The Thinkers Who Inspire Business Change
Companiesarebeingredefinedbyvisionariesattheleadingedgeofcuriosityandboldness.Theydo
not settle for small improvements; instead, they're redefining entire industries by mixing technology, creativity and human insights together to create new models of doing business. Some of them will be creating digital ecosystems that completely change the way we engage customers, and otherswillmakecertainthatsustainabilityisintegratedintotheveryfabricoftheirbusinessstrategy.Their distinguishing characteristic is their ability to see changes coming long before those changes actually happen, allowing them to establish themselves as the architects of change instead of the followers of change. They create environments where cooperation, creativity, innovation and experimentation are not justaccepted,butactuallyexpected.Theiractionsshowthatinnovationisnotafunctionorinitiative,buta state of mind that infects and inspires every decision made. As these visionaries continue to break new ground, they demonstrate to us all that the future of commerce will not be defined by those who are riskaverse,butbythosewillingtoreimagineourworld.
At CIO Views, we honor these empowering leaders by dedicating this issue titled “The 10 Most InnovativeBusinessMindstoFollowin2026”tothem.Featuringasthecoverstory,wehavecoveredthe successful&motivatingjourneyofAustinWilliams,Founder&CEO,Oil&GasAccountantofUpstream. WehavealsoincludedtheinspiringstoriesofNandaKrishnan,HeadofSupplyChainatNigerdock;Carly Jermyn, CEO and Solicitor at Woodstock Legal Services; Ahmed Detta, CEO and Founder of Enviroo; Ghizlane Tazi, General Manager at Noor Fès Organic Extra Virgin Olive Oil; Moustafa H. Khataw, ManagingDirectoratSkylinkGroupTanzania;RobsonOlivera,CEOofSilverline;KestutisPagalys,CEO of UAB Servermall; Lynne Akkawi, CEO and Founder of Prime Owners Association Management Services;andElieSarkis,Co-FounderandManagingPartnerofIntoactInternational.
CIOViews is a business magazine that mainly focuses on business leaders, their journey, views on current economic states, and all other relevant subjects that refer to the business world. Our goal is to be a leading sourceofinformationdedicatedtoprovidingourreaderswithdetailedperspectivesandviewsofsuccessful business leaders who are transforming the business outlook and redefining their goals. With exclusive editionsonvariousindustrieslikesoftware,education,healthcare,technology,realestate,andmanymore, CIOViewsisdriventopromoteexcellenceintheworldofbusiness.
Happy Reading!
Mousmi N. Mousmi
10. Austin Williams
22. Nanda Krishnan
Carly Jermyn 26.
Ahmed Detta 30.
Ghizlane Tazi 36.
Moustafa H. Khataw 40.
Robson Olivera 46.
Kestutis Pagalys 52. Lynne Akkawi 58. Elie Sarkis 62.
Rising from Humble Beginnings
Austin's beginnings were humble. His mother worked as an executive assistant, and his father was a maintenance worker. Despite limited means, they provided him with the opportunity to attend Texas Tech University, where he acquired the knowledge, skills, and foundation to build his successful career.
In 2010,Austin began his career as a revenue accountant, setting in motion a professional journey that ultimately led to the founding of Upstream. Austin's path to success was rarely straightforward. At every turn, he faced setbacks and challenges that tested his resilience and resolve.
Instead of retreating or changing course,Austin moved forward with determination, viewing obstacles as opportunities to learn and grow. They helped him deepen his industry knowledge and gain new perspectives that would later shape the founding of Upstream and, ultimately, the vision behind Upstream+.
Spectacular Growth of the Company
Founded in June 2024, Upstream quickly gained traction in the oil and gas industry. It grew from
approximately $227,000 in revenue during its first year to roughly $744,000 in its second. The company is projected to surpass $1 million in annual revenue in 2026.
Unlike many firms that bill by the hour, Upstream operates on a fixed-fee model.Austin attributes much of the company's growth not to aggressive sales efforts, but to the relationships it has built with clients.
“In any business, it comes down to trust,” he says. “Trust that you're going to do the work and that you have the know-how to deliver. That's how we've been able to grow.”
That trust has been earned by standing alongside clients through both opportunities and challenges. Austin and his team focus on helping companies protect profitability, gain clarity, and make sound business decisions, particularly during periods of uncertainty. Building that level of partnership has been instrumental in driving Upstream's success.
“On day one, I tell every client that their success is our success,”Austin says. “We have a vested interest in them from the very beginning, and we've lived by that.”
When Upstream was founded, it was an unknown name in the oil and gas industry.Austin and his team's first major challenge was introducing the company and its vision to a market that had never heard of them.As accountants with no background in marketing, building awareness and earning credibility proved to be a formidable challenge for them.
Once they had overcome that hurdle and established a client base, they encountered their second significant challenge: managing growth. Success brought new opportunities, but it also raised difficult questions about the company's future. The question Austin and his team grappled with most was: “Do we want to scale?”
Austin believes that “Are we ready to scale?” is one of the most important questions any business owner can ask, particularly in the consulting industry. He notes that growth involves far more than attracting new clients. It requires the right infrastructure, the right people, the right systems, and clear accountability measures and key performance
indicators to sustain long-term success.
“That was the hardest part, especially when you're small and bootstrapping it yourself,”Austin says. “You just don't want to outgrow yourself to where the quality of your work and the time your employees have with their families starts being jeopardized, because that's when you start losing great talent.” He strives to ensure that both he and his high-performing employees maintain a healthy work-life balance, which helps the company retain top talent.
Austin founded Upstream on a business model that sets it apart from many firms in the sector. He views competitors as partners, not adversaries, and attributes much of the company's growth to this collaborative approach. “I'm no one's competitor,” he says. “I'm everyone's collaborator.”
“We are also able to grow because we really focus and hone in on efficiency,” he adds.
Success Means Helping Others
Success, forAustin, means helping others reduce costs and improve profitability in the oil and gas industry.
He notes that this industry is influenced by several factors that directly affect profitability and operational efficiency. Every dollar matters because it is tied to operating expenses. Over the years, Austin has been called upon to tackle some of the industry's most complex accounting challenges, helping companies put out fires, untangle difficult issues, and regain control of their financial operations. His exceptional work has generated a great number of word-of-mouth referrals. Clients often recommend him by saying, “Talk to this guy; he can help you.”
However, from the beginning,Austin aspired to do more than solve problems after they occurred. He envisioned providing clients with the visibility and insight needed to identify issues earlier and make better-informed decisions. That ultimately led to the development of Upstream+, an online platform designed to provide greater visibility into operational and financial performance.
The platform has helped clients uncover inefficiencies, identify cost-saving opportunities, and make more informed decisions.Austin says that success comes from seeing those insights translate into measurable improvements for his clients. The platform's analytics often reveal costs that had previously gone unnoticed, creating opportunities for meaningful savings.
Austin frequently hears clients say, “I didn't realize I was spending that much on that account. You just saved me $2,000 a month.” For a small oil and gas company, savings of that magnitude can be significant, freeing up capital that can be reinvested in the business.
Austin underscores that success means helping others succeed. If he can equip clients with the
tools, insights, and guidance they need to become the heroes of their own stories and businesses, he believes he has done his job.
Embracing the Title of Founder
For a long time,Austin identified more as an accountant than an entrepreneur, even though he had founded the company and was leading its growth. He never wanted it on his business cards, LinkedIn profile, or email signature. People around him encouraged him to acknowledge the role he had played in building Upstream and embrace the title.
“Austin, you should be proud of it,” they would tell him. “You're more than just an oil and gas accountant. You're an innovator and an entrepreneur, and you should represent the fact that you own this company.”
Austin's perspective began to change when he realized that clients, partners, and industry leaders wanted to engage not only with the accountant solving problems, but also with the visionary setting the direction of the company. Embracing that leadership role allowed him to broaden his impact and position Upstream for future growth.
“But I would say the very first title that really should be on my signature is that I'm a dad and a husband,” Austin says with great pride.
Regular Day of CEO and Oil and Gas Accountant
As CEO,Austin's days are filled with meetings, client conversations, and problem-solving. Despite the demands of leading the company, he remains actively involved in the accounting work itself. Unlike many founders who step away from day-today operations, he believes that working directly with clients keeps him connected to the challenges they face and gives him a better understanding of how the industry is evolving.
“It helps me become a better innovator if I'm in the
weeds and in the trenches,”Austin says. “That's why I say I'm an oil and gas accountant first.”
He likes to begin his mornings by focusing on the commitments he has made to clients. On any given day, he may be processing accounts payable, performing bank reconciliations, speaking with owners and joint interest billing (JIB) partners, or helping clients gain greater clarity into their financial performance.Austin's hands-on experience directly influences the continued development of Upstream+. By staying close to clients and the challenges they face, he is able to identify opportunities for innovation and uncover solutions that address the evolving needs of the oil and gas industry.
As the day progresses,Austin shifts his focus to the
platform itself. This part of his day involves meeting with prospective clients, conducting product demonstrations, and showing users how Upstream+ can help them better understand their operations and financial performance.
Later in the day, his attention turns to the broader business.Austin works closely with the marketing team while also meeting with investors, bankers, and clients. He says that his regular day at work is a balancing act, reflecting the evolution of his role from accountant and problem-solver to entrepreneur, innovator, and business leader.
Leading with Transparency and Generosity
IfAustin could be described as a leader in one word, that word would be “generous.” His generosity
extends beyond his work with clients and defines the way he leads. Transparency is another hallmark of his leadership style.
Rather than keeping employees in the dark, he believes in sharing information openly and giving his team a clear understanding of how the business is performing. During monthly team meetings and biannual all-hands events, he discusses the company's progress, challenges, and financial performance with complete transparency.
Austin is an “open book.” He believes that his
openness helps employees feel more connected to the organization. “I realized once people see the numbers and know where we're at,” he says, “they feel like they are a part of the tribe, they're a part of the Upstream community, and they have a say.”
ForAustin, leadership has always meant serving others and making a positive impact on the lives of those around him. Initially, much of his focus was on supporting his team and helping clients succeed. As the company has grown, however, his responsibilities have evolved.
Recently,Austin gathered his team and posed a series of questions: “What's next for the company? Are we satisfied with the status quo, or do we want more?” The team's answer was unanimous: they wanted more. That conversation helped shape a new vision for Upstream. Energized by his team's response,Austin has since devoted more time to driving growth and innovation, with Upstream+ emerging as a key part of the company's future.
The Use ofAI
Like many industries, oil and gas is facing a shortage of experienced accounting professionals. Austin says Upstream helps bridge the accounting talent gap by co-sourcing with clients, filling critical roles, or managing entire accounting and finance
functions. With expertise across specialized disciplines such as property accounting, JIB, revenue accounting, finance, accounts receivable, and accounts payable, the team often performs work that would otherwise require several employees.
“We wear a lot of hats,”Austin says. “So, we useAI to help with our work.”
Despite growing concerns aboutAI replacing jobs, Austin seesAI as a tool rather than a substitute for human expertise. He believes technology should enhance the capabilities of accounting professionals, allowing them to work more efficiently and focus on higher-value analysis and decision-making. That same philosophy is driving the development of Upstream+.
As traditional reporting no longer provides the visibility decision-makers need,Austin and his team are developing a customizable platform that gives operators, investors, and asset owners access to the information that matters most to them.According to Austin, every business relies on data to operate effectively, which makes innovation essential.
“Nobody wants to see the same thing twice,” he says. “And everyone sees things differently.”
“That's why we built a platform that is customizable to the user, so they can determine what matters most to them and be the hero of their own story,” he adds.
Goals and Future Plans
Austin's vision for the future is to see Upstream become a recognized and trusted brand in the oil and gas industry. Through initiatives such as Upstream+, he hopes to build a company known for innovation, transparency, and meaningful insight. Austin's ultimate goal is not simply to grow a business, but to create a brand people trust. He believes there is still much work to be done.
As Upstream continues to grow,Austin remains focused on expanding the company's capabilities and creating new ways to serve clients. “We're trying to get a lot off the ground at once,” he says. “It's definitely going to be a rewarding experience.”
Beyond business, he is equally focused on serving his community. He has joined nonprofit boards, supported local events, and continued to look for new ways to contribute. “I want to be someone people can call on and know I'll be there to help,” he says. “I want to leave my mark through something I've done really well.”
Austin and his wife, Megan, are also working to launch a nonprofit foundation focused on helping families navigate the challenges of caring for aging loved ones. Drawing on insights gained through her work as an occupational therapist, the foundation aims to connect families with resources, provide
guidance, and help them make informed decisions throughout the aging journey.
"Ultimately, we want to make more to give more back to the community,”Austin says.
Advice forAspiring Leaders
Austin's first piece of advice for aspiring leaders is: “be true to yourself.” He believes authenticity and honesty are essential to building a successful business and a strong reputation.
He also tells aspiring entrepreneurs not to be afraid of taking detours along the way. Exploring new opportunities and gaining different experiences can provide valuable perspective, but, he adds, every decision should be made with a clear understanding of its long-term impact.
When evaluating opportunities,Austin advises leaders to think beyond the immediate reward. “What will it look like if I take this client on?” he encourages them to ask themselves. “If I do this, what will it look like in three or four months? Is this really something I am going to want to continue doing, or will it become a headache?”
Austin believes that answering those questions honestly is critical for an individual's long-term success. If an opportunity does not align with a person's strengths, values, or long-term goals, it may not be worth pursuing.
“Do things you enjoy doing and that you know you can do well,”Austin says, “so that whoever is buying your service can get the most value from it.”
www.upstreamreporting.com
Head of Supply Chain, Nigerdock
Nanda Krishnan
A Resourceful Supply Chain Leader Driving Change for Sustainability
Nanda Krishnan, the Head of Supply Chain at Nigerdock has 18+ years of experience in supply chain leadership and procurement strategy across multiple geographies includingAsia-Pacific, Europe,Africa, NorthAmerica, and the Middle East.
Nigerdock is a leading Nigerian maritime and logistics company operating an integrated port and free zone in Lagos providing clients with terminal operations, marine services, logistics, and free zone solutions. Currently, as the Head of Supply Chain operations at Nigerdock, Nanda's responsibilities primarily involve overseeing the procurement, logistics, inventory management, and facilities management functions for the company. He works closely with various teams to ensure the timely delivery of goods and services while optimizing costs and maintaining high-quality standards.
Abrief about Nigerdock and their core values
Nigerdock provides clients with terminal operations, logistics, marine services, and free zone solutions. These operations include:
Ÿ Marine Services - Offering quality services in vessel repair, installation, and maintenance.
Ÿ Terminal Operations -The company's multipurpose terminals with diverse capabilities handle containerized, general, and bulk cargo.
Ÿ Free Zone Solutions - Nigerdock is the promoter of Snake Island Integrated Free Zone (SIIFZ), a self-sustaining economic centre that serves as a distribution hub for WestAfrica. The Free Zone offers strategic location, massive landmass, and consolidated energy infrastructure for cost savings, logistics efficiency, and ease of doing business.
Ÿ Logistics - Providing logistics and supply-chain solutions that meet
the needs of businesses operating across WestAfrica.
The company's core values –Integrity, Diversity, Excellence, Accountability, Leadership, and Synergy (IDEALS) – guide their business operations and reflect the company's track record of best practices, sector prominence, performance, innovation, and environmental consciousness.
“We remain committed to promoting industrialization and trade efficiency within the WestAfrican region, incorporating a growth strategy to build one of the largest self-sustaining trading hubs to facilitate the expansion of mid-to-large-sized businesses across the continent,” states Nanda.
Nanda's life before Nigerdock
Before joining Nigerdock, Nanda had extensive experience working in the supply chain industry. He has worked in various roles within the supply
chain function, including procurement, logistics, global transformation, and operations. He has worked with both domestic and international suppliers, managed complex supply chain networks, and implemented various supply chain strategies to optimize efficiency and reduce costs.
In his previous role, Nanda was responsible for overseeing the end-toend supply chain for a large multinational company, where he successfully implemented several initiatives that resulted in significant cost savings and improved delivery times. He has also worked in various industries, where he gained valuable experience in lean manufacturing, process improvement, and supply chain optimization.
Overall, Nanda's previous experience provided him with a strong foundation in supply chain management, and he is confident that his skills and expertise are an asset to his current role at Nigerdock.
The journey to success is not an easy path.
Success, for Nanda, is the achievement of goals that are aligned with his values and aspirations. It's not just about material wealth or professional accomplishments, but also about personal growth and fulfillment.
Nanda believes that true success is when he can make a positive impact and contribute to the greater good. He also thinks that success is a journey rather than a destination. It's important to set goals and work towards them, but it's equally important to enjoy the process and learn from the challenges and failures along the way. Nanda strongly believes that resilience, adaptability, and continuous learning are essential qualities for achieving success in any field.
Finally, Nanda thinks that success is subjective and varies from person to person. What may be considered a
success for one individual may not be the same for another. That's why he is of the opinion that it is important to define success on your own terms and not compare yourself to others. “Every leader is unique in their own way,” he says.
Nanda completely agrees with the phrase that challenges make you stronger. In his experience, the roadblocks that he faced throughout his career have been valuable opportunities for learning and growth. One challenge that stands out to him is managing supply chain disruptions during the COVID-19 pandemic. The sudden and widespread impact of the pandemic forced them to pivot quickly and find new ways to manage supply chain operations. This required everyone to be creative, flexible, and agile in their approach, while still ensuring the delivery of products to their customers.
Through this experience, Nanda learned the importance of having a resilient supply chain that can adapt to changing circumstances. It also taught him the value of communication and collaboration across different departments and with suppliers, as well as the need for contingency planning and risk management.
Nanda describes himself as a “resourceful” person and prides himself on his ability to navigate complex challenges and find creative solutions to problems while maximizing available resources.
“Overall, I believe that challenges are opportunities for growth and learning, and that overcoming them can make us better leaders and professionals in our respective fields,” states Nanda.
Greatest accomplishment as a successful business leader
“My greatest accomplishment as a business leader was streamlining the end-to-end supply chain process for a multinational company, resulting in significant cost savings and improved operational efficiency,” says Nanda.
He led a team to implement a datadriven approach to inventory management, which allowed them to optimize stock levels and reduce excess inventory.Additionally, he collaborated with cross-functional teams to implement a new transportation strategy, resulting in a reduction of transportation costs, and improved on-time delivery performance.
This accomplishment was significant because it directly impacted on the company's bottom line and improved customer satisfaction. It required strong leadership skills, effective communication, and the ability to drive change through collaboration. It also required a deep understanding of the business and industry to identify areas for improvement and implement solutions that would have a lasting impact.
Being a catalyst for change, prioritizing sustainability
Nanda believes that his role extends beyond just managing the operations and logistics of the supply chain.
To influence a change in the next generation, Nanda plans to prioritize sustainability, ethical sourcing, and social responsibility throughout the entire supply chain. This includes partnering with suppliers and vendors who share their values and
commitment to sustainability, as well as implementing sustainable practices throughout their operations.
In addition, Nanda wishes to establish a culture of innovation and continuous improvement within the supply chain team. This would involve encouraging and empowering team members to generate new ideas and explore creative solutions that align with their sustainability goals.
Overall, his goal is to not only deliver high-quality products and services to their customers but to also do so in a way that is environmentally responsible and socially conscious, leaving a positive impact on future generations.
Managing work and personal life efficiently
Nanda believes in the importance of maintaining a balance between personal and professional life. To achieve this balance, he prioritizes effective time management, delegating tasks when necessary, and setting boundaries between work and personal time. By doing so, he ensures that he is fully present and focused on both his personal and professional responsibilities.
To keep his team motivated, Nanda believes in fostering a positive and collaborative work environment that encourages open communication, recognizes achievements, and supports professional growth. He also believes in setting clear goals and expectations, providing regular feedback, and empowering his team to make decisions and take ownership of their work.
“By doing so, I can help my team stay motivated and engaged, and ultimately deliver the best services possible,” he states.
Plans for the future
Nanda's plans for the future of the company involve optimizing their supply chain processes to ensure maximum efficiency and effectiveness. This will include implementing innovative technologies and strategies to streamline their operations and reduce costs, while maintaining high levels of quality and customer satisfaction.
In terms of his personal goals as a business leader, Nanda aspires to continue developing his leadership skills and knowledge in order to inspire and motivate his team to achieve their collective goals. Nanda also believes in building strong relationships with the company's partners and stakeholders to create a culture of trust and collaboration.
Nanda's advice to aspiring leaders is: 'never stop learning and growing.' It is important to be open to new ideas and perspectives, embrace change and continuously seek out opportunities for personal and professional development.Additionally, cultivating strong communication and interpersonal skills is key to building successful relationships with colleagues, clients, and other stakeholders.
CEO and Solicitor, Woodstock Legal Services
Ahmed Detta
Shaping a sustainable, circular economy with the power of recycling
With plastic pollution advancing at an unprecedented rate and continually posing a serious threat to humanity, several leaders have taken action to limit plastic waste and recycle it responsibly. One such changemaker is the Founder and CEO of Enviroo Ltd,Ahmed Detta. He came up with the concept to bring a change in human's existing relationship with plastic and driving change by creating habitual behavioural patterns that are easy to adopt and implement. Brimming with passion about restructuring the current recycling industry, his recycling career has evolved from recycling mobile phones, office IT equipment, and progressed to plastic.
He says, “We are all guilty of lambasting plastic but not actually working collaboratively to create solutions. Recycling, if done correctly an opportunity to make a positive change to the world that encapsulates both environmental and social impact gains.”
Laying the foundation of Enviroo Ltd
Enviroo came into existence when Ahmed decided to meet the UN SDGs and create a super-effective
social impact strategy and DNAlevel circular economy approach to bring about change. His industrious team will be creating food-grade polymers to a recognized standard globally.
Every company faces numerous hurdles in its path to success. Enviroo also faced many problems, and the biggest setback was posed by the lack of legislation. However,Ahmed and his tenacious team always strived hard to conquer the macro challenges faced by the industry and focussed on overcoming all the local challenges to make their mark.
The strong teamwork and a good dose of patience paved their way to success and assisted them in getting over all the impediments on the way.
Overview of Enviroo
Ltd
Being an agile and nimble organization, the company stays ready to adapt and react as per the industry changes, and this has offered them an edge over other competitors in a perfect manner. The team at Enviroo always supports as well as interacts with all the industry bodies to be aware of all the upcoming challenges they may face and find relevant solutions beforehand.
Dedicated to making a difference in the world, Enviroo always stays one step ahead with its social impact commitments. They have re-branded to Enviroo and have amalgamated social impact with innovative technology to develop a better environment that is best suited for both current and future generations.
Transforming the Recycling Industry with Enviroo Ltd
Enviroo aims to strike on bringing a shift in the behavioral habits of plastic users so that no plastic gets dumped in the oceans or landfills. The company is responsible for recycling 100% of Polyethylene Terephthalate (PET) plastic waste and creating unity among all the circular economy stakeholders.Also, this change is only possible if the entire landscape of the plastic industry gets ready to bend and people witness the implementation of stringent protocols and regulations in the best way.
Ahmed shares, “Contribution to this growth has stemmed from the belief that Enviroo is providing a long-term solution. When you take a long-term view, growth, and scale, this becomes a very clear process that is both tangible and achievable.”
CEO and Founder, Enviroo
General Manager, Noor Fès
Organic Extra Virgin Olive Oil
Ghizlane Tazi Mouden
Enthusiastic and Forward-thinking
Executive in the Organic Olive Oil Sector
Ghizlane Tazi is a beacon of leadership and innovation in the competitive agri-food sector of the present day. She is the general manager of Noor Fès Organic Extra Virgin Olive Oil and has played a pivotal role in the growth of the company. Due to her passion, experience, and commitment to the profession, her path is an inspiration to all. This article goes deeper into her inspirational path, leadership style, and vision for the future of Noor Fès.
AVisionary Beginning
Ghizlane Tazi's eyes sparkle with excitement when asked what motivated her to become a member of Noor Fès. "What motivated me to join Noor Fès was above all the vision of its creator, Mr. Dakir Berrada," she says. His faith in the product and his serene, systematic approach to building a brand touched her deeply. On top of that, her long interest in the agri-food sector and the value product of extra
virgin olive oil made the decision a simple one.
Ghizlane's experience as a General Manager has been rewarding. With more than two years at Noor Fès, she looks back at her varied career experiences that influenced her business and leadership style. "My tenure as a strategy consultant at McKinsey & Company ingrained in me never to fear grasping a new industry fast," she affirms.
AJourney of Happiness and Growth
For Ghizlane, success is not measured on traditional grounds but by the deep sense of satisfaction and happiness it brings. "Success to me is being contented," she declares with a peaceful smile. This deeply rooted is spent in quality time with those she loves, indulging in her self-interest, such as yoga, and seeing her children thrive and grow.
"Working part-time and being new to the industry, it is obviously thanks to the support of my teams and the unconditional commitment of Mr. Berrada that everything I try to undertake becomes possible.”
"As long as I am learning something new every day and also sharing it with others, then I'm okay," is how she reacts, showing the way, she nurtures learning and acquisition.
Yet success was not reached without a struggle for her. She underwent a phase of uncertainty and discontentment before arriving at Noor Fès. "I was getting nowhere, looking for myself," she candidly confesses. It was a time in her life for searching and reflection.Arespite from professional life gave her the liberty to reflect and redefine her professional aspirations.
Mastering Multiple Hats
As General Manager of Noor Fès, the role is anything but one-dimensional. Seamlessly jumping between a series of responsibilities, each with its own set of skills and information, is simply part of the daily routine. From product development to spearheading marketing campaigns and managing human resources, the role is very multi-faceted.
Even with the scope of responsibilities, distribution is paramount. There is a firm dedication to strengthening Noor Fès's grip on the Moroccan market and aggressively penetrating overseas
markets such as the U.S. and the UK. "We need to make it a success story so the brand can grow and develop," she says firmly. This vision and tenacious persistence are the secret to navigating the difficulties of global markets and ensuring the brand's long-term growth and success.
IlluminatingAfricanAgriculture:A Vision for Organic Excellence
"Morocco is one of the world's largest producers of olive oil, but nobody else knows this except us," she says. By highlighting Noor Fès as a successful Moroccan brand, that is capable of producing top quality product, and competing with the most
“There are already many producers of great products in the Maghreb and Africa, but they don't necessarily dare to highlight their brand and origin. As a result, they often end up being suppliers for European brands that use their products and sell them under private labels.”
prestigious Spanish, Italian and Greek olive oils, she wants to encourage otherAfrican producers to do the same, and is on a quest to give Morocco and the continent global visibility.
Her dream goes far beyond Noor Fès itself; it has a larger target of changing perception and inspiring the rest of theAfrican agrifood brands to step into the global limelight. Through this action, she aspires to form a ripple that will raise the whole agricultural chain inAfrica in the global agenda, aiming to showcase that the continent possesses the natural resources and the capability of producing world-level organic products.
Milestones and Empowerment
Looking back on her career milestones, Ghizlane is proud to have revived the Luxury Business Unit of GroupeAksal. "It was extremely loss-
making when I took charge of it," she says. She turned the unit around with planning, acquiring franchise contracts with high-end brands. That success established her as someone capable of initiating transformation and delivering first-class results.
She is in the process of going Noor Fès global, and she does this with great enthusiasm. International expansion and a global footprint for Noor Fès are a testament to her vision and leadership.
Finding the Ideal Balance
In the competitive business environment, a balance between professional and personal life is very much feasible. Ghizlane Tazi, however, considers it both a necessity and an aspiration. "Personal life comes first," she declares firmly. Having spent years working and traveling around the clock, she deliberately changed direction.
Working part-time these days, Ghizlane gets to spend time with her family and enjoy the moments most precious to them. Having the freedom to concentrate on her own interests, especially sports, is a respite to her.
Conclusion
The inspiring tale of Ghizlane Tazi's drive, vision, and ingenuity with Noor Fès Organic Extra Virgin Olive Oil is told. Because of her commitment to the industry, strategic thinking, and focus on quality, Noor Fès is a significant force in the agri-food sector.As she continues to grow the company and impact the industry, her experience inspires upcoming leaders and entrepreneurs.
Managing Director, Skylink Group
Navigating the Skies of Success An Insightful Journey with Moustafa H. Khataw
In the dynamic world of travel and tourism, few names resonate as profoundly as Moustafa H. Khataw. With a career spanning nearly three decades, Moustafa has not only witnessed but also significantly contributed to the evolution of the industry. As the Managing Director of Skylink Group Tanzania, his leadership and vision have propelled the company to new heights. His role as President of theAssociation of Eastern & SouthernAfrica TravelAgents (AESATA) and Associate Director of the United Federation of TravelAgents' Associations (UFTAA) underscores his influence and commitment to shaping the future of travel in the region.
This article delves into Moustafa's journey, his guiding principles, and the innovative strategies that have cemented Skylink's position as a leading travel Management Company in Tanzania.
APassion for Travel
Moustafa H. Khataw's journey in the travel and tourism industry began with a deepseated curiosity and love for exploring new cultures and places. “From an early age, I
was captivated by the idea of experiencing the world beyond my immediate surroundings,” he explains. This passion for travel has evolved over the years, shifting from personal exploration to creating exceptional experiences for others. Moustafa emphasizes the transformative power of travel, noting how it broadens perspectives, fosters connections, and enriches understanding.
Over the years, Moustafa's enthusiasm for travel has embraced the evolving aspects of the industry, such as sustainable tourism and digital advancements. “My journey in this industry has been as much about personal growth as it has been about professional achievements,” he asserts, highlighting the endless opportunities for exploration and innovation that continue to inspire him.
Guiding Principles of Leadership
At the helm of Skylink Group Tanzania, Moustafa's leadership is anchored in core values: integrity, customer-centricity, innovation, and sustainability. “Integrity is fundamental to everything we do,” he asserts. This commitment to transparency
and honesty has built essential trust and credibility. Customer-centricity drives Skylink's dedication to exceptional service, while innovation keeps the company ahead of industry trends. Sustainability reflects a responsibility towards the environment and local communities, aligning with global trends and resonating with clients and partners. These principles have been crucial in shaping Skylink Group Tanzania's growth and success.
Skylink Group Tanzania's longevity and success in the competitive travel industry can be attributed to several key factors: commitment to excellence, adaptability, deep local knowledge, strong ethical foundations, and investing in people. “Our focus on providing outstanding customer service has built a strong reputation,” Moustafa notes. The company's ability to adapt and innovate, coupled with a deep understanding of the Tanzanian market, has set it apart from competitors.
“Integrity and transparency in our operations are fundamental to building and maintaining lasting relationships,” Moustafa asserts. Investing in the professional development of employees has also been crucial, fostering a culture of excellence and innovation that ensures Skylink continues to deliver top-notch service.
Balancing Multiple Roles
In addition to his role at Skylink, Moustafa is actively involved in various organizations, including the Tanzania Private Sector Foundation and the Tourism Confederation of Tanzania. “Through my roles in
TPSF and TCT, I gain a deeper understanding of the challenges and opportunities facing the private sector and the tourism industry at large,” he explains. Balancing these responsibilities requires careful time management and clear prioritization.
Moustafa relies on a skilled and dedicated team at Skylink to manage day-to-day operations, allowing him to focus on his broader industry roles. “By empowering my team and delegating effectively, I ensure that both Skylink and my external responsibilities receive the attention they need,” he states.
Navigating Challenges
The travel industry faced unprecedented challenges during the COVID-19 pandemic, and Skylink was no exception. Moustafa highlights the severe decline in travel demand, financial strain, and the need to maintain team morale as significant challenges. “We quickly pivoted our focus to domestic travel and local experiences,” he recalls. By promoting local tourism and implementing cost-saving measures, Skylink navigated the downturn and emerged stronger. The experience reinforced the importance of adaptability and proactive planning.
“Transparent and proactive communication helped build trust and loyalty during uncertain times,” Moustafa explains. Strengthening partnerships and collaborating closely with suppliers, local businesses, and industry organizations were also crucial strategies that helped Skylink navigate the challenges of the pandemic.
Promoting Tanzanian Tourism
As Chairman of the Tourism Confederation of Tanzania, Moustafa has championed several initiatives to promote tourism in the country. These efforts include advocating for sustainable tourism practices, improving infrastructure, capacity building, policy advocacy, and community engagement. “Our emphasis on sustainability has enhanced Tanzania's reputation as a responsible travel destination,” he asserts. These initiatives have collectively contributed to the growth and resilience of Tanzania's tourism sector.
“By organizing training programs, workshops, and certification courses, we have elevated the quality of service and created a more knowledgeable workforce,” Moustafa explains. Engaging and supporting local communities has also been a key focus, ensuring that the benefits of tourism are shared with local populations and contribute to their economic development.
StayingAhead of Trends
Staying ahead of industry trends and embracing new technologies is crucial for Skylink Group. Continuous market research,
adoption of cutting-edge technology, personalization through data analytics, agile adaptation, and feedback-driven improvements are key strategies. “We invest in thorough market research to stay informed about the latest trends and
consumer preferences,” Moustafa explains.
Moustafa emphasizes the importance of leveraging data analytics to personalize travel experiences for clients. “By analyzing booking
patterns, preferences, and feedback, we can tailor recommendations and offers to meet individual needs,” he notes. This approach not only enhances the customer experience but also helps Skylink stay competitive in a rapidly evolving industry.
Financial Management and Strategic Planning
Moustafa's approach to financial management and strategic planning at Skylink is comprehensive and data-driven. Integrated financial planning, strategic resource allocation, data-driven decisionmaking, risk management, stakeholder engagement, innovation, and ethical considerations are central to his strategy.
“Effective financial management starts with a solid financial plan that aligns with our strategic goals,” he notes. This approach ensures Skylink remains agile, financially sound, and well-positioned for sustainable growth.
Moustafa also highlights the importance of scenario planning and diversification in managing financial and operational risks. “Developing various financial scenarios helps us anticipate potential challenges and opportunities,” he explains. By diversifying revenue streams and markets, Skylink reduces dependence on any single source of income or market segment, ensuring business continuity and resilience.
Future Goals
Looking ahead, Moustafa's long-term goals for Skylink Group and the broader Tanzanian travel industry
International Perspective
Serving as the Honorary Consul of the Slovak Republic in Tanzania has provided Moustafa with a unique international perspective. This role has enriched his strategic vision, enhanced cross-cultural communication, strengthened international networks, and inspired the adoption of global best practices. “My role as Honorary Consul has broadened my understanding of global economic and political dynamics,” he explains. This perspective has significantly shaped his approach to business
and leadership.
Moustafa emphasizes the importance of international collaboration and cooperation. “Engaging in cross-border initiatives and participating in international travel forums enhance our global reach and contribute to our ongoing growth and success,” he asserts. Exposure to international standards and practices has also inspired Skylink to integrate advanced technologies and embrace sustainable practices, ensuring the company remains competitive on a global scale.
focus on sustainable growth, innovation, and enhancing global position. Expansion and diversification, promoting responsible tourism, technological innovation, strengthening industry partnerships, global marketing, and investing in workforce development are key priorities. “Our commitment to innovation, sustainability, and global engagement will drive our efforts to enhance Tanzania's position as a leading travel destination,” he asserts.
Moustafa also highlights the importance of fostering collaborations and participating in industry forums. “By engaging with local businesses, international partners, and tourism boards, we can enhance our offerings and expand our network,” he explains. These efforts will ensure Skylink continues to deliver exceptional travel
experiences and contribute to the growth and development of the Tanzanian travel industry.
Conclusion
Moustafa H. Khataw's journey in the travel and tourism industry is a testament to his passion, vision, and unwavering commitment to excellence. His leadership at Skylink Group Tanzania and contributions to the broader industry have left an indelible mark.As he continues to navigate the skies of success, Moustafa remains dedicated to creating exceptional travel experiences, promoting sustainable practices, and driving the growth and development of tourism in Tanzania.
CEO, Silverline
Building with Purpose: The Steadfast Vision of
Robson Olivera
Kestutis Pagalys
A Dynamic CEO Leading with Expertise and Efficiency
Kestutis Pagalys is an experienced CEO at Servermall, with a strong background in management and leading teams across various organizational levels. In his current role as Director - B2B, he actively contributes to the company's project management strategies and plans, overseeing the entire operation encompassing sales, e-commerce/sales management, services, and pricing/invoicing. His expertise lies in building and managing high-performing teams that cater to diverse client needs, with a focus on ensuring customer satisfaction and fostering repeat business.
Kestutis effectively balances his CEO responsibilities with hands-on involvement in procurement activities. His day typically starts by reviewing emails and setting priorities for himself and the staff.
The fast-paced and demanding nature of his role requires him to be prepared for unexpected challenges and make the most of every minute. Kestutis thrives on the need to be both creative and technically proficient, leveraging these qualities to drive success in his position.
Throughout the day, Kestutis diligently oversees operations, with a particular emphasis on ensuring the timely dispatch of prepared orders. This underscores his commitment to efficient execution and meeting customer expectations.
Rediscovering Passion and ProfessionalAspirations
Kestutis' career journey before joining Servermall was characterized by unexpected turns. Initially working as an IT technician, he later transitioned to a sales role at Fujifilm. Although he achieved success in sales
and eventually became a commercial director, Kestutis realized that sales was not his true passion. This realization marked the beginning of his return to the IT field.
His path back to IT included a position as an IT manager at a government exhibition center. While
some may perceive his career path as convoluted, Kestutis believes that these experiences have actually reinforced his beliefs and professional aspirations. The twists and turns have provided him with valuable insights and a deeper understanding of his own goals and aspirations.
Building Trust and Unity
Kestutis believes that the most significant achievement for a business leader is establishing a trustworthy team. In order to foster unity, individuals must feel valued and understand the purpose behind their actions. It is crucial for the team members to collaborate harmoniously. Rather than competing for individual success, they should strive to be part of a supportive community. Kestutis does not subscribe to the notion of transforming work into an amusement park, as he believes that work should provide a healthy level of challenge to drive progress. However, it is important to recognize that people have diverse preferences, and this approach may not be suitable for everyone, including potential employees. Hence, Kestutis and the HR manager have the responsibility to find a middle ground that satisfies both the company's requirements and the employees' needs.
Perspective on Leadership, Mental Barriers, and Effective Communication
According to Kestutis, the presence of challenges is what makes work interesting and engaging. He believes that leaders do not emerge in environments devoid of problems. From his personal experience, he has found that the most formidable obstacles often stem from individuals' own mental barriers. Egos and internal limitations can hinder progress and prevent these barriers from being dismantled. It is not only one's personal challenges that need to be addressed but also those present in the minds of the people one interacts with on a daily basis.
Effectively communicating with others is yet another challenge that Kestutis emphasizes. Skillful
communication plays a crucial role in ensuring that everyone involved benefits from the interaction. By navigating these challenges adeptly, leaders can foster a conducive environment for growth and success.
Success through Exceptional Services
Servermall, a Lithuanian company, specializes in selling refurbished servers throughout Europe. It provides a wide selection of servers suitable for various tasks, offering a comprehensive range of IT equipment. With a strong focus on customer satisfaction, Servermall not only guarantees the highest quality of refurbished equipment but also strives to deliver exceptional service. From assisting customers in equipment
selection to ensuring prompt delivery and providing post-sales support, the company aims to set new standards in terms of both product quality and customer service.
As a trusted distributor and supplier of server and networking equipment, Servermall caters to the diverse needs and budgets of its customers by offering both brand new and refurbished options. The company's extensive services include remote or on-site support and maintenance, accompanied by a generous 5-year warranty on all products. Leveraging years of experience in refurbishing servers and possessing comprehensive knowledge of every component, Servermall fearlessly embraces projects of any complexity, demonstrating its expertise and
dedication to meeting customer requirements.
The success of Servermall can be attributed to its exceptional workforce and a distinct, yet courageous vision. The foundation of this achievement lies in a simple yet crucial formula, where each component plays a vital role.At Servermall, the management adheres to a people-centric approach that encompasses both employees and customers.
Internally, this approach entails understanding and accommodating the challenges faced by colleagues when encountering difficult tasks, ensuring that their situations are addressed without compromising overall productivity. Externally, Servermall demonstrates maximum
flexibility in resolving customer issues, whether they pertain to technical solutions, delivery logistics, support, or other aspects.
By establishing clear objectives, Servermall upholds high levels of quality and transforms numerous ambitions into reality. This unwavering commitment to clarity empowers the company to fearlessly undertake new projects, leveraging its expertise and resources to deliver exceptional outcomes.
While it currently provides free shipping across the EU, Servermall is steadily expanding its reach beyond Europe to connect with new customers inAsia and the Middle East.
Approaching to Supplier Collaboration
Kestutis, like many others in the IT industry, acknowledges the abundance of talented individuals and wonders if he has made any notable contributions. His approach to working with suppliers revolves around a modified win-win strategy. By prioritizing his company's needs
and goals, Kestutis adopts a selective approach when it comes to potential partners, a cautious stance influenced by past unfortunate experiences. The presence of reliable suppliers brings about significant time savings, allowing him to focus on productivity rather than spending countless hours negotiating minor discounts. While this approach may not be universally applicable, it proves particularly effective in the dynamic IT industry, characterized by fluctuating prices, demand, and availability. Establishing early communication with new suppliers can be challenging, as it sometimes takes up to two years to reach mutually beneficial terms, despite the fact that we are constantly trying to speed up and start processes as early as possible. However, partners who share a similar mindset and perspective appreciate the way Kestutis conducts his business, finding it suitable for their own endeavors.
Navigating Servermall's Global Expansion Journey
Kestutis believes that Servermall has promising prospects as a rapidly growing market player. The
company's ultimate aspiration is to achieve a global presence. While Servermall primarily operates within Europe, it is actively expanding its reach towards the east, gradually integrating into the Middle East and SouthAsia. This expansion wouldn't be possible without the invaluable support and collaboration of its local partners in these regions. These partnerships play a vital role in facilitating Servermall's entry into new markets and establishing a strong foothold beyond its European origins. He says, “The European market is now challenging us every day with piles of jobs to be done. But we are doing well, as our sales statistics show.”
As a leader, Kestutis recognizes the importance of efficiently scaling processes and seeks guidance on how to achieve this goal. When a company reaches a certain level of maturity, it may appear to operate smoothly without requiring additional effort. However, during the transitional phase, critical decisions need to be made regarding what aspects of the business to expand, when to expand, the appropriate size of expansion, and how to execute the expansion effectively. This journey of scaling is both lengthy and fascinating. It is important to note that each individual and company follows a unique path, making it challenging to provide definitive advice on what actions to take. Kestutis can only speak from personal experience and perspective. In his case, ambition, a human approach, self-discipline, and a desire to delve into the core of matters have proven invaluable. These qualities have allowed him to navigate challenges, maintain resilience over an extended period, and minimize susceptibility to manipulation.
CEO and Founder, Prime Owners Association Management Services
Lynne Akkawi
A persistent and determined leader booming and being an inspiration in the real estate industry
Success does not just come and find you, you have to go out and get it. LynneAkkawi, Founder & CEO of Prime Owners Association Management Services believes that success is an individualistic virtue for most people and depends on a case-by-case basis, which makes it hard to quantify most of the time. However, she says that success for her is about being happy and fulfilled in life and doing what she loves. It's also about making a positive impact on the industry where she has devoted her time, energy, and passion. “Additionally, I feel that success should never be a static target and it grows along with your ambitions and maturity,” states Lynne.
Leading a company to success isn't an easy road to take
“Starting PAM wasn't so much a leap of faith but a natural progression in my career,” says Lynne. While growing up she always looked up to her father who built and ran his own business. He always nurtured their
entrepreneurial spirit and encouraged them to get out of their comfort zone, by pushing them to try new things. Lynne has always tried to live by these principles, so when RERA(Real Estate RegulatoryAgency) in Dubai released the first guidelines which govern the jointly owned properties in Dubai, she jumped at the opportunity to become one of the first companies in the community management space. However, building PAM was easier said than done and she certainly faced many challenges getting it to the size it is today.
Big success does not come without big challenges
With PAM being one of the early debutants to come out after guideline Law No. 27 of 2007, there were many roadblocks and challenges they needed to overcome before they made their name a mainstay in the market. In the beginning, it seemed like they had to fight for every inch of progress and growth. From the outset, developers did not want to work with them and they struggled to get building contracts. When they finally
signed their first contracts, they had to acclimate owners to their new rights and obligations under the regulation, which brought along with-it teething issues.
“In addition to all those challenges, being a woman in an industry dominated by men made me feel like an outsider and I felt like I had to work twice as hard as my peers,” she says. However, with the authorities' support and guidance (specifically RERA), these challenges became smaller as the years passed and Lynne learnt that no matter how tough things can get, persistence always pays off.
PAM's contribution in redefining OAspace
Lynne strongly attributes their successful growth to its data-driven approach relation to problem-solving. She claims they recognized early on that incorporating IT technologies in their company workflow eased the burden on staff allowing them to enhance communications internally and
Pioneering Digital Marketing Education in the Middle East: The Journey of Elie Sarkis
In an era where digital transformation shapes the business landscape, leaders who harness the power of digital marketing stand out. One such luminary is Elie Sarkis, the CoFounder and Managing Partner of Intoact International.
Recognized as one of the "Middle East's 10 Most Influential Business Leaders, 2024," Sarkis shares insights into his professional journey, vision, and the innovative strides his company is making in digital marketing education and consultancy. His leadership exemplifies how strategic foresight and dedication to continuous learning can drive significant industry advancements.
AJourney of Continuous Learning and Innovation
Elie Sarkis's journey in digital marketing has been characterized by continuous learning and adaptation. Reflecting on his professional
background, he remarks, "From the beginning, I quickly realized the vast potential of digital strategies in transforming businesses. However, there was a significant gap in practical learning when it came to digital marketing." Through years of trial and error, Sarkis honed his skills in various aspects of digital marketing, including online strategy, social media marketing (SMM), search engine optimization (SEO), ecommerce, and more.
Apivotal milestone in his career was the co-founding of Intoact International, a digital marketing training and consultancy company. Sarkis emphasizes, "Our mission is to equip the marketers of tomorrow with the necessary skills to make a significant impact in the digital marketing landscape."As the Managing Partner, he has focused on delivering practical and applied training programs that generate awareness, engagement, leads, and sales.
Vision for Growth and Impact
Sarkis's vision for Intoact International is ambitious yet grounded in a deep understanding of the market needs. "My vision for Intoact International is to become the foremost authority on digital marketing education and consulting in the Middle East and beyond," he explains. To achieve this, the company is expanding its course offerings to cover emerging trends and technologies, increasing its online presence, and forming strategic partnerships with industry leaders.
"Our goal is not just to educate but to inspire and empower a new generation of digital marketers," Sarkis asserts. By fostering a culture of continuous learning and adaptation, Intoact International aims to drive positive change and make a lasting impact on the region's digital landscape. The company is also committed to expanding its strategic partnerships with companies looking to upskill their teams in digital
Co-founder and Managing Partner, Intoact International
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SUCCESS
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