15–30 APRIL 2024 #207 CEO MIDDLE EAST 15–30 April 2024ISSUE #207 SELF-MADE BILLIONAIRE Meet the Masala King, Dr. Dhananjay Datar, the Chairman and Managing Director of Al Adil Trading Company UAE AED 20 KSA SAR 20 BAHRAIN BHD 2 KUWAIT KWD 2 OMAN OMR 2 QATAR QAR 20 The biggest interviews The best commentary Subscriber exclusives Dedicated newsletters Join the community Unlimited access to15–30 APRIL 2024 CEO MIDDLE EAST 3 15–30 APRIL 2024 #207 SELF-MADE BILLIONAIRE Meet the Masala King, Dr. Dhananjay Datar, the Chairman and Managing Director of Al Adil Trading Company 20 COVER STORY Meet the Masala King, Dr. Dhananjay Datar, the Chairman and Managing Director of Al Adil Trading Company 10 OUTLOOK The future holds promise for significant advancements in how we work, eat, create and collaborate, says Hamed Ahli, Head of Free Zone at Meydan Free Zone 18 EDUCATION Quality education serves as a linchpin, not merely for individual development, but as a powerful force for societal transformation, believes Lana Dajani, Director of Admissions and Operations for Georgetown University’s Executive MBA Dubai Programme 48 TIMEPIECES A stellar Royal Oak Perpetual Calendar in collaboration with singer John Mayer 20 10 18 48 15–30 APRIL 2024 #207 CONTENTS4 CEO MIDDLE EAST 15–30 APRIL 2024 TECHNICALLY ADVANCED INTERIOR TO MATCH CLASS- LEADING PERFORMANCE THE BIG PICTURE BY EDWARD LIAMZON The Aston Martin DBX707 becomes the marque’s single powertrain in the ultra-luxury performance SUV portfolioTHE BIG PICTURE 15–30 APRIL 2024 CEO MIDDLE EAST 5 aunched in 2022, the Aston Martin DBX707’s unique blend of immense perfor- mance, exceptional dynamics, un- matched style and true luxury saw it rap- idly ascend to the pinnacle of the sector, as the true Supercar of SUV’s. Such is the overwhelming popularity of the multiple award-winning DBX707 that it now becomes the marque’s single powertrain in the British ultra-luxury performance brand’s SUV portfolio. Comprehensive upgrades to the interior are central to the new DBX707, with the adoption of Aston Martin’s state-of-the-art in-house developed infotainment system and a striking new cabin architecture. This transforma- tive enhancement showcases exemplary deployment of craft and innovation combining immaculate design and indulgent luxury with a formidable suite of connected car technology. Marco Mattiacci, Global Chief Brand and Commercial Officer of Aston Martin said of the new DBX707: “With its best-in-class performance and dynam- ics, world-class design and the highest levels of luxury, the DBX707 immedi- ately established a new ultra-luxury SUV benchmark. Now upgraded with state-of- the-art technology and a completely new interior the DBX707 moves the game on once more, further elevating the standard by which all competitors are judged”. In parallel to a comprehensive inte- rior redesign, the DBX707 now receives Aston Martin’s next-generation infotain- ment system. This entirely bespoke, fully integrated multi-screen system features wireless Apple CarPlay and Android Auto plus multiple USB-C connections and full online connectivity supported by the Aston Martin customer app. Striking a perfect balance between touchscreen commands and the positive tactility of physical switches, DBX707 features buttons for the key mechani- cal operations of gear selection and drive mode, continuing Aston Martin’s philosophy of creating the perfect blend between digital and analogue controls. L6 CEO MIDDLE EAST 15–30 APRIL 2024 ello and welcome to the mid-April edition of CEO Middle East. Leadership lies at the heart of any successful business. A clearly defined vision and purpose, set out by those at the top, is what inspires employees and drives strategic direction. Dur- ing changing economic conditions, having a steady hand at the helm who can make tough decisions while still motivating people is invaluable. Strong leaders forge a coherent company cul- ture and instil a passion that permeates throughout the organisation. They recruit and develop top tal- ent, understanding that people are their greatest asset. By empowering teams and fostering accountability, lead- ers unleash creativity and innovation to solve problems. Interacting with customers and stakeholders to gain insights, and responding nimbly to shifts in the marketplace also requires leadership acumen. Representing the company externally with stakeholders builds trust and reputation. Proficient resource management by leadership ensures operational efficiency and financial health even in lean times. Responsible fiscal oversight coupled with smart risk-taking allows busi- nesses to weather economic storms and QUESTIONS? COMMENTS? Share your views on thought leadership and innovation by getting in touch: matthew.amlot@itp.com MATTHEW AMLÔT, EDITORIAL DIRECTOR @MATTHEWAMLOT LEADERS SHOULD LEAD H EDITOR’S LETTER seize emerging prospects. All of these capabilities combine to deliver results that enrich both clients and sharehold- ers over the long term. Without astute leadership, even the best-crafted busi- ness plans are unlikely to succeed. As we head into the second quarter of 2024, it is a time to reflect on how the year has progressed so far for both the region’s business community and for CEO Middle East. While economic headwinds from inflation and geopo- litical instability continue to impact many sectors, it is in challenging times that leadership is needed most. Great leaders are those who can navigate disruption smoothly and keep their organisations focused on long term success, even as short-term uncertainty remains. Throughout this publication, we aim to celebrate the entrepreneurs and CEOs across the Middle East who are demonstrating courageous and vision- ary leadership on a daily basis. This month on page 20, we highlight an- other inspiring story of entrepreneurial grit and determination in our feature on Dhananjay Datar, the self-made Masala King. Beginning with almost noth- ing, Datar climbed to the top through relentless hard work, perseverance and a refusal to accept insult or limitation. His journey serves as a powerful reminder of what focused individuals can accom- plish regardless of background. Beyond profiles of individual lead- ers, this issue also examines broader issues that business heads in the region must grapple with. On page 10, we ex- plore insights into emerging technolo- gies that could reshape entire indus- tries over the next century. As digital transformation accelerates, forward- thinking companies will be those best able to leverage new opportunities around everything from AI to biotech. Our analysis on page 28 examines how innovations in sustainability combined with demand for green spaces could unlock real estate value in the UAE by 2024. With climate action an ever- greater priority, businesses must play a role in developing viable solutions. No CEO’s work is ever truly finished as well. Our articles on pages 36 and 38 respectively, focus on the importance of regular self-assessment for optimising one’s leadership abilities, as well as foster- ing a culture where startups feel em- powered to make positive social impacts. Continuous learning and giving back to community will be hallmarks of the com- panies that thrive over the long run. With that I’ll let you get to reading. Until next time. 15–30 APRIL 2024 CEO MIDDLE EAST 7 UAE AED 20 KSA SAR 20 BAHRAIN BHD 2 KUWAIT KWD 2 OMAN OMR 2 QATAR QAR 20 15–31 MARCH 2024 #205 With the year marking the company’s 50th anniversary, Emami Director Prashant Goenka reveals how the FMCG leader aims to provide innovative solutions that meet the diverse needs of consumers in the Middle East Withthkith’50thiEiDitWiththeyearmarkingthecompany’s50thanniversaryEmamiDirector THE GOLD STANDARD The publishers regret that they cannot accept liability for error or omissions contained in this publication, however caused. The opinions and views contained in this publication are not necessarily those of the publishers. Readers are advised to seek specialist advice before acting on information contained in this publication which is provided for general use and may not be appropriate for the reader’s particular circumstances. The ownership of trademarks is acknowledged. No part of this publication or any part of the contents thereof may be reproduced, stored in a retrieval system or transmitted in any form without the permission of the publishers in writing. An exemption is hereby granted for extracts used for the purpose of fair review. PO BOX 500024, DUBAI, UAE +971 4 4 44 3000 OFFICES IN ABU DHABI, DUBAI, LONDON, MUMBAI, RIYADH & GENEVA PUBLISHED BY AND © 2024 ITP MEDIA GROUP FZ-LLC MEDIA ITP MEDIA GROUP CEO ALI AKAWI CFO TOBY JAY SPENCER-DAVIES MANAGING DIRECTOR ALEX REEVE MANAGING DIRECTOR ANIL BHOYRUL EDITORIAL EDITORIAL DIRECTOR MATTHEW AMLÔT matthew.amlot@itp.com SUB EDITOR EDWARD LIAMZON SENIOR DESIGN MANAGER GERI BATARASONNY ART DIRECTOR MOHAMMED IRQSOSY ADVERTISING GENERAL MANAGER MIREI AVDOU +971 4 444 3215 mirei.avdou@itp.com GROUP COMMERICAL DIRECTOR ANDY SULAHIAN +971 4 444 3597 andy.sulahian@itp.com SENIOR COMMERCIAL MANAGER SAMIR GLOR + 971 4 444 3320 samir.glor@itp.com GROUP COMMERCIAL MANAGER NEHA SIKRI + 971 4 444 3353 neha.sikri@itp.com COMMERCIALMANAGER PALLAVI CHOUDHAARRYY + 971 4 444 335959 pallavi.choudharryy@i@itp.p.coomm EVENTS & MARKETING SENIOR MARKETING & EVENTS MANAGER ANTHONY CHANDRAN +971 4 444 3685 anthony.chandran@itp.com SENIOR EVENTS MANAGER SHIVANGI ROY +971 4 444 3460 shivangi.roy@itp.com VIDEOGRAPHY VIDEOGRAPHER MUHAMMAD KALEEM VIDEO EDITOR LIJU CHERUVATHUR PRODUCTION PRODUCTION MANAGER DENNY KOLLANNOOR PRODUCTION COORDINATOR MANOJ MAHADEVAN SENIOR IMAGE EDITOR EMMALYN ROBLES DISTRIBUTION HEAD OF DISTRIBUTION AND NEWSTRADE ABDULRAHIM ALPARAMBIL DISTRIBUTION COORDINATOR AVINASH PEREIRA CIRCULATION EXECUTIVE RAJESH PILLAI ITP LIVE GENERAL MANAGER AHMAD BASHOUR UAE AED 20 KSA SAR 20 BAHRAIN BHD 2 KUWAIT KWD 2 OMAN OMR 2 QATAR QAR 20 APRIL 2024 #206 Samuel Saba, Chairman, Infinity Group, reveals the firm’s plans for the near future SllSSbSamuelSabaChihIIfiititGChairmanInfinityGroup DEVELOPING THE FUTURE8 CEO MIDDLE EAST 15–30 APRIL 2024 oday’s complex landscape has compelled organisations to continuously reinvent them- selves. Fundamental to this, has been the quest to drive business growth through internal learning and develop- ment (L&D). However, this is laced with challenges. A recent study (Mur- ray, 2021) found that just 8 percent of L&D teams calculate ROI for their learning programmes. The central risks relate to costs and inability to measure their ROI. Nonetheless, L&D remains core when driving organic growth and building innovative capabilities. Thus, the challenge remains: How can organisations build and measure the impact of their L&D programmes to fuel their growth agendas? We have identified that the most effective learning and development programmes focus on the following ar- eas to address this enigmatic problem. Step 1: Business-centric continuous learning Aligning an organisation’s culture with its vision, mission and values is key to continuous learning and driving employees’ skill development. This may seem obvious, but many organisa- tions are unbale to operationalise and drive this linkage. Mission-driven talent management ensures the alignment of learning initiatives and articulates the ‘what’ and ‘how’ in realising our vi- sion… the inspirational ‘where’. Achieving this requires implement- ing needs analysis across individual, team, and functional needs, tied to business needs and capabilities. Here, assessing industry trends needs to be augmented by looking into other sectors and keeping abreast of macro developments. For instance, many Cus- tomer Experience leaders source their insights from luxury hospitality, but also through the tech sector; regardless of if they are coming from banking or even healthcare. Such cross-sectoral insights not Aligning an organisation’s culture with its vision, mission and values is key to continuous learning and driving employees’ skill development IMPROVING THE IMPACT OF ORGANISATIONAL LEARNING AND DEVELOPMENT Carefully curated programmes and the strategic engagement between human capital and all business functions ensures alignment with strategic organisational objectives BY DR. EHSSAN ABDALLAH AND RAYAN TARABAY OF ADAPTIVE GLOBAL T LEADERSHIPLEADERSHIP 15–30 APRIL 2024 CEO MIDDLE EAST 9 only enhance the lens towards oppor- tunities and risks, they also remove the narrow developmental pathways many organisations face when it comes to growing talent. Step 2: Embrace a continuous, but measurable learning culture Strategically aligning L&D initiatives with organisational objectives provides a meaningful platform that all can aim towards. Understanding current-state capabilities against future business needs, in a quantifiable manner, helps identify the sweet spots that gener- ate the greatest traction. Here, leaders need to be adroit at calculating the costs required, but also assessing the tangible (i.e. building a team’s understanding of the latest Risk Best Practices) and intan- gible (i.e. developing a high performer to take on greater tasks) upside. However, building talent develop- ment engines cannot be random. This needs a methodical approach with long vs short term trade-offs factor- ing in succession and performance management inputs. Developing such an engine ensures organisations can foster of a continuous learning culture where development is not just a tokenistic ‘nice-to-have’. Shell’s global LEAD (Lead-to-Engage-And-Deliver) Programme is a renowned case of how individuals can grow together with the organisation through a meaningful and strategic learning culture based focus- ing on the aspired ‘to-be’ state. Step 3: Personalise learning experiences aligned to organisational strategy Enterprise-driven talent engines are crucial for overcoming organisational inertia when it comes to growth. Within this, it is imperative that learning experiences are tailored based on resources, feasibility; and to also cater for diverse learning prefer- ences. Enter the line-manager. Their role is vital in ensuring that perfor- However, decision-makers need to continuously assess the impact of their initiatives. Key metrics and the careful tracking of L&D interventions, aligned to individual and organi- sational performance become vital. Google’s “Geist” survey and exten- sive employee training programmes through “Google University,” not only foster alignment with strategic goals but also mitigate the risks associ- ated with “just-in-time” succession. From a ‘nice-to-have’ to a strategic asset… L&D strategy requires organisations to implement an integrated full-court press. This involves placing long-term bets rather than using L&D as merely a ‘symbolic carrot’. Achieving this requires developing internal human capital aligned to current and future business needs. Embracing such a cul- ture of continuous learning, requires managers to push the needle on how to grow their teams, but enabled and supported through the organisation’s L&D infrastructure. This needs to be continuously measured and moni- tored, with leaders willing to course- correct and adjust as the business landscape evolves. Are you ready to change your learning and development game? “ENTERPRISE-DRIVEN TALENT ENGINES ARE CRUCIAL FOR OVERCOMING ORGANISATIONAL INERTIA WHEN IT COMES TO GROWTH” Strategically aligning L&D initiatives with organisational objectives provides a meaningful platform that all can aim towards, believes Dr. Ehssan Abdallah (left) and Rayan Tarabay mance, experience, and aspiration are captured and fed into the overall talent engine. With this vital data, the talent custodians can design and chart various pathways and laser-like interventions (i.e. formal vs informal, communities of excellence, mentor- ing etc.) that accelerate role-readiness, but also reduce costs related to talent acquisition. The results of which are greater organisational engagement, motivation, and performance. Step 4: Iterate and optimise learning and development Carefully curated programmes and the strategic engagement between hu- man capital and all business functions ensures alignment with strategic or- ganisational objectives. It also reduces the risks of “just-in-time” succession. Next >