ust as a heart fuels the bodily economy, Gulf has
Jconstantly been fuelling the global economy’s wheel of globalization and the machine of industrialization since the discovery of oil and gas reserves in the 40s. And just like a heart, Gulf lies prominently at the centre of the world’s past, present, and future progress.
Similarly, decade after decade, its industry and business sector have evolved tremendously due to the region’s globally recognised investment prominence. Further, regional business leadership has been evolving with the emergence of new developments and advancements in areas as diverse as logistics and healthcare.
This new league of young, dynamic, and visionary leaders is fast learning the new-age mantra of business prominence: human-centric technological adoption and integration. They are championing the cause of healthcare, as well as other sectors, by bringing together an innovative approach to problem-solving. They are building on their capacity to gauge the existing issues and then develop novel products, services, and solutions that cater to the heart of that issue.
The way CIOLook India’s ‘The Most Prominent Leaders in Gulf’–including Madhav Kurup, the Regional CEO of Hellman Worldwide Logistics, or Akbar Moideen Thumbay, Vice President of the Thumbay Group, or Mr Rizwan Sajan, the Founder and Chairman of Danube Group, and others–are doing it.
All these leadership phenomena are leading their respective Groups with their integrated, passionate, transcendental, and innovative leadership qualities.
They are constantly battling the avalanche of adversities and storms of challenges like the Global Economic Crisis, Pandemic, Global Climate change, etc., yet emerging triumphant after successfully defeating each challenge.
While reading on their journeys in the following pages, you will also meet two trendy articles crafted by our inhouse editorial team, which will widen your perspective on the growing business prominence of the gulf region.
Flip through the pages and enjoy the read!
ThumbayGroupisCommittedtoprovidequalitycare tothecommunity.
AlishaMoopen, DeputyManaging Director
MadhavKurup, RegionalCEOforthe MiddleEast, andSouthAsia
RizwanSajan, Founderand Chairman Nagaraj Ramakrishnan, ChiefCreditOfficer
SunnyAugustine, ExecutiveDirector, CEO
SurenderSingh Kandhari,
Asterstriveswithamissionandavisiontoservetheworld withaccesibleandaffordablequalityhealthcare.
Withhigh-qualityproducts,Hellmannhasdevelopedintoone ofthelargestinternationallogisticsproviders.
DubaiIslamicBankhastheuniquedistinctionofbeingthe world’sfirstfullIslamicbank,apioneeringinstitutionthathas combinedthebestoftraditionalIslamicvalueswiththe technologyandinnovationthatcharacterizemodernfinancial institutions.
DanubeGroupwasfoundedandcultivatedunderthe leadershipofRizwanSajan,whoisknowntobetheFounder andChairmanoftheGroup.
WhitesandsTours &Travel
WhiteSandsToursistheregion’sforemostconsolidator providingunmatchedE-destinationmanagementservicesto itsB2Bpartners.
AlDobowiGroup
AlDobowiisafourth-generationbusinesswithmembersfrom over30nationalitiesonfivecontinents.
HellmannWorldwide LogisticsLLC
AsterDMHealthcare
DanubeGroup
ThumbayGroup
AkbarMoideenThumbay, VicePresident
Deputy Editor : Abhishek Joshi
Managing Editor : Gaurav PR Wankhade
Assisting Editor : Kedar Borgaonkar
Visualizer : Sandeep Tikode
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Research Analyst : Renuka Kulkarni
Pooja M. Bansal Editor in Chief sales@ciolookindia.com I N D I A
Madhav Kurup, Regional CEO for the Middle East, and South Asia Hellmann Worldwide Logistics LLC
Today, with €4.07 billion in turnovers, Hellmann is present in 59 countries with 489 offices and has around 12,348 employees as part of the Hellmann F.A.M.I.L.Y. all over the world.“
Therewasamantowhom familyalwayscamefirst. GoingbythenameofCarl HeinrichHellmann,theGerman foundedwhatistodayrenownedas HellmannWorldwideLogisticsin 1871innorthernGermany's Osnabrueck,asaone-mantransporting goodsbusinesswithasinglehorsedrawncarriage.Carl'slong-established legacyhadbeeninheritedandcarried overbyhisfamilyasafamilybusiness, whichhasevolvedoverfour generationsintooneofthelargest internationallogisticsproviders.
Today,with€4.07billioninturnovers, Hellmannispresentin59countries with264officesandhas12,348 employeesaspartofthe Hellmann F.A.M.I.L.Y. allovertheworld. ConsideringHellmann'sglobalpartner network,itsreachspansacross173 countrieswith489offices.
MadhavKurup,RegionalCEOfor theMiddleEastandSouthAsia becameaHellmannF.A.M.I.L.Y memberduringthemosttryingand testingtimesfortheindustriesworld overincludingHellmann.Hereveals, "My journey with Hellmann started during one of the worst global financial crisis in 2008 that coincided with the local Dubai real estate crisis."
Duetothechallengingeconomic environment,Hellmannwasalso facingsomeseriouschallengesinthe regiontocreateasustainablebusiness model.WhenMadhavstarted,theyhad around100employeesintheregion andtodaytheyhavemorethan2500of theirownemployeesandmorethan 3500throughtheircontractsand partners.
Today,Hellmannhasachieveda leadershippositioninsomeniche verticalslikeautomotivespareparts andhealthcare.Hellmannalsofurther
expandedandcreatedspecialized solutionsinthefashionverticalinSri Lanka,chemicalintheUAE, healthcareinSaudiArabia,andalsoEcommercespecializationintheUAE.
Madhav shares,"Sinceitsfoundation in1871,Hellmannhasdevelopedinto oneofthelargestinternationallogistics providers.Withourhigh-performance productsAirfreight,Seafreight,Road andRail,andContractLogistics,we alwaysoffertherightsolutionforthe complexlogisticsrequirementsofour customersandrelyonfuture-oriented digitalservicesformaximum transparencyandmoreefficientsupply chains.”
AnAdmirableLeadershipof Prominence
AccordingtoMadhav,aprominent businessleadershouldpossesssome uniquetraitslike integrity, passion, ability to identify opportunities and translate into revenue in a sustainable way. He must be humble and always available for people.
Alongwiththeseprominenttraits, therearesomeprofessionalqualities andvalueswhichareadmiredthemost byMadhav'sclients,colleagues,and employeesinhim."I believe people find me easy to approach and genuine, someone who is reliable and can always be counted on, yet also a visionary who can turn ideas into reality," saysMadhav.
TheA prominent business leader should possess some unique qualities/traits like integrity, passion, ability to identify opportunities and translate into revenue in a sustainable way. “ “
AsperMadhav,therearesomeunique offeringandaspectswhichmakes Hellmannnotonlystandoutinthe Gulfregion'seconomybutalso constantlyprovideforward momentum.
HellmannisrepresentedintheMESA regionformorethan20years,in19 countrieswitharound80locationsand allproductsegmentsthroughitsown officesandpartners.Ithasgrowninthe regionthroughgeographicalexpansion andcarefullycreatedjointventures.
Madhavstates,"Our biggest operation in the region is in India, with almost 700 employees. Our strategy is to take
globally benchmarked solutions into the key markets of the region, as a part of our geographical expansion."
Hellmannhasachievedmarket leadershipinautomotivespareparts logisticsandhealthcare.Itsniche verticaloperationsalsoinclude chemicalwarehousingintheUAEand fashioninSriLanka.Itsmostrecent innovationintotheE-commercespace hashelpedittosignanexclusive partnershipwithDubaiCommerCity forwarehousingandlastmile.
Madhavbelieves,"Our "first people –first" approach, and customer-centric solutions, have helped Hellmann to be among the top five global providers in the region.”
Thisapproachisapartofabroader valuessystemingrainedinthebrand Hellmannanditseveryfamily member. Madhav tells us how?
Hellmannisa100%family-owned globallogisticsproviderwithmore than150yearsofexistence.Ithas grownovertheyearsthrough geographicalexpansionandcarefully takendecisions. Madhav shares,"We arecommittedtowhatfamilymeans: integrity,understanding,trust,and cooperation. This is the basis of our corporate DNA. Ourcommongoalis toensurethelong-termdevelopmentof Hellmannsothatthecompanycan continuetooffermanyopportunities forfuturegenerations.
Our number one priority has always been our people and our customers, and we always live by this across the organization globally. We always believe in building long-lasting relationships with our customers through innovation and entrepreneurship."
Inshort:Hellmannmeans F.A.M.I.L.Y
First, people first:Thesuccessofa companydependsonitsemployees. Thatiswhy,atHellmann,anattractive andprofessionalenvironmentis created,whichcaptivates,binds,and
promotestheinterestofgood employees.Throughtraining, remuneration,andrecognition,the companyencouragesitsemployeesto developtheirtalentsinaclimateof mutualrespectandtrust.They determinehowthecompanyis perceivedexternally.Madhavsays, "They directly influence the satisfaction, enthusiasm, and loyalty of our customers and we know that." Thatiswhypeoplealwayscomefirst.
All about the customer, always: Madhavsaysthattheyareconstantly lookingforwaystoexpandand improvetheirservicessothattheycan exceedtherequirementsand expectationsoftheircustomers. Madhavadds,"Itisourgoaltooffer ourcustomersaroundtheworldthe knowledgeandexperiencetheyneed most.Weachievethisbylisteningto themandtakingthetimetogetto knowthembetter. The customer is always our focus.Weensurethatall ourtasksarehandledwithaviewto ourcustomers.Thisleadstolong-term customerrelationships,whichweare rightlyproudof."
Making it work better, everyday: Throughbusinessprocesseswithhigh-
qualitystandards,Hellmannis continuouslyimprovingits organizationalagilityandoperational efficiency.Ituseseveryopportunityto increaseefficiencybyimproving productivityandmaintainingexcellent supplierrelationships."Asaresult,we notonlycontributetoourresultsbut alsoimprovetheaddedvalueforour customers. In addition, we consistently live the Continuous Improvement Process (CIP),"saysMadhav
Innovation and entrepreneurship:At Hellmann,theypromotecreativity, innovation,andentrepreneurialspirit inallareasandcreateanenvironment inwhichrisksareallowed.It encouragesitsemployeestodevelop unconventionalideasandtodrivethe adaptationofitsservicestoits customers'wishes.Madhavstates,"We want to meet the constantly changing requirements and expectations of our customers."
Live sustainability:"AtHellmann,we areseriousaboutprovidingserviceson theprinciplesofeconomical, ecologicalandsocialsustainabilityto createopportunitiesforfuture generations. We are sensitive and responsible to people, communities and
We always believe in building long-lasting relationships with our customers through innovation and entrepreneurship. “ “
environments within the regions in which we are active," expresses Madhav Throughtheseprinciplesof sustainabledevelopment,Hellmann ensuresthefutureofitsfamily-owned business.
You and me!:"Everyday,wesetnew goalsandfacenewchallenges. Whetheritisasuccessfulshipment,a changeofworkprocess,ornew conceptsthatarestillunder development–YouandMe!'makesit possible,"says Madhav.Theguiding principlestandsformutual
responsibility Madhav adds,"Aresponsibilitythatgivesussupportintimes whenwehavetorelyoneachother 'You and Me!' also stands for cooperation which encourages us to support others and to motivate us to develop solutions together for our customers.”
Consideringthecurrentindustryscenario,Madhavacceptsthattherearesomekey challengeswhichHellmannistriumphantlyencountering. He reveals,"Thebiggest challengefacingourindustryisattractingandretaininggoodtalentalongwiththe culturalchangeinthedigitaltransformationprocess. The logistics industry has earned some level of respect during the pandemic by establishing purpose
Youngpeoplearelookingforapurposeintheirprofessionalpursuits. Global organizations like us will create global talent pools to help young talents to have
At Hellmann, we are serious about providing services on the principles of economical, ecological and social sustainability to create opportunities for future generations. “ “
international experience and seek to create similar working environments like other fancier industries."
Madhav'sadvicetobudding entrepreneurswhoaspiretoventureinto thelogisticsspaceisultramodern.He saysthattheindustryisevolvingas manyplayersareenteringthisspacei.e.: shippinglines,portoperators,online marketplaceoperatorsetc. Be prepared to invest in technology and its people. NO shortcuts here
Beinganexperiencedleader,Madhav's opiniononhowtheadoptionofmodern technologieslikeAIandMLimpactsthe
logisticsindustryandhowHellmannis adaptingtothechangeisnoteworthy.
Hesaysthattechnologyisalreadyan importantplayerintheschemeofthings withinourindustry,thoughlogistics generallyisaveryreactiveindustryto trends.Thehypeaboutemerging technologyneedstobelookedatmore practicallyforitseffectiveness. "I can safely say AI and BC are already playing a major role in our digital transformation process," saysMadhav
Whenprobedonhowheenvisions scalingHellmann'soperationsand offeringsin2022andbeyond,Madhav concludes,"We have expanded into Oman and Egypt and further established a solid E-commerce fulfilment center at Dubai Commerce City."
Transport & Logistics Middle East award for Hellmann UAE in the category of Freight Forwarding for Heroes of the Pandemic.
"FMCG SUPPLY CHAIN OF THE YEAR 2021 award for Hellmann UAE.
Hellmann BD received the airline awards of appreciation by Qatar Airlines.
Hellmann IN recognized as "The Best Freight Forwarder of the Year" in the 12th Express Logistics and Supply Chain Conclave.
henwetravel,therearealwayssomechanges
Wweobserveclimate-wise.Concerningthose,we noticeotherregionalchangesthatvaryfrom regiontoregionandevenchangesinvariousnormstoo. Amidstthepandemic,severalkindsofleadershipwere observedinthedifferentareasgeographically
Theperspectiveofleadershipalsochangesfamiliarly,beit inthesameregionordifferent.Leadershipgenerallymeans theauthoritytoleadpeopleandtodirectandguidethe actionsofsubordinatesinanorganizationoracountry
InArabicGulfregionisprominentlyknownfortheleaders whohavethepotentialtoconquertheirgoals.Itwas previouslyledbyconstitutionalmonarchies.Withtime,that waspassedontorulerswhowouldmonitortheeconomic goalsoftheirrespectivenations.Thisregion’s demographicsdepictwhytheleadershaveimmense influenceandpoweroverthepeople.
GulfCooperationCouncil(GCC)wasestablishedinSaudi ArabiawithinBahrain,Kuwait,Oman,Qatar,SaudiArabia, andUAE,includinguniquerelationswithgeographic proximitylikepoliticalsystemslaidupontheIslamic beliefs.
TheGulfisvariedwithitsuniquecultures,whichdifferin everystate.Theleadershiptrainingintheeducationofthe populationinculcatesteachingsofwesternideastoo.Some researchersadapttodifferentresearcherswith commonalitiesacrossthecountriesandaremoresalient thanthedifferenceswhileconceptualizingeducational leadership.
LetusknowmoreabouttheGCCanditsfourkeys
Thedifferencesamongtheculturesarecastfrompower distance,individualism/collectivism,uncertaintyavoidance, andmasculinitywithlongversusshort-termorientation withafairamountofrestraint.Researchderivedthatthe differencesinmindsetarisefromamisunderstanding betweenmembersofdifferentsocieties.
Gulfcommunitieshaveadifferentconceptofleadershipas proposedbymosteducationalleadershipresearchers.
Theextentofvariationwithinculturesdoeshaveanimpact onhowleadershipisdefinednow.Hierarchicalformsof organizationsarevisibletothepublic. Researchshowsthe conditionsofinherentdifferencesinvaluesandmindsets; thedecision-makinglocaltothatoftheGCCcountriesis rootedinrelationshipsandseveralindividualformsof decision-making.
Theconceptofleadershipisviewedbarelypositively,while inotherareas,itisreligiouslyfamilialandhumble,andthey believefaithfullyinit.
Leadershipisgenerallypositionalandnotpersonal.Itrests inseveralsocialconceptsoforganizationalpositions;some areconsequentialdependingonthehierarchy.
Systemicresearchexploringtheimpactofgeneralfindings aboutthedifferencesinleadershipremainssparse.
Leadershiphasatypologyofformsthatareinstructional, managerial,transformational,moral,disturbed,studentteacherssystem,andcontingentthrougharangeof approachesgiventheoreticallyattheschoolprincipal’s disposal.Whetheraschooloranyorganization,it influencesthefutureforalongtime.Therefore,the replacementofleadershipisinevitable.Thisbringsusto squareoneofteachingsthroughcoachingandmentoringin schoolsandcolleges.
Moresignificantly,centralizedschoolswouldprotectthe schoolsfromthedisadvantagesofhighleadershipturnovers thataffectthestudents.
Themostvitalroleofteachershereistoenhancethe outcomesofstudentsandbringmoreeffectivenessthrough researchingthedifferentformsofteachingstomake learningmorefunandeasierratherthansimplybelieving theleaderswithablindfold.Ateacherisnotonly responsibleforthedevelopmentofthestudentbutalsofor theoveralladvancementoftheschoolaswell.Itimproves theotherfactorsliketheeconomywiththeadequate performanceoftheirrole.
Coachingandmentoringareachild'sfirstandmost primitiveformsofprofessionaldevelopment.Itisessential todiscardthethoughtsofleadershipandfixateonheadship.
ThereislimiteddataaccessiblefromWesterntoGulf frameworks.
Coachingandmentoringdifferonmanylevels.Coachingis knownforunravellingthestudent’spotentialandimproving performance.Ontheotherhand,mentoringisdoneby experiencedpractitionersbysharingtheirexpertiseand knowledgewithlessexperiencedlearnerswhoaimto expertisewithlearningbyprovidingdirectassistancefor skillandutilizingtheknowledge—selectingoneofthose preferenceswilldecidewhattodonextwhilegivinga guidelineforreachingthechangeandfinallyattaining success.
Manyresearchersemphasizementoringandteachingfor thebettermentoftheprofessionaldevelopmentofthechild. Coachingisusedfortheperformancemanagementsystem forallschoolleaders.
Theincentiveandaspirationalchangesandimprovementas aleaderwouldfurtherbepredictedontheextenttowhich anindividualwillhaveasenseofself-efficacy.Itisoften definedasinternalrecognitionthatonecansucceedina definitivedomain.
Self-efficacyisdetermineddependingonthepotentialfor influence,orthemanagementwillseetheteacherwhois capableofprovokingchangeinothers.Theidealoneiswho simultaneouslybringsteamstogetherwithcommongoals thatinspireothersaswell.
TheGulf,mainlyperceivedascollectivistorrelationbased, hashistoricallybeenknowntodampenindividualist approachestoorganizationalleadershipingovernmental institutions.Stylesofleadershipdifferonabroadaspect basedontheactions,approaches,andintentsofleaders themselvestoo.
Theabove-mentionedkeydiddepictthewayGCChadan impactontheprincipalsofschools.Whenteaching, coaching,andmentoringwereintroduced,theyhelpedturn theleadintoaconceptualized,selected,supported,and enactedcriticalcautionsthatneededattention.The implementationthroughunderstandingtheway transformationcouldchangethefutureoftheGulfRegion.
Akbar Moideen Thumbay, Vice President Thumbay Group
e are living proof that when human beings have
Wthe courage and commitment to transform a dream into reality, there is nothing that can stop them,"famouslyproclaimed H.H. Sheikh Mohammed Bin Rashid Al Maktoum,VicePresident,PrimeMinister,and MinisterofDefenceoftheUnitedArabEmirates(UAE)as wellastherulerofDubai.
Amanbrimmingwiththeself-belieftofollowhisown dreams,AkbarMoideenThumbayisnotonetotreada pathchalkedoutforhim.Drivenwiththepassionto succeed,heishighlyencouragedby H.H. Sheikh Mohammed Bin Rashid Al Maktoum'sinspirational leadershipandpearlsofwisdom.
AkbarwasborntoDrThumbayMoideen,athirdgenerationbusinessentrepreneurandMrsZohraMoideen,a renownedartistinMangalore,India.Residingintheserene cityofOoty,hecompletedhissecondaryeducationatthe city'seliteacademicinstitution,TheLawrenceSchool, Lovedale.
AftermovingtotheU.A.E.asateen,hecontinuedhis studieswiththe International School of Choueifat inthe UAEandcompletedhisgraduationinMechanical EngineeringfromtheAmericanUniversityofSharjah (AUS).Helaterwentontocontinuehispostgraduate studiesinHospitalManagementattherenownedSDA BoccioniSchoolofManagement,Milan,Italy.
Presently, Akbar isservingastheVicePresident, Healthcare Division ofThumbayGroup,U.A.E.Delving furtherintoAkbar'snature,heisanenthusiasticworkaholic, adimensionofhimselfthatheisquiteproudof.Besideshis professionallife,heactivelypursueshishobbiesofdriving, engaginginvariousindoorsportsandtravellingtoforeign countries.Currently,heliveswithhislovelywife, NousheenSalmaandthreeyoungsons,Ahmad(10), Omar(8)andRashid(6).
InaninterviewwithCIOLOOKIndiaforitseditionof'The Most Prominent Business Leaders In Gulf,'Akbarspoke abouthisandThumbayGroup'sprofessionaljourneyand howheisleadingittonewheightsofsuccess.Highlightsof theinterviewaregivenherein.
Please,briefusaboutyourjourneyasaprofessionaland howyouhavemadeThumbayGroupexcelinitsniche. TheThumbayGroupisamultinationalbusiness conglomeratewithdiversifiedinterestsinoperationsin Education,Healthcare,MedicalResearch,Diagnostics, RetailandHospitality.
Drivenbyapassionforautomobiles,Istartedmyhigher studiesbypursuingMechanicalEngineering.Iwasamain teammemberintheAUSEngineeringTeamthatbuiltan FSAEracecarthatwouldlaterraceintheUnitedStates. ThehighlightofhiscoursewastheinternshipIundertook atMercedesBenzHeadquartersinBerlin,Germany
Havingjoinedthefamilybusinessataveryyoungageand undergoingtherigoursoflearningandunderstandingthe basicessentialsofthebusiness,awokemyconcealed businessacumen,promptingmetopursuemyMaster'sin Managementstudies.
Aftercompletingmystudies,Ispentthefirstfewmonths interningwithaleadingNewYork-basedconsultancy, gettingexposuretohealthcare,insurancecoverageand lifestylemanagementprinciples.
LaterIjoinedThumbayGrouponafull-timebasisand cametogripswiththeregularoperationsandday-to-day challengesoftheorganization.Iwaslaterentrustedwiththe responsibilityofmanagingtheHealthcareandRetail DivisionsoftheThumbayGroup,asarewardformy relentlessdedicationandhardwork.
TheHealthcareDivisiondealswiththeoperationsofallits hospitalsandclinicsinAjman,Fujairah,Sharjah,Dubai, IndiaaswellastheThumbayLabs.Seeingtheopportunity throughUAE'sgrowingnumberofmedicaltourists,and evolvingthedivision'sgoalswiththevisionofthe GovernmentofDubai,Ilaunchedtheaward-winning initiative,ThumbayMedicalTourism(TMT).TMTisa full-fledgedunitthatcaterstoextendinghealthcareservices tothegrowingnumberofinternationalpatientsatThumbay Group'shospitals.
Underthebanneroftheretaildivision,Iinitiatedthe conceptofNutriPlusVita,healthnutritionandwellness
rangeatoneofitsretailbrands,ThumbayPharmacy,togo alongwiththeexpansionofthedivisionwhichalso includesZOandMOOpticals.
PleasebriefouraudienceaboutThumbayHospitals,its USPs,andhowyouarecurrentlypositionedasoneof thebestservice/solutionprovidersinyourniche. ThumbayHospitals,overtheyears,hasbecomeoneofthe largesthealthcareprovidersintheprivatehealthcaresector offeringqualityandaffordablecaretoallsectionsofsociety intheU.A.E.
OneofourkeyinitiativeshasbeentopromoteThumbay Hospitalsinthemedicaltourismsegmentinanaggressive manner.Thehospital'sinternationalqualityhealthcare servicesandwell-equippedfacilitieshavebroughtin patientsfromasfarasAfricaandSouthernEurope,seeking treatmentsfromexecutivecheck-upstocomplicated surgeries.
MybiggestaiminlifeistoestablishThumbayGroupasthe largestHealthcareproviderintheMiddleEast.Wearenow developingplanstostartThumbayHealthcareand DiagnosticfacilitiesacrosstheUAEwhileventuringinto otherGCCcountries.
Whatwouldbeyouradvicetobuddingentrepreneurs whoaspiretobefutureleaderslikeyou?
Whileworkinginafamilybusinesshasalotofadvantages, Ibelieveinthephilosophythat,everyindividualinvolved inthebusinessmuststrivehardtoensurethatthebusiness survives,flourishesandiswellprotectedespeciallyinthe currentscenarioofacompetitivemarket.Ipersonallyfeel thatafamilybusinesslikeanyotherbusinessrequirestotal dedication,perseveranceandaboveallhardwork.
WhileitismyfatherthatIlookuptoforhelpingme acquiretheartofdeterminationandperseverance,Iamalso highlyinfluencedbyH.H.SheikhMohammedBinRashid AlMaktoum,Vice-PresidentandPrimeMinisterofthe UAEandRulerofDubaiaswellasWarrenBuffet,allof whomhaveuniquestylesofleadershipandfunctioningthat isworthemulating.
Pleasegiveusalistofachievements/awards/recognitions thataccuratelyhighlightyourprominentpositioninthe Gulfregion.
Achievements: Akbar Moideen Thumbay has been
Ÿ RecognizedbyH.H.SheikhHamadanbinMohammed AlMaktoum,CrownPrinceofDubaiforeffortsto combattheCOVID-19pandemicintheUAE.
Ÿ RecognizedbyH.H.SheikhAmmarbinHumaidAl
Nuaimi,CrownPrinceofAjmanforeffortstocombat theCOVID-19pandemicintheUAE.
Ÿ InductedintotheAmericanUniversityofSharjah AlumniWallofFame2017.
Ÿ
Featuredinthetwenty-fiveyoungBusinessLeadersin UAE,profiledinacoffeetablebookGENNEXT INDIANS,publishedbyExponentMedia,Dubai.
Ÿ FeaturedintheMagazineMasala'Hot20Under30.'
Ÿ
ReceivedawardfortheBestMedicalTourismHospital intheMiddleEastbytheNewEconomyin2013bya leadingnewspaperintheUK.
Ÿ
Honouredas"ChampionofChange"at7thAnnual MENAHRExcellenceAwardsinrecognitionofhis leadership.
Ÿ
OwneroftheCricketTeam"ThumbayKasargod Leopards"atKCL,UAE.
Akbar Moideen Thumbay has been a sought-after speaker at various conferences and seminars held in the Middle East and Europe which includes:
Ÿ InvitedasapanellistforHealthcareCEOPanelatDubai CyberWarriorsConclave2022.
Ÿ
Invitedspeakeratthe"InternationalMedicalTravel ExhibitionandConference"heldinOmaninApril2013.
Ÿ
InvitedSpeakeratthe"BorderlinesinHealthcare"event inMay2014inAustria.
Ÿ
InvitedasaspeakeratMohammedbinRashidSchoolof GovernmentfortheLeadership&Entrepreneurship Series2016.
Ÿ
InvitedasspeakeratAUSEnterprisingYouthForumat theAmericanUniversityofSharjahinApril2016 InvitedasaspeakeratSharjahChamberofCommerce &IndustryMajlis2016.
Ÿ
InvitedasapanellistforMiddleEastHealthcare InsuranceConference2016.
Ÿ
InvitedasapanellistforHealthcareDesign& InfrastructureConference2016.
Ÿ
InvitedasapanellistforAUS-TMI'sFamily EntrepreneurshipSeminar2017.
Ÿ InvitedasaspeakerforHarvardCrossroadsSummer Program2017.
hewayprocessofdigitalizationhasbeentakenoverbyaninevitable
Trealityineveryindustry Astimeadvances,Automation,Artificial Intelligence(AI),MachineLearning(MI),andotheradvanced technologieshavequicklycapturedthesyncedformofenhancedtechnology.A quickanalysisoftheweatherofdatagivesapreviouslystructuredformofwork.
Thechallengeismovingtothenextphaseandchanginghowwethink, comprehend,andmovetothenextphase.Whileforminganeedforfurther assistancetofindingsobtainedthroughadvancedtechnologies.Thefourth industrialrevolutionisknownasIndustrialInternetortheDigitalFactory,i.e., Industry us indulge in the ways that business can embrace the digital of Industry
SmartBusinessDecisions byData ofbusinessaremajorlydrivenbysupplychains,suppliers,and manufacturerstogetherinawaythatallowsthemtobemanagedmoreefficiently. enablesthepaceoftheinformationtorunquicklywithintheorganization.It helpsimprovethequalityofdecision-makingwithouttheneedtorelyontherest oftheorganizationwhenthesituationwarrantsit.
Collectreal-timedatafromanywhere,includingderiving actionabledatainsightsthroughadvancedanalyticsinan easy-to-use,mobile-friendlymanner,impactingday-to-day operations.Monitorperformanceandnavigatethroughthe rightdecisionsattherighttime.Itaidsinbuildinga foundationforactivityandflexibility
Whenworkingtobuildadigitalspace,settargetsforthe nextfiveyears.Accordingly,prioritizemeasuresthatwill bringmorevaluetothebusiness.Makesuretargetsare alignedwiththeentirestrategyofthebusiness.Startsmall andchooseatargetwithadesignatedscope.
Businessusuallyknowsthecapabilitiesneededtoachieve theirvision.Mapoutthedetailsandaimtocompletethem inthegiventimeline.AllotanalertITinfrastructure,the righttalent,andacross-functionalanalyticsteamand improvethebusinessfundamentally
Workinpartnershipwithdigitalinfluencersoutsidethe organizationsandscheduleprogramswithstart-ups, universities,orindustryorganizationstoacceleratedigital transformation.
Inculcateanin-housedigitalanalyticsteambyrecruiting cross-functionalexpertsinanalytics.Usethedataprovided bydataanalyzerstobuildbetterlinkstodecision-making andintelligentsystemdesigns.
Safeguardtrustacrossthedigitalecosystemandshieldthe deceptiontechniquestoprotectthenetworkfromcyberattacks.Enhancetheongoingproductsandservicesandset upnewofferings
Torunafull-fledgedperspectiveofIndustry4.0,establisha toneforcompany-widetransformation.Nurturethedigital culture,wherealltheemployeeswillthinkandactlike nativesofthedigitalforum.
Createanidealhorizontalintegrationofsuppliers, customers,workers,andpartners.Accompaniedbyvertical
integrationsofmarketing,logistics,production,andothers inthebusinesssystemwillyieldflourishingbenefits. Businessneedstorevampwiththechangingtechnological infrastructureandenhancetheircapabilitiesatfasterrates andstayaheadofthegame.
Intimesofmajorchanges,businessesgothroughdisarray, collapse,andreformatoryphasethatareledbyIndustry4.0. Eachaspectofbusinessgoesthroughatransformationand continuestoexperiencecreativemishaps.
SomeknackstoconsiderinIndustry4.0arethat75%of datafactoryisgeneratedontheedge,lessthan5%ofdata collecteddataisusedresourcefully,and80%ofthetimeis spentcollecting.Incomparison,20%isspentontaking actiononthecollecteddata.Understandthewayitpivots theenhancementandexpansionofthetraditionalbusiness models.
ExecutionofIndustry4.0dealswithmorethanjust upgradingtechnologyonthefloorbutalsointhefield.Itis evenbroaderthanthefactorybackdrop.Itdealswith customerconnectedness,valuechainvisibility,andbusiness models.
Businessesgothroughacriterionprocess,establishing platforms,collectingbasicdata,andthenmovingaheadto decision-making.Integratingdatainmanagementsystems andeventuallymovingtopredictablecapabilities.Withthe currentlyreformingindustryandfocusondigitalization, pioneershavealreadymovedphaseofthedigitization phase.
InaBrief Industry4.0isanaggregatedprocesstohelpbusinessto producesmarterofferings.Thechallengeisknowinghow andwheretostartandbenefitsoftheroadmap,andwhom topartnerwith.Understandingtheimportancelaysoutand dignifiesthebusinesstobecomesmarter,responsive,and simple.
Greatleadersarenotrequiredtobethemost intelligentpersoninanorganization.Their curiosityratherthantheirintelligencedrivesthem tofindinnovativesolutionstolong-understoodproblems. Whenthetimecomestoimplementasolution,theyknow thestrategiesandtheirexpertisetobringtheirvisionto fruition.
Transformationalleadersusetheirkeenperceptiontolook towardabetterfutureandseethesmallobstacleshindering smoothexecution.Theyintuitivelysensewherethe directiontheirorganizationneedstomoveinorderto competewithintheirsector
Thesepersonalitiesarekeyplayersbecausetheycareand recognizethateventhesmallestdetailcancausea significantsetback. There is no ordinary path to innovation.
Thereisnosaferouteleadingthroughdisruptivechange. Thesestalwartpersonalitiescomprehendthatcalculated risk-takingisanecessaryandintegralpartoftheirjob.
Theseadeptleadersleanontheirinnatecuriositytoseek novelapproaches;theyrelyonresearchandactassertively whenopportunitiesarediscovered.MrRizwanSajan’s leadershipacumenexcelsasa stalwart leadership charisma withexceptionalabilitiesandabroadvisioninspiringhim toestablishtheDanubeGroup
In an interview with CIOLook India, Mr Rizwan, the FounderandChairmanof Danube Group, sheds the spotlight on the significance of the Danube Group—highlighting his journey and opinions on the company’s future.
MrRizwan,pleaseenlightenourreadersaboutyour journeyastheFounderandChairmanofDanube Groupandhowyoureffortshavemadethecompany excelasaleadingbuildingmaterialssupplier.
MyentrepreneurialjourneystartedwhenIwas16,right aftermyfather’ssadanduntimelydemise,whichforcedme
toundertaketheresponsibilityofthefamily–mymother, sister,andmyyoungerbrother.Weareaclosely-knitfamily livingwithourhumblemeans.Myfather’suntimelydeath pushedmetolookforearningswhileIwasstillincollege.
Mylatefather’scolleaguesofferedmepart-time employmenttohelpus,andIthenstartedworkingintheir companyafterclasses–tomakebothendsmeet.SinceI wasunderaged,Icouldnottravelabroadforemployment whenmyuncleofferedmeajobtoworkinhisbuilding materialshopinKuwait.So,IhadtowaittillIwas18 whenIjoinedhisbusinessasafull-timeemployee–my firstproperjob.
Itwasagreatlearningexperienceforme,andIwasaquick learner.Iundertookmoreresponsibilitiestohelpthe businessgrow–tosuchanextentthatmyunclegaveme enoughfreedomtomakedecisionsonhisbehalf.Undermy leadership,thebusinesscontinuedtorise.ThiswaswhenI realizedthatIhadanunderstandingofbusiness.Thencame theIraq-Kuwaitwar–thatforcedustoshutthebusiness andleaveKuwaitforgood.
So,Iwasbacktosquareoneafterastintofnearlytenyears. In1993,ItookaflighttoDubaitotryoutmyluckand joinedabuildingmaterialsshopasasalesperson.Iquickly foundmyfeetonthegroundandhelpedthebusinessgrow Butthecompany’sstockandcapacitywerelow.ButI didn’twanttosaynotoacontractorjustbecausemy companydidn’thavethestocks.So,Iusedtosourcethem fromothersandsuppliedthemtothecontractorwitha margin.ThisishowIgeneratedsomefunds,whichI investedinsettingupmybusiness–DanubeBuilding MaterialsCo.,in1993.
Itwasatwo-memberteamoperationinwhichmywifewas theonlyemployeemanagingtheoffice.Atthesametime,I usedtorunaroundingettingcontractsandsupplying buildingmaterials.SinceIusedtoensurethecontractors
Rizwan Sajan Founder and Chairman Danube Group
gotallthesuppliesontime,withtherightqualityandprice, Ihadstartedgettingmoreordersandhiringmorepeopleto supportthebusiness.Thenwesetupwarehousesandretail storesandbegantoimportproductsdirectlyfromthe internationalsuppliers.Thisishowwegrew
ThenweshiftedourheadquarterstoJebelAliFree Zone–whereweusedtoimport,re-exportandstockour productsforlocalandregionaldistribution.The developmentoftherealestateandconstructionsector helpedusgrowourbusinessfast,asDubai’srealestate sectorpoweredthegrowthofDubai’seconomy Webecame themostprominentbuildingmaterialssupplierintheUAE andthenexpandedthroughouttheGCCcountries.
Aswegrewourbusiness,wealsoinvestedinourpeople, processes,andsystemsinordertobecomemoreefficient. So,nowweareadiversifiedbusinessconglomerateactive inmorethantencountriesandrealestate,construction, buildingmaterials,homefurnishing,bathandkitchenware, manufacturing,joinery,hospitalitysolutions,etc.The businessiscurrentlyrunbyateamof1,800well-trained professionalsspreadacrossallthebusinessunits.
PleasebriefouraudienceaboutDanubeGroup,its USPs,andhowyouarecurrentlypositionedasoneof thebestbuildingmaterialssuppliers?
Weareverygoodatmarketingandsellingourproducts. Danubehas,foralongtime,beenabuildingmaterials
supplier.However,wehadbuiltahouseholdbrandinthe region.Nobuildingmaterialssupplierbuildsitsbusinessas abrand–asitisabusiness-to-businessoperation,nota householdorconsumerproductbusiness.However,weare perhapstheonlybuildingmaterialssuppliertohave establishedahouseholdbrand,somuchsothateven housewivesandchildrenknewourname.
Thisreflectsourmarketingprowess.Irealizedthisearlyon. So,whenweenteredtheretailspacewithDanubeHome,it wasaninstantsuccess.Today,DanubeHomeisthelargest homefurnishingandhomeimprovementbrandintheGCC –spreadingworldwide.Ourbrandpopularitywassostrong thatwhenweenteredtherealestatebusinesswithacluster of171townhousesundertheDreamzproject,itwassold outatlaunchinafewhours’time!Thiswasduetothe publictrustinourbrand.
Followingoursuccessinthefirstproject,welaunched17 projectsinthenexteightyearsanddelivered11ofthose projects.Thisisthehighestlaunch-to-deliveryratio–which reinforcesbuyers’,brokers’andinvestors’confidenceinour properties.Inaneconomicsectorwheredelayindeliveryof homeshasbeenachronicproblem,DanubePropertieshas sofarsuccessfullydelivered4,556unitswithacombined salesvalueofDh3.63billion–nearlytwo-thirdsofthe entireportfoliovalue.
Withthesell-outofourlatestprojectGemz,Danube Properties’developmentportfolionowexceeded
TheMostProminentBusinessLeadersInGulf8,272units,withacombineddevelopmentvalueexceeding Dh5.65billion.Inthebuildingmaterialsandhome furnishingsbusiness,weholdmorethan50,000typesof productsatanygiventimewithinourinventory.
Whatprofessionalqualitiesandvaluesdoyouthink yourclients,colleagues,andemployeesadmireinyou themost?
Iamveryhands-on,straightforwardinmywork,impartial, andfair.Iliketoempowerpeople–allowthemtomake decisions,makemistakes,correctthemselves,anddevelop leadershipwithinthecompany.Ibelieveintransparency andaccountability Allmycolleaguesareaccountabletothe companyfortheiractivities,andtransparencyisbuiltinto oursystem.
Beinganexperiencedleader,shareyouropiniononhow adoptingmoderntechnologieslikeAIandMLimpacts yourindustryandhowyourfirmisadaptingtothe change?
Buildingmaterials,constructionandrealestatearehardcore brick-and-mortarandtraditionalbusinesses.Technology haslittleroomotherthantheintroductionofnewly improvedandtechnicallyadvancedproducts.Otherwise,it isaconcrete–cement,re-bars–alabour-intensive business.
ConsideringthecurrentindustryscenariointheGulf region,whatkindofchallengesdoyouface,andhowdo youdriveyourfirmtoovercomethem?
Ithinkinflation–highercostofconstructionmaterialsand highershippingcosts–isaseriousconcern.Itisaglobal problem–notalocalissue.Highoilpriceisadouble-edged swordasitisgoodfortheoil-exportingcountries,whileit hurtsconsumersasgasolinepricesincrease,sotransport costsincrease.
Whatwouldbeyouradvicetobuddingentrepreneurs whoaspiretoventureintothebusinessarena?
Mypiecesofadviceareeffortless-don’tchasemoney. Developahabitofdreaminganddreamingbig.Linkyour dreamwithasocio-economiccauseoraproblemandcreate abusinesstosolvethatproblem.Chaseyourdream.Your dreamwillbringyoumoney
Thinkbigbutactsmall.Thinkglobalbutactlocal.Don’tbe scaredtofail.
Thinkdigitalbutactphysicaltodeliverthedigitaldream. Developdigitalstart-ups.Butdon’tlosetheage-oldvalues. Yourvaluesystemwillkeepyougoing.Youmightkeep failing–butthemostimportantthingis–don’tlosefaith.Be brave.Admitmistakesandtakeownershipofmistakes.But learnfromeachmistake. Failure is really the pillar of success
Respectpeople–includingyourcustomers,colleagues,and suppliers.Begenuine.Identifyproblemsortrytoforesee thembeforeoccurringandtakepreventivemeasures. Remainhumble. Some people can’t handle success. They become arrogant—their attitude changes with time. When success comes, don’t let it affect your thoughts. Remain humble and grounded.
HowdoyouenvisionscalingDanubeGroup’s operationsandofferingsin2022andbeyond?
Thisyearisayearofgrowthforus,andwearegrowingon allfronts–realestate,homefurnishing,buildingmaterials andhospitalitysolutions.Weareexpanding horizontally–acrossnewterritoriesandvertically–inallthe businessverticalsthatweoperate.
Pleasegiveusafewtestimonialsofyour clients/customersandalistofawards/recognitionsthat accuratelyhighlightDanubeGroup’spositionasa leadingnameinbuildingmaterialsuppliersinthe industryinGulf.
Wehavewon–includingMohammedBinRashidAl Maktoum(MRM)Award,DubaiQualityAward,Dubai GovernmentExcellenceAward,ForbesMiddleEastAward, andArabianBusinessAward,amongmanyothers.
However,themostsignificantawardformeiscustomer happiness.Nothingbeatsthehappysmileonacustomer’s facewhentheytellushowgladtheyarewithourproducts andservices–beitahome,furnishing,adecorationpiece boughtfromDanubeHome,orwhenacontractorexpresses hishappinessafterinstallingourproductsinthebuilding.
Nothingcanbeattheirhappysmile.That’sthemost prominentawardorrewardformyteamandme.Attheend oftheday,weworkforourcustomers,andwestriveto achievetheirhappiness...
