SPOTLIGHT >> “How Zaki Did It” continued from page 44 Islamic Business Centre that could likely produce some 100 cases of management practices and business issues related to companies based on Islamic perspectives. Along with Haji Zul Baharom (MM’89) and Thillai Varna Selvaratnam (EMBA’99), Zaki is committed to realize the vision and mission of AIM President Francis Estrada by supporting the establishment of the Islamic Business Centre (IBC) at AIM in Manila. IBC will encompass Islamic management research, teaching and development for the benefit of non-Muslim business students and managers in Asia particularly, and the world at large. “Haji Zul, Thillai and I are encouraged by the determination of President Estrada to create AIM as the Centre of Excellence for fostering business collaborations and provide platforms for Muslim and non-Muslim managers and entrepreneurs to discuss or analyze management issues of mutual importance,” Zaki enthuses. “Last May 28-29, we attended the Case Writing Workshop at AIM facilitated by Dean Licuanan and senior faculty at AIM. This would help us start to write some management cases from the Islamic perspectives.” Zaki has already done substantial research and has also authored many related articles on these subjects. >> “Leading by Example” continued on page 47 of getting a CMA accreditation involves an initial evaluation of our undergraduate degree, AIM MBA, and work experience. ”CMA will follow the model they already have in place with other Canadian Universities with the same goal of having MBAs with CMA Accreditation or Certification. Once the student completes this program, they will be qualified to take the CMA Certification Exam. This process will allow the CMA to recognize AIM better which will benefit the current alumni.” Events that Shape Us There are many life changing experiences which define a man, and provide him with the strength to face even bigger challenges after going through a tempest. “We all face our own set of challenges. These tests need to be viewed as such and not as roadblocks or walls impossible to surmount. It was these trials that made me realize that life is short and must be fully lived,” Veloso recalls. “Every event no matter how bleak has a silver lining. In my case I had three life-changing experiences and hopefully nothing more as tough.” After losing his mother at thirteen, his grief caused him to drop off from the Dean’s List and to tether on dropping out. He eventually finished his BsME in six years instead of five. He regained his self-esteem and achieved his RME when his friend Chot suggested that they take the board exam immediately after graduation, rather than wait for the customary six months. Throughout this ordeal, Veloso credits his success to the
“IBC could provide both managers and students the opportunity to discuss the historical links and mutual influences between contemporary and Islamic management perspectives, and the need to build bridges between the two. At first sight it appears self-evident that such a bridge building is a desirable objective,” Zaki further muses. Zaki further articulated that more and more Muslims are getting involved in businesses worldwide. It would seem like the ‘revival’ of business during the time of Prophet Muhammad (p.b.u.h) more than 1,400 years ago, not only within Mecca, Arabia, but also expanding towards Persia, Europe, Africa and Asia. Malaysia is known for its gentle version of Islam. It has shariah for Muslims which has equal status to the civil code. Islam is a total way of life which includes Islamic Management principles and practices. Islam champions the sciences and the arts, which include management as a discipline. Therefore, Islam values knowledge (Surah Al Zumar 39:9), including the (comparative) studies of Western, Japanese, Chinese (Confucian values), Asian, and other management principles and practices, to discover the rich knowledge that are embedded in them, and practice the good and acceptable ones. Appreciation of religious and cultural differences can be as important as technical competence
for business and managerial success in Asia. Deals are won and lost, careers are made or destroyed and foreign investments flourish or fail depending on how one reacts to unaccustomed religious and cultural values.
serve AIM for victory and glory. I know many alumni would not like to become orphans (if AIM lost its sense of existence). Therefore, let us share to regain the sense of purpose and sense of belonging with AIM.”
On Leadership Zaki believes that “leadership in Islam is a responsibility and a trust that leaders feel when they deal with their followers. It is to serve the members of the organization, the community and the society at large, that is, directing and guiding people to what is good in this world and the Hereafter.” In fact, Zaki was humbled to accept the IIUM management offer as Head of the Department of Business Administration. He probably subscribed to the viewpoint often referred to from the Hadith. It states, “Do not ask for a position of authority, for if you are granted this position as a result of your asking for it, you will be left alone, and if you are granted without making any request for it, you will be helped.” The help referred to is from Allah. As one of the active alumni leaders and member of the Kelab AIM Malaysia, Zaki has this message to his fellow graduates: “Our alma mater has positioned us to be prominent and influential in the careers of our choice. Therefore, we should plough back our achievements to contribute and
Secrets of Success What are the secrets to his work and life achievements? “Forever striving to balance never ending work assignments and family commitments,” a beaming Zaki humbly says. “It’s all in the family. I’m very happily married, with eight children. My wife is a full-time housewife. Praise be to Allah, with the exception of my last son who was born in England, all my seven children had the opportunity to study in England for approximately four years during my study at the University of Bristol in the early nineties. Right now five of them are already employed in various organizations and industries, such as in a GLC, oil and gas, and a large supermarket chain. Three others are still studying in Kuala Lumpur.” What then is his secret recipe in motivating his eight children to strive for excellence? Zaki reveals, “I always remind my children to do what they like to do better everyday, so that they can gain great success in this life and in the Hereafter. I don’t mind if they’re better off than me, and be even more successful.”
guidance of his father and three sisters. The experience of moving to Canada and being overqualified yet unqualified for jobs was another challenge. “This ‘rite of passage’ is an experience shared by all AIMAAC immigrants in varying degrees that also bonds us together,” he muses. “All of us had prestigious education and work experiences in our countries of origin; however in the blink of an eye, we found ourselves in an environment wherein none of it was recognized. My being an RME (Registered Mechanical Engineer) was not legitimate in Canada and the amount of education required to qualify for the Board Exam here was too disruptive for a new family man. AIM was and is not heard of in corporate Canada. Consequently, one of my first jobs was as a mortgage clerk filling index cards by hand with the clients’ name, address, phone number, and monthly payments. The people I worked with were high school students doing this as their summer job. This was how our education was recognized. The nice silver lining was that things can only get better. From that point of view, there were opportunities everywhere. Knowing the level of education of the people I worked with was the benchmark by which I measured my progress. To mitigate this lack of credibility, I attended school at night and on weekends, receiving a diploma in Systems Analysis after two years. Fortunately, my wife, Consuelo, and her family were very supportive. This is the aspect of an immigrant’s life wherein AIM can and will assist by improving the AIM brand recognition in North America.” These experiences motivated him to envision one of his top priorities as the head of AIMAAC. “In the 1990s, my wife’s health dete-
riorated and she passed away in 2001. With this event and the possibility of raising our two daughters, Melinda and Camille alone, I declined a promotion and overseas assignment to Switzerland. Instead, I decided to ramp down my career by resigning to accept a local job. As it turned out, for six years now I have been working from home allowing me to raise my family, thanks to the sensitivity of my current bosses.”
that the previous officers, led by Maria Sanchez Januszczak, did an exceptional job of founding the association, a web site (www.aimaac.com), and effective channels of communication with its members. AIMAAC is a great medium to get re-connected with the business environment.” To date, AIMAAC has more than 60 members across Canada, more than half of whom reside in Ontario.
On Leadership and the AIMAAC Veloso looks up to Franklin Delano Roosevelt, the thirty-second president of the United States, as his ideal leader because of “his ability to perform as great as he did while having a handicap, his attitude to focus on what was possible and on what he could do.” Veloso culls his own personal definition of leadership as the ability to “motivate people to allow them to bring out their best.” As the head of the AIM Alumni Association in Canada, he plans to “create a sustainable routine” and establish both long and short-term goals for the chapter. He would rather adapt a “participative” style of leading by example, and encourage active participation from the members. This is not a challenge, however. Leading a large group of ardent and passionate members in a vast geographical region is definitely a huge undertaking. To this, Veloso replies with a chuckle, “I need to manage the enthusiasm. There is so much potential to maximize the networking possibilities of these wonderful chapter members who have so much to give of themselves. I am fortunate that everyone is responsive and positive to the many plans we have for our association. Our association is lucky
A Legacy for the Youth Despite these multihued experiences and the challenges as the head of a prestigious group of alumni, Veloso looks positively ahead following his guiding principle of “leaving a good legacy for the next generation.” Perhaps, it is also his strong faith that has blessed him with the vigor to pursue other missions, as he is also involved with the local church as a member of the Youth Advisory Committee and as a Minister of Communion. To the young whom he often addresses, Veloso advises: “Life is short. Time is limited. Define your priorities and know your strengths and weaknesses. Focus your energies early on and concentrate on the doable, because there is only one way to find out if indeed they can be done. At the same time, do not forget that family comes first and your career is only a means.” And having this focus, passion and wisdom of experience tucked under his belt, Veloso and AIMAAC will surely affect change in Canada. The AIMAAC officers with whom he enjoys working with are: Bobby Dela Cruz - Vice President, Alex Ramos - Secretary, Marilen Patricio - Treasurer, Hassan Akhtar - Audit, Dodi Rodriguez - Director, and Rajiv Gulati - Director.
A I M A LU M N I L E A D E R S H I P M AGA Z I N E A p r i l to J u n e 20 07
49