< Previous30 C EO M I D D L E E A S T AU GU ST 2 0 2 1 tive and provides 100 percent API cov- erage vs. legacy monolithic banking core systems. It helps banks to be fast- er and to be more agile when launching products. It enables them to partici- pate in the coming open banking and Banking-as-a-Service revolution. Even space travel has been disrupted before banking! So we have taken on this un- dertaking of providing a much more modern platform for banks to help them create the kind of experiences that 100s of millions of customers are looking for today. How do Zeta’s offering support banks during the ever-changing digital era? After finding success with our credit is- suance offerings and our partnership with Sodexo, we started to iterate and design a modern platform for banks. We discovered along the way that a large part of the problem is that there are so many vendors offering disconnected and legacy solutions that it’s impossible for a bank to create meaningful new experiences for its customers - a problem that newer fintechs and neo-banks did not have. The result is Zeta Tachyon, our mod- ern Omni Stack banking platform that is cloud native, is built using micro ser- vices, and has 100 percent API coverage. Most importantly, the stack is truly com- plete in its – scope - a bank can use it to run a complete neobank – everything from the mobile apps for its customers to the core banking systems and every component in between. What Zeta has fundamentally done is to integrate what are 5-7 different banking tech industries into one. We believe it’s what banks need today to deal with the headwinds and the tailwinds from the pandemic and the rapidly changing landscape. Finally, it’s taken 100s of engineers years to build out the full solution - an investment that 100s of banks globally cannot undertake. And we believe the value proposition speaks for itself. Banks we work with are rapidly innovating and launching new credit, savings, and buy- now-pay-later offerings with Zeta. How did the pandemic impact the growth of your businesses? We have been growing at a fairly accel- erated pace. We have signed on over 10 banks in the last year alone. We have large contracts with entities such as Sodexo – a leading issuer of employee benefits and rewards with over 30 mil- lion global users and with HDFC Bank – the 14th largest bank by market cap in the world. We also are working with more than 25 fintechs that have signed up to use Zeta’s platform. My other businesses such as Flock, which offers a communications and productivity suite, are seeing similar growth as organisa- tions the world over invest more in digi- tal toolchains with work from home and associated trends. What are some of the key learn- ings you have learnt from your multiple ventures? Over the years, I’ve created a lot of prod- PH OT OS : U N SP LA SH .C OM , S H UT TE RS TO CK , Z ET A S UI TE , F LO CK “I PRIDE MYSELF ON THE QUALITY OF THE TEAM WE’VE CREATED.” Convenience. Zeta Suite is a leader in modern credit and debit processing, core banking and mobile apps. LEADERSHIP PROFILEAU GU ST 2 0 2 1 CEO MIDDLE E A ST 31 Tech expert. Zeta Suite co-founder Ramki Gaddipati. 750+ The number of Zeta employees across its offices in the US, UK, Middle East and Asia Tool. Flock enables employees to connect and collaborate with their teammates in real time. LEADERSHIP PROFILE ucts and features that no one wanted to use, even though I had great conviction in my ideas. I’ve invested more time and money into the wrong ideas than the good ones. This has taught me a valua- ble lesson — building stuff is easier than getting people to use it. It’s very tempt- ing as an engineer to build products and features based on assumptions without validating your hypothesis. Good prod- uct managers and leaders understand the impact of their decisions on acquisi- tion, activation, retention or monetisa- tion. Everything product managers do should influence at least one of these four things. If it doesn’t, then they’re wasting time and resources. It’s super important to validate that your hypoth- esis improves one of these goals before you implement it. What would you classify your style of leadership as? And how has that developed as you grow your businesses? The task of running a company is simi- lar to running a successful sports team. In sports, you don’t have managers, you have coaches, and there’s a huge dif- ference. Managers manage tasks. They have checklists and assign work to get done. Coaches, on the other hand, em- power players to do their best. For me, leadership is not about “di- recting people.” It’s about coaching your team to get the best out of them- selves. As a leader I must remain con- scious that my job isn’t about getting things done or directing others to get things done, but rather communicating the purpose, rallying the troops around that purpose, and letting them do their magic. I pride myself on the quality of the team we’ve created and the pains- taking processes we put into place to ensure the bar is always high. What advice would you give to someone who has an entrepre- neurial flair but doesn’t know where to start? My father used to tell us, “You can achieve anything you set your mind to.” I strongly believe this, and it has in- spired me to found four companies, all in different areas. For example, my company Flock is competing against big players in the workplace communication industry, and Zeta is building a massive banking technology play. When I started these companies, I knew nothing about their respective spaces, but I believed that I could learn and achieve anything I set my mind to. This belief has been instru- mental in my approach to entrepreneur- ship; identifying a problem and creating an organization or business to help solve it in an impactful way. What motivates you as a leader? One of my primary drivers is the belief that each of us has a responsibility to make an impact proportionate to our potential. As an individual, I’ve been focussed on im- proving productivity and efficiency in my own life and have developed different pro- cesses and methods to make every minute matter and get the maximum out of every moment of my day. How do you ensure your own personal development? I’ve always been a voracious reader, following in my father’s footsteps. His bedroom, when my brother and I were growing up, had more books than some neighbourhood libraries! To this day, I go through at least two – three titles each month with Kindle and Audible being my go-to apps. Kindle, in par- ticular, is an absolute godsend for the prolific highlighter in me.32 C EO M I D D L E E A S T AU GU ST 2 0 2 1 TIME | ROLEX shaping the industry, and how Expo 2020 is helping to transform a sector already in a state of flux. Drivers of change for the construction industry The coronavirus pandemic of 2020 has had a major impact on the real estate sector. This genuine Black Swan event ith views of living and work- ing environments radically transformed by the Coronavirus pandemic, the industry and investors are catching up with his views on sustainable and smart engineering for residential and commercial spaces. Obermair talks to CEO Middle East about the trends and positive changes BUILDING THE FUTURE With over 20 years of experience in sustainable design and building innovation, Michael Obermair, CEO of Wolf System, has long been championing a transformative approach to the construction industry has radically altered the perspective for governments, businesses and consumers worldwide, with wellbeing and healthy living now viewed as key elements for quality of life. As an architect and builder, I already held a strong belief in the restorative powers of the places where we live, work and play, long before enforced lockdowns entered our lives. With the pandemic now bringing in a paradigm shift in thinking around the living and working environ- ment, the construction industry has a genuine responsibility, not just an op- portunity, to design, create and develop healthy and sustainable habitats for people to thrive. Governments and some businesses were already buying into this idea of sus- tainability and quality of life before the pandemic, with a focus on the develop- ment of smart cities and their potential for more efficient management of assets, resources and services through data. The 2020 edition of the Big5, the construction industry exhibition and trade fair, had identified prefabrica- tion and modular construction as one of its top key industry trends along with sustainability, while energy efficiency and sustainability was highlighted as key focus areas for governments. Sustainable and healthy living environments are a driver of change and transformation for the entire industry. With wellbeing-focussed developments becoming more appealing and market- able, this should be viewed as a real opportunity not solely for developers and investors, but right across the world’s largest business ecosystem. Prefabrication and modular con- struction fit into this worldview, as a sustainable and energy efficient alterna- tive with a low environmental impact which feeds into the increased demand for housing and tallies with key aspects of government agendas and future building codes as well as customer expectation. If we take the example of certain W CONSTRUCTION Growth market. The Middle East offers various business opportunities throughout different sectorsAU GU ST 2 0 2 1 CEO MIDDLE E A ST 33 CONSTRUCTION European modular and off-site pro- jects, the benefits compared to tradi- tional building solutions include on the long-term lower costs, accelerated project timelines, improved productiv- ity and predictability on cost and time, improved quality, efficiency and sustain- ability and extended asset longevity. The potential to move the majority of build- ing activity offsite also resolves a quality control issue by overcoming a scarcity of skilled labour through seamless moni- toring and quality management. The potential for the region is enormous. With 85 percent of the GCC’s population living in cities and that figure projected to grow to 90 percent by 2050, there is a real opportunity for developers to use a more sustainable and efficient method going forward for the construc- tion of new projects across the GCC and wider MENA region as they seek to improve productivity and eliminate waste and accelerate delivery with minimal disruption of surrounding communities and the environment. Expo is an example of genuine progress Since 1851, World Expos have gathered nations to find solutions to the pressing challenges of our time and to high- light our aspirations and the scientific, technological, economic, and social progress being made around the world. As large-scale platforms they serve as an important bridge between governments, international organisations, business, and citizens. With 192 countries gathered for Expo 2020 in Dubai from October 1 2021 through to March 31 2022, the UAE will be leading the global conversation on “THERE IS A REAL OPPORTUNITY FOR DEVELOPERS TO USE A MORE SUSTAINABLE METHOD GOING FORWARD.” innovation and the three key themes of opportunity, mobility and sustainability. These conversations will also include the transformation of how we live, work, play and move – important areas which are shaping the fundamental views of the construction industry. The Expo 2020 site itself is an example of progress with the use of sustainable materials and commitment to environmentally and socially responsible suppliers. The proposed transformation of the site into ‘District 2020’ will further highlight its legacy as it ensures the advancement of smart technology and infrastructure, wellness and sustainability to inspire future generations long after Expo 2020 is finished. Personally, I think Dubai’s Expo 2020 can be seen as a continuation of the legacy of the late Sheikh Zayed Bin Sultan Al Nahyan, the founding father of the UAE and a driving force well known for his commitment to future generations and the environment, 50 years after the formation of the country. From the use of clean and renew- able energies and sustainable building materials, through to efforts to minimise carbon footprints and ensure a holistic circular economy approach, leaders in the region are walking the walk and not just talking the talk in their commitment to environment and quality of life for future generations. Saudi taking the lead with NEOM project The recently announced Line develop- ment in NEOM, the $500bn flagship business and tourism development on the Red Sea coast is a prime example of progressive thinking in the region. Across the different regions in Neom, the major urban development designed with people and sustainability in mind rather than transport, the Line project will be defined by the ease of access to all essential daily services including schools, medical centres and green spaces. The Line, and Neom itself, are being delivered in line with Saudi Vision 2030 and its mandate to reduce the country’s dependence on oil, diversify the economy, increase the quality of life and to better develop its public service sectors. Key priorities of the project include environmental sustainability and wellbe- ing, and the construction sector has the opportunity to thrive through the pro- posed development of vibrant, healthy and inclusive communities. Industry leaders must listen to this masterplan and follow its lead by de- veloping best practices that will set new benchmarks regionally and globally, by moving towards digitisation and innova- tive building systems. There is an opportunity to embrace forward-thinking concepts such as modular off-site manufactured construc- tion technologies as they can enhance a business ecosystem’s productivity, prof- itability, and resilience, delivering new urban developments and sustainable and wellbeing-focussed concepts. Builder. With his solid experience, Obermair has vision about the transformation of the industry34 C EO M I D D L E E A S T AU GU ST 2 0 2 1 TIME | ROLEX particularly hard-hit thanks to stringent restrictions but are now. Maverick entrepreneur Flavio Bria- tore isn’t known for following conven- tion. His outside-the-box approach to just about any endeavour he touches has seen him land in – and out – of hot water throughout his career, but at age 71 he is still masterminding entertain- ment and lifestyle concepts with a he past year and a half has tested the resolve of even the most battle-hardy leaders. Lockdowns, social distancing, econo- mies in freefall. It’s not been a vintage year for many, that’s for sure. However, the learning curves have been steep, and even industries at the coalface of Covid-19 effects are rallying round. Entertainment and restaurants were THE SHOW MUST GO ON A leader’s vision must be stronger than the obstacles that stand in front of it. Luckily, if you’re Flavio Briatore, that generally isn’t a problem. The former F1 boss and the man behind Billionaire Dubai tells CEO Middle East that while the dance fl oors may be closed, his entertainment concept proves the power of effective adaptation in the face of crisis fervour that remains undiminished. His Midas touch is of course well known. As the commercial boss of Formula One’s Benetton team, he discovered, hired and propelled Michael Schumacher to career highs and trans- formed the team into a world-beating entity. The Benetton team, under his steer, became the one to beat in the early and mid-1990s and its boss a celebrity recognised around the world for his flair and unmistakable personal style. Briatore created the Billionaire concept in 1998 after noticing that nightclubs had great entertainment and music, but negligible food, while restau- rants served decent food but little in the way of live entertainment. Excellence in both was conspicuously absent and so he created Billionaire – deliberately named T HOSPITALITY Brand builder. Briatore says clarity of communication is a must in order to consistently build big and successful brands. BY JOLA CHUDYAU GU ST 2 0 2 1 CEO MIDDLE E A ST 35 HOSPITALITY to be attention-grabbing and provocative – during down-time in the Formula 1 sea- son. The first restaurant, in Porto Cervo, Italy, attracted the region’s jet-setters and was the impetus for destinations that today stretch across Europe, the UK, the Middle East and Africa. The Dubai outpost opened in 2016 and underwent a change of concept at the end of 2020 to tailor it to modern audi- ences, and Briatore was recently in Dubai to reintroduce it to the world. A global pandemic hasn’t dented his audience’s appetite for larger-than-life dining and entertainment experiences and even though dance floors may be closed for business, Briatore’s enthusi- asm for showmanship, spectacle and fun remains on full throttle. “Before we had a restaurant with a dancefloor, but the new format is doing very well. We are sold out every night even in summer time,” says Briatore with a smile. “The food is considered to be amongst the best in Dubai and there is no question about quality of the show. The audience is people who come back to see it several times, to enjoy the food, the energy, the quality and the price and the atmosphere.” With all the required precautions firmly in place, the show is most defi- nitely going on. “It’s strange to see Dubai busy in summer, but it’s good for business that fewer are travelling. People want to spend their money somehow.” That ‘somehow’ involves a lavish nightly spectacle – a Grand Show – with a exceptional dining experience that combines New-Asian modernity and Italian authenticity. Dishes such as Wagyu beef carpaccio, phyllo pastry with wasabi mayo, and guacamole that “YOU’RE MANAGING PEOPLE WHETHER THE FINAL PRODUCT IS A WINNING RACE OR A FULLY BOOKED RESTAURANT.” Venue. Billionaire offers an exceptional dining experience that combines New-Asian modernity and Italian authenticity. is prepared right at the table are enjoyed as the stage lights dim and world-class performers take to the stage. It’s an immersive experience unlike any other, engaging all the senses in an unforgetta- ble evening of sight, sound and flavours. Has Briatore taken some of the life lessons gleaned from running a racing team into his leadership of a hospitality brand? “It is the same formula when it comes to managing people in a racing team or a restaurant. It is no different. What you need is to create a team where everybody is working together in sync, from the most junior guy in the kitchen to the top guy. Everybody’s successful or unsuc- cessful together. You’re managing people whether the final product is a winning race or a fully booked restaurant.” Covid, says Briatore, has changed the landscape of entertainment for the foreseeable future. “People don’t want to go to large-scale events anymore. Enter- tainment has become modified. If you’re a business owner you have to change, you have to adapt, and the restaurant indus- try is no different.” In addition to testing staff three times a week – which he hopes goes a long way to reassuring his patrons – Briatore has refocussed on providing guests with an experience that under- scores the unique, journey that begins the moment you step through the doors of Billionaire Mansion. “Everyone is treated the same, there is no question about that. It doesn’t matter whether our guest is a billionaire or not, of course, because most of them aren’t, and that isnt important. What is important is that the clients feel comfort- able and welcome. Waiters today are our public relations executives because they know the customers, they make them feel welcome and at home. They are dynamic and career-driven and make it their business to see that people want to come back. And they do.” In terms of leadership qualities that have enabled him to consistently build big and successful brands, he says clarity of communication is a must. “You need to be clear and to manage people in a way that they understand the concept. This is vital, because the people are the parts of the business and need to care about every detail of it, excellence in every single aspect.”36 C EO M I D D L E E A S T AU GU ST 2 0 2 1 umans are hard-wired to ben- efit from movement. What has Technogym planned in terms of the workouts available that maximise health benefits? Over the last years, health has risen on people’s priority list. And this is why we have created the Technogym app with the objective to offer every individual their own personalised training pro- gramme based on preferences, objectives and aspirations while also helping to im- prove lifestyle and health choices quickly and in the most effective way. Every single programme featured on the app combines the knowledge from our scientific research team, who has worked alongside the best athletes and sports’ teams worldwide for over 35 years, with engaging video content cre- ated by our talented trainers specialised in different disciplines and artificial intelligence. The result is an app that motivates people to increasingly move more and more thanks to its completely tailor-made approach. Executive wellness is so intrinsically linked to performance – how can this App slot into the demanding schedules of executives to support their fitness goals? All top managers and executives are aware of the importance of having a healthy lifestyle and how it improves creativity and efficiency. Time tends to be a limited resource but, thanks to the Technogym app, it is possible to train everywhere at any time, in spaces where equipment is available as well as with bodyweight exercises. They can use it at home, in the gym, while travelling in their hotel wellness centre or in the privacy of their room, outdoors, and even at the office. There are no limits to access the content and programmes have been designed to help users achieve maximum results in minimum time. How does Technogym support this segment of client, with their own specific challenges? Wellness is a very broad concept that encompasses fitness, sport and health. So, whether you want to stay in shape, skill up in a favourite sport or improve your life- style, the Technogym app offers the most suitable for your needs and fitness level. H “EVERY SINGLE PROGRAMME FEATURED ON THE APP COMBINES THE KNOWLEDGE FROM OUR SCIENTIFIC RESEARCH TEAM.” THE MAGIC OF MOVEMENT TECHNOGYM’S BOARD MEMBER ERICA ALESSANDRI TELLS CEO MIDDLE EAST HOW EXECUTIVE PERFORMANCE AND OPTIMAL WELLNESS ARE PREDICATED ON MAKING TIME FOR EXERCISE EXECUTIVE WELLNESSAU GU ST 2 0 2 1 CEO MIDDLE E A ST 37 TIMEPIECES WHAT MAKES A GRAIL WATCH? LMX 10 YEARS OF LEGACY MACHINES The LMX, which celebrates ten years of Legacy Machines by independent watchmaker MB&F, comes packed with an impressive array of no less than eight world-premiere calibres. An instantly recognisable aesthetic language includes round cases, lacquered dials and “fl ying” balance wheels, the Legacy Machines are considered amongst the most collectible and desirable contemporary watches on the market. Those familiar with MB&F’s very fi rst Legacy Machine will recognise the two dials of stretched white lacquer, each with its own display of hours and minutes. The dial on the right is set by the crown at the 2 o’clock position. The crown at 10 o’clock, engraved with a globe to acknowledge the potential use of a second time zone, sets the time of the left dial. Unlike the fi rst Legacy Machines, both dials are tilted at an angle – a more complex feature present on the most recent Legacy Machines, requiring the transfer of energy from horizontal to vertical planes thanks to conical gears. The movement has been given pride of place beneath the sapphire crystal dome, which allows for its magnifi cent architecture to be fully admired. A power reserve of seven days underscores the technical power of the LMX, while its exceptional fi nishing and confi dent proportions draw the eye immediately. For men and women who have achieved the pinnacle of success, a timepiece that is both rare and exceptional makes a fi tting statement. And for those who value a unique and personal touch, indie watch brand MB&F, loved by many but possessed by few, may be a very compelling option. As the horological concept laboratory celebrates ten years of its legacy machines, the LMX makes its debut. LMX is available in two editions: 18 pieces in 18-carat red gold with black NAC treatment on plates and bridges; 33 pieces in polished grade 5 titanium with green CVD treatment on plates and bridges.38 C EO M I D D L E E A S T AU GU ST 2 0 2 1 ULTIMA CORFU The next level of luxury accommodation for the select few who can afford it T here are some sumptuous fi ve-star hotels around the world, and equally, the idea of being able to hire out a luxury villa is not a new one. But combining these two things is a growing trend. Ultima Corfu is the latest abode from the Ultima group and represents a world- class luxury villa that’s run like your own private fi ve-star deluxe hotel. Think of it like this – on fl ights you have economy, business and fi rst class. They say you travel economy when it’s all you can afford, business when someone else is paying and fi rst when you’ve made it. And while fi rst class is a luxury experience that is desirable, although not cheap, the wealthy see value in traveling that way. But those who’ve really made it fl y in private jets. You don’t even see them, let alone mingle with them in duty free or baggage collection. They value privacy and convenience and are prepared to pay for it, and that’s where places like Ultima Corfu comes in. Around 95 percent of the guests who stay at Ultima Corfu arrive on the island by private $162,200 The experience at Ultima Corfu per week EXECUTIVE TRAVELAU GU ST 2 0 2 1 CEO MIDDLE E A ST 39 EXECUTIVE TRAVEL The sights. Ultima Corfu is what the next level of luxury looks like. Indulgence. The Ultima group has built up a lot of brand loyalty and repeat guests. and a blackjack table if you fancy some cards. Downstairs is a gym and a hammam, but when you book a massage it takes place in your room, which means a far more personal experience. In each of the bedrooms, gym area and living rooms are what looks like portable silver hockey pucks with a button on top. With these wireless devices, and pressing the button sends a message to the nearest staff member’s beeper and in seconds they can be there to help with whatever it is that you need. The fi rst question they tend to answer is often, “what does pressing this button do?” because this level of attention and service is a something most people will never have encountered before. jet. Most are from Russia, the GCC, America or Switzerland, the latter group often as a result of having already experienced the brand back home. The whole Ultima concept was created by entrepreneurs Byron Baciocchi and Max-Hervé George, as a way of offering exclusive living and giving guests the privacy of a chalet experience with the fi ve-star, personalised service associated with a hotel. The fi rst property was Ultima Gstaad, that opened in December 2016 and operated as a boutique hotel, but this was succeeded a couple of years later by the fi rst private residence, Ultima Crans Montana. Now with two properties in both Switzerland and France – in locations largely catering to the ski crowd – they decided to expand operations to warmer climes. Ultima Corfu is the most recent edition to their portfolio. This unique villa of 1,000 square meters can host up to 14 people across seven bedrooms, but if you want to stay here you must rent out the whole place. There’s no chance of bumping into a stranger in the corridor – this is all yours for a long as you stay and the staff here become your staff. Everyone knows your name and uses it from the moment you arrive, which is strangely friendly, yet comforting. There’s no generic “sir”, and it adds to the sense that you are the focus of their attention, not merely another customer passing through the lobby. Of course, there is no lobby as you arrive by private boat to the villa’s jetty. From there you head up to the cliff-top villa (there’s a discrete lift if you don’t fancy walking) and hunker down in absolute opulence. The facilities include a private cinema room with streaming services including AppleTV and Netfl ix or you can Chromecast your own media from your laptop. There are two infi nity pools overlooking the sea and a Jacuzzi, because the best way to drink a glass of bubbles is when you’re also surrounded by them. The art-laden living room has a piano for some Jeeves and Wooster moments, a fi rst-class telescope if you want to see what’s happening across the bay in the Old Town, Along with the bedrooms there are rooms that can be confi gured for alternate use. The offi ce can be turned into a bedroom for your security, for example. Unlike in a typical hotel, the kitchen is at the centre of the house and has been designed with a granite-topped island unit, and signifi cantly there are stools around it, encouraging guests to sit at the bar and enjoy something made right there by the Ultima team. They also offer cooking lessons, but the fact you can enjoy the kitchen as a space to eat and drink further adds to this feeling like home. The Corfi ot cuisine has been very much infl uenced by Greek and Italian traditions, and tavernas around the town like the excellent Avli Corfu are fi ne places to sit outside, eat a long lazy lunch in the sun (featuring some of the best tomatoes ever picked) and seeing off a bottle of something white and crisp. But for many, the villa itself is where you’ll want to spend most of your time relaxing. From the vast tomes of myth and legends of Greek mythology to the halcyon days of Gerald Durrell’s pre-WWII book My Family and Other Animals that documents his time as a child growing up on Corfu, this has long been an island to inspire. Yes, it comes at a price and only a select few can afford it, but for those who can, this is something special. Next >