< Previous20 C EO M I D D L E E A S T MAY 2 0 21 BRAND VIEW | RADISSON HOTEL GROUP hat’s the general market situation like in the Middle East? The past months have been difficult for everyone, with life as we know it com- pletely altering over such a short period. While we have all been greatly affected, we need to remember that adversity makes us stronger and it is also an op- portunity to learn to adapt and discover different kinds of business practices. As a leader, you need to not only take care of your business continuity but also understand what is required to meet the expectations of stakeholders such as business partners, employees and communities. From travel restrictions to the growth of working from home and wild swings in equity and commodity markets, the last year has changed our region. While Covid-19 vaccine rollouts are underway, it will be important for Middle Eastern governments to remain proactive and continue supporting their economies with pro-growth initiatives to bounce back quickly. The UAE’s vaccina- tion programme has been a major source of hope and optimism among the general population but also for the leaders across every industry. Meanwhile, Saudi Arabia has continued to attract investors across the kingdom and is strongly working towards Vision 2030. Can you tell us about the Radisson Group’s hybrid/online meeting offerings? In recent months, we have seen the ac- celerated adoption of technology within businesses. There will always be a need for physical meetings and interactions, but business meetings have moved to a more hybrid set-up, with smaller teams getting together in one location and con- necting with others via videoconference – a huge opportunity for the hospitality industry. This is why we pushed forward the launch of our hybrid solutions, which offer the perfect solution for meetings, seminars, conferences and launch events. Whilst the future of meetings is yet to be written, the past year has forced W TIM CORDON, AREA SENIOR VICE PRESIDENT, MIDDLE EAST & AFRICA AT RADISSON HOTEL GROUP, DISCUSSES HYBRID SOLUTIONS IN HOSPITALITY AND CORPORATE TRIPS ‘THERE IS A HUGE SPLIT AMONG OPINIONS ON BUSINESS TRAVEL’MAY 2 0 21 CEO MIDDLE E A ST 21 many companies to explore work-from- home options, relying heavily on Wi-Fi, streaming and increased demand for hybrid meetings. By curating intimate events in local areas with hybrid func- tion that not only require less to no travel but are actually safer for attend- ees, companies also reduce their carbon footprint. Looking towards the future of events, recent studies predict that small domestic meetings are expected to come back earliest, whereas large conferences will see a much later recovery beyond 2021 or will become hybrid in the future. According to the Post Covid-19 Event Outlook Report, 93 percent of organisers plan to invest in virtual events moving forward, while 76 percent executed a virtual event in 2020. How has corporate travel changed? From a global perspective, there is a huge split in opinions when it comes to business travel rebound. Prior to the pandemic, it was common for millions of businesspeople around the globe to get into the plane each day to meet clients, investors and new potential customers. While business travel will return at scale and global economic growth will gener- ate new demand, future analyst forecasts predict business travel will likely never return to pre-coronavirus levels. I be- lieve it will also depend on the country and its business culture. For the Middle East, where business is largely done face-to-face, I believe the trend of business travel will resume again. While we all seem to be turn- ing into digital natives, it has become clear that the changes do not only affect organisations but also business travellers are impacted in different ways. For some the pandemic qualifies as an annoying interruption, and they are keen to return to their old routines while others appreciate the new era of remote work and less travel. With that in mind, it is yet to see where and how corporate travel will rebound. Is travel still seen as a necessity? Of course, certain industries might ramp their travel back up more quickly than others and there will be many factors to consider throughout the recovery phase. On the other hand, many compa- nies have learned that the outcomes of meetings held on Zoom vs those held in person are not that much different, but the costs are night and day. Businesses will also re-evaluate whether travel is fundamentally required and corpora- tions are most likely going to have to factor the costs of new health policies into their travel budgets and planning. Organisations will study the necessity and pros and cons much closer in the future but at the same time there will al- ways be a need for some to travel. After all, human beings are social animals and even in the digital era and communica- tion revolution, we still require some physical connection to be emotionally able to connect and work together. How can my business take advantage in the new norm? Whilst the recovery from the pandemic would not mean we will all return to the old ‘normal’, we believe there is an opportunity to define a new future that includes sustainability, digital and trust. One of my core beliefs is that regardless of the negative effects that came into being, there are always new opportuni- ties that arise as a result. Those who understand the new normal adapt and respond, will be able to benefit from these new opportunities. Businesses will need to find ways to re-orientate their products, services and communications to fit the Covid-19 landscape. Many businesses have rapidly adapted and implemented various options such as contactless payments and double- bagged food delivery, QR code access or remote classes. “WE BELIEVE THERE IS AN OPPORTUNITY TO DEFINE A NEW FUTURE THAT INCLUDES SUSTAINABILITY, DIGITAL AND TRUST” Hotelier Rasisson have seen the accelerated adoption of technology within its businesses RADISSON HOTEL GROUP22 C EO M I D D L E E A S T MAY 2 0 21 COVER STORYRACING INTO THE FUTURE A DRIVING FORCE BEHIND THE WORLD’S MOST CUTTING-EDGE WATCH BRAND, PETER HARRISON, CEO OF RICHARD MILLE EMEA LEADS A COMPANY RENOWNED FOR PUSHING HOROLOGICAL BOUNDARIES TO THEIR TECHNICAL EXTREMES. WITH A NEW PARTNERSHIP WITH TEAM UAE EMIRATES, HARRISON TELLS CEO MIDDLE EAST ABOUT LUXURY LEADERSHIP, BRAND VISION AND LIMITLESS AMBITION Interview by JOLA CHUDY Cover and UAE Team Emirates photography by XAVIER ANSART COVER STORY MAY 2 0 21 CEO MIDDLE E A ST 2324 C EO M I D D L E E A S T MAY 2 0 21 he partnership between Richard Mille and UAE Team Emirates is exciting. Spon- sorship isn’t traditionally a ‘money maker’ for the sponsor, although vari- ous returns are expected – publicity, increased brand popularity and ulti- mately more customers. What are the main objectives in choosing an entity to sponsor, at Richard Mille? We partner with brands and entities that reflect the values and lifestyle of the brand. Our approach is always long-term, fostering a spirit of lasting friendship that supports and enriches people who are devoted in their pursuit of being exceptional. UAE Team Emir- ates has demonstrated time and again that it possesses world class standards as well as a passion for excellence and innovation; these are qualities that we value above all else. The partnerships between Richard Mille and various individuals, teams and events have been a component of the brand since 2010 – what have been some of your favourites? We are invested in our brand ambas- sadors and our partnerships because we believe in them wholeheartedly which makes this quite a difficult question to answer because it’s like asking me if I have a favourite child! But certainly, seeing Rafael Nadal winning the French Open and UAE Team Emirates winning the French Tour in 2020 then claiming their victory within the UAE Tour 2021 are the kind of moments that one never forgets. How do you measure the success of a partnership between Richard Mille and T “OUR APPROACH IS ALWAYS LONG- TERM, FOSTERING A SPIRIT OF LASTING FRIENDSHIP.” Ones to watch. UAE Team Emirates welcomes Richard Mille as a sponsor COVER STORYMAY 2 0 21 CEO MIDDLE E A ST 25 COVER STORY an ambassador or friend of the brand? Seeing our ambassadors succeed within their chosen profession is something that touches us profoundly as we consider each and every one of them an integral member of the Richard Mille family. Watching them reach for their dreams wearing a Richard Mille watch on their wrist, with the grace, determination and discipline required at the highest levels of professional competition is something we take great pride in. Their mental strength and unfaltering strive for excellence is what makes these partnerships a success in our eyes. As a keen cyclist yourself, are you par- ticularly involved with the UAE Team Emirates relationship and what can we expect in terms of events, activations here in the region? I have been following their journey from the very start and it was a pleasure for me to personally have signed them on to be- come a part of the Richard Mille family. This partnership is very close to my heart and one that I will, without a doubt, stay closely involved in. We have a lot of exciting activations planned to celebrate this partnership across the EMEA region, but the safety of our athletes and our clients is our utmost priority, which is why everything will remain on pause until it is safe to do so. Which timepiece will the team wear and why was it chosen? When it comes to cycling, among many of our pieces, I find the RM 67-02 to be a perfect match for their wrists. It’s a technical tour de force, made of TPT composite materials and grade 5 tita- nium, weighing just 32 grams. What leadership traits are needed dur- ing a crisis to steer a luxury brand? I have always believed that strength lies in the responsibility that one chooses to hold. This crisis has been unusu- ally volatile, so it requires a remarkable amount of strength and patience to be able to steer the ship to navigate each new day as it unfolds. You need to be able to balance new business tactics and strategies whilst being empathetic to your employees’ circumstances. They say that you are only as strong as your weakest link, so being able to support and empower the team is critical to the success of any brand, especially during these times. What is culture at Richard Mille, and what is most valuable to you in terms of the culture, and how do you encourage and preserve it? As a relatively young brand, we are lucky enough to have been able to create a highly professional yet down to earth cul- ture at Richard Mille which incorporates the best industry practices. Our value of humility is something that I feel really makes us who we are. Our clients represent niche con- noisseurs who are some of the most accomplished and powerful individuals within our community, and yet something they all have in common is that, despite their astounding success, they remain extremely humble and down-to-earth. Being able to reflect their values within our culture is a privilege we embrace. Did you always want to lead a brand? If I look back at my life, I think all of my choices have led me to where I am today. I do believe that there was an element of luck involved, but luck to me is about working hard and searching for oppor- tunities that align with your values and ambition. In a sense, I believe that my life was set up to allow me to be able to lead a brand as exceptional as Richard Mille. What engages you most about the brand? Being a leader in innovation, overcom- ing challenges is an inherent part of the Richard Mille brand DNA and nothing is more inspiring. It is because of this no- compromise mindset that our timepieces “WATCHING THEM REACH FOR THEIR DREAMS WEARING A RICHARD MILLE WATCH IS SOMETHING THAT WE TAKE GREAT PRIDE IN.” Racing ahead. Ultra light and high performing Richard Mille watches adorn the wrists of UAE Team Emirates.26 C EO M I D D L E E A S T MAY 2 0 21 COVER STORY are recognised as marvels of technology. Today, our factory is able to produce so many movements that simply weren’t possible 10 years ago. The RM 27-04, with a calibre that can withstand accel- erations of over 12,000 g’s, marks a new resistance record for Richard Mille. A prime example of our dedication to chal- lenging both ourselves and the industry around us. What areas of CSR are particularly important to you personally? CSR is probably one of the most impor- tant components of a brand, because it gives you a chance to use your position in the market to promote and inspire a positive change. There are so many noble causes you can support, there is no right or wrong answer here. Personally, initia- tives that support injured athletes, cancer research and homeless people are some of the things that always strike a chord with me. What kind of leadership and manage- ment style is needed in crisis times? Business leaders need to be decisive, con- fident yet empathetic during these times. They need to be committed to doing what is required to support their teams and the business simultaneously. It’s not an easy task and it requires careful calibration in all aspects, but creating a collaborative, supportive culture is key. Do you think as a leader of a watch brand, that you are by default a spokes- person for the industry? Is there a sense of responsibility in that regard? I do believe that Richard Mille has an ex- ceptional voice, position and perspective I’m proud to share with the industry and beyond. Being at the helm of a brand like Richard Mille definitely instils a sense of responsibility and it is not something I take lightly. Luxury brands that rely on the touch- point of one to one especially for its most exclusive or highly priced items have had to resort to creating an emo- Sorcha. This 72-foot racing boat is owned by Peter Harrisson and is made from carbon fibre and titanium. “CSR IS PROBABLY ONE OF THE MOST IMPORTANT COMPONENTS OF A BRAND, BECAUSE IT GIVES YOU A CHANCE TO TO PROMOTE AND INSPIRE POSITIVE CHANGE.”MAY 2 0 21 CEO MIDDLE E A ST 27 COVER STORY tional response digitally. What has been your strategy in this respect and how has it worked? Our clients are timepiece connoisseurs and avid collectors of Richard Mille watches. Our approach has always been very exclusive and therefore each of our boutiques serves a very small, yet highly influential clientele. We know every single one of our clients by name and because of this close-knit relationship we have always held with them, we were able to continue building on our direct rela- tionship despite the pandemic. Digital certainly has its place, but we like to keep things personal. We use social media to communicate our brand messages, but when it comes to our client, our approach is still very much one-to-one. Has the importance of skill in marketing changed in the past 12 months? Marketing today continues to remain an essential business function, but how you approach it matters more than ever before. It’s a fast-changing discipline, undergoing a rapid evolution with new platforms and technologies changing the landscape on a daily basis. In the past year, I’ve seen a lot of mar- keting teams collapse but also have seen others thrive. Understanding your client is the biggest factor because it brings the focus back to the essence of what you stand for. Our approach involved analys- ing what worked best for us to find better ways of serving our clients and the brand. Has your future product offering been influenced by the pandemic – i.e would you consider new categories, increase or decrease quantities…? We don’t link our timepieces to a mo- ment in time therefore our process has remained relatively unchanged. The R&D for our watches commences years in advance and a great example of this process is reflected within our RM 62-01 Manual Winding Tourbillion reference. It’s a technical masterpiece as it features a vibrating alarm ACJ within a tourbillion watch which is a challenging feat because its required the creation of a vibrating mechanism that would alert the wearer of the set alarm without jeopardizing the calibration of the movement. It took us five years to develop the vibrating mecha- nism alone, and it will hold its place in the luxury watch industry because it’s a perfect marriage of mechanics, aesthet- ics and Swiss watchmaking traditions. We set our goals of what it is we want to achieve with a long-term vision – and work tirelessly until we achieve them, that’s the Richard Mille way. Where are you based most of the year, and where do you prefer to be most of the time? Switzerland mostly and it’s a great place but as a father, I always prefer to be wher- ever my kids are. How do you achieve balance between personal and professional demands? Finding balance is always a work in progress but I believe it’s crucial to make time for doing things that fulfil you on a personal level. Even when things are hec- tic professionally, you will find me taking time to pursue my passions outside of work. It also helps that my team compris- es of the best in the industry, so I know I can trust them to do what is required without the need to micromanage. What are you currently reading? The Mirror and the Light – the final instalment of Hilary Mantel’s epic trilogy covering the life of Thomas Cromwell, a blacksmith’s son who went on to become Henry VIII’s right-hand man and the architect of the English Reformation. You like cycling, what other leisure pursuits do you enjoy? Depending on the weather, skiing and sailing are two of my favourite activities. Also, kite surfing on a windy day in Abu Dhabi is always a great idea. How do you keep learning? Learning is a lifelong process and essen- tial to success, regardless of the arena you choose. Being surrounded by exceptional people at Richard Mille, I make sure to always remain open to listening and learning from them. What does a typical day look like for you? Fortunately, no day is a typical day. 28 C EO M I D D L E E A S T MAY 2 0 21 s there any more satisfying sartorial sensation than that of slipping your foot into a pair of brand new shoes? There’s something almost magical about the transforma- tive power that a good shoe has – to make you walk and feel taller, smarter, more focussed, a sharper, better version of yourself. The virginal surfaces, patina and shine slowly give in to your unique step, moulded to you and you alone. A shoe becomes an extension of its wearer in a way that not many accessories or garments do. The sensation of one’s foot- wear is so profoundly personal; for many it is unthinkable to even allow someone to try on your shoes. “When I first chanced upon the boutique in Paris, my hands were drawn to touch the shoes,” says Abdullah Al Rashdi. It’s a sentiment we wholeheart- edly understand, because Carmina’s exquisitely crafted shoes draw in first the eye, then the hands and then the heart. “I was impressed by the quality, the appearance, the way that these shoes had clearly been made with great care and attention.” The prevalence of properly construct- ed shoes has been, in the past, surpris- ingly meagre, considering a region whose climate and terrain does its best to de- stroy even the hardiest of footwear styles. Stepping between climate-controlled interiors into the inevitable pockets of sand and gravel that seem to exist even in the most established urban spaces, one would have presumed that sturdily made yet beautiful shoes would be gloriously prevalent. They weren’t. But today, con- noisseurs of well made shoes do not need to venture through the luxury districts of Milan, Paris or London to satisfy their hankering for beautiful – they can make their way to Carmina’s new boutique in Mall of the Emirates, where a collection of the Spanish company’s products is proudly on display. Each of the shoes is made using a very traditional artisanal method whereby the design is drawn directly onto I “I EXPERIENCED AN INSTANT GUT FEELING THAT THESE SHOES WOULD FIND A HOME IN THE MIDDLE EAST” LASTING STYLE CARMINA SHOES HAVE STEPPED INTO THE MIDDLE EAST FOR THE FIRST TIME, BRINGING TRADITIONAL HERITAGE AND CUSTOMISABLE FLAIR TO THE REGION COURTESY OF A COLLECTION OF EXCEPTIONAL SHOES FOR THE MAN – OR WOMAN – WHO LIKES TO EXPRESS ELEGANCE FROM TOP TO TOE By JOLA CHUDY RETAILMAY 2 0 21 CEO MIDDLE E A ST 29 RETAIL the wooden last. A single new design may take several months from the first draft to final completion, undergoing several careful stages of design, layout, revision and perfection before the design is ap- proved and created in its final form. “I experienced an instant gut feeling that these shoes would find a welcoming home in the Middle East,” says Al Rash- di, whose family presides over myriad diversified businesses in the region. He says he discovered a natural affinity and shared understanding upon meeting with the owners of Carmina, also a family-run enterprise that employs around 150 peo- ple. Sandro Ramis is the great-grandson of Carmina’s founder and therefore the fourth generation of shoemakers – based in Mallorca – to oversee a business founded in 1866. In a twist of serendipity, the Ramis family had agreed a mandate for expansion. Al Rashdi’s tentative enquiry about exploring opportunities in the Middle East became a firm plan. With boutiques and points of sale around the world, the region was conspicuously absent from Carmina’s list of locations. Al Rashi became its first distributor here, signing rights for the GCC and South- East Asia. “I represent a family-owned busi- ness and family values, and so does the Carmina family,” he adds. “And what established the connection between us was this shared appreciation for family values. The synergy was great.” Shared values and trust flow between the families, and underpin the entire philosophy of building lasting relationships between customers in the region and the heritage brand. “This has been such a wonderful project to work on, opening in November 2020, with the family coming from Spain and the interest in the shoes growing so much here. The majority of our custom- ers want something that is made to last; the mindset of people now is that they want something in a style that is lasting and sustainable. We aren’t socialising as much at the moment, and I think our customers want to know that the item they purchase now can still hold style and relevance into the future, because he or she may not be dressing to go out formally as much as they were used to in the past.” The boutique, in Mall of Emirates, is located within a premium luxury part of the mall, with its décor created in Mallorca, reflecting the ambience of the original Spanish boutiques. “As an entrepreneur, retail wasn’t my original focus and I believe that ecom- merce acted as a bottleneck for retail. But once I stepped into the Carmina universe it shifted my entire perspective. The customer interactions with the brand here affirmed by belief that retail has its place, that shopping in person has its place.” The tactile, intimate pleasure of browsing and touching isn’t one that can easily be replaced by a digital experi- ence, and with hundreds of options for personalisation and customising available for the customer, taking the time to trace one’s hands over the various options is an ode to a slow, sensual kind of decision- making. At Carmina, this process can be enhanced thanks to the option to customise shoes. “Once we demonstrate our quality, it makes it easier for the customer to imagine the possibilities for their shoe. We have calf leathers, suede, exotics… there is so much choice. For example, you can take an oxford and have the middle part of the shoe in one kind of leather and the rest in a contrast, if you want something quite eye-catching. The lead time is up to 45 days; if our factory has the more common materials in stock then it is shorter. “Wearing a pair of Carmina shoes is special. We want to create this awareness that these styles are timeless and clas- sical and never go out of style. We have some customers in Spain with shoes that are 25 years old, they changed the sole – but if you look after things well, they last for years to come. And that is a true sign of quality.” Craftsmanship Carmina opened its first store in the UAE at the Mall of the Emirates in November of last year Excellence Carmina manufactures leather shoes that are shipped in the region and throughout the worldNext >