Leadership is not about titles, positions, or owcharts. It is about one life inuencing another. JOHN C. MAXWELL
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January, 2024 Corporate Ofce Insights Success Media Tech LLC 555 Metro Place North, Suite 100, Dublin, OH 43017, United States Phone - (614)-859-2600 Email:
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Featuring
Company
Descrip on
Amir Mahmood General Manager
Flowtronix Arabia Ltd arabia.com
Amir leads FT Arabia, dedicated to providing comprehensive services for engineering, supply, installa on, tes ng, commissioning and maintenance services to the industry.
Fathy Allam General Manager
HongQi UAE (ALTAWKILAT) hongqi-uae.com altawkilat.com
Fathy Allam is the General Manager leading Hongqi, a pres gious Chinese luxury automo ve brand making waves in the United Arab Emirates (UAE).
Fayez Alsharef General Manager
Sadara Chemical Company
Fayez Al Sharef is the General Manager of Sadara Chemical Company. Al Sharef has extensive experience in the oil and gas and petrochemical industries.
Firas Alami General Manager
Al Khoory Hotels alkhoory-skgn.com
Firas is an experienced professional in hospitality services and Hotel opera ons, with a posi ve reputa on for adaptability, priori zing mul -tasking and proac ve self -leadership.
Ibrahim Kamal General Manager
Alghanim Travel alghanim.com
Ibrahim is a Seasoned Country Manager with over 30 years of experience in building and leading teams. A keen analyst, highly skilled in market / sales forecas ng, quick to iden fy & formulate strategies to exploit business opportuni es.
Mark Lee General Manager
Media One Hotel mediaonehotel.com
Mark is an interna onal General Manager with extensive experience in the hospitality industry for over 20 years in restaurant/bar/nightclub and hotel sectors, and have managed successful businesses
Eng. Mohammed Al Ameer General Manager
Exeed Industries exeed.ae
Mohammed is the leader of Exeed Industries, a leading diversified manufacturing conglomerate, with a strong por olio of business units dedicated to providing quality products and services.
Rabih ZEIN General Manager
Sofitel Abu Dhabi Corniche sofitel.com
Rabih is a Hospitality expert with over 30 years of experiences in interna onal Luxury brand with Strong S&M background/Openings and opera ons.
Tamara Salha General Manager
Crowne Plaza® Dubai Marina ihg.com
As the General Manager of Crowne Plaza Dubai Marina, Tamara oversees the daily opera ons of this pres gious hotel, which is described as the Crowne Plaza brand’s flagship property in the area.
Turgay Erdogan General Manager
Rixos Premium Dubai rixos.com
Turgay's leadership style revolves around collabora on, aiming to surpass previous performance levels each year.As the General Manager, he focuses on collabora on, professionalism, and self-improvement
I
n the dynamic landscape of the Middle East, the role of general managers remains paramount in shaping industries and driving progress. As we reflect on the year 2024, it becomes evident that certain individuals have stood out for their exceptional leadership and influence. Across various sectors, including energy, technology, finance, and healthcare, through the latest edition of The Most Influential General Managers in the Middle East 2024, these general managers have demonstrated exemplary qualities that have left a lasting impact. Their strategic vision, innovative thinking, and commitment to positive change have not only propelled their respective organizations forward but have also contributed to the broader advancement of the region.
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In the energy sector, notable achievements have been made in promoting sustainability and transitioning towards cleaner sources of energy. Meanwhile, in the realm of technology, advancements in artificial intelligence and digital transformation have reshaped industries and spurred innovation.
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The finance sector has witnessed notable strides towards inclusive financial services and ethical banking practices, fostering economic empowerment and stability.
Additionally, improvements in healthcare accessibility and affordability have led to enhanced healthcare outcomes and improved quality of life for communities across the Middle East. While the specifics may vary from one general manager to another, what remains consistent is their dedication to driving positive change and their ability to navigate complex challenges with resilience and ingenuity. Their leadership serves as an inspiration for future generations of leaders, highlighting the importance of visionary thinking and a steadfast commitment to excellence.
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Cover Story Fathy Allam
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Amir Mahmood Elevating Project Management Standards
Ibrahim Kamal Carrying the Emblem of Impeccable Leadership
Eng. Mohammed Alameer Strategic Leadership in Building Materials
Rabih ZEIN Embracing Employee Empowerment
Articles
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Driving Innovation & Navigating Challenges in the Automotive Realm
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Balancing Tradition and Progress The Leadership Dilemma of Middle Eastern General Managers
Building Bridges, Not Walls The Role of Middle Eastern GMs in Global Collaboration
The Most Influen al General Managers in the Middle East 2024
Fathy Allam General Manager ALTAWKILAT
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Fathy Driving Innovation & Navigating Challenges in the Automotive Realm
Fathy harbors the hope of inspiring future genera ons of automo ve professionals to think outside the box and push the boundaries of what is possible in the industry.
Pioneering Excellence in Automotive Evolution!
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he automotive industry, a realm of constant evolution and challenge, requires strategic visionaries to navigate its dynamic landscape. This sector, marked by its rapid transformations and technological advancements, demands leaders who can not only adapt to change but also drive innovation. In this intricate domain, leaders must steer through challenges and contribute to the industry’s growth while anticipating and adapting to emerging trends. ALTAWKILAT, a notable player in this competitive landscape, stands at the forefront of innovation and growth. As an influential entity in the automotive sector, ALTAWKILAT has consistently demonstrated resilience and strategic prowess. The company’s commitment to excellence is reflected in its remarkable achievements, notably during challenging economic periods. Its strategic approach to sales, marketing, and service, under the leader’s guidance, has positioned it as a notable performer in the region. Fathy Allam, as the General Manager of ALTAWKILAT, brings a wealth of experience and a transformative leadership style to the automotive industry. His strategic initiatives encompass a comprehensive approach to brand positioning, customer satisfaction, and operational efficiency. Fathy’s vision extends beyond immediate challenges, aiming to reshape the industry’s future by introducing sustainable mobility solutions and emphasizing the importance of user-centric design. His multifaceted role, from navigating challenges to driving innovation, reflects a commitment to leaving an enduring impact on the automotive landscape.
Fathy transformed obstacles into opportuni es and noteworthy accomplishments.
Let’s delve in to learn more about the transformative approach:
considering the challenging economic landscape faced during this period.
Navigating Challenges, Achieving Excellence in the Automotive Industry
Navigating Automotive Realms with Strategic Leadership
In his professional journey, Fathy Allam encountered numerous obstacles that he successfully overcame alongside his team, transforming them into valuable opportunities and noteworthy accomplishments. One notable example is his role as the General Manager at Fast Auto Technic, the sister company of SAMACo, the exclusive distributor of Ferrari and Maserati in KSA. In this position, he undertook the task of completely restructuring the company’s management structure and departments. During the initial year, significant improvements in after-sales performance were achieved. Sales witnessed a remarkable increase of 38%, while gross profit (GP) soared by 55%. Furthermore, the Customer Satisfaction Survey (CSS) rating rose from 67% to an impressive 92%, allowing the company to compete with the leading dealerships in the Middle East. Despite a 3% decline in sales volume compared to the previous year, reflecting a 37% drop in the overall market, Fathy Allam successfully established a new 4S facility in Riyadh that commenced operations in the first quarter of 2017. In 2017, Fast Auto Technic, under Fathy Allam’s leadership, continued to experience growth in terms of both quality and quantity. Sales volume witnessed a commendable increase of 22%, accompanied by a 14% rise in overall gross profit (GP). The CSS score reached an outstanding 97.2, positioning the company as the secondbest performer in the region. These achievements are particularly notable
Throughout his career, Fathy has consistently contributed to the enhancement of the performance of various automobile brands. With a focus on sales, marketing, dealer networks, and post-sales service, he has been instrumental in ensuring customer satisfaction, adhering to foundational management principles common across diverse automotive brands. In the dynamic landscape of the automotive industry, Fathy Allam recognizes the rapid evolution influencing the visions and strategies of each brand. His extensive experience working with different brands has not only enriched his knowledge but has also molded his management style to serve the companies under his leadership effectively. Drawing from a wealth of experience, Fathy believes in the transformative power of strategic redesign for future automotive brands. This involves creating a comprehensive roadmap that exposes them to new audiences, fosters
internal innovation, increases sales, improves policies, and maximizes market reach. His diverse background in previous positions with various car brands equips him with valuable insights into achieving these goals. In essence, his multifaceted experience working with multiple motor companies has uniquely positioned him to understand the evolving behaviors of consumers in the research and purchase of cars. This profound insight, coupled with his strategic approach, has been pivotal in achieving success in his leadership role. Navigating Challenges in the Evolving Automotive Landscape In his challenging role, Fathy faced the dynamic shifts in the automotive industry. As trends evolved, especially with the transformative changes in China’s automotive sector, he adeptly navigated the challenges, establishing a firm presence in the KSA and UAE markets. Fathy’s responsibilities extended to overseeing the efficient management of the company’s resources and operations. He maintained open communication with the board of directors and the management team, ensuring alignment with corporate objectives.
Fathy’s diverse background in previous posi ons with various car brands equips him with valuable insights into achieving these goals.
His focus on introducing the HONGQI brand and its car models to potential clients in the Saudi and UAE markets reflected a commitment to presenting the brand in a manner befitting its stature. Despite the multifaceted challenges inherent in coordinating overall directions, evaluating various units, and assuming supervisory responsibilities, Fathy navigated these responsibilities in accordance with organizational policies and applicable laws. Strategic Vision for ALTAWKILAT Fathy Allam emphasizes the critical importance of efficiency and strategic alignment to maintain a competitive edge in the automotive industry. Understanding the need for seamless integration of these principles into strategic planning, he collaborates closely with his team. Recognizing the challenges that change brings to established structures, Fathy leads with a continuous improvement mindset. His approach aims to enhance productivity, ensure compliance, and drive efficiency by implementing best practices tailored to the highly competitive automotive sector. Fathy’s strategic vision encompasses the development of alignment processes that elevate both planning and implementation. This ensures that ALTAWKILAT’s strategies not only align with overall objectives but also integrate seamlessly across operations, methods, and prescribed practices, working harmoniously to achieve longterm company goals. With a focus on positioning Hongqi as the future of luxury cars, Fathy Allam’s leadership aims to meet and exceed the demands and expectations of ALTAWKILAT’s discerning customers.
Strategic Communication for Productivity and Unity Fathy Allam prioritizes the use of effective communication to enhance productivity. He places crucial importance on establishing clear lines of communication from the beginning with senior stakeholders, including the chief financial officer, chief operation officer, and sales and marketing managers, as well as other executives. This approach ensures that everyone is on the same page and working towards a common goal. In building a strong foundation of communication, Fathy determines the preferred methods of communication for each stakeholder and sets expectations for regular updates and feedback. As a leader, Fathy fosters open and respectful communication among all participants in the company, irrespective of their roles or affiliations. He actively encourages regular meetings and forums where stakeholders can discuss issues, exchange ideas, and align their efforts toward the company’s goals. Additionally, Fathy promotes ongoing professional development to improve communication skills and stay updated with trends in the industry. Fathy invests time and effort into enhancing communication through various effective channels, recognizing the numerous benefits this brings to both individual stakeholders and the company. Growth and Innovation Fathy assumes a pivotal role in ensuring the company’s continuous growth and strong brand proposition. Actively engaging in operational aspects, he encourages the senior team to analyze potential opportunities for a positive impact on the company’s
future. His focus lies on streamlining operational management processes to ensure efficiency. Through careful observation of operational performance, regular monitoring of key performance indicators, and thorough analysis, Mr. Allam has identified four key areas for improvement: Customer loyalty, Aftersales Processes, Technology Integration, and Staff Training. Initiating a customer loyalty program is part of the strategic plan, acknowledging and motivating repeat customers through exclusive discounts and benefits. This approach aims to increase sales and overall customer satisfaction. The after-sales process will be streamlined by optimizing operations, implementing an efficient service scheduling system, and facilitating a seamless warranty claim process. This enhancement is anticipated to significantly improve the customer experience, fostering loyalty and positive feedback. In embracing innovative technologies like advanced driver assistance systems (ADAS) and electric vehicle charging stations, they aim to attract tech-savvy customers and position themselves as an industry frontrunner. For example, offering vehicles equipped with ADAS and enhanced safety features targets safety-conscious customers, ultimately driving increased sales. Dedicated efforts to enhance online presence through digital marketing strategies and platforms underscore the company’s commitment to reaching a broader audience and creating meaningful connections. Fathy Allam’s strategic initiatives are poised to contribute significantly to the company’s growth and success in the automotive industry.
Customer Sa sfac on Survey (CSS) ra ng rose from 67% to an impressive 92%, allowing the company to compete with the leading dealerships in the Middle East.
Strategically Navigating Automotive Industry Trends The leader recognizes the importance of staying abreast of external trends to ensure the company’s agility and relevance in the ever-evolving business landscape. His approach involves regularly reading industry publications, both online and in print, to stay informed about the latest developments in the automotive industry. Fathy follows influential thought leaders and experts on social media platforms such as LinkedIn and Twitter to gain insights and updates on emerging trends. He actively engages with publications like Automotive News and Motor Trend, ensuring he is well-versed in the latest industry developments. Attending industry conferences and trade shows, such as the Detroit Auto Show and SEMA, allows him to network with professionals and gain firsthand knowledge of the latest trends. By combining these strategies, Fathy ensures he stays informed to provide clients with the most up-todate information in the rapidly evolving automotive industry. Fathy dedicates time to participating in webinars, online courses, and workshops focused on the automotive industry, enhancing his knowledge and understanding of emerging trends. He keeps a close eye on industry forums and discussion boards, where professionals and enthusiasts share insights and discuss emerging trends. Fathy conducts regular competitor analysis to understand how other players in the automotive industry are adapting to emerging trends and staying ahead of the competition. Through data analysis and market research, he identifies patterns and potential emerging trends in the automotive industry. Internally, Fathy collaborates with his team to monitor customer feedback,
Understanding the need for seamless integra on of these principles into strategic planning, Fathy collaborates closely with his team.
reviews, and ratings of automotive products and services. This collaborative effort helps identify emerging trends and consumer preferences. He also engages with colleagues and industry peers to exchange ideas and insights on emerging trends in the automotive industry. Driving Innovation and Sustainability He expresses a profound desire to make a lasting impact on the automotive industry. His vision is to leave behind a legacy of innovation and disruption by introducing new technologies and concepts that revolutionize the way transportation is perceived. Fathy aims to be recognized for his contributions to sustainable mobility solutions, with a focus on electric vehicles and alternative fuel sources that aim to reduce the environmental impact of transportation. Fathy’s aspiration extends to leaving a lasting impact on the industry by emphasizing the importance of user experience and human-centric design in vehicle development. Additionally, Fathy harbors the hope of inspiring future generations of automotive professionals to think outside the box and push the boundaries of what is possible in the industry.
Future Aspirations and Goals Fathy Allam envisions becoming a thought leader and influencer in the automotive industry. He is dedicated to sharing his expertise and insights through speaking engagements, publications, and online content. Fathy is committed to continuous learning, staying abreast of the latest technologies and trends in the automotive sector, and consistently expanding his knowledge and skill set. In pursuit of his goals, Fathy aims to cultivate a robust network of industry professionals, fostering collaboration with like-minded individuals to instigate positive change in the automotive sector. His specific objective involves working with leading automotive companies and organizations to develop and execute innovative marketing campaigns, effectively reaching and engaging target audiences. Ultimately, Fathy Allam aspires to leave an enduring impact on the automotive industry by acting as a catalyst for positive change, driving innovation, and contributing to the shaping of the future of transportation.
From Market Entry to Global Sales Leader Recognizing the burgeoning demand for Chinese vehicles in the region, the company seized the opportunity to enter the market with the pres gious Hongqi brand. Having iden fied its excep onal quality and enduring legacy, the company secured exclusive distribu on rights for Hongqi in KSA, firmly believing in its poten al to reshape the luxury car landscape. Commi ed to offering cu ng-edge technology and unparalleled luxury, the company consistently introduces the latest Hongqi models. Priori zing excep onal client service as the cornerstone of las ng rela onships, the company surpasses expecta ons through dedicated a er-sales programs and personalized support. This unwavering commitment drives con nuous improvement and elevates the brand experience. Within its first year, the company propelled Hongqi to a top-five posi on within the luxury car segment, a testament to its successful market posi oning. Recognizing the importance of customer sa sfac on and post-purchase peace of mind, the company collaborated with the factory to develop an exclusive a er-sales package featuring a 7-year extended warranty, 7 free service intervals, and 7 years of complimentary roadside assistance. These valueadded benefits significantly enhanced brand reputa on and solidified customer loyalty. The brand’s second year in KSA witnessed remarkable sales, culmina ng in the company achieving the highest global sales figures for Hongqi. This excep onal performance was recognized at the Hongqi global conference, where the company received accolades for both top General Manager and most effec ve brand launch marke ng ini a ve. This accomplishment further cemented the factory’s trust in the company’s capabili es, ul mately leading to the gran ng of exclusive distribu on rights for the UAE market star ng in 2023.
The Most Influen al General Managers in the Middle East 2024
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n a landscape defined by innovation and complexity, the oil and gas downstream industry holds a crucial position in global economies. As demands for energy continue to rise, the industry navigates through challenges and opportunities with strategic leadership at its helm. Guiding endeavors within this dynamic sector is Amir Mahmood, a seasoned professional with expertise in project development and management. As the General Manager, Amir brings a wealth of experience to the table, steering initiatives toward success through meticulous planning and execution. Under the stewardship of Flowtronix Arabia Ltd, the company stands as a beacon of reliability and excellence in the oil and gas downstream industry. With a focus on petrochemicals and refineries, Flowtronix Arabia Ltd is committed to delivering innovative solutions that meet the evolving needs of end users and drive sustainable growth in the sector. Let’s delve in to learn more: Leading Excellence in Project Management Amir Mahmood, serving as the General Manager at Flowtronix Arabia Ltd, holds responsibility for risk assessment, customer care, and team building within the organization. Flowtronix Arabia stands as a prominent LSTK contractor within the downstream industry, with a particular focus on petrochemicals and refineries in Saudi Arabia. In his role, Amir meticulously evaluates risks at every stage of the project lifecycle, encompassing project development, initiation, design and engineering, planning, execution, resource development and deployment, material ordering,
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and financial closure. He remains proactive in maintaining communication with key decision-makers among end users, ensuring a thorough understanding of project requirements and preemptively addressing potential challenges to uphold project integrity. Amir strongly advocates for a leadership-driven approach to project delivery, emphasizing the importance of fostering a company culture where individuals are empowered to become leaders and leaders, in turn, cultivate effective teams. This philosophy underscores Flowtronix Arabia's commitment to excellence and collaborative success in the industry. Cultivating Proactive Leadership in Issue Resolution Amir emphasizes a proactive approach to issue resolution within the organization. Formerly, solutions were derived through consultation with relevant team members. However, Amir now leads by guiding team members to anticipate potential issues, empowering them to take preemptive action and assume leadership roles. Flowtronix Arabia fosters a company culture where all issues raised by team members are addressed promptly and comprehensively. Trusted Partner for Petrochemicals and Refineries Mr. Mahmood, in his capacity, highlights the company's status as the preferred LSTK contractor for numerous end users and customers. Flowtronix Arabia prides itself on its ability to effectively communicate with customers, demonstrating a deep understanding of plant processes and equipment functionality. This knowledge serves as a cornerstone in ensuring project delivery in accordance with specifications and customer standards.
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Customers often seek out Flowtronix Arabia at the outset of project realization for technical assistance and solution development, underscoring the company's reputation as a trusted partner for leading petrochemicals and refineries in Saudi Arabia. Specializing in Upgrading Industrial Infrastructure Amir acknowledges the significant growth projected in oil and gas industry, particularly in petrochemicals and refineries within Saudi Arabia. With a considerable portion of the industry's install base reaching the 30-35 year mark, there is a pressing need for equipment modifications, replacements, and upgrades.
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revolution of the 1970s-80s, his father's wisdom has been instrumental in guiding Amir's professional journey. Flowtronix Arabia actively engages in industrial meetings to stay abreast of recent technological advancements. Adopting proven best practices is a cornerstone of the company's approach to project development and site execution, ensuring efficiency and excellence in all endeavors. Pursuing Industry Excellence and Sustainable Growth The company's objective is to maintain its status as the preferred contractor and solution provider for the oil and gas downstream industry. Flowtronix Arabia is committed to achieving sustainable growth at a rate of 7% per year. As General Manager, Amir recognizes the importance of maintaining regular communication with key decisionmakers within the industry. This facilitates the adaptation to updated industrial requirements and the pursuit of new projects in alignment with market needs. Embracing Saudi Vision 2030 for Growth Flowtronix Arabia specializes in brown-field projects aimed at addressing these industrial requirements in order to meet the evolving needs of the sector. Comprehensive Support for Process Plant Optimization Mr. Mahmood delineates the components of process plants, which comprise static equipment such as tanks, pipes, and structures, alongside dynamic equipment including pumps, valves, and various monitoring parameters such as flow, pressure, temperature, and level. He underscores the critical function of process plants in yielding production while maintaining dynamic functionality. Flowtronix Arabia is strategically positioned to offer comprehensive support across a spectrum of services, encompassing Electrical, Instrumentation, Analyzers, Fire & Gas Detection, Environmental Solutions, Cathodic Protection, Process Control Systems, Cyber Securities, and plant optimization. Guided by Legacy, Committed to Excellence Amir Mahmood, in his role as the General Manager at Flowtronix Arabia, acknowledges the profound influence of his father as a mentor and guide in shaping his career trajectory. With foresight rooted in the oil and gas industry
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Amir emphasizes the importance of continually upgrading knowledge regarding the current needs, future requirements, and direction of the country/region. Flowtronix Arabia has embraced Saudi Vision 2030 and is steadfastly committed to following the path towards growth and diversification. Empowering Leadership and Team Building Emphasizing the delegation of ownership to key resources, each assigned roles and responsibilities, the organization places its trust in the process of team building. Amir firmly advocates for a leadership-driven approach to project delivery, asserting that leaders are instrumental in project success, not mere managers. Flowtronix Arabia fosters an environment conducive to individual growth into leadership roles, with leaders entrusted to cultivate effective teams. Cultivating a Culture of Strategic Planning Amir offers three key pieces of advice: "Planning, Planning, Planning!" He emphasizes the importance of trusting in one's capabilities to instill a culture of project development within organizations.
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,, The true test of compliance is not just meeting regulatory requirements but exceeding them with ethical excellence.
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The Most Influen al General Managers in the Middle East 2024
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n times of global business continuously evolving, the role of country managers has become increasingly decisive. These managers serve as the linchpin between headquarters and local operations. The success or failure of a company’s international endeavors often rests on the shoulders of adept country managers who play a crucial role in aligning global strategies with local realities. Ibrahim Kamal, a seasoned country manager with a wide range of experience over three decades, carries the emblem of the ideal General Manager at Alghanim Travel, a subsidiary of Alghanim Industries & Yusuf A. Alghanim & Sons, W.L.L.
the aviation and travel industry, contributing to its development and growth. Instilling the Culture of Innovation His role as the General Manager is to manage the company, including the long-term development and the management of the company’s day-to-day business. Moreover, it provides leadership and builds the culture to enable the company to achieve its goals by promoting business profitability, monitoring performance, developing new business, and effectively utilizing resources. His responsibilities include:
Ibrahim Kamal’s journey in the airlines and travel & tourism industry began in 1982 when he joined Lufthansa in Cairo as a Sales and Customer Service Agent. After spending ten years in this role, he was promoted to the position of Lufthansa Sales Manager in Kuwait. In 1999, he transitioned to become the Group General Manager at Sanbouk Travel, one of the top travel agents in Kuwait. Ibrahim Kamal has been an integral part of the travel and tourism industry, with a wealth of experience and expertise in various roles and organizations.
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Disrupting the Aviation Industry
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Ibrahim Kamal’s second career change took place in 2002 when he joined the International Air Transport Association (IATA) as the Country Manager in Kuwait. Later, he was promoted to Country Manager, Gulf Area, overseeing IATA operations in five Gulf countries. In 2010, he served as an advisor to the Air Transport Department at the Directorate General of Civil Aviation (DGCA) in Kuwait. Subsequently, in March 2020, he retired from the government job at DGCA and joined Alghanim Industries as the General Manager at Alghanim Travel. Throughout his career, Ibrahim Kamal has held various significant roles in
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Developing and implementing a business strategy grounded in strong market/customer understanding with a resonating and differentiated value proposition. Driven, monitored, and reported on company performance (monthly performance analysis report and financial reports against targets). Building and sustaining a culture of high performance and, at the same time, integrity and compliance. Leading business team, aligning individuals and organization with business strategy for successful execution. Managing product and service development process to ensure unique and defendable position. Establishing and maintaining an effective local marketing and sales strategy (direct sales, B2B contracts). Developing and maintaining good relationships with key stakeholders. Meeting the annual sales, profitability, and cash targets set in the budget. Developing external relationships and partnerships and representing the company (state agencies, third parties, media, industry). Quality of trips (target rating from passenger feedback and other monitoring system).
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Enhancing Performances His ability to turn around underperforming segments and business units hinges on a strategic approach that emphasizes process and procedural improvements, among other tactics. Here are some insights into how he has achieved these turnarounds: •
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Diagnostic Analysis: The first step involves conducting a thorough diagnostic analysis to identify the root causes of underperformance. This includes reviewing financial data, operational workflows, market positioning, and team dynamics. Understanding the underlying issues is crucial for targeted interventions. Process Optimization: He focuses on streamlining and optimizing key processes to enhance efficiency, reduce costs, and improve service delivery. This often involves adopting lean management principles, automating repetitive tasks, and eliminating non-value-adding activities. Performance Monitoring: Implementing robust performance monitoring systems helps in setting clear metrics and KPIs aligned with business objectives. Regular tracking of these indicators allows for timely adjustments and continuous improvement. Skill Development and Training: Recognizing that employee capabilities are central to any turnaround, He prioritizes skill development and training. Upgrading the team’s skills ensures they are better equipped to adapt to new processes and improved ways of working.
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Ibrahim Kamal General Manager Alghanim Industries & Yusuf A. Alghanim & Sons, W.L.L
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and leadership can reinvigorate teams and lead to improved performance. His experience in formulating and implementing tactical initiatives to achieve corporate strategic goals involves a multi-faceted approach that bridges the gap between highlevel strategy and on-the-ground actions. Staying Abreast of New Changes The future of the travel industry is poised for significant transformation, driven by evolving consumer preferences, technological advancements, and a growing emphasis on sustainability. Here’s Ibrahim’s perspective on where the industry is headed and the role he envisions playing in these developments:
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Change Management: Effective change management is key to ensuring buy-in and adoption of new processes and procedures. Ibrahim focuses on clear communication, involving stakeholders in the change process, and providing the necessary support to navigate the transition. Customer-Centric Revisions: Often, underperformance is linked to failing to meet customer needs effectively. By revisiting and realigning business processes with customer expectations, he ensures that the business is better positioned to deliver value and build customer loyalty. Innovation and Technology Adoption: Introducing innovative solutions and leveraging technology can provide a significant boost to underperforming units. Whether it’s improving product offerings or enhancing operational efficiency, technology plays a key role in revitalization efforts. Strategic Repositioning: Sometimes, turning around a business unit involves rethinking its market positioning or value proposition. This might include exploring new market segments, adjusting pricing strategies, or overhauling the product/service portfolio to better meet market demands. Cultural Shifts: Addressing and transforming the organizational culture can be critical. Cultivating a culture of accountability, performance, and continuous improvement creates the right environment for a sustainable turnaround. Leadership and Team Restructuring: In certain cases, injecting new leadership or reconfiguring teams can be necessary to drive change. Fresh perspectives
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Personalization and Technology: The future will see a greater emphasis on personalized travel experiences powered by AI and data analytics. Travel companies will leverage customer data to offer tailored recommendations, from destinations to accommodations and activities. Ibrahim’s role will involve leading initiatives that harness these technologies to enhance customer experiences, ensuring the company’s offerings are not only personalized but also exceed expectations. Sustainable and Responsible Travel: Sustainability will move from being a niche concern to a mainstream demand among travelers. The industry will need to adopt more ecofriendly practices, from reducing carbon footprints to supporting local communities. He sees himself driving sustainability initiatives, embedding environmentally responsible practices into every aspect of the company operations, and promoting responsible tourism that benefits destinations and their inhabitants. Digital Nomadism and Workcation Trends: With remote work becoming more accepted, there’s a growing trend of digital nomadism and workcations, blending travel with work. The travel industry must adapt to accommodate longterm stays, reliable internet connectivity, and work-friendly environments. Ibrahim aims to spearhead the development of products and services that cater to this emerging segment, creating spaces and experiences that enable productive work and immersive travel. Augmented and Virtual Reality: AR and VR technologies are set to enrich the travel experience, offering immersive previews of destinations and attractions, enhancing on-site experiences, and even enabling virtual travel. His role would involve integrating these technologies into the
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offerings and providing innovative ways for customers to explore and engage with destinations, both virtually and in person. Health and Safety Standards: Post-pandemic, heightened health and safety standards will remain a priority for travelers. Industry must continue to innovate in this area, ensuring safe travel environments. Ibrahim envisions leading efforts to establish and maintain the highest health and safety standards, incorporating advanced health tech solutions to safeguard travelers and staff. Seamless Connectivity and Mobility: The future of travel will be characterized by seamless connectivity, from multimodal transport options to smooth transitions across different stages of the travel journey. Ibrahim plans to collaborate with transportation partners and tech companies to create interconnected travel ecosystems that offer ease and efficiency for travelers. Regenerative Travel: Beyond sustainability, the concept of regenerative travel, which aims to leave destinations better than they were found, will gain traction. This involves contributing positively to the environment, local economies, and cultures. Ibrahim is committed to championing regenerative travel initiatives, ensuring business practices contribute positively to the destinations. In these developments, his role would be multifaceted, involving leadership, innovation, and partnership. Ibrahim aims to be at the forefront of adopting and driving these trends within the organization, ensuring the company not only adapts to the future landscape of the travel industry but also plays a pivotal role in shaping it. By focusing on personalization, sustainability, technology integration, and new travel norms, he will lead efforts to position the company as a forward-thinking, responsible, and innovative player in the travel sector. Highlights of a Remarkable Journey
he played a pivotal role in the implementation of the “Miles & More” customer loyalty program. This initiative significantly boosted customer retention and satisfaction by rewarding frequent flyers, thereby strengthening Lufthansa’s competitive position in the market. IATA: One of his landmark contributions was the successful implementation of electronic ticketing across the Gulf region. This was a transformative project for the airline industry in the area, marking a shift from traditional paper-based ticketing to a more efficient, secure, and environmentally friendly electronic system. This initiative not only streamlined operations for airlines but also greatly enhanced the passenger experience, setting a new standard for travel in the region. DGCA: Contributed extensively to modernizing the local regulations for organizing the air transport market in Kuwait. Provided comprehensive training programs for the air transport team in the topics of air transport fundamentals, airline business, and travel & tourism industry. Alghanim Travel: His time was characterized by comprehensive operational enhancements and business reengineering efforts that led to a significant boost in sales. By scrutinizing and revamping existing processes, introducing new technologies, and optimizing the use of resources, the company was able to achieve greater operational efficiency and market responsiveness. These improvements not only resulted in increased revenue but also positioned Alghanim Travel as a more agile and customer-centric organization in a competitive market. Each of these achievements exemplifies his ability to drive significant change and deliver tangible results through strategic thinking, innovation, and a deep understanding of the travel industry’s dynamics. These experiences have honed his skills in transforming challenges into opportunities for growth, reinforcing his impact on the organizations he has been part of.
Throughout his career, he has contributed to significant achievements within the organizations he has been part of. A notable highlight from each key tenure includes: Lufthansa: His tenure was marked by a strategic overhaul of the sales approach, leading to a substantial increase in sales figures. This achievement was not just a testament to enhancing sales tactics but also involved improving customer service and engagement strategies. Additionally,
27 January, 2024
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n the complex and diverse landscape of the Middle East, General Managers (GMs) face a unique leadership dilemma: how to navigate the delicate balance between tradition and progress. Rooted in rich history, cultural heritage, and centuries-old traditions, the Middle East presents GMs with a set of challenges and opportunities that require them to reconcile the region's deep-seated values with the imperatives of modernization and innovation. Further, we explore the multifaceted nature of this leadership dilemma and examine how Middle Eastern GMs strive to strike a balance between tradition and progress!
Balancing Tradi on and Progress
Embracing Tradition
Bridging the Divide
Tradition runs deep in the Middle East, shaping every aspect of society, from family dynamics to business practices. Middle Eastern GMs are tasked with upholding and preserving cultural values and heritage while leading their organizations in an ever-evolving global marketplace.
The leadership dilemma facing Middle Eastern GMs is not merely a binary choice between tradition and progress but rather a nuanced balancing act that requires navigating the interplay between the two. To bridge this divide, GMs must foster dialogue, collaboration, and mutual understanding within their organizations and across the broader society.
Central to this challenge is the need to maintain respect for hierarchical structures, authority, and interpersonal relationships, which are deeply ingrained in Middle Eastern societies. GMs must navigate the intricacies of wasta (connections) and adab (etiquette), ensuring that decisions are made with sensitivity to cultural norms and expectations.
One approach is to create cross-functional teams that bring together diverse perspectives, skills, and backgrounds to tackle complex challenges and drive innovation. By fostering a culture of inclusivity and open communication, GMs can harness the collective wisdom of their teams and unlock creative solutions to pressing issues.
Furthermore, tradition plays a significant role in shaping leadership styles in the Middle East, with an emphasis on paternalistic and consensus-driven approaches. GMs often adopt a more inclusive and consultative leadership style, seeking input from senior executives, stakeholders, and community leaders before making major decisions.
GMs can play a pivotal role in fostering collaboration between the public and private sectors, academia, and civil society to address societal challenges and drive sustainable development. By forging strategic partnerships and leveraging collective resources, they can amplify their impact and contribute to positive change at scale.
Driving Progress
Conclusion
While tradition provides a strong foundation, Middle Eastern GMs also recognize the imperative of driving progress and embracing innovation to remain competitive in the global marketplace. Rapid advancements in technology, changing consumer preferences, and evolving business models necessitate a proactive approach to adaptation and change.
The leadership dilemma facing Middle Eastern GMs is a multifaceted challenge that requires a nuanced approach and a deep understanding of the region's cultural dynamics and business landscape. By balancing tradition and progress, GMs can navigate the complexities of leadership in the Middle East and drive meaningful change and growth in their organizations and communities.
GMs must navigate the tension between tradition and progress by fostering a culture of innovation, entrepreneurship, and continuous improvement within their organizations. This requires challenging conventional wisdom, embracing risk-taking, and encouraging experimentation to drive meaningful change and growth.
Ultimately, success lies in embracing the rich tapestry of tradition while embracing the imperatives of progress and innovation. Middle Eastern GMs have the opportunity to serve as catalysts for positive change, leading their organizations with integrity, empathy, and vision as they navigate the path to a brighter future for the region and beyond.
Middle Eastern GMs are increasingly investing in digital transformation, talent development, and strategic partnerships to position their organizations for success in the digital age. By leveraging technology and harnessing the power of data analytics, they can unlock new opportunities, streamline operations, and enhance customer experiences.
29 January, 2024
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ENG. MOHAMMED AL AMEER HAS SOME SIGNIFICANT ACHIEVEMENTS THAT REFLECT HIS STRATEGIC VISION, EXCEPTIONAL LEADERSHIP, AND DEDICATION TO DRIVING THE COMPANY TOWARDS GROWTH, SUSTAINABILITY, AND OPERATIONAL EXCELLENCE.
Eng. Mohammed Alameer Group General Manager Exeed Industries
30 January, 2024
The Most Influen al General Managers in the Middle East 2024
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Mohammed A L A M E E R Strategic Leadership in Building Materials
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usiness leadership in the UAE, Jordan, and the wider MENA region in manufacturing has undergone significant transformations in recent years. Leaders here are investing in smart manufacturing solutions to improve productivity and reduce operational costs. This reflects a commitment to innovation, sustainability, and strategic growth. Driving the success and growth of these crucial regions, Eng. Mohammed Al Ameer serves as a General Manager at Exeed Industries. It is Eng. Al Ameer’s strategic vision, exceptional leadership, and dedication drive the company toward growth, sustainability, and operational excellence. Thus, we at Insights Success are excited to learn about the journey of Mr. Ameer through an interview that embraces new challenges to drive growth and success for everyone.
What are the key principles or values that guide your management approach? The key principles and values that guide Eng. Mohammed Al Ameer’s management approach is rooted in fostering a culture of excellence, collaboration, and innovation. He believes in leading by example and setting high standards of professionalism and integrity within the organization. Eng. Al Ameer places a strong emphasis on teamwork and open communication, valuing each team member’s unique contributions and ideas.
Below are the highlights of the interview:
Additionally, he is committed to continuous learning and development, encouraging growth opportunities for both individuals and the organization as a whole. Overall, his management approach revolves around integrity, collaboration, continuous improvement, and a relentless pursuit of excellence.
Can you please provide a brief overview of your professional background and experience as a General Manager?
Could you highlight some of the significant achievements or milestones in your career as a General Manager?
Eng. Mohammed Al Ameer has a robust and extensive professional background as a General Manager. He commenced his journey with Exeed Industries in November of 2015 and has made significant contributions since then. Currently holding the esteemed position of Group General Manager, he diligently oversees all aspects pertaining to the business units grouped under the Exeed Building Materials Industries (EBMI) umbrella. These encompass Exeed Litecrete, Exeed Premium Dry Mortar, Exeed Precast, Exeed Geotextile, Exeed Insulation and Exeed Emirates Filament Factory. His leadership and expertise have been instrumental in driving the success and growth of these crucial business segments.
Eng. Mohammed Al Ameer has achieved remarkable milestones throughout his tenure as a General Manager. Some significant achievements that reflect his strategic vision, exceptional leadership, and dedication to driving the company towards growth, sustainability, and operational excellence include:
31 January, 2024
Strategic Expansion and Diversification Eng. Al Ameer played a pivotal role in the strategic expansion and diversification of business units under the EBMI umbrella, broadening the company’s offerings and market reach.
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Operational Excellence He implemented operational efficiencies across various business segments, optimizing processes to enhance productivity, reduce costs, and improve overall operational excellence. Market Penetration and Growth Eng. Al Ameer successfully led initiatives that resulted in significant market penetration, contributing to exponential business growth and bolstering the company’s market presence.
Mentorship and coaching programs are vital components of talent development. By establishing mentorship relationships, where experienced professionals guide and impart insights to less experienced employees, knowledge transfer is facilitated, nurturing a pipeline of potential successors for key positions. In addition to mentorship, succession planning, and talent pipelining are proactive measures taken to identify critical roles within the organization and ensure a smooth transition in case of promotions, retirements, or unforeseen departures. Succession plans should be regularly reviewed and updated to align with organizational objectives and changes.
Sustainable Practices Under his leadership, sustainable practices were integrated into operations, aligning the company with environmentally responsible strategies and fostering a positive corporate image.
Cross-functional exposure is another strategic approach. Providing employees with opportunities to work on diverse projects or within different departments allows for a broadened skill set and a more holistic understanding of the business, enhancing their potential for future leadership roles.
Team Empowerment and Development Eng. Al Ameer prioritized the development and empowerment of his team, nurturing talent and fostering a culture of continuous learning and growth within the organization. What strategies do you employ for talent development and succession planning? In the realm of talent development and succession planning at Exeed, strategic approaches are fundamental for cultivating a skilled workforce and ensuring a seamless transition of leadership roles. A cornerstone strategy involves promoting continuous learning and skill enhancement. Encouraging a culture of ongoing education through training programs, workshops, and industry seminars allows employees to develop their skills and stay updated with the latest trends and technologies relevant to their roles. Leadership development programs play a crucial role in identifying and grooming high-potential employees for future managerial positions. These targeted initiatives provide exposure to leadership challenges, allowing individuals to acquire the necessary skills and competencies required for effective management and decision-making.
32 January, 2024
Effective performance feedback and developmental goals are essential. Regular performance evaluations, constructive feedback, and clearly defined growth paths aligned with individual aspirations and organizational objectives motivate employees to invest in their development and contribute to the company’s success. An environment that encourages innovation and creativity is critical for talent development. Fostering a workplace where new ideas and solutions are valued motivates employees to actively engage in their own development and the advancement of the organization. Moreover, promoting diversity and inclusion initiatives at Exeed is crucial. Recognizing the value of a diverse workforce and embracing varied perspectives and experiences enriches the talent pool, enhancing the effectiveness of succession planning. Lastly, implementing knowledge management systems to capture and share institutional knowledge is a prudent measure. By ensuring that essential knowledge is retained within the organization, even amidst role transitions or retirements, a valuable foundation is established for talent development and succession planning. Collectively, these strategies form a comprehensive framework for talent development and succession planning. They enable the nurturing of a skilled workforce and
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facilitate a smooth transition of leadership roles, ultimately supporting the industry’s long-term growth and sustainability. What advice would you give to emerging General Managers aspiring to make a significant impact in the business world, particularly in the Arab region? Understanding the specific dynamics of the Arab market is foundational. Tailoring strategies to suit cultural nuances and market needs is vital for success. Building strong relationships, embracing innovation, focusing on sustainability, and maintaining resilience are key elements. Additionally, continuous learning, effective communication, ethical leadership, and valuing teamwork are fundamental. Lastly, perseverance and patience are essential in achieving a lasting impact. Following these insights can guide emerging General Managers toward success in the dynamic Arab business landscape. Is there anything else you’d like to share about your journey or experiences as a General Manager? One of the crucial aspects I’ve learned is the value of building a cohesive and motivated team. A united team with a shared vision can achieve extraordinary results. Additionally, staying attuned to industry trends and emerging technologies has allowed me to make informed decisions and keep the organization ahead in a rapidly evolving market. Embracing change and guiding the team through transitions has been crucial to maintain competitiveness. Overall, the journey of a General Manager is a continuous learning experience, and I’m committed to evolving, embracing new challenges, and driving growth and success for both the organization and its stakeholders.
33 January, 2024
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n an increasingly interconnected world, the role of General Managers (GMs) from the Middle East has become pivotal in fostering global collaboration and transcending cultural, geographical, and economic barriers. These leaders serve as bridges between the diverse cultures and business environments of the Middle East and the rest of the world, playing a crucial role in promoting understanding, cooperation, and innovation. Further, we delve into the significance of Middle Eastern GMs in global collaboration, exploring their unique contributions and the challenges they face in building bridges across borders. Cultural Ambassadors Middle Eastern GMs serve as cultural ambassadors, leveraging their deep understanding of the region's traditions, customs, and business practices to facilitate collaboration on a global scale. With the Middle East being a melting pot of cultures, languages, and religions, GMs from the region possess a unique ability to navigate diverse perspectives and bridge cultural divides.
THE RO MIDDLE E GMS IN COLLABO
By fostering mutual respect, empathy, and open communication, these leaders build trust and establish meaningful connections with partners, stakeholders, and teams from around the world. Their cultural fluency enables them to adapt strategies, negotiate deals, and resolve conflicts in a manner that respects cultural sensitivities and promotes inclusivity. Driving Innovation The Middle East is home to a wealth of talent, creativity, and entrepreneurial spirit, and GMs from the region are adept at harnessing this diversity to drive innovation and growth on a global scale. By fostering collaboration across borders, industries, and disciplines, these leaders catalyze the exchange of ideas, knowledge, and expertise that fuels breakthrough innovations and drives competitive advantage. Moreover, Middle Eastern GMs bring a unique perspective to the table, infusing global organizations with fresh insights, alternative approaches, and unconventional solutions. By embracing diversity in all its forms, these leaders create environments where creativity thrives and innovation flourishes, propelling their companies to new heights of success. Overcoming Challenges Despite the opportunities presented by global collaboration, Middle Eastern GMs face challenges in navigating
34 January, 2024
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Building Bridges, Not Walls
OLE OF EASTERN GLOBAL ORATION
geopolitical tensions, regional conflicts, and economic uncertainties that can impact business relationships and partnerships. The volatile nature of the region's political landscape requires GMs to exercise diplomacy, foresight, and resilience in managing international operations and mitigating risks. Moreover, cultural misconceptions, stereotypes, and prejudices can pose obstacles to effective collaboration, requiring Middle Eastern GMs to proactively address biases and promote cross-cultural understanding. By fostering dialogue, education, and awareness, these leaders challenge stereotypes and foster an environment of mutual respect and cooperation. Embracing Digital Transformation In an era defined by digital transformation, Middle Eastern GMs are leveraging technology to expand their companies' global footprints and facilitate collaboration across borders. From virtual meetings and online platforms to digital marketing and e-commerce, these leaders harness the power of digital tools to connect with partners, customers, and stakeholders around the world. Moreover, Middle Eastern GMs recognize the importance of investing in digital infrastructure, talent development, and cybersecurity to ensure the resilience and agility of their organizations in an increasingly interconnected world. By embracing digital innovation, these leaders position their companies for long-term success and sustainability in the global marketplace. In conclusion, Middle Eastern GMs play a vital role in promoting global collaboration, fostering understanding, and building bridges across borders. As cultural ambassadors, innovation drivers, and champions of diversity, these leaders serve as catalysts for positive change, driving growth and prosperity on a global scale. Despite the challenges they face, Middle Eastern GMs remain committed to the ideals of unity, cooperation, and shared progress, transcending boundaries and forging connections that transcend differences. By embracing the principles of inclusivity, empathy, and mutual respect, these leaders pave the way for a future where collaboration knows no borders and the spirit of unity prevails.
35 January, 2024
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Rabih Zein General Manager Sofitel Abu Dhabi Corniche
36 January, 2024
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The Most Influen al General Managers in the Middle East 2024
Rabih Zein Embracing Employee Empowerment
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ravelers hold diverse expectations when it comes to the hospitality sector. Their journey is profoundly influenced by the caliber of services and amenities they encounter throughout their trips. These expectations hinge on several elements, including the type of lodging, the destination’s characteristics, cultural backgrounds, and individual predilections. It is imperative for the hospitality industry to be finely attuned to these diverse anticipations to ensure an all-encompassing positive travel encounter. In response to these varied needs, the industry is in a constant state of flux. Remaining adaptable to these requisites is pivotal for the industry to retain its competitive edge and offer superlative guest encounters. This not only draws more patrons but also cultivates allegiance, as contented guests are more inclined to revisit and endorse the establishment to others. Rabih ZEIN, General Manager of Sofitel Abu Dhabi Corniche, has closely witnessed the growth of this sector. His long experience of 30 years is a guidebook for all beginners and aspiring individuals in the hospitality sector. We tried to interact with him to find out more about his journey, ideas, Mission, vision, and values. The following key principle is ensuring we have the right team in the right place. In order to achieve operational as well as financial goals, a passionate team with members who are enthusiastic and committed is necessary. And, of course, the exemplary leadership must be in place. My management approach is also guided by Accor’s vision and objectives, structured around four strategic pillars: working with our teams, involving our clients, innovating with our partners, and involving local communities.
37 January, 2024
Could you highlight some of the significant achievements or milestones in your career as a General Manager? Throughout my career I successfully opened several hotel properties across the Middle East and Europe. I had the honor to win several awards, such as the Rezidor GM Fighter of the Year 2018 and the "Leading Responsible Business Hotel". However the most significant accomplishment for me was the recognition from my team and the companies I worked for. How do you view the current trends and challenges within your industry in the Arab world? The hospitality industry in the Arab region and worldwide is growing and changing daily. Guests are very much involved; their expectations are higher, and demands are changing. Additionally, staying at a hotel has become more accessible to the public. The U.A.E, followed by Saudi Arabia and other GCC countries, became among the top destinations worldwide
I embrace employee empowerment at the workplace, which goes along with the understanding of their strengths and areas of development.
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How do you encourage innovation and adaptability within your organization to stay ahead in a rapidly changing business environment? We have to follow trends to be in the race of the everchanging hospitality industry. For example, seemingly recent innovations such as contactless payment, mobile check-ins, and fast Wi-Fi have all rapidly become commonplace in the hospitality industry. Keeping up with technology is 100% a part of the success of the industry.
and more to come. While 2022 was about recovering performances, we can safely say that 2023 is the year that travel fully recovered. The Middle East is the only region to witness a complete recovery of international travel in the first quarter of 2023. What strategies do you employ for talent development and succession planning? I embrace employee empowerment at the workplace, which goes along with the understanding of their strengths and areas of development. At Sofitel Abu Dhabi Corniche, we make sure to provide equal opportunities for growth through training, involvement, empowerment, reward, and recognition. Furthermore, I ensure I stay approachable and close to my team. By approachable, I mean creating an environment where open dialogue is encouraged and letting my team know that their opinions are valued. What’s more - getting to know each of my employees is my priority. After all, our employees are the most valuable assets an organization has. How do you approach problem-solving in high-pressure situations? Problem-solving is a skill that improves with practice. Before taking any action, I always take time to assess the situation with the 360-degree approach. Being a problem solver comes with a willingness to learn, try again, and keep going.
38 January, 2024
As a leader, it is imperative for me to foster innovation. One of the ways to encourage innovation is by unlocking the innovative potential of my team members. I always encourage my team to share their ideas openly and to take ownership of new ideas and solutions. How do you stay updated with industry trends and grow professionally? I keep up with the latest trends by reading industry publications, news, and blogs daily. Furthermore, as a General Manager, I meet guests every day – I talk to them and ask questions, which is a great way to get first-hand information from our customers. One of the great ways to stay updated, which I actively employ, is knowledge sharing with team members – during our daily morning briefings, our WhatsApp groups, and departmental meetings. What advice would you give to emerging General Managers aspiring to make a significant impact in the business world, particularly in the Arab region? Love your job! Owning up to mistakes and patience are the key to success. Is there anything else you’d like to share about your journey or experiences as a General Manager? Hospitality is not a job; it’s a way of life. Dealing with guests, team members, and partners is not a challenge for me; it is a pleasure. A true passion for this industry is rare and comes from deep within. Personally, I am a tenacious and dedicated individual. I believe that if you enjoy what you do, you will always be successful.
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Success is not how high you have climbed, but how you make a positive difference to the world. - Roy T. Bennett
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