SMEs, Entrepreneurship, and Dubai Customs: Director H.E. Ahmed Mahboob Musabih
Ahead of Global Trade Development Week 2014, we spoke to H.E. Ahmed Mahboob Musabih, Director of Dubai Customs (DC) about the implications the event has for SMEs in the region, and entrepreneurship as a whole. This year’s summit will be held under the theme of “Global Customs and Trade Facilitation” at Emirates Towers in Dubai, UAE from October 27 to 29. Held under the patronage of H.E. Sultan bin Saeed Al Mansouri, UAE Ministry of Economy, the event will welcome business and government figures from over 80 nations, and over 600 global trade, development, economic zone, trade finance, development of industry, and real estate individuals.
Have there been any substantial changes in the regulations in terms of corporate imports and exports? How will these changes affect SMEs operating in this sector?
Once the requirements for the final-stage implementation of GCC Customs Union are completed, unified customs procedures will be applied to all GCC countries to regulate the importation and exportation of goods from/to the six nations. SMEs are among the businesses that will surely benefit from the implementation of the customs union. Customs duties for exported goods will be collected only once at the first customs port of entry to be crossed by such goods within the customs union area. So this will ensure a secure, fast and efficient flow of goods into the markets.
How does Dubai Customs encourage entrepreneurship? Do you feel that existing Dubai Customs regulations are good for business growth?
Dubai Customs is keen on developing efficient communication channels and establishing solid ties with its strategic partners. Through its advisory council, the department seeks to actively cooperate and coordinate with various trade and business sectors in Dubai. Our advisory council organizes regular meetings for the leadership team at DC with more than 18 business clusters representing Dubai’s major industry sectors. [These meetings] are aimed at putting forward new projects, action plans and programs through which we can support and promote entrepreneurship. Indeed, current laws are lenient and all services are available online around the clock, which led the UAE to be ranked fourth globally in “Trading Across Borders”, as per the World Bank’s Doing Business Report 2014.
What do you feel is the biggest move forward that Dubai Customs has made in the past two years?
Dubai Customs (DC) made a number of notable achievements in the past two years in various areas. Perhaps the most prominent of which is transforming into the first fully smart government department, delivering our services on mobile phones to customers non-stop 24/7 wherever they are. DC developed an integrated services platform, which not only features request submission facility, but also ensures the submitted request is processed immediately after submission. The system also notifies applicants by email that their requests are being processed and the timeframe required until they receive the service requested.
In respect to trade, Dubai Customs made another remarkable milestone, as Dubai’s non-oil foreign trade scaled a new peak in 2013 to hit Dh1.329 trillion with a Dh94 billion growth compared to Dh1.235 trillion scored in 2012. Another major milestone for Dubai Customs was organizing and hosting the WCO IT Conference and Exhibition 2013. Hosted for the first time in the Middle East, the conference was held under the patronage of His Highness Sheikh Mohammed bin Rashid Al Maktoum, UAE Vice-President, Prime Minister and Ruler of Dubai. It presented a global forum that brought together customs administrations and border agencies from around the world to better coordinate their efforts in trade facilitation, border protection and safeguarding communities.
As far as technology development is concerned, DC devised Al Kashif [The Detector] vehicle, which is a mini golf cart that smoothly moves between passengers and helps in the detection of 16 prohibited items in passengers’ luggage without much fuss. It’s equipped to carry out drug analysis in just seven minutes- a process that formerly took seven days. Al Kashif quickly proved its efficiency and effectiveness in detecting illicit imports. Over its first month of service, the new invention helped our inspectors deter the smuggling of many unlawful imports in 15 different seizures. The development bagged the Innovative Idea Award at the 2013-2014 DGEP 17th edition. In addition, our advanced container scanning system recently claimed the DGEP’s Distinguished Technological/Technical Project Award. It’s the latest world-class integrated system for containers and trucks X-ray screening. The device is capable of scanning the contents of 150 trucks per hour moving at 8 to 15 km/hour.
What do see as the biggest security issue in terms of customs and import products?
The way DC sees security issues is different than the way they are seen by other authorities. DC takes into utmost consideration any security menace as it is one of the main agencies that are entrusted with the national, economic and social security of the country. Today, we are living in a fast-changing world where trade and transportation modes have developed dramatically. Also, the UAE is geographically located at the crossroad and connecting point between East and West, thanks to its advanced infrastructure. The biggest security issue for Dubai Customs resides in the control of dual-use items to impede their export to certain states and organizations that may utilize them for evil purposes. Moreover, we should not forget the dangers of smuggling drugs – whether natural or synthetic – which are often linked to organized crime. However, all such issues can be surmounted in the most efficient way through cooperation and concerted efforts of all concerned parties.
What do you expect will be the benefits of Global Trade Development Week for the UAE business community?
Global Trade Development Week brings to Dubai 600 government and business leaders from over 80 countries to discuss and find solutions for today’s most challenging trade and development issues. This event presents an excellent opportunity for the UAE business community. The basis of this event is that international trade is an engine of growth and a source of strength for the global economy, a belief that is no doubt also held by the UAE’s business community. We’re proud to have worked with the organizers of Global Trade Development Week to launch a new summit especially dedicated to customs and trade facilitation issues at this year’s event. The agenda of this interactive summit will focus on the role of customs in enhancing international competitiveness, and finding the right balance between effective control measures and the facilitation of trade. An agenda that discusses the facilitation of international trade and the reduction of barriers to trade is of great interest to any legitimate business that trades internationally.
The high-caliber of the speakers and participants taking part in Global Trade Development Week presents a fantastic networking opportunity; this allows the business community to build on international relationships and seize on opportunities to expand by connecting with trade leaders and investors from around the world.
As part of Dubai Customs’ aims to promote Dubai as the trade and business gateway of choice, we are inviting the delegates for a tour of our customs facilities– we are delighted to host such an esteemed group and it is with pride that we will show them our first-class facilities and services that make Dubai Customs one of the world’s best performing customs authorities. We hope this event gives us the opportunity to actively contribute to worldwide efforts aimed at supporting legitimate trade and safeguarding the security of societies, as well as to further leverage Dubai’s global position as the region’s premier trading hub– which surely will impact positively on both the UAE and Dubai’s business communities.
Crescent Entreprises CEO Badr Jafar On Helping Sharjah’s Future Entrepreneurs
Some of the nation’s most active entrepreneurs are Sharjah-based, now they’re teaming up with the Sharjah Tatweer Forum to bring their experience to the table for the good of future ‘treps. The Sharjah Tatweer Forum, a non-profit independent entity founded by H.H. Sheikh Dr. Sultan Bin Mohammed Al-Qasimi, Member of the Supreme Council, Ruler of Sharjah, is collaborating with the American University of Sharjah (AUS) to launch the Sharjah Leadership Program (SLP), focused on entrepreneurial education. Crescent Enterprises, led by CEO Badr Jafar, recently signed a partnership agreement with Sharjah Tatweer Forum to support the launch of the SLP, in hopes of furthering the Emirate’s business community’s aspirations. SLP candidates will receive lecture-style tutelage at AUS, participate in hands-on workshops and projects, as well field training-including visits to various Crescent Enterprises sites. The SLP begins in September 2014 and will run for a period of six months encompass- ing 19 sessions, with a student capacity of 20 Emirati candidates and four expatriate candidates.
‘Trep Talk Q+A: Badr Jafar discusses the Sharjah leadership program
As an entrepreneur, how important do you feel that mentorship and guidance is for startups in the region?
Programs such as this are fundamental in contributing to the development of Sharjah and indeed the whole UAE through its future business leaders, and something we are very proud to be a part of. I believe the most important part of the program is the intense mentoring that the participants receive, which is crucial in developing entrepreneurial ideas into revenue- generating and sustainable businesses. Although many aspiring entrepreneurs may be highly educated or even experienced in a certain area, they may not possess all the skills and knowledge necessary to establish and grow a business, and this is where mentoring and guidance is so important. Of course, there are other challenges which face entrepreneurs, such as access to capital, but without the right knowledge and support from businessmen and women who have successfully worked in the region tackling these challenges, it would be a lot harder to transform great ideas into meaningful businesses.
How will the Sharjah Leadership Program choose potential candidates for the entrepreneurial program?
This program, developed by Sharjah Tatweer Forum, looks to cultivate leaders who are well-informed and focused on the development of the Emirate of Sharjah, with an insight into domestic, regional and global trends in innovation and sustainability, so there are a number of attributes taken into consideration when looking for potential candidates. The program is opento bachelor degree holders aged between 25 and 35 with a minimum of three years of experience working in public or private sectors. In addition to reviewing their educational achievements, potential candidates are subjected to rigorous testing, including psychometric tests based on aptitude and personality. Once they have assessed the scores of all candidates, pro- gram leaders will then meet with each one–on-one for a more personal understanding. Each individual is obviously different, so is each opportunity, so you can’t employa one-size-fits-all approach; the program will be assessing each entrepreneur on a case by case basis.
How do you see Sharjah ‘s representation in the entrepreneurial youth sphere compared to other emirates?
Sharjah has some great organizations and support groups in place to develop entrepreneurial talent across the Emirate. As well as the Sharjah Leadership Program, the Sharjah Tatweer Forum manages several initiatives to support Sharjah’s youth in turning their business ideas and passions into reality. The Sharjah Chamber of Commerce and the Sharjah Business Women’s Council also work hard to provide the same type of support toaspiring entrepreneurs, and Ruwad, part of Sharjah’s Department of Economic Development, provides mentoring as well as funding. On a wider scale there are many organizations doing the same essential work across the rest of the Emirates, and we are all very fortunate to be working together for the development of a stronger and even more successful UAE. As a private sector firm, Crescent Enterprises will strive to play a significant role in developing and supporting entrepreneurship in the country by nurturing young talent and entrepreneurs, providing them witha platform and the required resources to establish and scale up their businesses.
To this end, we also recently launched ‘CE Ventures’ as our own incubator to launch new ideas developed from within the UAE; we are already work- ing on nurturing six new ideas in various sectors.
Who developed the Sharjah Leadership Program? How will the public and private sector work together to foster entrepreneurial success?
The program is the brainchild of the Sharjah Tatweer Forum. What is significant about the participation of companies like Bee’ah, Gulftainer and Crescent Enterprises in the Sharjah Leadership Program is the partnership between the public and private sector in supporting the identification of and development of entrepreneurs. The government has a wealth of resources to facilitate this development, while the private sector brings the expertise of those who have first-hand experience in starting new business, therefore a collaboration between the two is vital. There is often overdependence in our region on the public sector to solve our socio- economic challenges, and I personally believe there needs to be a better balance between public and private support and engagement, which iswhy we are so delighted to be working with Sharjah Tatweer Forum on this initiative.
Do you feel that the SLP plays a role in emiratization? Can you discuss the decision to include expats in the program?
Emiratization is about nurturing our local talent to become the business leaders of tomorrow behind the development and growth of the Emirates. Programs such as this makea huge contribution to the overall goal of Emiratization, equipping candidates with the necessary support and guidance. At the same time, alsoit is also very important to recognize the immense value and expertise that expats bring to the Emirates, and it is imperative that nationals and expats continue towork together in achieving our common goals. With this in mind, it has already been decided to include a number of expats in the program who will be working alongside our Emirati youth and also benefit from this training.
As an entrepreneur, how important do you feel that mentorship and guidance is for startups in the region?
It is increasingly recognized that mentorship and guidance are crucial in helping develop entrepreneurial ideas into fully functioning SMEs, providing entrepreneurs with access to a close support net- work to guide them through the process of achieving business success. Research conducted by Ernst & Young suggests that 88% of entrepreneurs who have mentors and the right support systems have been successful in establishing their businesses, while 50% of those without the necessary support have failed; therefore it is imperative that entrepreneurs make use of all support networks available to them. In my opinion, we are especially lucky in the UAEto have initiatives such as the Sharjah Leadership Program to provide such support, as well as several highly effective local networks across the UAE specifically designed to help entrepreneurs and small business owners.
Does Crescent Enterprises seek to support social entrepreneurs and businesses?
We are in a world now where businesses can do good, while doing well. There is no doubt in my mind that through purpose-driven business practices and investments, we can better tackle our region’s socio-economic challenges head on, and this is what drove me towards advocating and supporting social entrepreneurship in the first place.
Through my involvement with entities like Ashoka, Endeavor, Synergos Institute, and the Schwab Foundation for Social Enterprise, I am fortunate enough to regularly be exposed to highly inspiring young social innovators within the UAE and the rest of theArab world. It is encouraging to see an increasing trend of business leaders starting to think about their triple bot- tom lines in business, that is people, planet and profit, and this is an ethos which is at the core of CE Ventures incubator which we recently setup.
Wissam Al Mana: The Family Biz, the Limelight, and the Unbearable Lightness of Being the Brand
I accosted Wissam Al Mana. It’s true.
I’d been following the youngest Al Mana brother’s movements for years, so when I finally had the chance to approach him for an interview, I wasn’t going to let it slip through my fingers. I wanted to know more about this hybrid Qatari who gives off dueling energies of a hands-on businessman attending his own events –less in a ribbon-cutting capacity and more in a hands-on ownership type of scenario- and a harangued privacy-seeking international figure of interest. While I understand that his public appearances could fall under the do-what-you-gotta-do scenario, I wanted to hear Al Mana tell me for himself- about his work, his life, and yes, about the sensations of both privacy and unorthodoxy in whatever (serious) press coverage there is about him. Why am I referring to him as a hybrid? Because later I find out that he’s got a slight pan-Euro accent with a touch of British inflection, and an East meets West mentality that permeates everything from his business decisions to his conversational demeanor.
I wait for an opportune time at the private kickoff of the La Montre Hermés “Of Mastery and Time” instillation at the Dubai Mall, and I make my not-so-subtle move: “Mr. Al Mana, I want you to be on my cover.” Notoriously private, I expect him to flat out refuse. “Your cover? Really?” The charismatic Qatari businessman, smiling down at me from his six ft. plus height, for some reason decides that I’m not overly crass for cornering him at an event (a bit of a media no-no), and takes me seriously enough that he agrees to a private sit down on-record later in the week. “You can ask me anything you want; I’m very opinionated… except about my private life. I don’t want to talk about that.” But talk about that he does, that and so much more… Like how it feels to be in a PR catastrophe: “People want to take advantage of you, because all of a sudden you’re famous, and you’re in the headlines and it’s easy to get that attention.” And why he challenges himself perpetually: “It’s about being able to manage and to be skilled at operating different types of businesses. I have to, I get bored if I don’t.”
I’ve fast forwarded to a few days later, and at this point I’m seated with Al Mana in a well-lit room at the Ritz-Carlton Dubai, and he’s much more frank than I expect. Reclining comfortably in national dress, Al Mana is pleasant, well- spoken and polished, and initially I have a difficult time gearing up to grill him as it seems like a violation of the quiet waves of sincerity that he emits. “I don’t have Facebook, I don’t have Twitter. I don’t have anything, because believe it or not I’m a very, very private person! I don’t even have WhatsApp! I don’t like to pry into people’s business.” Wissam Al Mana had more than his fair share of press… and not all of it is flattering nor is it cohesive. To begin with, his official work position with the Al Mana family group of companies is confusingly reported in many different ways — when I meet him, it’s in his capacity as the Managing Director of Hermés Middle East, one of the brands encompassed in the mammoth and diverse family portfolio that includes everything from automotives to F&B. “My late father was the agent for Nissan, he was one of the first to bring vehicles to the region. Our relationship with Nissan and Renault is one of [our] major revenue-streams until today.” Still in the context of revenue streams, Al Mana says that their biggest boons are “probably broken up between distribution, real estate, retail, and within the retail division it’s very diversified. I want to sell everything, I’d even open up a candy store,” he says smiling.
It’s apparent that family matters to Wissam- he mentions his late father, Saleh Al Hamad Al Mana, several times during the course of the interview, and talks often about his older brothers Hisham and Kamal. “Between my brothers and I there is a structure. We basically handle different responsibilities and different companies within the group. We all enjoy doing different things, we all like to put our hands in certain industries and activities. There’s no rule that I can’t do this because my brother is. I do most of the business development. We’re becoming very selective in our approach; we try to work with the best brands in each segment, as opposed to the most brands. We’ve tried the ‘most brands’ way, and it doesn’t work because you end up in these situation where 20% of your brands make up 80% of your profits, the 80-20 rule.” Within this framework, being a family-oriented conglomerate seems to be a strength of theirs, with a division of labor that Al Mana says works very well for them. “The way we operate as a group, the management is very horizontal, it’s very flat. We don’t have this typical hierarchical pyramid where you’ve got all these CEOs and vice presidents and everyone’s reporting. It doesn’t really work. We try to take companies and work with them individually because we feel that every company has specific needs and we are fortunate to be young enough to take a much more active role in our operations, and in our company structure.” One of the topics that elicits the most effusive response from Al Mana is how and why he joined the family biz. “I always wanted to. My father passed away when I was quite young, and I felt that it was my duty to kind of pick up the flag and to continue the business, and try to continue the legacy and the family name. It’s in our blood, we’re merchants. When I was a child, I looked at my father’s passport and his occupation said ‘Merchant’. I asked my mom, and she explained that we are merchants. We take pride in that, it’s our heritage.”
These merchants seem to believe in plotting their way forward, and they’re now setting their sights on a slice of the highly sought-after KSA-pie in two of the family’s current expertise arenas: Luxury retail and niche sporting goods. “I’m travelling to Saudi Arabia for a few days. We’re planning on entering the Saudi market in 2015, so we’re laying the foundations for that. It’s a huge market and we understand that there’s great potential there. We’ve been very cautious about how to enter the market because we know of other groups who’ve entered and failed. There’s a certain culture in Saudi Arabia that is somewhat different from the rest of the GCC, and that has to be respected.” Respect is something that Al Mana has for a few different ideas that we touch on, namely his cultural heritage and religion. This comes into play at different business-context junctures, primarily in the F&B sphere and the decision to only team up with brands who are willing to adopt Muslim religious mores- and that means eschewing products involving alcohol and pork. While F&B is not a large part of the Al Mana portfolio, their business is growing in that direction. The family launched the Golden Arches of McDonalds in Qatar in the late 90’s, and now have newer upscale hospitality pursuits like La Maison du Chocolat in Dubai Mall that opened November of last year, and he adds that they’re currently in the process of launching their new premium food division. “One of the cultural restraints I’m finding is that we don’t want to work or deal with alcohol for cultural and religious reasons. So it’s trying to find the concepts that will work without actually serving it.” Who opted to draw this line for the Al Mana umbrella holding? “It was my decision to be honest, I’m the one who is developing this division of the group. It was my choice not to venture into alcohol and pork because it’s against my religion. It’s really that simple- I thought it was the right decision to take. I think it’s the easy way out to secure brands which serve alcohol, because alcohol makes up 30% to 40% of the profit.”
The group recently secured noted Italian gelato-purveyor Grom and eventually “decided to purchase shares in the mother company itself, because we feel that they have a lot of potential internationally and in wholesale and in other areas.” And as for the brands who don’t want to localize? “I’ve backed away from big deals because of this, and the culture that certain companies have. They don’t want to embrace your culture, and I think they’re setting themselves up for failure.” Wissam is adamant that a “When in Rome” policy is needed for brands wanting to open up shop in the Middle East, and he brooks no excuses, faulting the companies for a lack of consumer insight and cultural awareness, giving examples of flawed visual presentations that flout MENA region cultural norms. “We work with a lot of fashion brands and every season they send us their advertising visuals, and the number of visuals that are rejected in the UAE is very similar to that of Qatar and Saudi. It’s actually the brands’ fault, and we tell them time and time again that we need visuals that conform to this part of the world and the culture here. I don’t think they take it into consideration enough.”
His involved attitude doesn’t end there, Al Mana wants to be part of every level of the business, and he’s got a soft spot for a few of their endeavors in particular. “Yes money is important, the performance of the brand is important, but there are also brands that have meaning. If something is the best in its field, its nice to have.” Hallmark brands are of interest to Al Mana, but so are businesses in need of an overhaul. “I recently purchased a very small company here in Dubai. They approached me and asked for help, offered a majority stake to manage and turn the business around. I’m in the process of restructuring. It’s a nice challenge to take on these kinds of deals. It’s a bit like playing a game where you’ve been playing it for many years, and you need to raise the level,” he adds, likening it to a digital chess game, upping the ante and the level of difficulty. As for tech, Al Mana exudes enthusiasm here, detailing a rather complex plan that he hatched revolving around Apple. “I’ve always wanted our Group to get into technology as a personal passion, and it’s a sign of the times. It’s an area that we need to develop and be a part of. I approached Apple in the Middle East and I told them that I wanted to work with them. I wanted to throw my experience in retail behind it, and use my experience in APR -Apple Premium Reseller- stores. My goal eventually is to be the biggest APR retailer in the world. When I met with Apple, I told them and I put it in the presentation. They looked at me and they all smiled, and I’m like, ‘But you know we just started…'” Al Mana laughs with me here as I goad him about such an ambitious statement, but then again why not? For the Al Mana family and their multitude of companies, such a grand declaration does seem feasible when taken in context, especially hearing Wissam detail the scope and breadth of the extended scheme. “After service support, work in B2B and B2C segments, we’ll look at other parts of the sector. We’re talking to various service providers who have business solutions as well.”
In this and other parts of their businesses, Qatar figures prominently, but Al Mana says that the family direction hasn’t been affected by the 2022 FIFA World Cup win, despite its implications for business. “2022 allowed us to consider other opportunities in Qatar, and of course we’re very happy about the World Cup, but I’m not sure it’s really changed our strategy.” His opinion of the melee surrounding the controversial sporting event? “Some countries are just bad losers, they’re bad sports,” he laughs. “I think certain countries were expecting to win, and we ended up winning. It’s a great thing to allow small nations, who are developing at the rate that we’re developing, this kind of opportunity. It should happen to other nations too, not just to us. Why should it be that only developed countries are the only ones who win these types of events?” he says rhetorically. I suggest that this is a textbook self-and-other case, in light of both the World Cup being granted to Qatar, and the UAE’s recent Expo 2020 victory. Perhaps the rest of the world just doesn’t want to see Arab countries land these types of global happenings? “I think there a lot of misconceptions about this part of the world, stemming from hatred toward Arabs and Muslims. I think that a lot of Westerners who come to this part of the world are pleasantly surprised. We’re seeing more and more candidates from the West wanting to join our organization, wanting to work in Dubai, Abu Dhabi, Qatar. There are a lot of opportunities especially for entrepreneurs; they can benefit from the favorable factors like no taxes and so on.” Al Mana and his brothers have all spent time in various Western countries, giving them an advantageous edge: They can see what others may miss in terms of globalization and East-West integrations.
I find his carriage Western, but his orientation towards discretion decidedly more Eastern. He surprises me by bringing up his personal life, and the lack thereof when discussing paparazzi coverage and the internet. “That’s primarily because I’m married to a very famous woman. What’s happened since then? There’s been an interest from the media to understand more about me and the fact that I’m from the Middle East. It’s positive, it’s negative, why? Because people want to be negative about you, it’s like, ‘Okay, let’s pick on him today,'” he says gesturing, and I tend to agree after researching the existing articles written about him, even by regional media. I don’t share my sentiments on this with Al Mana, doubtless he’s aware of the somewhat cheap shots that the media has taken, but even business-staple Forbes debates his “billionaire status” and seems a tad gossipy when they mention him.
Al Mana does talk about reputation management and sounds cynical regarding the wildfire media coverage by “some Jumeriah Jane” and her slanted take on the controversial sacking of two of his former staff: “It’s irresponsible… Why didn’t she pick up the phone and ask for my side of the story? The reality is that’s very poor journalism.” That, and his marriage to performing artist Janet Jackson is the subject of tabloids globally, mostly eclipsing any real articles about the youngest Al Mana’s fervor for his life’s work. “I spend time with my wife. It’s a luxury. We love travelling… we love going to nice, exotic places far away from the world and from prying eyes. Over time, like anything in life, you find ways to master it and you learn how to do that.” He has learned how to master many things if my hour- and-a-half long conversation is any indicator, including time management. “Time is like a very good friend who you don’t see very often,” he observes almost to himself. “There is this relationship: Time is the good friend that you’re always chasing; time is luxury. Spending that couple of hours to do your own thing; I love looking at antiques, reading…”
Heavy is the head that wears the crown, and despite the lack of tact in using that particular example in a region filled with royalty, it’s the best thing I can think of for this son of merchants who has managed to both transcend and transform the image of the modern Arab businessman, while still paying solemn homage to his family legacy. How does he feel about his family name actually being a brand? “I’m very proud. There’s so many factors involved in being a good businessman- ethics, honesty. It’s a huge responsibility. I spend a lot of time in the West, and my brothers have too. I think that’s actually a key to our success. The fact that we have this cross-cultured approach, we’ve managed to understand cultures across West-East. It’s an advantage to us.”
There is something that resonates with me long after the interview is over. Al Mana’s even, forceful gaze as he sums up his goals for the future: “I will do anything that I feel will be beneficial to our Group, and at the same time help others.” It comes across almost like a vow, and as he locks his eyes with me, I get the distinct impression that he isn’t the type of man to make guarantees that he cannot keep, no matter the circumstances.
The Time To Improve On Excellence Is Now: Pushing Media-Management To The Next Level
On the 27th of November, every person in the UAE (both locals and expats) was anxious, eagerly waiting for the results that were to be announced that night. I turned on Dubai TV and settled down to watch the discussions and interviews before the vote. The first round of voting that evening indicated that Dubai had scored higher than the other three cities by far. At that moment my heart skipped a beat and I knew that Dubai would ultimately win the bid. An hour later it was announced and I was overcome with happiness- this win is an amazing achievement; it is positive news for every person living and working in the United Arab Emirates. Expo 2020 will take Dubai and the UAE to the next level of success and growth in every respect- primarily that of a burgeoning economy and a buzzing business sector location strongly supports the campaign; our two highly efficient airports are perfectly suited to welcome the 25 million visitors expected during the six months of the Expo 2020. With over 200 nationalities calling the city home, Dubai already unites people and cultures from across the globe. Dubai hopes to use the platform of the Expo to unite boundaries of nationality and forward progress.
Dubai’s advantageous geographical location strongly supports the campaign; our two highly efficient airports are perfectly suited to welcome the 25 million visitors expected during the six months of the Expo 2020. With over 200 nationalities calling the city home, Dubai already unites people and cultures from across the globe. Dubai hopes to use the platform of the Expo to unite boundaries of nationality and forward progress.
From its origins in 1971 to the present day, UAE has expanded at an exponential rate to its current population of more than 8.26 million, with 65% of that growth having occurred in the past four years alone. Through this country’s development, the rising of one nation with one vision was and is still apparent. The UAE itself (not exclusive to Dubai) demonstrated how they value the importance of a united people. The founding fathers of the UAE showed the world that while there are many powerful individuals, it is only by working together that the nation will really advance. After two decades of living and working in this country, I can proudly say that I have been able to develop my professional dreams in the framework that Dubai has provided.
The founding fathers of the UAE highlight the importance of investing in education and the continuous development in the minds of the young. New technological innovations will be showcased during the exhibition, and some of these will support the education and economic sectors as part of the knowledge-based economy, sought after by all countries through integration of telecom and information into education. This win will lead to the implementation of many infrastructure projects in preparation to provide the best to visitors, in addition to those offered by airlines and the planned airport expansions. Projects worth 25 billion dirham are expected to be implemented in Dubai over the next six years. The gains will also come from further investments in infrastructure and the footfall of 25 million visitors to the exhibition, including 19 million from abroad during the six months of events and activities. This mammoth direction will reflect positively on the country’s overall economy with the most significant benefits in infrastructure, tourism, transport, technology, financial, and property sectors. Hosting the event will also jumpstart the already good employment rates, creating an outstanding 277,000 jobs of which 50,000 are slotted permanently.
I have seen all of the ambitious projects become a tangible reality, and I assure that the leaders of this nation could not have done it without its people. When you have such a big mechanism operating by your side as one nation filled with intelligence, ethics, and mutual respect, as an entrepreneur, faith gives you the power and strength to go big -beyond and above your opportunities- and thisis when innovation and creativity really kick in. So “Connecting Minds, Creating the Future” is something that has been already done with the country’s operational ethos, and now in light of the Expo winning bid, we go global.
I am originally Jordanian, but I have always felt that it was a smart move to set up my professional career in Dubai over 20 years ago. Back then, Dubai was only a project in the making and professionals didn’t want to risk it- they’re feared investing in a project that wasn’t matured as yet. My educational background as a civil engineer with a master’s degree in Business Management gave me the completed vision of my current endeavor, Out of Home (OOH). I was able to create and direct both the commercial and management knowledge in addition to the technical side. OOH media is more than just a medium- I consider it a beautification project that enhances the city. With all the technological innovations Expo 2020 will bring us, I am looking forward to see where it will take us in terms of OOH.
As the capital of excellence, Dubai will astonish the whole world not only for the quality of the Expo itself, but also for the strategy that surrounds the project before and after the event. We will be remembered for “connecting minds, connecting people”, and we’re fortunate enough to experience the reality of it first-hand. As a media owner, I am currently investing in improving our standards and diversifying with new businesses related to media solutions. In terms of exposure, Dubai will be the epicentre of the world in 2020, so we need to create an OOH inventory according to expectations of excellence and quality of the bid. I am optimistic- I expect to become a reference on media-owner management, performance, and integration, embodying the values of the community to give back to Dubai all of the opportunities that have already been given to me.