< PreviousCOVER STORY DYUTI PARRUCK 20 CEO MIDDLE EAST 16–31 MAY 2024 zone based on their unique business requirements. The third business model is offshore, ideal for individuals seeking to build wealth without requiring a UAE residence visa. For instance, if conducting business from India to Africa without a physical presence in the Middle East but necessitat- ing certain banking requirements, an offshore setup is recommended. This cost-effective model has gained popularity, evident from the increase in offshore business formations from five to six per month five years ago to 20-30 per month presently. The growth is attributed to the appeal of Dubai’s real estate market, with many investors purchasing properties for investment purposes or rental income. With safety, security, and ease of banking, Dubai has ranked among the top five cities in the world. How do you feel this has made Dubai an even more attractive option for investors? The recent removal of the UAE from the Financial Action Task Force’s grey list, following significant reform progress, has enhanced confidence among investors. This development is expected to result in a rise in sustain- able capital inflows, foreign direct investment, and portfolio flows. This milestone also reinforces the nation’s global financial standing and positions the UAE as an increasingly appealing commercial hub on the global stage. Consequently, Dubai has become even more attractive for businesses worldwide and the Golden Visa programme has further enhanced its appeal. What other services does Decisive Zone offer clients? We provide business services which are business setup, taxation, account- Decisive Zone is dedicated to helping companies and investors find the best-suited solutions when establishing a company in the UAE “DECISIVE ZONE STANDS READY TO ASSIST BUSINESSES IN ESTABLISHING A SEAMLESS PRESENCE IN DUBAI”DYUTI PARRUCK COVER STORY 16–31 MAY 2024 CEO MIDDLE EAST 21 Decisive Zone prides itself on delivering comprehensive support to clients that extends far beyond the initial establishment of the company ing, managing books, and helping with tax compliance laws in the UAE. In May 2024, we launched De- cisive Homes, a boutique real estate company catering to very high-net- worth individuals who are already our clients. We started with three employees and now have over 200. Because of our clients’ requirements, we cater in detail to our clients. At least 12-15 employees are required to input their professional expertise to carve out the correct business trajectory for the client. Our experts include business set- up advisors who are the first people the clients meet. Then we have client relationship managers who help with all of the paperwork, for example, Ejari, which many individuals coming from the US and Canadians are una- ware of. On the back end, we have an administration that does all of the paperwork; we have a taxation expert as well as a CFO who looks after each client to guide what’s required for their business, to name a few. Aside from the Golden Visa programme, how does Decisive Zone differentiate itself? Decisive Zone prides itself on delivering comprehensive support to clients that extends far beyond the initial establish- ment of the company. The company is now ISO-certified for Quality Man- agement Systems. We offer a range of ongoing services, including accounting, marketing, HR, bookkeeping, tax, au- dit management, and strategic business development, to drive success and foster growth for our clientele. Since our inception in 2019, we have remained steadfast in our commitment to trans- parency, ensuring that all our clients are fully informed and empowered to make strategic decisions. Decisive Zone has experienced substantial growth in the last five years, now boasting a valuation of over $27m (AED100m). Maintaining a consistent presence among the top three similar businesses in Dubai, demonstrating its success and impact within the industry. We have earned a place on the plati- num list for all free zones in the UAE and have garnered accolades for the quality of our services from our clients. What began with three experts in 2019 has now evolved into a team of over 200 professionals serving more than 6,000 active clients. Central to our approach is a deep understanding of each client’s unique requirements. By meticulously identifying and analysing our client’s needs, we can offer tailored solutions that encompass every aspect from inception to completion. Unlike many firms, we consoli- date all requisite services, including trade licenses, visas, VAT compliance, into a single invoice for the entire year, providing detailed itemisation and clarity to our clients, thus facili- tating informed budgeting. Our commitment to transparency, coupled with personalised consulting services tailored to individual juris- dictional needs, sets us apart in the industry. We place a strong emphasis on assisting clients in determining the optimal business activities for their licenses and subsequently guiding them through a step-by-step setup process with well-defined timelines. Furthermore, we offer a 100 percent money-back guarantee, ensuring the satisfaction of our clients. At the core of our success is a relentless focus on customer service; we avoid a cookie-cutter approach, instead, prioritising bespoke solutions that have garnered ratings of 4.6 to 4.7 across Google reviews. Our trans- parent pricing, commitment to service excellence, and adherence to timelines have established us as a trusted partner for businesses seeking reliable support in the UAE. Dubai’s reputation as a secure and safe business environment continues to attract interest from global busi- nesses. Decisive Zone stands ready to assist businesses in establishing a seamless presence in Dubai, leverag- ing the city’s burgeoning reputation as a preferred destination for interna- tional investment. TECHNOLOGY 22 CEO MIDDLE EAST 16–31 MAY 2024 t’s a big question – should you go for a product company or a service company? When we look around, it seems even the gi- ants are struggling to make the choice. Microsoft, once a true product company, has now shifted considerably towards services. Even Apple – the iPhone being perhaps the product par excel- lence – now offers a growing number of services. Meanwhile Google started out ate steady revenue, albeit with challenges in maintaining service quality. So, which direction should you go? In this article, we’ll look at each model individually, examine how a product can sometimes become a service, figure out which model might be the most profit- able for you, and then see how, in my view, a hybrid model is often the most robust solution. Let’s jump in. Services versus product companies — what are we talking about? Let’s state this upfront. If you have to choose either/or, then I would say a product company is favourable in most cases. But there are caveats. A product company is centred around the de- sign, development, and distribution of products that possess market appeal. To be successful, though, they must fully commit to continual innovation and enhancement of their offerings, ensuring they remain competitive and relevant in the industry. These companies often require significant investment in production, marketing, and distribution networks, and must always remain aware of changing consumer preferences. So, what can we say about service- based companies? Often found in the B2B space, they generally focus on intangible solutions rather than physi- cal products, with their core operation revolving around delivering expertise, consulting, skills, or other non-physical forms of value. These companies can face scalability constraints due to lack of personnel and are dependent on and vul- nerable to client decisions. It’s vital their services maintain a consistent quality of service as the business grows. When a product becomes a service — the hybrid model In terms of services-only companies, we might think of McKinsey & Company or Accenture. With a product company it’s a little more difficult, even among the classics – let’s say Lego or Whirlpool, who both offer some level of services. While it’s true that product companies can achieve high scalability and potentially larger profits, they face significant challenges in innovation, market adaptation, and upfront investment SERVICES VERSUS PRODUCT COMPANIES – WHAT WOULD YOU RATHER HAVE? Pure service companies provide intangible offerings such as consultancy, maintenance, or subscription-based services I OUTLOOK BY KARL HOUGAARD, FOUNDER AND MANAGING PARTNER OF TRADE LICENSE ZONE offering the service-to-end-all-services – Search – and now makes hardware products as well. While it’s true that product com- panies can achieve high scalability and potentially larger profits, they face sig- nificant challenges in innovation, market adaptation, and upfront investment. On the other hand, service companies may not scale as rapidly but can foster stable, long-term client relationships and gener-OUTLOOK 16–31 MAY 2024 CEO MIDDLE EAST 23 But more than that, there’s been a sizable shift in the tech world from product to service. Before the emer- gence of Software as a Service (SaaS), the prevalent model was software as a product, often referred to as on-premise software. This traditional model in- volved the one-time direct purchase for indefinite use of software on individual computers or servers, often requir- ing significant upfront costs, ongoing maintenance, and manual updates. The transition to SaaS revolution- ised how software is delivered and used, using a cloud-based approach where software is hosted by the service provid- er and made available to customers over the internet, usually on a subscription basis. Customers pay a recurring fee to access the software, receive automatic updates, and can scale up and down to their current needs while accessing it from anywhere. So, we might call this a product/service mix – a hybrid model. Tech companies large and small didn’t just shift to a service model for fun. Clearly, the customer retention factor and profitability played a role in this move, even though maintaining infrastructure is costly. So, when you think about your company, are you in fact selling a product that you could shift to a service model? Or at least incorporate some service elements? Which is most profitable? The short answer is there is no answer. But here’s what I think you should keep in mind: Once a product is developed, it can be sold multiple times without sig- nificant cost increases. For example, tech giants like Apple or Microsoft can gain high margins through mass-market distri- bution. The initial investment in research and development can be large, but the return on investment can be substantial if the product gains market acceptance. In this way, product companies can achieve higher profit margins once they’ve recouped the initial development costs. Expanding their customer base doesn’t usually result in significant addi- that connect the products with the market. Product longevity is increasingly significant in an era marked by rapid technological changes, and enabling a product to remain relevant over time is a delicate balance to strike. For services companies, these factors have the most influence over profitability: • Specialising in a particular domain allows a business to attract top-tier clients and establish enduring rela- tionships. This specialisation not only positions the company as a leader in its field but also creates a strong value proposition. Consistently delivering exceptional value reinforces this trust, encouraging repeat business, which enhances revenue streams. • Cost efficiencies through lower startup costs and reduced inventory demands play a crucial role in financial health. Achieving this allows businesses to maintain agility and adapt to market changes more effectively. The growth potential of a service-oriented busi- ness is significantly influenced by its capacity to scale operations, growing the workforce in a sustainable way and matching demand without compro- mising on service quality. • Building a reputation for outstand- ing service quality leads to increased client referrals and a larger volume of business. Targeted specialisation allows a company to operate within markets where it can offer unique value, reducing competitive pressures. Through strong differentiation, a company can command higher prices for its expertise. To my mind, the binary choice between product and service is no longer a constraint for modern businesses. The emergence of hybrid models offers a versatile strategy, combining the upfront revenue potential of product sales with the sustained income and customer en- gagement of service offerings. This ap- proach can leverage the strengths of both models, and it’s something new business owners should consider before choosing one at the expense of the other. A high-quality product creates a strong brand affinity among consumers, Hougaard says tional expenses, hence potentially higher profitability. In contrast, pure service companies provide intangible offerings, such as consultancy, maintenance, or subscription-based services. These firms often face challenges in scaling, as the growth typically requires proportional increases in human resources. Their profit margins might not always match those of product companies due to the cost of personnel and the bespoke nature of many service offerings. How- ever, service firms can excel in creat- ing long-term client relationships and steady revenue streams through retainer contracts and ongoing engagements. Factors influencing profitability For product companies, profitability is influenced by these key factors: • A high-quality product not only sets a company apart from competitors but also creates a strong brand affinity among consumers. By minimising production costs and optimising your supply chain, businesses can deliver quality products while maintaining financial health. • Keeping a keen eye on consumer behaviour is critical. Understanding market needs and trends is not just about staying relevant – it’s about pre-emptive- ly adapting to changes and holding that competitive edge. • The effectiveness of distribution networks is vital as these are the lifelines TECHNOLOGY 24 CEO MIDDLE EAST 16–31 MAY 2024 avvy investors are always on the lookout for emerging opportunities that promise substantial returns while mitigat- ing risks. In recent times, Marrakech has emerged as a beacon of promise, the projected direct tourism contribu- tion of Marrakech to Morocco’s GDP in 2026 is estimated to be around $1.4bn. Economic stability At the heart of Marrakech lies the stable political climate and robust economy of Morocco. With GDP growth estimates of 3.1 percent in 2024, 3.3 percent in 2025, and 3.5 percent in 2026, according to the World Bank, Morocco showcases a solid economic foundation that instils confidence in investors. The country’s consistent economic growth, sup- ported by prudent fiscal policies and structural reforms, creates a conducive environment for investments to thrive. Marrakech, as a significant economic hub within Morocco, benefits im- mensely from this stability, offering investors a secure and reliable platform for their ventures. Strategic location Strategically positioned at the cross- roads of Europe and Africa, Marrakech enjoys a coveted geographic location that serves as a bridge between conti- nents. This strategic positioning offers unparalleled advantages for businesses looking to expand their reach into di- verse markets. Marrakech’s accessibility and connectivity make it an ideal base for companies seeking to tap into the burgeoning markets of both Europe and Africa. Furthermore, the city’s modern infrastructure and well-devel- oped transportation networks enhance its appeal as a strategic investment destination, facilitating seamless trade and commerce across borders. Rising capital markets Marrakech serves as a catalyst for foreign portfolio investment, exem- plifying the nation’s commitment to equitable treatment under its legisla- tion for all entities – domestic and foreign alike. Notably, the Casablanca Morocco’s GDP growth projections of 3.1 percent in 2024, 3.3 percent in 2025, and 3.5 percent in 2026 bolster investor confidence WHY GCC INVESTORS ARE POURING MONEY INTO MARRAKECH Marrakech offers a diverse range of real estate investment opportunities, El Masri says S INVESTMENT BY HAYSSAM EL MASRI, SENIOR EXECUTIVE OFFICER OF ENTO CAPITAL attracting the attention of investors worldwide. The red city stands as a gateway to growth for astute investors, with its unique blend of economic sta- bility, strategic location, and booming tourism industry. According to Statista, INVESTMENT 16–31 MAY 2024 CEO MIDDLE EAST 25 Stock Exchange (CSE) distinguishes itself in the region with its unwavering open-door policy, warmly welcoming foreign participation. This unrestricted access echoes Morocco’s steadfast dedi- cation to nurturing global investment prospects, with Marrakech standing as a dynamic hub of opportunity. Growing tourism industry Marrakech’s allure as a tourism power- house cannot be overstated. With over two million tourists visiting annually, according to Statista, the city has firmly established itself as a premier destination on the global tourism map. Marrakech’s rich cultural heritage, vibrant souks, and architectural marvels such as the iconic Jemaa el-Fnaa and the majestic Kout- oubia Mosque captivate visitors from around the world. The tourism industry injects billions into the local economy, creating a ripple effect of economic prosperity. The tourism sector in Mar- rakech presents a lucrative opportunity for investment, with various avenues ranging from hospitality and leisure to retail and entertainment. Infrastructure development Investments in infrastructure projects are reshaping the landscape of Mar- rakech, paving the way for economic growth and development. The city’s infrastructure initiatives encompass a wide range of projects, includ- ing transportation networks, urban development, and real estate ventures. These developments not only enhance the city’s liveability and attractive- ness but also create opportunities for investors across various sectors. From investing in commercial and residential real estate to financing infrastructure projects, investors have ample oppor- tunities to contribute to Marrakech’s development while reaping substantial returns on their investments. Government support The Moroccan government’s proactive number of visitors. For investors, this supportive regulatory environment pro- vides assurance and confidence, making Marrakech an attractive destination for investment across various industries. Green investments Green investments are at the forefront of Morocco’s agenda, with Marrakech emerging as a key player in the na- tion’s push towards sustainability. Mo- rocco is heavily investing in renewable energy, aiming for 52 percent installed capacity by 2030 and 40 percent re- newable energy consumption by 2035. The country’s New Development Model emphasises green investments like smart grids, green hydrogen, and energy storage. Real estate boom Marrakech is experiencing a real estate boom, driven by increasing demand for residential, commercial, and hospitality properties. The city’s growing popula- tion, coupled with rising disposable incomes and urbanisation trends, has fuelled demand for real estate across all segments. From luxury villas and upscale apartments to commercial office spaces and boutique hotels, Marrakech offers a diverse range of real estate investment opportunities. The city’s ro- bust tourism industry further amplifies demand for hospitality properties, mak- ing Marrakech an attractive destination for real estate investors seeking capital appreciation and rental income. Gross rental yields in Morocco are robust, as indicated by research con- ducted by the Global Property Guide. Particularly in Marrakesh, investors can anticipate impressive returns, with rental yields ranging from approximate- ly 7.29 percent to 9.18 percent annually. As investors chart new horizons in Marrakech, they not only contribute to its ongoing growth and development but also partake in a journey of pros- perity and cultural immersion unlike any other. “MARRAKECH ENJOYS A COVETED GEOGRAPHIC LOCATION THAT SERVES AS A BRIDGE BETWEEN CONTINENTS” The tourism sector in Marrakech presents a lucrative opportunity for investment approach to attracting foreign invest- ments has been instrumental in fuelling Marrakech’s growth and development. Through investor-friendly policies, in- centives, and reforms, the government aims to create an enabling environ- ment that fosters economic growth and encourages investment. Initiatives such as the Industrial Acceleration Plan and the National Tourism Development Strategy demonstrate the government’s commitment to supporting key sectors and driving sustainable economic de- velopment. In 2023, Morocco allocated $580m towards the development of its tourism sector by 2026, aiming to enhance its appeal and draw a greater TECHNOLOGY 26 CEO MIDDLE EAST 16–31 MAY 2024 n a world where personal and family needs constantly com- pete with endless distractions and desires, the significance of saving can sometimes escape notice. While the allure of weekend getaways, new technology, or fashionable attire can be strong, these seemingly minor indul- gences have the potential to accumu- late over time, creating a vulnerability to unforeseen circumstances. What happens when a medical emergency children’s education. Indeed, National Bonds experienced an impressive surge in 2023, with regular investors grow- ing by 122 percent and new customers growing by 215 percent. Although the pandemic accelerated this shift in fi- nancial behaviour, the seeds have been planted over years of dedicated efforts. The crucial intersection of financial education and innovation A two-fold strategy involving financial education and innovation is funda- mental for cultivating a sustainable saving culture. Rather than simply be- ing encouraged to save, UAE citizens and residents alike need to be equipped with the knowledge to make informed financial decisions, from understand- ing financial products and terminology to budgeting techniques. An inspir- ing model for raising financial literacy levels throughout the nation is The The saving culture drives prosperity across the UAE INVESTING IN OUR COMMON FUTURE The UAE has long recognised the critical role that retirement planning holds in safeguarding the stability and financial independence of both UAE nationals and residents, Al Ali says I INVESTING BY MOHAMMED QASIM AL ALI, GROUP CEO OF NATIONAL BONDS comes up? Or when a game-changing opportunity arises, but is hindered by financial limitations? Thankfully, we can now confi- dently say that the saving culture has taken root in the UAE – and shows no signs of receding. A recent survey reveals that 89 percent of UAE par- ticipants have set financial goals for 2024, with top priorities including increasing existing savings, planning for retirement, and allocating funds for INVESTING 16–31 MAY 2024 CEO MIDDLE EAST 27 Young Investor, the first-ever educa- tion programme in the Middle East designed to foster financial awareness at an early age. Saving requires patience, determi- nation, consistency, and commitment to the cause. In some ways, it is among our greatest weapons against uncertain- ty, fear, and insecurity. But although education paves the way, saving also re- quires access to the right tools that will make the journey easier, more motivat- ing, and even more rewarding. National Bonds has emerged as a leader in this field, exemplifying the importance of a pioneering, innova- tion-focused approach. Consider the company’s mobile app as an example. Through a user-friendly interface, Na- tional Bonds offers a comprehensive set of features that enable convenient sav- ing on the go, anytime and anywhere, eliminating traditional barriers. The successful digitisation of the saving and investment experience has resulted in National Bonds gaining 74 percent more customers via the app in 2023. Still, innovation extends beyond technology. The specialist UAE savings and investment company has developed a diverse portfolio of Sharia-compliant saving and investment solutions, catering to all segments of the country’s vibrant population. Because when it comes to securing one’s future, income should be irrelevant and solutions should be tai- lored to unique needs. Attractive loyalty programmes can further incentivise sav- ing, allowing customers to enjoy extra benefits while securing their financial fu- ture. For instance, National Bonds gives UAE citizens and residents the chance to win prizes from a massive AED 35.5m rewards pool, making regular saving more engaging, exciting, and fun. Collective action on multiple fronts delivers results Aside from individual saving habits, employers can also be instrumental in stimulating financial security for their unlock even greater wealth for the na- tion as a whole. The UAE government has long recognised the critical role that retire- ment planning holds in safeguarding the stability and financial independence of both UAE nationals and residents. Underscoring the need of instilling a saving culture at both the individual and institutional levels, National Bonds works with the government in order to create the necessary funds that will en- able employers to enhance the financial wellbeing of their employees. As we navigate the path towards economic diversification and sustain- able growth,The UAE government has long recognised the critical role that retirement planning holds in safeguarding the stability and financial independence of both UAE nation- als and residents. A financially secure population is less vulnerable to debt risks, leading to enhanced overall well- being. This translates into a stronger, more empowered society capable of overcoming economic challenges and investing in future generations. By prioritising financial literacy ini- tiatives, spearheading innovation across all aspects, and cultivating strong and im- pactful collaborations between stakehold- ers, National Bonds remains dedicated to actively supporting the long-term financial security and prosperity of the UAE, its citizens and its residents. “A FINANCIALLY SECURE POPULATION IS LESS VULNERABLE TO DEBT RISKS, LEADING TO ENHANCED OVERALL WELL-BEING” Encouraging companies to invest employee end-of-service benefits in modern pension schemes, such as National Bonds’ Golden Pension Plan, presents a win-win opportunity workforce. Think about the end-of- service benefits, a concept which is commonplace in the UAE. Tradition- ally, these benefits are handed out in a single payment. Yet, this approach might end up in impulsive spending or trouble managing big sums of money. Encouraging companies to invest employee end-of-service benefits in modern pension schemes, such as National Bonds’ Golden Pension Plan, presents a win-win opportunity. Especially when 82 percent of UAE employees state they would be open to employers investing their end-of- service benefits. This forward-thinking approach empowers employees to secure a retirement plan while pro- moting economic activity within the country. Since these funds are strategi- cally invested and circulated, all sectors of the UAE economy can receive a significant boost that can potentially TECHNOLOGY 28 CEO MIDDLE EAST 16–31 MAY 2024 hort-term and freelance work – the so-called gig economy – doesn’t sound like the sort of employment that would thrive in the UAE. For years, the only people who could get visas were those who had a job offer - a secure source of income, from an employer who will pay for your health insurance and give you a gratuity when you leave. But times have changed, and these days not only is it possible to get a freelance work permit, but there are thousands of people living here who are ready and willing to take on short- term, temporary work. The bulk of these are people living here with others — the spouses and children of residents, and also students. I have 5,000 students under my care at Heriot-Watt Univer- sity Dubai and all of them are allowed to work. Plus, in 2021, the UAE government announced that teens — Emiratis and expats — aged between 15 to 18 years old and residing in the country can get a work permit, valid for a period not exceeding one year. The gig economy’s emergence in the UAE can be attributed to sev- eral factors, including technological advancements, changing consumer behaviours, and the desire for greater flexibility among workers. The pan- demic also saw a shift in how people preferred to work, some due to neces- sity and some due to choice. More companies are now looking to hire freelancers as it offers flexibility to both the company and the individual. Globally, this is big business. While transportation services account for more than half, the global gig econ- omy accounts for up to 12 percent of the labour market, according to Data from The World Bank, and research from Staffing Industry Analysts esti- mates that the gig economy generated $5.4 trillion in revenue in 2021. In 2022, approximately 36 percent of the American workforce embraced the role of independent contractors, as per If you are to be a leader of one or more people who you do not know and possibly even have never met in person, then how should this affect your leadership style? LEADERSHIP IN THE GIG ECONOMY: WHAT I HAVE LEARNED FROM WATCHING THE EMIRATES FLIGHT CREW Emirates’ multicultural cabin crew hail from more than 140 nationalities and speak 130 languages S LEADERSHIP BY PROFESSOR DAME HEATHER J. MCGREGOR, PROVOST AND VICE PRINCIPAL AT HERIOT-WATT UNIVERSITY DUBAILEADERSHIP 16–31 MAY 2024 CEO MIDDLE EAST 29 research by Statista. What does leadership look like in the gig economy? If you are to be a leader of one or more people who you do not know and possibly even have never – and never will – meet in person (much of the work is done remotely) then how should this affect your leadership style? How can you get results? Personally, I think a lot can be learned about leadership in the gig economy from watching a cabin crew team working under their leader on an Emirates flight. The airline now employs 21,500 cabin crew and will recruit another 5,000 this year. 1,180 of those are pursers, the crew who are leaders, who oversee the whole team (roughly 16-20 people) on an A380. Selecting 16 people from 21,500 for a flight means that it is almost a certainty that the team will never have met each other until an hour before, and the purser will have to lead them in the seamless service that the airline prides itself on. I have probably seen rather too many Emirates flights of late, as my travel schedule has taken off, but I never fail to be impressed at the way the purser always delivers clear and effective leadership of a bunch of strangers for a limited period of time. They might not be freelancers, but the principles applied to leading those you don’t know are very similar. Here is how those pursers ensure that the team works well for them, and delivers the passenger experience and safety: Communication: It is essential to have clear communication with those you are leading. Setting expectations on both ends, creating clear do’s and don’ts, being vocal about the needs of the company and listening to what the employees need as well. Emirates do that in their training, and with their documentation. Make sure you, too, have written down exactly what you expect and rules you may have for those and note any exceptional performance. If a freelancer has done a great job, re- member to thank them and note their name so that you can direct more work their way in the future. Offer career growth: The gig economy doesn’t necessarily have the same hierarchy as the traditional work- place. Career progression is not always about the money, either; it’s also about growing in expertise, which many workers want for themselves. Create an environment that offers progression irrespective of where they work from. Also, offering learning courses online for employees to upscale themselves is important. Emirates continually trains and retrains their crew and points out that cabin crew experiences excel- lent career progression, including upgrading to higher cabin classes and becoming a cabin supervisor, pursers, or trainers. Collaborative culture: Collabo- ration between crew members on a flight is easy to see, and it is essential in the gig economy, where work is generally project-based. Encourag- ing cross-functional collaboration, fostering a sense of community, and celebrating collective achievements contribute to a cohesive and produc- tive gig economy workforce. Diversity and inclusion: The gig economy is not bound by borders; you can hire people from across countries as long as they align with your time- lines and work culture. Hiring from different countries and cultures can bring a diverse perspective to the work and help the company grow. Emir- ates’ multicultural cabin crew team hail from more than 140 nationalities and speak 130 languages. The gig economy is here to stay, and the skills of leading those who you do not know, and may never meet, are ones that every leader could usefully develop. Next time you board an Emirates plane, watch carefully! “CAREER PROGRESSION IS NOT ALWAYS ABOUT THE MONEY; IT’S ALSO ABOUT GROWING IN EXPERTISE, WHICH MANY WORKERS WANT FOR THEMSELVES” McGregor says hiring from different countries and cultures can bring a diverse perspective to the work and help the company grow who work for you, and offer training on your systems or procedures. Practising trust: A purser can’t watch over 20 crew at the same time, and similarly a leader of freelancers might not be able to see them work physically. Far removed from desk jobs, the gig economy is all about working from anywhere at most times. Leaders are no longer able to keep an eye on employees. You have to trust that those who work for you will do a good job. If they don’t, then it is simple – don’t hire them again. Praise and reward those who do an exceptional job for you: After the flight, the purser will thank the crew Next >