INTERVIEWS A critical element in succeeding throughout your business lifecycle is the team that develops the creative ideas, brings together motivation and passion, and excels in delivering. Without a proper team in place, a singlehanded entrepreneur may not be able to achieve at a maximum with all the aspects needed to operate an enterprise. Let’s hear from a selective number of entrepreneurs on their viewpoint about teams and teamwork.
Gulf CX Rami Sweis
The services we offer are primarily business-to-business (B2B), we focus on helping organizations improve customer experience which in turn helps them drive revenue growth, market share expansion and customer loyalty and advocacy. Our clients come from divers sectors including transportation, financial services, travel, e-commerce, logistics and real estate. We empower our clients by taking over their customer service operations across all touch-points (web, branch, call center, social media and mobile). We utilize any of the Gulf CX state of the art customer engagement centers coupled with Gulf CX passionate workforce to deliver services. In addition to growing sales, generating leads, order management, social customer care, we go beyond engagement to offer data and predictive analytics giving our business clients a deep and unique understanding of their customers behaviors. In your own words, define teamwork and how do you reflect it within your enterprise.
By Sara Amin Tell us a little more about yourself, your background, studies, knowledge, and how you decided to become an ‘Entrepreneur’ I worked at large corporate companies like General Electric, Morgan Stanley, Accenture, Virgin Mobile and I started three companies, two of which failed and one I sold, but it is the combined experience from all these roles over the last 20 years that made me more confident that I can build a successful startup. I spent nearly 10 years in New York and 10 years in the region which helped me understand how to deal with diverse and complex aspects of starting and growing a business. I wouldn’t say my approach to entrepreneurship is as disruptive as much as finding ways to do things better. I also think whatever we do, we should always give back to the country/community where we conduct our business in, especially when government paves way for a successful private-public partnership. I believe our biggest asset in the region is our human capital, and it is this reason all my focus has been on capitalizing on our people and their passion to do great things and make peoples lives better. Tell us a little about your business idea, products & services offered, and what inspired you to establish an enterprise within your specific industry.
In my opinion teamwork is the ability to have different streams of expertise within the organization come together to address all aspects of the subject matter at hand. It is the collective work and ideas that produce great products and services. But in order for teamwork to actually result in such outcomes, it has to be combined with passion from each team member to contribute and continuously challenge whatever needs to be done. In our operations for example we have nine different teams that collaborate daily to ensure the delivery of a “wow” service to our customers. So it is a critical part of our business. Speak about the initiation of your business and team development throughout your pre-commercialization and postcommercialization phase. Give us a future prospect of how your team will grow in the coming years. Most of the success we see in new companies being setup is the ability to recruit and get the right team together to execute really well. We have our vision, mission and values on the entrance wall in our company and the team is fully aligned and we always thought we can launch and succeed in our efforts because we have one goal and objective. I told my team during launch that if we want to transform companies to become customer centric, then we must set an example ourselves and if we are going to preach customer centricity then we have to think outside in, which is thinking with the customer in mind before we look at the internal processes and re-engineering those for our clients. In the postcommercialization, it was critical for us as a startup to continuously adapt to our client needs, it is our differentiator actually, because the faster we adapt to the changing requirements of the market and our clients the more experience we will be able to acquire and learn how to adapt to these changes. We are a very lean organization, no single person in our management team does one thing only. We have a target to grow to the 300 spartans (male and female) within 3 years. I’m happy to see we are on target so far after one year of operation.
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For Entrepreneurs By Entrepreneurs