Crafting a Legacy
Mitchell Orchant and the Evolution of C.Gars Ltd
Pioneering Digital Transformation
Marwan Zeineddine’s Strategic Leadership at SAP UAE Steering Transformation
Justin Barnhill on Leadership and Operational Excellence at Amentum
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Dear Readers,
Welcome to the first edition of The Leadership Ledger! We’re excited to showcase insights from some of the most influential leaders across diverse industries, each offering unique perspectives on leadership, innovation, and the evolving business landscape.
Our lead feature focuses on Mitchell Orchant, founder of C.Gars Ltd, a leader in the premium cigar retail sector. Mitchell shares his entrepreneurial journey, offering insights into the values that shape his company, and how he continues to drive growth in an increasingly competitive marketplace.
In this edition, Marwan Zeineddine, Managing Director of SAP UAE, discusses the digital transformation challenges facing businesses today. With a focus on AI integration and sustainability, Marwan provides a strategic look into how SAP is empowering organisations to stay ahead in an evolving technological landscape.
Justin Barnhill, Managing Director of Amentum, also shares his leadership insights, reflecting on over two decades of experience in technical services. His focus on innovation, operational efficiency, and fostering high-performing teams is driving Amentum’s future growth.
We’re also excited to present an Executive Insight from Christian Garcia Carbajal, Managing Director for Mexico at McCain Foods, who reflects on leading through crisis during the COVID-19 pandemic. His emphasis on resilience and long-term strategic thinking highlights the qualities of effective leadership in uncertain times.
Further into this edition, Rym Sahnoun, Executive at Orange Business Morocco, discusses how digital transformation and sustainability are shaping the future of telecommunications in Morocco. Fiore Cappelletto of McIntosh Group Inc. shares his journey in the high-end audio industry, exploring trends in automotive and marine sectors, while Ruban Shanmugarajah, CEO of Babyshop, highlights the importance of customer-centricity and innovation in retail.
This first edition of The Leadership Ledger is packed with powerful insights from leaders who are driving change and setting new standards in their respective fields. We hope their stories inspire you on your own leadership journey.
Enjoy the read!
EDITOR
Christopher O’Connor
CREATIVE DIRECTOR
Martyn Oakley
DESIGN SUPPORT
James Pate
SOCIAL MEDIA MANAGER
Martin Reynolds
PROJECT DIRECTORS
Phillip Forde
Fabian Stasiak
Paul Davies
Jamie Norrington
Geraald Johnson
Cisco Loevendie
Cedrick Adolphe
PRODUCTION MANAGER
Ewa Piwoni
No.159, Field Maple Barns, Weston Green Road, Weston Longville, Norwich, Norfolk, NR9 5LA
ACCOUNTS
Emilio Vences
Joseph Heaton
MANAGING DIRECTOR
Alex Barron
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The Leadership Ledger does not accept responsibility for omissions or errors. The points of view expressed in articles by attributing writers and/or in advertisements included in this magazine do not necessarily represent those of the publisher. Any resemblance to real persons, living or dead is purely coincidental. Whilst every effort is made to ensure the accuracy of the information contained within this magazine, no legal responsibility will be accepted by the publishers for loss arising from use of information published. All rights reserved. No part of this publication may be reproduced or stored in a retrievable system or transmitted in any form or by any means without the prior written consent of the publisher.
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CRAFTING A LEGACY
Mitchell Orchant and the Evolution of C.Gars Ltd
In the world of premium cigars, few names resonate as strongly as C.Gars Ltd, a company that has redefined the landscape of cigar retail and e-commerce in the UK. At the helm is Mitchell Orchant, the founder whose entrepreneurial spirit and passion for cigars have driven the company to unparalleled heights. In this interview, we explore Mitchell’s journey from a young commercial estate agent to a leading figure in the cigar industry. He shares insights into the values that shape C.Gars, the trends influencing the market, and his vision for the future as he navigates the challenges and opportunities of a global marketplace. Through dedication to quality, customer experience, and sustainability, Mitchell continues to craft a legacy that embodies the essence of the cigar culture.
Career Background
Can you share your professional journey and what led you to become the CEO of C.Gars Ltd?
My journey in the business world began at a young age. I left school at 15½ to work as a commercial estate agent while studying for my professional exams to become a surveyor. Although I faced challenges in my exams, I excelled as a commercial agent, executing significant transactions, including a £250,000 hotel acquisition—a substantial amount back in 1980.
At 17, I partnered with my best friend to start my own commercial agency practice in the West End. While we achieved moderate success, I eventually joined my family’s hotel and property business. Seeking a new direction, I transitioned to petrol retailing, where I learned about the C Store business and retail operations, ultimately managing seven sites.
However, in 1997, the industry price war forced my business to close, leading to personal bankruptcy. This experience was a bitter pill to swallow, but it fuelled my determination to reinvent myself.
Having long been a cigar enthusiast, I decided to leverage my business acumen and knowledge of cigars to establish the best cigar specialist in the UK. I had previously set up the first cigar website in the UK back in late 1993, giving me early exposure to mail order and e-commerce.
Upon launching C.Gars Ltd., I analysed the competition and aimed to create a professional, customer-centric brand. By delivering exceptional service, offering extensive product knowledge, and building a strong team, we quickly carved out a niche in the market. I embraced Sam Walton’s “swim against the tide” philosophy, ensuring that our approach was distinct from our competitors.
As the business evolved, we expanded by acquiring Turmeaus shops and entering the whisky sector, solidifying our position in the premium cigar and whisky markets. More recently, we merged with La Casa del Tabaco, further enhancing our footprint in Europe.
Company Overview
C.Gars Ltd is known for its premium cigars and related products. What are the core values and vision of the company under your leadership?
The core values of C.Gars Ltd revolve around providing unparalleled customer service, offering a superior range of products, and creating boutique cigar stores equipped with comfortable sampling lounges.
I’ve always believed in the importance of building a winning team. I empower my staff by delegating responsibilities and keeping them motivated. My management philosophy is rooted in simplicity— ”Keep It Simple, Stupid” (K.I.S.S.)—and I focus on fostering a culture of hard work and passion for the cigar industry.
Our team is dedicated to the cigar business, and we embrace the challenges and excitement that come with it. We work long hours, but we also enjoy the journey together.
Market Trends
What are the current trends in the premium cigar industry, and how is C.Gars Ltd adapting to these trends to stay competitive?
One of the most significant trends is the emergence of a younger demographic of cigar smokers, particularly those aged 24-32. To engage this audience, we are dedicated to providing knowledge and education about our products through ongoing sampling events throughout the year at all locations. This hands-on approach helps us build relationships with new customers and fosters brand loyalty.
We also recognise the increasing importance of e-commerce and digital marketing, adapting our strategies to reach and engage this younger audience effectively.
Product Offerings
How does C.Gars Ltd ensure the quality and uniqueness of its cigar offerings? Can you talk about any recent additions or innovations to your product line?
C.Gars Ltd distinguishes itself through exclusive product lines that we represent or create. Our portfolio includes a range of value lines that cater to every budget, ensuring that we stand behind the quality of every product we offer.
Recent additions to our lineup include:
• Stalla Dhu Single Malt Whisky
• Foragers Gin
• Y Bet Vodka
• El Rumbo Rum
• Mitchellero Nicaraguan and Peruvian cigars
• Inka - Secret Blend Peruvian cigars
• Regius Nicaraguan and Peruvian cigars
We also represent exceptional brands like Arturo Fuente and Aladino and collaborate with renowned brands, including Davidoff, Oliva, Rocky Patel, and Alec Bradley.
Customer Experience
How does C.Gars Ltd cater to the evolving needs and preferences of its customers? Are there any recent customer feedback or initiatives that have influenced your business strategy?
At C.Gars Ltd, we prioritise understanding our clients’ needs, which include high-quality products, knowledgeable staff, and comfortable environments for sampling and events. We actively seek customer feedback to refine our offerings and enhance their experiences.
Our intimate knowledge of our customers allows us to tailor our services effectively, ensuring we meet their expectations and create lasting relationships.
E-Commerce Strategy
With the rise of online shopping, how has C.Gars Ltd leveraged e-commerce to expand its reach and enhance the customer experience? Are there any new online initiatives or features you’re excited about?
As the first cigar e-tailer in the UK, we continuously evolve our website into an information hub, keeping product lines and content fresh and relevant. Our dedicated team updates the site 24 hours a day, every day of the year, ensuring our customers have access to the latest offerings and information.
We’re excited about enhancing the user experience further and exploring new technologies to improve our e-commerce platform.
Sustainability Efforts
Sustainability is becoming increasingly important in various industries. What steps is C.Gars Ltd taking to promote sustainability in its operations and supply chain?
We have made significant strides in sustainability, including transitioning from plastic to recycled paper bags and packaging. This commitment reflects our dedication to reducing our environmental impact and promoting sustainable practices across our operations.
Global Market
C.Gars Ltd has a strong international presence. How does the company navigate the challenges and opportunities in global markets, and what strategies are in place to grow internationally?
Currently, C.Gars parent company Dominique London operates in four countries, and we are actively seeking growth opportunities in new regions. Our international expansion strategy focuses on understanding local markets and tailoring our approach to meet their specific needs.
Future Plans
What are your strategic priorities and goals for C.Gars Ltd over the next few years? Are there any new projects or directions the company is planning to pursue?
C.Gars Ltd is primarily UK-centric, but our parent company, Dominique London, continues to seek acquisition targets in new countries. We aim to expand our product offerings and enhance our market presence globally.
Leadership Style
How do you approach leadership and team management at C.Gars Ltd? What qualities do you believe are essential for leading a successful company in the premium cigar industry?
Our success at C.Gars Ltd stems from exceptional management and staff. Many team members have been with us for over 20 years, reflecting our commitment to fostering loyalty and growth. We prioritise ongoing training and development, ensuring our team has opportunities for advancement within the industry.
We strive to maintain a family business atmosphere despite our growth, ensuring that our customers feel valued and connected to our brand.
C.Gars Ltd is the UK’s leading online retailer of premium cigars, including Cuban and New World varieties, along with fine spirits and accessories. Established in 1997, they offer the largest range of cigars and maintain cigar sampling lounges across the UK and Europe, delivering exceptional customer service 24/7.
Mitchell Orchant Founder
PIONEERING DIGITAL TRANSFORMATION
Insights from Marwan Zeineddine at SAP UAE
In a rapidly evolving digital landscape, Marwan Zeineddine, Managing Director of SAP UAE, is at the forefront of empowering organisations to embrace innovative technologies. With a strong focus on cloud solutions, AI integration, and sustainability, Marwan leads SAP’s commitment to driving digital transformation across the region. In this interview, he shares his insights on the challenges businesses face in their digital journeys and the strategic initiatives SAP is implementing to support their growth and success.
Career Journey
Can you share your career journey and what led you to your current role as Managing Director at SAP UAE?
I have deliberately followed a diverse career path, as I am passionate about all aspects of technology, from a technical standpoint to exploring how it can be leveraged to improve people’s lives.
After graduating from the American University of Beirut with a BSc in Computer Science, I spent several years designing and developing customised apps and then complex software, mainly in the areas of enterprise resource planning (ERP) and human capital management. After this, I moved into project management, outsourcing services, implementation, consultancy, and sales, all of which helped prepare me for a series of leadership roles. I have been with SAP for around nine years in total and have just completed a year in my role as Managing Director of SAP UAE. I couldn’t have chosen a more opportune time to take on this role, with AI creating major industry shifts and the UAE being at the forefront of new technologies.
Digital Transformation
SAP is at the forefront of digital transformation. How is SAP helping organisations in the UAE adopt innovative technologies to remain competitive?
Many of our UAE customers understand the importance of digital transformation to gain a competitive edge, future-proof their operations, and leverage the latest technologies. They recognise that the cloud is the best platform to enable scalability, data availability, measurability, and access to SAP’s reliable, relevant, and responsible Business AI.
Nevertheless, some customers are unsure where or how to start their digital transformation journey, so our aim is to make the process as accessible as possible for all companies. SAP and our partner ecosystem are there to support our customers through every step of the journey and simplify it wherever possible.
Over the past few years, we have introduced two service-as-a-subscription offerings—RISE with SAP and GROW with SAP—to help simplify and accelerate cloud transitions for customers of all sizes and starting points.
An important consequence of digital transformation is its impact on job roles, which are changing much faster than ever before, particularly with the proliferation of AI applications. This is why SAP is supporting public and private sector enterprises in this area, investing significantly in training initiatives. Our Young Professionals Program (YPP), for example, is focused on identifying gifted Emirati graduates and training them in advanced technological skills to support a sustainable workforce and produce future technology leaders. Similarly, our Dual Study Program (DSP) is offered in collaboration with many UAE universities to students alongside their regular curriculum. The DSP is a sponsored training initiative provided by SAP’s Digital Skills Center and fast-tracks students’ work readiness, closing the gap between academic studies and industry requirements.
Cloud Solutions
How have SAP’s cloud offerings influenced business operations in the UAE, and what future developments do you foresee in the region’s cloud adoption?
SAP cloud solutions, particularly our SAP S/4HANA ERP, are changing the way our UAE and regional customers operate in myriad ways. These companies enjoy increased efficiencies, greater visibility over operations, and integrated and automated processes. They also have the scalability and flexibility needed to respond to changes in demand and seize opportunities in the market with agility.
Arguably, the most significant impact of SAP digital transformations stems from their ability to drive innovation and produce high-quality data and insights. Effective data is not only important for decision-making; it is also fundamental to ensuring the effectiveness of AI solutions—after all, AI is only as good as the data made available to it.
As for the future outlook, our region is focused on digital transformation to support economic diversification, so digital transformation will continue its impressive pace. In the UAE, the government strongly supports digital transformation across all sectors while also leading by example with its innovative approach and UAE Digital Government Strategy 2025, becoming the first country in the world to appoint a Minister of AI. Within this supportive framework, the UAE is set to remain at the forefront of a rapidly evolving digital landscape.
Sustainability Initiatives
How is SAP incorporating sustainability into its solutions, and what role does it play in helping UAE businesses meet their sustainability goals?
It is no coincidence that 97 of the 100 greenest companies in the world run SAP. Sustainability is core to SAP’s corporate strategy and our purpose: to help the world run better and improve people’s lives. Our vision is for carbon accounting to match financial accounting, eventually adding a green line to a company’s top and bottom lines.
In the UAE, as elsewhere, we aim to create a positive economic, social, and environmental impact while respecting planetary boundaries and human rights—both as an exemplar through our own activities and as an enabler to customers using our products and services.
When you consider that 99 of the 100 largest companies in the world are SAP customers, 85 of the 100 largest companies are SAP S/4HANA customers, and around 80% of SAP’s customers are SMEs, you can see the enormous impact we can have on addressing climate change. This is why SAP is embedding sustainability directly into ERP systems, ensuring that integration drives profitable, sustainable businesses, creating real-world benefits.
In addition to cloud-driven sustainability innovations and evolving AI-powered use cases, we offer our UAE customers a comprehensive portfolio of sustainability solutions and services to help them drive sustainable practices inside their organisations and across their value chains. These tools enable them to be agile and responsive, maintain control of integration and data flows, and master the complexity of sustainability challenges.
We also collaborate with like-minded partners in the UAE. For example, SAP worked with MORO Digital Hub to make the SAP Public Cloud offering and SAP Business AI available on the world’s largest solarpowered data centre, based in Dubai, which appeals to many of our customers.
Industry-Specific Solutions
SAP serves diverse industries. Can you elaborate on how SAP tailors its solutions to meet the specific needs of key sectors in the UAE, such as oil and gas or finance?
SAP has over 50 years of experience across 25 industries, with proven solutions for industry-specific needs and goals. The process is similar, regardless of the industry we are approaching. SAP and our partners rely on our global expertise and knowledge of best practices and requirements specific to their industries to build holistic solutions encompassing various industry-specific modules or coinnovations.
In the oil, gas, and energy sector, we are helping companies meet the world’s energy needs securely, affordably, and sustainably. A great example of this in the UAE can be found in our customer Crescent Petroleum, the largest privately held upstream oil and gas company in the Middle East. The company recently successfully deployed SAP’s oil and gas industry-specific solutions for its operations in the second phase of a digital transformation project. The first phase represented the first global implementation of the SAP S/4HANA Oil & Gas Model Company 1809 at that time, supporting plant maintenance, procurement, project systems, finance, human resources functions, and HSE functions. The second phase included the integration of industry-specific modules into S/4HANA to boost data quality, productivity, operational efficiencies, cost control, and sustainability reporting. SAP worked closely with Crescent Petroleum’s digital transformation team to develop specific solutions that address company-specific use cases. One example is the custom trucking operations solution using the MII module of SAP, integrated with SAP’s invoicing engine. This involved integration with plant systems, loading dock systems, and SAP S/4HANA modules in a single process chain, bringing disparate processes into one seamless workflow with appropriate handshakes.
AI and Machine Learning
How is SAP leveraging AI and machine learning to drive efficiencies and innovation within the businesses you serve in the UAE?
SAP embeds innovative technologies such as artificial intelligence and machine learning throughout the value chain. As a result, our customers can better serve their clients, build resilient supply chains, introduce new business models, and optimise existing business processes.
Several aspects differentiate SAP’s approach to AI from that of our competitors. First, there is the quality of data, which is the foundation of effective AI, and no one has better, deeper, or more comprehensive business data than SAP. We also prioritise customer data privacy—it’s built in. Second, SAP Business AI works out of the box; it’s fully integrated, benchmarked, compliant, and ready to use. Third, we give customers and partners full choice over which leading generative AI model they want to use for their extensions, including models from OpenAI, Google, and the best open-source alternatives. Fourth, Joule, our generative AI copilot, is being embedded throughout our enterprise cloud portfolio to deliver proactive and contextualised insights. Joule is not only changing the way people work with SAP solutions—it is transforming the way people work overall.
We also collaborate widely to bring the best solutions to our customers. At our annual Sapphire flagship conference earlier this year, we unveiled generative AI innovations and partnerships, including Google Cloud, Amazon Web Services (AWS), Meta, Microsoft, Mistral AI, and NVIDIA, showcasing how the company is taking business to the next level in the era of AI.
Customer Experience
How does SAP ensure customer satisfaction and help businesses in the UAE enhance their own customer experiences?
Customer success is at the centre of everything SAP does. Our services and support offerings help customers build their teams’ skills and deploy their SAP solutions. They are designed to enable continual innovation—delivering the speed, flexibility, and results customers need right from the start and for years to come.
It is very important for us to give our customers choice. As every company faces unique challenges and is at a different stage on its path to the cloud, our customers can choose how we work together. The organisation’s individual goals, timelines, and plans define how deep our engagement goes. Extensive support services, guided tools, and resources are included with every SAP cloud solution to ensure success. Our customers can also move faster, tackle bigger challenges, or free their teams to do other work by simply adding incremental service and support options. On the other side of the coin, SAP continuously evolves our customer experience (CX) portfolio so organisations can empower their teams to deliver exceptional experiences for their own customers. SAP’s differentiating quality is its ability to seamlessly connect customer (front-end) data with operational (back-end) data across an organisation, empowering intelligent decision-making and automation across the value chain to better serve customer needs.
To mention a few of our CX solutions as examples, SAP Commerce Cloud drives profitable growth with connected, insightful, and adaptable commerce; SAP Emarsys Customer Engagement is purposebuilt for marketers to deliver personalised, omnichannel experiences with a privacy-first mindset; and SAP Sales Cloud leverages an intelligent, cloud-native architecture and generative and traditional AI to enable dynamic sales journeys that can be seamlessly connected with back-office processes to maximise revenue generation and improve the buying experience.
Cybersecurity
With the increasing threat of cyberattacks, how does SAP ensure the security of its solutions and data for its UAE customers?
Cybersecurity: With the increasing threat of cyberattacks, how does SAP ensure the security of its solutions and data for its UAE customers?
Cyber threats globally are growing in sophistication and intensity with every passing day. Naturally, cybersecurity remains a top priority for SAP. Our security, cloud compliance, and data protection measures are designed to help keep SAP and our customers’ data safe, process it in compliance with local legislation, and protect it from malicious use.
SAP follows a holistic approach to security that is based on three pillars: First, we build secure-bydesign solutions; second, we run cloud operations securely; and third, we create a security-first culture in everything we do. This includes training our employees and partnering with our customers and our extensive ecosystem to address security needs and improve overall security.
Challenges in Digital Transformation
What are the key challenges businesses in the UAE face in their digital transformation journeys, and how is SAP addressing these challenges?
As I mentioned, digital transformation in the UAE, and in fact, our entire region, has been extremely impressive. Nevertheless, there are some challenges, including companies needing to transition to the cloud quickly but not knowing where to start, as well as issues such as cybersecurity threats and data sovereignty.
I have already touched on these earlier, but in short, SAP helps to demystify and simplify the cloud transition process for our customers through our services-as-a-subscription offerings, RISE with SAP and GROW with SAP. We design solutions and run cloud operations securely, while issues such as data sovereignty are being addressed by companies such as SAP establishing more data centres in the region, allowing data to be stored within the country.
Future Vision for SAP UAE
What are your future plans for SAP in the UAE, and how do you envision the company’s role in the region’s digital economy evolving?
The future global economies are cloud-based, AI-enabled, secure, and sustainable, which is where we at SAP UAE will continue to focus our efforts.
The UAE is a highly significant market for SAP, and we will continue to support the country’s impressive digital agenda. This means assisting public and private sector organisations in their digital transformation and enabling them to operate as a network of intelligent enterprises. We will also deliver innovative technologies that enhance companies’ financial and sustainability goals while empowering the local workforce through transformational training programs.
Most importantly, we are extremely grateful to operate in this country, where the UAE leadership plays a proactive role in encouraging and supporting innovation for all stakeholders, creating an environment where technological advances can flourish to benefit everyone.
SAP is a global leader in enterprise software, helping businesses of all sizes run more efficiently through integrated solutions that span finance, supply chain, procurement, and more. With a focus on innovation, SAP offers cloud-based solutions, AI-driven technologies, and advanced analytics to optimise business processes and drive sustainability.
Marwan ZeineddineManaging Director
STEERING TRANSFORMATION
Insights from Justin Barnhill on Leadership and Operational Excellence at Amentum
In the dynamic world of technical and engineering services, effective leadership is crucial for navigating challenges and driving success. Justin Barnhill, the Managing Director at Amentum, exemplifies this through his commitment to innovation and operational efficiency. With over two decades of experience leading manufacturing turnarounds and managing complex projects, Justin shares his insights on fostering high-performing teams, embracing change, and steering Amentum towards a future of growth and sustainability. In this interview, he reflects on his career journey and outlines the strategies that position Amentum as a leader in its field.
Career Journey
Can you share your career journey and what led you to your current role as Managing Director at Amentum?
I’ve spent most of my career doing manufacturing turnarounds for private equity firms that are looking to recondition a P&L prior to exiting. Two of the largest turnarounds were an approximately $100M annual EBIT improvement for Norwest Equity Partners and a $13M annual improvement for Advent. I also spent four years as EVP for Ocean Alexander, helping them start up new operations and go public. I’ve worked in over 30 industries, and in all of my roles, we follow a similar playbook of growing revenue while increasing operational efficiency to optimise the P&L. A few key fundamentals include:
Improving the Function of the Team: Bringing together thought diversity in a high-trust environment where it’s okay to try something and fail is crucial; in fact, it’s encouraged to fail small so we can scale big. Until there is trust, productive debate, and good decisions, there can be no accountability. Without the team committing to each other and holding themselves accountable, results will remain elusive.
Setting the Right Goals and Prioritising Activities: Many people talk about the 80/20 principle today, and goal setting is yet another area where Pareto applies. Everyone feels overwhelmed, yet results are underwhelming. We use Lean Daily Management to focus on cascading goals, prioritise the right actions, and measure the right things daily. If you have more than five KPIs, you aren’t measuring the right things. We can use metrics to measure departments all the way to the operator level, but those aren’t KPIs; they are the guiding light that steers the ship. The executive team must focus on the critical few and let the trivial many solve themselves.
Profit Engineering: Once the team is working together on the right priorities with a good management system, we start profit engineering. Managing a profitable business isn’t about working the business and then checking the piggy bank at the end of the month to see if there is anything left; profit is engineered. It takes a lot of creativity, sometimes doing things that are counterintuitive and going against the grain. It requires confidence and courage from the team, but it can pay off big.
Company Overview
Amentum is known for its expertise in technical and engineering services. Can you provide an overview of where your group is heading?
Amentum is, at its core, an engineering and technology company that delivers a broad array of critical services. We tend to specialise in areas where failure is not an option. In my group, which services private sector clients, we focus on data centres, large manufacturing operations, and utility systems, where operational issues are unacceptable.
What we’ve found to be our sweet spot is multi-billion-dollar manufacturers that recognise the value of giving their teams the ability to focus on making their products. They come to Amentum for partial to full infrastructure support. This includes services like production equipment maintenance and reliability—core competencies of Amentum—as well as overall facility maintenance, including janitorial, landscaping, and snow removal.
Once a site hands off all infrastructure responsibilities to Amentum, their leadership team becomes much more effective at managing the safety, quality, delivery, and cost of their core products. Any team with increased focus tends to improve results. We provide this focus within an operation’s current budget, which has been the key to my segment’s triple-digit growth percentages.
Project Management
Amentum handles complex, large-scale projects. How do you ensure successful project management and execution across diverse sectors?
We have been managing challenging projects for most of our 120-year legacy. The recent merger with Jacobs Engineering’s iCMS spin-off has only enhanced this competency. Whether we’re taking on a long-term project, like the chemical weapons demilitarisation project we recently completed, or a shorter-duration capital project, such as refitting multiple hundred-ton chillers at a site, we follow dedicated, tried-and-true processes to ensure we safely deliver the customer’s desired outcomes while adhering to schedule and budget.
In my group, this can include significant vendor consolidation projects, where Fortune 100 companies come to us to reduce their site infrastructure vendors from literally thousands down to just one, all while saving them money. When we undertake this, we use Amentum’s LaunchRight® process, a 317step system that ensures we don’t miss a step.
Technological Innovation
How does Amentum integrate cutting-edge technology into its operations, and what recent innovations are you particularly proud of?
There are two things I’ve seen our group using that really stand out in our industry. One of the tools we are particularly proud of is MerlinMX. While everyone is touting AI, Amentum focuses on Solving What’s Next®, which means we started planning for how to implement AI four years ago. We built a team of data scientists and challenged them to develop a proprietary AI tool to solve engineering challenges using big data. It’s been a long process, and anyone who is just starting out is late to the game. MerlinMX has proven effective at accurately detecting patterns in CMMS activity that can predict reliability issues.
Another noteworthy innovation is our Remote Expert program, where we use augmented reality (AR) glasses combined with our centralised Centers of Excellence teams to give us a competitive edge during this skilled labour shortage. We have found that by deploying AR glasses in combination with CoE teams, we can execute work that previously would have required specialists or OEMs to fly out to sites. This approach has significantly reduced our costs, expedited our response times, and improved our service levels while helping us meet sustainability goals by reducing travel.
If a key system is struggling in LATAM, a technician can call into our central support team and be guided through complex troubleshooting and/or repair in real time, restoring operations for a fraction of the cost and downtime. Most companies would schedule a member of their travelling team to fly to the site, which typically adds at least a couple of days from detection of an issue until resolution. Now, we can resolve issues within just hours of detection. Though I used an international example, we are implementing this daily with our domestic accounts as well.
Sustainability Initiatives
Sustainability is increasingly important in technical services. How is Amentum incorporating sustainable practices into its projects and operations?
I think every operational leader will agree that sustainability initiatives can be challenging. We must embrace improving environmental stewardship while simultaneously managing our P&Ls. Some of our programs, like recycling, can have minimal cost impacts that are often offset through other initiatives, such as improved energy efficiency. I truly believe that clean energy is the path to sustainability. Amentum offers Clean Energy as a service for clients with larger sustainability targets to meet. We partner with organisations that can often provide funding for these initiatives, allowing us to offer a complete Engineer, Procure, Construct, Operate, and Maintain service. This approach helps companies achieve their sustainability goals within realistic budgets. Ultimately, that’s where Amentum really shines—helping clients reach objectives they might not be able to achieve alone, and doing so within a reasonable budget.
“Amentum is, at its core, an engineering and technology company that delivers a broad array of critical services.”
Competition
What sets Amentum apart?
Amentum competes in various sectors, from Engineering as a Service (EaaS) to the Department of Defense (DoD) to Intelligence. My team focuses on private sector growth. In my sector, we specialise in providing infrastructure solutions that allow our clients to concentrate on their core business. Many companies choose to outsource services like snow removal, landscaping, and janitorial work. However, when it comes to maintaining their full infrastructure—from boilers, HVAC systems, and overhead cranes to production assets like CNC machining centres, AGVs, and robots—they are often extremely hesitant to outsource the reliability of these areas.
As an engineering and technology company that delivers infrastructure support, we are very different from the market, which is filled with real estate companies, janitorial companies, and even food service and uniform companies that provide infrastructure support. If I were in charge of a mall, I would likely consider one of these companies, as they excel at commercial infrastructure. However, when it comes to critical asset maintenance for high-production manufacturing operations, that is where Amentum truly differentiates itself.
Global Market Strategy
How does Amentum approach global market expansion, and what regions are you focusing on for future growth?
I see 2025 and 2026 as strong years for global expansion at Amentum. Most of our global growth in the past has been with existing U.S.-based customers’ foreign operations. Recently, we’ve received a much higher volume of requests from international companies, and our executive leadership team has fully embraced global expansion. Europe, in particular, is very mature in the concept of improving operational focus through outsourcing non-core work that can be performed at a similar cost to internal performance. This concept of delegation is something European leaders have embraced for decades. The same formula for success we’ve deployed in our domestic market translates well to the international market, and we fully expect our European footprint to continue to expand.
With the recent merger with Jacobs Critical Mission Solutions and Cyber & Intelligence, we have significantly increased our global service strength. We are already strong in EMEA and will continue to focus on commercial infrastructure growth in Europe. Mexico continues to show strong opportunities for growth, as do several countries in LATAM. Amentum has a philosophy that we will go nearly anywhere for the right opportunity, as evidenced by our footprint in about 80 countries across all seven continents. Not many infrastructure companies can say they operate in Antarctica.
“Amentum offers Clean Energy as a service for clients with larger sustainability targets to meet.”
Future Vision
What are your future plans for Amentum in terms of
Growth: Our private sector work has been growing at triple-digit percentages over the last several years. Although maintaining those percentages gets tougher as we scale, I expect our private sector sales pipeline for our Commercial Infrastructure to grow by 1000% from 2021 to 2026.
Innovation: We’ve already established some great partnerships that are advancing execution in several areas. Expect the Commercial Infrastructure team to continue to lead the industry in reliability technology deployment.
Maintaining Industry Leadership: Innovative leaders must challenge themselves to identify problems others haven’t seen yet. If we don’t anticipate our customers’ challenges 1-2 years before they arise, how will we develop solid solutions that are ready to deploy when needed? Solving What’s Next® is what makes Amentum different; it’s in our DNA.
Our own Senior Director of Operations, Steve Bragg, is the current Chair of the Society of Maintenance and Reliability Professionals (SMRP), and Vlad Bacalu, SVP of Technology, is a past chair. Both have been instrumental in developing our reliability processes, and retaining key talent like this is how Amentum consistently leads the pack.
Leadership Philosophy
What is your leadership philosophy, and how do you inspire your team to uphold
Amentum’s
standards of excellence?
I believe in the power of high-trust, high-performing teams that embrace thought diversity to achieve innovation. Everyone loves to talk about high-performing teams delivering innovation, but if you attend their meetings, it’s incredibly easy to see that there is no trust. Everyone is hiding behind some metaphorical cover, afraid to step up. Because of this, companies make terrible decisions while leadership teams sit quietly, afraid to speak up.
The work from Adam Grant at Wharton and Peter Coleman at Columbia University changed my thinking on conflict versus apathy. Everyone wants this mythical harmony in business, but they’ve proven that the opposite of conflict is not harmony; it’s apathy. So, you can have conflict or you can have apathy—choose. The key is that our teams need healthy task conflict, where they debate all sides and opinions, not harmful personal conflict. We have to appreciate people for sharing ideas and recognise the difference between debating and arguing, which usually comes down to maturity. I praise people for disagreeing with me, acknowledging that they are making me better. I don’t want a team of yes people. What value would they bring other than making me feel good about making bad decisions?
In a high-trust team, we can get all thoughts out on the table, debate root causes and potential solutions, and ultimately agree on a path forward together after all ideas have been discussed. The problem is that not every leader creates a safe environment where teams can debate ideas without taking them personally. Team members don’t feel safe admitting they don’t know the answer to questions regarding key challenges in their departments, or fearlessly say, “I was wrong” or “I screwed up,” or even have the confidence to own that they need help. If you sit in a leadership meeting for 30 minutes and you haven’t heard people owning their struggles, they are just hiding them. No business is free from struggles, and no team or leader is perfect. Pretending just burns trust to the ground. Once a team can openly discuss our challenges and ask each other for help, then reaching everincreasing standards of excellence just happens as part of the company culture.
Amentum is a global leader in engineering and technical services, providing advanced solutions in defence, intelligence, energy, and environmental sectors. With over 53,000 employees worldwide, Amentum delivers mission-critical support to government and commercial clients, ensuring success in the most complex and demanding challenges.
Justin Barnhill Leadership and Operational Excellence
LEADING THROUGH ADVERSITY
Christian Garcia Carbajal on Resilience and Transformation
In the face of unprecedented challenges, effective leadership becomes even more crucial. Christian Garcia Carbajal, the Managing Director for Mexico at McCain Foods, reflects on his transformative experiences during the COVID-19 pandemic—an event that tested the mettle of leaders worldwide. With nearly 60% of the industry’s revenue disappearing overnight, Christian faced the daunting task of transitioning to a fully remote workforce while navigating uncertainty and fear. In this interview, he shares valuable insights on fostering team motivation, balancing immediate crisis management with long-term strategic goals, and cultivating resilience within an organisation. Join us as Christian discuss the essential qualities that define a leader in times of crisis and the importance of embracing change to create a culture of continuous improvement.
Can you share a personal experience where your leadership was tested during a crisis, and how you handled it?
Even at the risk of sounding cliché, I have to say that the COVID-19 pandemic was the ultimate test of my leadership. Almost 60% of our industry’s revenue evaporated overnight as customers shut their doors for six months. We had to rapidly transition from a 100% in-office model to fully remote work, all while facing constant fear and uncertainty. At first, it felt like a scene from a sci-fi thriller movie. However, after
a month of intense stress, I shifted my perspective. I focused solely on the critical needs of our business, employees, suppliers, customers—and myself. This mindset change not only made me much more productive and resilient but also strengthened my role as a leader, husband, and father. In hindsight, it was a transformative period that brought out the best in me, both professionally and personally.
What strategies do you use to keep your team motivated and focused during difficult times?
The first step is to strike a balance between vulnerability, closeness, and confidence. Being open about the uncertainties we face and how they affect us helps create a trusting environment. Staying connected with my team, understanding their feelings, and offering support are vital. Equally important is instilling confidence about a brighter future, reminding them that we will emerge stronger and grow as one united team. Empowering the team to have
How
open and honest discussions fosters collaboration, bringing diverse perspectives to the table. Together, we make better decisions and alleviate stress. Lastly, I emphasise the importance of work-life balance and mental health. Despite the increased pressures, avoiding burnout is crucial to keeping everyone motivated and productive.
do you balance immediate crisis management with long-term strategic goals?
I view crises as an inherent part of the business cycle, not isolated events. They should be anticipated in long-term planning. When a crisis hits, it often reshapes the timeline or intensity of strategic initiatives but rarely alters the core strategy itself—assuming you have a robust, holistic strategy in place (looking back, even COVID had this effect). In the short term, this means prioritising key actions and managing resources effectively. Establishing a dedicated governance structure for crisis management allows the organisation to operate with clarity. It’s crucial to distinguish “crisis mode” from “business-as-usual,” so the team remains sharp and clear about the dual focus on navigating the present while also building for the future.
What are the most important qualities a leader must possess when navigating a crisis?
Embracing change is paramount—not just being comfortable with it but actively seeking it out. This builds adaptability, a key skill during crises. Selfawareness is equally critical; if you’re not in the right state of mind, you won’t perform at your peak. Regularly checking in with yourself is step one. Knowing when to switch gears, seek help, or make adjustments is essential to maintaining top performance. Navigating a crisis requires you to be at your best, and that starts with understanding your
own state. Through practice and trial and error, you’ll develop techniques to quickly get back on track when the stress and uncertainty of a crisis try to knock you off course. Finally, helping and encouraging your team or organisation to develop these capabilities— adaptability, self-awareness, and preparedness (as mentioned in the previous question)—will make you the ultimate leader in times of crisis.
Staying connected with my team, understanding their feelings, and offering support are vital.
How do you ensure that your organisation remains resilient and adaptable in the face of future challenges?
Early in my career, I criticised my company for making major organisational changes every few years. It seemed chaotic and unnecessary, and I initially thought it was because they did not know what they were doing or to create career opportunities for some senior leaders. However, COVID made me realise the value of these disruptions. They weren’t just changes— they were deliberate actions to prevent complacency and foster a culture of continuous improvement by forcing major changes. People and companies naturally fall into routines over time, losing the drive for disruptive innovation (compare how you strive for change during your first year in a new role or company versus after being three years in the same role). That’s why I now regularly introduce significant “igniters of
change” to break the status quo. Whether through organisational restructuring, business innovation, or new initiatives, this keeps us on our toes, creative, and ready to tackle the next crisis head-on. This is how you change part of your organisation’s way of working, ensuring that your organisation is in much better shape to face the next crisis—not only to navigate through it but also to leverage the opportunities it brings.
Christian Garcia Carbajal
Leading the Digital Revolution
Insights from Rym Sahnoun, Executive at Orange Business Morocco
In an era defined by rapid technological advancements and shifting market demands, Rym Sahnoun stands at the forefront of digital transformation. With over two decades of experience across diverse industries, Rym has spearheaded significant procurement and operational changes, positioning Orange Business as a key player in Morocco’s telecommunications landscape. In this interview, she shares her insights on the company’s strategic vision, the role of innovation in driving business efficiency, and the importance of sustainability in shaping a brighter future for both the organisation and its clients.
Career Journey
Can you share your career journey and what led you to your current role at Orange Business Morocco?
I am an Executive MBA graduate with a master’s degree in Telecom Engineering and have a proven track record of managing organisations across Europe, Africa, and the Middle East. I have led transformations while delivering operational excellence and promoting innovation to meet business requirements in an ever-changing environment. As a dynamic, results-driven, and entrepreneurialoriented leader, I bring over 20 years of international experience in building IT strategies, managing complex programs, and empowering and developing people.
In 2006, after gaining rich experience in innovative services, I was assigned the responsibility of a strategic program in the field of electronic payment. During this experience, I launched the Orange Money Service and the International Recharge Service, collaborating with many branches and partner operators while leading multidisciplinary teams and external providers in an international context. Later, I managed an International Center in Tunisia, specialised in developing high-value-added products and services for the Orange Group. I created this centre in 2011 following a benchmarking study between Tunisia and Morocco, and I successfully grew the centre to 150 highly qualified experts.
Recently, I was appointed Transformation Director of an Orange Operation Center in Abidjan to improve operational and economic performance as well as customer experience. Finally, as CEO of Orange Business Morocco, I focus on employees’ innovation and initiatives, creating value for customers, society, and the company.
Orange Business Morocco’s Strategic Vision
What is the strategic vision for Orange Business Morocco, and how do you aim to position the company as a leader in business-to-business services in the region?
Our vision is to be a unique, trusted partner for digital transformation, offering a range of services that enable businesses to improve connectivity, data management, security, and operational efficiency. At OB Morocco, we strive to empower businesses to harness the full potential of digital technologies and drive sustainable growth.
Digital Transformation in Morocco
How is Orange Business Morocco helping businesses in the region embrace digital transformation, and what are the key sectors you are focusing on?
Orange Business Morocco actively supports businesses in the region on their digital transformation journey through various initiatives and services. Our model focuses on multinationals with a presence in Morocco, large Moroccan accounts, and significant African accounts operating within Morocco. The main sectors we serve include Financial Services, Insurance, Transportation, and Smart Industries. We aspire to enhance digital transformation in the public sector and contribute to building smart cities and stadiums in preparation for the 2030 World Cup.
Our contributions rely on the following pillars:
1. Comprehensive Solutions: We provide a wide range of services—including cloud computing, data analytics, cybersecurity, and connectivity solutions—tailored to meet the specific needs of our partners.
2. Tailored Consultancy: We offer consultation services that help organisations develop effective digital strategies, ensuring seamless integration of digital technologies into their operations.
3. Training and Support: We provide training programs and ongoing support to empower teams in understanding and effectively utilising new technologies.
4. Innovative Technologies: By leveraging cutting-edge technologies such as IoT (Internet of Things), AI (Artificial Intelligence), and big data analytics, we help businesses optimise operations and enhance decision-making processes.
Cloud Solutions and Scalability
How is Orange Business Morocco driving cloud adoption among its clients, and what are the key benefits of cloud solutions for businesses in Morocco?
Orange Business Morocco can support businesses in their journey towards the cloud, whether it be Private, Public, or Hybrid. We partner with hyperscalers and have certified cloud solutions competencies to accompany their move to the cloud, as well as a secure multi-cloud platform for them to seamlessly host their services on private, public clouds, or on-premises.
At Orange Business Morocco, we understand that embracing the cloud is essential for businesses looking to enhance operational efficiency and drive innovation. Our diverse range of cloud services is meticulously crafted to empower businesses to leverage the full potential of digital technologies. Imagine a digital infrastructure that seamlessly integrates connectivity, cloud solutions, and robust cybersecurity—this is the unique advantage we offer. With our end-to-end support, you can confidently navigate every step of your digital transformation journey.
Our extensive portfolio, coupled with our internal experts and partnerships with world-class providers, ensures that you receive the highest level of guidance and support. Together, we will build a futureready foundation for your business, enabling you to embrace innovation, unlock new opportunities, and boost your market share.
Cybersecurity Services
With the increasing threat of cyberattacks, how does Orange Business Morocco ensure the security of its clients’ digital infrastructures?
Against the backdrop of worsening and more frequent cyber-attacks, Orange Business Morocco pays special attention to protecting the digital assets of its clients. IT security extends to delivering customers’ policies and features today and, in the years, to come. Enabling advanced risk management, we are preemptive in addressing risks to our partner’s operations by operationalising threat intelligence in industry. Our customers’ digital environment is under 24/7 security operations centre and right protection is always provided. Other than that, our security professionals design and implement systems for every customer, utilising proper risk-based protection from the network to the data security. Further, our compliance services have enabled many clients to avoid making unnecessary investments into more regulatory and business requirements related to vulnerabilities in cyberspace.
Sustainability and Technology
How is Orange Business integrating sustainable practices into its services, and what role does technology play in supporting the company’s sustainability goals?
Orange has set an objective of achieving net zero carbon emissions by 2040 and aims to continuously reduce its CO2 emissions by 30% in 2025 and 45% in 2030. Orange Business Morocco is training its employees on eco-design to contribute to these objectives and is utilising smart building technologies to reduce energy consumption.
Innovation in ICT
How is Orange Business Morocco leveraging innovations in ICT to drive business efficiency and improve customer solutions?
Orange Business Morocco is leveraging innovations such as AI and generative AI with solutions like Copilot and other generative AI models to enhance employee efficiency and improve customer interactions.
Customer-Centric Solutions
How does Orange Business ensure that it delivers value and meets the evolving needs of its corporate clients, particularly in the digital age?
Orange Business leverages innovation and new technologies to address evolving client needs. We prioritise upskilling and reskilling our employees to ensure they remain current with industry trends. Additionally, we promote employee innovation and initiative. Finally, we foster customer intimacy and co-innovate with our clients to deliver tailored solutions.
Challenges in B2B Telecommunications
What are the key challenges in the telecommunications industry in Morocco, and how is Orange Business addressing these challenges?
The key challenge in B2B telecommunications is telco cloudification. Telco customers are optimising their connectivity costs and transitioning from dedicated lines to the internet and SDX networks. Our challenge is to support them in this transformation while also virtualising our networks and providing a platform for purchasing a connected and secure digital infrastructure.
Future Vision for Orange Business Morocco
What are your future plans for the growth and expansion of Orange Business Morocco, and how do you see the role of technology evolving in the country’s business landscape?
Orange Business aspires to lead digital transformation in Morocco and Africa, serving both the public and private sectors. As the market rapidly embraces cutting-edge technologies and cybersecurity, digital innovation is becoming essential—especially in public services like health, education, and finance. In the private sector, banking and insurance will drive advancements, while industries like transportation and mining will focus on boosting operational efficiency through IoT and Mobile Private Networks.
Orange Business is a global leader in digital transformation and network integration, offering end-to-end solutions in cloud, cybersecurity, and data intelligence. With over 30,000 employees, they help organisations innovate and optimise operations across industries, ensuring secure and sustainable growth.
Rym Sahnoun Executive at Orange Busness
CRAFTING EXCELLENCE
Fiore Cappelletto on Leading McIntosh Group’s Automotive & Marine Division
In this insightful interview, Fiore Cappelletto, Vice President and General Manager of Automotive & Marine at McIntosh Group Inc., shares his remarkable career journey and the passion that drives him in the high-end audio industry. With a background in communication and advertising, Fiore’s transition to the world of audio began at Sonus faber, where he honed his marketing expertise. Now leading the charge in the automotive and marine sectors, he discusses the evolving trends shaping these industries, his commitment to innovation, and the importance of sustainability. Fiore emphasises the value of teamwork and collaboration in achieving the strategic goals of McIntosh Group, reflecting on the company’s legacy of excellence in delivering unparalleled audio experiences.
Career Journey
Can you share your career background and what led you to your current role as Vice President and General Manager of Automotive & Marine at McIntosh Group?
I began my career in the communication and advertising industry in my 20s while completing my studies at the University of Padova. Although my bachelor’s degree was in legal economics, I developed a deep passion for communication and advertising, which naturally led me to focus on strategic marketing. After spending a decade at two different local communication and advertising agencies, managing clients across various industries, I joined Sonus faber as Marketing Director in 2013. Interestingly, Sonus faber was initially a client of mine for about a year, after which I had the honour of being invited to join their team.
As I developed a strong passion for music and the high-end audio industry, and as the company grew through acquisitions, I transitioned to a group-level role, leading the global marketing team and enhancing the brands’ marketing and communication strategies. In 2017, driven by an unending desire to expand my knowledge and capabilities, I dedicated myself to boosting the company’s corporate business development, with a focus on the automotive sector. When the first automotive deals came to fruition, I was promoted to General Manager of the newly created automotive business unit and later to Vice President with additional responsibilities for the yachting business, becoming a member of the Senior Leadership Team (SLT).
During this time, the McIntosh Group placed significant trust in my potential and offered me the incredible opportunity to pursue a two-year Executive MBA at the Technical University of Munich, which was instrumental in preparing me for the challenges ahead. What truly led me to my current role is an insatiable curiosity and a strong willingness to learn, constantly pushing myself in fields that I was passionate about but knew little of. It may sound cliché, but you can never be fully prepared until you take action and pursue your dreams with unwavering commitment. The bigger you dream, the harder you work, the greater the results—with a bit of luck, of course.
Role Overview
What are your primary responsibilities as GM and VP of Automotive & Marine, and how do you contribute to the overall strategic goals of McIntosh Group?
The business unit we’ve established is strategically crucial to the group’s long-term goals. It not only generates significant income, which is reinvested in co-marketing activities to support our partners and to grow the companies within our portfolio, but also substantially boosts the brand awareness and equity of our companies globally. While our core focus remains on producing high-end speakers and electronics, our work in the automotive and marine sectors is essential in enhancing the value, perception, and performance of our brands.
My primary responsibility is to nurture our existing Automotive and Marine business, ensuring we deliver high-performing products and provide comprehensive support to our partners. Simultaneously, I focus on expanding this business by forging new partnerships, carefully avoiding conflicts with our current ones to preserve our and our partners’ brand equity. Additionally, my role involves defining short and long-term strategies for the business unit, ensuring we meet P&L goals, closely monitoring costs and investments, and setting and executing sales and marketing strategies with my exceptional team. Their expertise is the driving force behind our success.
Furthermore, I continuously explore new technologies and technical partnerships to provide added value to our customers while achieving mutual benefits with our partners. I must also acknowledge the invaluable contributions of the team, who are relentlessly supporting all our automotive and marine endeavours, including Khyati Kesarwani and Raffaele Frontera in marketing, Mathias Brand in business development, Alberto Demel in industrial design, and Mario Passarelli, Mark Nazar, and Roberto Gamba in acoustic research and development. Their knowledge, passion, resilience, and commitment truly are the foundation of our achievements.
Market Trends
What current trends and developments in the automotive and marine sectors are most affecting McIntosh Group, and how is the company responding to these trends?
Automotive:
The automotive industry is currently facing one of its most challenging periods. Automakers are struggling to achieve profitability with the production and sale of fully electric vehicles (EVs). High production costs and the need to increase prices have led to consumer resistance towards battery electric vehicles (BEV). While BEV sales have varied across regions, with slower adoption rates in parts of the US and EU, the market is momentarily trending towards Plug-in Hybrid Electric Vehicles (PHEVs). PHEVs may offer a reasonable cost, the long-range security and driving pleasure of internal combustion engine (ICE) vehicles, and the eco-friendly option for shorter distances, such as in-city driving. This indicates that the transition to EVs is progressing slower than initially anticipated.
In the US, Tesla remains a dominant player in the EV market, although it faces increased competition in China, where it has experienced fluctuating sales. Given these challenges, OEMs are focusing on maintaining stability in successful areas, such as their audio offerings, while exploring potential enhancements and new audio brands for future vehicles. At McIntosh Group, we are navigating these market fluctuations by remaining focused on delivering high-performance products, proactively engaging with new ideas, and executing our strategies efficiently to meet the expectations of our automotive customers, including Jeep (McIntosh’s partner), Maserati, and Lamborghini (Sonus faber’s partners).
Marine:
In the yachting industry, McIntosh Group is still relatively new, and we are continuously building and improving our “fresh” knowledge. Our collaboration with Wally - Ferretti Group has been successful, providing us with valuable insights into this segment. We observe a strong desire for differentiation and uniqueness across all sizes of boats, from outboard/small boats to large yachts, and even super and mega yachts. The competition in this sector, as in the automotive industry, is intense, with wellestablished audio brands dominating the market.
However, we see an advantage in our long tradition, high-end positioning, and globally recognised performance, which is leading to increasing interest from key stakeholders. Although we have a long way to go, we are committed to building our reputation in the industry and, project by project, establishing our brands among the leaders in yacht audio systems.
Product Innovations
McIntosh Group is known for its high-quality products. How do you ensure innovation and maintain the quality of your automotive and marine offerings?
The key to our innovation lies in staying true to our brands’ DNA. Our products deliver exceptional performance, featuring specific sound signatures that we have evolved and refined over time without compromising their core characteristics. The unique and iconic design of our products makes them instantly recognisable and highly desirable.
We apply the same principles when collaborating with our automotive and marine partners. We incorporate the sound innovations embedded in our products, despite the challenges posed by different environments, and co-design every element to seamlessly blend with the other design components in the vehicle or yacht cabin. Thanks to our outstanding team of acoustic engineers and experts, we ensure that every “tuning” is true to our sound philosophy.
Technological Integration
How is McIntosh Group incorporating new technologies into its automotive and marine products? Can you share any recent technological advancements or updates?
Our approach to technological integration varies between the automotive and marine sectors. Among the technologies featured in our products, we carefully select those that are most suitable for each application and can be efficiently implemented. We pay special attention to technologies that define our sound DNA, ensuring they not only deliver the desired audio performance but are also, when possible, visible to the end user.
While I cannot disclose specific details due to confidentiality, I can share that we are adapting the technologies engineered for our latest reference speakers and electronics—such as the Sonus faber Suprema and the McIntosh Reference Amplifiers—to fit the automotive and marine environments. During development, we ensure that materials and acoustic design faithfully replicate our home products, delivering the correct response. After installation, we go through a rigorous fine-tuning process, combining precise software analysis with deep listening sessions performed by our acoustic technicians. This meticulous process ensures that the sound reproduction meets our exacting standards.
Sustainability Efforts
What steps is McIntosh Group taking to promote sustainability within its automotive and marine divisions? How do you balance environmental concerns with product performance?
Our companies are increasingly integrating corporate social responsibility (CSR) into their long-term strategies, which I strongly support. There are many ways we can address CSR concerns, even within the context of our luxury and high-end products. We are continually exploring new, more sustainable materials and experimenting with them. For example, we are testing and implementing the use of materials like cork, which deliver great acoustic performance while also being environmentally sustainable. Additionally, we are working closely with our partners to understand how we can contribute to achieving their CSR goals. Sustainability is an ongoing process that requires constant research and collaboration, and while we have made significant progress, there is still much more to accomplish.
Customer Focus
How does McIntosh Group address the needs and expectations of its customers in the automotive and marine industries? Are there any recent projects or initiatives that highlight your customer-focused approach?
We differentiate between our automotive and marine partners and the end users, as our approach varies accordingly. With our partners, we ensure that the products delivered are flawless, continuously monitoring industry trends, seeking innovation, and proactively proposing new, scalable solutions. From a sales and marketing standpoint, we maintain a proactive stance, always looking for ways to enhance our offerings.
For end users, our primary goal is to deliver products that create unforgettable sound experiences, leaving a lasting impression throughout their journeys in their cars or yachts. We recognise that customers who purchase our products have exceptionally high expectations, and we strive to ensure that our performance and design consistently exceed these expectations. Additionally, we seek to understand the needs and expectations of end users, not only from a product perspective but also from a community standpoint, fostering a sense of belonging to our brands’ family.
Recent examples of output related to our customer-focused approach include the successful launch of the new Jeep Wagoneer S in New York City, where Jeep fully embraced the McIntosh brand, leveraging our House of Sound (www.houseofsoundnyc.com) in Chelsea, Manhattan, for a three-day event that included strong engagement with press and customers. Another example is the inclusion of the Sonus faber brand in the Lamborghini Villa and House of Maserati during the Monterey Car Week 2024, one of the most renowned automotive events globally. Our partners integrated our products into multiple areas of their venues, not only to provide superior sound but also to establish a clear connection between the sound systems in their vehicles and our home products. These experiences allowed us to connect with guests and customers, providing them with the rationale behind our collaborations and letting them experience the sound systems both on-board and offboard, resulting in outstanding engagement and extremely positive feedback.
“Our companies are increasingly integrating corporate social responsibility into their long-term strategies, which I strongly support”
Leadership approach
How do you approach leadership and team management in your role? What qualities do you believe are essential for leading effectively in the automotive and marine industries?
My leadership style, like that of many fellow managers, has been shaped by a blend of professional and personal experiences, challenges, and a deep passion for what I do. I believe in leading by example, being approachable, and maintaining a strong work ethic. Effective communication and transparency are essential for building trust and fostering a collaborative environment. We aim to create a culture where every team member feels valued and empowered to contribute to our shared success.
A key aspect of leadership is understanding your role in different situations—whether it’s standing beside, behind, or in front of the team. This means recognising when to provide support or encouragement, when to collaborate and “push” for their success, and when to lead from the front to protect and guide. One thing is certain: credit and celebration belong to the team, while the responsibility for challenges rests with me. My ultimate goal is to become “unnecessary” to the team, knowing they can succeed on their own. When your team no longer needs your guidance—assuming it was effective—you know you’ve done your job well.
Staying motivated is effortless when you’re passionate about your work. I’m deeply inspired by the products we create and the positive impact they have on people’s lives. Witnessing our team’s hard work manifest in exceptional products and accomplishments is incredibly rewarding, fueling our drive to continue pushing the boundaries of what we can achieve.
McIntosh Group is a world leader in high-end audio equipment, offering premium products across renowned brands like McIntosh Labs, Sonus faber, and Sumiko. With a focus on innovation and performance, the group delivers exceptional audio experiences to music lovers worldwide.
Fiore Cappelletto Vice President
LEADING WITH VISION
Ruban Shanmugarajah on Babyshop’s Commitment to Quality and Innovation
In an era where consumer expectations are rapidly evolving, Ruban Shanmugarajah stands at the helm of Babyshop, the largest omnichannel retailer for children’s products in the MENA and Southeast Asia regions. With over 23 years of experience in retail, Ruban has dedicated his career to understanding the intricacies of the market and the needs of parents. Under his leadership, Babyshop has embraced innovation and sustainability while remaining steadfast in its mission to provide the best products for children. In this interview, Ruban shares insights into his journey, the vision driving Babyshop forward, and the strategies employed to cultivate a culture of excellence and customer-centricity in a competitive landscape.
Career Journey
Can you share your career journey and what led you to your role as CEO at Babyshop Stores?
My journey as a CEO has been defined by a deep-rooted commitment to innovation, customercentricity, and the relentless pursuit of excellence. Currently, I’m privileged to lead Babyshop, the largest omnichannel retailer for children in the MENA and Southeast Asia region. This role with Landmark Group has allowed me to drive growth across diverse and dynamic markets, navigating evolving retail landscapes and pioneering initiatives that place the customer at the centre of everything we do.
Before stepping into this role, I served as the CEO of Lifestyle, another significant retail brand within Landmark Group that caters to the evolving preferences of modern women across beauty, fashion, and home. This experience strengthened my understanding of omnichannel retail and underscored the importance of meeting customers wherever they are—whether online or in-store. With over 23 years in the retail industry, I began my career in the UK, starting with operational roles at WH Smith, where I worked my way up from store management to strategic roles at the head office. My experiences in those early days, coupled with leadership roles at TJ Hughes, provided me with a robust foundation in retail operations and expansion strategy.
Seventeen years ago, I joined Landmark Group as Head of Retail Operations for Babyshop in the UAE, and my journey with the brand has been one of immense growth and learning. I transitioned through various leadership roles within the organisation, including Chief Operating Officer, where I developed my ‘Retail is Detail’ philosophy—a hands-on approach that positions Babyshop as a category leader and a multi-awarded omnichannel brand. This progression gave me a unique 360-degree perspective on the business, enabling me to shape Babyshop’s customer-focused strategies. Education has been pivotal in shaping my leadership approach. My background in Chemistry with Management from King’s College London equipped me with analytical and strategic thinking skills, while my Advanced Management Program at INSEAD reinforced my commitment to lifelong learning and adaptability in a rapidly changing retail world.
As a British national of Sri Lankan origin, my multicultural background has enriched my perspective and leadership style, enabling me to connect with diverse teams and customers. Ultimately, my career journey has been about building brands that resonate with customers on a deeper level and leading teams toward a shared vision of excellence.
Company Vision
Babyshop has grown into a leading retailer in the children’s products sector. Can you elaborate on the vision and mission that drive the brand forward?
Babyshop has a clear vision to be recognised as the number one global specialist in everything for babies and children, always keeping their best interests at heart. Everything we do is underpinned by our belief that Babyshop has a right to be in every home, ensuring every child has the best start in life.
Product Innovation
How does Babyshop approach product development and innovation to meet the evolving needs of parents and children?
As a consumer-centric retailer, product is at the heart of everything we do. We commit significant resources, investments, and talent to ensure we are constantly listening to our customers, travelling to leading industry trade shows, and understanding the latest fashion trends, so that we can bring to our customers the latest products that provide solutions to parents’ needs while helping them be the best parents they can be. The brand places paramount importance on product safety across all aspects— materials, products, processes, and usage. Recognising that safety is a salient feature for baby products, Babyshop ensures that its offerings are not only safe but also environmentally responsible.
After launching new products, we monitor customer feedback and sales data to continuously refine and improve our offerings. Through these strategies, we ensure that our product development and innovations are aligned with the changing needs and expectations of parents and children, fostering loyalty and satisfaction among our customer base.
Sustainability Initiatives
Sustainability is becoming increasingly important for retailers. How is Babyshop integrating sustainable practices into its operations and product offerings?
Living up to its vision of “to be recognised as the number one global specialist in everything for baby & child and always have their best interests at heart,” Babyshop, as the one-stop shop for children’s fashion, essentials, and accessories, is committed to advancing sustainability in the children’s retail sector.
A significant portion of Babyshop’s raw materials is derived from all-natural and sustainable fibres. To further enhance its sustainability efforts, the brand is transitioning to eco-friendly materials and has introduced a range of sustainable options, including durable, recyclable, and biodegradable silicone and wooden toys. Babyshop’s private label for basic non-apparel, Giggle & Juniors, demonstrates its commitment to safety by being entirely BPA-free, thus free from harmful chemicals. The Giggle’s Cycle collection is specially made from post-consumer plastic bottles.
Babyshop upholds ethical and sustainable sourcing practices by ensuring that all suppliers are SEDEX and OEKO-TEX compliant (more than 80% of suppliers are OEKO-TEX compliant), confirming adherence to global social responsibility, health, and safety standards.
As Babyshop continues to refine its sustainability practices, it plays a crucial role in Landmark Group’s broader mission to foster a more sustainable retail environment for future generations.
Customer Experience
How does Babyshop ensure a positive and engaging shopping experience for its customers, both in-store and online?
As part of our strategy, we have prioritised understanding the needs and preferences of parents. Based on the feedback and insights received, we have explored how to reimagine the in-store experience for our customers. We have recently opened a model store in Dubai, where many of these insights have been incorporated. This store has been well received by consumers and industry experts alike (video incorporated).
We know that service is an integral part of our offering; that’s why we have an award-winning personal shopping service called “My Baby Expert” across our stores.
As a truly omni-channel retailer, we ensure a frictionless experience across online and offline channels, allowing customers to easily switch between shopping methods while maintaining consistent service. All of this is underpinned by our market-leading loyalty program, SHUKRAN!
Market Strategy
How does Babyshop adapt its marketing and product strategies to cater to the diverse markets across the regions it serves?
We place significant emphasis on consumer research, constantly listening to our customers and adapting our marketing and product strategies to cater to the diverse markets across the region. We tailor our marketing campaigns to reflect the cultural values, preferences, and languages of different regions. This includes using local influencers and adopting messaging that resonates with specific demographics. We also align our marketing and promotions with local holidays and cultural events, creating campaigns that engage customers. Through these strategies, we effectively address the diverse needs of the markets we serve, ensuring relevance and fostering strong connections with families across these markets.
Challenges in Retail
What are the key challenges Babyshop faces in the retail industry today, and how are you addressing them to ensure continued success?
The evolving retail landscape changed dramatically with the onset of the pandemic across the globe. Consumers became digital-first, far more conscious of what they were buying, and more demanding of retailers to deliver a seamless, right-first-time experience.
While the digital-first approach will not change materially as we move into a post-pandemic world, we are clearly seeing consumers return to physical stores, wanting to immerse themselves in the retail theatre and experience they have always loved. Retail wasn’t called therapy for no reason! In today’s retail world, the in-store customer journey, communication, and inspirational product displays, coupled with outstanding customer service, are just as important as a strong digital approach. The real winners will be those who can excel on all these fronts. Providing an unrivalled choice of products at great quality and at an affordable price has always been the cornerstone of Babyshop’s brand DNA, and we believe this will serve us well today.
We’ve seen increased fragmentation in the competitive landscape, with more players entering the region and increased cross-border shopping. However, this only motivates my team and me to remain at the top of our game and continue to innovate and evolve with the consumers.
Digital Transformation
With the rise of e-commerce, how is Babyshop leveraging digital platforms to enhance its customer reach and service delivery?
We have a footprint of over 250 stores across 13 countries globally; however, we understand that a strong digital offering is just as important. With this in mind, we have invested heavily in our digital platforms, offering the widest choice by partnering with trusted global brands. We have recently launched Babyshop Partner Plus, a marketplace model that allows globally recognised brands to onboard and trade via the Babyshop platform in the GCC market, leveraging Landmark Group’s scale through a pay-as-you-trade model.
Future Vision
What are your future plans for Babyshop in terms of expansion, innovation, and maintaining market leadership?
As we celebrate our 50th year, Babyshop has a clear vision: “To be recognised as the number one global specialist in everything for baby and child and always have their best interest at heart,” governed by our purpose, wherein we believe every child deserves the best start in life.
We have an ambition to continue to expand our footprint in the Southeast Asia region, with an initial focus on Malaysia and Indonesia. Today, we have 19 stores in Malaysia, with plans to open another four in the next six months in the country. Our expansion plans will see us opening stores across the nation, taking the brand to a wider customer base in Malaysia. We have been very encouraged by the customer reaction to the brand in the country, and we remain committed to bringing the customers of Malaysia the widest choice of quality products at the most affordable prices within the baby and child space. Within Southeast Asia, the brand also has 10 stores across Indonesia.
We are also in the final stages of entering a new and exciting kids market in the world—so watch this space!
“We
tailor our marketing campaigns to reflect the cultural values, preferences, and languages of different regions.”
Leadership Philosophy
What is your leadership philosophy, and how do you motivate your team to align with Babyshop’s goals and values?
My leadership philosophy is anchored in the principles of servant leadership, which means that my primary role is to support, uplift, and empower those I have the honour of leading. I believe that true leadership is not about authority but about providing the resources, guidance, and encouragement that enable others to reach their fullest potential. Open communication and transparency are central to my approach, as they cultivate trust, inclusivity, and a collaborative spirit within the team.
Adaptability is another core tenet of my leadership style. I recognise that every situation and team dynamic is unique, requiring flexibility in approach. Whether navigating new market challenges, adapting to evolving customer needs, or steering through internal transformations, I believe a leader must be both steady and responsive. Additionally, I am deeply committed to continuous learning—not only for myself but for my team as well—because I believe learning drives growth and innovation.
Ultimately, my goal is to create a culture of empowerment and accountability, where everyone feels motivated to contribute, challenge the status quo, and work toward a shared vision. I adhere to the philosophy that a successful leader must be both a “dreamer and a doer,” adept at balancing the immediate details with a strategic, long-term view. This ability to move fluidly between different perspectives—whether it’s at 5 ft, 50 ft, or 50,000 ft—enables me to keep our goals clear, our teams aligned, and our impact strong.
Babyshop is a leading omni channel retailer for children’s clothing, gear, and accessories, offering a curated selection of high-quality products from top brands. With a focus on style, safety, and functionality, Babyshop provides everything parents need for their little ones, from newborn essentials to toddler apparel.
Ruban Shanmugarajah Chief Executive Officer