Dilip Devarayasamudram: Middle East’s 10 Most Inspiring Business Icons of the Year, 2025 | CIO Views

Voices of Transformation

The Middle East is now beginning a new chapter of leadership not just around size but sharper vision. Across all sectors, emergent leaders are transformingtheregionaleconomicandculturalspace,withboldambition and strategic innovation. These leaders are uniting tradition and contemporary values in a modern sustainable context, building organizations based on resilience and adaptability. Their impact is not restricted to the boardroom but demonstrates the characteristics of ethics, inclusivity, and a legacy. What makes them unique is their capacity to see global pivots within their communities and at the same time keep their local values and principles intact. They are not just reacting to change but rather creating it while turning challenges into opportunities. They create ecosystems that extend far beyond borders while igniting collaboration and leveraging sustainability. The future of commerce and leadership in the Middle East will be achieved through those leading with audacity and imagination.

At CIO Views, we honor these empowering leaders by dedicating this issue titled “Middle East's 10 Most Inspiring Business Icons of the Year, 2025” to them. Featuring as the cover story, we have covered the successful & motivating journey of Dilip Devarayasamudram, CEO of Pointlabs.WehavealsoincludedtheinspiringstoriesofIrfanAli,Director of Flowturb Solutions; Elie Sarkis, Co-Founder and Managing Partner of Intoact International; Mona Ataya, CEO of Mumzworld; Anastasia Kuzmenko, Group Head of Marketing & Communication at IECTelecom Group; Ghassan Ayidh, Managing Director of OxMar Partners; MuhammadAzmi Zulkifli, CEO of InvestKL; MuhammadAdeelAnjum, CEO of Circle K Arabia; ReemAsaad, Vice President for Middle East & Africa at Cisco; and Mohit Gupta, Senior Vice President of Apex Group Ltd.

CIOViewsisabusinessmagazinethatmainlyfocusesonbusinessleaders, their journey, views on current economic states, and all other relevant subjects that refer to the business world. Our goal is to be a leading source of information dedicated to providing our readers with detailed perspectives and views of successful business leaders who are transforming the business outlook and redefining their goals. With exclusive editions on various industries like software, education, healthcare,technology,realestate,andmanymore,CIOViewsisdrivento promoteexcellenceintheworldofbusiness.

COVER X STORY

DILIP DEVARAYASAMUDRAM

DESIGNING TECHNOLOGY THAT CONNECTS, NOT JUST COMPUTES

At the forefront of this transformation is Dilip D.S., Founder & CEO of PointLabs Technologies. With nearly two decades of experience in sales, market development, and business strategy across India, the GCC, and SoutheastAsia, Dilip has built a reputation as a dynamic and forwardthinking leader. His journey reflects a powerful blend of strategic vision and hands-on execution. He has consistently driven growth through innovative sales and distribution models that prioritize both efficiency and impact. Known for his ability to inspire teams and forge meaningful partnerships, Dilip embodies a people-first approach to leadership, where technology serves a greater purpose: creating authentic, trustdriven connections between brands and the customers they serve.

Businesses are no longer competing solely on products or pricing. They're competing on connection, trust, and emotional resonance. As technology reshapes how brands interact with their audiences, the challenge lies in making those interactions meaningful, intelligent, and human. This is where visionary leaders in the loyalty-tech space are redefining what's possible, blending innovation with empathy to build lasting relationships between brands and customers.

Bridging the Human Gap in Technology

Dilip's journey as a tech entrepreneur was shaped long before he founded PointLabs. His years in banking and loyalty consulting revealed a striking truth. Companies often misunderstood what truly mattered to customers. While organizations invested heavily in loyalty programs, the emotional connection with their audiences continued to weaken.

That realization became a cornerstone of his philosophy: technology should strengthen human connection, not strip it away. In his view, the best innovations are invisible. They anticipate, understand, and respond with empathy, rather than merely automate.

Dilip draws parallels between technology and relationships. Whether in life or business, genuine engagement isn't built through onetime gestures; it's nurtured through consistent, meaningful interactions. This belief became the foundation upon which PointLabs was built. It is a company driven to turn digital engagement into something deeply personal.

Where the Vision Began

The vision for PointLabs emerged from a frustration Dilip had seen for years. Loyalty programs had turned into reward systems for spending, not for connection. Brands collected vast amounts of data, yet they rarely understood their customers' emotional journeys. He identified this as the “engagement gap.” It is the growing

"ENGAGEMENT IS THE NEW DISTRIBUTION CHANNEL. CONTROL THE CONVERSATION, AND YOU CONTROL RETENTION, SHARE OF WALLET, AND ADVOCACY.”

divide between what customers expect and what they actually experience. In an era overflowing with choices, people were feeling less connected to the brands they interacted with daily.

Dilip saw an opportunity to change that with a new kind of artificial intelligence. Not the traditional, rule-based systems that react after the fact, butAI that could interpret intent, emotion, and context.AI capable of acting proactively. This idea became the seed for what he calls agenticAI. It is technology designed to make every customer interaction meaningful and every engagement measurable.

ANew Model ofAI Leadership

Leading anAI company in a fast-evolving region like the Middle East requires more than strategy; it demands conviction. “The region is moving at an incredible pace,” Dilip says. “There's ambition, capital, and a desire to leapfrog legacy systems. In that kind of environment, leadership is about clarity of vision, not control.”

He defines leadership through three lenses:

1.Customer obsession: not just with data, but with emotion and intent. “We're not building features,” he reminds his team. “We're building feelings.”

2.Ethical acceleration: building accountability and transparency intoAI systems from day one.

3.Cultural empathy: designing technology that reflects the Middle East's distinct cultural and regulatory landscape, rather than merely operating within it.

“We're a small team with a big mission,” he says. “My job is to keep us anchored to what truly matters while giving everyone the autonomy to innovate boldly.”

Meet The Team

At PointLabs Technologies, Dilip takes immense pride in the people who bring the company's vision to life. Each leader embodies the spirit of innovation, integrity, and empathy that defines the organization. Together, they form the backbone of PointLabs, a team that blends technology with purpose and turns bold ideas into real-world impact.

Ÿ Phanish Bhardwaj, CTO –Technology &AgenticAI

Phanish believes great technology should fade into the background and let the experience shine. Under his leadership, PointLabs builds systems

that don't just automate tasks but listen, interpret, and act with intent. He explains that their agenticAI doesn't wait for clicks; it anticipates context, emotion, and the next best action. For him, the true magic happens when a customer feels genuinely understood without ever thinking about the technology behind it.

Ÿ Bharat Kothari, CBO –Commercial Outcomes & Client Impact

For Bharat, success is measured by two outcomes: Customer Love and Business Lift. He views every engagement not as a software sale but as a redesign of how brands

communicate with their customers. His focus is on linking emotional connection to measurable business impact such as retention, share of wallet, and lifetime value. The moments he values most are when clients say they didn't just get a platform, they got a new revenue engine built on trust.

Ÿ RajeevArora, StrategicAdvisor –Growth

Rajeev sees PointLabs as a company that treatsAI as both an opportunity and a responsibility. With the Middle East advancing rapidly and unburdened by legacy systems, he believes this advantage also brings a duty to embed ethical guardrails from

"THE BEST LOYALTY ISN'T BOUGHT WITH POINTS—IT'S EARNED THROUGH MOMENTS WHEN A CUSTOMER FEELS TRULY UNDERSTOOD. TECHNOLOGY SHOULD AMPLIFY THAT FEELING, NOT AUTOMATE IT AWAY.”

the start. He admires how the team integrates ethics into design rather than treating it as a compliance formality. In a region defining its digital future, he believes this mindset will distinguish lasting platforms from fleeting experiments.

Ÿ Anoj Silva, CFO – Discipline, Measurability & Scale

Anoj views discipline as the bridge between vision and execution. He ensures that every initiative, from experiments to partnerships, carries clear, measurable outcomes. His focus on unit economics over vanity metrics keeps the company grounded in sustainable growth. ForAnoj, finance is not a brake but a steering wheel, guiding PointLabs to scale boldly while staying in control of risk, trust, and quality.

Ÿ Jevon Dsouza, Head of Operations & Partnerships

Jevon operates where execution meets ecosystem. He focuses on turning big promises into reliable delivery. For him, partnerships are not about logos on a slide but about long-term relationships built on trust and performance. He ensures that every partner, whether a bank in Colombo, a telco in Dubai, or a retailer in Riyadh, experiences consistency, speed, and reliability. Each successful rollout, he believes, earns the right to innovate further.

Ÿ Shyam Pramanik, Head of Engineering –AI Systems

Shyam is driven by a single question: how can abstract intelligence become tangible, everyday usefulness? His mission is to translate complexAI models into safe, explainable, and efficient systems that thrive in real-world banking and retail environments. For him,AI isn't a gimmick; it's an invisible teammate that quietly enhances every interaction, making it smarter, faster, and more human.

The Discipline of Focus

Scaling a business across borders in a rapidly evolving industry likeAI demands both clarity and

restraint. Dilip finds focus through a simple yet powerful discipline: relentless prioritization. He constantly asks one question. Does this serve our core mission of creating measurable, emotional engagement? Every initiative must deliver either “Customer Love” or “Business Lift.” If it doesn't, it doesn't make the cut.

Listening also plays a central role in how he leads. Whether it's feedback from customers, insights from partners, or ideas from his team, Dilip believes clarity emerges from staying close to the ground. “The farther you get from reality,” he says, “the harder it becomes to see what truly matters.”

ATest of Conviction

One defining moment in Dilip's entrepreneurial journey came when PointLabs lost a major client they had spent months pursuing. Despite superior technology, the client chose an established competitor, citing the company's youth and lack of track record. The setback was painful and tested the team's belief in their vision.

Instead of retreating, Dilip used the experience as a catalyst. He realized that conviction must be paired with validation as big ambitions need proof points built through smaller, faster wins. The experience reshaped his leadership philosophy, making him more outcome-driven and adaptive. It also deepened his understanding that resilience isn't about stubborn persistence but about evolving intelligently while staying true to purpose.

Building a Culture That Thinks and Moves Fast

For Dilip, innovation begins with psychological safety. He believes

"IN THIS BOLD NEW WORLD WHERE TECHNOLOGY CAN ACT AUTONOMOUSLY, ACCOUNTABILITY ISN'T OPTIONAL, IT'S THE PRICE OF CAPABILITY. BUILD TRUST INTO YOUR FOUNDATION, NOT YOUR FINE PRINT.”

Dilip has also established “focus sprints,” where the entire organization unites around a single, high-impact challenge. This collective intensity drives alignment and prevents the diffusion that often stifles innovation.

Seeing What Others Miss

people take creative risks only when failure isn't punished but learned from. To reinforce this, he introduced “sprint experiments.” These are short, focused projects designed for discovery rather than perfection, where even failed outcomes are celebrated for what they reveal.

At PointLabs, the traditional divide between “technical” and “business” teams doesn't exist. Engineers join client conversations, while business teams engage with product architecture. This cross-functional collaboration fuels unexpected breakthroughs. Every team member also participates in customer immersion, listening directly to real user interactions. Hearing authentic feedback transforms abstract data into human stories, shaping how the team builds and innovates.

The most fulfilling milestones in Dilip's career haven't been the ones celebrated on stage or announced in press releases. They've been quieter moments, like when a client leans back and says, “You read my mind.” He recalls one such moment from early in his loyalty consulting days with a leading bank in SoutheastAsia. At the time, the focus was on numbers such as redemption rates, point accrual, and ROI dashboards. But something in the data caught his attention: a large group of customers who hadn't churned but had simply gone silent. “I realized the real issue wasn't rewards optimization,” he explains. “It was that the bank had lost the conversation with almost 40% of its customer base.”

Dilip's analysis reframed both the problem and the solution. Instead of spending millions to acquire new customers, the bank began reengaging the ones who had quietly tuned out. When dormant customers started returning, responding, and engaging again, it validated everything he believed about the power of human connection over transactional incentives. “That moment taught me something fundamental,” he reflects. “Most organizations are so busy measuring what's working that they miss what's breaking.”

The philosophy that grew from that insight became the foundation of PointLabs: engagement built on

emotion, not just economics. His impact on the industry lies in challenging a long-standing false choice; that loyalty programs must choose between customer experience and business outcomes. “They're not competing priorities,” he says. “When you truly understand human behavior, both emerge naturally.”

ANew Frontier forAI Leadership

Dilip sees the Middle East not as a follower in the globalAI race, but as a region poised to lead it. He believes the region's momentum comes from three distinctive advantages that few others possess.

The first is freedom from legacy systems. While Western economies are often bound by decades of outdated infrastructure and rigid processes, the Middle East enjoys a rare blank canvas. Many organizations are building the future from scratch. It's an advantage that is as much cultural as it is technological. “There's a willingness here to reimagine entirely, not just improve incrementally,” Dilip observes.

The second is visionary leadership backed by real execution power. He's seen firsthand how the region's ambition is matched by political will, capital, and infrastructure. “National AI strategies aren't just policy

documents,” he notes. “They're funded, structured, and designed to accelerate adoption.”

The third lies in the region's diversity.

The Middle East brings together a rich mix of languages, cultures, and consumer behaviors. It's a natural testing ground forAI systems that must perform across complexity. “Technology that thrives here can work anywhere,” he says confidently.

Dilip also senses a deeper transformation underway.AI is becoming central to the region's postoil economic vision. “There's urgency here,” he says. “In markets where the status quo is comfortable, progress

can be slow. But here, the drive to define what's next is palpable.”

He predicts the coming decade will surprise many observers. “The Middle East won't just adoptAI,” he says. “It will define new paradigms for howAI serves societies.”

Purpose Over Outcome

Dilip stays grounded through purpose rather than outcomes. When faced with uncertainty, he revisits the

company's core mission: making customer engagement more human and intelligent. “When the world feels uncertain, I go back to first principles,” he says. “Why do we exist? What problem would remain unsolved if we didn't?” Those questions act as his compass whenever the market shifts.

He practices what he calls disciplined optimism, a balance between realism and belief. “Optimism without discipline is naïveté,” he says.

“Discipline without optimism is cynicism. You need both to navigate chaos with clarity.”

Dilip has also learned to separate what he can control from what he cannot. “Energy should flow toward what we can influence,” he says. “Our technology, our culture, our customer relationships.” Market conditions, competition, and global trends keep him informed, but he doesn't dwell on them.

The Power of Questions Over Answers

Mentorship has profoundly shaped Dilip's leadership journey. The most impactful mentors in his journey didn't provide solutions. They helped him see differently, teaching him to create environments where collective intelligence thrives. One piece of advice early in his career left a lasting mark: “Your job isn't to have all the answers; it's to create environments where the right answers emerge.”

That idea transformed his entire approach to leadership. Rather than striving to be the smartest voice in the room, he learned to focus on building rooms where collective intelligence thrives.

Today, he pays it forward through “public mentorship,” openly sharing his thought process, challenges, and lessons with his team. Beyond the organization, he actively engages with early-stage founders, fostering honest exchanges within the ecosystem. Believing in collaboration over competition, he views industry growth as a collective win. For him, success lies not only in what one builds, but in what one enables others to create.

Building a Legacy of Trust, Humanity, and Intelligent Engagement

Through PointLabs, Dilip aims to redefine loyalty by proving that engagement can be intelligent, emotional, and ethical at once.

“Technologically, I hope PointLabs will be remembered as the company that proved engagement can be intelligent, loyalty can be emotional, andAI can be accountable,” he says. “You don't have to sacrifice humanity for scale or ethics for capability.” The

“YOU'LL BE JUDGED BY WHAT WORKS, NOT BY HOW ELEGANT IT LOOKS. BUILD SOMETHING EXCEPTIONAL BEFORE BUILDING

SOMETHING EXTENSIVE.”

company's vision is to help brands listen beyond transactions, to understand context, tone, and intent, making engagement measurable without losing its humanity.

As a leader, Dilip hopes to model a new kind of entrepreneurship, one grounded in conviction but free from ego. He's wary of the “foundergenius” narrative that often dominates tech culture. Instead, he champions leadership that is collaborative, curious, and humble enough to measure success by the growth it enables in others. His ultimate legacy is to inspire a generation of technologists to believe that trust and profitability can coexist, and that technology, when built with empathy, can deepen human connection rather than replace it.

Words of Wisdom for the Next Generation

When asked what advice he would offer to aspiring entrepreneurs inAI

and emerging technologies, Dilip's answer is straightforward yet profound: build what matters, measure what moves. He cautions against chasing trends. “Don't build AI looking for a problem,” he says. “Fall in love with the problem, not your solution. The entrepreneurs who endure are the ones obsessed with solving something real.”

Earning trust, he believes, is a daily discipline. “Customers don't owe us their time,” he reminds. “We have to earn it through relevance, respect, and reward.” That principle has become a guiding light for how PointLabs approaches engagement. It's not a transaction but an ongoing relationship built on trust and relevance. He also urges founders to start with ethics, not compliance. “It's exponentially harder to retrofit trust after you've scaled,” he says. For him, ethical intent must be built into the product from day one.

When it comes to building teams, Dilip looks beyond résumés. “Find co-conspirators, not employees,” he says with a smile. “Early-stage ventures need believers — people who share the mission at a visceral level. Skills can be taught; conviction cannot.”

Dilip's closing advice is simple but powerful: focus on results, not complexity. “You'll be judged by what works, not by how elegant it looks. Build something exceptional before building something extensive.”

IRFAN ALI

Driving Sustainable Solutions Through CFD Simulations

In today's fast-paced, global engineering landscape, few leaders are able to walk the tightrope between technical acumen and thoughtful leadership. IrfanAli is one of them. With nearly two decades of professional experience across the Middle East, he has turned his passion for Computational Fluid Dynamics into a vehicle for sustainable solutions and client-driven innovation. His story blends professional success with a thoughtful commitment on enhancing the environments we live and work in.

AJourney Driven by Purpose and Curiosity

For IrfanAli, engineering leadership has never been about title but about influence. He kick-started his career in Dubai in 2006 as a mechanical engineer in the MEP field, and has been part of renowned contracting and consulting firms. Computational

Fluid Dynamics evolved into something of greater focus for him over time, especially the way it tackled complex thermal and fire safety problems. “I was struck by how CFD analysis solved challenges that appeared impossible by conventional means," he says.

It was this curiosity that eventually took him to Flowturb Solutions, where in 2023 Irfan led the company in opening the UAE office building on the company's foundation in India, where it was established in 2009. The mandate, he stresses, was clear even in the beginning: "Harmonize strong technical know-how with a customer first strategy to provide practical, cost-effective solutions."

Bridging Innovation and Leadership

In a field as advanced as engineering, embracing innovation and preparing

for leadership isn't optional — it's essential. Irfan feels the two are complementary. "I remain very close to project work so that I get to handle issues on the ground, yet concentrate on client relationships and strategy," he says. It keeps Flowturb agile and competitive. The company encourages experimentation, but every new idea is tested against real project needs to ensure that innovation has a purpose and aligns with client objectives.

Engineering often places leaders in high-stakes situations where a single decision can make or break a project. Irfan navigates these moments with a balance of structure and adaptability gathering facts, hearing multiple perspectives, and carefully weighing risks against opportunities. Yet, when deadlines tighten and pressure mounts, it is his experience and intuition that guide the final call. “The constant goal is to protect project

DIRECTOR,FLOWTURBSOLUTIONS

outcomes while strengthening client trust and long-term relationships,” Irfan explains. Balancing discipline with intuition has been a defining feature of his leadership.

Redefining Work Life Balance

Despite the gravity of his job, Irfan has a pace that doesn't allow him to lose his footing. His days start by reviewing projects and technical sessions for quality and progress. Afternoons are spent with clients, proposals, and business planning. By making a conscious effort to allocate time for technical management and also business growth, he never gets completely pulled in one direction. "Remaining hands-on with engineering and driving growth keeps me grounded technically and directed strategically," he explains.

With a job that's so demanding, balance is something that Irfan does not consider a luxury but a necessity. He places family life and well-being first among his priorities, aware of how clarity in personal life impacts business decision-making. "Balance is not a choice, it's a requirement for sustainable leadership," he insists. The same philosophy extends to his team, where he fosters healthy boundaries and a culture of wellbeing, believing that a balanced workforce leads to clearer minds and stronger results.

Recognitions that Make a

One of Flowturb's milestones came with the launch of its UAE office in 2023.Under Irfan's leadership, the company has tackled a range of highimpact projects, including bowl cooling analyses for FIFAstadiums, thermal comfort studies for aircraft

hangars, and critical smoke and egress evaluations for complex renovation projects. “We have also assisted several chiller and cooling tower recirculation studies across the Middle East," boasts Irfan.

Outside the region, Flowturb is widening its presence inAsia with data center developments and establishing a foothold in Europe. Every project, he asserts, evidences

the firm's responsiveness, adaptability, and focus on clients. Leadership thrives on alignment and ownership. It starts with clarity for Irfan, so that all members of his team know the big picture, the rationale behind the work being done, and how they fit into the overall scheme. "We make sure that everyone is clear on the bigger picture, why we do what we do, and how their role fits into it," he states. Clarity is just the start.

Motivating Ownership and Sustainability Goals

Irfan creates a culture where accountability and creativity can coexist. This synergy has accrued a sense of responsibility and trust that underlies the long-term vision of Flowturb.

That goal is way down in the sustainability premise. Sustainability is no longer just a desirable aspect of engineering; it is an absolute necessity. Flowturb has played a key role in promoting sustainable infrastructure in the Middle East and beyond. Optimizing stadium air conditioning systems, enhancing hangar efficiencies, and lowering energy loads in data centers, the company's CFD capabilities enable clients to do more with less.

"As we provide effective, value-formoney solutions, we play our part in the region's sustainable infrastructure and net zero agenda," assures Irfan.

Defining Moments, Lasting Lessons

Every career has defining moments, those pivotal experiences that shape a leader's vision and direction. For Irfan, one of them was a decade back when he dug deep into CFD (Computational Fluid Dynamics) analysis. His experience on varied, high-interest projects involving multipurpose malls and super highrise structures, tunnels, and aircraft hangars introduced him to the broad scope of CFD.

“Those projects provided me with a clear understanding of the role CFD plays in enhancing comfort and safety,” he notes. These experiences not only enhanced his technical expertise but also reinforced Irfan's

commitment to Flowturb's mission: delivering specialized solutions that positively impact the environment and safeguard human lives. Looking back at his own experience, Irfan provides candid advice to future generations of managers and engineers. "Keep asking questions and keep learning because technology in our field is constantly changing very rapidly, and one has to be flexible," he suggests.

For Irfan, technical expertise must go hand in hand with interpersonal skills and empathy. He believes true leadership emerges when engineers apply their technical knowledge to deliver practical, client-focused solutions. 'And above all, don't fear challenges — they are the greatest teachers,' he adds with conviction. Irfan's vision for the future is both ambitious and selfless.

Personally, he aims to engage more actively with industry platforms and knowledge-sharing networks across the Middle East, raising awareness of the Eco-friendly design potential enabled by CFD.

Professionally, he aims to establish Flowturb as a trusted partner for CFD solutions, recognized not only in the Middle East but globally. "Flowturb should be known for flexibility, technical depth, and value-driven services," Irfan comments.

Conclusion: Leadership That Balances Vision and Expertise

IrfanAli's journey combines technical expertise, strategic insight, and a focus on people. From his early engineering days to leading innovative CFD projects, he has shown that engineering leadership goes beyond problem-solving, it's about fostering sustainable practices, supporting teams and creating positive impact. His story illustrates how vision, experience, and integrity can shape both projects and the people involved.

ELIE SARKIS

Pioneering Digital Marketing Education in the Middle East: The Journey of Elie Sarkis

In an era where digital transformation shapes the business landscape, leaders who harness the power of digital marketing stand out. One such luminary is Elie Sarkis, the CoFounder and Managing Partner of Intoact International.

Recognized as one of the "Middle East's 10 Most Influential Business Leaders, 2024," Sarkis shares insights into his professional journey, vision, and the innovative strides his company is making in digital marketing education and consultancy. His leadership exemplifies how strategic foresight and dedication to continuous learning can drive significant industry advancements.

AJourney of Continuous Learning and Innovation

Elie Sarkis's journey in digital marketing has been characterized by

continuous learning and adaptation. Reflecting on his professional background, he remarks, "From the beginning, I quickly realized the vast potential of digital strategies in transforming businesses. However, there was a significant gap in practical learning when it came to digital marketing." Through years of trial and error, Sarkis honed his skills in various aspects of digital marketing, including online strategy, social media marketing (SMM), search engine optimization (SEO), ecommerce, and more.

Apivotal milestone in his career was the co-founding of Intoact International, a digital marketing training and consultancy company. Sarkis emphasizes, "Our mission is to equip the marketers of tomorrow with the necessary skills to make a significant impact in the digital marketing landscape."As the Managing Partner, he has focused on

delivering practical and applied training programs that generate awareness, engagement, leads, and sales.

“The world lives online now. To connect, engage, and grow, your business must be digitally active.” –Elie Sarkis

Vision for Growth and Impact

Sarkis's vision for Intoact International is ambitious yet grounded in a deep understanding of the market needs. "My vision for Intoact International is to become the foremost authority on digital marketing education and consulting in the Middle East and beyond," he explains. To achieve this, the company is expanding its course offerings to cover emerging trends and technologies, increasing its online presence, and forming strategic partnerships with industry leaders.

CO-FOUNDER AND MANAGING PARTNER,INTOACT

"Our goal is not just to educate but to inspire and empower a new generation of digital marketers," Sarkis asserts. By fostering a culture of continuous learning and adaptation, Intoact International aims to drive positive change and make a lasting impact on the region's digital landscape. The company is also committed to expanding its strategic partnerships with companies looking to upskill their teams in digital marketing through practical and tailored training courses.

Factors Contributing to Success

When asked about the primary factors contributing to his success as a business leader in the Middle East, Sarkis highlights several key elements. "Having a deep understanding of the regional market dynamics has been crucial," he notes. Tailoring training programs and consultancy services to meet the unique needs of businesses in the region has been a significant factor.

Building a strong, dedicated team has also been fundamental. Sarkis emphasizes, "Our success is a collective effort, and having passionate, skilled professionals who share our vision has been invaluable."Additionally, adaptability and a willingness to embrace change have enabled the company to stay ahead of the curve in the constantly evolving digital marketing landscape.

Exposure to diverse industries and markets has provided Sarkis with a broad understanding of various business challenges and opportunities, allowing him to tailor his approach to meet the unique needs of each client. Establishing trust and credibility with clients by delivering consistent, high-

quality results has also been a cornerstone of Intoact International's success.

“Success is not how high you have climbed, but how you make a positive difference to the world.”

– Roy T. Bennett

Navigating Challenges and Seizing Opportunities

Leading a company is a journey filled

with both challenges and opportunities, each presenting unique lessons and growth potential. Elie Sarkis recalls a particularly trying time during the early stages of the COVID-19 pandemic. "The sudden shift to remote work and the uncertainty of the business landscape required rapid adaptation," he reflects. This unexpected situation demanded immediate strategic adjustments to ensure the continuity of operations and support for clients and employees alike.

In response, Sarkis and his team swiftly pivoted to online training programs, recognizing the necessity to continue providing value despite physical restrictions. Leveraging a range of digital tools, they maintained seamless communication and collaboration across the organization. This quick adaptation not only helped them weather the immediate crisis but also unearthed new avenues for growth and innovation. The move to virtual platforms opened doors to a broader audience, extending their reach beyond geographical limitations and enabling them to offer services to a global market. This experience underscored the importance of agility and resilience, proving that with the right mindset and tools, even the most daunting challenges can lead to significant advancements and opportunities for an organization.

Fostering a Culture of Innovation

Innovation is key to staying competitive in today's business landscape, and Intoact International places a strong emphasis on fostering a culture of innovation. "We encourage continuous learning and experimentation, providing our team with the resources and support to explore new ideas," Sarkis explains. One innovative initiative undertaken by the company is the development of customized training programs that use artificial intelligence to tailor content to the specific needs of clients.

"The incorporation ofAI in content marketing represents a transformative shift in the way marketers engage with their target audiences," Sarkis asserts. By integratingAI into its courses, Intoact International highlights its dedication to providing cutting-edge education that prepares

professionals for the realities of modern marketing.

“Stay informed, competitive, and relevant. Ongoing learning in digital marketing is essential for mastering the latest strategies and techniques and keeping you or your team ahead of the curve.” – Elie Sarkis

Opportunities for Growth in the Middle East

The Middle East's dynamic and rapidly evolving business environment is ripe with opportunities for growth and development, especially within the digital sector. Elie Sarkis notes, "With increasing internet penetration and a young, tech-savvy population, there is significant potential for digital marketing to thrive." The region's demographic landscape, characterized by a predominantly youthful and digitally literate population, creates a fertile ground for digital innovations and marketing strategies.

E-commerce, in particular, has experienced substantial growth, a trend that has only accelerated in the aftermath of the COVID-19 pandemic. The shift in consumer behavior towards online shopping has opened new avenues for businesses to reach and engage their target audiences. Companies that can effectively harness the power of digital marketing to tap into this burgeoning e-commerce market are well-positioned to reap considerable benefits.

Beyond e-commerce, other areas of growth include influencer marketing and data-driven strategies. Influencer marketing, leveraging the vast reach and persuasive power of social media influencers, allows brands to connect

with audiences in more authentic and engaging ways. This approach not only boosts brand visibility but also drives consumer trust and loyalty.

Data-driven strategies, on the other hand, enable businesses to make informed decisions by analyzing consumer behavior and market trends. By utilizing advanced analytics and big data, companies can refine their marketing efforts, optimize customer engagement, and ultimately drive higher growth and development. These strategies ensure that marketing campaigns are not only targeted and effective but also adaptable to changing market conditions.

Overall, the Middle East presents a myriad of growth opportunities for businesses willing to embrace digital transformation. By leveraging emerging trends in e-commerce, influencer marketing, and data-driven decision-making, companies can enhance their reach, engagement, and overall market presence, paving the way for sustained growth and success in this vibrant region.

Balancing Personal and Professional Life

Balancing personal and professional life is a significant challenge for many leaders, and Elie Sarkis is no exception. He acknowledges, "Balancing personal and professional life is essential for long-term success and well-being." To manage this delicate equilibrium, Sarkis employs a variety of strategies that help him navigate the demands of both his professional responsibilities and personal commitments.

One of the key strategies he uses is prioritizing time management. By organizing his day meticulously and

setting clear boundaries between work and personal time, Sarkis ensures that he can dedicate quality time to both areas. This structured approach not only enhances productivity but also allows for uninterrupted periods of personal relaxation and family interaction.

Delegation is another critical component of his approach. By trusting his team and empowering them to take on significant responsibilities, Sarkis can focus on strategic decision-making without being overwhelmed by day-to-day tasks. Effective delegation not only fosters a sense of ownership and accountability among team members

but also allows Sarkis to maintain a balanced workload.

Emphasizing self-care is equally important in his routine. "Regular exercise, healthy eating, and mindfulness practices help me stay energized and focused," he explains. By maintaining a healthy lifestyle, Sarkis ensures that he remains physically and mentally fit to meet the demands of his role. Regular physical activity, balanced nutrition, and mindfulness practices like meditation and deep breathing exercises contribute to his overall well-being, enabling him to manage stress and maintain high performance levels.

In addition to these practices, Sarkis places great importance on spending quality time with his family and engaging in hobbies. These activities provide a much-needed break from the professional grind, allowing him to recharge and gain a fresh perspective. Whether it's enjoying a meal with loved ones, participating in outdoor activities, or indulging in a favorite pastime, these moments of leisure and joy play a crucial role in his life.

Advice forAspiring Business Leaders

Reflecting on his own leadership

journey, Sarkis offers valuable advice for aspiring business leaders in the Middle East. "Stay adaptable and open to learning," he advises. The business landscape is constantly changing, and being able to pivot and adjust strategies is crucial.

Building strong relationships and fostering a collaborative environment both within and outside the organization are also important. "Investing in continuous learning and development is essential," Sarkis adds. Keeping up with the latest trends and technologies gives leaders a competitive edge and enables informed decision-making.

Delivering value and building trust with clients is another key aspect. "Consistency and reliability in your services will help you build a strong reputation and long-term relationships," Sarkis emphasizes. Leading with integrity and empathy, understanding the needs and concerns of the team and clients, is also crucial for long-term success.

“The biggest risk is not taking any risk. In a world that's changing really quickly, the only strategy that is guaranteed to fail is not taking risks.”

- Mark Zuckerberg

ALegacy of Empowerment and Innovation

As the Managing Partner of Intoact International, Sarkis hopes to leave a legacy of empowerment, innovation, and transformative impact. "My vision is to be remembered as a leader who not only fostered a culture of continuous learning but also significantly advanced the digital marketing landscape," he says. Empowering marketers and

businesses to reach their full potential through practical and applied digital marketing training programs is a core aspect of his legacy.

Looking to the future, Sarkis plans to expand Intoact International's reach globally, offer new and innovative training programs, and continue building partnerships with industry leaders. "We aim to stay at the forefront of digital marketing education and consulting, adapting to new trends and technologies to provide our clients with the best possible solutions," he asserts.

By staying true to its mission and values, Intoact International aims to achieve these goals and leave a lasting positive impact on the industry and beyond. "The legacy I hope to leave is one of transformative change, where Intoact International is seen as a beacon of excellence and innovation," Sarkis concludes.

Empowering the Marketers of Tomorrow

In a rapidly evolving digital landscape, leaders like Elie Sarkis play a crucial role in shaping the future of business. His vision, dedication, and innovative approach are not only empowering the marketers of tomorrow but also making a significant impact on the Middle East's digital marketing landscape.

Sarkis's commitment to digital marketing education and consultancy is evident through his efforts at Intoact International. By focusing on practical and applied training programs, he ensures that marketers are equipped with the skills necessary to navigate and succeed in a complex digital world. "Our mission is to

equip the marketers of tomorrow with the necessary skills to make a significant impact in the digital marketing landscape," Sarkis emphasizes.

His innovative initiatives, such as integrating artificial intelligence in training programs, highlight his dedication to staying ahead of the curve. "The incorporation ofAI in content marketing represents a transformative shift in the way marketers engage with their target audiences," Sarkis explains. By embracing cutting-edge technologies, he ensures that Intoact International's offerings remain relevant and effective, preparing professionals for the realities of modern marketing.

Sarkis's impact extends beyond his company. By actively participating in lectures, seminars, and workshops across various countries, he shares his knowledge with a broader audience. This commitment to education and knowledge sharing not only solidifies his reputation as a thought leader but also contributes to the overall growth and development of the digital marketing field in the Middle East.

In conclusion, Elie Sarkis's contributions to digital marketing are profound and far-reaching. His vision, dedication, and innovative approach are shaping the future of digital marketing in the Middle East, inspiring a new generation of marketers to achieve excellence and drive transformation in the industry.

MONA ATAYA

Making Motherhood Wonderful with Mumzworld

Being a mother is the most wonderful feeling that every woman experiences in her life and undoubtedly, once she is a mother her responsibilities never seem to end. In the bargain of providing the best for her child, a mother makes small sacrifices that have great impacts. Hence, the bliss of motherhood needs to be celebrated with the gift of comfort and luxury. With this thought in mind, Mona Ataya a mother to three wonderful boys and a proud CEO of Mumzworld set out to bring about a change in the moms' lives. She realized that a shop that offers all products for mothers and babies from birth until their pre-teen is the need of the hour. Times are changing and so is technology. Using this to her benefit Mona established Mumzworld, a one stop shop for all mom and kids products which is the pioneer and leading e-commerce shopping destination for mothers in the MENA

region of Middle East.As we put together the successful story of Mona Ataya, we wish you bring forth an inspirational tale of a successful mother of the modern age.

The Beginning of a Wonderful Story

Mumzworld was born when they identified key consumer need gaps amongst the mother consumer that were not being addressed. Mona had been an entrepreneur for years and already had experience in building leading brands. When she became a mother in Dubai, she experienced first-hand the many frustrations mothers in the region were facing. In 2011 this was the ecosystem: 1. Access to quality choice of products for mothers was limited 2. Prices were significantly higher than global averages in a distributor led market. 3. Information about these products especially inArabic was very limited

which was not allowing this time starved, information hungry consumer to make informed decisions 4. Easy and quick access to these products was difficult and finally, a tight knit community of mothers who can engage together and share and learn from one another did not exist.

This very important consumer was deprived of luxury products that was not being addressed and so Mumzworld set out to solve these problems. They set out to provide the regional mother easy access to a wide range of quality products, at the best everyday low transparent prices, comprehensive information for her to make informed decisions and the largest community of mothers for her to tap into and share information with and learn from. They would offer this mother a superior online experience to empower her to make the most informed decisions for her family.

Mumzworld was created behind an obsessive desire to empower mothers to make informed purchase decisions during their pregnancy and for their children from new-born up to preteen. They are obsessed with their customers and while the ecosystem has been very difficult for them in the first few years with slow deliveries, payment gateway issues and more, they have now grown to a size where they are self-sufficient allowing them to deliver faster than ever before with almost 50% of their 250,000 products delivered within 24 hours with Free delivery and the rest delivered within 2-3 days. They deliver unique products and services that only Mumzworld offers with exclusives that no other retailer in the region

carries. They will continue giving mothers great offerings to make her life easier in the years to come.

The ecosystem was underdeveloped and for ecommerce to succeed, the ecosystem needs to support you. Couriers were slow, payment gateways for credit card were not sophisticated and customers did not trust paying using credit card online. Tech talent was scarce, and suppliers did not have enough supply to cater to very high demand. These were just some of the challenges they faced in the early days. Add to that limited funding and they had an uphill battle ahead of them. However, they overcame every challenge becoming the pioneers, the first in the field and

are the largest by far. The first movers in the specialized ecommerce space in the region.

The Services of Excellence that Savor Motherhood

Mumzworld is solving a 360-degree solution to mothers in the MENA region and penetrating the regional household with a loyal customer by:

Ÿ Offering her the best products sourced directly from manufacturers, registered distributers and retailers locally and globally they have today become the go to destination for global mother and child brands that want to reach this important

consumer and to this end on board on average 300 new brands on our site every month for mothers to seamlessly search, compare and buy. Many of these brands are exclusively found on Mumzworld in the region. Best sellers, award winners, mother must haves; they have it all.

Ÿ Comprehensive information is available inArabic and English for the mother to make informed choices

Ÿ Best Everyday Low prices. Our prices are the lowest onAuthentic products. If a mother finds cheaper, they offer an immediate Price Match guarantee.

Ÿ The largest community of mothers who engage regularly online through our blog and social channels and offline events that they host exclusively for our customers

Ÿ Free 24-hour delivery on over 100,000 products and 2-3 days for the rest of the 250,000.

Ÿ Easy returns and exchanges delivered direct to a mother's door.

Ÿ Unique services catered just for the mother, including subscription program, loyalty, baby registries and more.

At the heart of Mumzworld, is its customer obsessed mission and the largest community of mothers that has been created through an interactive online marketplace, with innovative technology and specialized solutions for this audience. This coupled with comprehensive bilingual factual information about the products, everyday low pricing, fast and Free,

delivery to 20 countries in MENA, and best in class customer service, gives moms the most convenient and tailored shopping experience around.

Beyond the household name it has become, and the impressive growth it has undergone (15x in 8 years), Mumzworld is the admired vertical ecommerce brand for the regional household, on a path of continuous progression toward long-term sustainability. It has grown to considerable size and weight in the industry supply chain and has become the go to destination for global brands wanting to reach the consumer in the Middle East region. Working with over 4500 retailers, distributers, manufacturers and brands in the region and internationally, Mumzworld has over 250,000 products – the deepest quality selection in the region and onboards 300 new brands monthly.

Today Mumzworld is the first point of call for all global brands entering the region in the Mother baby and child vertical.As a trusted partner, Mumzworld has been able to provide brands with the support and access in record time to successful entry into GCC. Mumzworld focuses on bringing consumers the latest in global solutions developed Globally by innovators with quick and safe access without impacting brand core brand values and showcasing the brands at their best. This approach of value creation has made Mumzworld the leading platform for key innovate player such as Tommee Tippee, Munchkin, Chicco, Babyzen, Medela, Maxi Cosi, Haakaa, Snuz and many more

Growing a Business in the Middle East Market

The competition in the Middle East is good as it ensures that you are always at your best. The team of Mumzworld respects and admires competitors who carve out niche positions and add a unique consumer value. The “copycat” competitors in the market are much smaller than Mumzworld and operate on price and low fundamentals. They are less concerned with these players as they focus on giving the customer the best service in the market. They look forward always at their customer first and foremost.

Mumzworld has doubled its topline revenue every year since they started. Importantly they are growing the business with solid fundamentals and creating true consumer value. They carry the widest range of baby and child products in the region with global brands relying on them as the first and often the only point of call to reach this regional consumer.

Mumzworld is the first and only regional women led ecommerce business, funded by 6 of the top regional institutional investors and international VC.An award winner by excellence, Mumzworld stood out in

Forbes 2018 rankings as #1 on the 12 Up and Coming Companies. Beyond this, Mumzworld, has won over 200 regional and international awards since the company's inception, including: The Small Business of The YearAward 2013 and Best Kids Online retailer by Timeout Kids in 2015, 2016 and 2018; Middle East Best BrandAward for 2018 by CMO Asia; Forbes Top 10Arab Women 2017, 2018 and Forbes Top 10Arab Women Entrepreneurs Making Waves 2018;Arabian Business100 Most PowerfulArabs 2018, andArabian Business Startup SME Leader of the YearAward 2018.

ACompany that Defines Success

Mumzworld is a very different brand from any other in the market. They

are significantly larger across all metrics than any other mother and baby brand in the region. They reach over 2.5million mothers, have the widest catalogue of 250,000 products of which a large percentage is exclusively found on Mumzworld. They source directly from the brands and sell only authentic products. They do not engage in deep discounts after regular price fluctuations which deceive customers. Instead they carry an everyday low-price strategy and only discount end of season or overstock items. They offer a price match guarantee as they are very serious about their everyday lowprice strategy.

Mumzworld has the largest community of mothers engaging with them daily and host seminars,

lectures, a content blog and a host of educational and community events to allow mothers to engage together. They Ship for Free across the region. They are the ONLY fully bilingual mother and child on app, mobile and desktop. They offer services that are first to market such as diaper subscription, baby and gift registry and more. They are mothers for mothers. They are from the region, for the region. They are driven by an obsession to empower a mother and everything Mumzworld does is about offering these unique and relevant services for mothers. They were the pioneers and they look only at what mothers want and need and will continue to grow a brand with strong unique and relevant intrinsic customer value. These features make Mumzworld different from the rest of the market redefining success.

The Mastermind Behind the Successful Business

As she grew up Mona always dreamed of being involved in projects that were meaningful, that had positive impact on her surroundings. To do things that matter and to continue to learn every day and be surrounded by smart inspirational people. She is driven by constant learning and by turning the needle on ecosystem impact. Everything else is a bi product. She is a mother of 3 boys and a serial entrepreneur. She spent 10 years in the corporate world working with large consumer good giants P&G and J&J in the US and Europe before she returned to the region to start her journey as a serial entrepreneur with a mission to create positive regional impact to a region that is home.

Mona equates herself to a conductor of an orchestra. There are beautiful instruments and very talented, skilled people playing these instruments. Her role as the CEO of the company is merely to direct, encourage and ensure they are all playing to the same beautiful tune and that they wow the audience with a tune that is meaningful, unique and lets them gasp with awe when they hear it.

What keeps the team of Mumzworld motivated? Well, Mona says, “Customer positive impact and creating a winning gold standard ecommerce global brand that has unique customer value, from the region. We try to hire self-motivated very smart people who are passionate about our vision as we are.”

The Global Growth of Mumzworld

The Middle East market is growing and influence the business world

globally too. Mumzworld is already dominant leaders in the GCC and expanding to NorthAfrica in 2020. They will continue to expand the brand across the east leveraging best practices that they have learnt in the GCC. The market for baby & children products in theArab world is underpinned by a young population and some of the highest birth rates in the world. The region is wealthy and tech-savvy, especially in key markets UAE and KSAwith these 2 markets ranking amongst the highest in the world in mobile penetration and social media consumption.

E-commerce penetration in the GCC is below the other developed regions but is starting to catch up quickly indicating enormous growth potential. Specifically, MENAecommerce penetration in 2017 was estimated at 2.2% versus 12.8% and 11.2% forAs Pacific and NorthAmerica respectively so the potential for growth to catch up with global averages is tremendous. The market demographics are also ripe for opportunity. There are 65+ Cities, Only 4 cities with a population of more than 1 million, 45% of population outside the cities and 40% with no access to any retail center. This combined with the fact that there is limited retail supply makes ecommerce even more attractive.

Mothers are more avid online shoppers than the general population, but they lack options in the GCC before Mumzworld pioneering this space. With important initiatives from KSAto facilitate licenses and activate affordable ecommerce enablers, Mumzworld expect this space in the Kingdom to grow from strength to strength. Following global trends, they expect to see horizontals continue to gather strength and one

dominant vertical play per segment. Mumzworld is that vertical leader in the mother, baby and child segment.

Mumzworld has established its leadership position in the mother and child ecommerce segment across all the GCC. SaudiArabia has always been a very important market for them and 18 months ago they aggressively expanded setting up infrastructure and teams on the ground and anchoring their leadership in this segment in KSA. Mumzworld today offers the largest choice of products for the Saudi customer delivered very fast with superior localized offerings. Importantly Mumzworld is the onlyArabicApp in the region dedicated to mothers. In their customer obsessed commitment, they are ensuring that all their touch points are tailored first and foremost to this Middle Eastern customer who has unique psychographics and demographics. Mumzworld DNAis a brand from the region for the region so the brand is well positioned to understand and deliver to this customer superior service and offerings.

Mumzworld has a proven execution model that has established leadership in the diverse GCC countries, and this will be leveraged for further expansion. So, Beyond the GCC Mumzworld will continue its aggressive expansion plans across MENAin 2019. Mumzworld on the ground exclusive institutional partners and stakeholders in the kingdom will also allow the brand to continue to expand its footprint and anchor its leadership.

ANASTASIA KUZMENKO

Anastasia Kuzmenko: Spreading the wings of her company in different continents

Being an ambitious senior marketing professional with vast experience on her side, Anastasia Kuzmenko, Group Head of Marketing & Communication at IEC Telecom Group, is tapping into her wide skill set to take projects to the next level. With fantastic project management skills and an innovative approach, she is fueling the growth of the company.

Diving

into the marketing industry

Anastasia has always been attracted by mysteries.As a child, she sincerely believed in magic, and it remains close to her heart to date. She adds, “I simply define it differently. I believe that life is an adventure, and everyone is a wizard in charge of his fortune. Marketing is my magic wand. It combines the rational, like budgeting and planning, with the irrational, like design and copywriting, to deliver an impactful campaign - changing

behaviors, creating new names, inspiring action.”

She believes that the industry has a lot of hidden potential that can revamp the whole world. She stresses the point and shares, “Every time we launch a project, I can't hold my excitement. While I sit behind the screen, sending emails and tracking results, our messages are being spread in the world outside, creating a new reality. Do you know of any other industry having a similar effect?”

Evolving into a mature leader

Anastasia started her career while she was still studying at the university. She grabbed a part-time job with a PR agency that services one of the major airports in Ukraine. Thus, she was engaged in international projects from the very start of her professional journey.

At the age of 23, she moved to Dubai, where she worked, first, in an events agency, servicing a wide range of clients from the corporate and the government sectors. Following that, she shifted to in-house marketing, being employed, first, in business aviation, and later, in the energy sector.

She climbed the ladder of success and joined forces with IEC Telecom Group in 2017. She says, “Choosing the leadership path felt very natural. I was raised in an entrepreneurial family, so I inherited the principles of accountability and respect for hard work with my mother's milk. I simply can't imagine myself acting in a different way. If I see an opportunity, I give it my best shot.”

She feels fortunate to have achieved the position through her sheer hard work and commitment. Thus, to date, for her, being the first marketer and

the first woman in the history of IEC Telecom Group to be admitted to the Board has been her biggest recognition.

Never fear the challenges

Anastasia believes that challenges are an integral component of growth, and if a person is looking to widen his or her horizons, then he/she should be ready for change.

Marketing has proven to be the driving force behind business development. Yet not all companies are ready to embrace this notion.

Many top executives perceive marketing as an expense rather than an investment. This type of mindset is the key roadblock in the marketing world. She expresses, “In my opinion, the pandemic served as an eye-opener for skeptics. Being unable to meet customers in person, business owners had nothing else to do but explore marketing instead.”

Marketers also need to follow smart strategies rather than being slaves to modern tools. They need to keep an eye on the expense reports and make sure that, in these difficult times, marketing funds are used to deliver

leads that are necessary to power the business that is otherwise isolated by social-distancing restrictions.

Overview of IEC Telecom Group and its services

IEC Telecom Group is one of the leading international providers of satellite communications services. Renowned for supplying high-quality satcom solutions for more than 25 years, IEC Telecom delivers efficient end-to-end voice and data services when and where it matters most.

Anastasia shares, “We enable digitalization for the maritime industry as well as remote units on land, where GSM coverage is not available. For urban networks, we provide a powerful satellite back-up to ensure the business continuity of customer enterprises. Our portfolio includes a wide range of satellite products (from handset to VSAT services), solutions, and value-added services. In addition, we offer 24/7 support for satellite-based solutions during their full lifecycle.”

Distinguished market position

Her vision is to strategically use their strong market position and integrated approach of in-house design and engineering expertise to lead in the niche of a satcom experience with custom-made solutions.

Keeping in mind the operational efficiency and enabling of a reliable network in areas with no GSM coverage, they are striving hard to secure business continuity for all the customers regardless of their area, be it over deep seas, high mountains, or vast deserts. They have also witnessed huge development in other aspects such as videoconferencing, remote maintenance, and big data exchange.

She shares, “Connecting customers beyond limits has been more than a motto and rather a strategic vision deeply rooted in our corporate DNA. We are committed to going the extra mile, and this is exactly what our customers need the most. Instead of offering a “one size fit all” service package, we take the time and effort to define technical requirements for each case, and subsequently, deliver cost-effective solutions that aim to resolve project-specific needs.”

Awell-planned executive

Being the Group Head of Marketing and Communications,Anastasia mainly handles the development and execution of the global marketing strategy along with managing remote teams based in Europe, the Middle East, andAsia. She is in charge of all marketing collaborations with key strategic partners. Her efficient planning and organizational skills help in minimizing risks whilst securing the best possible outcome, be it personal or professional life.

Incorporating a friendly and motivating office culture, she shares, “When speaking of IEC Telecom, I often say “our family” rather than “our team.” I am always happy to be back at the office as a place where I meet like-minded people with whom I have the privilege to build a future for the company. I promote the same vision internally as I believe that loyalty is one of the key drivers behind efficiency. My teammates know that regardless of any workrelated issues, I will always have their back in case of an emergency as well as support them as much as possible on their way to self-improvement and professional development.”

Her workday kickstarts with coffee and then branches out into different job roles every day, from answering emails on the plane heading to the board meeting to navigating through a dusty exhibition pavilion to find a freshly-built stand to filming seafarers at theAral Sea or spearheading the launch of a new PR campaign from her office. COVID-19 may have shifted the platform to digital, but she understands that “the show must go on.”

Qualitative personal life

Anastasia has always aimed for a qualitative life, where she enjoys her time even outside the workplace. Having travelled to 30+ countries, she is super excited to discover new cultures and their exquisite history, art, architecture, and cuisine.

Another source of inspiration for Anastasia is continuing education. She shares, “I am currently pursuing an Executive MBA. Not only did it contribute to my professional life, but also taught me a lot of invaluable lessons about leadership, which I widely apply in my personal life.”

Future roadmap

Since IEC Telecom is emerging to be a powerful brand,Anastasia and her team have a myriad of ambitious future plans and are excited about the upcoming chapter of the brand's story. She adds, “In less than four years, we scaled up our marketing communications from region-byregion to a truly global scale.”

She further desires to advance in the satcom industry, and in the future, engage all the industry influencers to collaborate on effective ESG projects and serve different communities besides prioritizing sustainable business growth.

Sharing an inspiring message for aspiring women,Anastasia states, “The only thing you will ever compete with is your own fear. Don't overcomplicate it.Act instead. Winners are judged by results.”

GHASSAN AYIDH

Ghassan Ayidh's Mission to Grow with Purpose

In an age when business is often marked by rapid exits and transactional mindsets, Ghassan Ayidh stands out from the pack. His is a story of values-driven vision. Raised in an entrepreneurial family in SaudiArabia, Ghassan was introduced at an early age to both the challenges and successes of building a business from scratch. He is now the founder of OxMar Partners, the country's first search fund. His investment strategy is not chasing four or five deals or quick riches. It is discovering one superb business and extending it with persistence, hard work, and long-term commitment.

An Entrepreneurial Foundation

Growing up around small and medium-sized enterprises gave Ghassan a front-row seat to the complexities of ownership. It sparked a curiosity that only deepened with time.After leading major projects in

his professional life and completing an MBAat Harvard Business School, he made a decision. He wanted to operate a business, not just invest in one.

“The search fund model really spoke to me,” he says. “It allowed me to combine entrepreneurship with disciplined investing. That is how OxMar Partners came to life. I saw it as a way to acquire one strong Saudi company and grow it while applying world-class standards in a local setting.”

His model is different from traditional investors. He is not looking to build a portfolio of companies or exit after a few years. His focus is narrow by design. One company. One long-term mission.And a deep level of involvement.

“I want to be part of the business full time, working alongside the

management team,” he explains. “This is not a financial play. It is a commitment to building something enduring.”

Facing Resistance with Resilience

Launching a search fund in a market unfamiliar with the concept was no easy task. Ghassan quickly realized he would need to educate stakeholders from the ground up.

“I had to explain what a search fund is and why it matters,” he says. “That meant sharing global examples, bringing on respected investors, and clearly showing how aligned interests lead to better outcomes.”

Another challenge was sourcing deals in a space that is still developing. To address this, he built a solid outreach strategy and tailored his communication style to fit local norms. The ability to adapt, listen,

MANAGING DIRECTOR,OXMARPARTNERS

and lead with integrity has been key to gaining traction in an emerging market.

Preserving What Matters Most

Ghassan's goal is not to take over a business and change everything. In fact, it is the opposite. He wants to protect what already works.

“The founder's legacy is often what makes the company special,” he explains. “I see myself as a steward of that legacy. I want to retain key staff, honor long-standing relationships, and make any changes gradually and with input.”

This mindset extends to how he engages with sellers. For him, a successful handover is not purely about money. It is about trust.

“When both sides walk away feeling confident and respected, that is success,” he says. “It should feel more like passing the baton than walking off the field.”

Conversations that Shape Understanding

When he meets with business owners, Ghassan starts by listening. Every conversation begins with understanding their goals and what they care most about.

“Some are deeply attached to their employees. Others care about their brand's reputation or their customers,” he shares. “There is no one-size-fitsall approach. I tailor the transition to their priorities.”

Through these conversations, he has come to understand how personal the decision to sell can be.

“Selling a business is emotional. It is often a life's work.And much of the company's wisdom lives in the founder's head, not on a spreadsheet,” he says. “That has only made me more committed to learning from them and ensuring their experience remains part of the company's DNA.”

This mindset has shaped how Ghassan approaches conversations—with curiosity first, never assumptions.And over time, those conversations have left a lasting impression. One that stood out came from a founder in the HVAC industry who had spent over 35 years building his company.

"One of the most memorable conversations I had was with a founder who had built his HVAC business over 35 years. I opened with a simple question: 'Where do you see the company in the future?' Instead of talking about growth or numbers, he spoke about his people—how one technician had been with him for over 20 years, how he built long-standing relationships with supplier owners and their families, and how some of his customers were now thirdgeneration clients. That kind of loyalty and legacy doesn't show up on a spreadsheet. We spent most of the conversation focused on how to preserve that trust, not disrupt it. It reminded me that for many founders, selling a business is about continuing the legacy—not optimizing the spreadsheet.And that's how I approach it too."

APractical Yet Purposeful Leader

No two days are alike for Ghassan. His schedule includes market research, deal analysis, calls with owners, updates to investors and managing his team. He carves out time in the morning for strategic thinking and uses the afternoons for operational tasks.

What keeps him steady is a strong sense of purpose.

“Early in my career, success was defined by closing a deal. Today, it is

about long-term impact. I want to help build a company that creates jobs, grows sustainably and makes a real contribution to the local economy,” he says. “And I want my investors to feel they are part of something meaningful.”

He also finds motivation in the smaller victories.

“When a seller starts to trust the process or when a team member grows into their role, those are the moments that energize me,” he adds.

The Role of Mentorship and Legacy

Mentorship has played a key role in Ghassan's journey. From early advisors to his time at Harvard to the seasoned investors he works with today, he has benefited from strong guidance. Now, he makes a point to pay that forward.

“I try to be generous with my time, especially with younger professionals exploring entrepreneurship through acquisition,” he says. “And I make sure to empower my own team to take initiative while being there for support.”

When asked what advice he would offer to emerging leaders in the region, his response is clear.

“Be bold. You do not need to follow a conventional path. Learn deeply, stay rooted in your culture and always act with integrity. People may forget your title, but they will never forget how you made them feel.”

ALegacy in the Making

As for the future, Ghassan is focused not just on building a successful

company but on creating something bigger than himself.

“I want to be remembered as someone who built a bridge,” he says. “A bridge between tradition and innovation. Between local businesses and global capital. Between ambition and responsibility.”

If OxMar Partners becomes a model that others can follow, that would be enough.

“If I can inspire even a handful of people to pursue work with purpose and values, that would be a legacy worth leaving,” he reflects.

Conclusion

Ghassan believes approachability is a key part of building trust. “I keep an open-door policy—there's only one phone number I use, and it's shared widely. I'm also highly responsive across social platforms. Whether it's a business owner thinking about succession or an intermediary exploring the right fit for their client, I'm always open to a conversation.”

GhassanAyidh's work through OxMar Partners is reshaping what it means to invest with intent. His story is one of thoughtful leadership, longterm focus, and a genuine respect for the people behind the business. In a region that is rapidly transforming, his approach offers a blueprint for sustainable growth grounded in trust, purpose, and human connection. It is not the fastest path, but it may be the most lasting.

MUHAMMAD AZMI ZULKIFLI

An International Market Strategist with a Proven Work History

Renowned for his wide exposure to international markets and engagement with global multinational companies, MuhammadAzmi Zulkifli, fondly known asAzmi is the face of business in Greater Kuala Lumpur. He joined InvestKL, an Investment Promotion Agency focused at attracting multinational companies to establish their regional hubs in Greater Kuala Lumpur in 2012 as a Director of Investor Relations for Europe. Today, Azmi holds the position of CEO position at the agency.

Prior to InvestKL,Azmi was with MISC Berhad, a world leading provider of energy related maritime solutions and services and a subsidiary of Petronas, for 16 years. There, he held various management positions across commercial business, business planning and transformation, and operations.

When he first read the job description for his role at InvestKL, he recalled thinking, "Wow, this is special." He says, "I was ready for a new challenge; a new environment, and I knew that this was an opportunity I wanted to pursue. InvestKL's goal was one of the many initiatives to support Malaysia's Vision 2020."

He's met a lot of interesting individuals and worked with a great team of experts, so there's never a dull moment. There was also the opportunity to travel to other parts of the world to engage an international audience, particularly investors about Greater Kuala Lumpur's investment opportunities. By 2020, the agency has successfully met its original aim of luring 100 Fortune 500 and Forbes 2000 companies. “I am also pleased to report that the team has secured over RM2 billion in new investments as of the first half of 2021. It's a strong start toward InvestKL's 2030

objective of securing a total of RM20 billion in new investments.” said Azmi.

The

Inception Story

Malaysia's goal was to become a high-income country with a competitive, healthy, and resilient economy by 2020. Kuala Lumpur, Malaysia's economic capital is a vital pillar and contributor to the country's GDP. In 2010, Greater Kuala Lumpur was identified as an engine of economic growth and designated as a National Key EconomicArea under Malaysia's Economic Transformation Plan, much like many great countries have their iconic cities.

Greater Kuala Lumpur had great potential, but the driver of the initiative remains a question, "How do we move away from the middleincome trap, attract top global companies when neighbouring

countries are aggressively doing so, and how do we support the creation of high-skilled jobs with brain drain becoming a top concern?" And that's how InvestKL was established in 2011 with an important role in promoting Greater Kuala Lumpur as a leading regional investment hub in Asia. It was our role to attract, facilitate, and service 100 large multinational companies into Greater Kuala Lumpur while delivering a strong knock-on impact on the economy as well as the high-income, knowledge-intensive jobs they could potentially create.

Staying Stable during Setbacks

In a fast-paced environment where collaboration is key, and in between everyone juggles expectations and deliverables, setbacks are part of the journey. "On a positive note, one should view setbacks as opportunities and a stimulus that could be spurred into something great," says Muhammad.

At InvestKL, management uses scenario planning to predict and respond to changes in a coordinated manner. He enjoys encouraging his staff to step outside of their comfort zones and take on new challenges. The company's success today as a top investment agency, as recognised by Site Selection in 2019, 2017, and 2015, is due to the learning, expertise, and experience gained.

Muhammad recalls, "We were all awakened to the shock of running our business during a pandemic. At the onset, people are grappling with how far-reaching or how long the uncertainty will persist." With such a realization, leaders would then need to respond decisively on two different foundations – internal and external.

AsAzmi finds, the first one is the importance of rallying the team together and planning for a robust approach moving forward.Also, he wants externally to ensure clarity and continuity in the team's communication for businesses to run during the pandemic.

"Despite the ups and downs and the many late nights and weekends, I am extremely proud of the team," says Muhammad. The team has responded positively by demonstrating sheer resilience in their duties. He adds, "Albeit all that, we saw innovative ideas and unorthodox approaches in how we continue to drive our business."

InvestKL

InvestKL continues to attract worldwide multinational corporations (MNCs) and fast-growing companies to Greater Kuala Lumpur to build regional services centres. The focus is

on enterprises from Greater Kuala Lumpur that provide high-value, high-tech, and high-impact services and want to expand their reach into ASEAN and/orAsia Pacific markets. Consumer technology, smart technology, healthcare, industrial automation, engineering services, and oil, gas, and energy are among the industries of focus.

Overall, via its ease of doing business initiative, it assists investors by supporting the establishment of regional centres. InvestKL also owns two initiatives that started in early 2021. Greater KL (GKL) Live Lab was launched to position Greater KL as an innovation and ideation smart city, acting as a testbed where foreign companies experimenting with new and disruptive ways to solve the most challenging problems in the world today can bring their ideas to life while collaborating with local players.

Fit4Work on the other hand isa talent training programme to enhance the

essential skill sets of young Malaysian graduates required for the Global Services Industry.

Achievements of InvestKL

InvestKL has progressed well over the years with a track record of delivering the numbers, efforts recognised and moving into the future hold bigger responsibilities to support the national agenda."

The 100 companies that picked Greater Kuala Lumpur as theirAsian headquarters did so because they respected the city's foundations and prospects.All of this, however, would not have been possible without the hard work and dedication of the InvestKL team in serving the country.

Muhammad admires the diversity of people who join to pursue a common goal: to make Greater Kuala Lumpur a top and preferred investment location for huge international corporations. Based on a decade of experience, expertise, and insight, InvestKL is prepared to manage new difficulties and seize all opportunities in the future.

Values that Create Progressive Workplace

As per Muhammad, work-life balance resonates deeply in people's culture. He opines, "As a leader of this agency, the well-being of the team is my utmost priority, and I strive to create a safe, supportive, and compassionate work environment."

InvestKL Recreational Club (IRC) was developed to increase team engagement through team events, outings, celebrations, and more as part of its mission to build an enjoyable work environment. During

the epidemic, the corporation developed IKLCares, a programme aimed at helping people who are less fortunate.

The workforce at InvestKL is diverse, yet they work together to achieve a single objective, guided by a spirit of public service and a culture of conscientiousness. The principles of InvestKL reflect this: being resultsdriven, client-focused, working as a team, having integrity and ownership in everything, and understanding the significance of getting things done.As per Muhammad, these values are the core guidelines that helped build the team into the dynamic and determined organisation that it is today.

Creating Greater Impact

For Muhammad, in an organization, the hard targets are a measure of success. It's about a company demonstrating the ability, efficiency, and tenacity to hit the numbers consistently. That is the fundamental measure of success. He asks, "When an organisation is built on a strong fundamental, leaders then need to look beyond the numbers. What next?" He further adds that an organisation needs to look at the greater impact of the activities that they conduct. This is measured through the positive spill-over effect that an investment brings to the country.Aglobal metropolitan site like Greater Kuala Lumpur would be driven by ecosystem growth, promoting innovation, and creating high-skill jobs.

According to Muhammad, InvestKL's path towards environmental, social, and governance (ESG) would be the driving force behind all the company does. He emphasizes, "A greater good needs to be done; a positive change

has to be made to ensure that each and every one of us takes the sustainable journey forward."

Advice forYoung Lads

"Believe that you are important and that you bring something unique to the table – diversity is a strength," says Muhammad. "Planning gives you a clear direction, drives you and perhaps even motivates you, but the journey is much more rewarding."

Muhammad suggests, "Another would be taking a leap of faith and trusting your instincts. Do not view your setbacks too harshly, but instead reflect and learn from those experiences. Success, on the other hand, is a door to a bigger opportunity – keep it up. Lastly, keep your focus right, invest in yourself, and seize opportunities to accelerate your learning curve. You'll most certainly achieve anything you set your mind to."

The Prospects for InvestKL

Moving forward, the 10-year strategy plan by 2030 is focused on attracting regional high-quality, high-impact, technology-oriented investments in new development sectors that are also compatible with environmental, social, and governance goals. This is also in line with the New Industrial Master Plan in Malaysia.

The successes of the last decade have carved a clear route forward, and InvestKL has set a new target of securing RM20 billion in new investments and recruiting the next 100 multinationals and fast-growing companies to Greater Kuala Lumpur by 2030, or.Afeat that Muhammad is confident InvestKL will achieve.

MUHAMMAD ADEEL ANJUM

From Retail Roots to Global Vision: The Leadership Journey of Muhammad Adeel Anjum

In the ever-evolving landscape of business leadership, the journey from foundational roles to executive positions often reveals a story of growth, adaptation, and visionary thinking. MuhammadAdeel Anjum's path to becoming the CEO of Circle KArabia is a compelling example of this journey. His career, marked by transformative experiences across various industries, illustrates how diverse expertise and strategic foresight can shape effective leadership.

This article delves into Muhammad's remarkable journey, exploring how his experiences and leadership style have positioned him as a key figure in the competitive world of retail.

ATransformative Career Path

MuhammadAdeelAnjum's ascent to the role of CEO at Circle KArabia is a testament to a career rich in

transformative experiences. His journey began at Lidl, where he developed essential skills in operational excellence and customer service. "My time at Lidl was foundational,"Adeel reflects. "It taught me the importance of meticulous planning and cost optimization." These early lessons in financial and commercial planning laid the groundwork for his future roles.

Adeel's transition to Fitness First marked a significant shift. Here, he immersed himself in the dynamics of the health and fitness industry, mastering customer engagement and operational excellence. "The experience at Fitness First was crucial in understanding the power of team motivation and delivering exceptional guest experiences," he explains. This role was instrumental in shaping his leadership philosophy and reinforcing his belief in the importance of

inspiring teams toward shared objectives.

Along the wayAdeel also worked within Tech, and Fashion industries, working for leading global fashion brands.

Adefining moment inAdeel's career came with his role at Nike. This global brand management position exposed him to strategic marketing and product innovation. "Nike taught me to navigate fast-paced environments and embrace creativity," he asserts. This experience was pivotal in developing his ability to drive business success in dynamic settings.

Adeel's diverse experiences, spanning Lidl, Fitness First, Multiple Fashion brands and Nike, provided him with a comprehensive understanding of retail operations, consumer behaviour, and brand strategy.As CEO of Circle K

Arabia, he leverages this extensive knowledge to lead with vision and drive a culture of innovation and growth.

Diverse Industry Experience and Leadership Style

Adeel's career spans a broad spectrum of industries, including food retail, fashion retail, hospitality, tech, sports retail, and consulting. This varied background has significantly influenced his leadership style and strategic vision. "My interest in different industries comes from a combination of professional curiosity and a desire to understand complex market dynamics," he notes.

His consulting experience provided a broad perspective, enabling him to engage with clients across various sectors. "Consultancy allowed me to appreciate each industry's unique challenges and opportunities," he says. This broad understanding fuels his strategic approach, allowing him to apply insights from one industry to another.

Personal passions also play a role in shapingAdeel's professional outlook. His enthusiasm for health and wellness has influenced his leadership style, promoting a culture of resilience and teamwork. "I believe in instilling a sports team mentality within my organization, emphasizing perseverance and collaboration," he explains. This approach reflects his commitment to creating a motivated and cohesive team environment.

Leading Turnarounds and Implementing Strategies

Adeel is recognized for his expertise in turnaround strategies and startup management. One notable success

involved leading a struggling retail company through a comprehensive turnaround. "When I first assessed the company, inefficient processes and outdated technology were major obstacles," he recalls. His strategy focused on operational efficiency, cultural transformation, and financial restructuring.

Streamlining backend processes and investing in new technologies resulted in a 20% reduction in operational costs within six months. "Operational efficiency was critical," he asserts, "as it allowed us to improve product quality and reduce costs."

Cultural transformation played a crucial role.Adeel introduced leadership training and improved communication channels, boosting employee morale and reducing turnover. "Amotivated workforce is

essential for driving revenue and organizational success," he emphasizes.

Financial restructuring, including renegotiating contracts and focusing on high-margin products, stabilized the company's finances and enabled sustainable growth. Within a year, the company returned to profitability, demonstrating the success of a comprehensive turnaround strategy.

Cultivating a Culture of Innovation at Circle KArabia

In the competitive GCC market, fostering a culture of innovation is vital for maintaining a competitive edge.Adeel's approach at Circle K Arabia centers on three key strategies: empowering teams, continuous learning, and customer-centric innovation.

"Empowering teams is at the heart of our innovation strategy," he explains. By encouraging cross-functional collaboration and providing autonomy,Adeel taps into the collective creativity of the organization. "When employees feel empowered to take risks and propose new ideas, it drives innovation and agility."

Continuous learning and development are also central to his approach.Adeel invests in training programs and promotes a growth mindset across all levels of the organization. "Aculture of continuous learning equips our teams with the latest skills and insights, enhancing processes and customer experiences," he asserts.

Customer-centric innovation is crucial for staying ahead in a competitive market.Adeel prioritizes gathering and analyzing customer feedback to identify areas for improvement and new opportunities. "Aligning our innovation initiatives with customer needs ensures that our products and services not only meet but exceed market expectations," he concludes.

The Future of Technology and Retail

Looking ahead,Adeel anticipates significant changes at the intersection of technology and retail. Several key trends are expected to shape the industry in the coming years.

"Personalization and data-driven insights will revolutionize retail," he predicts.AI and machine learning will enable retailers to offer hyperpersonalized shopping experiences, tailoring recommendations based on customer data. "This will enhance customer satisfaction and loyalty," Adeel notes.

Automation technologies, such as robotics and IoT, will streamline supply chains and optimize inventory management, improving efficiency and reducing operational costs. "Automation will allow retailers to respond more swiftly to changing market demands," he adds.

E-commerce and physical retail will increasingly merge, with technologies likeAR and VR enriching the shopping experience. "Physical stores will evolve into experiential hubs, with technology enhancing the shopping experience," he explains. Sustainability will also gain importance, as consumers demand transparency. "Technology will enable eco-friendly supply chains and help retailers meet consumer expectations for sustainability," he concludes.

Core Leadership Principles

Adeel's decision-making process is guided by personal values and principles that reflect his commitment to integrity, accountability, and inclusivity. "Trust is the foundation of effective leadership," he asserts. He prioritizes transparency and honesty, ensuring that his decisions align with his values and commitments.

Accountability is another key principle.Adeel believes in taking ownership of decisions and learning from outcomes. "Creating a culture of responsibility and empowerment drives performance and fosters continuous improvement," he explains.

Valuing diverse perspectives is crucial for making well-rounded decisions. Adeel prioritizes listening to his team and fostering an inclusive environment. "Diverse viewpoints

lead to more innovative solutions and a stronger team," he asserts.

Along-term vision guidesAdeel's decision-making process, balancing short-term needs with long-term growth. "Navigating challenges and seizing opportunities requires a strategic approach that aligns with our mission," he concludes. His adaptability and openness to new ideas ensure that he remains resilient and forward-thinking in an everchanging business landscape.

Conclusion

MuhammadAdeelAnjum's career journey from retail roots to a global executive role exemplifies the blend of experience, leadership, and innovation required for success in today's business world. From his foundational experiences at Lidl to his transformative roles at Nike and Fitness First,Adeel has developed a leadership style that emphasizes empowerment, continuous learning, and customer-centric innovation.

His strategic vision for Circle K Arabia and insights into the future of technology and retail highlight his role as a forward-thinking leader in the industry.Adeel's commitment to core values such as trust, accountability, and inclusivity provides a strong foundation for navigating the complexities of the modern business landscape.As the retail sector continues to evolve, his leadership offers valuable lessons in adaptability, resilience, and the pursuit of excellence.

REEM ASAAD

A Highly Successful Business Leader with Extensive Experience in a Variety of Industries

My interest in technology started at an early age and is rooted in my DNA. I have always been amazed by learning how things work and how technology and innovations have the potential to change lives," says ReemAsaad

Reem is Vice President for Middle East & Africa at Cisco and a highly successful business leader with over 20 years' experience across industries, including technology, financial services, and customer experience. Forbes named her one of the Middle East's most powerful women, and she has demonstrated the capacity to adjust her leadership style in complex working contexts, understanding when to lead from the front and when to assist and support the larger team.

Reem is responsible for strengthening Cisco's position as a leading technology provider and consultant to organisations in the Middle East and

Africa, as digital transformation continues to change and evolve at a rapid pace. Her role primarily focuses on strengthening collaborations with governments, customers, and partners, underpinned by Cisco's portfolio of advanced solutions and help accelerate their digitization agendas.

Reem would define herself as "inquisitive". Even though she has worked in technology for years, she believes there is always more to learn in the sector and from other people –especially with the acceleration in digital transformation that the world has witnessed over the past two years.

ATech Enthusiast

At the age of 16, Reem left Egypt for the United States, where she pursued an education in information technology. This sort of schooling was not accessible in Egypt at the

time, which is why Reem moved. Her passion for computer technology began there, and it has followed her throughout her professional life.

According to Reem, it is disheartening to see negative stigma attached to women who demonstrate ambition and commitment across all industries. She observes that when a guy is domineering, he is often seen favourably by his colleagues, but a woman is frequently recognised and labelled as contentious. Only by calling out unfair treatment for what it is can this change. She suggests, "We must put checks and balances on each other and be vocal if we feel we have been mistreated—this goes for everyone, from every background."

Reem believes that encouraging more girls to consider a future in technology requires a collective effort. She says, "From an early age, we need to instil in every child, boy or

VICE

PRESIDENT

FOR MIDDLE EAST & AFRICA , CISCO

girl, that they can broaden their area of interest and succeed in whatever they choose. When it comes to technology, we need to ensure that our children are raised to be techsavvy so they know how to get the best out of devices and solutions. Girls should be encouraged to pursue their interests in science and technology. We must ensure that girls see role models in their likeness, so that they do not feel as though they are being differentiated against. They need to know that they belong. "

Working at Cisco

The majority of the clients Reem speaks with are considering how they might reinvent the way they design, create, and deploy apps, both

internally and externally, in order to provide digital consumer experiences. Cisco develops solutions that link any user to any application and any cloud, and provide unique insights and observability from the infrastructure to the application. She says, "Our visibility capabilities allow us to understand better than any other vendor how a user connects to an application." This gives companies and institutions an end-to-end view into the digital delivery of applications and services over the internet.

Cisco helps businesses secure data as cyber security becomes one of the most pressing issues today. Machine learning is used in its solutions to gather and analyse data while

investigating, identifying, and containing bad actors.

Cisco also assists clients in transforming their infrastructures through intelligent networks, which open up new opportunities for a more sustainable, inclusive future and power hybrid work.

Celebrating women's empowerment

Women's empowerment is critical for the health and development of families, communities, and nations. Women may realise their greatest potential when they are secure, fulfilled, and productive. Reem sees men as allies who can help in attaining gender equality and

campaigning for women's empowerment. They may serve as role models in encouraging women's employment, appropriate working conditions, and full involvement in decision-making.

Cisco's management is dedicated to ensuring that its diversity and inclusion programmes have true impact.Above all, diversity and inclusion are about providing people with the right opportunity. Reem states, "We must see women in positions of power and be treated on an equal footing as their male counterparts—judged for their actions and output alone." She's been with Cisco for nearly two years, and she's gotten a lot of positive feedback. She can confidently state that Cisco values women — not merely to check a box, but to ensure balanced representation and recognition of accomplishments. The management of the organisation seeks to have a diverse leadership team. People should be able to look up to top management and feel a sense of belonging, knowing that they, too, may rise through the ranks based only on merit. Reem explains, "Our purpose as a company is to 'power an inclusive future for all'—this really gives you a sense of how we seek to embody inclusivity in every aspect of our operations."

Creating Positive Work Environment

"Maintaining a positive working environment is as much of a business priority, as it is our ethical duty," says Reem. She feels that it is critical for decision-makers to evaluate how to best maximise and sustain a positive culture from wherever their employees may be. What sticks out to her is how she manages to achieve a

balance between efficiency and flexibility while still ensuring employee wellbeing. Reem listens to what people desire at Cisco and actively seeks a middle ground.

Reem manages the work of 2,500 workers and contractors throughout 74 markets in the area. This implies she must prioritize the well-being and motivation of the company's employees, and in order to do so, she must anticipate needs and be open to input.

Honored for Being an Inspiring Female Leader

Reem considers herself fortunate to be Cisco Middle East andAfrica's first female Vice President and first local leader. "Giving back to my home country is crucial for me," she adds. Dr.Amr Talaat, Egypt's Minister of Communications and Information Technology, named Reem to the Board of Directors of the country's Information Technology Industry DevelopmentAgency (ITIDA), which she considers to be one of the highest honours she has received. Serving in this role allows her to be a driver of digital transformation and competitiveness while also contributing to economic growth.

An Open Letter toAllAspiring Businesswomen

Without a doubt, technology is a male-dominated world, and there are still certain barriers for women to overcome and progress to be made. However, the Middle East andAfrica region is witnessing more of an intentional effort to increase the presence and impact of women in

technology. What's amazing is that more young women and girls are interested in obtaining a degree or a job in the sector, and this trend is expected to continue.

Reem's advice to aspiring businesswomen is to be true to themselves. She adds, "If they're not sure about a particular topic, they shouldn't be afraid to ask questions and to educate themselves, so that they can form a point of view. They deserve to be a part of the conversation as much as everyone else. "

More from Cisco in Future

The team at Cisco believes in the potential of technology and what it can accomplish. During the pandemic, we have seen how technology has helped people reimagine lives, become a critical lifeline for businesses, and connect the world while ensuring that children continue to learn, people have access to healthcare, businesses can operate, and loved ones can stay close even if they are physically separated.

Throughout the last year, Cisco has assisted organisations of all sizes in ensuring continuity and, when necessary, regaining their footing. Reem says, "In this new, digital world, we see it as our duty to be that guiding light and counsel as businesses navigate new challenges and identify opportunities for growth. This remains not only my personal focus, but also the shared vision of our teams. "

MOHIT GUPTA

Mohit Gupta on Leading with Purpose, Agility, and Impact in Global Finance

In the world of global finance, leadership is not merely about bottom-line outcomes on a balance sheet anymore. It is about understanding individuals, navigating shifting markets, and making choices that merge strategy with empathy. Mohit Gupta, Senior Vice President atApex Group Ltd, makes that sort of leadership a reality. His path from a small town in India to leading business strategy throughout the Middle East is an inspiring example of what it means to lead with intention, clarity, and impact.

“Growing up in Rampur, India, taught me the value of resilience and empathy,” Mohit reflects.

These early lessons have remained central to his approach, even as he took on major responsibilities at global companies like Samsung Electronics, Mastercard and Western Union. Mohit has diverse industry

experience—commodities, electronics, real estate, payments, remittances, and fund administration—and has a strong network and has been a member of BNI, Toastmasters, and the Malt Society ofArabia.

With over 32,000-plus LinkedIn followers and having touched so many lives as a mentor and guide, Mohit is blessed to be in the UAE's multicultural and cosmopolitan environment. His experience spans more than 20 years and multiple industries, each adding to his ability to lead across cultures and build trust in fast-moving environments.

Shaping Growth atApex Group

When Mohit joinedApex Group in 2024, he was charged with overseeing sales and business development for the region. His job is far more than targets and figures. He collaborates

closely with country teams to ensure thatApex's overall strengths are matched with the region's particular requirements and regulations.

"So far, we have won multibillion dollars' worth of new mandates," he reports. "We have also established strong relationships with family offices, sovereign wealth funds, hedge funds, and private equity firms." These relationships, he says, are founded on consistency, strategic clarity, and knowing what clients actually need to grow.

Apex Group's strength to provide a full suite of services under one umbrella is central to this success. Fund administration, ESG advisory, compliance, and digital solutions are all offered on a single platform. This assists clients with lowering complexity and concentrating on long-term results.

“What sets us apart is our ability to act locally while delivering at a global scale,” he explains. “We understand what is important in the region and tailor our approach accordingly.”

Making Smart Decisions in HighStakes Situations

In roles that demand fast and highimpact decisions, Mohit believes the key is clarity. “In high-pressure environments, waiting for perfect information can slow progress,” he says. “I make decisions based on what is available, after consulting key people, and stay ready to adapt if needed.”

His experience at Mastercard, where he oversaw cross-border payment business in over 80 countries, shaped him into a leader who takes this stance. There, he managed from issues with compliance to evolving customer needs. Through the experience, he was forced to believe in his instincts, stay close to the facts and always have the bigger picture in sight.

“The most powerful strategy in any business is to lead with purpose and execute with precision.”

Navigating Career Transitions with Confidence

One of the standout moments in Mohit's career was a transition from real estate to financial services. Going from CEO of Wall Street Property to a regional leadership post at Western Union meant not only a change of knowledge but also of mind.

I needed to re-skill, adapt and accept new degrees of complexity," he says. Coordinating profit and loss statements, driving digital transformation and introducing new products in over 80 countries required technical know-how and cultural

sensitivity. It was an experience that eventually made him a more adaptable and reflective leader.

"It taught me that growth tends to occur beyond your comfort zone," he adds.

Finding Balance Through Focus and Practice

In senior leadership positions, balance is not doing less. For Mohit, it is doing the most important things. "I schedule my time according to outcomes, not hours," he explains. He reserves each week for reflection, learning and creative activity. His participation in Toastmasters, where he achieved a Competent Communicator certificate, has given him mental lucidity and articulation.

These habits assist him in remaining stable when handling country portfolios and overseeing large teams. "Leaders must remain sharp, grounded, and receptive to development," he says.

The Role of Mentorship in His Leadership Journey

Mentorship played a great role in defining Mohit's leadership values.At a young age in his professional career, he learned from experienced professionals who urged him to think globally and act locally. That guidance has remained with him and impacts how he mentors people even today.

"I work with early-stage entrepreneurs and up-and-coming professionals, particularly within the DIFC startup scene," he says. "I assist them in creating product strategies, positioning themselves for investor discussions and deal structuring."

Mentorship is a mutual venture for him. It keeps him engaged with fresh ideas and issues, while providing others with access to his experience.

"Mentorship is not a transaction," he says. "It is a collaborative investment in growth."

StayingAhead of Industry Change

The financial industry is changing fast, and Mohit thinks one has to keep ahead of change on a going-concern basis. He goes to industry conferences regularly, tracks global trends in regulation and remains closely connected with compliance and fintech specialists.

"Being ahead of changes such as tokenization, digital assets, ESG regulation and digital identity infrastructures has been imperative at Mastercard andApex," he adds. He believes trendspotting is not only a practice, but also a leadership art that keeps the business current and competitive.

“Great leaders don't just predict the future, they build the systems and teams that shape it.”

Creating Impact that Endures

Despite achieving so many milestones, one of the most valued achievements by Mohit is what he accomplished at Mastercard, spearheading cross-border services. The outcomes involved robust revenue growth and multimilliondollar alliances. But most important was the broader impact of the work.

“We contributed to expanded financial access, electronic-enabled money transfers, and backed institutions in emerging markets," he explains. "It

was a mix of business contribution and social impact, which is what I attempt to deliver in every role."

This balance of commercial achievement and positive contribution is a thread throughout his career. It's an indication of his belief that leaders should be judging success not only in terms of figures, but in the change, they assist in creating.

“Every market, no matter how complex, responds to authenticity and long-term thinking.”

Advice to Upcoming Leaders

When asked for his advice to young professionals seeking to develop their careers in global finance, Mohit responds with candor and certainty.

"Stay curious," he advises. "Lifelong learners are the best leaders.And learn the basics. Know how business, regulation, and risk interact. Be clear in your communication and take charge before anyone gives you a title." Most importantly, he points to integrity. "In finance, trust is the most valuable thing you will ever carry," he says.

ALegacy of Connection and Purpose

When asked how he might summarize his legacy, Mohit provides a brief but compelling sentence. "He built bridges between industries, people and purpose and left every space better than he found it," he says.

It is a demonstration of a leadership odyssey characterized not only by success, but by values, vision, and an abiding commitment to advancement.