< PreviousCOVER STORY 20 Edge/ September 2024 Edge_Sep2024_20-25_Cover Story_13355887.indd 20Edge_Sep2024_20-25_Cover Story_13355887.indd 2003/09/2024 15:2703/09/2024 15:27COVER STORY Edge/ September 2024 21 THE MAN BEHIND THE MACHINE How Miguel Khouri is driving GBM Abu Dhabi’s vision and shaping the future of tech across the Middle East Words by Sindhu V Kashyap Edge_Sep2024_20-25_Cover Story_13355887.indd 21Edge_Sep2024_20-25_Cover Story_13355887.indd 2103/09/2024 17:5403/09/2024 17:54COVER STORY 22 Edge/ September 2024 I had even informed all my contacts about my departure,” Khouri recalls. But life had other plans. Owing to the strong ties between IBM in Saudi Arabia and GBM, Khouri sent a last-minute email to GBM, indicating his imminent departure and off ering a point of contact in his stead. “Within fi ve minutes of sending that email, I got a response that caught me off guard,” he says. “They asked me, ‘Where are you going?’ I hadn’t expected such a swift reply, let alone the interest they showed.” What followed was a whirlwind of events. Within 24 hours, Khouri was on a fl ight to Dubai for an impromptu interview. “By the time I returned from the interview, they had already extended an off er to me,” he shares. “It wasn’t about negotiating salary or benefi ts. For me, it was about the culture, the structure, and the opportunity to grow.” That decisive moment marked the beginning of Khouri’s enduring relationship with GBM, built on mutual respect, shared values, and a common vision for the future. For Khouri, GBM is more than just a job— The Middle East’s tech scene is undergoing a massi ve transformation, and Gulf Business Machines (GBM) is at the forefront of this change. Since its inception, GBM has become a key player in the region’s tech landscape, synonymous with innovation, resilience, and a deep understanding of local markets. Leading this remarkable journey for almost 20 years is Miguel Khouri, the General Manager of GBM, Abu Dhabi, whose leadership is as much about fostering a people-centric culture as it is about delivering strategic technological solutions. “GBM is not just a company; it’s a home,” Khouri proudly states. His nearly two- decade-long journey with the organisation began in a twist of fate, refl ecting his strong belief in the importance of seizing the right opportunities. At the time, Khouri was working in Saudi Arabia for a company closely affi liated with IBM and had already secured a position with another organisation. “Everything was set. My house was ready, my bags were packed, and my tickets were booked. it is a community, a family, and a platform where individuals are encouraged to thrive and reach their full potential. “I’ve been here for nearly 20 years, and every single day, I feel that same sense of belonging,” he said. “GBM is unique because it merges the best of both worlds: the ethical and structural foundations of an international organisation with the agility and nuanced understanding of a local company.” This duality, Khouri explains, gives GBM its competitive edge in the Middle Eastern market. The Middle East’s tech landscape is in the middle of a signifi cant transformation, driven by ambitious national visions like Saudi Arabia’s Vision 2030 and the UAE’s many digital initiatives. These programmes aim to diversify economies traditionally dependent on oil, steering them towards becoming global innovation hubs. With substantial investments in technology, infrastructure, and education, the region is rapidly emerging as a key player in the global tech arena. And companies like GBM are not just participants in this shift GBM is not just a company; it’s a home. I’ve been here for nearly 20 years, and every single day, I feel that same sense of belonging Edge_Sep2024_20-25_Cover Story_13355887.indd 22Edge_Sep2024_20-25_Cover Story_13355887.indd 2203/09/2024 17:5403/09/2024 17:54COVER STORY Edge/ September 2024 23 but are actively shaping the future of the Middle Eastern market. The tagline “Local Roots, Global Standards” is not just a slogan; it is a core philosophy that underpins every company decision. Khouri emphasises the importance of understanding the local cultures within the Gulf Cooperation Council (GCC) region. “The Middle East is a diverse and complex market with distinct cultures and business prac t i c e s acr o ss dif ferent countries. As a company, we need to respect these dif f er enc e s w h ile leveraging global expertise to provide our clients with the latest technological innovations,” he explained. A signifi cant factor behind GBM’s success has been its strategic partnerships with global technology leaders like IBM , Cisco and many more. These alliances have enabled GBM to bring world-class solutions to the Middle Eastern market while ensuring that these off erings are tailored to local needs. The company’s long-standing relationship with IBM, established when GBM became IBM’s sole distributor in the GCC in 1990. This is a testament to GBM’s ability to leverage global expertise for regional impact. The rise of artifi cial intelligence (AI) has been one of the most transformative technological developments of the 21st century. As a result, the demand for AI- driven solutions in the Middle East has skyrocketed, particularly in sectors like banking, healthcare, public services, education, entertainment, and retail. Yet, the application of AI in the region comes with unique challenges, including varying levels of technological infrastructure, diff ering regulatory environments, and distinct cultural considerations. Companies that succeed in this space must be able to navigate these complexities while delivering cutting-edge solutions that are both eff ective and culturally relevant. Under Khouri’s leadership, GBM has adeptly navigated the rapidly changing technological landscape of the Middle East, positioning itself as a leader in the region’s tech industry. The company’s por t folio has expanded signifi cantly, encompassing a broad spectrum of services, including cloud computing, artifi cial intelligence (AI), and cybersecurity. “AI has become a buzzword, but at GBM, we don’t just jump on the bandwagon. We take a measured approach, working closely with our clients to identify their specifi c needs and develop tailored solutions,” Khouri stated. According to Khouri, these AI initiatives’ success lies in GBM’s deep understanding of the Middle Eastern market and its ability to adapt global technologies to fi t local contexts. “Not every AI solution developed in the West suits our region,” We don’t just jump on the AI bandwagon. We take a measured approach, ensuring every solution fully complies with local regulations and is culturally appropriate Edge_Sep2024_20-25_Cover Story_13355887.indd 23Edge_Sep2024_20-25_Cover Story_13355887.indd 2303/09/2024 15:2803/09/2024 15:28COVER STORY 24 Edge/ September 2024 he notes. “Diff erent governance, security, and cultural considerations must be taken into account. We are selective about the solutions we bring to market, ensuring they fully comply with local regulations and are culturally appropriate.” For example, the approach to business in the UAE might diff er signifi cantly from that in Saudi Arabia or Qatar. As a company, GBM understands these diff erences and tailor its solutions accordingly, ensuring that the local traditions and business etiquettes are respected. Simultaneously, the region has a voracious appetite for technology and innovation. Countries like the UAE are not just keeping up with global technological advancements; they are often leading the charge, especially in areas like AI and digital transformation. Being a local company with strong international ties allows us to off er the best of both worlds. This nuanced approach has allowed GBM to successfully implement AI projects across various sectors, including banking, public services, education, entertainment, and retail, all while adhering to strict data privacy and security standards. The idea is to fi rst understand the unique challenges and requirements of our clients. For instance, a banking client might be interested in AI solutions that enhance customer experience or improve fraud detection, while a retail business might look for AI to optimise supply chain logistics or personalise customer interactions. The key is to start with the use case and then develop a solution that fi ts that particular need. He is quick to point out that GBM’s true strength lies in its people. “They are at the heart of everything we do,” he asserts. “We’re not just selling technology; we’re providing solutions that require a deep understanding of both the technology itself and the unique needs of our clients.” Khouri’s leadership style is a blend of empathy, decisiveness, and a deep commitment to cultivating a positive work environment. “I want my team to feel valued, motivated, and enthusiastic about coming to work,” he says. “If they’re unhappy, then there’s something fundamentally wrong, and it’s my responsibility to address that.” This approach has fostered a culture of openness and collaboration at GBM, where employees are encouraged to innovate, take risks, and take ownership of their work. “Leadership isn’t just about making decisions; it’s about creating a space where people can thrive,” Khouri explains. “I believe in being approachable, listening to my team, and showing genuine interest in their well- being. If they feel part of something meaningful, I know I’m doing my job right.” Khouri has fostered a culture where employees feel genuinely valued and motivated, which has led to remarkable employee retention rates and a high level of job satisfaction. This, in turn, has translated into strong client relationships and a reputation for reliability in the industry. His emphasis on continuous learning and development has ensured that GBM remains at the cutting edge of Leadership isn’t just about making decisions; it’s about creating a space where people can thrive Edge_Sep2024_20-25_Cover Story_13355887.indd 24Edge_Sep2024_20-25_Cover Story_13355887.indd 2403/09/2024 15:2803/09/2024 15:28COVER STORY Edge/ September 2024 25 technology, with a workforce that is not only skilled but also deeply invested in the company’s success. His open-door policy and approachable nature have created an environment where innovation thrives and employees are empowered to take ownership of their work. This people-fi rst philosophy extends beyond GBM’s internal culture to its client relationships. “Our customers are at the centre of everything we do,” Khouri emphasises. “We aim to serve them to the best of our ability, which means understanding their current needs and anticipating future trends and challenges.” He notes that one of the biggest challenges is keeping pace with the rapid advancements in technology. “The market is constantly evolving, and we must be agile enough to adapt,” he says. “That’s why we’re always exploring new ways to innovate and deliver value to our clients.” Looking ahead, Khouri is optimistic about GBM’s prospects. “The technology landscape is ever-changing, but we’re well-positioned to lead in areas like cloud computing, AI, and cybersecurity,” he notes. “However, we can’t aff ord to be complacent. We must keep evolving, pushing boundaries, and continually striving to improve.” As the Middle East continues to accelerate its adoption of new technologies, GBM is strategically positioning itself to lead in emerging fi elds of technology. For example, cloud technology now is important for digital transformation, providing the scalability and fl exibility that modern businesses need. Khouri’s vision for the future is one of continuous adaptation and growth, ensuring that GBM keeps pace with technological advancements also helps shape the future of technology in the region. For Khouri, the journey is far from over. He currently is focussed on driving transformative growth and innovation at GBM. “I am excited about exploring new opportunities and scaling our impact across the industry,” says Khouri. He adds, GBM’s future plans includes enhancing its core off erings, embracing emerging technologies, and fostering an environment where the team can thrive and excel and provide the best digital solutions to the clients. “We’ve accomplished a great deal over the past two decades, but there’s so much more we can do.” BRIEF HISTORY OF GBM Gulf Business Machines (GBM) has long been a cornerstone of the Middle East ’s evolving tech landscape, leveraging over 34 years of experience to cement its role as a leading digital solutions provider. Founded in 1990 as IBM’s sole distributor in the GCC, GBM quickly established itself as a key player, not just riding the wave of technological change but actively shaping it. With seven offi ces and a workforce of over 1,500, the company has built its reputation on more than just buzzwords—delivering real, tangible results across digital infrastructure, business solutions, and security services. While accolades like the ISO9001:2000 certifi cation and CISCO Gold Partner status are noteworthy, it’s GBM’s ability to adapt and expand—whether through its 2007 move into Pakistan or the recent acquisition of cybersecurit y fi rm Coordinates Middle East—that truly sets it apart. In 2024, GBM’s theme, “Local Roots. Global Standards,” under scores it s s t rateg y : s tay grounded in regional expertise while pushing global boundaries. Edge_Sep2024_20-25_Cover Story_13355887.indd 25Edge_Sep2024_20-25_Cover Story_13355887.indd 2503/09/2024 15:2803/09/2024 15:28FEATURE 26 Edge/ September 2024 In the rapidly evolving technology landscape of the Middle East and North Africa (MENA) region, the role of channel partners has become increasingly critical. As businesses and governments alike accelerate their digital transformation eff orts, the need for robust, reliable, and localised technology solutions has never been greater. Channel partners, ranging from resellers and system integrators to managed service providers, play a pivotal role in bridging the gap between global technology CHANNEL vendors and the diverse, complex needs of the MENA market. This story delves into the insights and perspectives of leading industry experts from various technology companies who share their views on the indispensable role of channel partners in the region. Through detailed discussions with key fi gures from companies like Mindware, Cloud Box Technologies, GBM Dubai, Sophos, SentinelOne, Riverbed, Redington, Juniper Networks, OPSWAT, Epicor, PFU, Snowfl ake, SolarWinds, Axis THE BACKBONE OF THE MENA TECH INDUSTRY How Channel Partners Propel Growth and Innovation Words by Sindhu V Kashyap Edge_Sep2024_26-35_Feature Channel Partners_13370074.indd 26Edge_Sep2024_26-35_Feature Channel Partners_13370074.indd 2602/09/2024 19:4302/09/2024 19:43FEATURE Edge/ September 2024 27 Communications, and VAD Technologies, this narrative explores the challenges, strategies, and innovations that defi ne the channel ecosystem in MENA. Each spokesperson illuminates channel partners’ critical contributions, hurdles, and innovative approaches to staying competitive in a rapidly changing market. From the importance of local expertise and market insights to the challenges of managing extended payment cycles and regulatory complexities, this comprehensive account provides a deep understanding of how channel partners are driving the region’s tech industry forward. As you navigate through the detailed insights from these industry leaders, you will gain a clearer picture of channel partners’ pivotal role in enabling digital transformation across the MENA region, ensuring that businesses can harness the full potential of emerging technologies while overcoming the unique challenges unique to this market. Edge_Sep2024_26-35_Feature Channel Partners_13370074.indd 27Edge_Sep2024_26-35_Feature Channel Partners_13370074.indd 2702/09/2024 19:4302/09/2024 19:43FEATURE 28 Edge/ September 2024 MINDWARE – NICHOLAS ARGYRIDES, VICE PRESIDENT, GULF CLOUD BOX TECHNOLOGIES – BIJU UNNI, VICE PRESIDENT Understanding Channel Dynamics in the MEA Region Channel Partners: The Backbone of the MENA Tech Industry Nicholas Argyrides, Vice President, Gulf at Mindware, elaborates on the vital role channel partners play in the MEA region, dissecting the intricacies of the channel ecosystem. “Channel partners are the unsung heroes in the supply chain,” Argyrides assertes underlining the importance of distributors and resellers in ensuring that products and services seamlessly reach the end users. “The structured network ensures that each entity, from the vendor to the reseller, plays a crucial role in delivering value to the customer.” Argyrides explains that the indirect business model is predominant and essential in the MEA region due to the market’s complexity and scale. “Vendors focus on their strengths—product development and innovation—while channel partners handle the intricate task of distribution, presales, and customer engagement,” he says, emphasising that this division of responsibilities is critical in a region where the market is smaller and more fragmented compared to larger global markets. “Channel partners ensure that products are available locally and can be delivered promptly, which is crucial in a region where timely availability can make or break a deal,” Argyrides added. Discussing channel partners’ challenges, Argyrides notes that fi nancial pressures are a signifi cant concern, especially with the recent rise in interest rates. “The misconception of distributors being low-value middlemen needs to be addressed, as it can lead to squeezed margins and delayed payments, further straining the entire supply chain,” he warns. Argyrides advocates for strategic alignment with vendor roadmaps. Biju Unni, Vice President at Cloud Box Technologies, underscores the indispensable role of channel partners (CPs) in the MENA region’s tech landscape. “CPs are the ultimate backbone of the tech industry,” says Unni. He highlights that companies like Dell Technologies rely entirely on CPs for transactions, showcasing their critical importance. Unni elaborates on the role of CPs in bridging the gap between what end customers need and what technology vendors off er. “They are the ones who bring international exposure of hardware, software, and other tools to the local market,” he explains. CPs customise solutions, provide seamless integration, and off er robust sales and pre-sales support. Despite their crucial role, CPs face numerous challenges, including regulatory compliance, market fragmentation, and cybersecurity threats. “It’s never a straight road ahead for CPs,” Unni remarks, noting that these challenges prompt CPs to continuously partner with technology vendors and cybersecurity companies. He stresses that CPs contribute signif icantly to the region’s grow th by driving digital transformation with scalable and aff ordable solutions. Edge_Sep2024_26-35_Feature Channel Partners_13370074.indd 28Edge_Sep2024_26-35_Feature Channel Partners_13370074.indd 2802/09/2024 19:4302/09/2024 19:43FEATURE Edge/ September 2024 29 GBM DUBAI – OSSAMA EL SAMADONI, GENERAL MANAGER SOPHOS – HARISH CHIB, VICE PRESIDENT, MIDDLE EAST & AFRICA Enhancing Customer Interactions and Technology Deployments Strengthening Cybersecurity in the MENA Region Ossama El Samadoni, General Manager at GBM Dubai, off ers insights into how channel partners enhance customer interactions and ensure smooth technology deployments across the MENA region. “Channel partners are essential in delivering innovative solutions directly to customers,” El Samadoni states. Their deep understanding of specifi c markets and established relationships play a vital role in enhancing customer experiences. El Samadoni highlights the pivotal role of channel partners in expanding vendors’ reach and driving market growth. “They don’t just off er solutions, they educate customers about cutting-edge technologies and their benefi ts,” he says. Channel partners engage in dynamic activities like workshops and live demonstrations, which spark interest and drive adoption. However, the rapidly evolving tech landscape presents challenges for channel partners. “Continuous investment in training and development is needed to stay ahead of constant innovation,” El Samadoni notes. He advocates for fostering partnerships and leveraging advanced technologies to create competitive advantages. Harish Chib, Vice President, Middle East & Africa at Sophos, focuses on the essential role of channel partners in bolstering cybersecurity across the MENA region. “Sophos is a channel-fi rst company, and our business model revolves around our channel partners,” Chib asserts. He emphasises that these partners are instrumental in ensuring that advanced cybersecurity solutions reach even the most remote areas. Chib highlights the growing demand for managed detection and response (MDR) services in response to the increasingly complex threat landscape. “The speed of innovation across the cybersecurity battleground means it’s harder than ever for MSPs to keep up,” he notes. Chib mentions that Sophos is streamlining its partnerships to help MSPs manage multiple platforms more effi ciently. To address the challenges posed by the cybersecurity landscape, Chib advocates for continuous training and support from vendors. “Sophos is continually investing in our channel program, providing our partners with the resources they need to be successful,” he says, highlighting Sophos’ commitment to its partners. Edge_Sep2024_26-35_Feature Channel Partners_13370074.indd 29Edge_Sep2024_26-35_Feature Channel Partners_13370074.indd 2902/09/2024 19:4302/09/2024 19:43Next >