Entrepreneur Middle East May 1, 2025 | Design For Life

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DESIGN FOR

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OMAN/ Kanan Khimji, Director, Khimji Ramdas Group P.14

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May 1, 2025 → Maher Mouhajer is

FEATURES

the CEO of Mouhajer International Design and Contracting

P.20

Design for Life

CEO of Mouhajer International Design and Contracting MAHER MOUHAJER, presents the outstanding results of the company he founded back in 1999.

May 1, 2025 / E N T R E P R E N E U R . C O M / 3

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May 1, 2025

CEO Wissam Younane wissam@bncpublishing.net MANAGING DIRECTOR Rabih Najm rabih@bncpublishing.net ART DIRECTOR Simona El Khoury

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EDITOR IN CHIEF Anil Bhoyrul anil@bncpublishing.net MANAGING EDITOR Tamara Pupic tamara@bncpublishing.net FEATURES EDITOR Aalia Mehreen Ahmed aalia@bncpublishing.net REGIONAL DIRECTOR

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Sarah Saddouk sarah@bncpublishing.net GROUP SALES DIRECTOR – B2B GROUP Joaquim D’Costa jo@bncpublishing.net

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and Huma Abedin with Tamara Pupic, Managing Editor, Entrepreneur Middle East.

‘TREPONOMICS P.37 The Harsh Truth

BUSINESS UNUSUAL P.14 Carrying The Baton Forward

KANAN KHIMJI, Director,

Khimji Ramdas Group, on continuing the family legacy in Oman’s business sector.

P.28 The Power of PropTech

Key highlights from the DTEC FORUM powered by Entrepreneur Middle East.

Not every founder should be CEO.

P.39 Building a Growth Engine

How to build something that grows beyond its founder.

ABEDIN’S contributions to women’s empowerment.

P.33 Game On

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SPRIBE, on powering the next evolution in iGaming.

10 / E N T R E P R E N E U R . C O M / May 1, 2025

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Editor’s Note/ THE UAE IS RANKED NUMBER 5 OF THE GLOBAL AI LIST. IT SHOULD REALLY BE NUMBER ONE.

I

love reading lists. I write quite a few myself. Power lists, influence lists. Top this. Best that. Fastest growing, most sustainable, most admired. Take your pick.

And the beauty of most lists is they are subjective.

Yes, generally based on a certain amount of data, but ultimately, they are the choices and opinions of whoever wrote the list.

Which brings me to the “Stanford’s AI Index Report: Top 10 Global AI Leaders” released last month. The researchers looked at the entire AI ecosystem of a nation, including new job postings in AI, and total funding for AI startups.

The report says the AI market is set to grow at a compound annual growth rate (CAGR) of 36.6% from 2024 to 2030, with estimates suggesting it could reach a value of $243.70 billion by 2025.

And top of the list -surprise, surprise– is the USA. It is followed by China, the UK and India – with the UAE in fifth place. Impressive as that is, I beg to differ. You only had to make a fleeting visit to the inaugural Dubai AI Week 2025, held across multiple Dubai locations including the Museum of the Future and AREA 2071 at Emirates Towers. Not only was it absolutely packed, but

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what really stood out was not the scale of ambition, but the scale of what is actually happening right now.

The highlight to me was the launch of the Dubai AI Academy, a new initiative to promote mainstream artificial intelligence education and advance its adoption across key economic sectors. The Dubai AI Academy forms part of the Dubai AI Campus, the region’s largest dedicated cluster of AI and advanced technology companies, located within the DIFC Innovation Hub. To be developed with support from the DIFC Academy, the initiative aims to position itself as a leading provider of AI training and certification programmes. The Academy will collaborate with global academic institutions including Oxford University’s Saïd Business School, Udacity, and the Minerva Project.

It will offer tailored programmes to equip participants with skills needed to lead in an AI-enabled world. Initial offerings will include ‘AI for Civil Service’, targeting government employees, and ‘Leadership in the Age of AI’, focused on strategic decision-making, ethics, and adaptability in tech-driven environments.

By expanding AI education at scale, the Academy will support Dubai’s ambition to double the impact of AI on its GDP and advance its global competitiveness.

This initiative aligns with the goals of the Dubai Universal Blueprint for Artificial Intelligence (DUB.AI) and reinforces the emirate’s vision to become a global centre for AI, innovation, and technology.

All this means that Dubai – and the UAE – is rapidly advancing its AI programs, and significantly, moving fast into the education side of the industry.

Yes, we can make a list based on the number of jobs advertised. But when it comes to truly adapting and planning for a new world at which AI is the centrepiece, there is a case to be made for the UAE already being the world’s leading nation.

Anil Bhoyrul Editor-in-Chief

IMAGES COURTESY KHIMJI RAMDAS GROUP

→ Kanan Khimji is the Director of Khimji Ramdas Group, an Oman-based family-run business that has been operational for more than 150 years in the Sultanate.

Carrying The Baton Forward

As the Director of Oman-based Khimji Ramdas Group, Kanan Khimji sits at the helm of not just one of the nation’s biggest conglomerates but also over 150 years of the family-run business’ legacy. But the weight of such a rare responsibility has only spurred her on to push the company towards greater milestones.

by AALIA MEHREEN AHMED

14 / E N T R E P R E N E U R . C O M / May 1, 2025

I

n 1870, decades before the nations of Oman and India as we know them today were formed (with the latter still in the early years of British occupation), during one of the many journeys made from their seaside hometown Mandvi in Gujarat, father-and-son merchants Ramdas Thackersay and Khimji Ramdas landed at the Port of Oman. The destination wasn’t new to them- they’d often visited the coastal area of Muscat during their trade expeditions, which also included the East

African trading hub Zanzibar (which, at the time, was ruled by the Sultan of Oman).

However, that particular year, instead of making their way back to Mandvi, the duo decided to stay back at the Port of Oman- a decision that would eventually lead to the creation of the Khimji Ramdas Group, a family-run wholesale business house that completes 155 years of operations this year. Today, as the Group’s fourth-generation Director, Kanan Khimji has taken on the mantle of carrying its legacy forward.

“The values of integrity, entrepreneurship, and community that are inherent in both Indian and Omani culture have had a profound influence on the ethos of Khimji Ramdas,” Khimji says. “Our ancestors came to the shores of Oman in the 19th century as traders, and it was here they found not only opportunity, but also a sense of belonging. Oman has not just been our place of business - it has been our home.

Over the decades, Oman has played a central role in shaping our family’s identity. We’ve been fortunate to witness and contribute to the nation’s incredible transformation. The values of humility, respect for heritage, and forward-thinking stewardship that define Omani society have guided us in both business and life. The trust and goodwill of the nation have been the bedrock of our success.”

Trading Japan and Khimji Ramdas. Other brands the Group operates cater towards end-to-end building and construction-related services and supply, shipping, defense, logistics, as well as travel solutions. Additionally, the group has shipping, commodities, and tourism operations in the UAE, and a prominent presence in India through strategic partnerships with Procter & Gamble, Rolex, Kellogg’s, and Britannia.

To say that Khimji Ramdas Group has cemented itself as a centerpiece in Oman’s growth as a nation wouldn’t be an overstatement. Across four distinct sectors (or “Clusters”, as the Khimji family refers to them) -lifestyle, consumer products, projects and logistics, and infrastructure- the Group operates 40 business verticals, 150 retail outlets, and 400 global and local brands. Among the hundreds of brands within its portfolio include: Netherlands-based SPAR International, one of the largest supermarket chains in the world which has more than 13,623 outlets in 48 countries; premium luxury and lifestyle name brands such as Swarovski, Chopard, Cartier, and Rolex (with the official Khimji’s Watches store being recognized as an Official Rolex Retailer); office furniture, Qatar-based telecom and ICT services provider Ooredoo; Muscat-based events and catering company Helping Hands; health and wellness brand Kaya Skin Clinic (which has 23 branches across Oman, UAE and Saudi Arabia); Godrej & Khimji Middle East, a joint venture between Khimji Ramdas and Mumbai-based Indian conglomerate Godrej Group; and Middle East Fuji Khimji’s LLC, joint venture between marine logistics firm Fuji

“ THE JOURNEY OF KHIMJI RAMDAS IS, IN MANY WAYS, A REFLECTION OF OMAN’S OWN GROWTH STORY,” KHIMJI NOTES. “FROM BEING PART OF THE EARLY DAYS OF COMMERCE TO ACTIVELY SUPPORTING NATIONAL DEVELOPMENT INITIATIVES, OUR TRAJECTORY HAS PARALLELED THE COUNTRY’S RISE AS A DIVERSIFIED AND KNOWLEDGE-BASED ECONOMY. SUPPORTING VISION 2040 IS THUS A KEY PRIORITY!” May 1, 2025 / E N T R E P R E N E U R . C O M / 15

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Profile

WATCHING THE GENERATIONS BEFORE ME LEAD WITH CALM CONVICTION AND A SERVICE-FIRST MINDSET HAS TAUGHT ME THE VALUE OF PATIENCE, EMPATHY, AND ACTIVE LISTENING,” KHIMJI SAYS. “THEIR ABILITY TO EVOLVE WITHOUT LOSING SIGHT OF OUR VALUES HELPED ME IDENTIFY THE BALANCE I MUST STRIKE BETWEEN TRADITION AND INNOVATION.”

I

n terms of scale, our operations reach millions of consumers annually through our retail and fast-moving consumer goods (FMCG) channels alone,” Khimji adds. “We serve both the B2C and B2B segments and are increasingly expanding into digital platforms to enhance customer accessibility and engagement. We’ve seen consistent growth across several divisions- particularly in our Consumer Products, and Projects and Logistics Clusters.

Our target markets remain anchored in Oman and the wider GCC, with select operations extending to India

→ A Khimji

Ramdas General Stores branch during the brand’s early days in Oman.

16 / E N T R E P R E N E U R . C O M / May 1, 2025

and other international markets through brand partnerships and exports. Our FMCG distribution and Retail businesses remain among our most significant contributors in terms of revenue, thanks to longstanding relationships with global principals and a deep understanding of regional consumer behavior. Meanwhile, our Infrastructure and Projects verticals are key drivers of strategic growth aligned with national development goals.”

Indeed, in honoring the Group’s birthplace, Khimji Ramdas Group’s vision has eventually also become aligned with

Oman’s Vision 2040- its government’s national roadmap for the economic and social development of the Sultanate of Oman from 2021 to 2040. “The journey of Khimji Ramdas is, in many ways, a reflection of Oman’s own growth story,” Khimji notes. “From being part of the early days of commerce to actively supporting national development initiatives, our trajectory has paralleled the country’s rise as a diversified and knowledge-based economy.

Supporting Vision 2040 is thus a key priority! Whether through employment and upskilling of Omani talent, investments in technology and

→ In addition to her role as

the Director of KRGroup, Khimji serves on the school management committee at Indian School Wadi Kabir International, and also supports educational initiatives in Oman and abroad, with a focus on expanding access to learning opportunities, particularly for young women and underserved communities.

“ NATURALLY, THERE ARE MOMENTS OF PRESSURE -ESPECIALLY WHEN YOU ARE MINDFUL OF THE REPUTATION AND TRUST THE KHIMJI RAMDAS NAME CARRIES IN THE REGION- BUT I SEE IT MORE AS A CHALLENGE TO

BE EMBRACED THAN A BURDEN TO BEAR.”

logistics, or sustainability-driven initiatives, we are aligning our strategic goals with the national agenda. Our projects and logistics cluster plays a particularly prominent role in furthering Vision 2040, as it supports infrastructure development, logistics efficiency, and global trade integration. Additionally, our consumer products and retail arms foster youth engagement, entrepreneurship, and digital commerce, which are core pillars of the Vision.”

But while it may be easy to be awed by the mammoth scale of the Group’s operations and reach, it is also equally necessary to realize that at any given point in time over the past 150+ years, the responsibility of being at the forefront of the business has always been on one person’s shoulders. It is here, however, that the advantages of a family-run business come to the limelight- for starters, one needn’t look too far for }} May 1, 2025 / E N T R E P R E N E U R . C O M / 17

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Profile

→ Headquartered in Muscat, Khimji

Ramdas Group’s diverse businesses span four clusters: lifestyle, consumer products, projects and logistics, and infrastructure.

Today, its operating companies front the nation with 40 business verticals, 150 retail outlets, and 400 brands.

INNOVATION TO ME IS ABOUT SOLVING REAL-WORLD PROBLEMS MORE EFFECTIVELY, AND DIVERSIFICATION IS ABOUT BUILDING RESILIENCE THROUGH RELEVANCEBOTH CONCEPTS ARE NON-NEGOTIABLE FACTORS AT KHIMJI RAMDAS.” inspiration and guidance. “Watching the generations before me lead with calm conviction and a service-first mindset has taught me the value of patience, empathy, and active listening,” Khimji says. “Their ability to evolve without losing sight of our values helped me identify the balance I must strike between tradition and 18 / E N T R E P R E N E U R . C O M / May 1, 2025

innovation. I have immense admiration for my father, uncles, and cousins, who have grown the business while ensuring it remains a pillar of trust within the community. Their foresight and integrity continue to inspire me every day. One lesson that continues to resonate through generations is: “Stay grounded, no matter how high

you rise.” This sense of humility, along with a deep respect for people at all levels of the organization, has been central to our family’s leadership philosophy.”

But this isn’t Khimji’s first rodeo when it comes to working at the Groupsince 2014, she has led its consumer products cluster, expanding its retail presence and strengthening brand partnerships. In fact, it was this particular role that first brought out Khimji’s business acumen and foresightedness. “Retail expansion decisions are driven by consumer insights, market potential, and brand alignment with our values- we therefore look for partners who share our commitment to quality, sustainability, and long-term growth,” she

explains. “We also focus on understanding evolving customer preferences to keep our portfolio relevant and aspirational. During my tenure, I’ve contributed to the onboarding of several prestigious international brands and the expansion of our premium retail footprint, particularly in the luxury and lifestyle sectors. One initiative I’m particularly proud of is our expansion into digital retail and the successful integration of omnichannel experiences for some of our flagship brands. These steps are helping us future-proof the business while staying close to our consumers.”

Describing her leadership style as “collaborative and adaptive,” Khimji adds that taking up the baton as Director -the Group’s first female one at thathas been an opportunity she has relished so far.

“Carrying forward a 150-year-old legacy is both a responsibility and a privilege,” she continues.

“There is a sense of respect and duty that comes with being part of a business built over generations through resilience, foresight, and a commitment to values. Naturally, there are moments of pressure -especially when you are mindful of the reputation and trust the Khimji Ramdas name carries in the region- but I see it more as a challenge to be embraced than a burden to bear. I believe in empowering teams, encouraging innovation, and aligning tradition

with modernity. And so, while I draw strength from the legacy that precedes me, I also remain firmly committed to shaping a future that is progressive, inclusive, and sustainable.”

sive thinking. Our family has always believed in empowering individuals based on capability rather than convention, and that has been instrumental in sustaining our success across generations.”

Now, Khimji’s clarity in thought can, to a certain extent, be attributed to the culture ingrained within the Group. “The resilience and adaptability of our family business lie in our openness to change, structured succession planning, and respect for both heritage and innovation,” Khimji explains. “We’ve built governance frameworks that support both family involvement and professional management, which has enabled us to evolve without disruption.

As the first female leader, I’ve been supported by a culture that values merit, inclusivity, and progres-

But if this company culture were to be visualized as a sturdy wall, then there have been two immovable bricks that have ensured its longevity: innovation and diversification. “Innovation to me is about solving real-world problems more effectively, and diversification is about building resilience through relevance- both concepts are non-negotiable factors at Khimji Ramdas,” the Director explains. “Both are necessary to remain competitive and impactful in today’s economy. At our Group, we encourage a culture of experimentation while staying rooted in our

values. Innovation doesn’t mean discarding tradition; it means enhancing it with better tools, smarter systems, and newer perspectives. We constantly ask ourselves how we can serve our customers and partners better - and the answers often lie at the intersection of technology, tradition, and trust.”

But even as the Group’s 155-year-old value system drive Khimji’s goals for the future forward, it is also equally influenced by her own unique vision for what the Group could become. “The future of Khimji Ramdas lies in building a more digitally empowered, environmentally responsible, and globally connected business,” Khimji declares.

“We are investing in sustainability, digitization, and talent development to ensure we remain a future-ready organization.

I hope to leave behind a legacy of transformation - one that honors our history while laying strong foundations for the next generation. Ultimately, I want our teams, our partners, and the communities we serve to feel that we’ve not only grown together but grown responsibly. That, for me, would be the greatest success.”

→ A portrait of Khimji Ramdas,

who, along with his father Ramdas Thackersay, sailed to the shore of the Port of Oman in 1870 and set up the Khimji Ramdas Group.

May 1, 2025 / E N T R E P R E N E U R . C O M / 19

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DESIGN FOR

LIFE Maher Mouhajer started his interior design company straight after graduation in 1999. It has grown into one of the most successful firms in the region, with a reputation for flawless quality and cutting-edge technology. b y A N I L B H O Y R U L

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W

e were always thinking out of the box, we always seek excellence through innovative ideas in hotel designs, engineering and architecture and recently in contracting. We try and bring a unique touch to each project,” he says.

From the Club Lounge at the Address Boulevard to the Grand Hyatt Prince Suite, villas in Jumeirah Island to Meydan, the company’s unique touch can be found in some of the region’s most prestigious hotels, villas and commercial properties.

“Our interior designing goes beyond just design and aesthetics. Mouhajer clubs’ architecture, engineering and interior designing bind together to create luxury experiences. Our interior designing presents genuine artistry and modernity.

From heritage designs to contemporary styles,” he says.

Over 400 projects have been handed over, with expansion into Syria, Qatar, Turkey and the UK. With over 2,000 staff, it is currently active in landmark commercial, residential and hospitality projects including the Ritz Carlton Abu Dhabi, The Kempinski Dubai mall, The Grand Hyatt Dubai, Park Hyatt Dubai and a whole sway of villas in District One of MBR City. }}

IMAGES COURTESY DR JANE GOODALL

M

aher Mouhajer has a lot to smile about.

The CEO of Mouhajer International Design and Contracting the company he founded in 1999, is on a roll.

“We transform ordinary residential spaces to luxury homes to create luxury, comfort and magnificence,” he says.

That is an understatement. The company has become game changers when it comes to interior designing, bringing perfectly executed residential and commercial interior solutions.

Mouhajer Design is now at the forefront of international interior designing, having successfully completed world class projects across the region.

“ We were always thinking out of the box, we always seek excellence through innovative ideas in hotel designs, engineering and architecture and recently in contracting. We try and bring a unique touch to each project.”

→Maher Mouhajer is the CEO of Mouhajer International Design and Contracting

May 1, 2025 / E N T R E P R E N E U R . C O M / 23

“At first it was very hard; I almost had no means to fund this operation. I am from a middle-class family and my dad passed away when I was still at university. With will and determination I made a plan, and I literally worked every day and night to make it happen. My focus was on building a good reputation. For people to trust you, reputation is everything. Handing over projects on time, and with flawless quality. That’s what you must do.”

For Mouhajer, no project is too small, too big, too complex, or too ambitious.

“To me the reason for success is I’m passionate about what I’m doing. I studied something that I love and my dream after graduation was to launch a company. I also aspired for this company to be on the international stage, 24 / E N T R E P R E N E U R . C O M / May 1, 2025

and that’s what we have been able to do,” he says.

One of the key reasons the company has stayed ahead of the curve is it has expanded into construction, with a dedicated contracting arm. When it comes to hotels, Mouhajer doesn’t just do interiors – structural engineering,

MEP, architecture and furniture design – it has pretty much become a one stop shop.

It helps that the interior design market in the UAE alone is estimated to be worth around US$13 billion a year, and on track to cross US$18 billion by 2032, according to Verified

Market Research data.

Dubai, with rapid urbanization, luxury real estate development and growing investment in creative industries, is fueling much of the growth.

Globally, the interior design industry is valued at US$145 billion, rising to US$248 billion by 2034.

These are big numbers which means not only is this a lucrative industry to operate in, but staying ahead of the pack is also key. When it comes to risk taking, innovation and constant and evolving creativity, you get the sense that Mouhajer is at the forefront. }}

May 1, 2025 / E N T R E P R E N E U R . C O M / 25

THERE IS NO DOUBT THAT THIS MARKET IS GROWING FAST, ESPECIALLY LAST FIVE YEARS IN GCC AND MORE SO IN DUBAI.”

He explains: “There is no doubt that this market is growing fast, especially last five years in GCC and more so in Dubai. We are always looking to do something different, and we introduced technique of using wide glass instead of walls and windows. In the UAE, people are often escaping the sun and always try avoiding it. So, we dared to bypass this convention and decided we will use wide glass instead of walls. We believed this was the future, and now it is something all other companies are doing.”

As for Mouhajer’s own personal favorite style of design, he says he is drawn more towards contemporary and art deco style.

“But in recent years I have been focusing more on modern designs, that is my new passion. But at the end of the day, the client always has his own ideas, so we try

↓ "In recent years, I have been focusing

more on modern designs, that is my new passion."

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to align with him, with our ideas, and give guidance. What matters is at the end of the day they are satisfied with the results.”

Not one to stand still, he is also closely studying artificial intelligence and how it can be adapted to his businesses. He has sent some of his executives to South Korea, China, and Japan so they are up to speed on the very latest technologies.

In fact, when it comes to teamwork – and choosing the right people – this it seems is another field in which he really excels.

“Building a truly passionate and expert team is less about difficulty and more about a deliberate journey! It’s not something that happens overnight, but rather a continuous process of nurturing talent and fostering a shared sense of purpose. Think of it like cultivating a

vibrant garden. You need to carefully select the right seeds (talented individuals), provide fertile ground (a supportive and growth-oriented environment), and consistently tend to them (offer opportunities for learning and development).

Sometimes, you’ll find naturally enthusiastic sprouts, while others might need a little more sunshine and encouragement to truly blossom,” he says, adding: “The real magic happens when individual passions align with a common mission. When people feel deeply connected to what they’re doing and see how their expertise contributes to a larger goal, that’s where you find that incredible drive and dedication.

So, while there are certainly challenges in finding the right people and creating the right culture, the rewards of having a passionate expert team – the innovation, the dedication, the sheer energy – are absolutely worth the effort. It’s an ongoing investment, but one that yields remarkable returns.”

The sheer size and scale of the company, and the range of projects and services it is involved in, are more than enough proof of remarkable returns. But for Mouhajer himself, although he is now at the top of the tree, it wasn’t always this way.

“At first it was very hard; I almost had no means to fund this operation. I am from a middle-class family and my dad passed away when I was still at university,” he says, adding: “With will and determination I made a plan, and I literally worked every day and night to make it happen. My focus was on building a good reputation.

For people to trust you, reputation is everything.

Handing over projects on time, and with flawless quality. That’s what you must do.”

And that is exactly what he is doing.

May 1, 2025 / E N T R E P R E N E U R . C O M / 27

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Events

Unlocking the Future:

The Power and Potential of PropTech Dtec Forum powered by Entrepreneur Middle East

T

he recent Dtec Forum by Dubai Technology Entrepreneur Campus and Entrepreneur Middle East, entitled “Unlocking the Future: The Power and Potential of PropTech”, brought together public and private sector leaders to help SMEs and startups understand the potential of proptech innovation.

Badr Buhannad, Chief Corporate Support Officer, Dubai Integrated Economic Zones Authority, talked about how Dubai Integrated Economic Zones Authority supports the growth of proptech innovation, while Dr Mahmoud AlBurai, Director, Dubai Land Department, explained how Dubai fosters a regulatory environment that enhances the efficiency, sustainability, and accessibility of its real estate sector.

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In the ensuing panel discussion, Mohammed Omar Khan, Principal, Oraseya Capital, and Jonathan Lahyani, General Partner, The Lab Ventures, shared how venture capital funds approach building, funding, and scaling the next big proptech breakthrough.

The attendees also learned more about some of Dubai’s most innovative proptech enterprises Property Finder, Silkhaus, Protender, Prop.AI, and Takeem.

Karim Helal, Founder & CEO, ProTenders

Himanshu Niranjani, CTO, Property Finder

Pooja Vithlani, co-founder and CPTO, Takeem

Peter Grieg May, COO, Silkhaus

Ranime El Skaff, Co-founder, Prop-AI

Dr Mahmoud AlBurai, Director, DLD, and Badr Buhannad, Chief Corporate Support Officer, Dubai Integrated Economic Zones Authority.

May 1, 2025 / E N T R E P R E N E U R . C O M / 29

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Chronicling and Creating Change Mika Brzezinski and Huma Abedin advise women to own their worth, unapologetically. b y TA M A R A P U P I C

I IMAGE COURTESY OF ROMY RAINER

t is hard to imagine that Mika Brzezinski, a seasoned journalist who became a household name as a “Ground Zero” reporter during the September 11, 2001, terror attacks in New York City, or who has interviewed prominent US politicians as a co-host of the MSNBC television show Morning Joe, once struggled with self-confidence. “My parents were very supportive, and yet I found myself at one point in my career where I was having trouble expressing my value,” Brzezinski tells me in Abu Dhabi in early March. “I thought, ‘My goodness, if I struggle, it must not just be me.’ I looked around and I noticed it was a universal problem. I had problems negotiating my own contracts, problems advocating for myself at work, and I realized it actually poured over even into my life. Getting value back in a relationship is something women should expect and many of us don’t. We apologize our way into relationships or apologize our way into negotiations.”

→ Mika Brzezinski

and Huma Abedin with Tamara Pupic, Managing Editor, Entrepreneur Middle East.

May 1, 2025 / E N T R E P R E N E U R . C O M / 31

In 2011, Brzezinski wrote the bestseller book “Know Your Value: Women, Money, and Getting What You’re Worth,” giving candid advice based on her own experiences of being underpaid. Then, in 2015, she launched the “Know Your Value movement” to help women recognize their personal and professional values and advance in their careers. Partnering with Forbes in 2020 led her to create its first-ever 50 over 50 list, celebrating 50 women who have achieved extraordinary success later in life, and eventually to hold annual women’s empowerment events in the UAE capital of Abu Dhabi.

“You [as a woman] need to know your value and communicate it effectively.

That’s the bottom line,” Brzezinski points out. “We can control how we communicate effectively, but many women leave that to others to do for them. Or they think, ‘Well, this is the way I do it.’ No. Practice.

Develop a voice. Look at how you look when you’re talking.

Look at how you intonate when you’re speaking. What’s the tempo of your voice? How can you use your voice and your words more effectively?

What about eye contact? All these things actually seem so simple, but for some women, they’re really hard, and I love sharing with women tangible advice that they can take home and use the next day because it is simple. But somebody sometimes needs to give you the permission.”

Sitting with us is Huma Abedin, the longtime aide to former US Secretary of State Hilary Clinton, and the author of “Both/And: A Life in Many Worlds,” a memoir that

chronicled her life from being raised in an Indian-Pakistani household in both Saudi Arabia and the US where she later on built a prominent

hired to be a speech writer.

You’re very good.’ The man would respond and say, ‘Great. I want the job.’ You’d go to a woman and say, ‘I

“ IF IT’S ABOUT MONEY OR ABOUT WHAT WE [WOMEN] NEED IN A RELATIONSHIP FOR OURSELVES, WE LOSE OUR VOICE, WE SELF-DEPRECATE, WE APOLOGIZE OUR WAY INTO THE CONVERSATION, AND WE DEPRECIATE IN REAL TIME. THAT’S THE PART THAT I KNOW NEEDS TO BE TURNED AROUND. NOBODY’S GOING TO DO IT FOR YOU.” career in public service and national politics. Her story of personal empowerment echoes the same sentiments.

“Even though I was surrounded for years by other women who supported me, lifted me up, I was very used to being behind the scenes and doing things very quietly,” Abedin says. “When I was growing up in politics, we would tell jokes about when we would be promoting men and say, ‘You’re going to be

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want to promote you and make you speech writer.’

The woman would say, ‘Well, I’m not really sure if I’m ready.’ So I really give credit to the woman sitting next to me for forcing us to say the things that men just say automatically and naturally, and that is actually unnatural for many of us to be forced to do something we’re not sure we’ll be good at.”

Brzezinski points out to one

particular issue that women have been facing for far too long - a belief that talking about money negotiating a salary or asking for a raise - is taboo.

“We are great negotiating for our partners, our husbands, our kids. My gosh, we’re ferocious. For our friends, we are right there,” she explains. “But all of a sudden, if it’s about money or about what we need in a relationship for ourselves, we lose our voice, we self-deprecate, we apologize our way into the conversation, and we depreciate in real time.

That’s the part that I know needs to be turned around.

Nobody’s going to do it for you.”

To the next generation of women seeking to excel in life and career, Brzezinski advises patience. “I think there’s no clock anymore. It all used to be around the biological clock, but now science and acceptance allows you to reach your dreams in different ways, if need be,” she explains. “But also the fact that we’re taking good care of ourselves, healthcare has improved, we’re living longer, and we are able to contribute for a much longer time. In fact, you could tell the younger women, relax, take your time, do your learning, raise your family. All these things are going to make you more valuable later on.”

And to the over 50, “We’re the most desirable hire out there,” she concludes. “We are completely unencumbered. We’re really confident. I’ll just say that.”

Game On: Powering the Next Evolution in iGaming As iGaming evolves, a new wave of innovation is pushing the industry to new heights b y E N T R E P R E N E U R U K S TA F F

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avid Natroshvili built SPRIBE by outpacing the competition with bold decisions, sharp strategy, and a relentless focus on the long game. With the recent launch of SPRIBE’s Broadway Platform, the company continues to disrupt the industry, all while staying true to the values that have guided its growth.

A leadership built on integrity and adaptability For Natroshvili, the entrepreneurial journey has been defined by three core values.

“Integrity, adaptability, and long-term thinking have been central to my journey,” he says. These principles are not just abstract ideals; they are embedded in the leadership culture at }} May 1, 2025 / E N T R E P R E N E U R . C O M / 33

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WE’VE ENGINEERED IT FOR PERFORMANCE, SCALABILITY, AND REAL-TIME INSIGHTS - SOMETHING THE MARKET DESPERATELY NEEDED,”

SPRIBE. “I believe in building with purpose, not just speed,” he adds, explaining that the company values sustainable innovation over short-term wins. The team at SPRIBE is encouraged to take ownership at every level, fostering an environment where fast-paced growth doesn’t mean sacrificing quality or cutting corners.

This culture of empowerment has become a defining feature at SPRIBE, allowing the company to navigate the complexities of the ever-evolving iGaming industry.

Broadway: Reimagining the iGaming platform The most recent manifestation of SPRIBE’s innovative spirit is the Broadway Platform. The platform offers a comprehensive sportsbook and casino suite that Natroshvili believes sets a new benchmark in the industry. “Broadway is a response to a market that’s grown in complexity but lacks streamlined solutions,” he notes. At its core, the platform is designed to unify premium casino content with a fully integrated sportsbook, delivered through a modular system

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that prioritises speed and efficiency. “We’ve engineered it for performance, scalability, and real-time insights something the market desperately needed,” Natroshvili explains.

But Broadway is more than just a product. “Our goal is to redefine what operators expect from aggregation: not just access to content, but actionable data, flexibility, and operational efficiency,” he adds. This vision for the platform is grounded in the company’s long-term focus and commitment to sustainable innovation

- principles that have been consistent throughout its journey. Broadway exemplifies Natroshvili’s belief that innovation must solve real-world problems and provide scalable solutions.

“Broadway isn’t just a product - it’s a futureready infrastructure for the next wave of iGaming growth,” he states.

Innovation: Driven by data and collaborative input At SPRIBE, Natroshvili drives innovation by empowering teams from the ground up. “Innovation at SPRIBE is bottom-up and datainformed,” he explains.

The company listens closely to its partners and closely analyses player behavior, using data to guide the development of new products. This creates an environment where creativity and practicality work in tandem. “We encourage our team to test bold ideas without fear of failure. But we always stay grounded,” Natroshvili emphasises. Every new feature or product must solve a tangible problem and be deployable at scale - ensuring that each iteration of SPRIBE’s offerings maintains both its originality and its performance edge.

The development of products like Aviator and Broadway reflects this philosophy. Both products have been designed to meet the changing demands of the market while remaining aligned with SPRIBE’s vision for

the future of iGaming. “Balancing creativity with practicality comes down to timing,” says Natroshvili.

“We give space for experimentation, but we’re ruthless about focus when it’s time to deliver.”

Fragmentation: The industry’s biggest challenge As the global iGaming industry continues to evolve, one of its most significant challenges is fragmentation - across regulations, technologies, and player expectations.

Natroshvili recognises this barrier as a key obstacle for operators seeking to scale and maintain agility.

“Fragmentation - across regulations, technologies, and player expectations - is the biggest challenge,” he asserts. In the face of this complexity, SPRIBE has remained focused on building adaptable, complianceready technology that allows operators to navigate this fragmented landscape without becoming bloated. “Broadway, for example, is built to support rapid configuration and localization, which allows operators to stay agile, no matter the market,” he adds.

This focus on agility and adaptability is at the core of SPRIBE’s growth strategy. As the company scales, it continues to refine its product offering to ensure that it remains relevant across diverse markets with varying regulatory environments.

This adaptability is one of the reasons SPRIBE has managed to stay ahead of industry trends while also maintaining a streamlined, efficient approach to innovation.

Scaling SPRIBE: Relentless focus and clarity For any entrepreneur, scaling a business in a competitive market is no small feat. When asked about the most critical factor behind SPRIBE’s successful scaling, Natroshvili emphasizes the importance of a relentless focus on product. “Relentless product focus. From day one, we’ve chosen to excel in a few things

rather than chase everything,” he explains. This has been the secret behind the success of both Aviator and Broadway.

He advises entrepreneurs looking to expand in a competitive market to “know your edge, and double down on it.” By maintaining a sharp focus on their core strengths, SPRIBE has been able to scale its operations and product offerings without compromising on quality or vision. “In competitive markets, clarity beats complexity,” Natroshvili adds. His advice to aspiring entrepreneurs is simple: focus on what makes you unique, and build a team that shares your vision. This clarity and alignment within the team are what make scaling sustainable.

Building resilience: Adaptability and strategy As SPRIBE continues to grow, Natroshvili stresses that building resilience is about more than just having a great product. “The biggest misconception? That the product is everything,” he says. “It’s not.

Distribution, user acquisition, and long-term engagement are just as critical. A great product with no strategy behind it won’t survive.”

To build a robust business, Natroshvili advises entrepreneurs to create

systems and teams that can adapt.

“Markets shift, tech evolves, competitors emerge. Resilience comes from designing systems - and teams - that can pivot when needed, without losing momentum,” he explains. For SPRIBE, this adaptability is key to maintaining growth and navigating the complexities of the gaming industry.

Embracing the uncomfortable Finally, Natroshvili shares the most important piece of advice he’s received as an entrepreneur: “Stay uncomfortable.” Growth, he explains, rarely happens in comfort zones. The best decisions he’s made, both personally and for SPRIBE, have come from moments of uncertainty and pressure. “Learning to embrace that space - not fear it - has been key to pushing boundaries at SPRIBE and beyond,” Natroshvili concludes.

This mindset of embracing discomfort and continuously challenging the status quo has been the cornerstone of SPRIBE’s entrepreneurial journey. It is a philosophy that continues to propel the company forward, driving both its innovation and its success in a fiercely competitive industry. SPRIBE isn’t just responding to the future of iGaming - it’s shaping it.

May 1, 2025 / E N T R E P R E N E U R . C O M / 35

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OFFICIAL GOVERNMENT CYBERSECURITY PARTNER

OFFICIALLY SUPPORTED BY

MIDDLE EAST AND AFRICA’S LARGEST CYBERSECURITY EVENT

The Harsh Truth: Not Every Founder Should Be CEO

Because starting a company and scaling one are two entirely different skill sets. b y S H E R I F F O D A

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et’s get one thing straight: being a CEO doesn’t make you an entrepreneur. And being a successful entrepreneur doesn’t automatically make you fit to be CEO. These two titles—often used interchangeably—are not the same.

In fact, they’re rarely embodied by the same person.

Why? Because starting a company and scaling one are two entirely different skill sets.

The myth of the “founder-CEO” is a glorified narrative: genius founder builds company in a garage, becomes a unicorn, takes it public, and rings the bell at the NYSE. But reality isn’t quite so romantic.

In practice, most entrepreneurs eventually hit a ceiling. They build something disruptive, but when it’s time to operationalize that vision—when you’re managing teams, scaling processes, dealing with profit and loss, board expectations, and public shareholders— they often flounder.

On the other side, we have the seasoned executive: the operations expert. This is the person who can manage 30,000 employees across continents, turn around loss-making divisions, and deliver consistent returns to shareholders quarter after quarter. This person might not have had the big idea, but they know how to turn one into a sustainable business. That’s your CEO. I’ve been lucky to have lived both sides of this equation. I spent decades in the corporate world—climbing from managing a country, to a region, to a continent, and eventually running global operations for a massive organization. I learned to lead big teams, successfully run a P&L, and keep shareholders happy.

But I also went on to set up a company, raise capital, merge operations, and build 38 / E N T R E P R E N E U R . C O M / May 1, 2025

MOST OF THE TIME, THE FOUNDER IS THE SPARK, AND THE CEO IS THE ENGINE. AND WHEN YOU FIND SOMEONE WHO CAN BE BOTH? THAT’S GOLD. THAT’S RARE. THAT’S YOUR BEZOS, YOUR JOBS, YOUR MUSK.”

a company employing 7,000 people across 15 countries. So, while I brought my executional expertise with me, I also had to rely on gut instinct, vision, and creative risk. It was a different muscle to flex. Founding something is emotional.

Operationalizing it is surgical.

That’s where most founders get stuck.

They have the vision, but not the discipline. They can grow revenue but forget the bottom line. They chase scale without thinking about profitability. In tech especially, this happens all the time—skyrocketing valuations based on top-line growth, only for investors to later realize there’s no sustainable business model behind the hype.

And the difference between private and public only widens the gap. Once you’re public, you’re not just running a company, you’re doing earnings calls, quarterly reports, appeasing analysts, and defending your stock price. That’s CEO territory. Not founder territory.

Some entrepreneurs can cross that chasm, sure. They’re rare, but they exist.

The unicorns among unicorns—those who can innovate and execute. But most successful companies, at some point, make the transition. The founder becomes chairman or chief visionary, and a professional CEO is brought in to run the machine.

And here’s where it gets interesting. As someone who straddles both worlds, I now find myself betting on entrepreneurs. We’ve invested in seven startups with fantastic tech and bold founders.

When we consider investing, two things matter most: the leader and the technical lead. Do they have the common sense and the capability to grow? Do they understand the leap from startup to scale-up?

If the answer’s no, we step in and provide the platform. Because you can’t fake operational excellence. And no amount of

disruption will save a company that doesn’t know how to deliver.

Take industrial engineering as an example. You might have the most innovative idea in the world, but without the ability to execute in that space—to compete on quality, cost, and consistency—you won’t make it. You’re going up against big players with deep roots, tight margins, and mature operations. Good luck breaking through if you don’t have the infrastructure.

This is why I emphasize corporate experience. It’s not just about process— it’s about mindset. Running a company isn’t glamorous. It’s hard. It’s managing budgets, logistics, culture, and performance—all at once. You need a deep understanding of systems, people, and outcomes. The entrepreneurs who succeed long-term either learn this quickly—or surround themselves with people who already know it.

So, back to the original question: Can the CEO and the entrepreneur be the same person?

Sometimes. But not often. Most of the time, the founder is the spark, and the CEO is the engine. And when you find someone who can be both? That’s gold.

That’s rare. That’s your Bezos, your Jobs, your Musk. But for the rest, it’s about knowing your lane—and surrounding yourself with complementary talent.

At the end of the day, building a company takes vision. But running one takes discipline. The sweet spot?

Marrying the two. That’s where the real magic happens.

Sherif Foda is the CEO and Chairman of Nasdaq-listed oilfield services company NESR.

From Founder-Led Chaos to Scalable Growth

The question every founder faces is: how do I build something that grows beyond me? b y V I C K R A M A G A R WA L

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here’s a stage in building a business that feels a lot like controlled chaos. You’re the copywriter, the strategist, the customer support rep, and the decision-maker - all at once. You’re answering emails between pitch meetings, fixing a landing page at midnight, and trying to figure out how to get more leads while still fulfilling what you already sold.

That early-stage hustle is real. And necessary. I’ve lived it through every venture I’ve built, from launching a parenting company with nothing but conviction and a credit card, to running a consultancy that supports founders and leadership teams as they scale. In those early days, everything runs on founder energy.

But that model has an expiration date.

Eventually, the very traits that help you get a business off the ground scrappiness, speed, being everywhere at once - become the things that prevent it from growing.

The question every founder faces is: how do I build something that grows beyond me?

When I reflect on my own journey, I didn’t have a roadmap or funding.

I had to figure out how to create momentum without burning out.

Growth wasn’t about chasing shiny tactics… it was about building a foundation that could hold weight.

One of the most important things I learned early on was that doing more isn’t the same as doing better.

Just because I could write the copy, run the ads, or lead the sales calls didn’t mean I should.

I remember when I finally admitted to myself that I was the bottleneck. It wasn’t easy. Like many founders, I wore my May 1, 2025 / E N T R E P R E N E U R . C O M / 39

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involvement in everything as a badge of honor. But it became painfully clear: if every decision had to go through me, nothing could scale.

What changed everything wasn’t a hire or a tool. It was a mindset shift: stop being the engine, and start building one.

The first step was getting what lived in my head out into the world, and into repeatable systems. That meant documenting how we onboarded clients, what our sales process looked like, and how we made decisions about what to focus on each quarter. It meant clarifying our priorities and being willing to let go of the things that didn’t move the needle.

I also had to change the way I thought about hiring. In the beginning, I was looking for people to execute my vision exactly as I saw it. But real growth came when I started hiring people who brought 40 / E N T R E P R E N E U R . C O M / May 1, 2025

“ EVENTUALLY, THE VERY TRAITS THAT HELP YOU GET A BUSINESS OFF THE GROUND SCRAPPINESS, SPEED, BEING EVERYWHERE AT ONCE - BECOME THE THINGS THAT PREVENT IT FROM GROWING.” their own thinking to the table, people who could take ownership, challenge assumptions, and drive outcomes.

One of the best lessons I learned about building team capacity came not from my own startup, but during my time leading marketing for a national non-profit. In that role, I

hired a junior generalist who didn’t come from the industry but had an incredible instinct for learning and problem-solving. I gave them a wide range of responsibilities and the space to figure things out. Over time, they evolved from a support role into a key part of our growth engine. It showed me firsthand how investing

ONE OF THE MOST IMPORTANT THINGS I LEARNED EARLY ON WAS THAT DOING MORE ISN’T THE SAME AS DOING BETTER. JUST BECAUSE I COULD WRITE THE COPY, RUN THE ADS, OR LEAD THE SALES CALLS DIDN’T MEAN I SHOULD.”

in the right people and giving them room to grow can fuel sustainable momentum in any entrepreneurial setting.

That experience opened my eyes to what really drives sustainable momentum. It wasn’t just good marketing or product tweaks. It was alignment between what we offered, how we communicated it, the experience we delivered, and how we measured success. That’s what I now understand as the foundation of a real growth engine.

A growth engine isn’t a marketing plan. It’s not just about running ads or having a clever funnel. It’s the interconnected system that powers your business forward - where product, positioning, operations, and customer experience all reinforce each other.

This doesn’t happen overnight. It’s built through iteration, feedback, and focus. In one business I worked with, we realized that our best leads didn’t come from social media but from highly tailored email sequences sent to small prospect lists.

That insight shifted our entire acquisition strategy.

We stopped chasing vanity metrics and focused on what actually worked.

The irony is, the more systems we built, the more

creative we were able to become. When you’re not drowning in decisions and putting out fires, you have space to think bigger. You can spot new opportunities, test new offers, or explore new markets without everything grinding to a halt.

Founders often fear that building structure will slow them down. But in my experience, structure creates speed. It allows you to move with intention, not just urgency.

If you’re in that phase right now - the one where every day feels like a sprint - know that you don’t have to do it all forever. More importantly, you shouldn’t.

Your business deserves room to grow beyond your capacity. It deserves systems that work even when you take a day off.

You deserve to be the architect of growth and not just the engine

powering it.

The transition from founder-led chaos to scalable growth isn’t about stepping back… It’s about stepping into a new role - one that builds not just for today, but for what comes next.

That is when real growth happens.

Vickram Agarwal is a visionary entrepreneur, blending digital innovation with bold leadership to create and scale successful ventures. His career spans industries and continents, from working with global brands to founding companies built on transformation and growth.

Vickram’s marketing journey began with General Motors in Dubai, leading him to establish Stroke Consulting in 2011 -

a strategy and digital marketing agency serving renowned brands like GMC, Chevrolet, Kawasaki, and MasterCard.

In 2019, his path led him to Canada, where he became Partner & Managing Director at Black Rock Marketing Group. Always driven by a desire to innovate, Vickram also launched Daddy’s Digest, a platform that redefined parenting content and was acquired in 2021. He later took on the role of Chief Marketing Officer at Credit Canada, where he spearheaded impactful initiatives for millions across the country.

Recognized as one of Canada’s top emerging leaders with The Globe and Mail’s Changemaker Award in 2023 and named an Emerging Leader by The Peak in 2025, Vickram continues to make an impact through his latest venture, S1:E2, where he builds growth strategies that deliver meaningful, lasting results. Beyond his ventures, he mentors startups through Techstars and plays an active role in the entrepreneurial ecosystem through various board and advisory positions. www.vickramagarwal.com

May 1, 2025 / E N T R E P R E N E U R . C O M / 41

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Gear

#TamTalksTech Gadgets and doodads that you might’ve missed out on, sourced by a tech aficionado. b y TA M A R A C L A R K E

Shoot your shot ↓ /Canon PowerShot V1

PowerShot V1 is a 4K compact camera packed with intuitive features for content creators. It comes with an integrated ultra-wide lens for easy selfie shots, a large sensor for natural subject separation, and high-quality audio for crystal-clear sound. It

Work it out ←

IMAGES © CANON | SAMSUNG | EPSON

/Samsung Galaxy Tab S10 FE+

also offers intelligent autofocus and advanced stabilization technology for shake-free footage, making it perfect for vlogging on the move. It supports 4K 60p, ensuring high-resolution motion capture, and Full HD 120p for smooth slow-motion footage. The PowerShot V1 also features a built-in microphone with noise reduction, delivering crisp audio even in busy settings. For enhanced quality, you can connect an external microphone and monitor audio levels in real time via the headphone jack. The camera is designed to streamline the content creation process, especially while shooting solo. Its vari-angle screen allows for easy framing adjustments, or you can connect a Bluetooth remote for hands-free shooting. Plus, it supports Wi-Fi and USB connectivity for fast file transfers. The PowerShot V1 weighs just 374g and it fits in your pocket – ideal for creating on the go.

Galaxy Tab S10 FE+ provides a fun, immersive viewing experience for work, entertainment, day-to-day tasks and everything in between. Its 13.1inch display is almost 12% larger than the previous FE+. The tablet renders smooth visuals enabled by a 90Hz refresh rate and new levels of visibility up to 800 nits HBM. A newly upgraded 13MP high resolution rear camera produces clear and vivid photos. Now more than 4% lighter than its predecessor, Galaxy Tab S10

Make your mark ↓ /Epson AM-M5500 A3 Mono

Epson AM-M5500 A3 Mono is the ideal mid-volume multifunction printer for your small to medium size business. Designed for efficiency, it features diagonally arranged printheads that shorten the paper path, ensuring high productivity with a printing speed of 55 pages per minute.

Despite its robust capabilities, it’s also compact enough for desktop use. The AM-M5500 has a smaller environmental footprint than traditional laser printers, using less power and requiring fewer replacement parts. Its sleek design not only enhances workflow, but also creates a cleaner, more eco-friendly workspace.

FE is even easier to carry around, offering hassle-free storage and mobility at home, on campus, in the workplace and elsewhere with its slim design. Engineered for resilience and durability to withstand the elements, the FE Series also comes with the same IP68 rating as the newest Galaxy Tab S10 Series. Samsung’s intelligent features empower you to get more done with ease, while a slimmer design helps you to be creative and productive on the go.

TAMARA CLARKE, a former software development professional, is the tech and lifestyle enthusiast behind The Global Gazette, one of the most active blogs in the Middle East. The Global Gazette has been welcomed and lauded by some of the most influential tech brands in the region. Clarke’s goal is to inform about technology and how it supports our lifestyles.

Talk to her on Twitter @TAMARACLARKE. theglobalgazette.com

May 1, 2025 / E N T R E P R E N E U R . C O M / 43

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The Executive Selection From better goods to better wardrobe bests, every issue, we choose a few items that make the approved executive selection list. In this edition, our picks are from Tory Burch, THEODORE, and Milena Aesthetic Clinic.

THEODORE ↑ The Art of Modern Menswear THEODORE emanates from a distinguished heritage of crafting bespoke textiles and designing garments for connoisseurs of refined luxury. For over 50 years, its founders have mastered the art of sourcing the finest fabrics and tailoring pieces that transcend fashion, becoming true expressions of individuality. Today, THEODORE embarks on an audacious journey beyond its illustrious legacy, stepping into the realm of sophisticated menswear.” www.theodore.ae

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TORY BURCH PRESENTS SPRING / SUMMER 2025 COLLECTION ↓ Founded in New York City in 2004, Tory Burch has redefined American luxury with a global point of view, with a purpose to empower women and women entrepreneurs. In 2009, its founder, American designer Tory Burch, established the Tory Burch Foundation to advance women’s empowerment and entrepreneurship by providing access to capital, education and digital resources, and tackling stereotypes that hold women back.

The brand recently launched its e-commerce platform for the GCC region. www.toryburch.ae

POLYNUCLEOTIDES TREATMENTS FOR UNDER-EYE AREA ↓

IMAGES COURTESY TORY BURCH | THEODORE| MILENA AESTHETIC CLINIC

Milena Aesthetic Clinic offers a comprehensive range of non-surgical aesthetic treatments, catering to diverse needs and goals.

The delicate under-eye area is often one of the first places to show signs of ageing, such as fine lines, puffiness, dullness, and a general loss of firmness. The revolutionary polynucleotides treatments have proved to be a game-changer - rather than masking the problem, they work deep within the skin to repair and rejuvenate on a cellular level.

The molecules stimulate your body’s own collagen production, encourage tissue regeneration, and deeply hydrate the skin — all of which help restore a smoother, firmer, and more refreshed appearance. Unlike traditional fillers, polynucleotides don’t just “fill in” lines — they help your skin heal and rebuild itself naturally, making them perfect for those looking for a subtle, more natural-looking boost.

Dr Olga Vnukova, a certified doctor-dermatologist, cosmetologist from Dubai-based Milena Aesthetic Clinic, explains that the treatment brings several benefits, including softening fine lines and wrinkles, helping reduce dark circles and under-eye puffiness, and boosting elasticity, firmness, and overall skin tone.

“The treatments are gentle and safe for the sensitive eye area, and great for both prevention and correction,” she adds.

This treatment can be an effective addition to your skincare routine, especially if you are seeking to address common under-eye concerns. If you are ready to experience this treatment, visit Milena Aesthetic Clinic, Al Safa 1, Sheikh Zayed Rd, Mardoof building, Block C, Second floor, Office 218.

www.milenaaesthetic.com

May 1, 2025 / E N T R E P R E N E U R . C O M / 45

THE ART OF ELEVATION

O M N I YAT. C O M

→ Hadeel Al Jaberi

and Dina Al Abbasi are the co-founders of Abu Dhabi-based event and wedding planning boutique StageDay.

Experience Makers

With the launch of Abu Dhabi-based Stageday, Hadeel Al Jaberi and Dina Al Abbasi say they’re addressing a dearth of intentionality and storytelling in the UAE’s event landscape.

by AALIA MEHREEN AHMED

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here are countless entrepreneurial ventures that are born out of personal grievances and observations, but perhaps few have taken form through the course of a wedding. But that is precisely what happened to Hadeel Al Jaberi, who is today the co-founder of Abu Dhabi-based event and wedding planning boutique StageDay- and sharing in her plight was her friend (and, later, business partner) Dina Al Abbasi. “Stageday was born out of a mix of frustration, inspiration, and a little bit of spontaneity,” Al Jaberi describes. “While planning my wedding, Dina and I— friends and collaborators in the world of events—realized how hard it was to find someone who could truly get the vision. Despite our own experience in the industry, we kept running into the same issue: fragmented services, overdone concepts, and a lack of emotional storytelling in the execution.

There were so many moments where we thought, “We could’ve done this better!”. And then, one day, we simply decided to do just that. With years of experience between us in managing and producing high-profile events, it felt only natural to channel that into something of our own. The idea for Stageday was thus not born in a boardroom; it was sparked over coffee, amidst wedding chaos, with a shared feeling that the industry needed a brand that was both deeply personal and creatively elevated.”

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tageDay was thus launched in February 2025 in the UAE’s capital city, and offers bespoke event planning services for weddings, corporate conferences as well as social gatherings. “The vision was clear: to create experiences that are conceptually rich, beautifully crafted, and seamlessly executed— from the first storyboard to the final scene,” Al Abbasi says. “Stageday is, at its heart, a celebration of storytelling—of transforming ideas into moments that feel cinematic, heartfelt, and completely unforgettable. As such, Stageday offers a blend of creative direction, event planning, and visual storytelling—all designed to work seamlessly together.

The services range from concept development and moodboarding, to

↓ Hadeel Al Jaberi's

entrepreneurial journey began with P3 Films, an Abu Dhabi-based production company dedicated to capturing emotions and narratives through visual storytelling.

Today, as the co-founder of Stageday, she has paired expertise in visual storytelling with event design.

full-scale event management and production. What sets Stageday apart is its ability to craft both the narrative and the experience. Whether it’s a private celebration, a launch, or a corporate event, the team approaches every project with the same level of detail, creativity, and heart.”

B

ut StageDay isn’t reserved solely for the big and boisterous events- small-scale events are just as important to the brand, the co-founders emphasize.

“What matters to us is working with clients who value intentionality; people who want their events to feel meaningful, not just beautiful,” Al Jaberi says. “That includes individuals planning personal milestones, as well as brands and institutions seeking

experiences that are immersive, thoughtful, and visually impactful. Whether it’s an intimate gathering or a large-scale production, the common thread is a client who cares about storytelling and craftsmanship.”

IT WASN’T JUST ABOUT LAUNCHING AN EVENT COMPANY; IT WAS ABOUT RESPONDING TO A CLEAR GAP IN THE MARKET FOR EXPERIENCES THAT ARE NOT ONLY BEAUTIFULLY EXECUTED, BUT ALSO DEEPLY INTENTIONAL AND INTELLIGENTLY DESIGNED.” session where we ask open- ended questions to get to the heart of their vision, even if they’re not entirely sure what that looks like yet. We talk through key elements like purpose, audience, desired mood, and any specific touchpoints they’d like to include.

Whether it’s a private celebration or a corporate experience, we explore what success would look like for them. It’s also important to understand their comfort level with decision-making.

Some clients love to be involved every step of the way, while others prefer to hand it over.”

F ↑ In co-founding Stageday, Dina Al Abbasi has transformed her

innate talent for organization and aesthetic detail into an event planning platform that creates meaningful celebrations.

S

o pivotal has the

element of storytelling been to StageDay that the co-founders proudly declare that “no two events are ever the same.”

But to honor a client’s story is to understand their journeys, their expectations, and their creative palates.

And that is why, Al Abbasi notes, that perfunctory first meetings with clients are

never the case at StageDay. “The first meeting with a client at Stageday is all about connection,” she says.

“Before diving into logistics or design ideas, the team focuses on understanding the client as a person or brand. What they care about, what they want their guests to feel, and what this event means to them. It’s a relaxed, conversational

ollowing this step, the Stageday team then come up with a curated moodboard and/or creative direction deck that captures the essence of what was discussed in terms of visual inspirations, thematic ideas, proposed venues, and possible flow of the event. “This is where we begin narrowing down the feel and format,” Al Jaberi continues. “Once aligned on the creative direction, we dive into vendor sourcing, site visits, and timeline planning, all while keeping the client closely looped in.

What makes the process unique is that Stageday blends structure with flexibility- we’re organized and detail-oriented but always leave room for the creativity to evolve as the

event takes shape. That flexibility, paired with a strong visual storytelling approach, ensures that what was once just an idea turns into an experience that feels completely true and authentic to the client.”

T

o bring life to what is in one’s imagination is no mean feat in and of itself. But with event planning also comes the uncertainty of last-minute changes or unprecedented disruptions. Al Jaberi and Al Abbasi, however, offer a rational approach to dealing with such situations. “No matter how seamless the design or how carefully timed the run of the show, the unexpected can always happen so we build backup plans into every layer of the process,” the co-founders say. “That starts with a detailed risk assessment during the planning phase: venue-specific variables, weather forecasts, supplier reliability, and even guest dynamics are all considered.

We always have a Plan B (and sometimes C), from alternate floorplans to backup vendors and rerouted schedules.The team is trained to respond with calm, clarity, and adaptability. We run pre-event briefings and simulate potential scenarios so that everyone knows their role should something go off-track. But more importantly, there’s a }}

May 1, 2025 / E N T R E P R E N E U R . C O M / 49

S/

Agency

→ From corporate conferences

and wedding celebrations to social gatherings, Stageday aims to deliver bespoke, memorable experiences that leave a lasting impression on every guest.

“ THE FIRST MEETING WITH A CLIENT AT

culture of proactive thinking— anticipating what could go wrong before it ever does.”

STAGEDAY IS ALL ABOUT CONNECTION,” SHE SAYS. “BEFORE DIVING INTO N LOGISTICS OR DESIGN IDEAS, THE TEAM FOCUSES ON UNDERSTANDING THE CLIENT AS A PERSON OR BRAND. WHAT THEY CARE ABOUT, WHAT THEY WANT THEIR GUESTS TO FEEL, AND WHAT THIS EVENT MEANS TO THEM.”

ow, building such contingency plans -and indeed Stageday in its entiretyhasn’t been courtesy a textbook approach for the co-founders- it has come through years of related experiences in their careers so far. Al Jaberi, for example, founded UAE-based production company P3 Films and has thus spent a considerable number of years capturing emotions and narratives through visual storytelling.

Al Abbasi, on the other

50 / E N T R E P R E N E U R . C O M / May 1, 2025

hand, had already built her career in stakeholder engagement and strategic partnerships, working across different platforms.

“Stageday is the natural outcome of two career paths that have long revolved around high-level event execution, strategic coordination, and organizational leadership,” Al Abbasi says. “While one founder has led the coordination of high-profile events, and senior-level engagements ensuring operational excellence across every phase, the other has led the delivery of large- scale events often involving multiple sectors and decision-makers.

Together, our combined experience spans executive decision making, logistics, and strategic storytelling creating a unique synergy that shaped the vision behind Stageday. It wasn’t just about launching an event company; it was about responding to a clear gap in the market for experiences that are not only beautifully executed, but also deeply intentional and intelligently designed.”

I

t is perhaps because of this wealth of experience that the co-founders, so early in Staegday’s growth trajectory, have understood that the concept of success in their line of work transcends monetary results. “Success is when every detail, from the music to the lighting to the pacing of the program, aligns with the original story or emotion the event set out to evoke,” Al Jaberi says. “We believe that good taste can’t be taught. It’s a rare instinct. Not every planner or designer has that natural ability to know what works, what feels right and what will leave people speechless.

And while tastes differ, there are some things so well done, so elegant, so balanced that no one can deny their beauty. That’s that standard we hold ourselves too. When the client walks into the space and feels seen like their essence has been translated into an experience. It’s when guests leave not just with photos, but with moments they’ll keep talking about. And from a production lens, it’s also when everything flows so seamlessly behind the

THE IDEA FOR STAGEDAY THUS NOT BORN IN A BOARDROOM; IT WAS SPARKED OVER COFFEE, AMIDST WEDDING CHAOS, WITH A SHARED FEELING THAT THE INDUSTRY NEEDED A BRAND THAT WAS BOTH DEEPLY PERSONAL AND CREATIVELY ELEVATED.” scenes that the magic feels completely natural on the surface. Of course, the markers of success shift slightly depending on the nature of the event— a private celebration might be measured in emotion and intimacy, while a corporate launch might be about brand alignment and engagement but in both cases, it comes down to authenticity, clarity of

vision, and thoughtful execution.”

“

you’ve helped create a moment that will stay with someone forever.”

The most rewarding part of running Stageday so far has been watching a client’s vision come to life especially when they walk into a space and feel understood, surprised, and deeply moved,” Al Abbasi adds.

“There’s nothing more fulfilling than knowing

I

t is with this mindset that Al Jaberi and Al Abbasi have mapped out Stageday’s future goals.

“Looking ahead to 2025 and beyond, Stageday is focused on growth that stays true to its core creating experiences that are as meaningful as they are beautifully executed.

The next chapter includes expanding our footprint regionally, collaborating with like-minded brands and institutions, and continuing to raise the bar in event design and execution across the region.

In five to ten years, we hope to be recognized not just as an event company, but as a creative house that shapes narratives, curates spaces, and sets new standards for experience-led design. We envision building a multidisciplinary team, exploring new formats, retreats, cultural experiences, immersive installations and becoming the go- to partner for clients who value storytelling, thoughtfulness, and elevated aesthetics. And the dream? To take Stageday global. Crafting unforgettable experiences across borders, cultures, and continents, while staying rooted in the creative vision that started it all!”

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In the Loop/ All the business and entrepreneurial news from in and around the region that you absolutely must know about!

ICYMI: Dubai AI Week / The inaugural Dubai AI Week aimed to foster global collaboration around AI as a catalyst for smarter governance, stronger economies, and futureready societies.

Held under the patronage of H.H. Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai, Deputy Prime Minister and Minister of Defence of the UAE, and Chairman of The Executive Council of Dubai, Dubai AI Week was held from April 21-25, attracting key global experts, policymakers, innovators, and industry leaders representing the world's leading organizations and companies specializing in AI.

Key events of the week included the AI Retreat, Dubai Assembly for AI, Global Prompt Engineering Championship, Dubai AI Festival, Machines Can See summit, AI Week in Schools, 8th edition of the International Conference on Education Quality, HIMSS Executive Summit Dubai, and Hackathon: Agentic AI.

52 / E N T R E P R E N E U R . C O M / May 1, 2025

Organized by the Dubai Centre for Artificial Intelligence (DCAI) and overseen by the Dubai Future Foundation, the event provides a landmark platform to advance public-private collaboration, accelerate the adoption of AI technologies, and promote innovation for global good and sustainable growth.

“Every single conversation about AI that takes place across the world today talks about two paradigms: innovation and regulation,” said H.E. Omar Sultan Al Olama, Minister of State for Artificial Intelligence, Digital Economy and Remote Work

↑ H.H. Sheikh Hamdan

bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai, Deputy Prime Minister and Minister of Defence of the UAE, and Chairman of The Executive Council of Dubai.

IMAGE SOURCE: DUBAI AI WEEK

↓ H.E. Omar Sultan Al Olama, Minister of State for Artificial

Intelligence, Digital Economy and Remote Work Applications.

IMAGE SOURCE: DUBAI AI WEEK

Applications, at the Dubai AI Retreat at the Museum of the Future. “There is another paradigm that most people don’t talk about, but that we in the UAE have adopted as our ethos when it comes to pushing this technology forward. And that is: acceleration. We believe

that we should not compromise regulation for the sake of innovation, but we should focus on accelerating the use of this technology in the best way possible.”

To learn more about Dubai AI Week, head to www.entrepreneur.com/en-ae

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