INDIAN ICONS OF INNOVATION & ENTREPRENEURSHIP

All rights reserved ÂŠ 2017. BNC Publishing, P. O. Box 502511 Dubai, United Arab Emirates. Opinions expressed are solely those of the contributors. No part of this publication may be reproduced or transmitted in any form or by any means without written permission of the publisher. Printed by International Printing Press ippuae.com

CONTENTS Foreword 7 Yusuffali M.A.

Sunil Vaswani

Dr. Shamsheer Vayalil

Dr. Adnan Chilwan

Dr. R. Seetharaman

Harmeek Singh

Rizwan Sajan

Dr. Azad Moopen

Thumbay Moideen

Dambir Chadha

Kamal Puri

Tariq Chauhan

Ravi Pillai

Kaushik Soni

Khurshid Vakil

Bhupender Nath

Riaz Khimani

105

Adeeb Ahamed

111

Yogesh Mehta

117

Mahesh Shahdadpuri

123

Dawood Bin Ozair

129

K. Rajaram

135

Abhishek Ajay Shah

141

Gaurav Sinha

147

Kabir Mulchandani

153

Jasjiit Jaaj

159

Dr. Tejinder Singh

165

Hassan Chougule

171

Ashish Mehta

177

Alisha Moopen

183

Avi Bhojani

189

Poonam Bhojani

195

Shaji Ul Mulk

201

Dhananjay Datar

207

Rohan Mehta

213

FOREWORD Anurag Bhushan Consul General, 2013 - 2017 Consulate General of India, Dubai Thereâ&#x20AC;&#x2122;s no question that the Indian expatriate community has heavily contributed to the growth and development of the MENA region, and this is especially true of those innovators who have started up and built long-lasting businesses here. These leaders of enterprise are, essentially, role models for the rest of us to follow- be it their entrepreneurial journeys, their professional tactics, or their leadership strategies, all of these and more can be counted as valuable insights for anyone wanting to achieve success in their own lives and businesses. This is why I am glad to see BNC Publishing come out with this book, Indian Icons of Innovation and Entrepreneurship, which, besides recognizing these champions of business in the MENA region, also informs its readers as to how these successful men and women got to where they are. In the pages to follow, there are lessons aplenty for aspiring entrepreneurs, and these inspirational stories will, hopefully, provide the necessary drive to create a whole new generation of Indian icons.

Yusuffali M.A. Managing Director, LuLu Group

Yusuffali M.A.

Managing Director, LuLu Group

Yusuffali M. A. has a strong memory. He still vividly remembers his first voyage abroad the ship, Dumra, which set sail from Bombay and anchored at Dubai port on the 31 December 1973. And after that came the five-hour ride back to Abu Dhabi that night. Obviously Abu Dhabi was a far cry from what it is today. There was no basic infrastructure available in those days, electricity was a rarity and the sewerage system was still to be implemented. Air conditioning was unheard of, and the budding tycoon used to sleep on the terrace of the family home during the summers, after pouring buckets of water around to make it cooler. The contrast today couldn’t be stronger. As Managing Director of Lulu Group, his personal wealth is thought to be close to the $5bn mark. Last year, Deloitte ranked LuLu as the 165th biggest retailer in the world, with revenues of $5.6bn in 2014. It was also ranked as 25th fastest growing retailer based on revenues between 2009-2014. But Yusuffali also has considerable investments elsewhere, including stakes in several of India’s largest banks. He owns India’s largest mall, in Kochi, and is in the process of building what he sees as his most ambitious project yet- the Bolghatty International Convention Centre, which will be the largest facility of its type in Asia. He has come a very long way from the days when his family owned a small trading center in Abu Dhabi, where he first went to work. He did almost everything himself in those days- right from loading and unloading to driving around and selling the produce. Slowly he got into the import and distribution of frozen food products from Europe and the US. He started to distribute the supplies not only in and around Abu Dhabi but also to interior areas of the Emirate. The business started to pick up and he expanded to include a bigger range of products in both food and non-food categories.

“The visionary founder of the UAE, the late H.H. Sheikh Zayed, was spearheading the ‘march to future’ of this great country with many significant projects and initiatives. Lots of people from all over the world had started to come in, and the time was right to enter into the supermarket business.”

Yusuffali M.A.

As time passed, he went on to create cold stores and meatand food-processing plants, and won large-scale import and distribution contracts for big hotel groups, catering companies, ships, chandleries and so on. By the 1980s, he had a sizeable share of the wholesale and retail food market, with operations that covered the entire UAE. After the success in the wholesale and distribution market, he ventured into the retail sector with the opening of his first supermarket in Abu Dhabi. By this time, he was independently handling the affairs of LuLu Group and he saw great potential in the retail sector. The economy had started to boom, with oil revenues taking center stage. He says: “The visionary founder of the UAE, the late H.H. Sheikh Zayed, was spearheading the ‘march to future’ of this great country with many significant projects and initiatives. Lots of people from all over the world had started to come in, and the time was right to enter into the supermarket business. And so LuLu launched.” After firmly establishing his company in the supermarkets and department store segment, he was quite keen to venture into the bigger format of hypermarkets. He says: “In 2000, we opened our first large format LuLu Hypermarket in Dubai. This really was the turning point for the group and it soon expanded into new markets with bigger and better hypermarkets in all the major cities of the GCC. Today it has 118 stores of different sizes catering to more than 700,000 people every day.” The next logical step was to get into shopping malls and mixed-use projects. Line Investments & Property LLC was started in 2004 to spearhead the entry into this segment and today it has 13 shopping malls in the Gulf and India. The LuLu Mall in Kochi is by far the largest in India and more than 250,000 people visit it every month. Yusuffali has been the frontrunner among NRIs investing back in their homeland. He is the founding director board member of Kochi International Airport, the first PPP-model airport in India. As the chairman of the airport’s Development

Committee, he helped in mobilizing funds from non-resident Keralites in the Middle East countries. On the business front, he has invested more than INR5,000 crores in various projects till date. LuLu also owns two five-star Marriott hotels and a flightcatering unit in Kochi itself. Work on the groupâ&#x20AC;&#x2122;s most ambitious project so far, the Bolghatty International Convention Centre and Grand Hyatt Hotel development, is progressing at full pace and is expected to open by the end of 2017. Once operational, it will be the largest such facility in Asia and is aimed at making India a hub for international conventions and exhibitions. Can anyone stop him achieving even more success? Given his track record, the answer must be no.

Sunil Vaswani Group Chairman, Stallion Group

Sunil Vaswani

Group Chairman, Stallion Group

When you meet Sunil Vaswani for the first time, it is hard to imagine that he is one of the richest and most successful Indians on the planet. He is quiet, unassuming and extremely polite. But make no mistake: this is a man who knows how to build and run a global empire like no other. His company Stallion Group is headquartered in the UAE, a decision made 14 years ago. The Dubai offices now manage the worldwide businesses, acting as the ideal platform for governance and growth. With the headquarters situated conveniently in terms of time zones and geography, it has set the foundation for further exponential growth in the Middle East and Africa, where the company has a history that exceeds 45 years. How did it all start? In the early days of his career, Africa was full of people looking to meet their day-to-day needs while other parts of the world had moved on rapidly in terms of their economic development. As a result, Vaswani was keen to start his entrepreneurial pursuits in Africa while others were put off by the perception of the high risk associated with the continent. He however, was determined to align himself with the socioeconomic needs of Africa and create a bridge with others parts of the world for its growth and prosperity. Vaswani soon identified key products and services that impacted peopleâ&#x20AC;&#x2122;s daily lives. From there he developed a business model that delivered high-quality items to the mass population at fair pricing. Products and services included food, nutrition, transportation, fertilizers, FMCG products, banking and clothing, to name just a few. The other strategy was to collaborate with the worldâ&#x20AC;&#x2122;s leading companies in delivering their expertise to the underdeveloped African markets. After establishing a stable presence, he set up the groupâ&#x20AC;&#x2122;s

â&#x20AC;&#x153;Africa could potentially see massive capital inflows as the perception of risk gradually diminishes in the coming years. Few people are better placed to take full advantage of this than Sunil Vaswani.â&#x20AC;?

Sunil Vaswani

headquarters in the UAE to manage the global affairs of its multiple businesses. Today, the company works with a multitude of international companies to deliver their products, services and technology into the African markets. With this unique experience in some of the worldâ&#x20AC;&#x2122;s most complex markets, it is well positioned to play a major role within key sectors such as agriculture, heavy industries, power, infrastructure, healthcare and others. As part of this, the group is now creating a new UAEbased specialist organization to flow trade and investments into Africa. It is deploying the full force of its expertise and reputation as a reliable and successful player across a variety of sectors. Notably, it is developing multiple heavy industries in a gas-based industrial park that is well located in West Africa. Further, its fully integrated agricultural value chain is gaining traction, ably complementing the sales and distribution capabilities. The investments in the automotive ecosystem are immensely valuable, with collaborations maturing with global automotive majors. The group is also partnering with renowned international players seeking to access Africa. In the process, it is also galvanizing investors that have an aspiration for Africa. Vaswani hopes to create investment opportunities to the tune of $9 billion in this direction. The clear trends that emerge in Africa point to more localized added value in terms of the utilization of natural resources and gainful employment. With this in mind, it has invested in industries that could potentially provide products and services to sustain our market share in the long term. Generation of gainful employment is of great importance to Vaswani personally in the markets in which he operates. It is not just the employment, but also the skill development and sustained welfare of the staff and the communities they represent. For example, in his automotive plants, all local employees have undergone extensive training from the global auto OEMs (original equipment manufacturers) and have blossomed into

capable technicians. Stallion manages an impressive portfolio of automotive brands including Honda, Nissan, Hyundai, Volkswagen, Audi, Skoda, Porsche, Ashok Leyland, IVECO and several others. Its community-welfare programs have focused on the promotion of education, healthcare, sports and cultural events in the respective markets. He hopes to create a healthy ecosystem within our business verticals that delivers welfare to all stakeholders. The next two decades may see Africa emerge as a very strong world economy. The change will be driven by a growing captive demand, a surging middle class, increasing the willpower of governments to make the region self-sufficient, an improved investment climate that will aid foreign investment and take advantage of natural resources. Africa could potentially see massive capital inflows as the perception of risk gradually diminishes in the coming years. Few people are better placed to take full advantage of this than Sunil Vaswani.

Dr. Shamsheer Vayalil Managing Director, VPS Healthcare

Dr. Shamsheer Vayalil

Managing Director, VPS Healthcare

When you think about quality healthcare in the UAE, there is usually one name that quickly comes to mind: Dr. Shamsheer Vayalil. He started his career in the UAE’s public sector, which helped him gain considerable experience in diagnostics and imaging. Along with the career growth, he also gained an idea about how the healthcare industry in this country functions. He spent considerable time after work visiting facilities and meeting the right people, with just a dream of starting his own hospital. Back then, the UAE government was creating tremendous excitement in Abu Dhabi with the developments they were making in the healthcare sector. It was the right time for him to get started. “At this point, I began studying the UAE healthcare market to identify prevalent gaps. The country’s government was moving towards privatization and the introduction of insurance schemes. This was the right time to invest and I opened my first hospital in 2007,” he says, adding: “With no experience in running a hospital, it was extremely challenging to transition from being a medical practitioner to someone delivering medicine to a huge number of people. I had the best resources on board and maintained focus on reaching areas that were devoid of a proper healthcare system. The major focus always remained on quality over revenue, and I think that’s what helped our company VPS to become one of the UAE’s major healthcare services providers,” he says. His focus was always on bringing quality healthcare to areas that were devoid of any facility. The only aim he had when he started was to provide the best for the society and focus on outstanding patient care. He wanted to use his efforts to help the public, rather than settle as a professional medical

â&#x20AC;&#x153;I consider my ability to listen and desire to learn as the key ingredients to my success so far. I used to spend 18 to 20 hours at the site learning new things every day. I listened to people, and since I knew nothing about running a hospital, I hired the best resources and together we built an empire that made me the man I am today.â&#x20AC;?

Dr. Shamsheer Vayalil

practitioner. He chose a path that enabled him to make use of his business acumen and passion for the community and its welfare. “Without formal training or prior experience, it was challenging to start a hospital. The urge and desire to build a strong healthcare system that could bring considerable changes in the lives of the patients led me and my team to overcome hurdles and set up LLH Hospital in the heart of Abu Dhabi. I’ve always considered every day a new learning experience and I was involved in every activity, from talking to the mechanics and contracting people, to learning about wastewater ejection and how the electromechanics work inside an operating room,” he says. He adds: “VPS Healthcare started when insurance was just being introduced in Abu Dhabi. At the same time, the world was going through a financial crisis, so there were mixed responses to our decision launch the hospital. But I was confident that whatever the crisis, healthcare was going to be the last sector affected. These testing times gave us the opportunity to be what the market needed. Still, you need to be realistic and set goals that are achievable before going all out. Since then, healthcare has expanded tremendously in the UAE, and our growth was further stimulated by the Abu Dhabi government’s decision to make medical insurance compulsory.” One of the major accomplishments of VPS Healthcare was setting up Abu Dhabi’s largest private tertiary hospital, Burjeel Hospital. Apart from that, it was the first healthcare provider to enter into the industrial sector, opening multi-specialty hospitals in labour camps that focused on providing quality healthcare services to those workers and the people residing around the hospital. Accreditations from the Joint Commission International and other such bodies have been an integral part of its achievements over the past eight years. VPS Healthcare started off with one hospital in 2007 and today the organization has over 12 operational hospitals, 7,000

employees and medical-support services spread across the Middle East, UK, Europe and India. Apart from a number of projects coming up in the next three years, it recently entered into a strategic partnership with the University of Pennsylvania Health System to bring world-class healthcare services to the country. It is currently expanding at a very rapid rate. He says: “We have expansion plans both in the UAE and abroad. We already have several hospitals in Oman with another one coming up very soon. We are also entering into the healthcare markets of London and India. Our flagship project, Burjeel Medical City, once open, will focus on top-range oncology, diagnostics and management. Apart from hospitals, we also have LifePharma, our pharmaceutical manufacturing company, doubling its current facility size with a new project coming up in KIZAD, the new industrial zone in Abu Dhabi.” He adds: “I consider my ability to listen and desire to learn as the key ingredients to my success so far. I used to spend 18 to 20 hours at the site learning new things every day. I listened to people, and since I knew nothing about running a hospital, I hired the best resources and together we built an empire that made me the man I am today.”

Dr. Adnan Chilwan Group CEO, Dubai Islamic Bank

Dr. Adnan Chilwan

Group CEO, Dubai Islamic Bank

As the man who led Dubai Islamic Bank (DIB) to a net profit of over US$1.1 billion in 2016, Dr. Adnan Chilwan is easily one of the most accomplished executives in the Middle East’s financial sector today. With more than two decades of experience behind him, the Group CEO of DIB is recognized as an authoritative figure in the field of Islamic banking and finance, and a look at the awards and accolades he has received over the years is testament to his outstanding leadership track record. “All my life, I have been given roles to either develop something from scratch, or establish something new, or even revamp and rebuild a franchise pulling it out of what I would call a downward spiral,” Dr. Chilwan says. “I don’t know if I exude the impression, but given what comprises my career so far, I guess I do project that feeling of being someone who will take on a challenge, and pull off a miracle.” And that’s no exaggeration: after all, Dr. Chilwan was able to take DIB from virtual anonymity in 2013 and then make it one of the champion players in the banking sector in a span of just a few years. “This was both a proud and a humbling moment for me,” he recalls. “It wasn’t just the success of the strategy I had put forward, but the fact that all those who believed in me, persevered with me, and stood strong in the most adverse and challenging of times were now eyeing the fruits of their labour. That’s what made this moment so much more memorable.” It’s easy to see that Dr. Chilwan credits his success so far to his team, but it must be noted here that this wouldn’t have been possible had the Group CEO not been an effective leader his people could believe in. “I think leadership, whether it is in Middle East or anywhere else, demands that those entrusted have, firstly, an unwavering belief in their vision, and secondly, the passion to carry out the plans and deliver,” he explains. “All

â&#x20AC;&#x153;I think leadership, whether it is in Middle East or anywhere else, demands that those entrusted have, firstly, an unwavering belief in their vision, and secondly, the passion to carry out the plans and deliver.â&#x20AC;?

Dr. Adnan Chilwan

other attributes are offshoots of these. If you do not possess these two critical traits, then you will never be able to convince others in your team to believe in your dreams. In addition to that, what you have in your mind should also be cascaded across to all in a manner that everyone understands, and, can actually work towards achieving. Blue-sky thinking is great, but it has to make sense at all levels. So, once, as a leader, I complete the conceptualization of vision and direction, I break it down and cascade it to not just the direct reports or top management but to further few levels because all of them are critical to achieving the goals. I don’t just give a number to achieve, but also a clear idea of where and how they will realize their individual and departmental objectives. Describing a budget and strategy in this detail to all key staff is how you gain their trust and confidence because then, they are fully aware that the number handed over has not just been pulled out of a hat; it has been given based on the capabilities, potential and existing opportunities in the business– knowing how they can achieve it gives them faith in their own abilities and helps keep the drive and morale up too. Finally, of course, is regular and comprehensive monitoring of actual versus performance and constant review to ensure alignment and early fixes of any alerts, red flags or deviations.” For someone who has been able to navigate the UAE’s business arena so successfully, Dr. Chilwan can be counted upon to give valuable advice to those entrepreneurs considering entering this dynamic market today. “I think anyone who comes to UAE -and Dubai in particular- knows that it is truly a land of opportunities,” he declares. “We have seen massive growth in the bank in virtually every sector that forms the GDP of the Emirate. Just to highlight, we have focused on healthcare, education, tourism, hospitality retail, logistics, aviation, and the list goes on and on. For new entrepreneurs, the landscape offers infinite possibilities, from being a hub for trade to green energy, to the service industry- I could go on and on. With the Emirate

poised to become the global hub for Islamic economy, the variants of medicine, fashion, entertainment, art and culture amongst others could open up a completely new set of prospects for aspiring individuals and companies. So, this is what I would say to all: take the plunge, because the infrastructure and connectivity that Dubai and the UAE present is at par, if not better than, with most developed regions around the world, and if you have the vision, you can be a startup today, and a global name in the future.” So, what tips does Dr. Chilwan have for entrepreneurs looking to build “the next big thing”? He lists five pointers for upstarts in the UAE- or any other location, for that matter: • “Enter into a business that you believe in, you know, and you are passionate about– the opportunities are there, but you have to fit the opportunity.” • “Local knowledge is important, as is anywhere else around the world. Ensure such experience exists in your team and external partners who you engage with.” • “Dream big. Believe me, this is a place that can turn them into reality. You just have to follow your convictions.” • “Opportunity creation versus capitalization: everyone does the latter, so differentiate yourself by not just seeking opportunities, but fashioning them where none seemingly exist.” • “Drive the market- don’t let it drive you. This is critical, so challenge yourself, every minute, every day. If you do so, the challenges in the environment will pale before you. Compete against yourself, and competition will fade.” “A simple formula to success and growth– don’t look at what others are doing or saying; look at yourself and see what you can do, and then the next day, do better than what you did yesterday,” Dr. Chilwan adds. “You are your own competition. This is what I followed myself and encouraged others in my team to do, and, well, the rest as they say, is history.” 32

Dr. R. Seetharaman Group CEO, Doha Bank

Dr. R. Seetharaman

Group CEO, Doha Bank

Try and find a more impressive banker anywhere in the Middle East than Dr. R. Seetharaman, and the chances are you will fail. The Group Chief Executive Officer of Doha Bank is a man who has reinvented the meaning of the industry and along the way turned Doha Bank into a global force. He is a prominent personality in the banking industry throughout the Middle East, an economic expert who has achieved remarkable success for his contributions to banking, trade, investment, economics, environment, social responsibility, philanthropy and charity. He is recipient of multiple doctorates from leading universities of the world, including PhD in Green Banking and Sustainability 2015 from Sri Sri University and PhD in Global Governance 2013 by European University. He was endowed with the honorary degree, Doctorate of Laws by Washington College in May 2012 for his unique and valuable contribution to society in the field of banking, knowledge management, corporate social responsibility and governance. He was also awarded with title Doctorate of Honoris Causa from European University in June 2012 for his unique and valuable contribution to global governance and social responsibility. He is a Chartered Accountant and holds a certificate in IT systems and Corporate Management, whilst being a Gold medalist in his Bachelor of Commerce graduation. A leading top-tier bank CEO, he has transformed Doha Bank into one of the best performing banks in the Middle East region. He is a high profile economist and is invited on a regular basis by international media such as BBC, CNN, FOX, CNBC, Sky News, ABC and Bloomberg to share his views. He is also an active promoter of economic cooperation and cross border investment opportunities between the GCC and the rest of the

â&#x20AC;&#x153;Try and find a more impressive banker anywhere in the Middle East than Dr. R. Seetharaman, and the chances are you will fail. The Group Chief Executive Officer of Doha Bank is a man who has reinvented the meaning of the industry and along the way turned Doha Bank into a global force.â&#x20AC;?

Dr. R. Seetharaman

world. An influential environmentalist on the global stage, he has proactively created awareness on global warming across the globe through a host of seminars and other initiatives. He is a benevolent philanthropist, who has proactively contributed towards the underprivileged sections of society for his enormous contribution towards both, business and society. He has received many awards and accolades such as “Green Economy Visionary Award” in 2016 by Union of Arab Banks (UAB), “Lifetime Achievement Award” by The Banker Middle East, “Best CEO in Middle East,” “World Leader Business Person,” “The Gullands Excellence Award as a Phenomenal Banker,” to name a few. Recently, he was also recommended for the “Nobel Peace Prize” by the United Nations High Representative for the Alliance of Civilizations. He has played a pioneering role in introducing innovative products and services, deploying consumer centric technology solutions, newer strategic business models in the State of Qatar. His strategic business model initiatives include his vision towards globalization through opening of full-fledged cross border branch operations in Dubai, Abu Dhabi and Kuwait and representative offices in Australia, Hong Kong, Singapore, Japan, Turkey, China, South Korea, United Kingdom, Canada, Frankfurt and Sharjah. Doha Bank has successfully established Doha Bank Assurance Company, the first Middle Eastern Bank to establish a 100% owned insurance company. He was instrumental in striking a strategic tie-up with a leading Indian brokerage firm and named it as Doha Brokerage and Financial Services Ltd– the first financial institution to set foot in the Indian sub-continent. His thought leadership and relentless attitude resulted in Doha Bank being granted a license to commence banking operations in India and has been permitted to provide full-scale banking services.

Harmeek Singh Owner and Chairman, Plan b Group

Harmeek Singh

Owner and Chairman, Plan b Group

Harmeek Singh knows how to get things done… no matter the challenges. He knows how to take the knocks and get straight back up again. He is the owner and Chairman of the Plan b Group, he has instilled this sense of ‘courage in the face of adversity’ across his domain. The once ‘one man army’ known as the Plan b Group today 360 employees across Plan b Advertising, Plan b Events, SiO2 Events, bMovies, Nextdoor Sports Management and the group’s PR, Social Media & Strategy wing bSocial. “Everything that you do for public exposure, if you are not turning heads, you’re not successful. At Plan b we strive each day to develop those concepts and campaigns that ensure that our clients always shine, and like the name suggests we are Plan b… so it always works,” says Singh. Yet if go back a decade and for Singh, an Indian native and a graduate of English literature at New Delhi’s GNPS Punjabi Bagh, coming to Dubai was a Plan B in itself– the first of many he has relied on since. “I took my decisions on few incidents which had happened back home. I decided that I needed to move on. I didn’t think about the steps that I had to take to come to Dubai. I wanted to venture out. I think I was in the right place at the right time,” he says. His family business of manufacturing and supplying electronics in India and the region took a hit at the hands of low cost Chinese products, which had made their way into the market during the 1990s. And while Harmeek did try his hands at different trades following a massive loss in the electronics business, Dubai was what was on the cards for him. This knack for sales and business acumen has been serving him ever since, but the success story you’ll learn more about didn’t begin the moment he landed in the UAE in 2003.

â&#x20AC;&#x153;If you are working hard, you are bound to get where you want to be.â&#x20AC;?

Harmeek Singh

He says: “I tried my best at that time. I came on a visit [visa], and tried to get myself at least acclimatized to how the market works. Before you do something you need to know what is happening around you. I was fortunate enough to find a job which had to do with advertising which hadn’t been my industry before I landed.” A 2,750 dirham a month job in a new industry for a fatherto-be at the time wouldn’t seem an ideal scenario for many. But Singh explains that the opportunity to learn was invaluable and his determination to grow exceeded that. “I would like to believe that I am a quick learner an attribute that has helped me excel in many ways. However my quick learning, meeting targets and even the promise of benefits did not pay off,” he says. “The denial of my sales commissions was followed by my resignation, which was actually the point that elevated me to the ‘the next level’.” The newfound experience and dedication earned Singh the position of a division head of another agency where he was earning AED13,000 a month, which surely made life a little easier than where it was was before. But that was surely not the end of the road to progress for Singh, and what followed was nothing short of a legend in the making. “I started to get a lot of business from various clients mostly through references.,” he says. “I used to do my job until 5pm and began working on my business plan until 4am next day on average.” Then came the time when a certain buzz got created in the market. “There’s a person called Singh, who will get your work done no matter what.” This buzz soon earned him a previously unimaginable AED200,000 per month, and with the support of the good people he got acquainted with the key junction in his life to start on his own had arrived.

After resigning in 2005, it took him six months to register the group’s first entity Plan b Advertising. With the founder as the only employee in 2006, the group has gone from strength to strength ever since– roughly 360 employees of the group’s companies now occupy four offices in Al Quoz with a new state of the art production wing in Dubai Industrial Park. Looking back, he credits his father for the best advice he’s ever got: “If you want to build something, build a brand for yourself, and I’ve followed that advice very seriously and am a firm believer that there are no shortcuts in life. If you are working hard, you are bound to get where you want to be.”

Rizwan Sajan Founder and Chairman, Danube Group

Rizwan Sajan knows what it takes to reach the very top. He built up the Danube Group from scratch. With a workforce of over 2,000, and operations throughout the Gulf, he is diversifying his business still further. Today, Danube is present at over 40 locations in nine countries worldwide, including UAE, Oman, Bahrain, Saudi Arabia, Qatar, Africa, India and procurement offices in China. And along the way, there have been many memories. He says: “The most memorable moment in my career was when I started Danube Group 23 years ago. After moving from Kuwait during the Gulf War, I moved to Dubai with AED 100,000 in my pocket and invested 70% of it in getting a license and other formalities. The remaining was invested in business, with hopes that it would reap profits. This was crucial because if I didn’t succeed I would have to go back to looking for a job and would never be where I am today.” But getting to where he is today requires great leadership, something that the Danube boss is well known for. He explains: “A number of people decide to venture into business but only a fraction stand out as great leaders. The Middle East offers one of the biggest opportunities worldwide and has tremendous potential of existing players and new entrants. This has been possible because of the ease in setting up businesses here and a large demand for various products and services.” Sajan adds: “In terms of the steps I have taken as a businessman, I make sure to take calculative risks and delegating authority correctly. A lot of businessmen tend to make decisions based on their own notions, however, I believe it is important to take into the account the views of other members of the company, who often give a fresh perspective on matters.” Sajan says that he attributes his success mainly to the

â&#x20AC;&#x153;I look at each challenge as an opportunity and I see every obstacle as a stepping stone to success. They bring out the best in me and encourage me to do better in life.â&#x20AC;?

Rizwan Sajan

people he works with. “One of the first things I did while setting up my company was hiring the right people and investing in processes. This has ensured that my decisions were lucrative and the workings of my company were methodical.” He adds: “As far as my legacy is concerned, I want to be remembered as a leader who has made a difference to the UAE. Moreover, I hope my son and my brother will take Danube Group to greater heights and carry on my legacy.” As for the future, he remains convinced that the UAE is truly the land of opportunity and has been the home to many businessmen like myself. There is an opportunity in every sector in the UAE “but to succeed you need to be different. Every day there are new innovations stemming across the city and every businessman needs to be at par with the new trends,” he says, adding: “The UAE market is mature and user-friendly, with numerous laws in place in ensuring the safety of investors and buyers.” It is no surprise that there are many youngsters hoping to follow in his footsteps. His advice to them is simple: “First off, do everything with honesty and integrity. Second, always hire the right people, who can help elevate your company to the next level. Third, you must be unique in your operations. Next, always calculate the downside instead of the upside. And lastly, do everything with a smile.” Chances are he will have plenty more to smile about in the future. The company plans to expand its operations further across the GCC markets, and is also looking at a franchise model for Indian and African markets. It has Danube Building Materials, Danube Home, Cha Chai and Danube Propertiesand now is venturing into the field of fashion with a Turkish menswear brand. It recently launched two outlets and five more are in the pipeline. Moreover, it will be launching a Spanish footwear brand soon. He says: “I look at each challenge as an opportunity and I see every obstacle as a stepping stone to success. They bring out the best in me and encourage me to do better in life. I am proud to

say that all my business units are doing well. In spite of tough market conditions, we have had an excellent half-yearly report. The team is confident of ending the year on a high. Having said that, I do have few words of advice for them- always stay cautious in your approach, make informed decisions and donâ&#x20AC;&#x2122;t act in haste.â&#x20AC;?

Dr. Azad Moopen Founder Chairman, Aster DM Healthcare

Dr Azad Moopen isn’t just another leader in the healthcare industry. He is a unique one. You only need to look at the size and class of his operation to understand that. As a consolidated organization today, he has three brands. One is the Aster brand, which caters to the mid-income population. The other is Medcare, a niche premium brand, with more premium facilities, hospitals and clinics. He has now started a third brand, Access Clinics, for lower-income customers. He says: “Over the past three decades, I have witnessed the UAE’s healthcare sector transform tremendously, and I am extremely proud of the fact that Aster DM Healthcare has been and continues to be a leading force contributing to its development. From a single clinic in Bur Dubai established 30 years ago, to a healthcare conglomerate with 293 establishments, spread across 9 countries in Middle East, India and Philippines, Aster DM’s journey has been guided by an unrelenting vision of providing people with better access to quality and affordable healthcare.” He adds: “The most memorable moment in business was the decision to go for a branding exercise in 2007-2008. We had many clinics, pharmacies and few hospitals, which were known under various names– the process of bringing these under brand Aster was a real turning point in the history of the company.” The fact there have been so many great memories is down to his own leadership skills. But what exactly does it take to make a great leader? He says: “As the UAE leadership has demonstrated time and again, having a vision is key to achieving excellence. Within just 45 years of its formation, the country has cemented its

“Vision without execution is a waste of time– I strongly believe that it is important to focus as much or even more on execution than goals and vision.”

Dr. Azad Moopen

position in numerous arenas globally, and that’s mainly due to the country’s visionary leadership. At Aster DM Healthcare, achieving excellence is our top value. We are constantly seeking new ways to excel with our field, which has led to our success in expanding the portfolio of healthcare services we provide, as well as the geographies in which we operate. This has been instrumental to our success over the past three decades. Vision without execution is a waste of time– I strongly believe that it is important to focus as much or even more on execution than goals and vision.” There are many reasons behind the huge success of his group, and although relatively young, there is little doubt that this is an organization that has already made its mark in the region– and in a big way. He says: “Over the past few years, we have sought to give back to the community that has supported our growth story by strengthening our presence in nine countries. Our expansion plans under Aster, Medcare and ACCESS brands, are in alignment with the growing healthcare needs of improving access to quality care and meeting specialized patient needs. As we continue to lead the transformation process, we will keep enhancing our integrated treatment offering. As a business leader and as a company, we want to be remembered for our promise of “We’ll Treat You Well”, which denotes our commitment to the entire society on the whole, not just our patients and internal/external stakeholders.” So what about the future? Moopen explains that the Middle East in general is characterized by a young and fast growing population, which indicates that demand in most sectors will continue to rise in the short and medium term. This is especially true for the sector in which he operates, as demand for healthcare service is expected to continue to rise due to the region’s aging population, in addition to lifestyle related ailments and higher life expectancy. According to the World Bank, health care spending across MENA is expected to grow

to US$144 billion in 2020 with roughly half of it coming from the GCC countries alone. This has provided investment opportunities in all healthcare segments, with the region seeing large investment across the sector. Technology is another hot ticket that continues to develop at a rapid pace, as it touches upon every aspect of today’s life. In the healthcare sector, technology is expected to play a big role in the near future, he says, especially in the wearables and telemedicine areas. Medical tourism is another area with very high potential. Having achieved so much, there is no shortage of people wanting to follow in his footsteps. So what is his advice to them? He says: “Aspiring entrepreneurs looking to set up their own enterprises should believe in their dreams and have faith in their capabilities to achieve those dreams. Perseverance and constant efforts to achieve excellence will be key to their success.” He adds: “With the evolving business environment, I would recommend the following tips: First, you must look at the shift of variable mix of indigenous and expat population. You must focus on giving more jobs to the local population and to get more of them trained. Also focus on areas like lifestyle diseases which is increasing exponentially. Consider human resource as most important challenge in healthcare and find methods to get capable people. And finally, keep plans flexible anticipating change in market matrix.”

Thumbay Moideen Founder President, Thumbay Group

Thumbay Moideen

Founder President, Thumbay Group

Thumbay Moideen is one of those rare people who just seem to get it right all of the time. Virtually everything he touches turns to gold. The Founder President of the Thumbay Group is aiming to expand into a whole series of new verticals as he steers his firm to become a $2 billion outfit. But like many in his position, he has got there through sheer hard work. He belongs to the third generation of a business family from Mangalore. His grandfather started his business in timber and became very successful for his time. Later, his father, Ahmed Hajee Mohiudeen, took the reins of the family business and expanded it to include education, healthcare, real estate and other areas. He graduated from the famous Aloysius College in Mangalore, and even during his student days, he was very active in extracurricular activities and sports. Immediately after his graduation he became involved in the family business. At the young age of 21, he became the managing director. He worked hard, implemented many innovative ideas and expanded the business to new areas. Looking back, he says: “Every moment as the founder and president of Thumbay Group has been memorable, and is deeply cherished. Every milestone that Thumbay Group has surpassed, every success that we’ve achieved, each award/recognition that has come our way have all left deep imprints in me. One moment that stands out: when I decided to set up a medical university in the Emirate, which marked the turning point in my career. That decisive moment laid the foundation of Thumbay Group - UAE.” To say that he has gone on to create one of the most impressive organisations on the planet would be an understatement. And he is clear about what it takes to get there. “To be a great business leader, one has to live up to the

“Every moment as the founder and president of Thumbay Group has been memorable, and is deeply cherished. Every milestone that Thumbay Group has surpassed, every success that we’ve achieved, each award/recognition that has come our way have all left deep imprints in me.”

Thumbay Moideen

highest standards of professionalism, in addition to setting the organization’s vision. A great leader dreams big for his organization’s growth and success. He/She must also have the wisdom and experience to take risks, and the patience to remaining optimistic at all times. The leader must learn to trust his/her team members, in turn earning their trust and confidence,” he says, adding: “To ensure that my organization runs smoothly, I lead my team from the front, and work to infuse dedication, discipline and hard work at all levels of the organization. My role as a leader requires me to facilitate, and to empower people.” So what does he see as the key reasons for his success? Modest as ever, he says: “I attribute my accomplishments to God’s grace, the government’s support, and to my team. Looking back, I realize that a man’s success should be measured by the number of lives he touches; the amount of respect he earns, not just in society but also in the eyes of his children and his subordinates. Success is not just about professional accomplishments. My family, friends and team members should genuinely say that I was a good man with a kind heart for others. I’d be happy if this were to happen.” A wide range of opportunities are available for entrepreneurs in the Middle East, today, he is keen to stress. Thumbay Group’s businesses are spread across 18 sectors, and they are all doing very well and expanding in size and span. The countries of the region are increasingly diversifying their economies and moving away from oil-dependency. They are wholeheartedly welcoming investments in various sectors. All of which means there are many people desperate to follow in his footsteps. What advice does he give them? He says: “Maintaining ethicality and transparency in operations is, according to me, one of the most important steps to building a successful and sustainable business. An entrepreneur has to dream big, and shouldn’t shy away from taking risks. He/she has to plan ahead and be optimistic at all times. Work should be

delegated sensibly and without inhibitions. It is also crucial for the entrepreneur to stay focused and be patient.” Today the group has four major hospitals in Dubai, Sharjah, Ajman and Fujairah. It has established Thumbay Clinics – specialised family clinics in Dubai, Sharjah, Ajman, Umm Al Quwain and Ras Al Khaimah. His elder son, Akbar Moideen Thumbay, looks after the healthcare operations. He is also constructing new hospitals in GMU Campus in Ajman. Plans are also under way to build a dedicated dental hospital, with over 50 chairs, to teach and train students from the College of Dentistry. Likewise he will also be constructing a rehabilitation centre, which will include physical therapy, speech and hearing, and occupational therapy specialties, with state-of-the-art laboratories, including a gait-analysis lab. And, as part of the international expansion plans, Thumbay Hospital in Hyderabad, India, and Thumbay Hospital Qatar will be launched soon. The group also has a retail business, and has established an international chain of coffee shops, called Blends & Brews Coffee Shoppe. There’s also an international chain of health clubs called Body & Soul Health Club & Spa, a chain of Thumbay pharmacies, Thumbay laboratories, and Zo & Mo optical shops. It involved in construction and the real estate business and his younger son, Akram Moideen Thumbay, oversees the activities of this division. He is also into publishing, health communications and marketing and trading. It looks certain that a strong future is assured for the group.

Dambir Chadha Chairman, Precious Times

Dambir Chadha

Chairman, Precious Times

Dambir Chadha, Chairman of Precious Times, is the sole distributor of the Philip Stein brand in 41 countries, including the GCC, Indian subcontinent and Eastern Europe. At a time when consumer spending on luxury goods has tightened globally, Dambir has managed to position Philip Stein in the GCC by placing the brand in more then 120 point of sales in a short period of only 2 years. His vison for 2017 is to increase the point of sales to 250, pratically doubling his footprint, confidently stating that “no other luxury brand in the region will have this kind of visibility.” He has also introduced other luxury brands to the region such as Yanush Gioielli, Erwin Sattler, the world’s finest pendulum clock manufacturers, and more recently, Manufacture Royale, one of the oldest watch manufactureres in the world. While US and European markets are seeing slow growth in the luxury segment, Dambir remains confident about prospects in the Middle East saying: “The watch and jewelry industry in the Middle East has been thriving for quite some time now. Therefore, it seemed imperative for Philip Stein to embark upon this region to fully establish its self as a globally recognizable brand. In fact, UAE and Saudi Arabia are amongst the top 10 countries in the world to import Swiss watches. When we took the rights for Philip Stein for 41 countries, we constantly pondered over where to begin our launch. The biggest markets we always had in our mind were India and the Middle East. Due to our networks and history living in the Middle East, it seemed like the rights stepping-stone before entering the behemoth that is India. The UAE and Saudi Arabia are massive markets for luxury watches and we were not wrong in assuming that they would pave the path to India”. Dambir seems to have followed through on his ambitious

â&#x20AC;&#x153;I believe at least for the next three years, there will be constant growth in the UAE and you will see the change in 2017 itself, whereby most of the consumer oriented industries will grow rapidly.â&#x20AC;?

Dambir Chadha

plans so far, leveraging from strategic partnerships and tieups with prominent retail chains such as Damas & Al Futtaim. He adds: “We are presently in more then 20 hotels, as well as numerous spas, gyms and beauty clinics. We are also proud to have our own prominent outlet at the Burj Al Arab Hotel and Viceroy F1 hotel in Abu Dhabi. It is this kind of retail mix and brand visibility that has made Philip Stein a success in the region. That being said, it is crucial for us to pursue the marketing strategies that we have in mind and give enormous attention to advertising. Brand awareness will be one of our most important goals. As a media objective, we will focus on maximizing reach and drive frequency to make the entire region aware of what Philip Stein has to offer.” Philip Stein is much more than a mere luxury watch brand– its proprietary Natural Frequency Technology (NFT) makes it the only luxury watch manufacturer in the world that promotes and initiates well-being for its consumers. NFT is extremely unique and functions through a metal disc that is embedded in the back of every Philip Stein product to promote better sleep and natural energy balances. Dambir is a strong advocate for the brand both personally and professionally, and invariably links his fond memories in business to the time he got acquainted with Philip Stein products. It was love at first sight, and he immediately felt compelled to introduce the technology to this part of the world. In doing so, Dambir imbibes his passion for the product and his work in the company’s values, supporting that a positive attitude and enjoying what you do, sets a leader apart from the rest. “I believe at least for the next three years, there will be constant growth in the UAE and you will see the change in 2017 itself, whereby most of the consumer oriented industries will grow rapidly,” he says, backing the potential of the luxury sector in the Middle East. But in order to capitalize on these opportunities, he believes that the ability to maintain foresight and resilience will prevail.

Only time will tell, but with Dambirâ&#x20AC;&#x2122;s extensive experience in the sector and positive outlook on the growth horizon for the company, he is certainly one business leader to watch.

Kamal Puri Founder President, Skyline University College

It is easy to think of Kamal Puri as merely someone running the hugely successful Skyline University College, where he is founder and president. That would be wrong, for he is also a first rate entrepreneur with a strong vision, and a track record of great achievement. He says: “It is with a feeling of great satisfaction that I look back, over the twenty five plus years of journey traversed by the Skyline University College (SUC) that started in 1990. One of the many reasons of this satisfaction comes from the contribution we have been able to make to the society to which we belong and in pioneering a new paradigm in higher education. Being one of the oldest privately operated institutions of higher learning in the UAE is certainly a matter of pride for us.” The entrepreneur started his enterprise way back in 1990 in the Emirate of Sharjah. While it was pathbreaking in its own right, Puri’s institution had rather humble beginnings. It started out offering diploma courses in travel and tourism, and today, Skyline University College’s portfolio consists of business education courses in everything from information systems to strategic management and leadership, with the enterprise gaining a name for itself not just in the UAE but throughout the region as well. Skyline’s growth over the years is reflected in the size of its campus as well. It may have launched with classes happening in just a handful of rooms, but today, it boasts of infrastructure spread across 40 acres of land in Sharjah’s University City. He says: “Over the years SUC morphed into a mature University College from a modest beginning of an institute conducting certification programs. The learning experience through the course of this journey has been very rewarding. SUC today is a prestigious name that conducts business

â&#x20AC;&#x153;We are committed to give back to the community with all the resources at our command and as much as we can.â&#x20AC;?

Kamal Puri

management programs at under graduate and graduate levels with several innovative and sought-after specializations including Strategic Management & Leadership and E-Governance at the MBA level besides Marketing & Sales and Travel & Tourism Management at the undergraduate level, amongst several others.” He adds: “The characteristic feature of SUC programs is that they have been developed with the business and industry trends in view and with consultations of the industry experts, who are associated with SUC as employers of our graduates, advisors of SUC, and a large and influential alumni, besides many more stakeholders that SUC always looks forward to.” But Puri is not someone who’s content to sit on the achievements his enterprise has made thus far. He and his team believe in continually looking towards the future, and this foresight is what he believes will help ensure and consolidate Skyline’s continued success in long term. Puri wants to equip Skyline in such a way that is ready for the student populace in the years to come, and this means analyzing current industry trends and anticipating future demand, which would help the team at Skyline to better tailor their various educational offerings. This is indeed the modus operandi Puri has in place at Skyline already, and if the institution’s current state is any indication, then it’s a strategy that has worked out quite well for the enterprise. He says: “The industry academia interactions for reinforcing our programs from time to time has been our core strength. We are also fortunate to be part of the Sharjah University City, which in turn is part of the cultural and educational vision of H.H. Dr. Sheikh Sultan bin Mohammad al Qasimi, Member of the Supreme Council of the UAE and Ruler of Sharjah. It is with the inspiration and blessings of His Highness that SUC has grown to such a prominence and wishes to further expand into a full-fledged University. In this direction the Academic Affairs

Committee of SUC is already working to add a ‘School of IT’ and expand the ‘School of Business’ with a DBA program.” He adds: “Guided by our mission, SUC has remained focused on imparting knowledge, skills and values to our students. In the recent past however, the emphasis on community outreach programs has seen some outstanding efforts by students, staff and faculty members towards water conservation and tree plantation. We are committed to give back to the community with all the resources at our command and as much as we can.” For Puri, you can be sure that success is guaranteed.

Tariq Chauhan Group Managing Director, EFS

Tariq Chauhan

Group Managing Director, EFS

The Group Managing Director of EFS is a professional entrepreneur with over 26 years of diverse experience in international banking, technology and asset management services. A Harvard business alumni and a successful entrepreneur with a track record in building and establishing companies in GCC, USA, UK and Asia, he has served on the board of many companies, and is currently heading EFS as the group managing director and member of the EFS board of directors. He is responsible for spearheading the group business interests including his responsibilities as the CEO for all its operations spanning the GCC/North Africa and South Asia. He has achieved great success, with many great memories along the way. He says: “I recall a first day induction interview for my first job at a bank which made a lasting impression on me. The bank’s CEO told me that the essence of banking was actually nothing but common sense. The wisdom of those words have held true over the decades as I progressed professionally through various leadership positions in banking, technology, money exchange and facilities management services. I have applied nothing but common sense in my approach to business and it’s held me in good stead so far.” He can say that again – but likewise, it takes great leadership skills to get this far in business. He says: “I am convinced that the core fundamentals of leadership success lie in commitment to hard work, honesty and integrity at work, risk taking and perseverance. In professional terms, I have taken tremendous risks, applied out of box methodology in context to strategy, guided by a common sense approach towards managing businesses and earned the trust of my team by constantly leading by example. “

â&#x20AC;&#x153;I am convinced that the core fundamentals of leadership success lie in commitment to hard work, honesty and integrity at work, risk taking and perseverance.â&#x20AC;?

Tariq Chauhan

With so many achievements to speak of, it is difficult to pick out just one as the best of all. Can he do so? “I believe that our greatest success has been building a professional team who are motivated and committed to our overall vision and mission. Another factor for our success has been our people first policy, where we treat our employees as our core assets. We have also embedded a sustainable business offering by using technology as a key empowering tool and by prioritizing commercial prudence as the cornerstone and benchmark of our growth. In a service driven business like ours, where quality of service is paramount, good leaders are required to delve into details and walk the talk to gain acceptance and credibility.” And as for his legacy, he says: “I believe it will be known in the years to come. I certainly hope that when I look back, I have the confidence and conviction that I earned the trust of my team and the belief of my clients by ensuring I led by setting an example and walking the talk.” But this us just the beginning, as he convinced of more opportunities to come in the future. He says: “I strongly believe that our region is ripe with plenty of fruitful opportunities and that we have a wealth of untapped potential which is currently being held back due to general risk perceptions and illconceived notions. I think that lucrative opportunities are still not adequately explored and there are promising prospects for entrepreneurs with a shrewd risk taking strategy and foresight to make it big. The growth story of EFS is proof of the benefits of adopting this approach. I am of the opinion that services oriented sectors across all industries ranging from hospitality, education to health care still remain sun rise sectors. The rate of adoption of professionally managed services and outsourcing is rapidly growing and EFS has positioned itself strategically as the premier one shop stop global provider of non-core services.” Having done so much so well, it is no surprise that many youngsters want to follow in his footsteps. So what advice does he give them?

He says: â&#x20AC;&#x153;I believe the five pillars of successful entrepreneurship are first to have an effective strategy which requires critical alignment of goals to execution capabilities. Next is the nuanced ability to manage people and facilitating a motivated, skilled work force. Third is defining an efficient and relevant operational structure and proactive adoption of state of art systems and technology. Fourth, embedding commercial prudence in mainstream operational processes and procedures. And fifth and most importantly, the gumption for calculated risk taking complemented by out of box thinking.â&#x20AC;?

Ravi Pillai Founder and Managing Director, RP Group of Companies

The numbers are just staggering, Ravi Pillai’s RP Group makes revenues of over $4 billion a year and has operations spanning the entire world. But like many hugely successful Indians, he has very humble beginnings. He was born on 2 September 1953 in Chavara, a coastal town in Kollam, in the southern Indian state of Kerala. He came from a family of farmers. Farming was not very lucrative so there was never much money at home. So, from an early age, he was eager to be in business. He established his first business when he was 14 years old and still in school. It wasn’t anything big –and whatever little profit he earned went towards his educational needs– to buy books and stationery. That was also his first taste of success in business. “At college, I borrowed one lakh of rupees (about AED6,000) and started a money-lending company. Whatever returns I made, I invested back into my company. That AED6,000 was my seed capital. I also used the money to invest in my higher education as I believe that education is the true game-changer for individuals and the society,” he says. He left India for Al Khobar in Saudi Arabia when he was 24 years old. He did not know anyone there. Finally, after two years of struggle, he founded the company with a Saudi partner. He put in the entire investment. He ventured into construction and trading; he sold goods to the US Navy and invested the profits into the construction business. NSH, the first company he set up, had 150 people and his first break was constructing underground parking for aircraft. In less than five years, he started undertaking refinery projects, a sector typically dominated by Korean firms. He employed a Korean in the firm and soon started securing sub-contracts; it grew 100% year on year and in three years, he had more than 5,000 employees. It

â&#x20AC;&#x153;I have watched Dubai and the UAE grow exponentially, and I take pride in being a part of this amazing growth story.â&#x20AC;?

Ravi Pillai

was as part of the expansion of the company that he moved to Dubai. “When I moved to the UAE, it wasn’t half as developed as it was today. There weren’t many concrete roads, let alone highways like Sheikh Zayed Road! It was made up of a community of traders, many of whom were Indians. There were a few family businesses then; however the opportunities weren’t as vast. Dubai was not the tourist and business hub that it is today. Hospitality, leisure, finance and construction all contribute to the economy greatly now- these sectors weren’t even half of what they are today when I moved here. But there was a sense of hope and optimism. There were also opportunities for those who were dedicated and committed, and could bring extra value to what they do. We already had the expertise in our business– and we knew we could contribute to the economy while growing with it. I have watched Dubai and the UAE grow exponentially, and I take pride in being a part of this amazing growth story,” he says. Just look at the results. Headquartered in Al Khobar, Saudi Arabia, today NSH Corporation is one of the largest general construction contractors in the Middle East. RP Group of Companies has executed projects worth over $20 billion in the last 10 years across nine countries. Last year, turnover will exceed $4 billion. It is one of the largest employment providers in the region today, and has over 85,000 employees across the group. The activities span construction and infrastructure, real estate development, hotels and hospitality, healthcare and wellness, education, information technology, trading and retail. But the real strength comes from its commitment to society. “We believe in growing our business while enhancing the lives of people, everywhere we operate,” he says. He recently entered property development with RP Global, and shall have $1.5bn invested in two projects in Dubai. The first of these, RP Heights, will be a 50-storey residential tower in Business Bay. “It was launched in May 2015, and this will be

followed by a mixed-use tower that includes residential units, serviced apartments and retail outlets. RP Group has its own land bank and is deploying its own funds in developing our projects,” he says. The move into real estate development is just one of a number of expansion fronts that he has in mind. “We are also investing around $300m in Dubai’s hospitality sector through two new hotels: The Raviz in Bank Street, Bur Dubai and a Crowne Plaza-operated hotel in Dubai Marina. In India, we have already defined our strong credentials in the hospitality industry. Raviz Kollam is our flagship project, a one-of-a-kind property in the country. RP Group’s oil and gas footprint in the UAE is also growing and we are looking at geographic expansion into Africa and the US,” he says. To say that his success has been phenomenal would be an understatement.

Kaushik Soni Founder and Managing Director, Tejori

Kaushik Soni

Founder and Managing Director, Tejori

Tejori founder and Managing Director Kaushik Soni started his enterprise with just one small store in January 2004 at Dubai’s Gold and Diamond Park, and the fact that his business has since grown to encompass nine retail locations across the UAE is testament to his entrepreneurial prowess. Soni, a member of one of Dubai’s most respected jewellery families, is well versed with the business scene of the region, and counts building and maintaining good relationships as being especially key to making an enterprise succeed in the Middle East. “This region is agile and dexterous,” Soni says. “It requires companies to respond quickly. The best companies are those that are able to find the opportunities, explore them, take quick decisions, manage the risk, and reap the rewards.” And it’s safe to say that Soni speaks from experience- these are the principles he’s using to govern his company as well. “As far as Tejori is concerned, we are a constantly learning enterprise,” he explains. “This makes us a constant work in progress. Though the heritage is there, the company is very young, and as we learn to smoothen the work, new challenges crop up as the company grows.” So what has been Soni’s secret sauce for ensuring the success of the Tejori brand? “The success for any company comes from a few core areas- the most important being the clients at one end, and the right suppliers at the other,” Soni replies. “The link of course is the team we work with. Any chain is only as strong as its weakest link, and fortunately, we have very strong links across the chain.” At the same time, Soni’s insistence on high standards of service and quality at Tejori also place the brand in good stead with its customers. “Our clients, God bless, generally do not like to shop elsewhere once they have shopped with us,” he notes. “We have a very niche offering for the most discerning clients. There is just about nothing we cannot do-within the grand scope of diamonds, gemstones and jewellery.”

â&#x20AC;&#x153;As far as Tejori is concerned, we are a constantly learning enterprise.â&#x20AC;?

Kaushik Soni

As someone who started out in a family business, and then went on to branch out by himself as an entrepreneur, Soni believes the Middle East region continues to be ripe with opportunities for those seeking them out. “I think today we are in a very unique place,” he says. “We are placed better than any other person had ever been historically. The region we are in, the infrastructure available, the open economy, the ease of logistics, the seamless communication, and the list goes on. Top that with the fact that the governments in this region are supporting the SME sector. What other congruence of factors do entrepreneurs need? The region is expanding and the opportunities seem endless. Fortunately or unfortunately, I specialize in jewellery and have stuck to my forte, but for the initiated, this land offers an unlimited expanse of opportunities.” And in terms of tips for people building new businesses, Soni’s advice for his peers is to stay true to the principles that have worked for others in this region and beyond. “Be honest and fair in your dealings,” he says. “Believe in win-win situations. Invest in clients- they give the best returns.”

Khurshid Vakil Co-founder, Marina Home Interiors

Khurshid Vakil (left) with Anitha Nandini, Consul - Commerce, Press and Information, Consulate General of India

Khurshid Vakil

Co-founder, Marina Home Interiors

You will be hard pressed to find anyone who has never shopped at Marina Home Interiors. But Khurshid Vakil, who created the region’s largest high-end furniture brand, has only ever been driven by success. From a family of intellectuals and a bloodline that goes back over 300 years, Khurshid Vakil was born in Kashmir. He completed his schooling in the province’s capital city, Srinagar. He received his higher education first in the valley, and later in New Delhi, the capital state of India. He also completed his Executive Education Program in the US at the Wharton School of the University of Pennsylvania. In the late 1980s, the stories of work opportunities in the UAE in general, and Dubai in particular, had begun to make waves. Many progressive young people who had taken the plunge by coming over to the UAE and involved themselves in various avenues of trading, business, work or otherwise had promising tales to tell. “A combination of gut feeling and guidance from my family members drew me to Dubai and little did I know that the UAE would open a horizon that I would have not imagined,” he says. The businessman started his professional career in a Fortune 100 company and considers himself fortunate to have learnt during these early years a philosophy of perseverance, resilience and the ability to think ahead, to strive for success and not let success happen by chance. His highly successful professional tenure that took him far and wide developed in him a strong business sense and passion to do more. Realizing his desire and interest in the world of aesthetics and interiors, he gave up his successful international career in 1997 and joined hands with his two brothers to conceptualize and work towards launching of the Marina Home Interiors retail

â&#x20AC;&#x153;It has been an educational journey, thanks to our customers who continue to be our patrons year after year, yet teach us what to do next, where to improve and what to improve upon.â&#x20AC;?

Khurshid Vakil

chain. The rest, as they say, is history. “Giving up a corporate high-flying career was the toughest decision I ever made, back then,” he says. “Launching a retail brand in the home-decor category was a well-thought-of idea based on extensive market research and a strong sense of providing a unique quality-driven shopping experience. Back then, the market had very little to offer, much of which was mass produced and very conventional.” “Our direction was to provide a lifestyle-driven aspirational shopping experience that crossed all boundaries of imagination and creativity. We wanted to express diversity, quality and a uniqueness that evoked emotion and the ability to think outside the box. We wanted to reach those customers who were aspirational and stylish,” he says. Starting a new venture was not a cakewalk, given the project was self-funded and was built without any financial assistance from an institution or private equity. This required a careful thought process and execution of business plans. “As a new entity, we had the Herculean task to reach out to the customers and divert their attention away from a long list of home brands that were well established in their own right. With the lack of high street shopping in the region and in order to attract footfall, setting up in malls was an obvious choice.” “But mall space was expensive and our budget limited. As a new kid on the block, securing the right kind of space in malls became an uphill task– back then, there were only a few successful shopping centers operating and we were unknown. With the success of our first standalone store, the interest from the mall operators took a positive turn and at present most of our stores are located in the best shopping centers.” Success has not been a smooth journey. There have been several challenges along the way, the biggest of which was the 2008/2009 global economic meltdown. The current geopolitical changes in the region, too, have resulted in a major downturn leading to a low customer sentiment. This has led to a

restructuring of investments and renewed business planning. As Marina Home Interiors grew in scale and geography over the years, a strong emphasis has been given to its constant evolution of design, merchandise mix, service standards and the look and feel of each store. From a simple furniture concept to its present position, where it is perhaps the most desired brand in its category, Marina Home customers continue to be awestruck every time they enter the stores. â&#x20AC;&#x153;It has been an educational journey, thanks to our customers who continue to be our patrons year after year, yet teach us what to do next, where to improve and what to improve upon,â&#x20AC;? he says.

Bhupender Nath Owner, Tresind

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Bhupender Nath

Owner, Tresind

When it comes to navigating challenges of doing business in new and developing markets, no one does it better than Bhupender Nath. His journey as an entrepreneur began in 2000, where he went from working as an employee in a shipping company in Lagos, to owning one of the most respected food trading companies in the region, African Fish Ltd. Today his business spans Africa and The Middle East, with the launch of two hugely successful fine-dining concepts Tresind and Carnival by Tresind, being the latest feathers in his cap. It was not an easy journey, he recalls, moving from being an employee to an employer in a different field, and responsible for hundreds of staff and business operations in different countries. With differences in time-zones, regulations and cultural formalities, he believes it was therefore a logical next step to move his family to Dubai, which he found well placed as a central hub to do business all over the world. â&#x20AC;&#x153;Branching out from trading to hospitality (F&B) was an even bigger risk,â&#x20AC;? he says, in part due to the relatively high operational costs prevalent in the UAE compared to Africa. However as we know, without risk, there is no reward, and with the Middle East being such a global market, Bhupender is adamant that there is plenty of opportunity for unique concepts and business models to succeed. Moreover, he suggests that Dubai has the right consumer base and favorable market conditions, in addition to offering an attractive framework for investors and new businesses to set up. He adds: â&#x20AC;&#x153;The Middle East offers great opportunities and facilities for entrepreneurs. It provides such easy access to the world with its investments in technology, communication and infrastructure, which can support entrepreneurs in starting a

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â&#x20AC;&#x153;The Middle East offers great opportunities and facilities for entrepreneurs. It provides such easy access to the world with its investments in technology, communication and infrastructure, which can support entrepreneurs in starting a new business ventures.â&#x20AC;?

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Bhupender Nath

new business ventures. Hospitality, tourism, infrastructure, information technology and education are a few of the key industries that one can capitalize on.” His advice to new entrepreneurs is also to do their research thoroughly before taking the first step, have clear direction, plan and strategize their approach before they begin, keep their teams motivated and market their product or service appropriately. “Fundamentally, the principles should always be honesty, patience and belief in themselves,” he says. This philosophy combined with a strong work ethic, has seen both of Bhupender’s restaurant brands thrive under his leadership, quickly gaining recognition as an innovator in the local food scene, for blending molecular gastronomy with traditional Indian cuisine. After having picked up a number of coveted industry awards and accolades, he is often asked about the keys to his success. “Dedication and hard work are the two main reasons for the success of the enterprise”, he says, “I would hope to be remembered as the facilitator of the revolution of Indian food in the Middle East.” If the astounding success and unique flavours of Tresind and Carnival by Tresind is anything to go by, we for one, have no doubt that he will.

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Riaz Khimani Managing Director, Rikan General Trading

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Riaz Khimani Managing Director, Rikan General Trading

Itâ&#x20AC;&#x2122;s not everyday you will find a man, so successful yet so down to earth. Riaz Khimani is one such gem. When asked about the most memorable moment of his career, he is quick to reminisce about his father and credit those who supported him in his entrepreneurial journey. When he was starting out on his own, his father told him that he would give him all the moral support and guidance he could, except money, which he did not have at the time. At this juncture, Riaz approached his closest friends who pitched in to help with the startup capital he required, without any expectations of repayment or interest. They had seen his hard work and struggle and believed that he would be a success, with a little help and through his sheer determination and efforts. This was a turning point for Riaz, who realized the value of relationships and contacts, and vowed to pay the gesture forward. â&#x20AC;&#x153;It taught me so much and changed the way I see others today, who struggle to startup and have entrepreneurial skills but just need a little push. It reminds me of my old days and I try my best to stand by such individuals and ventures,â&#x20AC;? he says. Riaz has been operating in the Gulf since 1996 and specializes in catering to the international hotel industry. His company Rikan General Trading, now employs over 300 people across four manufacturing units in India, as well as fielding a strong research and development team that works with hoteliers to design and create beautiful and user-friendly products. He has also gone on to launch two CSR initiatives, through his company, Green Rikan which adopts eco-friendly and sustainable manufacturing processes in their units in India, and Caring Rikan which supports child education and medical aid in collaboration with recognized non-profit groups such as

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â&#x20AC;&#x153;If you are prepared to work hard, be honest to your product and give it your 100%. There is no such thing as a failed business with a combination of these three elements.â&#x20AC;?

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Riaz Khimani

Medicines Sans Frontiers, International Red Cross and the Red Crescent. It is evident from the company’s performance that not only does Riaz have a heart of gold, but a clear vision to succeed. His philosophy of “Do good, and good will come back to you” transpires to his business conduct and corporate ethos, adding: “We have always watched, studied and foreseen the ever-changing dynamics and growth of the region. We have assured international quality with responsibility towards the environment by implementing ISO 9001:2008 and ISO 14001:2004. This region is taking quality products, consumer satisfaction and responsibility towards the environment very seriously. Besides this, we also foresee the market expanding on the middle and lower tier consumers and not only the ultraluxury sector. Since our business is with hotels and thus directly connected with all tiers of tourism, we have created products ranges also for budget 3-4 star hotels and not just 5 star and ultra-luxury hotels that we earlier catered to.” It seems so easy now, but Riaz’s business acumen stems from his early indoctrination into business with humble beginning at the young age of 19. Therefore his outlook on business and market opportunities reflects his determination and optimism, which holds true today. He says, “If you are prepared to work hard, be honest to your product and give it your 100%. There is no such thing as a failed business with a combination of these three elements. We must remember, that in a globalized economy the world is our arena. So with broader horizons come broader markets, no matter what type of business.” For instance Rikan maintains its manufacturing units in India, which historically, geographically and culturally is the closest, and most friendly trade partner with the region. The region has traded goods and merchandise with India for centuries and still maintains that faith and goodwill, which is a great example of friendly trade and exchange of ideas and values and culture through business.

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Looking to the future, Riaz adds: “As far as creating positive impact goes, besides being a company known for its customer friendly policies and great quality, we would like to be remembered first as a socially responsible company through our CSR activities. We strongly believe in giving back to the region and its people, who have been the backbone of our growth and success. We have various CSR initiatives, which donate to local UAE based organizations helping the children in Syria, Palestine and other parts of the Middle East.” On a final note his message to aspiring entrepreneurs would be to most importantly follow the local laws and norms. “Respect the local culture, embrace it and study their needs that you can cater to. The region offers great leadership, freedom to conduct business and opportunities.” He also suggests reinvesting a part of their earnings, finding opportunities to grow personally while giving back to the community. Other than that there is simply no substitute for hard work, honesty and integrity, which is reflected in the success Rikan General Trading has witnessed till today.

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Adeeb Ahamed CEO, LuLu Financial Group

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Adeeb Ahamed

CEO, LuLu Financial Group

Adeeb Ahamed, the inspirational CEO of LuLu Financial Group, is a man who knows what he wants, and how to get it in a hurry. He is a multifaceted professional spearheading several companies, as a dynamic board member of the LuLu Group International Management. With a Bachelor’s of Business Administration from Les Roches, Switzerland and a Master’s of Business Administration in International Management from Royal Holloway, University of London, his business acumen, tailor-made strategies and entrepreneurial prowess has helped him elevate his business initiatives ahead of his peers in the region. Prior to initiating LuLu Financial Group in 2008, Ahamed held several positions in the hospitality and service sector with international brands such as Grosvenor House, AJW Marriott and Baglioni Hotel in London, UK. LuLu International Exchange was set up in Abu Dhabi, UAE, with a paid-up capital of AED50 million and the first branch in the Emirate’s Al Wahda Mall. The company falls under the EMKE Group, or Lulu Group International as it’s called now, a conglomerate of 25,000 employees operating in manufacturing, import and export, wholesale and consumer products, across 32 countries and spanning the Arabian Gulf, Asia and Africa. It is best known for its chain of LuLu hypermarkets. Moving into the remittances and exchange business was a natural progression for the group, explains Ahamed. “As we’ve seen, any retail company at some point in time has diversified by entering the financial sector. Take the likes of Walmart, Sainsbury’s and Tesco’s, at some point in their growth timeline they diversified into the financial business and that’s because it is a natural fit for the retail business.” While the group has traditionally stuck to business segments where it has done well,

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â&#x20AC;&#x153;In five years, 100 branches is a good number for us to compete against our competitors in the market. Having a regional presence also brings up the value.â&#x20AC;?

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Adeeb Ahamed

it identified an opportunity in the remittances business. Due to the increasingly large numbers of expatriates living in the Gulf region, large percentages of migrant workers’ incomes are sent to their home countries every month. A 2013 study by the Kuwaiti-based Diplomatic Centre think tank found that the UAE and Qatar had the highest percentage of expatriates in the Gulf region compared to their local populations, while Saudi Arabia -due to the size of the country and its population- had the largest number of foreigners, estimated at eight million. “A lot of migrant income has to flow outside of the country. While the remittance side of the business is part of the banking sector, it hasn’t been catered to by the banks as such in this part of the world,” Ahamed says. “We decided to try that portfolio first, rather than going into a nonbanking financial license and then testing out with credit cards and other facilities like Walmart, Tesco’s and Sainsbury’s have done. We decided to go to the bottom part of the pyramid, which is the remittances business.” However, Ahamed says the company “did not want to become a mere exchange or remittances company,” rather aiming to establish itself as a payment solutions provider. “We decided we wanted to enter into everything and anything that deals with making a payment and that also takes into account moving money from one side to another.” In order to achieve this goal, Ahamed convinced the group of the importance of embracing acquisitions as a strategy for expansion. Without acquisitions in the remittances business, he argued, growth would be constrained. Five years on, LuLu International Exchange has become one of the biggest players in the market, with over 1,500 employees and operations in five Gulf countries -excluding Saudi Arabia- and in India and the Philippines. It also has liaising offices in Bangladesh and India. “In five years, 100 branches is a good number for us to compete against our competitors in the market. Having a regional presence also brings up the value,” Ahamed says.

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However, the CEO’s ambition doesn’t stop there. The exchange business hasn’t reached 25% of its potential growth, according to Ahamed, who says the company has been purely focused on expanding and establishing its footprint in the market and getting regulators to accept its presence. Combining his aptitude for business with deep values of human respect and integrity, he is also always at the forefront for helping those in need. He has given priority to public service activities focused on universal education awareness and empowerment of girls’ education. Projects such as building a girls’ hostel in Kerala, India and contributing to the construction of an Indian school in Oman reflects his passion for investing in the young generation. Committed to giving back to the community, he also supports the parents of young children needing heart operations and facilitates for the treatment of such infants aged one to five, which he continues to address. A visionary leader, an insightful entrepreneur and a socially responsible philanthropist, he is a leading global Indian business leader in the industries he has ventured into. As an entrepreneur, he has a consistent and stable growth path that continues to impress his peers and industry influencers.

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Yogesh Mehta Managing Director, Petrochem Middle East

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Yogesh Mehta Managing Director, Petrochem Middle East

Yogesh Mehta came to Dubai for the first time in 1990. 26 years later, he runs one of the most successful chemical distribution companies in the world. But success did not come easy. He was born and brought up in Bombay, and completed his primary education in a convent school. He studied chemistry at National College, Bandra, and spent the first 30 years of his life in India. At the tender age of 24, he married his childhood sweetheart Falguni, and became a father to Rohan at 29. He says: “As I wanted to impress my girlfriend at the time – and to earn quickly and become independent– I started working when I was 19 years old. I worked with our family business in chemical manufacturing, but soon branched out on my own and set up a small chemical trading business independent of the family. But, due to my lack of experience and the foolishness of youth, I lost all my money- including that of people who had lent or invested with me. At 29, I had a wife and an infant son– but was also penniless with no real future plans. Life was at a crossroads.” He adds: “I came to Dubai on 15 March 1990, with nothing but a hope and a prayer, having sold all the family jewelry and anything of value, to seek my fortune. My friend was blessed with a small apartment but a big heart, and my family and I stayed in his home, sleeping on the carpet in his living room. I was determined to succeed and never be poor again in my life, and thought that Dubai would be the right place. I burned all my bridges with a firm resolve not to look back and forge ahead with my dreams and ambition to become a tycoon. I did not want to fail again and wanted to do my family proud, having failed miserably in India. As it happens, we are now celebrating our 26th anniversary of living here in Dubai!” Back in 1995, he first formed the chemical distribution

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â&#x20AC;&#x153;It is important to have a skillset and discipline in the work you do, and it is always better to enjoy and cherish the work or business you are in rather than lumbering away. As a result, you must make firm choices and chart a growth plan as to where you are and where you want to be in the coming years.â&#x20AC;?

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Yogesh Mehta

company Petrochem Middle East FZE, with his British partner David Lubbock. The idea was to fill in the gaps in the local chemical industry and create barriers to entry for future competition. So he built a chemical storage facility and a tank terminal in four phases, and acquired the distribution rights of large blue chip companies, and then went on to get supply contracts from our consumers locally. The idea was to add real value to buyers and sellers in terms of quality and service. “The initial years from 1995 to 2001 were very exciting both for the country as well as the company– it was almost as if we grew together and almost fed on each other. In the first five years, we built a magnificent state-of-the-art chemical storage terminal- including drum storage and a logistics office - in Jebel Ali. This has been the company’s biggest asset and the mainstay of our distribution business,” he says. This has helped Petrochem to become the number-one chemical distributor in the Middle East– and the eleventh largest worldwide. As the company matured, it opened offices in China, Taiwan, Singapore, India, Egypt, London and Antwerp, with the head office in Dubai. It supplies chemicals to 27 countries on a daily basis, and has tank terminals in the UAE and Egypt and Europe. In this way, it became a large and successful global player. So what advice would he give to anyone wanting to follow in his footsteps? “I am still learning and it is very difficult to give advice, but life is full of challenges and one must face them rather than take the easy way out. It is important to have a skillset and discipline in the work you do, and it is always better to enjoy and cherish the work or business you are in rather than lumbering away. As a result, you must make firm choices and chart a growth plan as to where you are and where you want to be in the coming years. There is no magic wand that you can wave to bring you success- it comes from years of experience and application and with support from your family and loved ones. You should be honest as you only sleep with yourself and

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need to be faithful to your cause in thought word and deed, I would like to be there for my family and friends and keep enjoying life as I have been for all these years. There is lots to do, and many miles to travel. Life is beautiful!â&#x20AC;?

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Mahesh Shahdadpuri Founder and CEO, TASC Outsourcing

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Mahesh Shahdadpuri

Founder and CEO, TASC Outsourcing

As the man at the helm of one of the fastest growing workforce management and staffing solutions companies in the GCC, TASC Outsourcing founder and CEO Mahesh Shahdadpuri has seen his company achieve amazing growth and development since its establishment in 2008. Today, the Dubaiheadquartered TASC Outsourcing boasts of over 200 clients across the region, and its progress hasn’t gone unnoticedShahdadpuri and his team have been lauded with many industry distinctions over the years, which include an inclusion in the Dubai SME 100 ranking list in 2013, for its continued emphasis on creating differentiation and customer value. But ask Shahdadpuri on what he considers to be a most memorable moment in his career so far, and he points toward his team and their dedication to what they do at TASC Outsourcing. “I feel there’s a great sense of pride in [our] people,” he says. “And that has been very difficult to build. People don’t leave us easily. When people go outside and they sometimes join competition, people whom we have let go, they are always in touch. People who left us want to come back. Clients, when they repeat again and again in front of our people, and sometimes when I visit clients, that ‘you are indeed very, very good.’ We have a client satisfaction score of 4.3 this year, out of 5. We have a 99% client retention rate; we hardly lose anybody… This engine, which has been created, is perhaps our biggest achievement.” And it must be said here that Shahdadpuri’s approach to building his company seems to have certainly paid off- despite the challenging economic conditions that have been prevalent across the GCC region in 2016, the CEO notes that TASC Outsourcing has had an outstanding year all the same, and this is because of its insistence in upholding its high standards of service. “I feel that the market is beginning to recognize that

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“If the market is down, there are opportunities on how you can increase productivity and save cost, maybe through technology. If the market is doing well, then take another share of the pie- because there’s enough pie to go around. So I do generally believe that there’s always a market.”

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Mahesh Shahdadpuri

TASC stands for quality, and quality means it’s not cheap,” he explains. “Rather than dropping prices to keep up business, we are actually refusing some deals, which goes against our entrepreneurial dream. But if the price is too less, then we can’t service those deals.” According to Shahdadpuri, staying true to the company’s values will only help it in the long run, and thereby guarantee sustainable success. “This is the strength that we can hopefully keep capitalizing on and building upon,” he says. “I think our future is very good. We are already in five countries, we’re adding new countries, we’re innovating, we’re adding new service lines- so we are doing a lot more to keep growing, and the brand value, the reputation, is the basis.” It’s clear that TASC Outsourcing has set for itself an aggressive strategy for growth in the coming years, and its relentless attitude can be mapped all the way to its founder’s never-give-up philosophy to life and work. (“I don’t really accept a ‘no’ easily,” Shahdadpuri says.) As for other attributes that Shahdadpuri counts as being integral to his success in business, he stresses on the importance of building and maintaining good relationships- these are especially necessary in the MENA region, he notes. As an entrepreneur who’s gone through the rollercoaster ride characteristic of such a career path, Shahdadpuri’s insights come from personal experience, and as such, they are well worth following for any upstart in the business arena today. For those venturing into entrepreneurship today, Shahdadpuri advises these innovators to be clear on what their personal strengths are, as well as on the current state of the market- although the latter shouldn’t be seen as a hindrance. “I would say there are always opportunities in every sector,” he says. “If the market is down, there are opportunities on how you can increase productivity and save cost, maybe through technology. If the market is doing well, then take another share of the pie- because there’s enough pie to go around. So I do generally believe that there’s always a market.” As for tips, Shahdadpuri advises entrepreneurs against trying to do

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everything in their enterprise at the same time. “As much as it is important to know what you should do, it is more important to know what you shouldn’t do,” he explains. According to Shahdadpuri, the leaders of an enterprise should always be wary of anything that takes away from its core competence or focus. “Stay good and true to what you do best,” he declares. That’s a statement that Shahdadpuri has clearly lived by, and if his success so far is any indication, then that’s a paradigm the rest of us should take to heart.

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Dawood Bin Ozair Senior Managing Director - Engineering and Technologies, Al-Futtaim

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Dawood Bin Ozair Senior Managing Director - Engineering and Technologies, Al-Futtaim

Al-Futtaim Engineering and Technologies Senior Managing Director Dawood Bin Ozair has his work cut out for him. Under his firm leadership, the company has expanded its seven divisions, offering a wide variety of products and services for the construction industry, ranging from air conditioning, building products, control and life safety, elevators and escalators, facility management, MEP, scaffolding and access solutions. When he arrived in the U.A.E, as a young man from India in the eighties, he had the opportunity to meet with some of the members of the UAE ruling families and senior Emirati business community. He recalls being inspired by their simplicity and humility, which was a momentous occasion in his life. His interactions over the period of his career in the Gulf helped shaped his views and corporate ethos, which he believes revolves around respect and empowering others. “Work hard and focus on your target. Choose your team and make them feel important. Unless you delegate responsibility to your team they will not feel part of you. Respect them and get respect is the rule,” he says. Notably the company has gone on to secure some prestigious government and private contract wins, in addition to forging strategic partnerships with leading technology and energy efficiency brands such as Johnson Controls. Dawood credits his team for his success, adding: “As a team leader in my organization, I could only motivate the team to give their best performance. I guided them to keep their eyes open and ears on the ground, i.e. be watchful and never get surprised. I would like to be remembered as a ‘leader who was always with them in good times and bad’ and always ‘accessible.’ I hope that

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â&#x20AC;&#x153;Work hard and focus on your target. Choose your team and make them feel important. Unless you delegate responsibility to your team they will not feel part of you. Respect them and get respect is the rule.â&#x20AC;?

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Dawood Bin Ozair

my team remembers me as a ‘humble team worker,’ not a boss.” Having lived in the UAE for a number of years, he continues to be inspired by its growth story and transformation. “The leadership of the country has chalked out a continuous growth plan. Take for instance some of the recent initiatives such as I Care, Year Of Giving, and Year Of Reading,” he says. “Very simple yet effective initiatives, that have the ability to inspire and motivate every individual in the country whether Emirati or an expatriate. Everyone can benefit and participate. This shows the closeness of the country’s leadership with its people.” Al-Futtaim Engineering and Technologies reflects these values and is committed to understanding, monitoring and managing its social, environmental and economic impact, to enable the business to contribute towards the wider societal goal of sustainable development. When asked about the country’s potential to foster entrepreneurship, Dawood believes that the U.A.E is full of opportunity, and offers several avenues by way of excelling in ones careers, or building their own business. Having climbed the ranks and experiencing first-hand the tremendous change over the last two decades, Dawood says he personally knows so many individuals who started small and today are big players in their respective fields. Furthermore the UAE government has launched several initiatives to support SMEs (small and medium enterprises) and entrepreneurs, and there is plenty of potential for hospitality, trading, tourism and service businesses to set up and grow. On a final note, his recommended approach to entrepreneurs unsure of how to get started, Dawood suggests that they first carefully consider what type of ventures are best suited to their skills and personality, backed by sound research and a good understanding of market size. Always think from a customer’s perspective and understand their expectations. Secondly, prepare a business plan; discuss it with seniors and mentors and

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always bear in mind financial requirements. It is also important to never get demotivated by negative influences and minor mishaps. “Keep your focus,” he says. “Work hard and success will surely be yours.” Meanwhile keep an eye on competition, it is important to know what they are up to and how you can stay ahead of the curve. Last but not the least, always think about how to further grow your business, he says. Stagnation is negative to progress.

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K. Rajaram CEO, Al Nabooda Automobiles

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K. Rajaram

CEO, Al Nabooda Automobiles

The CEO of Al Nabooda Automobiles, K. Rajaram, is arguably the most influential Indian in the UAE motor industry. Arriving in Dubai two decades ago, he has since established some of the most respected automobile showrooms and workshops in the region, while never losing focus on the customers. He originally came to the UAE from Oman in 1995, having worked with brands such as Audi and Volkswagen, and was requested by the principals to establish a much larger market in the UAE. He recalls: “In those days, life was much simpler but long hours had to be spent setting up the new organization– the working day was normally 12 to 14 hours. Fortunately, my home was directly opposite my office, so my commute was almost non-existent. I started my business career after the completion of my Master’s degree at Bajaj Bombay. My initial aim was to establish a business that would serve as a benchmark not only in the UAE, but in the world. The business required a lot of effort and time because one had to establish the name and also set up the basis for future growth. The first three years were extremely difficult because we were fighting battles on many fronts– but as time progressed and our name was established and people started to recognize us for our standard of service, things became easier.” The growth phase mainly consisted of building the right infrastructure, in terms of showrooms and workshops, in order to serve customers’ needs. The key achievements included establishing state-of-the-art facilities in Dubai and he is credited with many firsts. The first Volkswagen workshop, which they set up in Rashidiya, is still considered one of the best VW workshops in the world. Volkswagen Germany has flown many of their dealers to Dubai to see the facilities and to learn from the processes.

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â&#x20AC;&#x153;The key ingredients for our success have been the people who have been with us on this journey, from our general managers to our staff. Everyone has put in the effort to make Al Nabooda what it is today.â&#x20AC;?

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K. Rajaram

“The biggest challenge was to acquire the right manpower with the right skills– and this had to be done rapidly to keep up with our growth. In terms of business, there were not many obstacles; the government was business friendly and quick to assist us wherever possible. Business today is more challenging than in earlier years, as competition has become far more severe, but results can still be obtained if you are a cut above the rest,” he says. In early 2018, he will open an enormous body shop and predelivery inspection center in Jebel Ali that will span 1.3 million square feet. He recently opened a state-of-the-art Porsche showroom on Sheikh Zayed Road, and the well-known Audi Terminal was inaugurated in 2012. “The key ingredients for our success have been the people who have been with us on this journey, from our general managers to our staff. Everyone has put in the effort to make Al Nabooda what it is today. Advice for aspiring entrepreneurs is extremely simple: the focus must be the customers. At the end of the day, he or she is the key to sales, and in our industry the after-sales service is of paramount importance because once a person purchases a vehicle, it has to be serviced and looked after for many years to come. The other bit of advice is to ensure that you look after the people who work for you because they play a key role in projecting the professionalism of the company.”

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Abhishek Ajay Shah Co-founder and Managing Director, RSA Logistics

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Abhishek Ajay Shah Co-founder and Managing Director, RSA Logistics

Abhishek Ajay Shah is a bright young man, with an even brighter future. Taking the reigns of the family business, the young and dynamic co-founder and Managing Director, is set to revolutionize the future of logistics, bringing fresh ideas and technology to the forefront at RSA Logistics. After completing a MEng in Civil Engineering with Business Management from Warwick University in the UK, Abhishek found himself interested in supply-chain management, and decided to travel to Singapore to learn from some of the industries very best. Realizing the potential for the application of new technologies in a growing market, he then decided to make his return to the Gulf, but not without its share of challenges. “The Middle East is a fascinating environment for doing business,” he says, “not only due to the diverse geographies and regulations in the different countries, but more so due to the diverse demographic that you serve. With that level of diversity comes an even higher level of complexity, and complexity brings challenges; however, if you are an optimist, a challenge is always an opportunity. Personally, I have always tried to make sure I have the right ecosystem around me. That means the right mentors, to bounce ideas off, and the right team to keep challenging you and to execute on the strategy. And then there’s keeping alive the hunger to learn and making sure your team is learning continuously.” Abhishek is himself a lifetime learner, and has maintained a hands-on approach to the business since inception, which has involved physically receiving cargo, to data-entry, while simultaneously developing client and partner relationships. Looking back, he attributes much of his success to his granular knowledge of the business and customer-centric approach,

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“We want to be at the forefront of change. Timing is key to growth and therefore, the Middle East’s growth trajectory, in terms of population, presents a blue ocean that is a rare opportunity to be blessed with.”

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Abhishek Ajay Shah

having built the company ground up. “For us, success has everything to do with the customers we serve. Do they see us as being relevant? Do they see us constantly challenging the norm, and more importantly delivering exceptional value? If we’re doing that, I believe we have been successful. A legacy is something that you become known for. I would like to be known for uplifting the people around me to become better versions of themselves, and building organizations that challenge the status quo. Seven years ago, we entered a market that had not changed for decades and today, the logistics market in the Middle East is being disrupted by technology. We want to be at the forefront of change. Timing is key to growth and therefore, the Middle East’s growth trajectory, in terms of population, presents a blue ocean that is a rare opportunity to be blessed with,” says Abhishek. He adds that prospects continue to exist in any industry that needs a problem to be solved, or that has the ability to be disrupted. The entire GCC is looking for ways to diversify away from oil economies, which means there is a leadership focus on innovation, and creating a base to build and sustain the future. Some sectors in particular are F&B, 3D printing, automation and machine learning. Having carved his own niche, outside his family’s long list of accomplishments, Abhishek takes pride in the fact that he has built a successful business that is unique and relevant to current market needs. With too many special moments in his own journey to mention, he reminisces of the joy of securing his first big client win; “Knowing that someone believes in you and knows that you will add value to their business is encouraging,” he says, adding that creating new partnerships and changing the way a certain service is offered to the market is also invigorating. “However, the one feeling that trumps it all has to be when you look around at the team that you’ve built. They believe in the purpose of the organization - they believe we can achieve anything. This was reflected when we won Employer of the Year 2016 at the Middle East HR Excellence Award last year.”

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So with so many accomplishments, and still further to go on his own terms, what advice would he give to new entrepreneurs? In short: “Stay hungry, and lean”, he says. Create a business with the customer in mind, keep costs low and continue learning. Core values are key and entrepreneurs bring the founder’s mentality to the game. They should determine their boundaries and focus on their way of doing business, and build the team and execution strategy to achieve that. Gauging by RSA’s track record and contracts in the offing, we are assured of a promising future for the company under Abhishek’s leadership, already being one of the first to modernize an industry that is archaic, but far from obsolete.

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Gaurav Sinha Founder and CEO, Insignia Worldwide

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Gaurav Sinha

Founder and CEO, Insignia Worldwide

Gaurav Sinha is one of those people who you just know is successful from the moment you meet him. Sharply dressed, well spoken and confident, it is little surprise that he has become one of the most influential men in the region’s marketing industry. Since the 90’s, Gaurav Sinha, founder and CEO of Insignia Worldwide, has achieved international recognition and acclaim for his expertise in the travel and hospitality industries. Sinha is respected as both an innovator in creative strategy as well as a protagonist in his sector. After a decade of progressive experience in the advertising industry ending at global advertising giant Lowe, Sinha served five years as the Head of Marketing at Hilton Worldwide in the Middle East until 2002. His impeccable track record in launching and managing numerous brands worldwide has won him several accolades from the travel industry. Established in 2003, Insignia Worldwide has earned the enviable position of being the leading brand, communication and creative services agency, dedicated to luxury, travel and lifestyle brands. The agency boasts an exemplary list of clients with some of the world’s most revered brands, including Jumeirah Hotels & Resorts, The Address Hotels, Conrad, Waldorf Astoria, Kempinski Hotels & Resorts, Fairmont Hotels, Hilton Worldwide, Starwood Hotels, Anantara Hotels & Resorts, Le Meridien Abu Dhabi, Armani Dubai, and Dubai Tourism. Headquartered in Dubai with representative offices in London, Delhi and Sydney, the agency currently works with over 60 hotels across 20 countries, 120 restaurants, and 30 lifestyle destinations. Sinha also launched Insignia Travel Media Group (ITMG) in 2008, the region’s only media buying company specializing in the travel industry. Following the success of ITMG, Sinha

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“Stay true to your word. If you need to pay someone, ensure it’s always on time, never compromise on your reputation, and if you make a promise then turn the world upside down to deliver it.”

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Gaurav Sinha

incorporated hospitality consultancy, Insignia Hospitality Solutions (IHS), within the global agency in 2012. In 2012, Sinha established the region’s first independent luxury travel company, The Travel Attaché, for which he takes the seat as Vice Chairman. Next is the launch of Arabian Travel Council, a highly exclusive members club for the travel and hospitality professionals in the Gulf region. The launch of Insignia PR also marks Insignia Worldwide’s 10th anniversary. Progressive, insightful and influential in its approach, Insignia PR offers travel, hospitality and lifestyle brands a truly international perspective in addressing their brand communication needs. In 2009 Sinha and his wife Lucy Bruce set up Harmony House, a day shelter for destitute children in India providing food, education and medical care for nearly 500 children as well as social support and vocational training to mothers and young women. Sinha is also the Brand Ambassador for The Luxury Marketing Council’s Middle East chapter and is currently working on a new progressive luxury hotel concept, which is set to rejuvenate the light luxury segment within the hospitality industry. So what is the key to his success? He says: “Manage your money. Don’t fall into the trap of debt or start creating complicated business models that require you to engineer finance. Businesses are successful when the fundamentals of finance are simple.” And what is his advice to budding entrepreneurs? He says: “Stay true to your word. If you need to pay someone, ensure it’s always on time, never compromise on your reputation, and if you make a promise then turn the world upside down to deliver it. Don’t chase profits. Profits will eventually come, so be patient and remember why you started the business. Ensure you’re solving relevant problems and there’s no shame in failing. If you’re going to fail at something, then fail quickly and don’t

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hang on to hope alone. Starting a business is a bit like learning to riding a bike; you need to pedal furiously to gain momentum and you need momentum to balance. You can avoid the potholes once you’re moving forward.” As for what the future holds, he says: “Where do I see myself in a decade’s time? Well, I am a father first, beyond anything else. I am blessed with three young children and they are at the heart of everything I aspire to do. I think a life well lived is one which enriches the lives of others, not just your own, and my family defines my values. Our vision is to become the world’s most reputable authority on brand experience creation, so we aim to open offices in other markets in the coming years. We are protagonists, agents of change and creative people; this means a continuous pursuit of excellence in everything we do, and to do that we need to inspire, enrich and engage the world in new ways.”

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Kabir Mulchandani CEO, SKAI Holdings

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Kabir Mulchandani

CEO, SKAI Holdings

If there ever was a comeback story worth reading, this is it. Six years after beating fraud allegations, Kabir Mulchandani, CEO of SKAI Holdings, has successfully marked his return to the Dubai property industry, handing over more than 200 stunning apartments, and preparing for the launch of the fivestar Viceroy Dubai Palm Jumeirah resort. Defining the silver lining in his experience, he says “nowhere else gives you the opportunity to really think about things more, than sitting in custody for days on end. I made a decision when I was there that I would create a moral core that I check against every aspect of my life. That was a few years ago and I have stayed true to it. I think that experience was actually one of the best things that could have happened to me.” Though some might consider him a calculated risk-taker, Kabir was no stranger to the effects of the global financial crisis that saw the property market suffer a blow. Yet he stayed firm in his resolve, and continues to inspire with his story of resilience and leadership. “Intuition and faith is key [to leadership]. You need to believe in yourself 110 percent, because there will always be naysayers who doubt you. I have always believed in the projects or tasks I have set for myself. For example, when I first heard about the plot of land [on which the Viceroy Palm Jumeirah Dubai is currently built] was for sale, I immediately went to see and explore what it was like. I felt the energy immediately and I paid for it with money I didn’t have, because I believed it was right. I trusted my intuition and my ability to create something special. Five years later, I am proud to say that we completed the construction of the hotel ahead of schedule and are set to open in March 2017.” A leader by example, Kabir spent two years on that very construction site during the construction of the Viceroy Palm

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â&#x20AC;&#x153;Focus on the task at hand and get it finished, everything else will follow. Be determined, collaborate and be prepared to work hard.â&#x20AC;?

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Kabir Mulchandani

Jumeirah Dubai. His goal was reinforced by his confidence in Dubai’s hospitality story and he is already making plans for the opening of SKAI’s second hotel, Viceroy Jumeirah Village Dubai in 2018. He adds: “Like any industry, it [the hospitality sector] is cyclical but its fundamentals remain the same. The Emirate has continued to invest heavily in key infrastructure, attract largescale, international events such as Expo 2020 and this, together with year-round sun and Emirates frequent connections around the world, means holidaymakers and business travellers will always visit the city.” It may appear that Kabir leads with instinct, which has more often than not, proven his key to success, and with a bullish outlook on Dubai’s hospitality market, what is his advice to new entrepreneurs? “Trust your intuition and be convinced that what you are doing is the right thing,” he says. “Focus on the task at hand and get it finished, everything else will follow. Be determined, collaborate and be prepared to work hard.”

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Jasjiit Jaaj Group CEO, RSG International Group of Companies

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Jasjiit Jaaj Group CEO, RSG International Group of Companies

With over 46 years of domestic and international business leadership and operations experience, Jasjiit Jaaj has indeed built a reputation for himself as a formidable force in business and the community. Pick almost any sector in business, and chances are he hasn’t just been involved in it, but has experienced huge success. When it comes to leadership, growth – and the knack of spotting a winner in business, few people do it better than Jasjiit Jaaj. As the Group CEO of RSG International Group of Companies, his remit spans property, automotive and other investments within the United States of America, Middle East, Africa and the subcontinent. RSG International traces back its origin in the 1970s in Kuwait, where its founder Raj Sahni started his career by helping his father in his automotive business in Kuwait. The group was established in Kuwait in 1993 and over the past two decades, the company has earned an enviable reputation in both the local and international markets as a reliable and trusted supplier of quality tyres, tubes and batteries. Since then the company has diversified its business interests under Jasjiit’s leadership, and gone on to expand into property in a hugely impressive way. Besides the given –contemporary design, high-quality construction and state-of-the art amenities– the one characteristic that gives RSG International an edge as a property developer, is total focus on value. Every square foot is scrutinized for maximum efficiency and every brick is laid for superior comfort; only so that every bit of the moolah invested returns nothing but the highest value for what its worth. Projects include Qasr Sabah, Bay Square Building 4 (which is the smallest commercial boutique building in the UAE) and Al Abbas Tower. It is also a major player when it comes to industrial

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“His leadership mantra is to keep the community’s best interest top of mind - when you serve genuinely, you will reap rewards in business as well.”

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Jasjiit Jaaj

equipment. Providing value engineered services in compaction since 2007. RIC ME Contracting has successfully worked on over 2.5 million sqm. of earth with prestigious projects as the Abu Dhabi Capital District, ADNOC, Hamriya Free Zone, Gulf Flourine Project amongst others. If that wasn’t enough, RSG International has put together a carefully selected, impressive portfolio of investments. Top of this list is its real estate investments in Qatar. It is a shareholder in Injaaz– a Qatari group specialized in investment fields, real estate, trading and contracting, offer a bouquet of highly potential investments. Prior to his current role, he was the Chief Advisor to the Chairman/CEO at Galadari Group of Companies Dubai, handling the strategy, planning and performance for the Group business with a successful record of profitability, handling their verticals in five-star hotels and hospitality, auto-dealerships, travel agencies, publishing, franchises and international trading. As an active community member, Jasjiit is a firm advocate of service and contribution, often commended for enhancing trade relations with Indian businesses, and was twice appointed as the President of Indian Association, Dubai (1983-1987 & 20092013) – the oldest forum looking after the social affairs of the Indian Community in Dubai region and has also been an Exexecutive Member of All India Sikh Federation under Akaltakth Saab. Jasjit is the Chairman of the UAE Chapter NRI Institute Dubai, HQ New Delhi, India and additionally appointed as The Secretary General of World Punjabi Organization, Middle East. He is also an active Member of the IBPC (International Business & Professional Council). His leadership mantra is to keep the community’s best interest top of mind - when you serve genuinely, you will reap rewards in business as well.

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Dr. Tejinder Singh Founder and CEO, BPO+ and Q-Tickets

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Dr. Tejinder Singh Founder and CEO, BPO+ and Q-Tickets

Dr. Tejinder Singh is an Indian origin business executive and entrepreneur. He is the founder of many start-up projects and has worked with numerous companies. As founder and CEO of Qatar-based BPO+ and Q-Tickets, he has received numerous awards and accolades throughout his career. There have been many great moments in his career, which makes picking just a few out quite a challenge. He says: “Well, there are many such memorable moments in my career life cycle so far, it has been a through roller coaster stuff, but still I will highlight two of them. The first being when I had worked break less to set up and grow ‘Sparsh BPO’ which eventually was known as India’s first domestic call center/BPO, got it listed on stock market and hived off to Intelenet ( Barkley India Arm)- all done in less than 36 months. The second being when I faced a business turmoil in 2011 early due to the change in country laws on banking outsourcing, and I lost 90% of my business in less than 12 weeks. This was when my partners, stakeholders gave up and winding up was on table, and I was the only one not to give up. I not only fought back but brought the almost zero business to now 100 million plus in less than 50 months.” With that kind of history, there is little doubt he is one the greatest leaders the region has ever seen. But just what does it take to become a great leader? He says: “In my view to be a great business leader, you need a combination of three Cs: Creativity, Character and Competence. You must believe in yourself, and your brand, and most importantly in your people. You need to thrive each day to offer an excellent product/service, one that makes a difference in the lives of your customers. I always believe in leading by example and inspire others to join you in the exciting project of

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“In my view, a legacy isn’t only about leaving what you earned but also what you learned, and we all have an opportunity to make a difference.”

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Dr. Tejinder Singh

building a great brand. At the same time, continuous learning and adapting to change is very important. As I always say, ‘if you don’t change with time, the time will change you.’” He adds: “From a personal standpoint, I believe we must be driven by a positive attitude. Implementing a ‘responsibility driven working model’ helps us to accomplish the desired results. Without exception, as a business owner I would highlight that it’s all about people: hiring and retaining the right people, training less effective people and providing the necessary resources for teams to master their tasks.” But what does he see as the core reasons for the success of his operations? “Adaptability, persistence and a solid grounded work ethic attributes for my success with BPO and QTickets. In my view, a legacy isn’t only about leaving what you earned but also what you learned, and we all have an opportunity to make a difference. What I always insist is that one must always believe in oneself, and be convinced that he/she have what it takes to succeed and that one can always get better. We are always looking for new ways to develop our organizations leadership qualities and take our game to the next level.” There is no shortage of people wanting to follow in his footsteps, so what advice does he have for them? He says: “I always believe in the entrepreneurial spirit and flair. It always excites me to see new inflow of futuristic entrepreneurs coming into the arena. For new entrepreneurs looking to set up their own enterprises in the Middle East today I would recommend the following key tips and principles: First, believe in your dreams and become a customer champion. Second, know how to take criticism. You don’t have to agree with them or necessarily follow their suggestions. But the more feedback you have, the more information you’ll have to make the right decisions. Third, your business will always be your baby, no matter how small or big it is. Just like your real baby, you want to hire a nanny that loves your bundle of joy almost as much as you do. Take time but hire wise. Fourth, start your day

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with a positive mindset to get you through the day. And finally, network up, network horizontally, network down: itâ&#x20AC;&#x2122;s always about being there at the right point and at the right time.â&#x20AC;?

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Hassan Chougule Chairman, Emad Group

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Hassan Chougule

Chairman, Emad Group

As chairman of the Emad Group, Hassan Chougule is an expert of leadership and management. You only have to look at the huge success of his operations to know that in an instant. For him, the most memorable moment of his career was back in 1995. He says: “That’s when our tripartite partnership ended. At that point, I became 49 % partner, and acquired full rights to run and develop the EMAD Group. From then on, the trajectory of my business involvement and management changed.” It was also the start of the journey that would result in him becoming one of the greatest business leaders this region has ever seen. But what does it take to make it as a leader? He says: “I think one of the most important factor for a good business leader is the amount of time he/she is able to devote to both the activities of the business and specially to the needs of client. It is important to prioritize the client’s service request equally, no matter how small or big you perceive their importance to be. It is equally significant to create a strong working culture for your employees where employees feel that they are supported both on and off duty, and where they recognize that the company cares deeply about their lives beyond work too. It multiplies their loyalty to the organization.” As to the reasons for his success, again he is very clear. He explains: “I believe I have been successful due to my own focus on always being punctual and prompt, as well as my desire to fulfill all my commitments. I am fortunate to have also been able to balance business activities in the community with social request. This way I have over time increased my involvement with educational and charitable ventures not only with in our community here in Qatar but also in India. Knowing the community better has allowed me to develop a level of renewed courage, where I am able to step forward

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â&#x20AC;&#x153;I think one of the most important factors for a good business leader is the amount of time he/she is able to devote to both the activities of the business and specially to the needs of client. It is important to prioritize the clientâ&#x20AC;&#x2122;s service request equally, no matter how small or big you perceive their importance to be.â&#x20AC;?

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Hassan Chougule

and continue to diversify our ventures while simultaneously calculating carefully the risk involved in doing so. Above all, I pride myself being an amicable boss, one who is able to manage all kinds of work with gentle humor, as opposed to anger or stiff interaction.” That said, just because he has already achieved so much does not mean that he is sitting still, or not able to spot great opportunities. He also remains optimistic for the economy as a whole, saying: “There are several upcoming industries that one can capitalize on, and these range across a variety of sectors. Some major ones that I am thinking of includes construction supplies, education (as it pertains to schooling), the health industry (particularly polyclinic and hospitals), large scale catering, creative interior design, power and water saving ideas. As you can see, there is no shortage of avenues available for entrepreneurs.” There is also no shortage of people wanting to follow in his footsteps. What advice does he give them? “First I would say always work in a manner that allows you both to maintain your self-confidence but also to place your faith in God. Second, pursue only the biggest dreams. Our beloved former President of India, the late Dr A.P.J. Abdul Kalam, noted that dreams are not those that we see when we sleep, rather, they are what does not allow us to sleep. Make sure your dreams keep you motivated and energized all the time. Third, set targets after planning meticulously to ensure that all areas have been considered. Fourth, when assessing yourself, first be sure to count your weaknesses, then your strength. And finally, when doing business, treat every one equally, regardless of what their cast, creed, gender, religion, region or language background may be.”

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Ashish Mehta Founder and Managing Partner, Ashish Mehta & Associates

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Ashish Mehta (left) with Anurag Bhushan, Consul General, Consulate General of India, Dubai

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Ashish Mehta Founder and Managing Partner, Ashish Mehta & Associates

It is hard to believe that Ashish Mehta only founded his law firm Ashish Mehta & Associates in 2000. It has now become one of the most sought after firms in the industry. It is a multijurisdictional law firm operating in Dubai, New Delhi, London and Singapore. Ashish Mehta came to Dubai for a short stay in 1989, and never looked back. From a young age, this high-profile senior lawyer has had a celebrity client list that includes leading multinational, Indian, regional and local corporates, political personalities from the subcontinent, ultra high net worth families and Bollywood celebrities, to name just a few. You get a good sense of Mehta from the moment you walk into his office. Rare photographs line the walls, showing him sharing very comfortable space with some eminent political and public personalities including Indian Prime Minister Narendra Modi, Rahul Gandhi, L.K. Advani, Asif Ali Zardari, Benazir Bhutto, Bill Clinton, Tony Blair, Rajiv Gandhi, Bilawal Bhutto Zardari, Robert Vadra, Shahrukh Khan, Salman Khan, Abhishek Bachchan, senior leaders of the BJP and Congress Party, and members of the Dubai and Abu Dhabi ruling families. His firm specializes in a multitude of sectors, including corporate and commercial, real estate, financial institutions, banking, mergers and acquisitions, energy and natural resources, restructuring and insolvency, healthcare, education, engineering, construction, entertainment, hospitality, food and transport, litigation, arbitration and mediation, general crime, private clients and tax haven structures, creation of legal entities, employment and intellectual property, amongst others. He studied in the famous Delhi Public School, Mathura Road, and went on to graduate in management from Delhi University, following it up with a law degree. He then qualified as a solicitor

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â&#x20AC;&#x153;I enjoy my profession as it synchronizes with my persona. I enjoy interacting with people. I never wanted to go for a profession that was going to be monotonous in nature.â&#x20AC;?

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Ashish Mehta

of the Supreme Court of England & Wales. He came to Dubai in 1989 with intention of staying for a short period, but has stayed ever since. He did have a job offer in Dubai then but, as he explains: “At the age of 23, you do not take such opportunities very seriously. The idea was to make a trip to Dubai and explore the place.” He liked what he saw –a city poised at the cusp of exponential growth– and he decided to move countries. It goes without saying that it is a decision he has never regretted. He began life in Dubai working for a local company. Less than two years later, he decided to open up his own practice. “I was fortunate to be granted a license by the Ruler of Dubai to practice law in the UAE. It seems that this was my destiny and I remain grateful to the Ruler of Dubai,” he says. Fiercely proud of his chosen profession, he debunks the myth that the practice of law is easy. “I can categorically deny this widely held notion on the basis of facts and experience. Law is an extremely demanding profession; clients are extremely demanding. Mind you, times have changed,” he emphasizes. “Clients prefer not to engage lawyers who provide them with rigid solutions. They want their lawyer to be very innovative. They are not interested in merely getting a legal opinion from a lawyer. After reading those multiple pages of legal opinion, they’d rather arrive at their own conclusions. What they want now is a lawyer who is a solution provider. And they want outof-the-box solutions.” He should know because he is an international lawyer himself. Apart from the UAE (his home for 26 years now) and India, he is qualified to practice law in the United Kingdom and Singapore as well. He is also a partner with a prominent law firm in Singapore. Naturally, his repertoire of clients comprises multinational corporations and top local and regional companies. His individual clients, too, are high profile, including members of ruling families and leading political personalities from India and Pakistan who are close friends

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as well. For him, the practice of law is not only a profession, but a vocation. He loves its challenge and its ever-changing complexity. “I enjoy my profession as it synchronizes with my persona. I enjoy interacting with people. I never wanted to go for a profession that was going to be monotonous in nature,” he points out. Every day brings him a new case– new facts, new people, new nuances. In truth, there are several Ashish Mehtas. There is the eminent senior lawyer who has a passion for law and believes both that potential to excel in the practice of law is limitless and that there is never a dull moment with the multitude of challenges that are unique to each situation. Then there’s the Ashish Mehta who believes lawyers are apt at politics and further believes it is not mandatory to contest elections to be in public life. There’s also the Ashish Mehta who is a writer and political analyst who regularly writes columns for leading publications. Finally, there’s the Ashish Mehta who reaches out to less privileged sections of the UAE society by providing free legal counseling to the deserving expatriate members of the Indian and other communities. In this way, this legal eagle fulfills his social responsibility to give back to the society that has given him so much.

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Alisha Moopen Director, Aster DM Medical and the Chief Executive Officer â&#x20AC;&#x201C; Hospitals & Clinics, GCC

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Alisha Moopen Director, Aster DM Medical and the Chief Executive Officer – Hospitals & Clinics, GCC It is hard to believe that Alisha Moopen is already such a huge name in the medical industry even though she is under 30 years old. She is a Director of Aster DM Medical and the Chief Executive Officer – Hospitals & Clinics, GCC. Having joined as Director in September 2013, she oversees 85 clinics and 7 hospitals in the GCC under the three brands, Medcare, Aster & Access. She is responsible for overseeing the strategic direction and development of the group and notably spearheaded the expansion of Aster in to new markets such as Bahrain and Philippines. With a bachelor’s degree in Business Administration and as a member of the Institute of Chartered Accountants of Scotland, she is well versed in the field of finance and administration, having previously worked at Ernst and Young LLP. As an active philanthropist, Alisha has been a panelist and promoter for increased women’s participation in the workforce across various forums and events. She works on the Moopen Institute of Local Empowerment Scheme (MILES), which focuses on many initiatives for village development from small children to women’s education from a young age by skilling them for careers and livelihood. She is also a trustee and an involved member of the Aster DM foundation in the Philippines, which sponsors and works with children with congenital heart diseases. She says: “I try to balance the soft side of being in a promoter-led business where people give it their all, not just for it to look good on their CV but because of the story that they are making in the process. I also dappled with some personal ventures, which were exciting for me, such as a fitness center and a healthy food restaurant. I have, however, humbly learnt that it is foolish to try and split your time so thinly amongst projects.” So does she see herself as an entrepreneur? She

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â&#x20AC;&#x153;I believe that in private business, your own company or corporate, there is a definite advantage in being entrepreneurial. Understanding the need or gap in society that we are going to serve, how we are going to bridge the gap and what our unique selling point is are all key to make this case.â&#x20AC;?

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Alisha Moopen

says: “I believe that in private business, your own company or corporate, there is a definite advantage in being entrepreneurial. Understanding the need or gap in society that we are going to serve, how we are going to bridge the gap and what our unique selling point is are all key to make this case.” She adds: “I work in healthcare, where our philosophy as a socially responsible provider is different. We believe in doing what is right for the patient. Even with this mantra, it is important to ensure that the sustainability of the model can be maintained for the enterprise and the unit to survive and continue serving the patients. Therefore, the passion and entrepreneurial spirit are still needed to keep the momentum for creating a group of self-motivated professionals that come together to create something big.” So how has she managed to build such an impressive team around her? “The single most important factor is to look at all interactions away from a transaction basis to a relationship building basis. To do this, we need to get to the core of the people in our team. We need to understand their fears, their dreams, their goals and their ambitions. As people managers, we have to help them achieve that. Leadership is all about collective strength. The stronger the second in lines are, the stronger it makes you too. One has to be confident and self-assured to take people who are even better than them because we need that level of depth to raise even higher.” As for her advice to those wanting to follow in her footsteps, she says: “It takes a lot of guts to follow your dreams to set up a startup! The risks that they have to take and the stakes are always high. Luckily in today’s digital world, good ideas can be presented, reviewed and tested by many to validate, pilot and bounce ideas off. This is a great power of the Internet.”

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Avi Bhojani CEO, BPG Group

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Avi Bhojani (left) with Anitha Nandini, Consul - Commerce, Press and Information, Consulate General of India

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Avi Bhojani

CEO, BPG Group

There are few bigger names in the media industry than Avi Bhojani, the CEO of BPG Group. His 34-year career spans Marketing Services, Media, Education, Private Equity and Government sectors. At the helm of the BPG Group since 1991, he consolidates the Groupâ&#x20AC;&#x2122;s interests across advertising, public advocacy, public relations, design, activation, media asset management and digital verticals, in the Middle East and North Africa regions. He has also assisted in the conceptualization and execution of a number of strategic Dubai initiatives and has served the Government of Dubai while assisting with the development of Knowledge Economy hubs in Dubai (Internet, Media and Knowledge). An alumnus of the National Institute of Design, Ahmedabad and Indian Institute of Management, Bangalore, he is also the Managing Director of Innoventures Education and sits on the Boards of Dubai Private Schools Group, PanIIM Alumni Network Gulf; Endeavor UAE, the Advisory Board of Abu Dhabi Capital Management and the Global Advisory Board of IIMPact in Singapore. He is widely recognized as one of the most influential expats in the GCC, and has been honoured by H. H. Sheikh Mohammed Bin Rashid Al Maktoum for his contribution to the evolution of Dubai Shopping Festival. One of the biggest divisions of BPG Group is the BPG Bates practice. It has grown from the skill sets acquired in conceptualizing, modeling and taking-to-market a range of initiatives for government and private sector businesses in the region. These skillsets include advertising (above and below the line), branding and design, events and activation and strategy and planning. BPG Bates can deliver game-changing marketing solutions and, uniquely, do so through a single brand team. It is renowned for being able to create media and medium

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â&#x20AC;&#x153;Bhojani may have been in the business for 34 years, but you get the feeling his best days are yet to come.â&#x20AC;?

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Avi Bhojani

agnostic solutions that are tailor-made for clients, generating the business results they expect. This single window approach to problem solving and solution delivery is compelling for clients who may not have the resources to deal with multiple vendors or integrate multi-platform solutions. BPG Bates aggregates and deploys cross-functional marketing acumen acquired over three decades. Another impressive division is BPG Cohn & Wolfe. This is a partnership between BPG Group’s public relations business unit and one of the world’s leading communications agencies and WPP sibling, Cohn & Wolfe. Cohn & Wolfe is recognized as one of the world’s most creative communications agencies with a strong commitment to digital and social media that enables the company to share best global practice and bring new tools and processes to our clients in the region. The public relations business started in 1995 to handle the PR requirements for the Dubai Shopping Festival and has since grown over the past two decades to include among its client base a powerful mix of some of the biggest local, regional and global brands. Just as strong is BPG Possible, which was formed in 2010 as part of a joint venture between the BPG Group and Possible, the global digital company within WPP. Possible has over 18 offices and 1,500+ staffers across the globe with operations in the US, Europe, Asia, Middle East and Africa. Possible is a global agency that creates meaningful and measurable interactive marketing. The agency group is made up of professionals across disciplines around the world who believe it’s not just what brands say that matters, it’s what they do. The agency believes that brands that create great experiences, and deliver the most value to their customers, are those that will succeed in the marketplace. BPG Possible not only helps its clients communicate, but also facilitates the delivery of their brand promises, through innovative interaction ideas and flawless execution. If that isn’t enough, he also oversees BPG Maxus, which is one of the leading media planning & buying specialists and a

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market-pioneer in digital media solutions. In 2010, BPG Media formed a strategic alliance with Maxus –GroupM’s Global Media Agency of the Year– to become BPG Maxus and to offer best-in-class media solutions to a rich client portfolio. Maxus operates in 57 markets globally, and through the resources of GroupM, serves clients in over 130 markets worldwide. BPG Maxus recognizes the power of ideas and innovation. Its people are firm believers that great media ideas can stimulate consumers to create and then distribute content in a big way. In the new age of communication, BPG Maxus is helping clients choose the best channels and marketing models from a wide range of services. Bhojani may have been in the business for 34 years, but you get the feeling his best days are yet to come.

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Poonam Bhojani Founder and CEO, Innoventures Education

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Poonam Bhojani Founder and CEO, Innoventures Education

It isn’t surprising that Poonam Bhojani has become one of the leading figures in the UAE education industry. After all, her own academic record is pretty impressive. She is an Economics Honors Graduate with an MBA from India’s premier business school, Indian Institute of Management, Bangalore. Prior to envisioning and cofounding Innoventures Education Schools, she has had significant industry experience working on leading edge technology solutions with a range of organizations across India, Hong Kong, USA, Belgium, Sweden, The Netherlands, Oman and UAE. She is the CEO of Innoventures Education and has served as the President of the Middle East IB Association of Schools and is the Secretary of the Dubai Private Schools Group. “Today’s competitive environment dictates that profit is viable over the long-term only if quality in education is being delivered,” she says, when discussing the line educators need to toe between focusing on profits versus looking after aims that serve the greater good. As the founder and CEO, Bhojani has played a pivotal role in the inception and leadership of a number of schools and nurseries in the UAE. She has her work cut out for her now more than ever, since the debate over the quality of education in the UAE is now raging across online forums, social media, and in the daily newspapers. One of the hotter points of contention has been the everclimbing cost of putting children in quality educational institutions, and to this, Bhojani points out that amongst other factors, good quality instructors cost good money: “You need to keep in mind that private education in this part of the world gets no subsidy. We have to also manage global competition for talent, and locally, we have to compete with other real estate asset classes like retail, hospitality and healthcare for getting real estate for schools. Besides, we are unique as an industry

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â&#x20AC;&#x153;In any business, if the focus is on quality, the financial outcomes come on their own.â&#x20AC;?

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Poonam Bhojani

in Dubai, where our main cost of inputs (teachers) are subject to inflation in global markets, whereas our selling price is controlled by local regulation.” Despite the fact that Bhojani’s business is in education, she says that like any other industry the money will come only after you deliver on your marketed value add. “In any business, if the focus is on quality, the financial outcomes come on their own,” says Bhojani. And her focus is on quality. She says that her day-to-day challenge is the positive growth of their substantial student body, and by this she doesn’t mean numbers, she means prioritizing every student’s individual wellbeing. Bhojani’s work in this sector saw her become the President of the Middle East International Baccalaureate Association of schools in 2008, and she continues to serve on its executive committee today. Prior to her career as an educationalist, Bhojani worked in the technology sector for over 16 years, with her work taking her to several countries across three continents. Over the course of her career, Bhojani has seen a number of corporate and entrepreneurial leaders come and go, and she says that there are discernible qualities that set the good leaders apart from the great ones. “This can be summarized in a few ‘Cs’: commitment, collaboration, communication, clarity, and compassion. A great leader is one who is respected and followed; this can be commanded but not demanded. A great leader is one who has a vision for what the business should be as well as the ability to achieve the same. A great leader is one who can lead by example from the front and one who cares for all stakeholders.” A hands-on CEO, Bhojani says her chief priority rests with ensuring high quality experiences for the children enrolled at the many Innoventures institutions. “My focus has always been on ensuring that all decisions we make are student-centric. I am completely involved each day in ensuring that all staff members are able to maximize their potential in delivering the best possible quality of education to each and every child. I am fortunate to have a wonderful and dedicated team that ensures

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that Innoventures education is able to deliver our promise on education. After all, each day we are engaged in building the future of our most valuable assets: our 8000-odd students.” And on retaining her best and brightest team members? It’s simple, says the CEO; awarding respect and appreciation is “paramount to retaining quality managers,” and ensuring proper division of labor paired with instilling every member of staff with a sense of ownership over the business can go a long way. “Appropriate delegation through a model of distributed leadership is essential so that people can develop ownership and experience the success of their initiatives. I am truly fortunate to be working with a dedicated team that will do what it takes in delivering the best for their students.”

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Shaji Ul Mulk Founder and Chairman, Mulk Holdings

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Shaji Ul Mulk Founder and Chairman, Mulk Holdings

Shaji Ul Mulk’s story began 30 years ago, after he graduated from Sri Venkateshwara University with a bachelor of commerce degree, and arrived in Dubai to work with his brother in-law’s company. The plan, after working in Dubai for a year, was to travel to the US to complete his business education, but a lastminute change of mind saw him stay on. “I remember the day. It was ten o’clock and the bus was waiting for me to take me to the airport. But I had a change of mind,” he recalls. “I was speaking to a friend on the day before I was to go. I had a doubt in my mind, because it had taken a year for me to get the visa and in a year I was beginning to get a feel of the business, doing a bit of trading here and there. Some money was starting to come in, so I was feeling the money already.” The friend asked Mulk, then aged 21, where he saw his future- as a CEO or a businessman? “His point was: do you want to be a top class manager, where you reach to be a CEO of a large company years down the line, or do you want to be a businessman? I think I was pretty clear about wanting to be a businessman rather than work for somebody else.” The bus left without him on board and he never got to do his Master’s in the US, and so, according to Mulk, he missed out on learning very important lessons about running a business. “It really took me ten years to learn corporate governance, to really learn how business has to be approached- what is market research, what’s the meaning of taking the right decisions with the proper intel. So it was all trial and error, going through 21 or 22 years, knowing very little, making mistakes. But then that’s the decision I took. Ten years down the line, if I had gone, I don’t know where it would have taken me.” Ultimately, Mulk believes that he could have achieved more

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“It really took me ten years to learn corporate governance, to really learn how business has to be approached- what is market research, what’s the meaning of taking the right decisions with the proper intel. So it was all trial and error, going through 21 or 22 years, knowing very little, making mistakes. But then that’s the decision I took.”

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Shaji Ul Mulk

in a shorter timeframe. “The regret stays [with me] because I believe what I have done in 30 years I probably could have done much shorter. If you really look at my business growth, the first ten years, I made only half a million dollars, because I made a lot of mistakes. In the next ten years, I made five million dollars,” he says. “But if I was to go back, I would take that bus. My son [Adnan] has just come back from London where he has done his business management and I tell him don’t ever [make the same] mistake I made,” he adds. Fast approaching the $2 billion mark in value, much of Mulk Holdings’ growth has taken place “in the last 12 to 13 years”. The job with his brother-in-law involved selling solar technology— the silicon pro films for cars and buildings that help reduce heat and ultraviolet rays. His first solo venture was a franchise from English company, Gordon Tiles, making plaster of Paris ceiling tiles. “At the time, I wasn’t a very serious businessman,” he recalls. “I was a sportsman. For me, sports was my life.” He played cricket and badminton to a fairly high standard, with national titles in both sports. He made the UAE squad that played in the Cricket World Cup, but pulled out because he had just gone into a joint venture called Prefab Building Industries with the Baker Group. From an initial workforce of 70, the company grew to 1,000 in the space of six years. “I was also making money on my own. I made some investments in the US, owned a few hotels in the Days Inn chain,” he says. One of those hotels was used to acquire a 15 percent share in Alubond, a relatively small family-run business manufacturing aluminium composite panels. “He [Robert Bobb, the owner] was doing it more for the domestic market, with a single line operation, and had no global aspirations for Alubond. He had an interest in the hotel because hotels were doing well,” Mulk recalls. The deal was also for distribution rights in the Middle East and India. Mulk soon left the JV with the Baker Group and focused full-time on Alubond. He built a manufacturing plant

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in Ajman Freezone with one line and was clearly entering the market at the right time, just as Dubai was entering its building boom. Soon the factory had six lines and demand was such that more bases were set up in Turkey, India, Europe and Africa. “The extent of the success wasn’t very clear [at the start], but at that moment it was a modern material, a new technology, and for me it was clear that this was the material of the future for the buildings,” Mulk says.

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Dhananjay Datar Managing Director, Al Adil Trading Company

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Dhananjay Datar (left) with Anitha Nandini, Consul - Commerce, Press and Information, Consulate General of India

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Dhananjay Datar Managing Director, Al Adil Trading Company

Dhananjay Datar’s Al Adil Trading Company started off as a small grocery store. Today it has become one of the Gulf’s biggest retailers for Indian spices. And it has been one amazing journey. In 1984, at the age of 16, Datar got his passport and moved to Dubai with his father, as he had retired from the Indian Air Force and was taking on a new job. It was then that he started a small grocery shop named Al Adil Trading Company. Looking back, he says: “Starting any business has its own difficulties and challenges– and especially when market is dynamic and multicultural. Setting up a business in a foreign country was not the easiest of tasks, but thanks to my father, the late Mahadeo Datar, we managed to start with just AED5,000 in hand and have taken it this far. There were trying times but what was important is the courage with which we overcame it. We managed to overcome every struggle with the encouragement and support of our well-wishers and customers.” He adds: “In the early years, the presence of hypermarkets and supermarkets were limited. In fact, when I started my business I do not recall the presence of any of the current major chains. This does not mean that there was no competition. The shopping culture that followed was different to today’s. I believe in the fact that while doing business it is important to respect the customer and earn their respect. If you are doing business in a different state or country, you must respect the people and culture from there. In Rome, do as the Romans do. Don’t project yourself as a businessman hastily after entering any business. One always keeps learning from one’s business– I am still learning new ways of doing business. I am happy to say that from my first store until today, the acceptance of Al Adil has not changed despite many new players coming into the market.”

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â&#x20AC;&#x153;My advice to future entrepreneurs is to have a dream and work hard to pursue it. It takes years of work to make a mark in the field but it is well worth the effort.â&#x20AC;?

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Dhananjay Datar

From a small grocery store in Bur Dubai, Al Adil has proudly expanded itself into a network of supermarkets, flour mills and spice factories in Dubai, Abu Dhabi, Sharjah and Ajman, as well as a branch of Mumbai Export Division in the name of Masala King Exports (India) Pvt. Ltd in Mumbai, India. Having started off with just three employees, today the group directly employs 375 people and about 500 people indirectly in the UAE and India. Today, Al Adil Trading sells an entire range of grocery and household items including Indian spices, masala, pulses, rice, flour, oils, ghee, pickles, chutneys, tea, coffee, canned and instant foods, Ayurvedic medicines and herbs, cosmetics, dried fruits, mouth fresheners, savouries, confectionery items, sweetmeats and more. It has many shops in the UAE: 21 in Dubai, four in Sharjah, three in Abu Dhabi and one in Ajman. The Al Quoz plant produces masala, spices, pickles, flours, pulses and other Indian food items under the Peacock brand name, while Masala King Exports is one of the leading Indian exporters of quality-branded Indian pulses and spices as well as other grocery items including non-food items. Known for its hygienic packaging, stringent quality norms and competitive pricing, Al Adil Trading’s range of products has won a customer base that includes prestigious five-star hotels, reputed catering companies and some of the most recognized names in the country. There is no doubt that Al Adil’s rigorous expansion ventures have taken Dubai’s business scene by storm. Al Adil’s mid- to long-term plans include expansion in other GCC countries. The company’s major focus is on establishing a marked presence in the UAE by catering to the demands of the predominant Indian-expatriate community in the UAE while expanding its operations to other Middle East countries in the coming years. Keeping up with this vision, Al Adil recently opened stores in Al Ain, Abu Dhabi, Bahrain and Doha. The company has also diversified into import and export under the special class establishment with imports and exports in the US, Canada,

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Tanzania, Kenya, Switzerland, Italy, Eritrea, Kuwait, Muscat and the UAE. Al Adil also proposes to boost its growth by launching Masala King Export Trading Pvt. Ltd in the UAE, which would manufacture a whole range of Indian food and grocery items. So with so much success behind him, what his advice to those who want to follow in his footsteps? “My advice to future entrepreneurs is to have a dream and work hard to pursue it. It takes years of work to make a mark in the field but it is well worth the effort. In ten years’ time, I believe I will be continuing what I have started and strengthening the belief that customers have in me. My achievements have earned me the name ‘Spice King’– a matter of great pleasure and distinction, and I genuinely feel honored by this recognition.”

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Rohan Mehta Owner and CEO, Raging Tiger

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Rohan Mehta

Owner and CEO, Raging Tiger

When Rohan Mehta first started his events management company Raging Tiger back in 2013, it was difficult to get much attention. Most people wanted to talk about how it feels to be the son of Indian business legend Yogesh Mehta. Then came a lavish wedding in Italy that made global headlines. But through sheer hard work, the young Mehta has made Raging Tiger the talk of the town. How did he start? After earning a BS in Economics from Northeastern University in Boston, Mehta spent two years working in a chemical refinery in Dallas, Texas. Returning to his native city of Dubai, Mehta joined his father at the helm of the billion-dollar enterprise that is ranked amongst one of the best chemical distribution companies in the world. The dynamic and booming family business benefited from Mehta’s fresh ideas, leading it to diversify into alternative projects and new verticals. However, it was Mehta’s passion for music, theatre and performing arts that has made him chart his own entrepreneurial path. He says: “Both my father and my grandfather have always been very fond of music, drama and performing arts. Actually, fond is an understatement; I would rather say that they are extremely passionate about it! While growing up, I was always surrounded with my family playing classical music in the background in the mornings while many weekends throughout the year were spent attending plays, musicals and concerts. It was always a family outing and an enriching experience. In time, it started to grow on me and I really began to enjoy it.” He adds: “Ever since 1990s, Petrochem has been supporting the organization and promotion of high quality South Asian events, bringing in performers from India and the subcontinent. My father has always insisted that I stay close to my roots, and

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“Raging Tiger is here to stay and grow and seize all the Dubai Expo 2020 opportunities by proving itself as a professional event management capable of catering to everyone’s requirements. We will grow with Dubai’s great vision!”

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Rohan Mehta

is used to reminding me where I am really from. After endorsing the organization of these events in the GCC region for almost 20 years, and after I moved back from the US, where I spent seven years studying and working, I decided to turn this passion into a business venture.” In a very short space of time, he has made the company one of the most sought after in the events industry, focusing on events from South Asia and Bollywood. He explains: “It was always about creating a niche. Entering the event space is like fishing in an ocean full of nets. You have to find your space, focus, and lure yourself in. What we decided to focus on was our strength. We are Indians and we are proud of our rich culture and heritage. With the large number of Indian population in the country, we have decided to position ourselves within the South Asian diaspora.” He adds: “This strategy has proven to be extremely successful in the last two years. Since we are Indians, we really understand what Indians want. In creating events of the highest quality and delivering excellent production and content for different audiences, we give back to our society here. Our events bring a large variety of demographics, low- and high-income people, of all ages, and from everywhere since people fly down from all over the region to attend our events. Creating a niche in the industry was our aim, and we managed to do it!” So what does the future hold? Quite a lot it appears, as Mehta stresses that this is only the beginning. “I look at Raging Tiger as a tree. So far, we have planted our seed in Dubai, which is our home, but we have grown by setting up branches across the country over the last two years. 2017 will be a very promising year since we will start expanding into the rest of the Middle East, and those will be the leaves. Again, in focusing on our niche, which is the Indian and South Asian high-end events industry, we are able to target the entire Middle East. It is one big market for us because we make audiences feel closer to home.”

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He adds: “Another branch of our tree will be surely getting into international events by including corporate events, weddings and the entire portfolio. This is our long term goal. Raging Tiger is here to stay and grow and seize all the Dubai Expo 2020 opportunities by proving itself as a professional event management capable of catering to everyone’s requirements. We will grow with Dubai’s great vision!”

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