintheindustry,hepossessescomprehensive insightsintotheentiresupplychaincycle.This encompassesunderstandingtheperspectivesofretailers, brandowners,andmarketersandleveragingtheseinsights towardscommonobjectives.Additionally,hehasnavigated thecomplexitiesofdiversemarkets,cateringtovarious shopperprofilesandadaptingtodifferentculturalnorms andbusinesspractices,suchasthefast-pacednatureof Americancompaniesversusthemoreconservative approachofEuropeanfirms.

Maintainingadelicatebalancebetweenculturalnuances andcreatingacohesiveorganizationalculturehasbeen instrumentalinhisjourney.Heemphasizestheimportance ofimplementingeffectivegovernancestructureswithin companiesandstrengtheningasenseofownershipamong employees.Hiscontributionshaveledtosignificantsales growth,withatrackrecordofachievingincreasesinsales revenueforthecompanieshe'sbeenassociatedwith.

AdaptingtoGrowth

Mazendisplaysthedifferencebetweenpersonalfulfillment andorganizationalgrowthwhiletalkingaboutgrowth plans.Growthforafirmisimportant,buthealsounderlines theneedtomakesurethatthisgrowthresultsinreal advantagesforthepeoplewhoworkthere.Thisviewpoint stresseshismethodicalapproachtoencouragingbothcareer advancementandpersonalsatisfactioninthebusinesseshe workswith.

Hefurtherhighlightstheinitialphaseofoperations,where thefocusshiftedfromprioritizingthebottomlineto emphasizingthetopline.Thisstrategicpivotcentered aroundacquiringtoptalent,settingclearagendas,aligning businesscommitments,executingwithexcellence,and establishingtheBrandPartnersmodel.Asthecompany expanded,sustaininggrowthamidstdynamicmarket changesposedchallenges.Byremainingneutraland detachedfromspecificdistributors,thecompanycould executeagilelyacrossvariousindustries,includingmobile, consumerappliances,andFMCG.Thisflexibilityenabled themtocatertodiverseclients,rangingfromhypermarkets toconsumerelectronicsstores,mobilebrands,andFMCG retailers.

Mazenunderscorestheimportanceofcontinuouslearning andadaptation.Drawingwisdomfrompersonalexperiences andteachings,heemphasizesthatstagnationinlearning leadstopersonaldecline.Therefore,acommitmentto

ongoingeducationandinnovationiscrucialforsustained successinarapidlyevolvingbusinesslandscape.

Withthesestrategiesinplace,thecompanyhassuccessfully navigateditsgrowthtrajectory.However,Mazen acknowledgestheneedfordoubledeffortstomaintainthis growthmomentum,especiallyamidstaconstantlychanging marketenvironment.Despitethechallenges,thereis optimismaboutthecompany'sabilitytobuilduponitssolid foundationandcontinueexpandingintonewindustriesand markets.Thisgrowthnotonlyreflectstheeffectivenessof thestrategiesimplementedbutalsounderscorestheleader's dedicationtocontinuousimprovementandinnovation.

APathwaytoBusinessGrowth

Mazenillustratestherolethatinventivenessplaysin nurturinggrowthandthesignificancethatitholdsinall corporateactivities.Accordingtohim,originalityisthe processofenhancingexistingcomponentsbyintegrating newones.Heusesinventivetechniques,suchascombining breadandbuttertomakebao,tocontrastconventional procedureswiththisidea.Heclaimsthattheseimaginative modificationsperfectlycapturethespiritofinvention. Mazenthenaffirmsinhisconclusionthatthisviewpoint captureshisideaofinnovationandaccentuatesthecritical rolethatinnovationplaysinsupportinggrowthandsuccess insideenterprises.

CultivatingaMotivatedWorkEnvironment

Instatingthesignificanceofnurturingamotivated atmospherewithintheorganization,Mazenunderlines variouspracticesandinitiativesaimedatcultivatinga positiveworkculture.Eventssuchaspicnicsandboss partiesarestrategicallyorganizedtoupliftmoraleamong employees.Moreover,theorganizationimplementsa rewardsystemtoacknowledgeexceptionalperformance, withincentivesforthosewhoexceedexpectations.

Anopen-doorpolicyisactivelypromotedtoencourage communicationacrossalllevelsofthecompany, underscoringitsvalueinfacilitatingtransparencyand participation.Regardlessofnationalityorhierarchy,respect servesasafundamentaltenetofthecompany'sculture, advancingasenseofinclusivityandmutualregard.Central totheorganization'scultureisitspurpose-drivenethosand executionstyle.Ratherthanfocusingsolelyonmeeting objectives,theemphasisliesonachievingexcellenceand instillingasenseoffulfillmentandalignmentamong employeeswiththecompany'smission.

Preservingtheintegrityofthecultureisofparamount importance,withzerotoleranceforanybreachesofthe codeofconductortrust.Topmanagementsetsclear expectationsinthisregard,leadingbyexampleand upholdingethicalstandards.Additionally,commemorating accomplishmentsandparticipatinginculturaleventslike Ramadanserveassignificantmotivatorsforemployees. Maintainingcloseconnectionswiththefieldforceand embracinganinvertedpyramidmindsetfurthercontribute tonurturingmotivationwithintheorganization.By prioritizingemployeewell-beingandfosteringacultureof recognitionandinclusivity,theorganizationendeavorsto createaworkenvironmentwhereindividualsfeelvalued, engaged,andinspiredtocontributetheirbest.

InsightsforAspiringEntrepreneurs

Inhisadvicetoaspiringentrepreneurs,Mazenstatesthe importanceofexpertiseandcontinuousimprovement.He advocatesforactionoverperfection,suggestingthat progressshouldalwaystakeprecedenceoverthepursuitof flawlessness.Hestressesthesignificanceofincremental advancement,statingthataslongastomorrowshows improvementovertoday,itsignifiessuccess,regardlessof pastperformance.Heunderscorestheimportanceofstaying ontherightpath,cautioningagainstbeingswayedby fleetingtrendsorindustrialprospects.

Regardingbusinessdecisions,Mazenassertsthatthereare noinherentlyrightorwrongchoices;rather,judgment shouldbebasedonvalues,culture,ethicsandbusiness objectives.Heacknowledgesthediversityinleadership styles,advocatingforauthenticitywhilediscouraging arroganceandstubbornness.Headvisesentrepreneursto remainopentoothers'perspectiveswhilestayingtrueto theirbeliefs.Furthermore,heindicatesthenecessityof collaboration,emphasizingtheneedforacompetentteam toachievesuccessinbusinessendeavors.Hehighlightsthe importanceofsurroundingoneselfwithcapableindividuals andeffectiveleaderstonavigatethecomplexitiesof entrepreneurship.

The Internet is becoming the town square for theglobal viage of tomorrow.

- Bill Gates

How to Become a Successful Managing Director: A Comprehensive Guide

BecomingasuccessfulManag-

ingDirector(MD)requiresa uniquecombinationof leadershipskills,businessacumen,and industryexpertise.Asoneofthemost multi-facetedrolesincreativemarketingmanagement,theMDmustexcelat engagingteams,drivingcommercial success,fosteringcreativity,and settingstrategicvision.Here'sa comprehensiveguideonhowto becomeasuccessfulManaging Director:

1.DevelopEmotionalIntelligence andLeadershipSkills

Emotionalintelligence(EQ)isa criticaltraitforeffectiveMDs.They mustbeabletobuildtrustwith colleaguesandclients,develophighperformingteams,andensuresuccessfuloutcomes.SuccessfulMDsexude positivity,encouragement,and authenticitytogalvanizeteamsbehind asharedvision.Theyprovidetough feedbackwhileempoweringpeopleto dobetter,makingthemfeelmentored ratherthanfailures.

2.GainExtensiveBusinessand IndustryExperience

MDsneedatleast10yearsofmanagementexperienceandadditional

industryexperience.Theymust understandthefinancialrealities, appreciatetheirteam,andmake challengingdecisions.Pursuinga bachelor'sdegreeinabusiness-related fieldlikebusinessadministrationor managementisagoodstartingpoint. MostMDsalsoneedamaster'sdegree inabusinessprogramtoexpandtheir skillsinmanagement,finance,and otheradvancedbusinessprinciples.

3.DevelopaStrategicMindset

SuccessfulMDsapplyrigorous forwardthinkingtoallbrandcommunications.Theycananalyzeinformation,distillitintoorganizingprinciples,anddistinguishbetweennice ideasandmemorablecampaigns.MDs mustbeabletoevaluatedifferent scenarios,considerpotentialoutcomes, weighrisks,andformulatelong-term plans.

4.HoneCommunicationand InterpersonalSkills

AsakeyinterfacebetweentheCEO, clients,andemployees,MDsmustbe excellentcommunicators.Theyneedto conveytheirvision,motivateteams, andbuildrelationshipswithvarious stakeholders.SuccessfulMDspractice verbalandwrittencommunication skillstoensuretheirmessagesare clear,concise,andimpactful.

5.SeekMentorshipandFeedback

Mentorshipfromexperiencedprofessionalswhohaveheldsimilarrolescan provideinvaluableguidanceand insights.Mentorscanofferpersonalizedadvice,shareexperiences,and providefreshperspectivesoncareer trajectories.SuccessfulMDsalso encourageacultureoffeedbackwithin theirorganizationsandseekinputfrom theirteam,peers,andmentorstorefine theirleadershipapproachandevolveas leaders.

6.DevelopaStrongPersonalBrand

Astrongpersonalbrandrepresentsan MD'sreputationandthevaluethey bringtoanorganization.Successful MDscultivateaprofessionalonline presence,showcasetheirachievements,skills,andthoughtleadership, andestablishastrongbrandtostand outandattractopportunities.

7.EmbraceaGlobalPerspective

Intoday'sinterconnectedworld, companiesoftenoperateonaglobal scale.Understandinginternational markets,culturalnuances,andglobal trendscansetanMDapartand demonstrateforward-thinkingleadership.Seekinginternationalassignments orcross-culturalexperiencescanhelp broadenone'sperspective.Becominga successfulManagingDirectorrequires alifelongcommitmenttolearning, development,andcontinuousimprovement.Bymasteringemotional intelligence,businessacumen,strategic thinking,communicationskills,and interpersonalrelationships,aspiring MDscanpositionthemselvesfor successinthischallengingyet rewardingrole.

Success is not how high you have climbed, but how you make a positive difference to the world.

- Roy T. Bennett

Jamal Alturaby

Connecting People Through World-Class Events and Building a Customer-Centric Events Business Model

We'reconnectingpeople throughinnovative,worldclassevents.Withcontagiousenthusiasm,JamalAlturaby describeshisdrivingmissionasthe CEOandFounderofTheFuture EventMediaandProductions(TFE). After19yearsintheeventsindustry, thisproactiveleaderhasbuilta customer-centricbusinessmodel focusedonprogressiveproductionand experience.

,TheFutureEventwasestablishedwith thegoalofcombiningtraditionalevent planningwithnewmediacreation, adaptingtothechanginglandscapeof digitalmediaandtechnology.Now, underJamal'sleadership,TFEhas emphasizedpersonalizedone-on-one businessmeetings,creatingaunique approachintheindustry.

Hehassuccessfullyimplemented changemanagementstrategies, includingtheadaptationtohybrid eventsolutionsthatintegratein-person andvirtualeventcapabilities.This initiativewascriticalduringthe pandemic,allowingTFEtosurviveand growbymeetingthenewneedscaused byCOVID-19restrictions.He maintainseffectivecommunicationand coordinationacrossdepartments throughhonestyandtransparency.

Resilience, discipline, and consistency are key to measuring the KPIs of my leadership to achieve our goal. Be approachable, transparent, and ethical in your decision-making.

Keyperformanceindicatorslikeevent attendance,sponsorships,ticketsales, andattendeefeedbackhavedemonstratedthevalueofTFE'sproactive focusonvirtualevents.Jamalclosely monitorsthesemetricstogauge leadershipachievementandguidethe company'sstrategicdirection.

Withacareerspanningfromevent coordinatortoCEO,theEgyptian nativehascultivatedakeenabilityto foreseeindustryshiftsandposition TFEattheforefront.Hisleadership approachbalancesabusiness-driven mindsetwithcreativethinking, allowingTFEtocontinuouslyinnovate basedonmarketneedsandaudience expectations.

Whetherdeliveringaprestigious corporatesummit,animmersive productlaunch,oranattentiongrabbingexperientialactivation,TFE

succeedsbyprioritizingquality productionandexecution.Jamal’s sightsaresetoncontinuedexpansion intonewgeographicmarketsandevent categories,withthegoalofconnecting peopleinbiggerandmoreinnovative waysthroughsharedeventexperiences.

Below are the interview highlights:

Couldyougiveourreadersan insightintoyourcompanyandits inceptionstory?

TheFutureEventMediaandProductionsisacompanyspecializingin organizingandproducinghigh-quality eventsandmediacontent.Itsinception tracesbacktoavisionofcreating innovativeandbusiness-driven experiencesthatcombinebothunique conferencesandexhibitionconcepts

withidealcustomerprofilesfor solutionproviders.

AsoneofthefoundersofTheFuture EventMediaandProductions,wewere inspiredbytheevolvinglandscapeof digitalmediaandtechnologyandthe growingdemandformarketingand demandgenerationinbusinesses. Recognizingthepotentialtomerge traditionaleventplanningwithmodern mediaproduction,theysetouttobuild acompanythatcoulddeliverunique andmemorableevents.

Fromitsearlydays,TFEfocusedon integratingthelatestconceptsto connectbuyersandsolutionproviders ononeplatform,focusingpurelyon connectingthemfor1:1business meetings.

Canyoudescribeachallenging decisionyouhadtomakeasa ManagingDirectorandhowyou navigatedthroughit?

ByMarch2020,itwasclearthatthe pandemicwasnotashort-term disruption.Ourrevenuestreamsfrom liveeventsdriedupalmostovernight, andcancellationspouredin.The financialoutlookwasgrim,andthe uncertaintywaspalpable.Wehadto makeadecision:continuetohopefora quickrecovery,whichseemed increasinglyunlikely,orpivotour businessmodeltofocusonvirtual events,afieldwherewehadlimited experience.

Whenmarketsopenedandwewent backtothenewnormal,market consumerbehaviorwasstillontherise forvirtualevents.Wecapitalizedon thatopportunityandlaunchedour“GoPrivateDivision,whichwasprimarily designedtocatertosolutionproviders reachingouttotheirexacthand-picked targetaudiencebycreatinganexceptionalenvironmentfor10to50C-level executivesfromcompaniesofyour choice.FromRoundTablediscussions

toBusinessExchangemeetingsand muchmore,we'reatascalingpoint.

Today,ourGo-Privatedivisionstill remainsaprominentpartofthe company,asenterprisesandsolution providersalwayspreferredtheformat presentedratherthanattendinggeneral industryevents,whichwereopento all.Wecontinuewithourcommitment toenhancingtheprivateeventssector andaimtobehouseholdnamesinthe space.

Howdoyouapproachsetting strategicgoalsandobjectivesfor yourorganization?

Wesetstrategicgoalsandobjectives forTheFutureEventMediaand Productionsthatinvolveastructured approachthatalignswithourcom-

JAMAL ALTURABY Founder & CEO The Future Event Media and Producons

pany'svisionandmarketrealities.We definedourvision,mission,andvalues. WesetSpecific,Measurable, Achievable,Relevant,andTime-bound goalsthatwehaveachievedtoday beyondwhatweimagined.

Whatmethodsdoyouusetoensure effectivecommunicationand alignmentacrossthedifferent departmentsunderyourleadership?

Webelieveinhonestyandtransparency,whichhasledusalongway

Canyoushareanexampleofa successfulchangemanagement initiativeyouimplemented?

PivottoHybridEventSolutions:One ofthemostsuccessfulchangemanagementinitiativesIimplementedwasthe

strategicpivottohybrideventsolutions.Thisinitiativewasdrivenbythe evolvinglandscapeoftheevents industry,acceleratedbytheCOVID-19 pandemic,whichnecessitatedablend ofin-personandvirtualeventcapabilities.

Howdoyouprioritizeandallocate resourcestodrivegrowthand profitabilityinyourrole?

Weusuallystartbyconductinga comprehensiveassessmentwhile settingclearstrategicgoals.Flexibility andadaptabilityarekeydrivingfactors

thatwereliedonandprovedtobe helpful.Westillhavealotofroomfor improvementandlearningfromour peersandcolleaguesintheevent industry.

Whatstrategiesdoyouemployto fosterapositivecompanyculture andmotivateemployees?

ThemanagementatTFEsolicits employeefeedbackandactsonit.We beginbybeinggoodlisteners.We stronglysupportwork-lifebalance.Be approachable,transparent,andethical inyourdecision-making.Weshowour

appreciationforhardworkand dedication.Weembraceagrowth mindsetandencouragelearningand development.

Howdoyoustayinformedabout industrytrendsanddevelopmentsto makeinformeddecisions?

LinkedInandGooglearecombined withregulartraveltoattendevents.

Howdoyoumeasurethesuccessof yourleadership,andwhatkey performanceindicatorsdoyoufocus on?

Resilience,discipline,andconsistency arekeytomeasuringtheKPIsofmy leadershiptoachieveourgoal.Inthe eventsindustry,it’sallanumbers game.Numberofevents,attendees, sponsorships,ticketsales,positiveand constructivefeedback,andmuchmore. We’reslowlyheadingtowardsafuture withopenpossibilities.

The true test of compliance is not just meeting regulatory requirements but exceeding them with ethical excellence.

Journey of Resilience, Innovation, and Customer-Centric Growth Strategies

Astheindustryevolves,competentmarketing expertsarecrucialfororganizationalexpansion. Theystrivetogetacomprehensivegraspofbrand creation,salesmanagement,product,anddistribution management,andcustomerservice.

Theirleadershipphilosophyhighlightsthevalueofbeing uniqueandquestioningtheestablishednorm.They demonstrateempathyandexcellentcommunicationby addressinglayoffswithcareandopennesswhilestill preservingteammoraleandtrustduringdifficulttimes.

MikeRich'sprofessionaljourneyepitomizesresilienceand strategicaptitude.Starting24yearsago,workinginalocal F&Boutlet,MikenowservesastheGroupChiefMarketingOfficerforAramex.Overseeingateamofover500 employees.

Hisextensiveexpertiseacrosssectorsandlocationshas polishedhisstrategicprowess,allowinghimtodrive tremendousdevelopmentandinnovationatAramex.His backgroundincludesdigitalandgrowthmarketing,brand management,sales,dataanalytics,andcustomerexperience.

Aramex,establishedin1982,offersacomprehensiverange oflogisticsservices,includinginternationalanddomestic expressdelivery,integratedlogisticssolutions,consumer retailservices,ande-commercesolutions.Hisaimistolink theglobebyfosteringdevelopmentandprosperityfor businesses,people,andcommunitiesthroughinnovation andconsumerhappiness.

Mikeoweshisbusinessenergytohisfather Thismentality inspiredhimtostartotherenterprises,includingacomputer store,asportsshop,restaurants,amarketingfirm,anda sushibar.Hedevelopsaninnovativecultureinsidethefirm byfosteringnewideasandcontestsamonghisteam members.

Lookingahead,heplanstoimprovethecustomerexperienceandsustainabilitythroughprojectssuchasautonomousdeliveriesandthegrowthofAramex+.Andalsoa subscription-basedserviceforsocialsellersandinfluencers. Heaspirestoleavealegacyofkindness,environmental consciousness,andinspirationforfutureleaders.

Here are some interview highlights:

Canyouprovideabriefoverviewofyourprofessional journeyandyourcompany’scontributiontothe businessworld?

Myjourneyhasbeennothingshortofextraordinary.Itall began24yearsagowhenIstartedoffwashingglassesina localF&Boutlet.Fromthesehumblebeginnings,Inow findmyselfatthehelmofatalentedteamofover500 rockstarsinmyroleasGroupChiefMarketingOfficerfor Aramex.Thisremarkableascentisatestamenttothepower ofperseverance,strategicthinking,andanunwavering commitmenttoexcellence.

Foundedin1982asanexpressoperator,Aramexhas evolvedintoagloballogisticspowerhouse.Withmorethan 600officesspreadacross65countries,wedelivera comprehensiverangeoflogisticsservicesandtransportationsolutions.Ourspecializedofferingsincludeinternationalanddomesticexpressdelivery,freightforwarding, integratedlogisticssolutions,consumerretailservices,and e-commercesolutions.AtAramex,ourmissionisto connecttheworld,fosteringgrowthandprosperityfor businesses,employees,andcommunitiesalike.Oursuccess isdrivenbyapassionforinnovation,anentrepreneurial spirit,andanunwaveringfocusoncustomersatisfaction.

Mycareerjourneyhasbeenequallydynamicanddiverse.I bringover20yearsofseasonedexpertiseacrossvarious domains,includingdigitalandgrowthmarketing,brand management,sales,datainsights,andcustomerexperience. Eachstepofmycareerhasbeenmarkedbystrategic acumen,turningchallengesintoopportunitiesforgrowth andsuccess.

Throughoutmycareer,Ihavemadeasignificantimpact acrossinternationallandscapes,includingtheMiddleEast, Africa,Asia,Oceania,theUS,theUK,andEurope.My extensiveexperiencespansavarietyofindustriessuchas leisure,F&B,logistics,andloyalty,whichhasenrichedmy insightsandhonedmystrategicprowess.

Iamaferventadvocatefordigitalinnovation,consistently pioneeringwithadigital-firstphilosophyandembracing calculatedrisksthatpushtheboundariesofwhat'spossible.

Mystrengthliesinblendingdata-driveninsightswith creativesolutions,enablingmetonavigatetheeverevolvinglandscapeofmodernbusinesswithagilityand foresight.

Insummary,IamMike,astrategicthinker,aninnovation champion,andagrowthdriver.Myjourneyfromwashing glassestoleadingaglobalmarketingandcustomer experienceteamatAramexisastoryofrelentlessambition andapassionformakingadifference.

Whohasbeenyourgreatestsourceofinspirationin yourcareer,andwhy?

Idon'twanttobeclichébymentioningfigureslikeElon Musk,RichardBranson,orSteveJobs,althoughIhave learnedalotfromthemandtheyhaveinspiredmetobe different.Forme,itallstartedwithmyfather

Hewasanentrepreneurwhostartedhisownsuccessful businesslaterinlife,supportingourfamilyandgivingme theopportunitytolearnalot.Heinstilledthespiritof entrepreneurshipdeeplyintomyveins.

Thisentrepreneurialspiritledmetostartmyowncomputer businessattheageof15,workingfromschool.Fromthere, Iwentontoopenmyownsportsshop,twoverysuccessful restaurants,amarketingagency,asushibar,andmanyother ventures.Istronglybelievetheseexperienceshavesetme apartfrommanyothersandhavemademethepersonIam today

Unfortunately,myparentspassedawaywhenIwasvery young.Itwasthenthatmybrother-in-law,Gary,steppedin. Ihavealwayslookeduptohim,andIstilldo.Iwasalost souldestinedforfailure,buthewasalwayswillingto support,investin,andguideme.Alongwiththeunwaver-

ingsupportofmytwosisters,Iwasbackedbyapowerhouseoffamily.Withsuchastrongfoundation,howcouldI notsucceed?Ihaveworkedwithsomeamazingleaders, whohavealwayssupportedmeandgivenmeopportunities, becauseofthepersonIwas.

Canyoushareapersonalleadershipphilosophyor guidingprinciplesthathavecontributedtoyourand yourcompany’ssuccess?

Therearemanyqualitiesthatmakeaninspirationalleader, withlisteningbeingacrucialone.However,Ifirmlybelieve inthepowerofbeingdifferentamidsttheoverwhelming noiseintheworldtoday

AsSteveJobsfamouslysaid,“Here'stothecrazyones.The misfits.Therebels.Thetroublemakers.Theroundpegsare inthesquareholes.Theyaretheoneswhoseethings differently They'renotfondofrules.Andtheyhaveno respectforthestatusquo.

Youcanquotethem,disagreewiththem,glorifythem,or vilifythem.Theonlythingyoucan'tdoisignorethem. Becausetheychangethings.Theypushthehumanrace forward.Andwhilesomemayseethemasthecrazyones, weseegenius.Becausethepeoplewhoarecrazyenoughto thinktheycanchangetheworldaretheoneswhodo.”

Itakeprideinconsistentlychallengingthestatusquoand strivingtodothingsdifferentlytostandout.Thismindset hasbeenasignificantfactorinmysuccessacrossvarious roles,especiallyatAramex.Let’sbehonest—logisticsisn't themostexcitingindustry.Buttome,thatwasanopportunitytomakesomenoiseinanindustrythatisn'treadyforit. Byembracingthisapproach,I’vebeenabletobring innovationandexcitementtoafieldthatoftenlacksboth.

Everyleaderfaceschallenges.Whataresomesignificant challengesyou’veencounteredinyourcareer,andhow didyouovercomethem?

Ifthere'sonethinganyleaderisnevershortof,it'schallenges.Andhowexcitingisthat?Imaginebeingpushedto thinkoutsidetheboxeveryday,knowingthatthewellbeingofhundredsofpeopleonyourteamrestsonyour shoulders.That’strulyinspiring.

However,notallchallengesarethrilling.Oneofthe toughesthurdlesaleadercanfaceisoptimizingandcutting costs—achallengemostleadersencounteratsomepoint. Lettingpeoplegoisnevereasy.

Itimpactsnotonlythoseindividualsandtheirfamilies,but alsothemoraleoftheentirecompany.Irecentlyfacedthis difficulttask,andit'sduringsuchtimesthatoneofthe greatestleadershipqualities,empathy,becomescrucial.It's notjustabouttheactoflettingpeoplegobutabouthowyou handlethesituation.

Asaleader,it’sessentialtoinspirethosewhoareleaving, helpingthemunderstandthatit’snotpersonalandnota reflectionoftheirperformance.It’saboutensuringthey leavewiththeirheadsheldhigh,knowingtheirworth,and confidentthattheywilllandontheirfeet.

Atthesametime,it’svitaltocommunicateeffectivelywith theteammemberswhoremain,helpingthemunderstand thereasonsbehindthedecisionsandwhattheymeanforthe future.

Empathyandcommunicationareincrediblypowerful leadershipqualities.Byhandlingsuchsituationswithcare andtransparency,aleadercanmaintaintrust,inspire confidence,andfosteraresilientandmotivatedteam,even inthefaceofadversity

CouldyouhighlightafewkeymilestonesorachievementsatAramexthatyouareparticularlyproudof?

WheredoIstart?Iamnothingwithoutmyincredibleteam oftalentedindividualswhounderstandmyvisionandgo aboveandbeyondeverydaytoeitherturnmycrazyideas intorealityorpresenttheirown(whichIabsolutelylove!). SomeoftheachievementsIammostproudofinclude:

Creatingaworld-classin-housemarketingdepartment: Fromscratch,webuiltateamthatcoversdigital,creative, PR,customerexperience(CX),andcorporatecommunications.

ProducingadocumentaryforAramex’s40thanniversary: Thisdocumentarycaptivatedmillionsofviewersworldwide.

PioneeringfemaleArabiclanguageoption:Webecamethe firstcompanygloballytoofferfemaleArabicasalanguage optiononAramex.com.

OurannualRamadanad:Eachyear,ouremotionally resonantandrelevantadsmakeasignificantimpact.Our firstadiscurrentlyusedasacasestudyinauniversityin Dubai,andourmostrecentad,whichtouchedonthe situationinGaza,hasbeenviewed14milliontimes.

ImplementinganAccount-BasedMarketing(ABM) strategy:Seeingthisstrategycometolifeandgenerate millionsofdollarsforthebusinessgloballyhasbeen incrediblyrewarding.

Thesemilestonesreflectthesynergy,creativity,and dedicationofmyteam,andIcouldn’tbeprouderofwhat we’veaccomplishedtogether

Innovationiscrucialintoday’sbusinesslandscape.How doyoufosteracultureofinnovationwithinyour organization?

Firstly,weareveryfortunatetohaveaninnovation departmentwithinourorganizationthatisconstantly exploringwhat’snext.Thisisincrediblyexcitingand allowsustocontinuouslypushtheboundaries,ensuringwe areembracingthelatesttrendsorbeingthefirsttomarket.

Withinmyteam,Ialwaysencouragethegenerationofnew ideas.Weregularlyruncompetitionswhereeveryoneis askedtocomeupwithtwoideas.Wethensetupacommitteetoreviewandchooseawinner.

Additionally,weassessalltheideastoseewhichoneswe canbringtolife.Manyoftheideasthathaveemergedfrom thesecompetitionshavebeensuccessfullyimplemented.

Whatkindofimpactdoyouhopetomakeinyour industry,andwhatlegacywouldyouliketoleave behind?

ThisisagreatquestionandsomethingIthinkaboutoften.I oncereadthatinlife,youneedtopicturethedayyoudie andconsiderwhatyouwantpeopletosayaboutyouwhen youareburied.That’syourlegacy.Forme,itwillbeamix ofpersonalandprofessionalachievements.

Foremost,Iwanttoberememberedasagreatfather, husband,andfriend.Professionally,Iaspiretoinspire

others—bydoinggood,andbybeingkind.Iwanttoshow whatispossiblewhenyouworkyourwayupfromthe ground.

Ihopetoinspirepeopletohelpothersbecausetheworld needsthat.Ialsowanttoencourageotherstotakecareof ourplanet;weonlyhaveone.Ultimately,Iwanttoleave thisworldabetterplace.

Whatadvicewouldyouoffertoemergingbusiness leadersstrivingtomakeapositiveimpactintheMiddle East?

PeopleintheMiddleEast,includingexpatriates,havea deepsenseofpatriotismandlovefortheircountry.Living intheUAE,Icanattesttowhatanamazingplaceitis.We areincrediblyfortunatetoresideinanationwherethe leadersarededicatedtosupportingsuccessandmakingthe UAEawelcominghomeforeveryone,regardlessofrace, beliefs,orreligion.

TotrulyconnectwithpeopleintheMiddleEast,it's essentialtounderstandtheirsharedaspirations:livinga goodlife,helpingothers,achievingsuccess,andtakingcare oftheirfamilies.Themoreyoucanlocalizeyourbusiness toalignwiththesevalues,thegreateryourchancesof successwillbe.

Canyouprovideaglimpseintoyourfutureendeavors andprojectsthatourreaderscanlookforwardto?

AtAramex,weareconstantlyinnovatingandworkingon excitingnewprojects.Ourprimaryfocusisonputtingthe customerfirst.Recently,Itookoverthecustomerservice andcustomerexperience(CX)departments,andwehave alreadyimplementedsomesignificantimprovements.We've introducedLiveChat,whichwillsoonbeavailable globally,andwearedevelopinglivetrackingtoenhancethe overallcustomerexperience.

Sustainabilityisakeypartofourstrategymovingforward. Werecognizetheenvironmentalimpactoflogisticsandare committedtoreducingit.We'refocusingheavilyon autonomousdeliveriesusingelectricbots,drones,andcargo vehicles.

Additionally,we'redevelopinganewproductcalled Aramex+,asubscription-basedservicedesignedforsocial sellers,influencers,andfrequentusers.Aramex+willoffer greatrates,datavisualization,awalletfeature,andmany otherbenefits.

I'llstoptherefornow.Idon'twanttogiveawaytoomuch!

Re-Appointment Managing Directors: What Companies Should Consider of

There-appointmentofmanaging

directorsisasignificantevent foranyorganization,actingas apivotalmomentthatcanshapethe futuredirectionofthecompany.As businessesnavigatethecomplexitiesof themodernmarket,itisessentialto approachthisdecisionwithcareful consideration.Herearesomekey factorsthatcompaniesshouldkeepin mindwhendecidingwhethertoreappointtheirmanagingdirectors.

PerformanceEvaluation

Oneofthefirststepsinthereappointmentprocessisevaluatingthe performanceofthecurrentmanaging director.Thisassessmentshouldbe comprehensiveandobjective,focusing onvariousmetricssuchasfinancial performance,operationalefficiency, andemployeesatisfaction.According toastudybyDeloitte,organizations thatregularlyevaluatetheirleadership seea30%increaseinoverall performance.Byanalyzingthese metrics,companiescandetermineif theirmanagingdirectorhas successfullymetthegoalssetduring theirpreviousterm.

StrategicVision

Amanagingdirector'sabilitytoalign withthecompany'slong-termstrategic visioniscrucial.Asmarketsevolve,so dothechallengesandopportunities thatbusinessesface.Therightleader shouldnotonlyunderstandthecurrent landscapebutalsoanticipatefuture trends.Forinstance,areportfrom McKinseyindicatesthatcompanies withstrongleadershipare70%more likelytosuccessfullyimplementnew strategies.Duringthere-appointment process,boardsshouldassesswhether themanagingdirectorhas demonstratedforesightand adaptabilityintheirdecision-making.

StakeholderFeedback

Engagingwithvariousstakeholdersis anothervitalaspectofthereappointmentprocess.Thisincludes employees,shareholders,andeven customers.Gatheringfeedbackthrough surveysormeetingscanprovide valuableinsightsintohowwellthe managingdirectorisperceivedwithin theorganizationandbeyond. AccordingtoGallup,organizationsthat activelyseekemployeefeedback experience14%higherproductivity levels.Byconsideringthisfeedback, companiescanmakeinformed decisionsaboutwhethertoretaintheir currentleader

CulturalFit

Companycultureplaysasignificant roleinanorganization'ssuccess.A managingdirectorwhoalignswithand promotesapositiveworkplaceculture canenhanceemployeemoraleand retentionrates.ResearchfromHarvard BusinessReviewshowsthat companieswithstrongculturessee employeeturnoverratesdropbyupto 40%.Whenconsideringreappointment,boardsshouldevaluate howwellthemanagingdirector embodiesthecompany'svaluesand fostersaninclusiveenvironment.

SuccessionPlanning

Anothercriticalconsiderationis successionplanning.Ifacompany decidesnottore-appointitsmanaging director,itmusthavearobustplanin placeforleadershiptransition.This includesidentifyingpotentialinternal candidateswhocanstepintotherole oroutliningastrategyforexternal recruitment.Accordingtoastudyby PwC,86%ofCEOsbelievethat successionplanningisvitalforlongtermsuccess.Companiesshould ensuretheyhaveaclearpathforward regardlessoftheirdecisionregarding thecurrentmanagingdirector.

MarketConditions

Inconclusion,there-appointmentof managingdirectorsisnotmerelya proceduralformality;itisastrategic decisionthatrequiresthorough analysisandreflection.Byevaluating performance,consideringstakeholder feedback,assessingculturalfit, planningforsuccession,andtaking marketconditionsintoaccount, companiescanmakeinformedchoices thatwillbenefittheirorganizationin boththeshortandlongterm. Ultimately,athoughtfulapproachto leadershipcontinuitycanpavetheway forsustainedgrowthandsuccessinan ever-changingbusinesslandscape.

Lastly,externalmarketconditions cannotbeoverlookedwhenmaking thisdecision.Economicfactors, competitivepressures,andindustry trendsallplayaroleindetermining whethertoretainorreplacea managingdirector.Forexample, duringeconomicdownturns, companiesmayrequireleaderswho cannavigatechallengeseffectivelyand implementcost-savingmeasures.A surveybyKornFerryfoundthat70% ofexecutivesconsidermarket conditionswhenevaluatingleadership effectiveness.

Subscription CIO

Venkatesh Rao Managing Director of Middle East Unique Group

Tostandoutasaremarkablepersonality,aleader mustpossessauniqueblendofqualitiesthatcater tothespecificneedsofthepeopleandtheregion. Thisincludesvisionaryandstrategicthinkingalongwith fundamentalcomprehension.

Itmeansunderstandingtheregionallandscape,economic trends,andculturalnuancestodevelopaclear,long-term visionforthecompany'ssuccessintheMiddleEast.Italso involveseffectivelyleadingdiverseteams,fosteringa cultureofinclusion,andunderstandingdifferent communicationstyles.Further,buildingstrongrelationships withgovernmententities,localbusinesses,andkey stakeholderstonavigatethebusinessenvironmentand secureopportunitiesisamust.

Thenextsetoftraitsincludesmarketknowledge, innovationandgrowth,andfinancialandbusinessacumen. Theseensurethecompany'sfinancialhealthand profitabilitywhileconsideringlocaleconomicfactorsand regulations.

Theattributesthatcompletethisintegrationarethosethat includepersonalqualitieslikeresilienceandadaptability, strongworkethics,culturalsensibilities,social responsibility,anddigitaltransformationinthatcontext.

MeetVenkateshRao,thepowerhousewithallthese qualities,leadingUniqueGroup'soperationsintheMiddle East.RecognizedasoneofthemostremarkableManaging Directorsintheregion,andforgoodreason,MrRaois currentlycontributingtoUniqueGroup'semergenceasa leadingproviderofintegratedsubseaengineeringsolutions.

Mr Rao spoke in an exclusive interview, the highlights of which are given herein.

Pleasetellusaboutyourselfandwhatmotivatedyouto embarkonthissector.

Iamanengineeringgraduatefromareputeduniversityin Indiawhograduatedin1988.MyinitialcareerwasinIndia asaTechnicalSalesprofessionalsellingInstrumentation productstovariouspublicandprivatesectorindustries.I gotanopportunitytopursuemycareerintheMiddleEast in1997,whichledmetoexploretheMarineIndustryfor thefirsttime.

IspentsevenyearsworkingforMaritronics,aUAE-based marineservicescompany,asaKeyAccountManager responsibleforSales&Businessdevelopmentofcertain shipborneInstrumentation,Navigation,andCommunication productstoShippingindustriesintheMiddleEast.

IjoinedUniqueGroupin2004tostartandleadthenew MarineBusinessDivision.Uniquewasthenanalready well-establishednameinthesubseamarketthatprovided speciallyengineeredsolutionsandservices.Unique’s businessstartedgrowinggloballybetween2007and2010, whichprovidedampleopportunitiesformetolearnmore aboutsubseaapplications,whichwasastartingpointfor mycareergrowth.Icompletedmyfull-timeMBAin InternationalSalesandMarketingsimultaneously.

AfterUnique’sbusinessrestructurein2017,Iwasentrusted withtheresponsibilityofmanagingUnique’sMiddleEast Division,coveringalllinesofbusinesssuchasDiving+

I have been fortunate enough and can’t thank enough many of our elite clients in the Middle East who have been with us since the company's incepon three decades ago.

LifeSupport,Buoyancy+WaterWeights,Survey Equipment,UnmannedSurfaceVesselsandLifting+ MooringandI'veneverlookedbacksincethen.

Pleasebriefusaboutyourcompanyanditsinception story.

UniqueGroup,establishedin1993asaconventionalrental providerfortheOilandgasindustryintheMiddleEast,has evolvedtobecomeagloballeaderinsubseatechnology. Fromitshumblebeginningswithjustthreeemployees, today,itisaglobalsubseainnovatorboastingaworkforce of600+professionals,includingover200engineers.We specializeinprovidingintegratedsubseaandoffshore solutions.

Ourexpertiseencompassesacomprehensiverangeof solutions,includingunmannedsurfacevessels(USVs), surveyequipment,divingandlifesupport,liftingand mooring,buoyancy,andwaterweights.Theseservicescater totheOilandGassectorandextendsupporttothe Renewables,Defense,Offshore,andMedicalindustries.

WithmanufacturinghubsstrategicallylocatedintheUK, SouthAfrica,andtheMiddleEast,weensureaglobal presencetomeetthediverseneedsofourclients.Our commitmenttoinnovationisevidentthroughourdedicated R&Ddepartment,whichisconstantlyworkingon pioneeringsolutions.Underthe"Uni"brand,weproudly offeroursurveyandUSVsolutionsline.

UniqueGrouphastransformedintoaleadingglobalplayer, offeringcutting-edgesolutionsacrossmultipleindustries andcontinuallypushingtheboundariesofsubsea innovation.

Howdoyoueffectivelymanageandleadateamof executivesandemployees,andwhatstrategiesdoyou

implementtodrivegrowthandprofitabilityinyour organization?

Clearcommunicationensurestheteamunderstandsthe organization’sgoals,mission,andcorevalues.Ibelievein teamworkandencourageacollaborativeworkenvironment. Peopleareourassets,andIbelieveindelegating responsibilities,empoweringthemtomakedecisions,and trustingthemtofosterasenseofaccountability.

Itisimportanttobeawareofthechangingmarketdynamics andstayinformedaboutindustrytrendstoarriveattheright strategyalignedwithouroverallmissionandvision. Introducinginnovativetechnologiesorideasandadapting ourapproachtochangingmarketconditionsiskeyto drivinggrowthandprofitability.

Howdoyouapproachdecision-makingandproblemsolvingasaManagingDirector?Canyousharean exampleofachallengingsituationyoufacedandhow youtackledit?

Tomaketherightdecisionsandfindasolutiontoany problem,Itrytogatherasmuchinformationrelevanttothe problemordecisionathandaspossibleandsetaspecific objective.Idiscussthedecisionwithrelevantstakeholders toseektheirinputandevaluatevariousalternativesbefore arrivingatadecision.Imakesuretoimplementthe decision,maintainingopenandtransparentcommunication withallstakeholders.

Howdoyouensureeffectivecommunicationand collaborationbetweendifferentdepartmentswithinthe organization?

Weeklyandmonthlybusinesscoordinationmeetingswillbe heldwithalldepartmentheads.Clearlydefineroles, responsibilities,andworkflowstominimizeconfusionand duplicationofeffort.Usingthetechnology,i.e.,weuse MicrosoftTeamsextensivelytocommunicatewithawider audienceacrossallregions—brainstormingandteam buildingsessionsinamorerelaxedenvironmentto overcomebarriersandbuildmutualsupport.

Whatmeasuresdoyoutaketostayupdatedwith industrytrendsandchangesinthebusiness environment,andhowdoyouhandleandresolve conflictswithinyourorganization?

Nowadays,mostoftheinformationrelatedtoindustry trendsandtechnologiesisavailableonlineviasocialmedia andspecializedwebsites.Ialsobelieveincontinuous

learningbyengaginginonlineeducationthroughcourses, webinars,andattendingconferencesandexhibitionsrelated toourindustry Wehaveaccesstosomeindustry publicationsthroughsubscriptionsthatprovideuswiththe latestmarkettrendsandotherusefulinformation.Astrong professionalnetworkconnectingwithindustryleadersand peershelpsstayinformed.

Iencouragetransparentandhonestconversationamong teammemberstoaddressanyconflictsastheyariseand preventescalation.Iprovideacollaborativeenvironment forteammemberstofindmutuallyacceptablesolutions.

Canyoudiscussasuccessfulprojectorinitiativeyouled andthekeyfactorsthatcontributedtoitssuccess?

Well,Icannottakecreditaloneforvarioussuccessful projectsexecutedacrossalllinesofbusinessintheMiddle East.Oneofthekeystrategicinitiativestakenrecentlywas tostrengthenandexpandouroperationslocallyinKSAto meetgrowingdemandsinthecountryandfulfillregulatory requirements,includingtheAramco-initiatedIKTVA(inkingdomtotalvalueadd)program.Ourlocalpresenceand operationsbenefitedusinsecuringsomeimportantprojects fromtheKSAgovernmentsector.Also,theyfacilitatedthe additionofnewlinesofbusinessofferings,resultinginour overallbusinessgrowth.

Howdoyouprioritizeandmanageyourtimeeffectively asaManagingDirector?

IderivemyoverallKPIsbasedonthegoalsandobjectives setforthbyC-levelmanagementandprioritizethetasks basedonimportanceandurgency.Ihaveastrongteamto supportme,andempoweringthemtotakeownershipgives meampletimetotakeonahigherlevelofresponsibility Wehavegoodmanagementtools,suchasERPsystems, CRM,andPowerBidashboards,thathelpprovideuseful MISdatatotrackandmonitorrelevantbusinessresults.

Howdoyoudevelopandnurturerelationshipswithkey stakeholders,suchasclients,investors,andboard members?

AsImentionedearlier,clearandregularcommunication withfulltransparencyandtrustisthekeytobuildingand nurturinganyrelationship.Fortunatelyforme,mostofthe stakeholders,includingtheGroupC-suitemembers,are locatedonthesamepremisesasIoperate,whichgivesme anaddedadvantageandopportunitiestoengagewiththem regularly

Howdoyoufosterapositiveandinclusiveworkculture withinyourorganization?

AtUnique,wehaveestablishedclearpoliciesand guidelinestopromotediversity,equity,andinclusionthat applytoallourregionalofficesacrosstheglobe.

Wepracticeaprofessionalhiringandpromotionprocess purelyonameritbasis.IntheMiddleEast,wheremostof theworkforcecomprisesexpatworkers,weencourage recruitingpeopleofdifferentethnicitiesandtrytomaintain ahealthygenderratio.Also,aspartoftheinclusion,we recruitlocalEmirati/Saudiyoungprofessionalstotrainand nurturethem.Wehaveprovidedallemployeeswithan onlineplatformtogivefeedbackandsuggestionsfor improvement.Wehaveimplementeda monthly/quarterly/yearlyrecognitionandrewardprogram invariousresultscategories.

Finally,whatdoyoubelievesetsyouapartasa ManagingDirectorandmakesyouastrongleader?

Well,throughoutmyentirecareer,Ihavelearnedacouple ofimportantlessonsthatIhavefirmlybelievedallalong, suchasthatthereisnosubstitutionforhardworkandthat teamworkisessentialforsuccess.Ialwaystreatpeoplewith respectandequalityandprovidethemopportunitiesto expressthemselvesandgrow,aswellasbegoodteam players.

Pleasegiveustestimonialsfromyourclientsandawards orrecognitionthataccuratelyhighlightyour achievementsinthecorporateniche.

Thebiggestawardiswinningthetrustofourclientsand maintainingthattrust.Ihavebeenfortunateenough,andI wouldliketothankmanyofoureliteclientsintheMiddle Eastwhohavebeenwithussincetheinceptionofthe companythreedecadesago.

Navigatingthe Role and Top Challenges Faced by Executive Director Jobs

Beingexecutivedirectorjobs

meansyouarethebossofa companyoranonprofit.You gettomakeimportantdecisionsand helpyourorganizationdogreatthings. Everydayisdifferent,andyouwork withlotsofpeopletomakesure everythingruns.

It'sajobforsomeonewholikestobe inchargeandhelpothers.Beingan executivedirectorcanbeachallenging andrewardingjob.Let'sdiveinand findout.

StrategicPlanning

Strategicplanningisthinkingaboutthe futureofyourcompany.It'slike makingamapofwhereyouwantto go.TheExecutiveDirector'sjobhelp decidethisplan.Theylookatwhat worksandwhatdoesn't.Then,they makegoalsforthecompany

Theyalsofigureouthowtoreachthese goals.It'simportanttocheckhow thingsaregoingoften.Thishelpsthe companydowell.Asanexecutive directorplanforthesuccessofyour organization.

BoardRelationships

Theexecutivedirectorworkswiththe board.Theytalkaboutmoneyand whatthegroupneeds.Sometimes, thereisnotenoughmoney.The Directormusttelltheboardwhymore moneyisneeded.Theymustwork togethertofindthelackofresources.

TheDirectorhelpstheboard understandwhat'sgoingon.Theylook fornewwaystogetmoneyandthings. Workingwellwiththeboardmakesthe jobeasier.Italsohelpstheorganization achieveitsgoalsmore.

StaffLeadershipandDevelopment

Beingaleaderishard.Sometimes peopledon'tlisten.Youhavetoteach newthings.Noteveryonelearnsthe sameway.Somepeopledon'tlike change.Youhavetohelpthemget better.Ittakestimetobeagoodteam. Leadershavetokeeptrying.

Theyalsohavetobeopentofeedback andwillingtoadapttheirleadership hurdlesstyleifneeded.Asan executivedirectorchallengestolead

anddevelopyourteam.Thisincludes beingagoodcommunicator,problem solver,andmentor

ChangeManagement

Changemanagementmeansmaking sureeveryoneisokaywithnewthings atwork.It'slikehelpingfriendsget usedtoanewgame.First,theytell everyonewhatisgoingtochangeand whyit'sgood.Theylistentowhat peoplethinkandfeelaboutit.

Then,theymakeaplanthatshowsstep bystephowtheywilldothenew things.Theyhelpeveryonelearnwhat theyneedtoknowforthechange. Theycheckhowthingsaregoingand fixanyproblems.Intheend,everyone ishappierbecausetheyhelpedmake thechangework.

OperationalOversight

Operationaloversightmeanswatching overalltheworkstuff.Theexecutive directorcheckstomakesurethingsrun right.Theylookathowworkisdone andhelpmakeitbetter.Ifsomething goeswrong,theyfigureouthowtofix it.

Theytalktopeopletomakesure everyoneknowstheirjob.Keeping trackofmoneyispartoftheirjobtoo. Theyusereportstoseehowthingsare going.Makingworkbetterhelps everyonedoagoodjob.Theexecutive directoristheonewhomakessurethat happens.

Communication

Communicationistalkingandlistening topeople.Theexecutivedirectortalks tomanypeopleeveryday Theyshare whatthecompanyisdoingandlisten toideas.It'slikebeingthevoiceofthe company.Goodcommunicationhelps everyoneunderstandwhat'simportant.

Theexecutivedirectorusesemails, meetings,andsometimessocialmedia totalktopeople.Theyalsoworkwith companieslikeBradsbyGrouptofind thebestpeoplefortheteam.Talking clearlyandlisteningwellmakesthe companyworkbetter

AdvocacyandPublicRelations

Advocacymeansspeakingupforour company Theytellpeoplewhyworkis good.PublicRelationsishowtheytalk totheworld.Ithelpspeoplelikeand trustus.Theyworkwiththenewsand socialmedia.Thismakesmorepeople knowaboutus.

It'simportantforgettingsupportand makingfriends.Strongadvocacyfor gainingsupportandresourcesforyour organization'ssuccess.It'sanimportant aspectofanexecutivedirectorandthe impactonyourorganization.

CrisisManagement

Whenbigproblemshappen,theyneed tofixthemfast.Thisiscalledrisk management.First,theyfindoutwhat wentwrong.Wetelleveryonewhat theyneedtodo.Everyoneworks togethertomakethingsbetter

Theyalsolearnfromourmistakes,so theydon'thappenagain.Keeping everyonesafeisthemostimportant thing.Crisismanagementiscrucialfor maintainingthesafetyandwell-being ofitsmembers.Executivedirectors mustalsobeabletomanagerisksand crisesthatmayarise.

MaintainingWork-LifeBalance

Tobehappy,theyneedtimeforwork andtimeforfun.Makeaplantoknow whentoworkandwhentoplay.Sayno totoomuchworksoyou'renottoo tired.Findhobbiesthatmakeyou smileanddothem.Spendtimewith familyandfriendsbecauseit's important.

Takebreaksduringworktorestyour mind.Remember,it'sokaytoaskfor helpifyouhavetoomuchtodo.Good sleepeverynightmakesthenextday better.Bytakingcareofyourself,you canalsobettersupportyourteamand organization.

FinancialManagement

Financialmanagementisessentialfor anexecutivedirector.It'sabouttaking careofthemoneyintheorganization. Youhavetomakeabudgetandstickto it.Thismeansplanninghowmuch moneyyouwillspendandmakingsure youdon'tgooverthatamount.

Youalsohavetofindwaystomake moneyforyourorganization.This couldbethroughfundraising,grants, orothersources.Watchingthemoney carefullymakessuretheorganization cankeepdoingitsgoodwork.Good financialmanagementkeepsthe companystableandhelpsitgrow

ExploreMoreAboutExecutive DirectorJobs

ExecutiveDirectorjobsarehardbut important.Theyhavetodealwith manychallengeslikeplanning,money, andpeople.It'stoughtokeepupwith changesandkeepeveryonehappy. Yet,theykeeporganizationsmoving forward.Thesejobsneedleaderswho canthinkfastandcarealot.Despite thehardwork,theseleadersmakeabig difference.

The only limit to our realization of tomorrow will be our doubts of today. , ,

- Franklin D. Roosevelt

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