ust as a heart fuels the bodily economy, Gulf has constantly been fuelling the global economy’s
Jwheel of globalization and the machine of industrialization since the discovery of oil and resergasves 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 Thishealthcare. 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 in- house editorial team, which will widen your perspective on the growing business prominence of the gulf region. Flip through the pages and enjoy the read!
Thumbay Group is Committed to provide quality care to the community.
Aster strives with a mission and a vision to serve the world with accesible and aordable ff quality healthcare.
With high-quality products, Hellmann has developed into one of the largest international logistics providers.
Dubai Islamic Bank has the unique distinction of being the world’s first full Islamic bank, a pioneering institution that has combined the best of traditional Islamic values with the technology and innovation that characterize modern financial institutions.
Danube Group was founded and cultivated under the leadership of Rizwan Sajan, who is known to be the Founder and Chairman of the Group.
White Sands Tours is the region’s foremost consolidator providing unmatched E-destination management services to its B2B partners.
Al Dobowi is a fourth-generation business with members from over 30 nationalities on five continents.
Akbar Moideen Thumbay, Vice President Thumbay Group
Alisha Moopen, Deputy Managing Director Aster DM Healthcare
Madhav Kurup, Regional CEO for the Middle East, and South Asia
Hellmann Worldwide Logistics LLC
Nagaraj Ramakrishnan, Chief Credit Ocer ffi
Dubai Islamic Bank
Rizwan Sajan, Founder and Chairman Danube Group
Sunny Augustine, Executive Director, CEO
White sands Tours & Travel
Surender Singh Kandhari, Al Dobowi Group
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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.
here was a man to whom family always came first.
TGoing by the name of Carl Heinrich Hellmann, the German founded what is today renowned as Hellmann Worldwide Logistics in 1871 in northern Germany's Osnabrueck, as a one-man transporting goods business with a single horsedrawn carriage. Carl's long-established legacy had been inherited and carried over by his family as a family business, which has evolved over four generations into one of the largest international logistics providers.
Today, with €4.07 billion in turnovers, Hellmann is present in 59 countries with 264 oces and has 12,348ffi employees as part of the Hellmann F.A.M.I.L.Y. all over the world. Considering Hellmann's global partner network, its reach spans across 173 countries with 489 oces. ffi
Madhav Kurup, Regional CEO for the Middle East and South Asia became a Hellmann F.A.M.I.L.Y. member during the most trying and testing times for the industries world over including Hellmann. He reveals, "My journey with Hellmann started during one of the worst global financial crisis in 2008 that coincided with the local Dubai real estate crisis."
Due to the challenging economic environment, Hellmann was also facing some serious challenges in the region to create a sustainable business model. When Madhav started, they had around 100 employees in the region and today they have more than 2500 of their own employees and more than 3500 through their contracts and partners.
Today, Hellmann has achieved a leadership position in some niche verticals like automotive spare parts and healthcare. Hellmann also further
expanded and created specialized solutions in the fashion vertical in Sri Lanka, chemical in the UAE, healthcare in Saudi Arabia, and also E- commerce specialization in the UAE.
Madhav shares, "Since its foundation in 1871, Hellmann has developed into one of the largest international logistics providers. With our high-performance products Airfreight, Seafreight, Road and Rail, and Contract Logistics, we always oer the right solution for theff complex logistics requirements of our customers and rely on future-oriented digital services for maximum transparency and more ecient supplyffi chains.”
According to Madhav, a prominent business leader should possess some unique traits like integrity, passion, ability to identify opportunities and translate into revenue in a sustainable way. He must be humble and always available for people.
Along with these prominent traits, there are some professional qualities and values which are admired the most by Madhav's clients, colleagues, and employees in him. "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," says Madhav.
The Most Prominent Business Leaders In GulfA businessprominent leader should possess some unique qualities/traits like integrity, passion, ability to identify opportunities and translate into revenue in a sustainable way. “ “
As per Madhav, there are some unique oering and aspects which makesff Hellmann not only stand out in the Gulf region's economy but also constantly provide forward momentum.
Hellmann is represented in the MESA region for more than 20 years, in 19 countries with around 80 locations and all product segments through its own oces ffi and partners. It has grown in the region through geographical expansion and carefully created joint ventures.
Madhav states, "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."
Hellmann has achieved market leadership in automotive spare parts logistics and healthcare. Its niche vertical operations also include chemical warehousing in the UAE and fashion in Sri Lanka. Its most recent innovation into the E-commerce space has helped it to sign an exclusive partnership with Dubai CommerCity for warehousing and last mile.
Madhav believes, "Our "first people –first" approach, and customer-centric solutions, have helped Hellmann to be among the top five global providers in the region.”
This approach is a part of a broader values system ingrained in the brand Hellmann and its every family member. Madhav tells us how?
F.A.M.I.L.Y Our Corporate DNA
Hellmann is a 100% family-owned global logistics provider with more than 150 years of existence. It has grown over the years through geographical expansion and carefully taken decisions. Madhav shares, "We are committed to what family means: integrity, understanding, trust, and cooperation. This is the basis of our corporate DNA. Our common goal is to ensure the long-term development of Hellmann so that the company can continue to oer ff many opportunities for future generations.
We always believe in building long-lasting relationships with our customers through innovation and entrepreneurship. “ promotes the interest of good employees. Through training, remuneration, and recognition, the company encourages its employees to develop their talents in a climate of mutual respect and trust. They determine how the company is perceived externally. Madhav says, "They directly influence the satisfaction, enthusiasm, and loyalty of our customers and we know that." That is why people always come first.
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."
In short: Hellmann means F.A.M.I.L.Y.
First, people first: The success of a company depends on its employees. That is why, at Hellmann, an attractive and professional environment is created, which captivates, binds, and
“All about the customer, always: Madhav says that they are constantly looking for ways to expand and improve their services so that they can exceed the requirements and expectations of their customers.
Madhav adds, "It is our goal to oer ff our customers around the world the knowledge and experience they need most. We achieve this by listening to them and taking the time to get to know them better. The customer is always our focus We ensure that all our tasks are handled with a view to our customers. This leads to long-term customer relationships, which we are rightly proud of."
Making it work better, everyday: Through business processes with high-
quality standards, Hellmann is continuously improving its organizational agility and operational eciency. ffi It uses every opportunity to increase eciency by improvingffi productivity and maintaining excellent supplier relationships. "As a result, we not only contribute to our results but also improve the added value for our customers. In addition, we consistently live the Continuous Improvement Process (CIP)," says Madhav.
Innovation and entrepreneurship: At Hellmann, they promote creativity, innovation, and entrepreneurial spirit in all areas and create an environment in which risks are allowed. It encourages its employees to develop unconventional ideas and to drive the adaptation of its services to its customers' wishes. Madhav states, "We want to meet the constantly changing requirements and expectations of our customers."
Live sustainability: "At Hellmann, we are serious about providing services on the principles of economical, ecological and social sustainability to create opportunities for future generations. We are sensitive and responsible to people, communities and
environments within the regions in which we are active," expresses Madhav Through these principles of sustainable development, Hellmann ensures the future of its family-owned business.
You and me!: "Every day, we set new goals and face new challenges Whether it is a successful shipment, a change of work process, or new concepts that are still under development – You and Me!' makes it possible," says Madhav. The guiding principle stands for mutual
responsibility Madhav adds, "A responsibility that gives us support in times when we have to rely on each other. 'You and Me!' also stands for cooperation which encourages us to support others and to motivate us to develop solutions together for our customers.”
Considering the current industry scenario, Madhav accepts that there are some key challenges which Hellmann is triumphantly encountering. He reveals, "The biggest challenge facing our industry is attracting and retaining good talent along with the cultural change in the digital transformation process. The logistics industry has earned some level of respect during the pandemic by establishing purpose
Young people are looking for a purpose in their professional pursuits. Global organizations like us will create global talent pools to help young talents to have
At Hellmann, we areserious 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's advice to budding entrepreneurs who aspire to venture into the logistics space is ultramodern. He says that the industry is evolving as many players are entering this space i.e.: shipping lines, port operators, online marketplace operators etc. Be prepared to invest in technology and its people. NO shortcuts here
Being an experienced leader, Madhav's opinion on how the adoption of modern technologies like AI and ML impacts the
logistics industry and how Hellmann is adapting to the change is noteworthy.
He says that technology is already an important player in the scheme of things within our industry, though logistics generally is a very reactive industry to trends. The hype about emerging technology needs to be looked at more practically for its eectiveness. ff "I can safely say AI and BC are already playing a major role in our digital transformation process," says Madhav.
When probed on how he envisions scaling Hellmann's operations and oerings ff in 2022 and beyond, Madhav concludes, "We have expanded into Oman and Egypt and further established a solid Ecommerce 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.
Wnotice other regional changes that vary from region to region and even changes in various norms too. Amidst the pandemic, several kinds of leadership were observed in the dierent ff areas geographically.
hen we travel, there are always some changes we observe climate-wise. Concerning those, we
The perspective of leadership also changes familiarly, be it in the same region or dierent. ff Leadership generally means the authority to lead people and to direct and guide the actions of subordinates in an organization or a country.
In Arabic Gulf region is prominently known for the leaders who have the potential to conquer their goals. It was previously led by constitutional monarchies. With time, that was passed on to rulers who would monitor the economic goals of their respective nations. This region’s demographics depict why the leaders have immense influence and power over the people.
Gulf Cooperation Council (GCC) was established in Saudi Arabia within Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, and UAE, including unique relations with geographic proximity like political systems laid upon the Islamic beliefs.
The Gulf is varied with its unique cultures, which dier inff every state. The leadership training in the education of the population inculcates teachings of western ideas too. Some researchers adapt to dierent researchers withff commonalities across the countries and are more salient than the dierences while conceptualizing educationalff leadership.
Let us know more about the GCC and its four keys
The dierences among the cultures are cast from powerff distance, individualism/collectivism, uncertainty avoidance, and masculinity with long versus short-term orientation with a fair amount of restraint. Research derived that the dierences in mindset arise from a misunderstandingff between members of dierent ff societies.
Gulf communities have a dierent ff concept of leadership as proposed by most educational leadership researchers.
The extent of variation within cultures does have an impact on how leadership is defined now. Hierarchical forms of organizations are visible to the public. Research shows the conditions of inherent dierences in values and mindsets;ff the decision-making local to that of the GCC countries is rooted in relationships and several individual forms of decision-making.
The concept of leadership is viewed barely positively, while in other areas, it is religiously familial and humble, and they believe faithfully in it.
Leadership is generally positional and not personal. It rests in several social concepts of organizational positions; some are consequential depending on the hierarchy.
Systemic research exploring the impact of general findings about the dierences ff in leadership remains sparse.
Leadership has a typology of forms that are instructional, managerial, transformational, moral, disturbed, studentteachers system, and contingent through a range of approaches given theoretically at the school principal’s disposal. Whether a school or any organization, it influences the future for a long time. Therefore, the replacement of leadership is inevitable. This brings us to square one of teachings through coaching and mentoring in schools and colleges.
More significantly, centralized schools would protect the schools from the disadvantages of high leadership turnovers that aect the students.ff
The most vital role of teachers here is to enhance the outcomes of students and bring more eectiveness ff through researching the dierent forms of teachings toff make learning more fun and easier rather than simply believing the leaders with a blindfold. A teacher is not only responsible for the development of the student but also for the overall advancement of the school as well. It improves the other factors like the economy with the adequate performance of their role.
Coaching and mentoring are a child's first and most primitive forms of professional development. It is essential to discard the thoughts of leadership and fixate on headship.
There is limited data accessible from Western to Gulf frameworks.
Coaching and mentoring dier on many levels. Coaching isff known for unravelling the student’s potential and improving performance. On the other hand, mentoring is done by experienced practitioners by sharing their expertise and knowledge with less experienced learners who aim to expertise with learning by providing direct assistance for skill and utilizing the knowledge—selecting one of those preferences will decide what to do next while giving a guideline for reaching the change and finally attaining success.
Many researchers emphasize mentoring and teaching for the betterment of the professional development of the child. Coaching is used for the performance management system for all school leaders.
The incentive and aspirational changes and improvement as a leader would further be predicted on the extent to which an individual will have a sense of self-ecacy. ffi It is often defined as internal recognition that one can succeed in a definitive domain.
Self-ecacy is determined depending on the potential forffi influence, or the management will see the teacher who is capable of provoking change in others. The ideal one is who simultaneously brings teams together with common goals that inspire others as well.
The Gulf, mainly perceived as collectivist or relation based, has historically been known to dampen individualist approaches to organizational leadership in governmental institutions. Styles of leadership dier on a broad aspectff based on the actions, approaches, and intents of leaders themselves too.
The above-mentioned key did depict the way GCC had an impact on the principals of schools. When teaching, coaching, and mentoring were introduced, they helped turn the lead into a conceptualized, selected, supported, and enacted critical cautions that needed attention. The implementation through understanding the way transformation could change the future of the Gulf Region.
The Thumbay Group is a multinational business conglomerate with diversified interests in operations in Education, Healthcare, Medical Research, Diagnostics, Retail and Hospitality.Akbar Moideen Thumbay, Vice President Thumbay Group
e are living proof that when human beings have the courage and commitment to transform a
Wdream into reality, there is nothing that can stop them," famously proclaimed H.H. Sheikh Mohammed Bin Rashid Al Maktoum, Vice President, Prime Minister, and Minister of Defence of the United Arab Emirates (UAE) as well as the ruler of Dubai.
A man brimming with the self-belief to follow his own dreams, Akbar Moideen Thumbay is not one to tread a path chalked out for him. Driven with the passion to succeed, he is highly encouraged by H.H. Sheikh Mohammed Bin Rashid Al Maktoum's inspirational leadership and pearls of wisdom.
Akbar was born to Dr Thumbay Moideen, a thirdgeneration business entrepreneur and Mrs Zohra Moideen, a renowned artist in Mangalore, India. Residing in the serene city of Ooty, he completed his secondary education at the city's elite academic institution, The Lawrence School, Lovedale.
After moving to the U.A.E. as a teen, he continued his studies with the International School of Choueifat in the UAE and completed his graduation in Mechanical Engineering from the American University of Sharjah (AUS). He later went on to continue his postgraduate studies in Hospital Management at the renowned SDA Boccioni School of Management, Milan, Italy.
Presently, Akbar is serving as the Vice President, Healthcare Division of Thumbay Group, U.A.E Delving further into Akbar's nature, he is an enthusiastic workaholic, a dimension of himself that he is quite proud of. Besides his professional life, he actively pursues his hobbies of driving, engaging in various indoor sports and travelling to foreign countries. Currently, he lives with his lovely wife, Nousheen Salma and three young sons, Ahmad (10), Omar(8) and Rashid (6).
In an interview with CIOLOOK India for its edition of 'The Most Prominent Business Leaders In Gulf,' Akbar spoke about his and Thumbay Group's professional journey and how he is leading it to new heights of success. Highlights of the interview are given herein.
Please, brief us about your journey as a professional and how you have made Thumbay Group excel in its niche. The Thumbay Group is a multinational business conglomerate with diversified interests in operations in Education, Healthcare, Medical Research, Diagnostics, Retail and Hospitality.
Driven by a passion for automobiles, I started my higher studies by pursuing Mechanical Engineering. I was a main team member in the AUS Engineering Team that built an FSAE race car that would later race in the United States. The highlight of his course was the internship I undertook at Mercedes Benz Headquarters in Berlin, Germany.
Having joined the family business at a very young age and undergoing the rigours of learning and understanding the basic essentials of the business, awoke my concealed business acumen, prompting me to pursue my Master's in Management studies.
After completing my studies, I spent the first few months interning with a leading New York-based consultancy, getting exposure to healthcare, insurance coverage and lifestyle management principles.
Later I joined Thumbay Group on a full-time basis and came to grips with the regular operations and day-to-day challenges of the organization. I was later entrusted with the responsibility of managing the Healthcare and Retail Divisions of the Thumbay Group, as a reward for my relentless dedication and hard work.
The Healthcare Division deals with the operations of all its hospitals and clinics in Ajman, Fujairah, Sharjah, Dubai, India as well as the Thumbay Labs. Seeing the opportunity through UAE's growing number of medical tourists, and evolving the division's goals with the vision of the Government of Dubai, I launched the award-winning initiative, Thumbay Medical Tourism (TMT). TMT is a full-fledged unit that caters to extending healthcare services to the growing number of international patients at Thumbay Group's hospitals.
Under the banner of the retail division, I initiated the concept of Nutri Plus Vita, health nutrition and wellness
The Most Prominent Business Leaders In Gulfrange at one of its retail brands, Thumbay Pharmacy, to go along with the expansion of the division which also includes ZO and MO Opticals.
Please brief our audience about Thumbay Hospitals, its USPs, and how you are currently positioned as one of the best service/solution providers in your niche. Thumbay Hospitals, over the years, has become one of the largest healthcare providers in the private healthcare sector oering ff quality and aordable ff care to all sections of society in the U.A.E.
One of our key initiatives has been to promote Thumbay Hospitals in the medical tourism segment in an aggressive manner. The hospital's international quality healthcare services and well-equipped facilities have brought in patients from as far as Africa and Southern Europe, seeking treatments from executive check-ups to complicated surgeries.
My biggest aim in life is to establish Thumbay Group as the largest Healthcare provider in the Middle East. We are now developing plans to start Thumbay Healthcare and Diagnostic facilities across the UAE while venturing into other GCC countries.
What would be your advice to budding entrepreneurs who aspire to be future leaders like you? While working in a family business has a lot of advantages, I believe in the philosophy that, every individual involved in the business must strive hard to ensure that the business survives, flourishes and is well protected especially in the current scenario of a competitive market. I personally feel that a family business like any other business requires total dedication, perseverance and above all hard work.
While it is my father that I look up to for helping me acquire the art of determination and perseverance, I am also highly influenced by H.H. Sheikh Mohammed Bin Rashid Al Maktoum, Vice-President and Prime Minister of the UAE and Ruler of Dubai as well as Warren Buet, allff of whom have unique styles of leadership and functioning that is worth emulating.
Please give us a list of achievements/awards/recognitions that accurately highlight your prominent position in the Gulf region.
Achievements: Akbar Moideen Thumbay has been
Recognized by H.H. Sheikh Hamadan bin Mohammed Al Maktoum, Crown Prince of Dubai for eorts toff combat the COVID-19 pandemic in the UAE.
Recognized by H.H. Sheikh Ammar bin Humaid Al
Nuaimi, Crown Prince of Ajman for eorts toff combat the COVID-19 pandemic in the UAE.
Inducted into the American University of Sharjah Alumni Wall of Fame 2017.
Featured in the twenty-five young Business Leaders in UAE, profiled in a coee table book GEN NEXTff INDIANS, published by Exponent Media, Dubai.
Featured in the Magazine Masala 'Hot 20 Under 30.'
Received award for the Best Medical Tourism Hospital in the Middle East by the New Economy in 2013 by a leading newspaper in the UK.
Honoured as "Champion of Change" at 7th Annual MENA HR Excellence Awards in recognition of his leadership.
Owner of the Cricket Team "Thumbay Kasargod Leopards" at KCL, UAE.
Akbar Moideen Thumbay has been a sought-after speaker at various conferences and seminars held in the Middle East and Europe which includes:
Invited as a panellist for Healthcare CEO Panel at Dubai Cyber Warriors Conclave 2022.
Invited speaker at the "International Medical Travel Exhibition and Conference" held in Oman in April 2013.
Invited Speaker at the "Borderlines in Healthcare" event in May 2014 in Austria.
Invited as a speaker at Mohammed bin Rashid School of Government for the Leadership & Entrepreneurship Series 2016.
Invited as speaker at AUS Enterprising Youth Forum at the American University of Sharjah in April 2016 Invited as a speaker at Sharjah Chamber of Commerce & Industry Majlis 2016.
Invited as a panellist for Middle East Healthcare Insurance Conference 2016.
Invited as a panellist for Healthcare Design & Infrastructure Conference 2016.
Invited as a panellist for AUS - TMI's Family Entrepreneurship Seminar 2017.
Invited as a speaker for Harvard Crossroads Summer Program 2017.
he way process of digitalization has been taken over by an inevitable reality in every industry As time advances, Automation, ArtificialT
Intelligence (AI), Machine Learning (MI), and other advanced technologies have quickly captured the synced form of enhanced technology
A
quick analysis of the weather of data gives a previously structured form of work.
The challenge is moving to the next phase and changing how we think, comprehend, and move to the next phase. While forming a need for further assistance to findings obtained through advanced technologies. The fourth industrial revolution is known as Industrial Internet or the Digital Factory, i.e.,
Industry 4.0
Industry 4.0 keeps track of the digital ecosystem amending the line between Physical and Digital technologies as they blur out quickly.
Let us indulge in the ways that business leaders can embrace the digital transformation of Industry 4.0.
Smart Business Decisions are driven by Data Decisions of business are majorly driven by supply chains, suppliers, and manufacturers together in a way that allows them to be managed more eciently. ffi
It enables the pace of the information to run quickly within the organization. It helps improve the quality of decision-making without the need to rely on the rest of the organization when the situation warrants it.
Collect real-time data from anywhere, including deriving actionable data insights through advanced analytics in an easy-to-use, mobile-friendly manner, impacting day-to-day operations. Monitor performance and navigate through the right decisions at the right time. It aids in building a foundation for activity and flexibility.
When working to build a digital space, set targets for the next five years. Accordingly, prioritize measures that will bring more value to the business. Make sure targets are aligned with the entire strategy of the business. Start small and choose a target with a designated scope. Define your Capabilities
Business usually knows the capabilities needed to achieve their vision. Map out the details and aim to complete them in the given timeline. Allot an alert IT infrastructure, the right talent, and a cross-functional analytics team and improve the business fundamentally.
Work in partnership with digital influencers outside the organizations and schedule programs with start-ups, universities, or industry organizations to accelerate digital transformation.
Inculcate an in-house digital analytics team by recruiting cross-functional experts in analytics. Use the data provided by data analyzers to build better links to decision-making and intelligent system designs.
Safeguard trust across the digital ecosystem and shield the deception techniques to protect the network from cyberattacks. Enhance the ongoing products and services and set up new oerings ff
To run a full-fledged perspective of Industry 4.0, establish a tone for company-wide transformation. Nurture the digital culture, where all the employees will think and act like natives of the digital forum.
Create an ideal horizontal integration of suppliers, customers, workers, and partners. Accompanied by vertical
integrations of marketing, logistics, production, and others in the business system will yield flourishing benefits.
Business needs to revamp with the changing technological infrastructure and enhance their capabilities at faster rates and stay ahead of the game.
In times of major changes, businesses go through disarray, collapse, and reformatory phase that are led by Industry 4.0. Each aspect of business goes through a transformation and continues to experience creative mishaps.
Some knacks to consider in Industry 4.0 are that 75% of data factory is generated on the edge, less than 5% of data collected data is used resourcefully, and 80% of the time is spent collecting. In comparison, 20% is spent on taking action on the collected data. Understand the way it pivots the enhancement and expansion of the traditional business models.
Execution of Industry 4.0 deals with more than just upgrading technology on the floor but also in the field. It is even broader than the factory backdrop. It deals with customer connectedness, value chain visibility, and business models.
Businesses go through a criterion process, establishing platforms, collecting basic data, and then moving ahead to decision-making. Integrating data in management systems and eventually moving to predictable capabilities. With the currently reforming industry and focus on digitalization, pioneers have already moved phase of the digitization phase.
In a Brief Industry 4.0 is an aggregated process to help business to produce smarter oerings. The challenge is knowing howff and where to start and benefits of the roadmap, and whom to partner with. Understanding the importance lays out and dignifies the business to become smarter, responsive, and simple.
reat leaders are not required to be the most intelligent person in an organization. Their
Gcuriosity rather than their intelligence drives them to find innovative solutions to long-understood problems. When the time comes to implement a solution, they know the strategies and their expertise to bring their vision to fruition.
Transformational leaders use their keen perception to look toward a better future and see the small obstacles hindering smooth execution. They intuitively sense where the direction their organization needs to move in order to compete within their sector.
These personalities are key players because they care and recognize that even the smallest detail can cause a significant setback. There is no ordinary path to innovation There is no safe route leading through disruptive change. These stalwart personalities comprehend that calculated risk-taking is a necessary and integral part of their job.
These adept leaders lean on their innate curiosity to seek novel approaches; they rely on research and act assertively when opportunities are discovered. Mr Rizwan Sajan’s leadership acumen excels as a stalwart leadership charisma with exceptional abilities and a broad vision inspiring him to establish the Danube Group
In an interview with CIOLook India, Mr Rizwan, the Founder and Chairman of Danube Group, sheds the spotlight on the significance of the Danube Group— highlighting his journey and opinions on the company’s future.
Mr Rizwan, please enlighten our readers about your journey as the Founder and Chairman of Danube Group and how your eorts ff have made the company excel as a leading building materials supplier.
My entrepreneurial journey started when I was 16, right after my father’s sad and untimely demise, which forced me
to undertake the responsibility of the family – my mother, sister, and my younger brother. We are a closely-knit family living with our humble means. My father’s untimely death pushed me to look for earnings while I was still in college.
My late father’s colleagues oered me part-timeff employment to help us, and I then started working in their company after classes – to make both ends meet. Since I was underaged, I could not travel abroad for employment when my uncle oered me a job to work inff his building material shop in Kuwait. So, I had to wait till I was 18 when I joined his business as a full-time employee – my first proper job.
It was a great learning experience for me, and I was a quick learner. I undertook more responsibilities to help the business grow–to such an extent that my uncle gave me enough freedom to make decisions on his behalf. Under my leadership, the business continued to rise. This was when I realized that I had an understanding of business. Then came the Iraq-Kuwait war – that forced us to shut the business and leave Kuwait for good.
So, I was back to square one after a stint of nearly ten years. In 1993, I took a flight to Dubai to try out my luck and joined a building materials shop as a salesperson. I quickly found my feet on the ground and helped the business grow. But the company’s stock and capacity were low. But I didn’t want to say no to a contractor just because my company didn’t have the stocks. So, I used to source them from others and supplied them to the contractor with a margin. This is how I generated some funds, which I invested in setting up my business–Danube Building Materials Co., in 1993.
It was a two-member team operation in which my wife was the only employee managing the oce. ffi At the same time, I used to run around in getting contracts and supplying building materials. Since I used to ensure the contractors
Rizwan Sajan
Founder and Chairman Danube Group
got all the supplies on time, with the right quality and price, I had started getting more orders and hiring more people to support the business. Then we set up warehouses and retail stores and began to import products directly from the international suppliers. This is how we grew.
Then we shifted our headquarters to Jebel Ali Free Zone–where we used to import, re-export and stock our products for local and regional distribution. The development of the real estate and construction sector helped us grow our business fast, as Dubai’s real estate sector powered the growth of Dubai’s economy. We became the most prominent building materials supplier in the UAE and then expanded throughout the GCC countries.
As we grew our business, we also invested in our people, processes, and systems in order to become more ecient. ffi So, now we are a diversified business conglomerate active in more than ten countries and real estate, construction, building materials, home furnishing, bath and kitchenware, manufacturing, joinery, hospitality solutions, etc. The business is currently run by a team of 1,800 welltrained professionals spread across all the business units.
Please brief our audience about Danube Group, its USPs, and how you are currently positioned as one of the best building materials suppliers?
We are very good at marketing and selling our products. Danube has, for a long time, been a building materials
supplier. However, we had built a household brand in the region. No building materials supplier builds its business as a brand – as it is a business-to-business operation, not a household or consumer product business. However, we are perhaps the only building materials supplier to have established a household brand, so much so that even housewives and children knew our name.
This reflects our marketing prowess. I realized this early on. So, when we entered the retail space with Danube Home, it was an instant success. Today, Danube Home is the largest home furnishing and home improvement brand in the GCC spreading worldwide. Our brand popularity was so strong that when we entered the real estate business with a cluster of 171 townhouses under the Dreamz project, it was sold out at launch in a few hours’ time! This was due to the public trust in our brand.
Following our success in the first project, we launched 17 projects in the next eight years and delivered 11 of those projects. This is the highest launch-to-delivery ratio which reinforces buyers’, brokers’ and investors’ confidence in our properties. In an economic sector where delay in delivery of homes has been a chronic problem, Danube Properties has so far successfully delivered 4,556 units with a combined sales value of Dh3.63 billion –nearly two-thirds of the entire portfolio value.
With the sell-out of our latest project Gemz, Danube Properties’ development portfolio now exceeded
The Most Prominent Business Leaders In Gulf8,272 units, with a combined development value exceeding Dh5.65 billion. In the building materials and home furnishings business, we hold more than 50,000 types of products at any given time within our inventory.
What professional qualities and values do you think your clients, colleagues, and employees admire in you the most?
I am very hands-on, straightforward in my work, impartial, and fair. I like to empower people – allow them to make decisions, make mistakes, correct themselves, and develop leadership within the company. I believe in transparency and accountability All my colleagues are accountable to the company for their activities, and transparency is built into our system.
Being an experienced leader, share your opinion on how adopting modern technologies like AI and ML impacts your industry and how your firm is adapting to the change?
Building materials, construction and real estate are hardcore brick-and-mortar and traditional businesses. Technology has little room other than the introduction of newly improved and technically advanced products. Otherwise, it is a concrete cement, re-bars a labour-intensive business.
Considering the current industry scenario in the Gulf region, what kind of challenges do you face, and how do you drive your firm to overcome them?
I think inflation–higher cost of construction materials and higher shipping costs–is a serious concern. It is a global problem–not a local issue. High oil price is a doubleedged sword as it is good for the oil-exporting countries, while it hurts consumers as gasoline prices increase, so transport costs increase.
What would be your advice to budding entrepreneurs who aspire to venture into the business arena?
My pieces of advice are eortless -ff don’t chase money. Develop a habit of dreaming and dreaming big. Link your dream with a socio-economic cause or a problem and create a business to solve that problem. Chase your dream. Your dream will bring you money.
Think big but act small. Think global but act local. Don’t be scared to fail.
Think digital but act physical to deliver the digital dream. Develop digital start-ups. But don’t lose the age-old values. Your value system will keep you going. You might keep failing–but the most important thing is–don’t lose faith. Be brave. Admit mistakes and take ownership of mistakes. But learn from each mistake Failure is really the pillar of success
Respect people–including your customers, colleagues, and suppliers. Be genuine. Identify problems or try to foresee them before occurring and take preventive measures. Remain humble. Some people can’t handle success. They become arrogant—their attitude changes with time. When success comes, don’t let it aect your thoughts. Remainff humble and grounded.
How do you envision scaling Danube Group’s operations and oerings ff in 2022 and beyond?
This year is a year of growth for us, and we are growing on all fronts – real estate, home furnishing, building materials and hospitality solutions. We are expanding horizontally–across new territories and vertically–in all the business verticals that we operate.
Please give us a few testimonials of your clients/customers and a list of awards/recognitions that accurately highlight Danube Group’s position as a leading name in building material suppliers in the industry in Gulf.
We have won – including Mohammed Bin Rashid Al Maktoum (MRM) Award, Dubai Quality Award, Dubai Government Excellence Award, Forbes Middle East Award, and Arabian Business Award, among many others.
However, the most significant award for me is customer happiness. Nothing beats the happy smile on a customer’s face when they tell us how glad they are with our products and services – be it a home, furnishing, a decoration piece bought from Danube Home, or when a contractor expresses his happiness after installing our products in the building.
Nothing can beat their happy smile. That’s the most prominent award or reward for my team and me. At the end of the day, we work for our customers, and we strive to achieve their happiness...
