Khaleej Times CEO Leadership 2018

CEO Leadership 2018

+ EMPOWERING

BY EXAMPLE Dr. Reem Osman, Group CEO Saudi German Hospitals, UAE

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Omar Mehanna, Co-Founder, Camali Clinic UAE

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Qualifying drivers for safe roads in abu dhabi

Table of contents

CEO Leadership 2018

May 2018

IRFAN TANSEL | Page 4 CEO, Al Masaood Automobiles KHALED AL MANSOORI | Page 6 CEO, Emirates Driving Company SUNIL KAUSHAL | Page 8 Regional CEO, Standard Chartered MENA

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ERUM RIZVI | Page 10 Co-Founder & CMO, FixOnClick OMAR MEHANNA | Page 12 Co-Founder, Camali Clinic DR. REEM OSMAN | Page 14 Group CEO, Saudi German Hospitals Group DR. HEMANT KUMAR | Page 16 President & CEO, Al Tareeqah Management Studies

For over 17 years, we envisions to operate for a safer future for the generations to come, we are a full comprehensive educational hub that serves hundreds of thousands of applicants per year in the Emirate of Abu Dhabi. Emirates Driving Company always emphasizes on the safety of the overall community members, starting from the learners, their families and any other road users.

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AMER AHMED BELHASA | Page 21 Chairman, EDI Group & Vice Chairman, Belhasa Group SEBASTIAN CARLTON | Page 22 CEO, Gulfstream UAE DR. VANDANA GANDHI | Page 24 CEO & Founder, British Orchard Nursery ANIL NAIR | Page 26 CEO, Iris Health Services

HENRI RICHARD | Page 17 Executive Vice-President, NetApp

RAMECHE KANNAN | Page 28 Founder & CEO, Novo Healthcare

MOHAMMED IBRAHEEM KHAN | Page 18 CEO, GoldGuard FZCO

MICHAEL MASCARENHAS | Page 29 CEO, Desert Group

MUSTAFA OLIYATH VAZAYIL | Page 20 Managing Director, Gargash Insurance

AKEEL MALIK | Page 30 Managing Director, SmartZones UAE

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or over 40 years Al Masaood Automobiles has been an icon for the UAE’s automotive market, today being the exclusive distributor for Nissan, Infiniti and Renault in Abu Dhabi.

A pioneer in many industries, Al Masaood’s growth in the automotive sector was marked by their ability to recognise trends and work with notable manufacturers, such as Nissan to bring superior-quality vehicles to the masses. The Group has a world-class network of well-equipped service centres and extensive spare parts dealers. In addition, Al Masaood is home to Nissan’s largest service centre in the world.

CEO Irfan Tansel believes that Al Masaood Automobiles long-standing status in the industry is due to constant reinvention and aligning with Abu Dhabi’s economic vision to develop various industries, which include the automotive. “We began our journey about 46 years ago, led by a long-standing vision of Al Masaood family. By launching brands such as Nissan to the region, we have also in turn contributed over the years in the development of its brand image, and awareness in the market place. The biggest testimony to this is the Nissan Patrol.”

The group’s automotive division have been key instigators in the develop-

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ment of the Patrol vehicles in the UAE, and according to the CEO, His Excellency Abdullah Al Masaood, who has been the chairman of the group for many years, has been the biggest brand ambassador to Nissan, especially the Patrol. “Over a period of seven years, Nissan’s research and development teams were here frequently, speaking to customers and our technical teams to further develop Patrol to what it is today. The manufacturer, who globally launched the Patrol here in 2010, also recognised this, together with Al Masaood and Carlos Ghoson, CEO and President of Nissan - Renault alliance at that time.”

PROVIDING SUPERIOR CUSTOMER SERVICE

tion, which has been recognised and rewarded. Nissan awarded us with the best distributor in the world in 2014 for our performances in 2013, accolade,” says the CEO. In Abu Dhabi, our brands have constantly maintained a top ranking in customer satisfaction.

by the inclusion of technology giants into the car industry. In addition, government legislations have also driven the change to vacate the fuel cell and move more into electric cars, which is a step to go green. The industry is shifting towards electric cars, aligned with Abu Dhabi’s 2030 vision. Nissan Leaf recently launched the second generation of their electric cars, which is the first in the world. Nissan produced the vehicle and has already modified it to the next generation of its model. Currently, Nissan Leaf is the most sold electric car in the world, with over half a million cars sold already. The feedback of the consumers for the first generation of the leaf has driven the company to develop the second generation because studies has shown, there has been less than one per cent of consumers that were thinking about not replacing their car with the Nissan Leaf. Therefore over 99 per cent were enthusiastic about the vehicle, showing an interest in the next model,” he says.

ENCOURAGING INNOVATION

Tansel explains that working with innovative brands makes them front runners in the industry, as they can continue to contribute towards development. “We are very fortunate to work with brands like Nissan, Infiniti and Renault. Renault is one of the pioneers of electric vehicles and technology in whole entirety, especially in Europe, which is the hub of electric cars. We represent brands because of their pioneering background, and we are focused on enhancing our image awareness and desirability as we gear up to step into the future. However, there will always be a keen interest in luxury vehicles.

In Middle East, luxury brands are quite successful, because of the demographics, and economic well-being.

People see luxury vehicles as symbol of status. Consumers want luxury, however, without the hefty price tag. This is where Infiniti comes in, satisfying their desire. When market was declining, we increased our sales

of Infiniti because consumers were noticing that Infiniti brand vehicles are luxurious yet affordable. They provide the comfort, safety and all the gadgets that the traditionally known luxury brands have, Infiniti has them as well and more, just at an affordable price.”

At Al Masaood Automobiles, it is not only about the cars as products but as an experience and a journey that you enjoy day by day. “Focusing on customer service is our priority, with that strategy and vision, we then look into who are our customers, and how can we serve them best. We have over 42 nationalities working in our organisation, delivering to all kinds of nationalities. Until unless we reach 100 per cent satisfaction, there is never a stop. Our vision is to embrace the heritage of Abu Dhabi, and to foster innovation and excellence to deliver to our customers; and our mission is to connect our employees and our customers in the journey of future of mobility,” he concludes.

– Fatima Abbas

As the automotive landscape is thriving from the surge in technology, autonomous and electrical cars are changing the way key players in the auto industry perceive manufacturing and analytics. For Al Masaood Automobiles, their strength has been in recognising regional shifts and in satisfying consumer demands.

“Presently, the automotive industry is witnessing many changes driven

Stepping into Al Masaood’s Automobiles’ showrooms is an experience like no other. More than shopping for a car, it is a journey of meeting your perfect partner. Helping consumers find the right vehicle for them, Al Masaood surpasses customer service standards.

Therefore, the group’s power is not only determined by their brands, but also their sheer focus of delivering superior services to their customers and innovative solutions, making them key players. “We have always been a customer-centric organisa-

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Road Safety And Quality Training KHALED AL MANSOORI, CEO OF EMIRATES DRIVING COMPANY, HAS REINVENTED TRADITIONAL TEACHING METHODS THROUGH HIS VISION

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he UAE is home to a myriad of cultures and nationalities that co-exist within an infrastructure incomparable to its international counterparts. To protect the quality of life within the region, it is imperative to uphold the standards of safety through the rules and regulations mandated by the government. According to Khaled Al Mansoori, in a region where benchmarks are set, Emirates Driving Company wanted to follow suit by starting the best practice in the world. The Abu Dhabi-based driving company has been instrumental in reducing road accidents and since its inception has doubled its profits every two years.

Aligned with Abu Dhabi’s 2030 vision, Emirates Driving Company is passionate about raising awareness on safety measures. “Our goal is to eliminate road accidents completely through seamless training centred on safety. EDC is built on values of excellence and innovation, in line with the vision of Lieutenant General Sheikh Saif bin Zayed Al Nahyan, Deputy Prime Minister and Minister of Interior.

When it comes to education, we have set the bar high by raising standards. With over 200 nationalities, Emirates Driving Company has to cater to every student through a comprehensive curriculum, developed by reviewing and incorporating the highest international criteria.

We have partnered with the Swedish Road Authority, SWEROAD, as they have the lowest road accidents in the world. Therefore, their approach is ideal in developing our courses,” says the CEO.

DIVERSE EDUCATION METHODS By 2030, reports have surfaced that Abu Dhabi’s population will rise to three million. For Emirates Driving, facilitating an education for new residents is the norm as they have prepared and helped students adapt to the laws and regulations of the region. “Our courses include theory lessons that enable students to discuss their queries with the instructors. In addition, we offer five languages at EDC, which include Malayalam, Pashtu, Urdu, English and Arabic. As a multicultural company, we cater to every nationality, as it is crucial for them to understand the reasoning behind each law, and be prepared to face weather conditions, which are unique to the UAE. We have a fog simulator through which students learn how to control their vehicle in a situation unbeknownst to them. These fundamentals and training help them to understand and have sound knowledge when operating their vehicle on the road. Therefore, our drivers are safe on the road, and this is our mission to be the best in equipping our students with knowledge and inculcating safety in them,” he comments.

According to recent statistics provided to Emirates Driving Company by the Abu Dhabi police, their mission to raise awareness regarding safety has made an impact.

“Drivers are aware of the importance of safety, not just as a lesson to learn, but as a way of life. They understand the value of training, versus before we redefined teaching methods. Previously, individuals were consulting their friends on how to become better drivers. At EDC, we do not believe driving is visceral, and a vehicle is just a machine. EDC believes that driving is a way of life.

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We prepare our students not only with training, but also make them realise that driving involves society as a whole. You have to be aware of your surroundings and create a culture of safety.”

Our responsibility is to preserve and respect the efforts of our government and leaders by protecting our infrastructure taking for the future generations,” says Al Mansoori.

PREPARING DRIVERS THROUGH INNOVATION Emirates Driving Company understands the challenge drivers face when it comes to adapting to laws and regulations, which are new to them. “It is our job to educate them, and we are passionate about getting the message across to the youth, as they are the future. We reach out to preschools and middle schools to relay the importance of safety measures. It is important for them to know why

they have to put their safety belts on and not to litter on the roads, as these small actions can save their lives. We believe in educating children from the start, so it becomes a part of their life and when it is time for them to enrol at a driving education facility, they are already in the right frame of mind.”

With innovation leading every industry towards the future, Emirates Driving Company has integrated reforms to reinvent traditional methods. “We are tapping into e-learning, AR and BR technology, which gives the students an opportunity to experience the real situations.

EDC wants to incorporate the most advanced technology to help our students. The internet has become a norm of the society. We no longer live in times where using technology is tricky and students have become adept at using the internet. Hence, e-learning is a natural transition for them, as it has become a common practice for schools to use the same technology. However, the challenge, which remains in the age of social media, is the urge to instantly document every moment, and this can be a hazard because the driver can lose focus while driving. It is our responsibility to educate them of the dangers of such frivolous pursuits, which can endanger lives. In order for them to curb their habits, we provide them with seminars, which raise awareness of the repercussion of such actions, so they are aware of how blessed they are to have a life without impairment and value it by being safe,” comments the CEO.

SAFETY IS PARAMOUNT Emirates Driving Company believes in igniting an awareness from within, “You cannot drill knowledge into people’s minds. They need to be genuinely aware and concerned from within. With the right campaigns, we aim to hit a chord with people, and this is a consistent endeavour with every generation. When safety is embedded in the system of education, individuals have a sound understanding of its importance. Furthermore, we also work with corporate clients to educate their fleet drivers. Drivers require certifications and training specific to their vehicle. The same driver who operates a truck cannot operate a different vehicle because the repercussions are not the same. For a company, their drivers are an extension and representation of their brand. Training is not a luxury, it is a necessity, and all drivers need to be certified. There is absolutely no compromise regarding it,” says Al Mansoori.

Through his vision, Emirates Driving has become a symbol of excellence in Abu Dhabi, “Being the best is not only about what the statistics show, the culture of the company is what drives our success. We believe in sustaining an environment that is rewarding for our loyal staff and trainers, and their input is valued and integrated in improving our practices to enrich the journey of our students,” he concludes.

– Fatima Abbas

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“The prospect of tapping into new ventures is exciting and setting new benchmarks is where I derive my enthusiasm from, because I believe the best is yet to come.”

SPEARHEADING INNOVATION IN THE BANKING INDUSTRY The demands of a technology driven society are prevalent, with conventional trends reformed in favour of comprehensive digital solutions, explains Sunil Kaushal, Regional CEO of Standard Chartered, Africa and Middle East

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urnished with an eclectic collection of art, Standard Chartered’s Dubai headquarters for its Africa and Middle East region is a reflection of its international footprint. For watchers, it is a clear indication of the bank’s attention to detail, and in depth analysis, which has secured their status as frontrunners. Driven by innovation, the bank has forayed into creating seamless digital platforms for their consumers, setting new benchmarks. Their recent venture in Côte d’Ivoire marks the opening of the first digital bank in Africa. Developed with clients in mind, Standard Chartered integrated feedback at each stage of the design process to create a mobile friendly application through which consumers can execute all banking activities and access seventy services. CEO Sunil Kaushal describes it as a ‘key milestone’ in Standard Chartered’s digital journey, which ‘underlines their commitment to investing and growing in the market’.

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Assuming the role of Regional CEO was a natural transition for Sunil Kaushal, after thirty years of international experience in the banking industry. Overseeing the bank’s operations based in several markets across the globe, including Singapore, Taiwan, India and the US, set the direction for the dynamic CEO to assume the Africa and Middle East role as its regional head. He remarks his journey as ‘fantastic’, and regards himself as ‘fortunate’ and ‘privileged’ to have a fulfilling career, having worked for 20 years with Standard Chartered. “I worked in different parts of the bank, starting with wholesale banking in the initial stages of my career, followed by retail banking, while setting up our SME business globally for the bank. The next step in my career was being appointed as a CEO, and the head of consumer bank, for one of our largest acquisitions in Taiwan, turning around the business.

When Bill Winters became Group Chief Executive, and formed his management team, I got an opportunity to run a larger region bringing me here to this region” he relays.

THE MARK OF SUCCESS For Kaushal, leading operations from Dubai was a privilege, as he began his prolific career in the UAE, and calls the city home. Since taking on the role, he credits Standard Chartered’s success to his team’s approach of challenging conventions and setting new benchmarks. “Our success is a testament of our team’s efforts and we value each employee’s input from every level of management. We have navigated through challenges in 2015, to reach a successful period in 2017. However, it does not distract us from scaling new heights of success and achieving more milestones. The prospect of tapping into new ventures is exciting and setting new benchmarks is where I derive my enthusiasm from, because I believe the best is yet to come.”

When asked about Standard Chartered’s milestones in 2017, Kaushal explains stepping in with a tighter risk profile with very high standard in compliance and control, was imperative to achieving success. “By addressing a cost based, risk management very tightly and delivering a 49 per cent growth in profits, to reach about $642 million dollars in growth has been very satisfying. It is fulfilling because we were challenged by the underlying economies. The true test of a management team is when you perform against the odds, and perform better than the market. Our winning streak against the odds has been running for two consecutive years, and strive to continue to overcome challenges this year.”

REVOLUTIONISING BANKING IN AFRICA Furthermore, he talks about the first digital bank in Africa, endorsed by sporting legend and Ivorian icon Didier Drogba. “When it comes to applications, there are three integral components, to launch a seamless user interface.

You need to address the client, who will be using the applications, then manage the middle office, and back end, where the electronic records of all the digital transactions are captured. Many banks have launched applications, however, they have been blindsided by technology to consider the requirements of consumers. Not all users have been able to digitise end-to-end, which is why it is

important for the middle and back end office to collect data and analytics to deliver the best products and services to the customer,” says the CEO.

“Our bank’s interface for Côte d’Ivoire has been developed in house, and we are passionate about taking it to the next level by adding more features. For the first time, the client on boarding journey has been digitised and in under 15 minutes, they can provide all verification documents by uploading to the application and fully complete the process. In addition, they can track and trace a request submitted, which is a first for Standard Chartered. We are proud of this breakthrough and are striving to constantly improve our programmes,” he adds.

CLIENT-CENTRED SOLUTIONS According to Kaushal, there has been a prominent rise in increased earnings for many clients; therefore, their need for investment, mortgage, and lifestyle products is increasing. He says: “Our insights showcase that customers from various parts of the world demand accessible banking, which requires a 24-hour service. The traditional 8-5 hour cycle of banking has become irrelevant in the contemporary world. A client should be able to access services at any hour and make their necessary transactions.

The key is to enable seamless operations, without glitches or multiple clicks.”

Amongst the disruptive trends, Standard Chartered has maintained their prominence in the industry due to their ability to evolve. “Further to emphasis and focus on innovation, our business has always been broad-based.

Standard Chartered’s resilience lies in our international presence, our network, and our heritage. With more than 150 years in the industry, we have a strong understanding of various markets. What distinguishes us from a local bank is our background and presence in regions such as Vietnam, China, India, Africa, Europe and Americas, which is an asset to retain while discussing business opportunities. Our extensive and reliable network ensures that we deliver services to our customers, and in terms of connecting their trade flows and investment flows. What remains unique for Standard Charted in terms of our participation model is our international presence. Clients often have international requirements and preferences for certain standards in terms of service, which we are honoured to facilitate in the region,” he says.

Kaushal signs off with an important insight regarding the UAE’s presence as a global trade giant. “For Standard Chartered, UAE’s status as one of the most important and busiest trade hubs globally, is a winning factor; as we are one of the largest trade finance banks in the world. With healthy global trade volumes and values, UAE and Dubai as a logistics hub has clearly profited. All major industries within the UAE are looking to grow their business and we are aligned with the vision of growth and innovation, by providing digitised banking solutions being the core of our strategy,” he concludes.

– Fatima Abbas

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The app is under constant revision, and the team at FIXONCLICK is actively involved in every stage to offer the best options to clients and resolve issues. “We make sure that customers have at least three service providers to choose from.

Furthermore, they can choose services based on ratings, reviews, prices, etc.

In case a service provider does not respond to the request, we personally look into the matter to find out why.

This has helped us create a database, which helps us understand the market and its challenges better.”

Technology is no longer just a device, it’s a behaviour.”

COST NOT A DECIDING FACTOR FIXONCLICK is notable for its transparency and ‘no-frills’ attitude.

Customers can select a service provider based on its profile — images, ratings, trade licence and quality assurance certificates — that add to its credibility.

CONVENIENCE WITH A CLICK

“While rating makes a huge difference, price does not confirm a successful tender. Businesses often think that customers go for the cheapest option, but that is not always the case.

At times, customers doubt services that are too competitively priced, and would rather choose quality and assurance over cost savings,” Rizvi adds.

ERUM RIZVI IS SET TO ENRICH AND EMPOWER UAE’S SME BUSINESSES WITH AN AMBITIOUS PROJECT, FIXONCLICK

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he UAE is a fast-moving country where new opportunities emerge every day.

However, with a large contemporary expatriate population and novel commercial and residential areas, finding the right set of services — such as someone to install your air-conditioner and clean water tanks, or an event coordinator and personal beautician — prove to be a challenge.

FIXONCLICK, a free mobile app devised by its CMO Erum Rizvi, aims to combat these issues, connect residents and service providers together, and generate true empowerment on a common platform.

Rizvi, a charming, independent and adventure-loving individual, conceived FIXONCLICK in 2017 as a long-term plan to enrich the market and bridge the existing gap that affects SMEs.

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“Interestingly, the population in the UAE is so transient that roughly 300 expats shift to the country while 167 leave the country every day. With this movement, it can be difficult to maintain a directory of trusted and affordable service providers,” explains Rizvi.

HOW IT WORKS Customers post their requirements and simply wait to receive competitive quotes from a list of service providers, before opting for an organisation that best meets their needs and budget. All this over an average span of 15 minutes, adds Rizvi.

“Our aim is to give companies a client, and we do not interfere after that phase. Once a customer uses FIXONCLICK for one service, we look forward to becoming that onestop destination for all their other needs,” she adds.

“With approximately 21,000 new businesses opening every year in Dubai, out of which 94 per cent are SMEs, most of the business owners don’t realise that their customers’ expectations are changing rapidly than ever before. They ought to know what their business should be doing tomorrow or the next year. Technology is no longer just a device, it’s a behaviour.

Customers are going digital and are more open in sharing opinions, so there is a need to adapt promptly and ask for feedback.”

Erum Rizvi, Co-Founder & CMO, FIXONCLICK

For Premium members, FIXONCLICK offers Business Intelligence, Priority Service, and Other Business Marketing Tools.

AMBITIONS FIXONCLICK has generated a positive response since its launch, and according to Rizvi realised business of Dh2.2 million through the portal in 6 months of Beta testing. Looking ahead, it aims to add more service categories and become the ultimate directory for all amenities required

by UAE residents, before moving on to conquer the rest of the GCC region.

“Dubai’s labour productivity is onethird compared to similar markets such as Singapore and South Korea.

Our Vision is to empower SMEs in the country. These are the companies who come with dreams and hopes to strengthen the country and their business, however most of them fail to succeed due to lack of ICT skills in workplace, insufficient online presence, expensive customer acquisition, deficiency of Business Intelligence and inefficient business processes. FIXONCLICK wants to bridge the gap and give authority to SMEs to take this country to the next level as expected by 2020,” Rizvi adds.

To date, the portal hosts 50 published services and 10 are aggressive services, such as AC Repair, Car Service, Photographers, Cleaning services, Beauticians, Handyman, Printing, catering, etc.

“We are looking forward to make FIXONCLICK the one-stop destination The main activity of portal is around for all the services’ lead generation. needs.”

“True empowerment FIXONCLICK gives both users — customer and company — an advan- comes when you let tage by allowing them to chat with people keep what one another to understand their budget, inquire about brand offerthey earn.” ings, etc. to seal the deal. However, the app also adopts a second model that boosts premium services for an enhanced experience. Here service providers are able to offer competitively priced packages and products that are verified by the FIXONCLICK team, and exclusively reach out to customers directly.

line rush — be it sky-diving, zip falls between mountains, or getting lost in a foreign country.

Blessed with two children, Rizvi takes on the role of a loving mother who is actively involved in their lives. “Once I reach home I spend time with kids and cook for family.”

She also indulges in public speaking through the Toastmasters Club, a community that instils leadership, improves communication and encourages confidence for public speaking, where she recently bagged multiple awards for her positive and empowering display.

“I believe in being the ‘Jack of all trades’. I like to dabble in all things because you never know how life is going to hit you. Regardless of the situation, you need to be ready to tackle issues and multi-task. We are no longer factory-trained people, we have to be creative and innovative and a start-up gives you the best platform. I love to give people chances to do that, especially people around me.

Starting a start-up organisation has been one of the biggest adventures of my life,” she says.

– Farhana Chowdhury

吀栀攀 洀愀爀欀攀琀 瀀氀愀挀攀 昀漀爀 礀漀甀爀 猀攀爀瘀椀挀攀 爀攀焀甀椀爀攀洀攀渀琀猀℀ 䘀椀砀伀渀䌀氀椀挀欀

ESSENCE OF SUCCESS Raised in the UAE, Rizvi is wired for success as she lists ambitious ideas for FIXONCLICK. When not busy with the portal, she holds a passion for things that give her an adrena-

䀀䀀砀漀渀挀氀椀挀欀

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PRIORITISING

THROUGH A HOLISTIC APPROACH

OMAR MEHANNA, CO-FOUNDER,

EMPHASISES ON UPHOLDING QUALITY CARE THROUGH DEDICATION TOWARDS PATIENT WELL-BEING

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multiple sources and different treatments from various centres. This was extremely stressful for the child and the family, and we realised a lot more patients were facing a similar situation. Establishing a multi-disciplinary system with a holistic approach was imperative, which not only embedded clinical care, but also integrated group care with day therapy centres.”

Initiated in late 2014, Camali, located in Dubai Healthcare City, began its journey as a child and adolescent clinic, with the goal to cultivate their core expertise before strategically expanding their services.

“Our founding team consisted of child and adolescent specialists and we felt it was important to develop our offerings based on our expertise. It was crucial to perfect every detail to align ourselves with international standards, as mental healthcare is extremely individualised.

Our services were receiving positive feedback, with patients referred by schools and hospitals. As we evolved,

our environment is comforting for our patients and they can share their concerns without any judgements.

To fully facilitate access to our services, we have also implemented online tele-therapy and direct billing insurance.”

In addition, the clinicians are dedicated towards raising awareness on mental health according to the

The Tavistock and Portman NHS Foundation Trust is a specialist mental health trust with a focus on training and education alongside a full range of mental health services and psychological therapists for children and their families, young people and adults.

The trust is committed to improving mental health and emotional well-be-

ing track of their lifestyles. “We offer a range of group-based programmes for children, such as the ‘school readiness’ programme, which caters towards patients from the ages of three to seven. Children facing social, behavioural and emotional issues find it challenging to continue with their schooling schedule. Our programme encompasses clinical and aspects of the educational content to re-integrate them back into mainstream school.

We measure the success of our programmes by how many children leave us, and how long they stay in school after leaving us. Another programme we offer is called “Bounce Back”. It is for patients from the ages of 12-17, suffering from severe depression, anxiety, and family breakups, who are unable to continue with school.

Our tailored programmes accommodate them at Camali to re-integrate them back into their daily lives,” says Mehanna.

At Camali, providing healthcare services for everyone is a predominant value as a multi-disciplinary, psychiatric led, child and adult clinic. “We treat a wide spectrum of cases ranging from mild, moderate and severe, including psychosis, schizophrenia, self-harm and suicide. As specialists and healthcare providers, we have an obligation to address these complex cases. They exist in society, and patients should feel secure to reach out for the help they need. At Camali, our team consists of highly qualified psychiatrists, clinical psychologists, autism and stroke ABA therapists, speech therapists, occupational therapists, clinical dieticians and registered mental health nurses. We ensure that

Co-Founder.

“Through initiatives we hold here, which are training seminars for clinicians and educational seminars for parents, Camali is passionate about communicating with individuals and parents. We reach out to schools, clinicians, and hospitals, to organise conferences, and actively participate in investor conferences. Our team communicates with all stakeholders, whether they are from the regulatory bodies, insurance companies, or embassies trying to facilitate access to mental healthcare for patients from regions such as Saudi Arabia, Bahrain, Oman, Nigeria, and Europe, to name a few. This aligns us with the government’s initiative to boost medical tourism in the region by providing services for patients who are unable to be treated in their home countries,” he explains.

Camali recently announced a collaboration with the Tavistock and Portman NHS Foundation Trust, London, UK, to bring world-renowned senior management leadership and mental health training courses to the UAE and the region.

ing, believing that high quality mental health services should be available for all who need them.

“We are privileged to be associated with the Tavistock and Portman NHS Foundation Trust. Tavistock is a highly esteemed educational training institute, and we have collaborated with them, whereby they will provide mental healthcare training and leadership courses. This dovetails with our mission to expand towards providing adult metal healthcare services. We have been catering towards adults over the last 12 months and hired a team of six clinicians in Dubai.

“Camali has a presence in Abu Dhabi, in collaboration with United Eastern Medical services and Danat Al Emarat. Our medical director in Abu Dhabi is an adult psychiatrist.

Her team will be complemented by multi-disclipinary child and adult clinicians shortly. In addition, we are opening a satellite clinic to facilitate access to the community at another end of Dubai, to ensure that they are able to access our services for logistical reasons,” he concludes.

“We ensure that our environment is comforting for our patients and they can share their concerns without any judgements. To fully facilitate access to our services, we have also implemented online tele-therapy and direct billing insurance.”

MENTAL WELLNESS

ENTAL HEALTH, by definition, is a person’s condition with regard to their psychological and emotional wellness. However, with the complexities and pressures of intense lifestyles led by children and adults, the effects on one’s state of mind often takes a toll, consuming their physical being.

A grey area remains when it comes to mental health – inability to identify symptoms, disbelief or denial about conditions and finding reliable healthcare providers. Camali was born out of the need to be that healthcare provider in the region, run by specialists, who recognised the needs of patients.

Co-Founder Omar Mehanna shares how the Camali journey began: “One specific case was a catalyst in identifying how fragmented the whole approach to mental healthcare was.

A patient, with a history of mental health within the family, was receiving conflicting advice from

corroborates with their commitment to their vision and mission.

“We invite the Royal College annually to conduct an independent audit on Camali, and they produce an extremely comprehensive report,” he adds.

Camali Clinic provides programmes for children and adults, which help them overcome obstacles without los-

in terms of delivering better quality services, we received encouragement through requests from parents, adults and clinicians, who were licensed to consult and treat adults, to expand our services. We strategically decided that we would start delivering adult services, while ensuring that the current set up of Camali doesn’t mix children with adults, which unfortunately tends to be overlooked,” he explains.

Derived from the word Camal, which means ‘complete’, Camali translates to ‘my completeness’. According to Mehanna, ‘Camali’ is also an acronym for child and adult mental health and learning institute.

Mehanna says: “We felt it was important to reflect on what we really stand for, while maintaining our local identity. A local team developed Camali for the local community with an emphasis on providing international quality standards for our patients.”

Camali’s affiliation with the Royal College of Psychiatrists in the UK

– Fatima Abbas

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CEO LEADERSHIP 2018

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EMPOWERING BY EXAMPLE Setting in motion a trail of female leaders in the region by assuming the title of CEO in 2012, Dr. Reem Osman, CEO of the Saudi German Hospitals Group, has been defying the odds with her success

The Saudi German Group remains a key player in evolving the healthcare industry in the UAE and international markets. However, when appointed as the CEO, she describes the role as a challenge on another level, due to the high expectations of being a woman in-charge. “A career in the healthcare industry is demanding occupationally; however it encourages women to take on various roles.

Whereas the corporate world is cutthroat with soaring expectations from the management, shareholders and employees. You are responsible for the integrity of the constitution by maintaining its core values and mission, while simultaneously breaking even.

The success of every organisation is attributed to the contribution it has made to the society and economy. As a CEO, I empower my management to surpass their capabilities. It is crucial to establish equality in your corporation, where people are recognised for their efforts, not their gender.”

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ne of the most influential women in the Arab world, Dr. Reem Osman has earned her coveted title as CEO of the Saudi German Hospitals Group, through sheer determination and work ethic like no other.

Born in Jableh, a coastal city on the Mediterranean in Syria, Dr. Osman could always feel ambition running through her veins, since she was a young girl in school. With straight A’s and an unwavering passion to excel, she was already shattering the glass ceiling decades ago by defying stereotypes. She credits her upbringing and her mother’s support as instigators towards setting her on the path of medicine.

After graduating from Tishreen University in Latakia, Syria, as an ophthalmologist, Dr. Osman had a decision to make, which would change her career and life indefinitely.

“My mother instilled in us the value of education from a very young age, which was unconventional at the time, especially in the Arab region. It developed my character tremendously, and

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at Wollongong University to analyse the layers of management, and the application of it in diverse corporations. “I believe in exploring my capabilities, there is an abundance of opportunity that lies ahead of us, and once we established a comfort zone that is the point we start to limit ourselves. Educating children and adults to accept change as a positive notion should be encouraged to promote growth in ideas. It should be a part of life. I always encourage my daughters to be self-driven and make the choices they are passionate about; according to me that is the mark of success.

I was empowered through the example of my siblings who were high achievers. It made me realise that my gender, in no way, would hinder me from accomplishing my goals and setting them high. Therefore, after specialising in ophthalmology, I wanted to seek the next challenge in my career by exploring options abroad.

After considerate research, I decided to venture to Saudi Arabia, a decision that brought great opportunities for me. As a medical professional, being exposed to a melting pot of cultures and nationalities was an incredibly enriching experience,” she explains.

FROM OPERATING ROOMS TO THE BOARDROOM For Dr. Osman, Saudi Arabia holds an important place in her heart, for being a place, which defined her career, and also her life by introducing her to the role of motherhood. “I met my pillar of support, my husband, who recognised my potential early in my career. I was able to embrace motherhood and undertake a management role because of his encouragement.”

In addition to her specialisation as an ophthalmologist, she gained an MBA from Sydney Business School

FOCUSING ON PHILANTHROPY The CEO settles for nothing but the best, and her drive for excellence has been rewarded with numerous titles to her role. Featured in the Forbes Middle East’s 200 most powerful Arab women listing in 2015, Dr. Osman has many honours to her name; including being one of the top 15 most influential business people in the emirate, according to Arabian Business in 2017.

“Since I was appointed as the CEO six years ago, the word ‘impossible’ does not belong in my dictionary. I believe

that if you are passionate about your work, you will have success. Your commitment to work will be contagious to your team, and I am vocal about our hospital being the best and do not accept any less.”

“We have achieved many milestones, and we are distinguished from other hospitals in our CSR responsibilities and events. In many ways, we are leading the way for other hospitals to follow through these endeavours.

An important facet of being a leader is to be a teacher. I communicate with my employees directly, and feel that going through layers of management deters them from establishing a relationship which is professionally fulfilling. Direct communication cultivates leadership and exchange of ideas among employees, which

“

Educating children and adults to accept change as a positive notion should be encouraged to promote growth in ideas, it should be a part of life.

guarantees our vision being executed in every hospital within our network.

Innovation can flourish from simple ideas which can help improve our patient’s experience, therefore every employee’s input matters,” she adds.

In addition to her acheivements, the international organisation for development and human rights nominated Dr. Osman as a peace ambassador. Saudi German Hospital Dubai’s collaboration with the Zayed Giving Initiative has been making strides in the healthcare industry, with Dr. Osman appointed as the Humanitarian Ambassador for the cause. Through supporting medical residency, personal services, free in-patient and surgical services to countries like Egypt, Sudan and Zanzibar, Saudi German Hospital has alleviated the sufferings of patients in need. Saudi German’s team of doctors have volunteered for humanitarian missions of the Zayed Giving Convoys, with the recent Rohingya refugees in Cox’s Bazaar, Bangladesh and Zanzibar, through providing the best diagnostic, therapeutic and preventive services.

“As a doctor, being a humanitarian is innate. Our team was dedicated to work in the Emirati field hospital and its mobile medical units. These divisions were equipped with the latest specialised medical equipment, including reception, emergency, intensive care, laboratory and pharmacy units. In line with the “Day for Dubai” initiative launched by His Highness Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai and Chairman of the Executive Council, Saudi German Hospital’s aim is to set an example for healthcare providers in the region to involve themselves in charity campaigns. At Saudi German Hospital, we encourage philanthropy through awareness, especially for healthcare providers who have the right tools such as doctors, and medical equipment, collaborating with various organisations and authorities to serve the society is crucial,” she explains.

– Fatima Abbas

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CEO LEADERSHIP 2018

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Management Magnate

Thriving data solutions for a world of tomorrow

Al Tareeqah Management Studies is a one-stop solution to upgrade your credentials in managerial skills

Dr.

Hemant Kumar, President and CEO of Al Tareeqah Management Studies, is a professional par-excellence, and is quite passionate as a teacher and management guru.

He has led from the front in setting up one of the most innovative management studies institutions for working professionals and students, which enjoys international accreditation.

He believes in the importance of higher education, and has tailor-made plans for everyone at his prestigious institute. Al Tareeqah Management Studies main campus is in Ras Al Khaimah, and there are arrangements for short-term courses in Dubai, as well.

To this day, more than 6,000 students have graduated from Al Tareeqah Management Studies (ATMS), which draws its faculty from reputed overseas institutions and well-groomed professionals here in the UAE. ATMS also has ‘flying faculty’ from London, for various managerial subjects.

Dr. Kumar says ‘flexibility and affordability’ are the canons of his institute, which make it an indispensable choice for people who want to pursue higher education while being at work. He says, “This is why we come up with flexible payment plans, and our intention is to ensure that our wards are taken care of in their pursuit for higher education.”

Dr. Kumar has a Ph.D in Finance, and strongly believes in imparting management courses for all kinds of professionals. While he himself has a teaching experience of more than two decades, he is quite articulate in judging the credentials of a person profession-wise. “I can talk to any candidate for few minutes and can say whether he is professionally fit for a managerial role or not. Thus, I recommend

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Frontrunners in innovation, NetApp provides effortless solutions with dynamic results

students to take up courses in management for growth in their respective disciplines, “ he says.

One of the important programmes at ATMS is the ‘weekend courses’, and specific tailor-made management courses that are also frequented by medical and engineering professionals, nurses and people from other walks of life.

“The reason is that professionals, irrespective of their field of study, need to be abreast of managerial skills, and this is where ATMS has a solution for them,” Dr. Kumar proudly spelt out his BBA, MBA, DBA and short-term course modules.

To make a point, the ATMS chief said that Human Resource classifies people on two criterions: MBAs and non-MBAs. “Considering a non-MBA for management job is no less than a risk,” Dr. Kumar observed.

ATMS’ prestigious and most competitive offer is its Doctorate programme, popularly known as ‘Doctorate in Business Administration’ (DBA).

It is a thorough research-oriented programme, wherein professionals register with the ATMS and work with a faculty guide on their doctorate dissertation. It is a two to three-year programme, and to date, dozens of professionals have successfully worn the doctorate cap and added a new dimension to their credentials. A large number of corporate big-wigs and senior executives are part of ATMS DBA programme, as it is the first of its kind in the UAE. Moreover, the ATMS is broadening its horizons and offering a management BBA and MBA course in hospitality industry, as it eyes the upcoming Expo 2020. So are

N its lucrative Executive Management programmes.

While the ATMS is formally affiliated with the Swiss Business School (SBS), its degrees have a wider acknowledgement, as well as in the United States. Dr. Kumar said that a new programme is being added, which will be affiliated with French Alma maters, and disciplines such as ‘art, design and fashion’ will be part of the new curriculum.

Dr. Kumar enthrals his argument in a professional way and substantiates it with examples, as he says apart from healthcare, education will always remain a prioritised discipline. “This is why I believe imparting quality higher education is essential for human resource development and my vision and passion is to bridge the gap by offering courses that build the personality of any professional in managerial sciences,” he explained.

Dr. Kumar is all praise for the UAE, and says it excels in higher education, and is the hub for international students in the region. ATMS in Ras Al Khaimah, a sprawling 15,000 square metres campus, is a mushrooming centre for higher learning, especially for those who are ambitious in their cherished careers. ATMS cements its invincibility through cost factor, and is surely the most affordable institute.

Visit www.sbs-uae.org, or call +971 6 521 5557 to know more.

– Ishtiaq Ali Mehkri

etApp requires no introduction. A power player in the industry, the multinational storage and data management giant is changing the world. Henri Richard, Executive Vice-President, Worldwide Field and Customer Operations, feels that NetApp has significantly transformed internally over the last three years.

“People think they know NetApp because of our long-standing status in the industry, however, there is a lot to learn about the NetApp of today.”

With 25 years of serving customers, NetApp’s success is the satisfaction of clients and their burgeoning need for new solutions during a tsunami of rapid changes by the ongoing digital transformation. With storage hardware continuing to be a very important aspect of the company, NetApp’s three fundamental imperatives for success are broader than its core offering. The largest is an emblem of what consumers associate NetApp with, which is flash storage.

“We have embarked on a journey to become leaders in the industry and we are well on our way,” he explains.

NetApp’s second vital priority is to be leading-edge in hyper converged infrastructure. “We see hyper converged and converged systems as a growth area for the industry.

Consumers are looking for simpler, more scalable solutions that are easy to deploy and hyper converged serves that purpose. NetApp launched its hyper converged offering last quarter, which received an overwhelmingly positive response in the marketplace.

This is due to its enterprise capabilities and its integration with NetApp’s existing portfolio. In many situations, customers who require hyper converged solutions don’t want those

to be siloed versus their existing data centre,” says Richard.

The third imperative for success is providing cloud data services and allowing customers to access the power of ONTAP, NetApp’s renowned operating system in the public cloud.

Henri Richard,

Executive Vice-President, Worldwide Field and Customer Operations

“We are offering products with Microsoft Azure and AWS that allow our customers to take absolute advantage of NetApp solutions, without buying our hardware. We are being recognised as the Network Attached Storage specialists and are currently the fastest Storage Area Network vendor in the industry,” comments the Executive Vice-President.

NetApp has been gaining shares systematically for the last seven quarters in their ambition to become top players, which Richards says is “absolutely legitimate,” based on their results.

“In fact, we are already front-runners in many countries in the world, even if we are not globally. In particular, we are top players in the MENA region,” he says. “The MENA region’s strong attribute is its remarkable growth rate and diversity. The lack of existing incumbent infrastructure allows the opportunity for leapfrogging technology, which stimulates aggressive adoption of leading-edge trends. The public cloud has potential to experience rapid growth and NetApp wants to be a part of that prospect.

With NetApp’s channel-friendly reputation, partners are comfortable depending on us for the vitality of their own businesses.”

Richard relays that there is no doubt that the world is witnessing a digital revolution, which is setting the future in motion. “NetApp and IDC partnered to produce a study called ‘Become a Data Thriver: Realise Data-Driven Digital Transformation,’ which has amassed the findings from 800 enterprises with regards to their journeys of harnessing data. We are using the results to show customers a path towards excellence in data management and leveraging the power of data. Take mergers and acquisitions as an example: The target company’s ability to control data significantly influences business transactions. If you are looking for an acquisition, a very important part of the due diligence is now asking yourself, “how well is my target company leveraging their data?” and I don’t believe 10 or 15 years ago, that would be a part of the conversation. This is a discussion, which NetApp is carrying forward by setting innovative benchmarks for the future in a world where constant disruption is the new norm,” he adds.

– Fatima Abbas

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CEO LEADERSHIP 2018

“

One of the main problems that exist in the cryptocurrency world is that there is price volatility.”

Mohammed Ibraheem Khan, CEO, GoldGuard FZCO

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n January 2017, Islamic financial services and technology company OneGram partnered with GoldGuard, a Dubai-based online gold trading platform, to create the first physical gold-backed digital crypto token. The coin is backed by physical gold and once live 70 per cent of the generated transaction fees from the blockchain will go towards acquiring new gold, which will be distributed to each coin. This, in essence, means the gold reserve is always increasing. This system allows users to be rewarded for spending and contrary to the real world with every spend the value is increasing due to the accumulation of new gold. Further economic value is generated through limited supply since OneGram will only issue 12,400,786 tokens.

Mohammed Ibraheem Khan, CEO, GoldGuard FZCO, said: “One of the main problems that exist in the cryptocurrency world is that there is price volatility. If you look at the charts, the price of Bitcoin in January 2017 was $990, then in a year it went up to $20,000, and now it is back to $8,000.

The asset-backed future of the

CRYPTO INDUSTRY GoldGuard and OneGram are revolutionising the face of Islamic finance by merging gold with digital currency

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“If you have a digital asset like gold, there is a minimum price. It can never fall to zero. We took blockchain, which is the latest technology and gold, which is the first form of money and put it together and regulated our concept by applying the principles of Shariah law.”

Over the years, Dubai has established itself as the hub of Islamic finance, and Mohammed highlighted that GoldGuard has been able to take a 1,400-year-old Islamic set of rules and merged it with blockchain to offer a solution that is unique to the market.

By physically backing each OneGram coin with gold, the team has effectively designed a Shariah-compliant mechanism to own gold, transfer it freely and redeem it for the physical commodity at any time. This solution expressed Mohammed, allows gold ownership to be a positive and income-generating asset. With stocks

and shares, an investor needs a set amount of money in their pocket.

But the attraction of OneGram is that almost anyone can invest and participate.

There are over 1,500 digital tokens, stressed Mohammed, that have copied the model of Bitcoin. They are completely reliant on Bitcoin because to buy any of these tokens you need Bitcoin, so the crypto space is virtually monopolistic, that was however until OneGram entered the race.

OneGram is completely non-reliant on Bitcoin, and OneGram purchases do not require the user to own Bitcoin.

OneGram today stands alone in a market which is at a crossroad of transition. Another defining characteristic is that besides Bitcoin none of the other 1,500 Alt coins have ever had a real-world transaction. OneGram has again proved otherwise by becoming only the second coin to have realworld transactions as property can be purchased from MAG Lifestyles using OneGram. What makes this even more impressive is that OneGram is not yet live but support is already there from strong business partners.

Reaping golden rewards One of the biggest criticisms of cryptocurrency has been that the lack of regulation that can lead to criminals using these digital channels.

However, this problem exists in the real world as well in the form of cash.

Unfortunately, criminal elements will always exist in society but the solution, Mohammed highlighted is not to ban cash, but to put regulations in place. Such regulations have also been put in place for OneGram. “We have put stringent mechanisms in our systems. You cannot open an account without completing the Know Your Customer (KYC) process, and we require proof of address, picture ID proof, and e-mail verification. We run checks on people for political affiliations, blacklists, arrest warrants, etc., so every user is thoroughly vetted.

Furthermore, we do not accept cash to purchase our digital tokens so we are taking every precaution possible

to self-regulate until such time regulation becomes available.”

Mohammed recalled that he did have moments of doubt where he thought, should there even be a Shariah coin?

But his resolve was not deterred but only strengthened when OneGram received support from Islamic Scholars.

“We had an Islamic scholar from Malaysia who sent us an e-mail saying, “You guys have changed the digital face of Islamic finance.” That was a really big thing for us. Further support was extended to us from a number of leading Islamic institutes.

We have lent our support to many organisations including educational institutions to better understand what we have developed and how we achieved this.”

OneGram today exists in 17 countries, and surprisingly Germany is one of its biggest markets, and they will soon be operating in India, Malaysia, Pakistan, and Taiwan. Dubai is one of the most prepared countries in the world for this digital revolution, and the Expo 2020 will be met with resounding success, remarked Mohammed. He credited the city with having one of the most advanced smart governments in the world that is far ahead in terms of technology than anyone else in the world.

He concluded: “We have some amazing developments in the pipeline.

We have a superior product, and in just nine months we have entered 17 countries. Over 70 per cent of our coin holders are non-Muslims because they see that we have a set of rules and regulations, which first and foremost, protect the investor.”

– Deepa Narwani

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CEO LEADERSHIP 2018

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Enhancing road safety

Par-excellence Emirati Insurance Intermediary

through innovative teaching methods

Excerpts from an interview with Amer Ahmed Belhasa, Chairman – EDI Group and Vice Chairman – Belhasa Group

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Gargash Insurance focuses on all kinds of businesses for insurance, and offers ‘total solutions’ to its customers

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ustafa Oliyath Vazayil, Managing Director Gargash Insurance, is a financial wizard, and knows the inside-out of insurance on his fingertips. He is an exception among his contemporaries, as evidenced by many feathers in his cap, especially the fact that he is the first UAE resident to have qualified as a Fellow of the Chartered Insurance Institute, London. He has also successfully established the region’s leading National Insurance brokerage company.

He brings with him decades of experience working with several multinational companies, and has many firsts in his career. In 1994, he decided to leap forward on his own and established Gargash Insurance, the leading Emirati insurance brokerage company.

For Mr.Vazayil, insurance is his firstchoice, and he proved it beyond any doubt that he is articulate enough to the core. The laurels that Gargash Insurance had won is an indication of his meritorious leadership, acumen and foresight. “I have no regrets in life, I’m a happy person and the profession of insurance is my passion,” a humble Mr. Vazayil describes himself in very few words.

Gargash Insurance is the leading Emirati insurance intermediary in the Middle East, and is honoured with the coveted title of ‘Chartered Insurance

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Broker’ from the Chartered Insurance Institute, London, the first of its kind for a UAE concern in the region.

A humble and soft-spoken Mr. Vazayil says his entry into the insurance industry was ‘circumstantial’, and dubs the field as ‘quite promising’.

“Everybody and every business needs insurance, and it is here we come into play.”

He elucidated that “insurance business is a sustained learning process, and because of diversity in every walk of life, there are innumerable challenges in it.”

Mr. Vazayil has held various responsible positions, such as Member of the Board of Directors of Emirates Insurance Association, Secretary General of Insurance Business Group, Program Advisory Member on banking and finance of the Higher Colleges of Technology etc.

Mr. Vazayil makes it a point by saying that excluding foreign insurance brokers in the UAE, Gargash is the leading local entity, and is a big success. It enjoys the confidence of the market, and has delivered to the best. He says the duo of ‘passion and professionalism’ is the foundation of Gargash insurance’s success story, and remarks that it has set new

benchmarks of credibility and competence in the region.

The insurance maestro, while talking about competition, says usually for many the focus remains on competitors and as a result businesses lose direction. “The right focus is to concentrate on markets and clients. This is how Gargash Insurance has been able to win over confidence and trust of the industry and the customers.”

Talking about core areas of interest, he said Gargash Insurance focuses on all kinds of businesses for insurance, and offers ‘total solutions’ to its customers. That includes apart from end-to-end corporate insurance, travel, motor, general, life insurance and medical insurance.

The articulate managing director said, “We look at the exposure of the client, and come up with a coverage to meet the exposures. Assessing the needs and requirements of the client is of essential importance, as we tailor a plan for them.”

Gargash Insurance foresees growth and prosperity, as the UAE rises to new heights of success. Mentioning some of the challenges, Mr. Vazayil says, “technology and cost escalation are some of the issues that will have an impact on insurance business.”

He resolves, “We will be the first choice for insurance solutions, delivering customer satisfaction with delight.”

– Ishtiaq Ali Mehkri

Can you tell us about the new Smart Testing Yards, developed and integrated by the Roads and Transport Authority (RTA)?

Smart Yard is a testing system that has been initiated by the RTA to increase efficiency of students during the test and decrease human intervention. In the yard, sensors and high-tech cameras will be used to check if a driving licence applicant has passed or failed the RTA Parking Test. The smart yard at Emirates Driving Institute’s (EDI) head office in Al Qusais will be operational for testing in mid-April.

However, at our other two training and testing centres, Smart Yard would be operational in the next quarter.

According to the survey by UAE Road Safety Monitor, dangerous driving has been on the decline in the UAE. Can you tell us about how EDI instills safety as a way of life in its students?

To be at the forefront of road safety by creating safer drivers is one of the core values at EDI. The institute’s mission of creating safe drivers doesn’t stop with driver training courses but goes much beyond that.

EDI introduced an initiative almost a decade back to spread the message of safe driving amongst one and all.

As a part of this initiative EDI regularly visits companies, colleges, universities, parks, community events, malls and various schools for conducting road safety demonstrations.

EDI is the only driving institute in the UAE region to have sophisticated ‘road safety demonstration’ exhibits where we provide experience based learning using roll-over car, seat belt convincer, tyre exhibit, head restraint exhibit, drunken vision goggles and child seat exhibit through which the

Centre is to improve the quality of training by using state-of-the-art technologies. It also enables full migration from the conventional training stage to the smart and virtual training era.

The experienced EDI lecturers train the passenger transport drivers in the newly-formed training academy that has modern lecture halls, which are equipped with high-end presentation systems, laser firefighting simulator, taxi meter simulators and also has the latest version of mapping systems amongst other facilities.

vital messages of road and driving safety are delivered.

How does EDI prepare drivers to take on the responsibility of operating their vehicles in the real world?

The driving tuition standards at EDI are incompliance with the RTA’s curriculum and are set at international levels. EDI’s International partners, The Institute of The Motor Industry of The UK (IMI), The International Association for Driver Education and The Institute of Advanced Motorist-UK (IAM) play a major role to ensure constant updating and adapting to latest leading edge driving and testing tuition developments.

EDI’s Driver Training Methodology has been accredited by AA Driving School in the UK. The driving tuition methods are continuously updated to make use of the latest driving techniques.

Can you tell us about the initiative of privatising the training of passenger transport drivers?

The initiative reflects upon RTA’s keenness to enhance the quality of training through continuous improvements and new programmes for supporting passenger transport activities in Dubai. The key objective of privatising Drivers Training and Qualification

EDI has a legacy of being one of the prominent institutes in the UAE. How has it maintained its success?

We at EDI firmly stand by our core values and understand customer needs better and deliver a friendly and reliable service. We never compromise and continue to deliver quality in our training standards and methodology.

Through training and road safety campaigns, we enable safer and skilled road users.

EDI offers its VIP students the option of learning in luxury vehicles. Can you elaborate on this, and tell us why it was an important addition to your offerings?

Many UAE residents go on to drive big luxury and sports cars immediately after obtaining the UAE driving licence. In reality they are not ready to handle the powerful cars and have to go for advanced training because they are trained in smaller cars initially. With 26 years of experience, EDI’s Platinum Driving Course offers training in high-end luxury cars like Mercedes Benz G class, Range Rover and very soon in Tesla. This enables the drivers to be better adapted with the mechanics and features of the high-end cars ensuring their safety further while driving on the road.

– Fatima Abbas

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CEO LEADERSHIP 2018

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The Gulfstream Foundation Creating a safe haven via ‘The Sanctuary’ project SEBASTIAN CARLTON, CEO OF GULFSTREAM UAE, discusses the formation and philosophy behind The Gulfstream Foundation and ‘The Sanctuary’ project in Jumeirah Village, Dubai

Sebastian Carlton, CEO of Gulfstream UAE with HE Sheikh Mohammed Bin Maktoum Bin Juma Al Maktoum

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ulfstream UAE CEO Sebastian Carlton comments that for Gulfstream, developing ‘The Sanctuary’ was a gateway to an important cause. Philanthropy is one of the cores of the organisation and giving back to those in need was imperative. “We established the Gulfstream foundation to not only fulfil our corporate responsibility, but also to fulfil our commitment towards

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alleviating suffering. There are several regional zones that require significant aid due to conflict, therefore, the Gulfstream Foundation dedicates 10 per cent of all profits from our projects to charities such as Save the Children, Red Crescent, UNICEF and Medecins Sans Frontieres; agencies that provide such regional aid. In addition, we aim to also provide assistance to smaller charities that are on the ground and

providing direct relief to refugees for example. Sheikh Mohammed bin Maktoum bin Juma Al Maktoum is our partner and ambassador for the Gulfstream Foundation, and we are hopeful that we will be able to raise awareness through our endeavours in providing much needed aid and relief to afflicted regions,” he highlights. www.gulfstreamfoundation.com

Gulfstream’s flagship project ‘The Sanctuary’ is currently under construction and will provide significant charitable relief via the Gulfstream Foundation.

“The philosophy behind The Sanctuary project is founded in creating a community like no other,’’ says Gulfstream CEO Sebastian Carlton.

Luxury has become a lifestyle in the UAE, with plush properties drawing in international investors. In the midst of such luxury offerings, Gulfstream is adding heart to homes for those looking to cultivate a life with their families and be a part of a real community.

The Sanctuary is an oasis of calm in the middle of the city, extending over a land area of seven acres in Jumeirah Village Circle, Dubai, representing the largest private gated community of residential homes in the area. “The Sanctuary is a project being delivered over four phases, consisting of Haven apartments, a boutique collection of studio, one and two bedroom apartments and Haven villas; luxury three-bedroom townhouse villas. For the apartments, there are 600 units, split into phase one and two. The first phase, Haven Apartments 1, consists of 355 units and represents a combination of studios and one and two bedroom apartments with facilities such as a swimming pool, spa, gymnasium and landscape gardens. The second phase is 250 units split into studio, and one and two-bedroom apartments. These are ground, plus four storey buildings, centred around a swimming pool, gymnasium, spa and gardens,” says Carlton.

The emerging neighbourhood in Jumeirah Village has become a popular choice for families due to its reasonable prices and comprehensive facilities. For Gulfstream, Jumeirah Village Circle represented the perfect solution to what was missing in Dubai. “There was an avalanche of luxury beachfront properties for overseas investors, no one however was producing a cohesive community designed for local and expatriates living and working in Dubai. The original intent of JVC to be a self-contained community is now coming to fruition.

Jumeirah Village has become a mature residential destination. The Village is now populated with various parks and The Sanctuary project actually overlooks two parks. A large shopping mall is under construction by Nakheel, with an opening expected next year. Within the community, residents now have access to cycling parks, schools, religious centres, community centres, restaurants, shopping and other facilities including medical centres. Within JVC, which extends to an area of 800 hectares, everything is accessible, which fulfils a family’s requirements and needs.

“The market conditions are such that people are looking for affordable homes. In terms of high-end and luxury homes, the market in Dubai has been well-served. Now is the time, especially when the population is increasing in the run up to Expo 2020, to provide affordable and high quality housing with good facilities for both the expat and local community. That is the purpose of The Sanctuary, and we believe we have created a social haven in concept where people can live and integrate as a residential community holistically,” says Carlton. www.thesanctuaryuae.com For Gulfstream, design is an integral component in envisioning a project and Gulfstream is proud to partner with Louise Bradley, a top European interior design studio from London www.louisebradley.co.uk.

Louise’s team have designed furniture ranges for The Sanctuary so that end users can opt to purchase a full furniture package that fits seamlessly within the concept interior design created by her team.

A team of 40 specialists, have worked on The Sanctuary, including architects, project managers, interior designers and graphic designers, in order to bring to life The Sanctuary concept. “Gulfstream has a rich, 20-year background in design and planning. We are constructing show homes on site which will be ready this summer; it’s essential in order for clients to get a real feel of the interior of our product. Studio units average 450 to 500 square feet, with the one-bedroom units spreading over 750 square feet; all units have balconies that either face the gardens or the swimming pool.

“The two-bedroom units are created from a modular design concept, whereby a studio is added to a one-bedroom unit. Our innovative design system makes it possible for clients to create the homes they desire. Delivery of Haven apartments is scheduled for late 2019, and the show homes will be completed this year,’’ adds Carlton. www.havenpartments.ae www.gulfstreamuae.com – Fatima Abbas

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CEO LEADERSHIP 2018

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Creating a progressive future for children

“The concept of British Orchard Nursery started off as an idea about a decade ago when I looked into nursery care in other countries. The UAE is a fast-paced place with a large cosmopolitan crowd. Looking at the country’s goals and its visionary leadership, I realised that working women here would need a safe and conducive environment for their young ones which adheres to international best practices,” said Dr. Gandhi.

Not just a play area for kids To date, British Orchard Nursery has around 20 branches across the UAE and UK with plans to set up a presence in India and other countries in the Middle East region. Recognised by the UAE Ministry of Education and Knowledge and Human Development Authority (KHDA), it follows the UK National Curriculum along with Arabic and French, and offers an incredible range of programmes and facilities to prepare young learners for today’s challenging world.

Dr. Vandana Gandhi, CEO and Founder of the British Orchard Nursery, is a step ahead in the world of education and child care

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child’s primary years, i.e., the tender age of zero to five years, is an essential phase that lays down the foundation for cognitive, social, emotional and physical development. While the culture of enrolling young ones into a nursery differs from family to family, Dr. Vandana Gandhi, CEO and Founder of the British Orchard Nursery, advises parents to consider

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giving them a chance to discover their potential at an early age.

Dr. Gandhi, who has spent her younger years growing up in the city of Abu Dhabi, leads with a vision — to establish an integrated support system for both parents and children that engages them on different platforms and creates a globally certified learning environment.

With this in mind, she set up the British Orchard Nursery, one of the UAE’s first ISO Quality certified educational institutions that has set milestones in the world of knowledge through its future-oriented initiatives.

The nursery not only nurtures young ones, but also gives career-oriented women opportunities to resume their work or manage student responsibilities at ease.

Among these is an award-winning assessment book that features 680 observation-based goals. A child’s assessment is based on their behaviour and interactions in a variety of situations — ranging from tying shoelaces to socialising with other children. It evaluates their hand-eye coordination as well as development of physical and motor skills, in line with the nursery’s values of instilling respect, integrity, equality, diversity, rights and responsibilities, improvement and innovation.

Under Dr. Gandhi’s leadership and guidance, British Orchard Nursery has received over 25 National and International awards, the recent being the Dubai Quality Appreciation Award and Dubai Human Development Award under the patronage of His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice-President and Prime Minister of the UAE and Ruler of Dubai, in April 2018.

British Orchard Nursery is not a mere day care centre or play area,

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It is very important to have quality child care offered at the doorstep. The British Orchard Nursery aims to give mums the peace of mind, as they tackle long hours and climb up the corporate ladder.

— Dr. Vandana Gandhi Dr. Gandhi says, but an “objective-driven institution that helps children grow in all areas of physical, social and emotional development, understanding of the world, numeracy and literacy.

“We have worked hard to ensure that our curriculum meets the expat population needs. We’ve got the playway model of the Montessori system as well as the Te Whariki of New Zealand. These are worldwide-tested methodologies.”

understanding risks, nanny training, first-aid, etc.

Keeping abreast of trends, the institution established a new stream of KHDA-recognised courses for teacher, parent and nanny training to educate the adult population on child care. “This is a part of community development that we really want to help UAE with. We are happy to note that KHDA has supported this initiative, and few years ago, made it mandatory for nursery teachers and assistant teachers to have these diploma certificates,” she said, adding that the certified courses provide specialised learning and improve care skills.

Empowering the Determined Ones With roots deeply set in community service, Dr. Gandhi is currently in the process of setting up a project that exclusively focuses on the determined ones, in line with the UAE’s national policy to empower and include those with special needs into different levels of society.

“Since inception, we have never refused a single child for their ability requirements. If a child requires a special needs school, then we recommend parents to take them there, otherwise we do our best to facilitate them so that they can enter mainstream schooling in the future,” she says.

Parent support and training at British Orchard’s training The nursery screens every child rigorously every month or two to centre As a strong career woman herself, Dr. Gandhi continues to support women to comfortably make their way back to the workplace after maternity leave or long career breaks. This led to British Orchard Nursery opening up doors in government, corporate offices, and even colleges, notably at the Higher Colleges of Technology, to help young mums continue their education.

The nursery also hosts complementary coffee mornings for parents across its branches to discuss latest issues centred on children, community problems, misconceptions,

discover conditions such as speech delay or impaired hearing at an early age. This helps parents take action through therapy and treatment in advance, which increases their chances of enrolling into regular schools.

“The key is to be proactive. The project would also help us identify gifted children. We could then inform parents to engage them in relevant activities that would enhance their talents,” she concludes.

Looking ahead, the organisation is also set to introduce senior social care as a vocational course.

– Farhana Chowdhury

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CEO LEADERSHIP 2018

M LINK

Q

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We want our insured members to know that we are their partner on their wellness journey.”

Can you give us an overview of IRIS Health Services?

IRIS Health Services is a Third Party Administration company providing services to health insurance companies and self-insured companies. Our role is to manage claims services for these companies and ensure insured members have a hassle-free experience when they need medical treatment.

IRIS is a pioneer in the health insurance industry on account of its cutting-edge software platform that has developed and evolved over the past 18 years. With its innovative built-in features using artificial intelligence and latest technology, IRIS ensures client satisfaction for both the insurers and the insured members.

We have built strong partnerships with medical service providers across the globe allowing the insured members to have access to cashless treatments in most parts of the world.

We believe our unique management style and solutions will make IRIS the top TPA contender in the market.

Can you tell us about your professional journey in the region, and what reforms you introduced since being appointed CEO?

Redefining

Medical Claims Management CEO of IRIS Health Services, Anil Nair, emphasises on the importance of technology serving as a catalyst in their success

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In addition to being the CEO, I am also a key stakeholder of the company. I have expertise in the UAE insurance sector for over 15 years.

Apart from the insurance industry, I have worked with reinsurance, IT and education industries. The reinsurance giant Lloyd’s of London is one of the reputed names in the business that I have worked along with closely for many years. As a high-spirited individual with key entrepreneurial skills, I have been able to lead many start-up ventures, further guiding them into stabilised businesses. In my current role as the CEO of IRIS, I have introduced inventive business solutions and strategies which have received remarkable recognition. My client focused tactics and attitude have led

IRIS to a considerable rise in profit margins in addition to continued and consistent client satisfaction.

What are your other interests?

Apart from the insurance industry, I am passionate about the education, service and IT industry and have over two decades of hands-on experience. Passionate about introducing new innovations, I am constantly on the lookout for new technologies and concepts that will positively impact every aspect of the customer service cycle.

What role does technology play in your operations? Could you enumerate the types of innovations you have embraced over the years?

Technology is the backbone of all our operations and we have implemented technology in every aspect of service delivery. From policy administration services and claims management to providing an online claims submission portal for medical service providers and an exciting mobile app to the insured members, we have reviewed technology from every user’s perspective.

The mobile app allows users to locate the nearest service providers, have access to their treatment history and even track their blood sugar, blood pressure and lipid profile. A unique feature of the app is a medication alert service, which is especially useful for those who take chronic medication.

We have deployed artificial intelligence in claims management and our system is able to identify trends and deliver alerts to physicians at the appropriate time.

Licensed by the Federal Insurance Authority, Dubai Health Authority and Health Authority in Abu Dhabi, IRIS is the first to use the Emirates Identity Card as a default medical insurance membership card. Medical service providers can check member eligibility and medical insurance policy benefit information by simply logging onto our website and insert-

ing the patient’s Emirates ID into the Emirates ID card reader.

At the 2018 MENA Insurance Industry Award, we were awarded the “Most Innovative Service Provider Award” in recognition of our contribution to the insurance industry.

Why is it imperative to maintain a focus on consumer satisfaction?

Health insurance is a truly personal line of business. When an individual falls ill, all he or she wants is to have access to medical treatment without any hurdles. When someone is sick, they don’t want to deal with delayed approvals or issues at the medical service provider.

We, at IRIS, understand how important it is to make a patient feel as comfortable and stress-free as possible and hence provide support through our 24/7 multilingual call centre and mobile app.

I-Yoga is another initiative of ours that encourages wellness through group yoga sessions. We encourage our users to move from illness management to wellness management. Your health and well-being are the only true assets that you possess, and we want our insured members to know that we are their partner on their wellness journey.

Lastly, how has your company grown over the years and what is your future growth strategy?

IRIS services span all across the UAE, GCC and Southeast Asia and we have plans to explore the market in Africa.

With a tag line of “You Matter”, we endeavour to show insurance companies, medical service provider and insured members that we are focused on each one of their experiences with IRIS. This is why IRIS is the fastest growing TPA in the UAE servicing over 300,000 lives in the region.

– Fatima Abbas

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CEO LEADERSHIP 2018

M LINK

Where organisational purpose and nature meet

A Composite Health Package For All

Novo Healthcare links you to a value-added module of clinics and pharmacies, as it ensures a healing touch

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ameche Kannan’s humility is the bastion behind his success story. The Founder and CEO of Novo Healthcare (backed by Sabari Group Limited), is a very simple person, but articulate to the core. He knows his subject, has a vision to make it successful, and has turned the tables as his company rose to become one of the best healthcare service providers in the UAE within a span of few years.

A professional in Finance and Management, he holds an MBA Finance degree, M.Com degree with two more professional accounting degrees. The Tamilian hails from Pondicherry, and made his way to the UAE almost a decade ago. He worked for Gulf Healthcare International and was a co-founder of Anglo Arabian Healthcare, Dubai.

Rameche’s pivotal interest is in healthcare and he has been part of many primary healthcare projects throughout the GCC. He knows the inside-out of the healthcare business, and is skilled enough to convince anyone of a promising healthcare investment. He enthrals logic as he defines his priorities in healthcare, and foresees a day when Novo Healthcare will be an indispensable choice for a million-plus inhabitants in the UAE. His vision and expertise in the healthcare sector is an asset for all those who have big-ticket projects in the booming healthcare industry of the UAE, as Rameche has a plan for everybody. He is fond of making a strategic choice when it comes to acquiring sick units — be it clinics, pharmacies or diagnostic centres, and turns them around with his eloquent skills. The Novo CEO adds that “healing and comfort is our goal, and I strive for excellence in it as healthcare is my first choice.”

Rameche has crafted a ‘value chain’ in healthcare, and it perfectly matches the needs and requirements of a large number of people who look for cost-effective and cosy healthcare services in their vicinity. Thus, Rameche focuses on low- and middle-income groups to ensure that they have access to quality healthcare services, and are not dragged in unnecessary prescriptions and diagnostic procedures. This commitment acts as a policy tool to assure insurance companies and patients that Novo would not charge unnecessarily and take care of cost-utility at its best.

Novo Healthcare today boasts of six clinics, 25 pharmacies,

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Rameche Kannan,

Founder and CEO, Novo Healthcare

one diagnostic centre, pharma distribution, and hundreds of thousands of happy customers across the UAE.

Novo Healthcare is busy acquiring new segments through which it plans to broaden the network of healthcare services in a unique way of its own. It has a great pool of reputed, talented specialist doctors and a plethora of pharmacies, who are at the beck and call of Novo-linked health centres with a mindset of treating patients earnestly.

Elucidating the role played by his pharmacies in acquiring and distributing low-cost drugs, Rameche says that Novo Pharma distributes a wide range of drugs from leading pharmaceuticals, and is mindful of generic brands and alternates. The intention is to make drugs available at competitive prices, and Novo has gone a long way in eliminating the middle-agent responsible for exorbitant price.

“My team of experts and I identify and acquire sick units, whether they be clinics, pharmacies or any kind of private health units under independent doctors,” says Rameche with a consolation smile on his face. Then Novo helps them turn into profitable units by adding value to it through investment. The module is to acquire, add value, make it feasible for business and exit. Rameche overcomes this tricky task by virtue of his strategic policy and articulation at its best. The fact that he personally knows the who’s who of the healthcare industry, and they rely on his competence, makes the sailing smooth enough.

Novo Healthcare has outlined an ambitious strategy of expansion, which exhibits its confidence in the market as well as the trust it enjoys. By the year 2020, it plans to have 100 pharmacies, four diagnostic centres, namely in Abu Dhabi, Dubai, Sharjah and the Northern Emirates; chain of 25 neighbourhood clinics, which will specifically target blue collar workers and mid segments, a Mother & Child hospital with 100 per cent female employees, and an exclusive home care facility for patients.

Rameche is open to challenges and his motto is: good healthcare for all. “My service is to add value to healthcare, give it a perfect ambience and regulate it as per best standards,” he resolves.

– Ishtiaq Ali Mehkri

MICHAEL MASCARENHAS’ PASSION TO USE AN ORGANISATION TO IMPACT LIVES HAS NO BOUNDARIES

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s soon as you meet Michael Mascarenhas CEO Desert Group words like enigmatic, charismatic and articulate is what comes to one’s mind. Very few people have struck me with clarity in vision and beliefs, and Michael stands among those few.

Unassuming, he is humble and talks about his calling to lead with a purpose. “Desert Group is all about creating positive societal change through its products and services”. Rather strange to hear when most corporates chase “only profits”. It’s refreshing!

A man who has been in the trenches, seen all dimensions of corporate life and traversed all sectors in his eventful career - Private Equity, Manufacturing, Aerospace, Finance, Construction, Retail and Distribution and more - his eyes light up when he talks about Desert Group, an organisation that spans every aspect of the horticultural industry. He says: “It’s all about green” and I would never have imagined a career so close to nature and plants and witnessed the joy it brings.” Incidentally, Desert Group is the one of the largest concentrically diversified groups centered around green and water.

Life has been a continuous learning experience but nothing has taught him about leadership as plants have done, this from a man who is an Alumnus from the Said Business School, a Fellow of the Institute of Chartered Accountants and an MBA. He encourages all to get close to nature to learn life lessons. Patience, adaptation, humility, nurturing, caring, sustainability, conservation, observance and looking for signs of neglect or bloom – it’s all there for one to experience and learn. He uses the lessons learnt from the plant and horticultural kingdom to lead a team of 3,500 individuals. “We must collectively keep our feet on the ground, only then we will become a learning organisation,” he states.

Never to back off from a challenge and with a keen sense to seize every opportunity, Michael was asked to bring life to an organisation that had borne the brunt of a crisis. And so, the journey began of transforming, building and creating an organisation known primarily for its landscaping to a successful horticultural behemoth.

Michael Mascarenhas CEO, Desert Group Curious to know, the key characteristics needed in such delicate moments of absolute test, he replied were “integrity, purpose, humility, determination and persistence”.

The conversation at this point was deeply interesting and I asked him what he considers the biggest challenge as a leader. The answer was “finding the right people and continually providing the right environment for all to thrive”.

Only then you can sustain and build the many sectors of the Group that includes Retail, Facility Management, Construction, Manufacturing, Biological assets, Design and Distribution.

When asked for his advice to the youth, he states that “there is no alternative to hard work and continuously upgrade your knowledge. We all are on different journeys and must build our own paths. However, what is common is our values and we must stay true to them”. Which is why he is listed among the “100 Smartest People in the UAE” and “Top 50 most Influential Indians” by Arabian Business.

True to the Group’s ethos which states “enhancing lives is our passion” he speaks of the success of the Group’s Inclusion programme where more than 32 colleagues with Special Needs (many with cognitive disabilities) have been trained and employed like any other colleague. This programme led by Reem Al Ghaith has now evolved into one of the regions first Social Enterprise called “ENABLE”. It has a range of sustainable products on offer and the team is very visible in the UAE selling their products. He says: “Our programme has re-enforced our commitment to create an environment that nurtures capabilities within individuals, coming from the belief that each one of us is ‘unique’.“ And so, the journey of daily transformation, nurturing and learning continues for Michael towards his dream to create one of the most vibrant horticultural groups on the planet. With time running out, I realised that this was one exceptional interview and it sends a strong message to pursue a philosophy of positively impacting lives through whatever we do. Fortunately, for Michael, it is using nature and green to impact lives!

– Ishtiaq Ali Mehkri

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CEO LEADERSHIP 2018

cepts, and we at Smart Zones strive to offer solutions and cater them,” says Malik.

Smart Zones UAE directs individuals towards proper and easy company registration, in order to boost the rich diversity of business and assist investment growth in the UAE. “Aside from assistance in business set-ups, we cater to various business structures such as offshore and onshore, among others. To date, we have 80 per cent investments that come from Indian companies. These organisations are involved in a variety of sectors — from industrials and manufacturing to import and export businesses — that want to establish a branch or business in Dubai,” he adds.

Travel Designers for Vogue Travelers

“TO DATE, SMART ZONES UAE HAS SUCCESSFULLY HELPED OVER 1500 COMPANIES ESTABLISH A BASE IN THE UAE, AND CONTINUES TO EXPAND ITS SERVICES ACROSS THE GLOBE.”

BOOSTING THE RICH DIVERSITY OF BUSINESS THE WELL-CONNECTED SMART ZONES OFFER COMPANY SET-UP SOLUTIONS ACROSS UAE HOTSPOTS

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uch like a captain that steers through thick and thin, Akeel Malik, Managing Director of Smart Zones UAE, takes charge of all its business activities — from Businessmen Services and Management Consultancy to Event Management and Real Estate Broker.

Conceptualised in 2012, the organisation set its roots in Dubai and Bahrain, and now aims to branch out to India and the US, with more destinations in line.

Malik, who was raised in the UAE, operates with a diverse team of professionals that boast years of experience in the field of business. “The UAE is a secure country with a lot of opportunities, and it has long attracted people from all over the world. At times, different nationalities have to undergo certain requirements before setting up their con-

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More than just an information hub, Smart Zones UAE extends its services to give entrepreneurs a wholesome experience. According to Malik, the company offers business registration in free zones and non-free zone locations, visa services, manpower, assistance to set up bank accounts and locate accommodation. It also serves as personal guidance to educate investors on the rules and regulations related to business operations in the UAE, so that they are well-aware of the environment and can operate smoothly.

Nadia Sethi CEO

Come explore the world of

“VOGUE TRAVELLER”

Nadia Sethi is an experienced CEO, Entrepreneur and Board-level Director with extensive experience in the Hospitality & Travel Industry from UK. She has Co-founded Hotelconfirm.com (The first premiere Travel designers company In UAE). With her proven track record on Senior leadership roles in United Kingdom and highly developed skills in business management, sales, product development, finance and technology and having hands-on experience of digital marketing channels she is in the right market and at the right time to scale Hotelconfirm.com to new heights. At hotelconfirm.com our viewpoint is to always exceed expectations, and the vision is to identify opportunities to expand the product portfolio to satisfy changing market dynamics.

For her Hotelconfirm believes experiences will define the future of travel industry. She says, “I feel honored to be leading a solid operational team and with their support Hotelconfirm is coming forward to opening new doors of luxury and customer-service to the market.” She is certain that the presence of hotelconfirm will raise the standards in Travel industry.

To date, it has successfully helped over 1,500 companies establish a base in the UAE, and continues to expand its services across the globe.

With Expo 2020 right around the corner, Smart Zones is actively assisting investors make their way to the UAE with its team of experts, who are fluent several languages.

Interestingly, Smart Zones also has the authority to help investors living abroad. The experts can take care of their documents including Ministry approvals, prior to making their way to the UAE, thus adding convenience to global entrepreneurs.

“Dubai has long been an attractive destination due to its safe and secure environment, and Expo 2020 is one of the biggest opportunities to invest in the UAE market.

Compared to setting up trade licences and businesses around the world, the UAE offers a simple framework, which includes receiving approvals from ministries. With our assistance, investors can experience hassle-free operations in no time,” says Malik.

He adds that the ease of doing business in Dubai is truly thanks to the leadership and guidance of His Highness Sheikh Mohammed bin Rashid Al Maktoum, VicePresident of the UAE and Ruler of Dubai, and the UAE Government for providing a supportive base.

“The establishment of the Ministry of Happiness further demonstrates that support we receive from the UAE Government,” he concludes.

– Farhana Chowdhury

We are “The Travel Designers”, doing things differently! Starting from the belief that travel holds limitless possibilities, we create exceptional experiences for our very special guests.

With a global collection of luxury hotels, private residences, yachts and luxury hideaways, we use our local knowledge of worldwide destinations to deliver an unrivalled blend of culture and luxury for every traveler. As a travel-designer we create trips that you cannot just book online, trips for travelers and dreamers.We are a full service travel designing company specialising in designing itineraries with our client’s preferences and keeping their interests in mind. Our goal is to make sure our clients receive the absolute best service available.

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CEO LEADERSHIP 2018