101 Top Business Leaders

Mr. Abdel Khaliq, Isam / CEO, Arab Orient Insurance Company

2011-01-19T02:32:00.001-08:00

Company Profile:

In 1996, Arab Orient Insurance Company was established in Amman. It is a public non-life insurance shareholding Company. In the year 2000, a group of investors led by Jordan Kuwait Bank acquired the company entirely and changed it’s management under my leadership. Currently, it is the leading Insurance Company in Jordan with a premium income (turnover) of JD’s 45,000,000 with more than 2,500 corporate clients. Furthermore, it employs more than 170 employees and has branches in Aqaba City, Swefieh, and Marka. Arab Orient Insurance Company is rated B+ with a positive outlook from AM BEST; the leading and most authoritative rating agency in the world. The company was also voted best insurer in Jordan by EUROMONEY; a leading financial European publication.

How did you start your business?

As above.

When you first started your business, were you expecting that it would become not only your full-time occupation, but also a growing company?

Yes I did. From the intial stages, I was determined that the company will grow to become one of the best in Jordan and the region as well.

What is the most rewarding thing you have accomplished and why do you cite it above all your other accomplishments?

The fact that we have hired and trained hundreds of employees in the last 10 years. Some of whom became top executives and general managers in different companies in Jordan and the Arab World as well. I cite this above all my other accomplishments because it added great value to our employees and improved their livelihood.

What were the biggest challenges you faced as an entrepreneur and how did you overcome them?

The biggest challenge I faced was convincing my employees 10 years ago that Arab Orient will be the leading Insurance Company within 5 years. Back in the year 2000, we were number 27 out of 27 insurance companies in Jordan; therefore, our employees could NOT even imagine that such goal is feasible. It took a lot of effort, convincing, leading by example, using coercive and non-coercive methods, getting very close to them, using a lot of psychology, and showing them how it is done. Today, I have more than 200 strong employees that share the same vision and dream that I had 10 years ago. It is worth mentioning that my new challenge nowadays would be to convince my current staff that we can go from a JD 50 million turnover company to a JD 100 million company in 5 years. I am using the same approach now to get them to believe that we can. The only thing I am doing differently is trying to hire first class executives so that we can achieve that feat with less hassle and more efficiency.

What do you think it takes to be successful in the industry your company competes in?

It takes determination, passion, heart, and discipline.

What advice would you give to those contemplating starting their own business?

Be creative and “destroy the box”. Be innovative and come up with something different at all times. Respect your clients and get close to them. Credibility and reputation are the most important factors in the success of any business.

What is the question I did not ask, but should have?

You have all the questions.

Mr. Abujaber, Kim / CEO, Fuad Abujaber & Sons Group

2011-01-19T02:31:00.000-08:00

Company Profile:

Fuad Abujaber & Sons Group encompasses Mining Industries, Specialized Contracting, Insurance, Trade, Steel Manufacturing, Agriculture, Packaging and Distribution, Real Estate and Investments through major ownership in 11 public and private shareholding companies based in Jordan. The group employs over 500 personnel on a full-time basis and it’s activities are spread throughout Jordan. The various group companies operate locally, regionally and internationally by supplying manufactured products and services that range from exotic vegetables to steel, silica, natural stone, plastics, silica sand, decorative beverages, stone and services among others.

Owners: Fuad S. Abujaber Chairman; Kim F. Abujaber (CEO); Kais F. Abujaber (COO)

Company Info

Fuad Abujaber & Sons Group consists of the following companies:

Equipment Sales & Service LLC; Farradj & Co LLC; Sa’d Abujaber & Sons LLC; Al Badiyah Engineering LLC; Solid Iron & Steel manufacturing & Forming PSC; Developed Agricultural Marketing LLC; Arab Equipment Trading LLC. (AETCO; PETCO Technical Packaging LLC.; (SLCA) International Silica Industries PLC; (TRAV) The Travertine Company PLC; (JIIC) Jordan International Insurance Company PLC

How did you start your business?

I started working in the family drilling business during my college vacations from 1977 till 1980. When I returned to Jordan, I knew it was going to be my full-time occupation, but I never expected it to grow to encompass such a diversity of businesses and interests within the span of 30 years. I must say it has been an interesting and a pleasurable endeavor.

When you first started your business, were you expecting that it would become not only your full-time occupation, but also a growing company?

As previously mentioned, when I began my involvement in the family business over three decades ago, I knew it would become my full-time occupation. However, I did not expect it to become so diversified. Over the span of three decades, the business transformed from specialized contracting and trade to incorporate mining and steel industry, plastics, agriculture production, packaging and export, and insurance. I did not expect it to cover service industry, investments and trade which it does now. I think growth is essential but needs to be well studied and can not be expected to provide an immediate return.

What is the most rewarding thing you have accomplished and why do you cite it above all your other accomplishments?

The most rewarding aspect relative to what I have accomplished is the constant learning and knowledge gained in the various fields I am involved in. It began with specialized contracting and moved onto trade, insurance, mining, steel, agricultural industry, date palm farming and specialized product export, real estate and banking. It was quite an array of businesses that covers the service, industrial, insurance and financial sectors. What amazed me the most were the wide array of opportunities that arose. We studied them thoroughly and chose what we felt would work best for us as a growing family business.

The most rewarding aspect of my experience is still, after 30 years, having the pleasure of working with and learning from my father Fuad Abujaber, who is 82 years old and comes to work on a daily basis. Moreover, being able to have my brother Kais as a proactive partner in our family business is a privilege. Other than that, I love to watch things grow, whether be it trees, vegetables, sales, industrial expansions etc. In my opinion, success is the ultimate reward.

What were the biggest challenges you faced as an entrepreneur and how did you overcome them?

What I have found most challenging were people’s diverse aspects; for instance, convincing my partners and staff to challenge my way of thinking and to improve it. Meanwhile, they should be patient with new businesses and their span of growth and returns. I look at new ventures with a long term vision.

What do you think it takes to be successful in the industry your company competes in?

Leadership, excellence, teamwork, strong belief in your offered product whether it is a service or manufactured or traded products, cost effectiveness, aesthetics, quality and professionalism are all essential ingredients needed for the success of our businesses.

What advice would you give to those contemplating starting their own business?

My advice to new business owners would be diligence, honesty, total conviction in your business. Furthermore, I urge the use of superior professional services when needed, think outside the box; accept open criticism on your ideas, utilize them effectively, and finally have the willingness to persevere and learn. It is a tough environment out there.

What is the question I did not ask, but should have?

I wish you had asked me if I were happy. The answer would have been certainly yes. I love to achieve, succeed and take on new ventures.

Dr. Al Jaber, Abdul Malek / CEO, Zain Jordan

2011-01-19T02:30:00.000-08:00

How did Zain start?

Zain was established in 1983 in Kuwait as MTC and was the region’s first mobile operator. Since 2003, it has grown to become the leading telecommunications operator across the Middle East with a commercial presence in 8 countries. In Jordan, Zain was first founded as Fastlink in 1995, and was the first operator to introduce mobile phone services into the country. In January 2003, the company became part of the Zain Group in what was considered the largest single acquisition in the Middle East area, and the largest private sector investment in Jordan.

Being a distinctively leading operator in the Middle East region, Zain has pioneered in introducing state of the art services and technological innovations at par or even surpassing similar services being offered worldwide. In addition to introducing a number of new services into the market place, the company made telecom history by being the first to introduce the “One Network”; a technological breakthrough in the telecom industry. This unique service simply revolutionized the customer experience and replaced the concept of roaming worldwide by offering the world’s first borderless mobile service experience enabling customers to make phone calls to colleagues, friends and family at local rates while eliminating roaming charges.

When you first started working in this sector, were you expecting that it would become not only your passion, but also your full-time occupation?

The telecom sector is an area I have always found myself in. It is the fastest growing industry and is highly competitive; requiring courage and an unconventional way of thinking. Telecom allows you to work with the best breed in technology and serve the most demanding in customers, the youth. These two combinations makes it a very inspiring and fast moving industry.

What is so rewarding about working with Zain is that we are always faced with a new challenge. It is an exceptional environment where we create convergence of energies and synergies. We are one family as employees creating a formidable team spirit. Our clients’ interests top our agenda and our operations. We seek to create one outcome for our entire stakeholder base; we succeed to reward, to overcome obstacles to serve best our clients; and achieve financial outcome for our shareholders.

What is the most rewarding thing you have accomplished and why do you cite it above all your other accomplishments?

I think the most important accomplishment is linked to a sense of gratification we feel as a family when we engage in our sincere efforts to enhance our practice of Corporate Social Responsibility (CSR). CSR is the deliberate inclusion of public interest into corporate decision-making, and the honoring of a triple bottom line values: People, Planet, and Profit.

On a more personal level, CSR has been in my blood system for a very long time. I remember volunteering to teach children living in Canada’s Indian Reserves when I was a student at McGill University. I always had an active role in several international and regional initiatives; from volunteering with the ANC to fight Apartheid, to participating in environmental initiatives and recycling projects in Gaza. I have been always guided by the value system that was deeply engraved in me from my childhood; to care for others and to care all the time.

What were the biggest challenges you faced and how did you overcome them?

I have faced two types of challenges. The first is linked to the fact that the telecommunications industry is developing really fast, requiring a special set of skills and the ability to continuously come up with new and creative ideas when responding to challenges. This is why I always strive to learn more. I have this habit of going back to school on a yearly basis despite being a CEO. It is one of the magical activities that have helped me deal with all the challenges facing our business, especially after the global economic crisis.

The second type of challenge is the ability to understand human nature. Empowering your employees is an element that increases people’s trust in their abilities. It is a challenge which I tackle all the time. It is imperative that we act as role models to today’s youth. The sad thing is that they are not appreciative of how lucky they are, today they have access, and they have information. They need to work harder and care more for the other.

What do you think it takes to be successful in the industry your company competes in?

The most important thing is leadership. Effective leadership has to be all inclusive; it has to be sensitive to others and it has to be naturally inspiring. I believe it is very important for a leader not to postpone attending to or facing a challenge or a problem but to deal with it immediately. Delay is not an option. The sooner we deal with a challenge, the less likely it might snowball into something bigger. As leaders we need to also listen to others, to our peers and to our youth, or else we will operate in a vacuum.

It is also important to encourage and support a decision-making environment, and to give employees the tools and knowledge they need to make and act upon their own decisions. By doing this, you help your employees reach an empowered state.

It is also important to reward the employee’s accomplishments and achievements psychologically, it doesn’t have to be financial or material, it could be with a word of appreciation and encouragement. Make them enjoy the success while you handle the burden of problems.

Be human, feel with your team and understand their problems, don’t look at them as machines.

What advice would you give to those contemplating starting their own business?

Be daring, be persistent, be fresh and remain focused on your dreams. I know that the environment for entrepreneurs is not ideal. One of the many challenges is the fact that access is limited and few doors are constantly open for fresh ideas in the Arab world. Therefore, it was incumbent for us at Zain to act. We launched a new initiative “Ibdaa Bila Hudoud”. The initiative which is designed to be launched nationwide, is an incubator for innovative ideas and businesses that seeks to host excelling university students and spur their creativity and innovative ideas by offering training, financial and technical support.

In terms of offering advice, I would like to stress on the value system of “hard work” as a very important element for success. We at Zain despite our relative success, continue to work hard and strive to essentially take the lead and to consistently invest in innovation to offer new services and technologies.

Another key value system is sustainability in everything we do from commercial business to CSR activities. We do not look for quick fixes or shortsighted solutions. We aim to have long term strategies and vision. However; in our efforts to be sustainable, we do not limit creativity or distinction. On the contrary, we do encourage change and innovation. That is the only recipe for success.

On a personal note, many of you, especially younger employees, might find themselves not patient with the process. I do encourage you to learn to be patient. Being patient does not mean missing out, it means more hard work, more self respect, and more maturity so that when success hits you, it can be rationally absorbed and respected.

Dr. Al-Wazani, Ali / GM, First Insurance Company

2011-01-19T02:29:00.000-08:00

Company Profile:

With a vision to be the “Role Model” of a modern and dynamic Takaful Operator in Jordan and the region by delivering the best value for all stakeholders, First Insurance Company (FIC) was established in Jordan in the year 2007. The start up capital of (FIC) was JOD 24 million as a General Insurance Company providing Insurance Services that are based on Islamic principles (Takaful). The mission of (FIC) is delivering a comprehensive range of innovative, equitable and transparent Takaful Insurance Services that are based on Islamic principles and first class insurance security.

How did you start your business?

After nine years of being a senior executive in a well established leading insurer, it is not an easy decision to step out and restart again. The matter gets more complicated when you look at a hypercompetitive market like ours and say yes, I can make it, and again, from the scratch. The attraction of start ups is that you have all the space to paint as much beautiful picture as you can. First Insurance Company was established as a result of joint efforts of businessmen and financial institutions from Jordan, Qatar, Bahrain, UAE and other Arab Countries who believed in the potential of Takaful Insurance Market in Jordan.

When you first started your business, were you expecting that it would become not only your full-time occupation, but also a growing company?

I cannot think of myself being part of a static organization, this comes from a deeper basic self understanding point of view rather than a wishful thinking one. Actually, I have never thought of a “full-time occupation”, I feel, unless you’re able to make a difference in the field you work at, you’re not achieving anything even if you are 24/7 busy doing your job, and that’s what I always aimed at, making the difference.

What is the most rewarding thing you have accomplished and why do you cite it above all your other accomplishments?

This question is strongly linked to the previous one; in order to answer, I have to think about occasions when I said to myself: here I made a difference. One of the most interesting experiences is when my team and I at (AOIC) obtained the first and only financial strength rating for an Insurance Company in Jordan at a time no Insurer would dare going through this exercise, this was three years ago. Today, there are four rated insurers in Jordan, that’s really refreshing. Also, two years ago, when I joined First Insurance Company, the market share of Takaful operators in Jordan did not exceed 5%, I had a strong belief that this industry should dominate a market share of not less than 25%. By the end of this year, I’m proud

to say that we’re hitting the 10% mark and only in two years.

What were the biggest challenges you faced as an entrepreneur and how did you overcome them?

Life is full of challenges. It’s the name of the game. When you start a project, you foresee some major challenges. For me, this was a bit clearer than other entrepreneurs, as I continued working in the same field (Insurance). However, challenges like, soft market characteristics, extremely competitive market, late entry difficulties, and selling a product that is closer to a commodity rather than an advanced financial service, were not the biggest challenges. Creating harmony and team spirit in a team of about 45 people I had to appoint in different positions in an extremely very short time was a tough challenge. Changing the relatively negative image of the Islamic insurance industry was another big challenge. Having said all of that, I believe the biggest challenge has not come yet and I’m just preparing myself and my team to face.

What do you think it takes to be successful in the industry your company competes in?

It’s true that insurance business needs a specialized knowledge and technical know how. However, I think the ingredients of success are alike in different industries. Belief, vision, hard work dedication and as a friend of mine used to say: It’s not about doing it; it’s doing it day in and day out.

What advice would you give to those contemplating starting their own business?

I would say that all knowledge, all discoveries and all inventions of the future are in the universal mind as possibilities waiting for a human mind to draw them forth, draw yours.

What is the question I did not ask, but should have?

I believe you covered most of the subjects, and I would like to congratulate you for a job well done.

Dr. Aryan, Amjad / CEO, Pharmacy1

2011-01-19T02:27:00.000-08:00

Company Profile:

Pharmacy1 is the number one retail pharmacy chain in Jordan.

Pharmacy1 is raising the bar for pharmaceutical healthcare in the region through the following practices:

1. Experts in the field of pharmaceutical care

2. State-of-the-art prescription processing using Ph1 system

3. Patient counseling services

4. Educational updates

5. Pharmacy1 Training and Drug Information Center

6. Accessibility

How did you start your business?

Born to a pharmacist father in Palestine, I spent my entire life in the pharmacy business. At the age of 18, I immigrated from Palestine to Boston, USA. I was admitted to the Massachusetts College of Pharmacy where I earned a degree in Pharmacy with a specialty in Retail Pharmacy Management in 1995. During my education and following graduation, I worked for CVS in Boston. I was promoted from an intern to a manager for the Boston region. After leaving CVS in 1997, my siblings and I acquired a small chain of pharmacies in Miami. However, after observing the successful business model of CVS and other chains in the US, it was quite easy to recognize a market gap in my home region.

At that time, the retail pharmacy sector in Jordan was characterized by poor quality of service, low level of technology, and inconsistent management among pharmacies. Seeing an opportunity, despite these challenges, I opened the first Pharmacy1 branch in 2001 in Amman and went back & forth to the US until I moved back with my family to Jordan in 2004.

With the emphasis on customer service and easily accessible products, the outcome was an immediate success. Soon after, I began to expand rapidly.

When you first started your business, were you expecting that it would become not only your full –time occupation, but also a growing company?

I started my business having exactly that in mind. That has been my motivation and determination from day one and today I can safely say it is starting to be recognized as a growing business. However, it never ceases to amaze me that it does.

Pharmacy1 is not only a successful business model; it has been improving the lives of stakeholders.

Customers have access to counseling by the experts in their domain. Moreover, the experts in pharmaceutical care, as I like to refer to them, have access to a wider-range of products in a more user friendly atmosphere.

Rebuilding the prestige associated with the industry by not only offering attractive salaries for employees, but also by changing people’s perceptions on the profession. Nowadays, people no longer perceive them as shopkeepers, on the contrary, they are considered to be professional and modern pharmacists. This transition was an essential outcome of our efforts and work so far.

What is the most rewarding thing you have accomplished and why do you cite it above all your other accomplishments?

My motto is and has always been “Everything is possible and we are able to do whatever we s et our minds into. Everything is possible if you have enough passion and determination to it. “Fulfillment of my vision and finding people, my current team, who share the same vision and motto is probably my greatest reward.”

It is by far, above everything else, the culminate point anyone can achieve; i.e. having a team that speaks, acts and believes in the same thing.

What were the biggest challenges you faced as an entrepreneur and how did you overcome them?

Starting point, my biggest challenges were:

- Laws and regulations: the law allowing for the existence of chain pharmacies was there; however, it lacked implementation. It was up to Pharmacy1 to act and implement on it. That, as we all know, is always a big challenge.

- The human element: in a country swamped by huge talents, the lack of appreciation & understanding of the retail pharmacist role makes it very challenging to attract these talents. Moreover, the relatively high employee turnover represents a big challenge because Pharmacy1 invests in a lengthy training for all employees, finding employee replacements is a time consuming issue.

To overcome that, we built several simulation pharmacies in the local schools of pharmacies: Jordan University, University of Science & Technology, Isra’s University and Zeitouneh University. This has helped reach out and allocate talented students since those simulation pharmacies are shaped to serve as a recruitment center for these talents.

Today; in spite of the aforementioned, maintaining our success and keeping up with people’s expectations is our ongoing challenge that needs to be addressed continuously. Our business is very dynamic and we need to stay abreast of what happens around us and always look for ways to serve our customers better.

What do you think it takes to be successful in the industry your company competes in?

I do not believe there is a custom tailored formula of success for each industry out there. I strongly believe that whatever business domain you are involved in ‘just do it.’ Do not sit around waiting for somebody to give you something. Be in charge of your life and take full accountability for your future.

What advice would you give to those contemplating starting their own business?

Believe in yourself and always listen to your inner voice that pushes you forward. The talents we have in Jordan are incredible and we can achieve so much in a very professional way.

Believe you can & you will!

What is the question I did not ask, but should have?

You have covered all ranges of questions.

H.E. Mr. Awad, Marwan / CEO & GM, Jordan Ahli Bank

2011-01-19T02:25:00.000-08:00

Company Profile:

Established in 1955, Jordan Ahli Bank is Jordan’s oldest registered bank. It is now the 3rd largest bank in Jordan in terms of assets. Jordan Ahli Bank also has branches in Palestine, Lebanon, and Cyprus. The Ahli family consists of more than 1,600 proud employees and more than 200,000 clients.

Being innovative in the financial industry, Jordan Ahli Bank was the first to establish an SME division (Small, Medium Enterprise); as well as, the first in the Middle East to create a fully dedicated state of the art Corporate Branch. We have also recently inaugurated Ahli Financial Leasing Company, one of the premier leasing outfits in Jordan. Furthermore, we created a company; Middle East Payment Services (MEPS), with other leading Jordanian banks. MEPS is a payment processing company that was founded on our strategic partnership with Mastercard International. Ahli Bank also established Ahli Microfinance Company more than a decade ago, making the Bank one of the first players in the market to introduce microfinance successfully in Jordan. Finally, Ahli Bank initiated Ahluna, a non-profit organization, which controls a multimillion Jordanian dinars endowment fund committed by the bank and our strategic partners. It focuses on supporting the many socioeconomic initiatives in Jordan that help improve the lives, health, education, and economic prospects of our citizens.

I can confidently say that Ahli Bank is truly a leader in the financial industry. Most importantly, it is a corporation that not only introduces innovative ideas to add value to Jordan’s economy, but also cares deeply about corporate social responsibility and charitable initiatives.

As a Deputy Chairman and CEO/GM of Jordan Ahli Bank, how did you start your business? Were you expecting that it would be a successful and flourishing bank?

Jordan Ahli Bank is Jordan’s oldest registered bank, and has been around since 1955. It has a deep heritage, and has contributed a lot to the economy for more than half a century since its foundation. When I joined the bank in 2006, my primary mandate was to continue building on the heritage of the bank. I also saw the need to modernize it so that it can compete regionally as well as globally with other financial institutions. Our ambitions are extremely high – we want Jordan Ahli Bank to become a world class financial services institution here in Jordan. Furthermore, we aim to build this state of the art foundation that could be used for aggressive regional expansion in the future. This, of course, is extremely difficult to do and takes many years of work. We have developed an extremely detailed strategy to build this “best in class foundation” locally; it is focused on five pillars, namely: Segmentation, Risk Management, Human Resources, Sales & Marketing, and finally IT.

As unprecedented experience in both Public and Private Sectors, what is your biggest accomplishment and why do you cite it above all your other accomplishments? What were the biggest challenges you faced and how did you overcome them?

I had the chance to be both the Undersecretary of Ministry of Industry & Trade; as well as, the Minister of Finance. During that period, I was fortunate to have had the opportunity to significantly grow my personal and professional experience in the public sector. In turn, those experiences provided me with an excellent background in public service and in the intricacies of how our government operates.

My main accomplishment in the public sector was to control and manage the budget deficit; ultimately, to assist in improving the financial stability of our economy.

My primary accomplishment in the private sector would probably be being one of the only financial industry executives who worked in the Central Bank, Commercial Banks, Islamic Banks, and in a specialized Industrial Development Bank. My main focus was to restructure the banks in order to improve their financial and operational performances. In many cases, I was also involved with “open heart surgery” by engaging in major migrations from old to new core banking systems, which is a very technical, multi-year process for a bank.

As a Visionary Man, What do you think it takes to be successful and competitive in banking sector? What advice would you give to those planning for a career in the banking sector?

You need to be hardworking, determined to persevere and acutely perceptive. However, to be an excellent leader is also critical, you must be capable of evaluating credit intelligently, to assess risks comprehensively, and to be able to make really tough decisions on a daily basis.

Ultimately, you have to be open-minded and sometimes adopt an aggressive outlook in your decision making.

What is the question I did not ask, but should have?

What does it mean to win in business?

Winning in a business, when approached holistically, is a very important and profound concept. When a healthy business ‘wins’ by growing and thriving, it is not only introducing new services or products into the market that enriches the lives of people, but it can also create more work opportunities, higher pay for employees, more liquidity and wealth for shareholders, and ultimately great value for the community in which the business operates. By ‘winning’ in business, you can have a profound and positive impact on the people, environment, society, country, and to a larger extent the world in which the business works in. It is precisely this comprehensive view of winning that drives and motivates me...

A business “wins” if it can find a way to ensure that all stakeholders, shareholders, employees, society and regulators, the environment etc benefit. It is this approach to winning that makes it a noble endeavor, whereby it enables a business to transform the world around it and inspires a ‘winning’ business to build a legacy that can truly stand the test of time.

Mr. Bustami, Imad / CEO, Bustami & Saheb Trading Company

2011-01-19T02:24:00.000-08:00

Company Profile:

Co. Name: Bustami & Saheb Trading Co., Ltd. (BSTC)

Website: www.nissan.com.jo, www.anaonissan.com

Year of Establishment: 1969

Type of Organization: Partnership Limited Liability

Registered Capital = 8 Million Jordanian dinars

Working Capital = 20 Million JD’s

Type of Business: Automotive Business – Nissan Authorized Distributor and Dealer

Vehicles, accessories and related spare parts sales

After-sales services, Body and Paint shops

Outlets Presence and Distribution: Amman, Irbid and Aqaba

No. of Employees: 185 (2009)

How did you start your business?

BSTC has been established in 1969, a partnership company between Bustami and Saheb family’s. From the beginning, the type of business was specifically in the automotive sector. We were the authorized distributors in Jordan for Datsun. Later on, it changed to Nissan.

When you first started your business, were you expecting that it would become not only your full-time occupation, but also a growing company?

BSTC vision was and still one of the most prominent Jordanian private trading companies. We aimed to provide the best quality services to the Jordanian consumer, to contribute into our economy’s prosperity and to attain stable and sustainable growth.

What is the most rewarding thing you have accomplished and why do you cite above all your other accomplishments?

Contribution to society; BSTC has been contributing in social activities by paying back to the society as a Jordanian socio-active organization (SOS, Takieh Um Ali, etc.)

What were the biggest challenges you faced as entrepreneur and how did you overcome them?

One of the biggest challenges was meeting our customers’ expectations and satisfaction. Therefore, we have spread our network all over the kingdom which includes service and sales outlets in Irbid and Aqaba. By doing so, we have reached out to our interested and loyal customers by being the pioneers in our field.

What do you think it takes to be successful in the industry that your company competes in?

Understand your customers’ needs and meet their expectations. Moreover, customer’s satisfaction would be attained by the quality of services provided to them.

What advice would you give to those contemplating starting their own business?

To have a professional business integrity and honesty

Setting objectives and goals in accordance to SMART objectives

Consistency and hard work towards achieving those objectives

Last but not least, to meet customers expectations and satisfaction which defines the sustainability of your business

What is the question I did not ask, but should have?

Describe how the governmental regulations can be a vital pillar in your business and economy’s success?

Mr. Dia, Rand / Deputy GM, HERTZ Shakhshir Rent A Car

2011-01-19T02:23:00.000-08:00

Company Profile:

Shakhshir Rent A Car was founded and licensed in 1979, and was awarded the Hertz-Jordan Franchise in 1993. Currently, we have direct operations in over 9 locations in Jordan. They are distributed to meet the countrywide demands for our transportation solutions. We employ more than 150 employees; our fleet exceeds 500 vehicles to serve both our rental and chauffeur driven clientele requirements.

Hertz-Jordan offers it’s clients the best services whilst conforming to international standards and expectations. In case of breakdowns or emergencies, we will reach our customers within 45 minutes anywhere around the Kingdom. Hertz-Jordan serves most of the large missions in Jordan; including numerous Embassies in addition to most of the official Jordanian facilities. Hertz-Jordan has provided most of the coalition exercises in Jordan with their transportation needs for the last 15 years.

At present, Hertz-Jordan has branches in King Abdullah Gardens, Al Rabieh, Al Bayader, Al Qastal, Dead Sea, Aqaba, and most 5 Star hotels including: Grand Hyatt, Mövenpick Dead Sea, Sheraton, Marriott Dead Sea, Holiday Inn Dead Sea and Ibis. All these diverse locations give the company superior presence and an edge over competition.

How did you start your business?

In 1980, I used to work for a small company as an office boy cleaning cars, the office and answering the telephone calls. At nighttime, I used to work as a night shift leader at the reception of the Intercontinental Amman. I became a salesman at the same car rental company, and moved to another car rental company until I finally joined Shakhshir Rent A car in 1985 as a sales manager. Mr. Hayati Al Shakhshir, God rest his soul, became a mentor as well as a father figure to me. He was the partner and the General Manager of Shakhshir Company at that time. The support from him and all Shakhshir family especially Najati Al Shakhshir, current General Manager and partner of Shakhshir Rent A Car - Hertz encouraged me to do the best for my company. I dedicated my time and worked tirelessly in order for it to grow. I believe in my career life; if you make your company big, you will be big too.

When you first started your business, were you expecting that it would become not only your full-time occupation, but also a growing company?

I believe all people expect that they will do very well for themselves and the company they are working for. Personally, my case differed. I always wanted to succeed in my life for me, my family, company, clients, colleagues and friends. I succeeded for all not just for myself. I worked hard to make them happy and satisfied with my services. In return, the trust I earned from all the people who knew me helped me grow personally, and my organization at large as well.

What is the most rewarding thing you have accomplished and why do you cite it above all your other accomplishments?

The trust I have earned from people who knew me, and the clients who have dealt with us are great successes. I consider the aforementioned as well as my other accomplishments rewards for my hard work. I believe that we all aim to earn people’s trust and seek to thrive in our businesses.

What were the biggest challenges you faced as an entrepreneur and how did you overcome them?

Up till this moment, I consider satisfying the clients a big challenge. Personally, I like to follow up the services we give to our clients. For example, I follow up on reservations and the vehicles we rent out - whether they are clean; checking the breaks, oil, tires etc - as well as many other details. I always look for perfection, which is why I do not leave a chance for any mistakes.

What do you think it takes to be successful in the industry your company competes in?

Service, experience, number of vehicles and employees, locations in Jordan and all around the world. Most importantly is honesty to our clients and being true to our values.

What advice would you give to those contemplating starting their own business?

My advice to whoever wishes to open a car rental business would be to make a good feasibility study and to start at least with not less than 100 vehicles.

What is the question I did not ask, but should have?

About our Vision

“To lead in the industry by defining service excellence and building unmatched customer loyalty”

About Our Mission

“To ensure a stress-free car rental experience by providing superior services that caters to our customers’ individual needs”

About Our Values

Integrity

To honor all commitments to our customers, employees and shareholders

To conduct business with unwavering high standards of honesty, trust, professionalism and ethical behavior

To communicate openly and frequently, sharing what we know, when we know it

Quality

To place the interests of our customers first

To be dedicated in providing an individualized rental experience that assures customer satisfaction and earns the unwavering loyalty of our customers

H.E. Mr. Goussous, Zaid / CEO, Romero Group

2011-01-19T02:21:00.000-08:00

Company Profile:

With six restaurants around Jordan, Romero Group offers culinary delights from around the globe. When visiting any of our wonderful outlets, you will experience the pleasure we take in preparing our food; from baking our own bread to making our own ice cream.

The six jewels of cuisine in Jordan, proudly managed by Romero are:

Romero Restaurant (Amman) 1988

The Living Room (Amman) 2004 / The Living Room Loft 2010

Umm Qais Rest House (Irbid) 1991

Pella Rest House (Northern Jordan Valley) 1991

Romero at the Royal Yacht Club of Aqaba 1997

Haret Jdoudna Sister Company (Madaba) 1997

In addition to Romero Events & Catering Department (Amman) 1993

How did you start your business?

It was by coincidence. My friend and neighbor Flavia Romero was visiting us in Jabal Amman. She asked me if I would be interested in buying Romero Restaurant because she was getting tired of the hassles of management. Even though I was trained with a Masters Degree in City Planning, I had always worked as a student during summers in restaurants in London and the U.S. My answer was an immediate yes, as this was my hidden passion. That was 22 years ago, and Romero was established in 1979 making it the oldest established fine dining restaurant in the country.

When you first started your business, were you expecting that it would become not only your full-time occupation, but also a growing company?

At that time, I had no plans to expand since we were dealing with a boutique restaurant. As time went by, I increasingly felt the urge to open new outlets, more out of passion than profit! Our next outlets were in the remote areas of Umm Qais & Pella.

What is the most rewarding thing you have accomplished and why do you cite it above all your other accomplishments?

Haret Jdoudna Project, Madaba, in partnership with Ibrahim & Waddah Jumaian. This was the site of partly habitable, derelict & demolished stone buildings representing periods from the Roman till the 19th century. Most was buried underground. The challenge was to resurrect a landmark that would act as a forum & social node for the proud people of Madaba, a mosaic of local food, crafts, music & culture. That is exactly what happened. It has sustained itself for over 12 years, and personally I am very proud of that.

What were the biggest challenges you faced as an entrepreneur and how did you overcome them?

Challenges that face any potential entrepreneur in our business until today, namely unfair financing conditions by the banks, investment promotions, laws that do not cover our sector, shortage of qualified & trained staff, archaic byelaws & lack of understanding in the importance of our sector by government officials. Through my chairmanship of the Jordan Restaurant Association for the last 3 years, we have dedicated 70% of our time lobbing for changes & improvements in understanding fully the private-public sector partnership.

What do you think it takes to be successful in the industry your company competes in?

Real, flair, understanding what it takes, coupled with passion and knowledge of what the customer wants are the ingredients for success.

What advice would you give to those contemplating starting their own business?

It is getting tough out there. So many people have the slightest idea of what it takes are entering the business and flooding the market with sometimes mediocre concepts and bad designs. You must be creative, choose a good location, retain a good designer, hire a creative chef and be courageous enough to bring him or her from abroad.

What is the question I did not ask, but should have?

“It is true that we make 60% net profit?”

Keeping in mind the very tough competition out there, restaurants average a net profit of 20% assuming all is well. Otherwise many lose, bleed and eventually close from bankruptcy.

H.E. Mr. Hadid, Jawad / CEO & GM, Jordan Commercial Bank

2011-01-19T02:18:00.000-08:00

Company Profile:

Jordan Commercial Bank (JCB) was originally established in 1977 under the name Jordan-Gulf Bank (JGB). In 2004, JCB was restructured, re-branded and its entire management team was replaced. The bank currently conducts its business via 28 branches in Jordan and 3 branches in the Palestinian territories. Jordan Commercial Bank offers its corporate, retail, and investment clients with well customized, high-quality and competitive priced financial solutions. Through its ever-increasing and regularly enhanced range of banking solutions and its efficient distribution channels, JCB is committed in delivering tailored world-class products and services that rewards it’s stakeholders, customers, and its personnel.

How did you start your business?

Back in 2004 when Jordan Commercial Bank was restructured, I took upon myself the responsibility of establishing the bank from scratch. Since 2004, after 6 years of operations, the banks capital has doubled reaching 80 Million Jordanian dinars. This was one of the most difficult tasks I faced throughout my long career, establishing a new bank with a new capital and name. The challenges were enormous, being one of twenty two banks. However, with determination based on clear strategic plans and objectives the bank was successfully thriving.

When you first started your business, were you expecting that it would become not only your full-time occupation, but also a growing company?

You are talking about a bank, which means you have the moral obligation of managing people’s deposits and maintaining them to gain the market’s trust. Thus expanding your share in this highly competitive market requires perseverance. Considering this occupation as a full-time job is an understatement due to fact that many stakeholders are involved i.e the shareholders, central bank, clients, employees and many more.

Managing a bank is very challenging in these volatile market conditions; especially with the increased regulations from the Central Bank of Jordan. Further pressure is applied from other International regulators such as the IMF, the World Bank, The Basil Committee requirements, and with the progressing anti-money laundering regulations and terrorism lists. The aforementioned, increases the difficulty of operating them with the increased capital and operational costs although they are established to safe guard banks.

What is the most rewarding thing you have accomplished & why do you cite it above all your other accomplishments?

As I mentioned before, witnessing the levels of success that Jordan Commercial Bank has reached will be the most rewarding thing I have accomplished. The bank is performing well and it’s financial indictors supersedes it’s competitors that have been in the business for longer years of operation. Currently the bank is one of the biggest 30 companies in Jordan. I cite this above all other accomplishments for the single reason of achieving this success story within the shortest period of time compared to others.

What were the biggest challenges you faced as an entrepreneur and how did you overcome them?

The challenges will never stop, everyday you face a handful. However, the biggest one of all was the results of the financial crises. Nonetheless; due to the rules and regulations of the Central Bank of Jordan, the Jordanian banking sector managed to pass through it without serious damages. Conversely, the serious challenges came from many businesses within the different economic sectors. They encountered collapses resulting from the economic slowdown in addition to the major cut downs of capital expenditures that the Jordanian government had to do. Luckily, the bank managed to get through this period and stood as a partner with it’s clients helping them cope with the crises and slow economic growth.

What do you think it takes to be successful in the industry your company competes in?

The first thing I would say is having high ethical standards. Your success is based on your reputation and there is no margin for errors. Furthermore, you have to believe in the people around you. By creating synergies between your employees and developing the team spirit, you motivate everyone to take part in the decision making process. Investing in people in this industry is an integral part for success.

Communication is the key factor here given that we have a flat management structure. Hence it is easy for all divisions including branches to communicate with each other. By doing so, all clients needs are resolved immediately by the standardized procedures throughout the organization.

What advice would you give to those contemplating starting their own business?

My advice to everyone would be to seek out who their stakeholders are, analyze them and find out their needs. By doing so, you would come upon the niche you will be targeting and position yourself there. This way, you are capable of differentiating yourself from others. Otherwise, you will be one of many that have available resources but unable to sustain what you are starting. Another piece of imperative advice would be to have your finances available at startup and not targeted by banks at the time being due to the global economic situation.

What is the question I did not ask, but should have?

What makes a good banker?

I consider this question a tricky one since a lot of people think that a person becomes a good banker through the many years of experience and strong knowledge of various banking products. Well, I may say that this is one aspect of a good banker; however, there are many other factors that play a role. For instance, the ability to make tough choices, say yes or no, and the most important one is the HR role you have to practice and apply to hundreds of employees around you. Resources need to be optimized to gain employee satisfaction, keeping in mind that we are a service oriented company and the quality of such services is what distinguishes us from others. In reality no one will be 100% satisfied. Therefore, a good banker needs to be a leader with strong personality, gaining respect and loyalty of his employees to the institution.

Mrs. Hasan, Randa / CEO & Chairman, Modern Montessori School

2011-01-19T02:17:00.000-08:00

Company Profile:

The Modern Montessori School, of which I am Principal, is a private school affiliated with the International Baccalaureate Organisation (IBO) and accredited by the International Centre for Montessori Education. It was established in 1985 and is built on a 24,000 m2 piece of land. It is designed to meet international standards in school requirements.

It offers a bilingual English/Arabic curriculum for grades 1 – 8, a specially formulated pre-IB curriculum for grades 9 + 10 and IB curriculum for grades 11 + 12.

The Modern Montessori School is dedicated to distinction in advancing the development and education of children from age three through to high school. It offers a low pupil/teacher ratio, a highly qualified professional faculty and a balanced curriculum, which emphasises academic preparation in the main subjects, such as mathematics, languages, sciences and social sciences. In addition, art, music, physical education and computer literacy play an integrated role in the curriculum. The school provides a nurturing environment for the personal and intellectual development of each child. It encourages a high level of co-operative planning, teaching and evaluation, designed to produce success in advancing the learning process of the students.

In 2001, the International Centre for Montessori Education was inaugurated, of which I am Chairperson. The ICME promotes the Montessori method of education worldwide through franchise packages (KG-Grade12), workshops, accreditation and on-line training. Worldwide interest, particularly from the Middle East and the United States of America, has been generated by the innovative and comprehensive packages offered by the ICME, and workshops have been held in countries such as Syria, Saudi Arabia, the United Arab Emirates and Bahrain.

How did you start your business?

I established my first Kindergarten in Amman in 1985, having developed a keen interest in early childhood education, in general, and in the Montessori method in particular. The KG was a great success and parents, who wanted a similar quality of education for their children after they left KG, convinced me to expand, initially into primary school education and subsequently into the internationally recognised high-school which exists today.

Identifying a need for well-qualified teachers, in 1988 I established the Amman Montessori Centre, a teacher training college offering specially devised courses leading to an internationally recognised diploma. In response to international interest in the programmes offered, I established the ICME in 2001.

When you first started your business, were you expecting that it would become not only your full-time occupation, but also a growing company?

Certainly not. Although I was always ambitious, I never dreamt that my modest KG would develop into an internationally recognised institution.

What is the most rewarding thing you have accomplished and why do you cite it above all your other accomplishments?

The most rewarding factor of my career is definitely the pride and satisfaction I derive from seeing the success my students have made of their lives. Children who entered my Nursery School at the age of three years are now qualified doctors, engineers and bankers, amongst other things. I never cease to be gratified by the fact that I have been allowed to play a part in the realisation of their dreams.

What were the biggest challenges you faced as an entrepreneur and how did you overcome them?

Probably the most challenging aspects of establishing an educational institution in Jordan are related to complying with or circumventing government bureaucracy. Attitudes towards education are changing radically these days, but at the time when I established the school, innovation was regarded with some suspicion and developing a bilingual curriculum and an educational programme from which my students could derive maximum benefit whilst, at the same time, ensuring that all Ministry of Education requirements were met, was something of a Herculean task. With time, we were able to find officials within the Ministry who were receptive to new ideas and who ultimately became supportive of our policies.

What do you think it takes to be successful in the industry your company competes it?

I believe that honesty and dedication are the most important attributes which are needed for success. The “industry” in which I work does not only involve providing an academic education to our students; our goal is to provide an all-round education, developing latent leadership qualities and instilling ethical and moral values in the coming generations.

What advice would you give to those contemplating starting their own business?

The success of any business is ultimately dependent upon the quality and calibre of the people who work in it. I believe it is extremely important to invest in staff upon whose loyalty and integrity you can wholly depend. It is equally important to remember that loyalty and allegiance must be earned; all staff must be treated with the respect and appreciation they deserve at all times.

What is the question I did not ask, but should have?

Maybe you would be interested in my plans for the future. I am very excited about my newest venture to establish a chain of Kindergartens, offering the highest quality Montessori education, in the Arabian Gulf region, where such facilities are currently sadly lacking.

Dr. Hourani, Ahmad / Chairman & GM, United Jordanian Company for Investment

2011-01-19T02:16:00.000-08:00

Company Profile:

Hourani group has established their first company in 1979; afterwards, it expanded into more than 8 companies which currently employs more than 3000 people.

Hourani group diversified their activities into different categories which includes:

- Educational (Al-Ahliyya Amman University, Al-Jam’ia Schools, Al-Anduls College)

- Hotels & Tourism (Holiday Inn-Amman 5 Stars, Arena Space 4 Stars, Hotel Arena 3 Stars)

- Dairy (Danish Jordanian Dairy Co., Jordan Dairy Company Ltd.); The former two companies have established their own dairy farms with the total amount of (5000) cows

- Fast food restaurant (java u Café (3 branches) an international Canadian chain, master franchise for the (MENA) and turkey

Foreign investments:

Ahmad Hourani owns and manages several 4 and 5 Star hotels in Bulgaria located in different regions:

Spa Grand Abeer Hotel (Velingrad); Smolian Hotel (Town Of Smolian); Atlantic Hotel (Varna)

How did you start your business?

I started working in 1979 by establishing the company (Institution of Financial and Banking Sciences College) with the starting capital of 27,000 Jordanian dinars. Afterwards; we borrowed 100,000 JD’s and established Al-Andalus College.

When you first started your business, were you expecting that it would become not only your full-time occupation, but also a growing company?

Initially, I established The United Jordanian Company for Investment Projects Ltd. The purpose of this company was to purchase the land for housing and building. The company achieved tremendous amount of success in this field.

Soon after, I bought the university schools group with it’s three branches (The first, Second, and third), and I realized that the company’s development should be extended. I was privileged to establish the first Ahliyya University in Jordan and in the Arab world.

What is the most rewarding thing you have accomplished and why do you cite it above all your other accomplishments?

I consider that each project has it’s distinguishable characteristics. However, the most apparent one, as I mentioned earlier, was obtaining the privilege to establish the first Ahliyya Amman University in Jordan. The timing of this step was appropriate due to the increased need to set up a scientific edifice for the growing numbers of student seeking and wishing to study abroad. Furthermore, I set up the student transfer program. By doing so, the foreign currency can play a role in contributing to support the national economy.

There were also other important projects:

- Purchasing most of the stocks of the Jordanian Dairy Company from the Danish; a company for producing yoghurt and it’s derivations. Soon after, it was reformed to generate strongly.

- Establishing Al-Sharq Company for investment projects, it owns Holliday Inn in Amman.

- Instituting the Arena Space Company for Tourism and Hotel Investments; Arena Space has 3 and 4 Star hotels.

- Owning and managing three hotels in Bulgaria (Velngrad, Smolian, and Varna). Those hotels range between 4 to 5 Star categories.

- Founding Al-Hasriya Food Company for fast food franchises which operates for its’ restaurant and java u Café in Jordan.

What were your biggest challenges you faced as an entrepreneur and how did you overcome them?

There were numerous challenges; but the most demanding was practicing the work at the local and international stock markets. This field deals with purchasing and selling stocks, bonds and currencies in order to invest. Hence it needs more experiences and caution.

What do you think it takes to be successful in the industry your company competes in?

Maintaining success continually depends on many things. The most important factor, in my opinion, is continuously supervising my companies’ activities, the financial and managerial affairs. Moreover, I should carefully select each company’s director because it is considered to be one of the most imperative elements that contribute to each company’s success.

In addition, I should be careful not to expand the work to a level that exceeds my financial and managerial abilities. Consequently, daily follow-ups with the bank accounts regarding all the work is mandatory. Lastly, I monitor the abovementioned in a way that guarantees that the work will be accomplished and under control.

What advice would you give to those contemplating their own business?

I advice them to concentrate their energies on the work they want to achieve, to finish it as soon as possible with the best condition and specifications, and to try to expand into different ventures. If the chosen work was realistic and needed in the society, the chances of success will be guaranteed. Pursuing and following illusions will only cultivate the loss; on the other hand, hard working and being faithful to your work will help you prosper.

“The winner horse is the one who does not look at others, but pays attention to the goal he wants to reach.”

What is the question I did not ask, but should have?

I think we briefly tackled all the aspects, I hope that our dialogue will be useful for some people.

With knowledge, humans can choose to learn from their own mistakes if he/she deals with the consequences by either correcting or avoiding the mistakes.

Finally, I wish success to your magazine and readers. Good luck.

Mr. Kawar, Rudain / CEO, Kawar Group

2011-01-19T02:15:00.000-08:00

Company Profile:

A private family company, the Kawar Group has diversified and become a holding company for more than 20 ventures, employing 800 people. It’s seven business centers specialize in shipping; travel and tourism, mining and energy, healthcare, trade and project development, information and communications technology (ICT), and investments.

Kawar Shipping, one of the group’s seven umbrella companies, is a diverse maritime business. It represents global shipping giants; Denmark’s Maersk Line, Switzerland’s Mediterranean Shipping Company, Dubai-based logistics firm Gulf Agency Company; as well as, Pacific International Lines and COSCO.

A forwarding arm, Kargo offers shipping and transport services from Jordan to Iraq, Lebanon and Syria.

In 1963, the group entered the tourism sector. Amin Kawar & Sons Travel & Tourism includes tour operation and sales for cruise lines and airlines. One of its quirkier businesses is Roman Army & Chariots Experience, a company that re-enacts chariot races and gladiator duels at Jerash.

ICT is set to drive the Kawar Group’s future growth. The Kawar Group bought a controlling stake in Al-Faris National Investment Company in 2006 to spearhead expansion of its ICT portfolio. Rudain Kawar is now chairman of Al-Faris “OPTIMIZA”, which invests in ICT, human capital, management and business consulting.

The Kawar Group’s ICT businesses include biometrics, including the Iris Guard eye recognition system used for security at UAE airports. Its other ICT businesses are d1g.com, a bilingual portal that aims to increase internet access in the Arabic-speaking world. Moreover Heidelberg Jordan, a fledgling print-on-demand service, aims to revolutionize publishing and printing in Arabic.

The trade and project development division started out importing and distributing fast-moving consumer goods. The division plans to bid for major regional industrial and infrastructure projects on a build-operate-transfer or build-own-operate-transfer basis. It includes water treatment plants and cement factories. One such project has involved Kawar developing a 450,000-square-metre logistics park in Aqaba on a build-operate-transfer basis.

In healthcare, Kawar is a franchise partner with NatHealth, a third-party administrator for medical insurance, asserting that it is the first company in Jordan to offer online processing of claims. The group is also a major supplier of healthcare equipment, as owner of advanced medical equipment, which leases medical equipment to healthcare projects in the Middle East, Sudan and Kazakhstan.

Addressing Jordan essential need for renewable energy resources, Kawar Group ventured into the Energy sector establishing Kawar Energy. An eco-friendly project developer focused on bringing technology solutions and services of energy water and environment projects. This would include oil shale, wind and solar energy.

How did you start your business?

Having consolidated the group shipping activities, the company’s position was established in the market in the early 80’s. My brother, Karim, and I graduated from Boston College in mid-eighties and decided to venture into the Information Technology business. We believed this is where the world was going and we became the first Apple® Mac distributors in Jordan. Afterwards, we expanded the business to become the most prominent IT software factory. We started this business believing in our vision and assessing the opportunity for growth particularly in Jordan.

We are taking the same approach in the Energy field now.

When you first started your business, were you expecting that it would become not only your full-time occupation, but also a growing company?

From day one, our ambition was to develop a company, to branch out in all domains, and generate more employment opportunities. It was a challenge filled with passion and not a full-time job.

What is the most rewarding thing you have accomplished and why do you cite it above all your other accomplishments?

It brings great pleasure to our group when we see the largest companies in the world take interest in some of the ventures that were created and originated by Jordanians. When closing deals of this sort, the benefits are considered a national accomplishment rather than a personal achievement; therefore, I cite it above all other accomplishments.

Today we negotiate deals with the largest investment houses. We take pride in ourselves with the business we developed and the human resources that further enriches our enterprises.

What were your biggest challenges you faced as an entrepreneur and how did you overcome them?

Resistance to change, to the introduction of technology, and to new inventions are always challenges that entrepreneur’s face. Nonetheless, awareness and proving the value of the services we offer has always supported the progress of our work and helped overcome these challenges.

What do you think it takes to be successful in the industry your company competes in?

We adopt the partnership concept when dealing with all stakeholders involved in our projects. Hence, our success will be theirs, and there will not be a better way for any entrepreneur to overcome challenges and become a leader in the industry.

What advice would you give to those contemplating starting their own business?

Build it and they will come, properly package it and they will buy!

Mr. Malhas, Basem / Mahmoudia Holding

2011-01-19T02:13:00.001-08:00

Company Profile:

Our family business laid down its roots in the 1930’s by my late Grandfather. It began as a catering business and continued to take on a pioneering role in innovation and creation. I am always proud to say that my Father was the first to introduce the concept of a hot meal on Royal Jordanian as our company was the caterer to the Airline at the time.

Our business grew from catering to real estate development, infrastructure building, hotels, aviation, telecom, soft drink bottling, automotive, luxury retail, banking, manufacturing and IT. Serving as the private assistant to the late King Fahd of Saudi Arabia, this gave my Father the opportunity to be exposed to business opportunities on not only a regional basis but an international one as well. Many of our successes and failures were experienced in Europe and the U.S. This was critical in shaping our view of conducting business in various parts of the world where transcending barriers and evolving to local business cultures were key factors to success.

How did you start your business?

I graduated from college in 1996. I lived and worked in HSBC London where at the time my father requested that I return to the Kingdom to assist in establishing a trading business. We had always invested in companies as silent, passive investors never taking any operational or managerial roles and he felt that it was time to change.

I returned to Amman in 1997, did a short spell at the Arab Bank and then went about to establish a trading business. Our choice fell on automotive. It was a strange choice at the time as I had very little knowledge of the automotive world but we took on the challenge. The year was 1999 and the brand was Jaguar!

When you first started your business, were you expecting that it would become not only your full-time occupation, but also a growing company?

Yes I did. However, there was a time horizon as to how long it would take my full-time. I had a challenge to re-start a depleted brand in the market and I had a time limit as to when it should be on its feet and I move on to the next challenge. In Jaguar’s case that was 2 years.

My goal was to set up the company, install processes, best practice and corporate governance. Once these objectives were met I would hand over to a team that would assume responsibility. I then went on to establish businesses in hospitality, banking, watches & jewelry, real estate development, automotive, media communication, furniture manufacturing and aviation.

What is the most rewarding thing that you have accomplished and why do you cite it above all your other accomplishments?

Saving and reviving companies that have gone under. Knowing that one was instrumental in playing a critical part in saving not only individual jobs but families that depend on them is my greatest source of pride. That is my most rewarding accomplishment.

What were the biggest challenges you faced as an entrepreneur and how did you overcome them?

In my humble opinion, entrepreneurs are visionaries, calculating risk takers, believers and very passionate about what they do. The one thing that lacks in entrepreneurs is the ability to maneuver through an environment that inherently links business and politics alike. This has been a challenge for me as an entrepreneur. However, my greatest mentor; my father, has always guided me and handed to me an invaluable experience in being able to steer through political waters to achieve the business objectives.

What do you think it takes to be successful in the industry your company competes in?

We actively operate in 7 countries around the world. We compete in almost every sector and it is sometimes a daunting undertaking. Institutionalizing the group, enforcing transparency, best practice, accountability and corporate governance is citing the obvious.

I also believe that integrity in business ethics will carry you in the long run. It will be a major contributing factor to success and accomplishment. We pride ourselves with that. Although it would seem as applying these ethics might result in lost opportunities, it will pay off in the long run. I’m in it for the long haul. I’m in it to build my own legacy. No matter how big or small, it is my own!

What advise would you give to those contemplating starting their own business?

Don’t over leverage!!! Debt is a killer. Having a portion of debt in your ratios is healthy but do not build a business model purely based on that.

Have some faith! There is nothing more rewarding than starting a business you are madly passionate about.

Be patient. You will fall, you will get up. You will fall again but then you will rise.

Don’t be afraid to delegate. Handing power is a difficult thing to do but always remember you are the owner which means YOU have the power to say NO!

Last but not least have fun! Life is way too short. Success is not measured by how much you make but really by how happy you are. Have the power to say I had enough. Greed will kill you.

What is the question I did not ask, but should have?

What are the wise words you live by?

God grant me the serenity to accept the things I cannot change.

The courage to change the things I can and the wisdom to know the difference.

Mr. Nader, Yousef / Chairman, Nader Group

2011-01-19T02:12:00.000-08:00

Company Profile:

Established in 1980, Nader Group is a private family owned company which currently recruits over 700 persons in it’s core distribution, trading divisions, and through various affiliates. Nader Groups’ main lines of business in the food sector are broken down into the following companies.

Yousef Nader & Sons Co.

Modern Arab Distribution Co. Ltd

Arab Italian Trading Co. Ltd.

Premier for Distribution & General Trade Ltd.

In addition to the aforementioned, Mr. Yousef Nader is affiliated with;

Aqaba Processing Company Ltd. - Chairman

Specialized Trading & Investments Co. P.L.C. - Chairman

United Insurance Company – Board Member

How did you start your business?

I started my business in 1957 as a broker dealing mainly with foodstuffs. When the Ministry of Supply in Jordan was established, I was regularly supplying the ministry with sugar, rice and other products. At the end of 1996, the ministry of supply withdrew it’s monopoly in importing foodstuffs (mainly commodities.) Hence, I saw a chance to start importing main commodities like sugar and rice during this period with the help of my children; we expanded the business to cover numerous international brands.

At present, the business is managed by my children Ramzi and Kamil Nader and we occupy a tangible position in Jordan in the distribution of major brands of foodstuffs such as Nader Sugar, Sunwhite Rice, Harvest Rice, Mansaf Rice, Unilever, Kraft, Kellogg’s, Maxims, Unium Canned Foods, Wrigley’s, Afia, Kasih and others.

When you first started your business, were you expecting that it would become not only your full-time occupation, but also a growing company?

I started my business knowing that commitment was needed in the corporation since it involved importation and distribution which requires more than a full-time job. Naturally, we were aiming for growth and success in the company.

What is the most rewarding thing you have accomplished and why do you cite it above all your other accomplishments?

In my opinion, in a short period of time in conjunction with my children, we have achieved a major step in becoming the first in our business. As this is our ‘bread and butter’ business, we definitely cite it as our major accomplishment.

What were your biggest challenges you faced as an entrepreneur and how did you overcome them?

Challenges are a daily factor. First and foremost, I must admit that we have faced a lot of challenges in Jordan since our country is still considered ‘new’ in it’s endeavors. Regulations that are usually promoted do not last for long periods of time and are always subjected to changes. The second challenge we encountered was the world financial crisis during the last 2 years which was difficult on all sectors. We are grateful that we have overcome this difficult era.

What do you think it takes to be successful in the industry your company competes in?

Work ….. Work …… Hard Work….Perseverance and to try to be on top of things.

What advice would you give to those contemplating starting their own business?

My advice is to be completely focused, to do the right diligent study, and my motto would be “You get out of it as much as you put into it.”

What is the question I did not ask, but should have?

There is another question, “Does luck and timing play a role besides hard work?”

Mr. Nuqul, Ghassan / Vice Chairman, Nuqul Group

2011-01-19T02:04:00.000-08:00

Company Profile:

Established in 1952, Nuqul Group, a corporation of 31 companies, is one of the Middle East’s leading industrial conglomerates. Nuqul Group brings together 5,800 employees and exports its’ products to over 45 countries worldwide.

It is a line of business which covers a wide range of products including the core business of hygienic paper (paper mills and converting). It is a diversified industrial activity that includes ready mix concrete, synthetic sponge/foam, printed packaging material and stationery. Moreover, Nuqul Automotive has the exclusive dealership for Audi, VW, Porsche, Skoda brands, and an integrated Automotive representing Lamborghini and MAN. Nuqul Group represents a variety of different brands such as: FINE, Unium and ABC stationery.

How did you start your business?

Nuqul Group’s mother company – Nuqul Brothers Company – was founded by my father, the Chairman of the Board of Directors, Elia Nuqul in 1952. Back then, it was a modest operation trading in the importation and distribution of foodstuffs. Through sustained efforts, it evolved and became a recognized and reputable business establishment well known in the markets.

When you first started your business, were you expecting that it would become not only your full-time occupation, but also a growing company?

When my father started the business, he was committed to improve the lives of our family members by creating a sustainable corporation. Hence, he embarked upon this journey by establishing a strong company and working hard to fulfill his dream by creating a solid platform with committed employees, pioneering technology to provide the best products to customers. He also worked relentlessly to create a family-like environment by enhancing our employees’ sense of belonging and loyalty to the Group. Hence, we can confidently say that we will continue to achieve more through hard work and determination. We have adopted the slogan of “Growing Together” and it reflects our relation with all stakeholders. It is our formula for success.

What is the most rewarding thing you have accomplished and why do you cite it above all your other accomplishments?

Giving back to our community is the most rewarding act. It is the reflection of my own passion which also mirrors my father’s sincere dedication to grant education and empowering tools to individuals in our dear country and communities across all markets and regions we operate in.

Through our corporate social responsibility, initiative and the adoption of Al Koura District in North of Jordan, we are accomplishing positive impact and this is what we cite above all achievements. Empowering a community through long term and sustainable focus rewards us like no other activity. It is the most valuable “return” and it is supported by several other initiatives conducted by our individual companies. For instance, benefiting the environment in terms of renewable sustainable forestry, water and energy saving projects in hopes of supporting the physically challenged, granting scholarships to students under the umbrella of our philanthropic arm, “Elia Nuqul Foundation” among several other initiatives that translate our passion.

What were the biggest challenges you faced as an entrepreneur and how did you overcome them?

The challenges grow with the expansion of our business. When I joined my family’s business in 1985, the challenges were tremendous. I wanted to achieve the best results; numerous responsibilities fell on my shoulders. I learnt to look at any crisis from a positive angle and to step out of it instead of allowing myself to drown underneath the problem.

Overcoming a crisis and dealing with failures is a challenge I faced and continue to come across. Any growing business is subject to threatening incidents whether it is internal or external factors; thankfully our adherence to corporate governance protects us from such cases by reducing the negative impact and allowing us to adapt to it cleverly. We believe that revolution leads to revelation and since the separation of ownership from management; Nuqul Group has grown considerably through the institutionalizing of our business. “Our people” are our asset and we are proud to bring together 5,800 Nuqul Group members, embracing a pool of dedicated individuals.

Now our system of accountability, transparency and reporting to all of our stakeholders turns any challenge into a true opportunity.

What do you think it takes to be successful in the industry your company competes in?

Integrity and honesty stand at the core of the Group’s business ethics. Dedication and productivity are constantly monitored and encouraged with those showing the most commitment to the values of Nuqul Group.

Innovation, continuous improvements and commitment to quality and excellence in products and services also stand at the cornerstone of Nuqul Group’s values; excellence in work, production, delivery and customer care.

What advice would you give to those contemplating starting their own business?

Believe in your dreams; work hard and accept constructive criticism, seek opportunities and invest in your intellectual knowledge. The journey is not easy, it requires a lot of dedication and persistence, find the means to achieve your goals and you will get there.

What is the question I did not ask, but should have?

Where do you see yourself in 2030?

In 2030, I want to continue to make a difference in the business, family and community. I will be looking back at my journey of 45 years in the Group, the first decade of hard working hours with my father to build a strong equity in the market, followed by fruitful growth and continuous expansion to reach where we are today. The entire experience was led by a unique pool of professionals working within an institutionalized framework that will hopefully guarantee stronger and diversified presence. I hope to reap the fruits of our commitment and to see an empowered community through our initiatives. I would also want to spend more time and effort at the “Elia Nuqul Foundation” and help make it a major foundation. This would bestow an important platform to empower thousands of fellows and provide them with the right tools to grab opportunities and make a difference. I see myself just like my father, a devoted person with a strong passion to work relentlessly to achieve more; I will be few years older, hopefully with the same energy level, and the same spirit and enthusiasm.

Mr. Qubain, Najib / Chairman & GM, JWICO

2011-01-19T02:03:00.000-08:00

Company Profile:

In 1975, Jordan Wood Industries Co.Ltd. (JWICO) was established as a private limited company in joint venture with Jutlandia Dore of Denmark for the purpose of producing and selling wooden doors. In early 1983, it became a public shareholding company and gradually expanded its’ business to include kitchen cabinets, offices, bedrooms and hotel furniture. It is now the leading wood manufacturing company in Jordan and the only public shareholding company in this industry with a capital of 4.5 million Jordanian dinars.

How did you start your business?

Having studied and worked in the United States for 8 years, I returned in 1974 with the purpose of starting my own manufacturing company. I wanted to take advantage of the new wealth in the Middle East as a result of the higher oil prices. I researched the market and came up with the idea of producing ready made doors to meet the high demand of housing projects. I met others who were interested in this project and introduced me to our new joint venture partner from Denmark. After joining forces and capital, we established JWICO as a private shareholding company in November 1975 with a starting capital of JDs 240,000 only.

When you first started your business, were you expecting that it would become not only your full-time occupation, but also a growing company?

As a General Manager, I started the business expecting to work full-time. However, I did not anticipate how far the company would grow. In the initial stages, I would have been satisfied if we had sold JDs 500,000 worth of goods per year. In 2008, we exceeded 13 million. We started off with a building area of 3,000 square meters. Currently, it surpassed 21,000 square meters which is seven folds.

What is the most rewarding thing you have accomplished and why do you cite it above all your other accomplishments?

I provided employment and income to about 350 employees and workers who support their families. I cite it above all my other accomplishment because it contributes to reducing unemployment, alleviates poverty and raises the standards of living of the people in Jordan- which matters the most.

What were the biggest challenges you faced as an entrepreneur and how did you overcome them?

In 1983, over 92% of our sales were wooden doors to Iraq. We were dependent on one product, one market and one customer – mainly the government of Iraq. At that time, the war between Iraq and Iran was reaching it’s peak and no one could predict the outcome. If Iraq had stopped buying from us, we would have gone bankrupt. We decided to diversify our products and concentrate on the local market for our daily bread and butter. A professional market research study was assembled; consequently, we decided to produce an upscale-market kitchen cabinets, bedroom and office furniture. In 1986-1987, we built and installed a new production facility to produce these products. We opened our new showroom on Mecca Street to cater for local retail sales which saved JWICO.

Since then, local retail sales constituted the major part of our sales.

What do you think it takes to be successful in the industry your company competes in?

Beautiful designs, durable and high quality products, an excellent before and after sales service, and of course, an attractive showroom in a strategic location with good displays.

What advice would you give to those contemplating starting their own business?

Prepare well. Take your time to study and research the market. Gather a good team of qualified people. Provide adequate finance to keep you afloat in case of difficulties, especially in a volatile market such as ours.

What is the question I did not ask, but should have?

What are you plans for the future?

Mr. Said, Marwan / CEO, OFFTEC Holding Group, Plc.

2011-01-19T02:01:00.000-08:00

Company Profile:

OFFTEC Holding Group is a publicly traded company owning multiple subsidiaries operating in the fields of office and banking equipments, integrated solutions, office and health care furniture, IT solutions, leasing and customer loyalty programs. The oldest subsidiary of the group was established in 1910 by my grandfather, and over the span of 100 years it has grown to where it is today. The company’s subsidiaries are located in Jordan, Palestine, and Sudan. New additions will be established in Tunisia, Egypt, Saudi Arabia, Syria, and the UAE in the upcoming two years.

How did you start your business?

As mentioned above, my grandfather established the company; I joined in 1988 managing the daily operations and finances of the company. In 1995, I was assigned to re-establish the operations in Palestine; soon after, our subsidiary OFFTEC Palestine was re-born. In 1998, I established OFFTEC Leasing to handle the leasing of its’ equipment to companies in the Jordanian market. In 2004, I created e-Points Ltd, OFFTEC’s innovative customer loyalty and reward platform. This company has become my full-time job. As part of e-Points growth initiative, I am in the process of concluding partnerships to establish and roll out e-Points Tunisia, e-Points Egypt, e-Points Saudi Arabia and e-Points UAE.

When you first started your business, were you expecting that it would become not only your full-time occupation, but also a growing company?

Yes, I was determined from the first day I assumed my post to work hard alongside my cousin Basim. I was keen to build on the great foundations that were assembled by my father to expand and grow the business.

What is the most rewarding thing you have accomplished and why do you cite it above all your other accomplishments?

My most rewarding accomplishment was the establishment of e-Points and positioning it as the leader in the field of Loyalty and Rewards within the region. We have succeeded in creating a very unique platform, combining it with the expertise that has grabbed the attention of global companies in the fields of Telecommunications, Banks, Retailers, Logistics and Financial Processors. We have bolstered the realization of our vision in becoming “The Worlds’ Platform for Loyalty and Rewards.”

What were the biggest challenges you faced as an entrepreneur and how did you overcome them?

Frankly speaking, the toughest challenge for me was e-Points since it is a new proprietary platform. At the beginning, it was really difficult to convince merchants of the importance that lies in profiling and better understanding their customer base – a key feature of the e-Points concept. To overcome this problem, we started providing them with easy to understand reporting regimens and from there, we offered them customized reports that suit their needs.

What do you think it takes to be successful in the industry your company competes in?

Work hard and remain updated with the latest trends in technology, have the ability to immediately adapt to change, and most importantly provide the best service to your clients.

What advice would you give to those contemplating starting their own business?

Get the right people on board and be able to delegate responsibilities while utilizing their strengths.

What is the question I did not ask, but should have?

What is your motto?

“Treat people the way you like to be treated - with respect, integrity and honesty as you never know what happens in the future.”

Mr. Salfiti, Isam / Chairman, Union Bank

2011-01-19T02:00:00.000-08:00

Company Profile:

Union Bank was established in 1978 as a public shareholding company. The Bank was initially established as an investment bank, and in 1991 it completed all requirements for its transition into a full commercial bank. Union Bank has successfully evolved into one of the fastest growing banks in the Jordanian banking sector today.

Through the years, Union Bank managed to achieve very good organic, steady and sustainable growth. It has financed a number of vital infrastructure projects that hold long term benefits to the country and it’s citizens.

It currently operates a domestic network of 23 branches and offices distributed throughout Jordan in addition to one branch in Ramallah, Palestine, and a fully owned brokerage firm that operates one of the best money exchange operations in the Jordanian Market.

Part of the bank’s vital role is its integral part in the citizen’s daily life by supporting several community participation initiatives & market- outreach programs relevant to social and cultural activities, public health, education, entertainment, sports, musical, theatrical and literary activities.

Furthermore, Mr. Salfiti is incorporated with the following:

Chairman: Union Land Development Corp.; Chairman: Jordan Hotels and Tourism Co.

Board Member: Zara Invest. (Holding) Co. Ltd.; Board Member: Union Tobacco and Cigarette Factory; Board Member: Amman Baccalaureate School; Board Member: King Hussein Foundation; Board Member: Jubilee School Board of Trustees

Board of Trustees: The Red Sea Institute of Cinematic Art; Board of Trustees: The University of Jordan; Board of Trustees: Jordan Career Education Foundation; Board of Trustees: Columbia University Middle East / Research Center – Amman

How did you start your business?

I joined the family business, money exchange, with my father, Halim Salfiti in 1967, and then it evolved into a finance company (Arab Finance Corporation) in 1978. Eventually, it became Union Bank in 1991.

When you first started your business, were you expecting that it would become not only your full-time occupation, but also a growing company?

Not really. I did not see at that time it would evolve into a bank. Although, as years passed by, our dedication, ambition, and precision helped the business evolve and expand.

What is the most rewarding thing you have accomplished and why do you cite it above all your other accomplishments?

My three sons Basem, Nadim and Wasim are the most rewarding accomplishments that I cite above all. I find it rewarding to see their achievements and it makes me feel very proud. Seeing the success story through my children’s achievements is a wonderful feeling.

What were the biggest challenges you faced as an entrepreneur and how did you overcome them?

The biggest challenge would be turning from a privately owned business into a public shareholding company.

To overcome those challenges, I constantly taught myself with the guidance of my mentor, the belated Dr. Khaled Al Saleem, how to institutionalize and how to think accordingly.

What do you think it takes to be successful in the industry your company competes in?

Hard work, diligence, and a little bit of luck!

What advice would you give to those contemplating starting their own business?

They should learn how to inspire and motivate the people who will work with them and for them.

What is the question I did not ask, but should have?

Q: How can the upcoming generation incorporate and share their success with their country and its people?

It would be very noble of people, especially the upcoming generation, to reach out and serve the community they live in. By doing so, they will offer great support and opportunities to people less fortunate to achieve their dreams. In return, they would be serving their country and on a personal note, they could see how they were capable of altering citizen’s lives. I strongly believe in CSR, community participation and market outreach.

Mr. Sawalha, Said / President & Chairman, Regency Hotel

2011-01-19T01:59:00.000-08:00

Company Profile:

The origin of the company goes back to the early 1920’s, set up by Hanna K. Sawalha, the father. The hospitality line has been gradual from 1 to 5 Stars hotel and from small to very large properties.

How did you start your business?

In 2005, we established a company Al-Thulatheyyah for Investment Ltd. Named after himself & his two sons Tareq and Murad; it is a major shareholder of GP Hotels that owns the Regency Hotel and the Grand Palace Hotel (Golden Tulip Amman),

Limousine services and the international franchise of Trader Vic’s; in addition to, tourism projects in Jerusalem & Bethlehem.

Part of it’s portfolio, Al Thulatheyyah also owns German cleansing products packaged in Egypt by “TCL”; a leading factory in the region with the only environmentally friendly products (ISO certified).

Jerashco Co., specialized for general cleansing & maintenance; a company with more than 400 employees serving banks, hospitals & big office buildings.

When you first started your business, were you expecting that it would become not only your full-time occupation, but also a growing company?

My brother’s Sami, Samir & I took over from my father a highly reputable hotel company with branches in Palestine, Jerusalem, Bethlehem & Amman. Soon after, we managed to expand the business.

What is the most rewarding thing you have accomplished and why do you cite it above all your other accomplishments?

I was lucky to finish Hotel Management in Switzerland. Furthermore, I acquired years of practical training in leading hotels across Europe. This experience helped me implement the best knowledge I obtained to our chain of hotels. It is rewarding to work in the line you love passionately.

What were the biggest challenges you faced as an entrepreneur and how did you overcome them?

The instability in the Middle East and the wars I have experienced always emerged with challenges. In turn, I became extremely cautious in overcoming those situations. You need to have patience.

What do you think it takes to be successful in the industry your company competes in?

Simply, I LOVE IT! If you love your business, all the rest will come along the way.

What advice would you give to those contemplating starting their own business?

My advice is a very modest feasibility study which is realistic. Not only will it contain positive aspects to it, but also negative whereby it prepares a person with the obstacles that could arise in new business enterprises. You must start a business at the right time, right city with the right product.

What is the question I did not ask, but should have?

I would like the coming generation to remember one thing; the region is still underdevelopment. There are still thousands of opportunities awaiting for people to grasp and take advantage of.

We should not forget how the standards of living differed a century ago from where we are today. One should always seek the potential of a city and the country they live in and love.

Twenty five years ago, I found myself constantly arguing about Jordan’s huge potential for tourism as opposed to the thought that the tourism here would not grow. Today, if you walk into a bookshop in any major european city, you will find hundreds of books about Jordan while in the 70’s and 80’s you may have found just around five.

The question would be: Where do you see yourself in year 2030?

Mr. Sayegh, Michael / Chairman, Sayegh Group

2011-01-19T01:58:00.000-08:00

Company Profile:

National Paints was first established in the year 1969, and today ranks 23rd amongst the world’s 100 largest producers of paint and coatings, the 15th amongst the 50 largest producers of paint in Europe. It is the largest paint producer in the Middle East and ranks number one with total production capacity exceeding 300 million litres of paint per year. With such a production record, National Paints is considered a leading provider of high quality paint products.

National Paints currently owns 18 factories spread across the world, launching first in Jordan and then onto the United Arab Emirates (UAE). National Paints’ Factory in Sharjah UAE is considered to be the largest production complex for paint products and related material in the Middle East and the Arab World. There on, National Paints spread it’s operations to Qatar, Sudan, Palestine, Kyrgyzstan, Kazakhstan, Oman, Romania, India, Iran, and Egypt. It’s products are exported to over 60 countries worldwide. In addition, it has showrooms spread across Russia, Syria, and Lebanon.

How did you start your business?

My first work experience started while I was still a young school boy. In our family, it was customary to start working at an early age in order to benefit from our elders knowledge. I worked eagerly alongside my father, who in 1949 established his commercial business by opening a shop in Amman, which specialized in the trade of imported paints.

In 1969, my uncle, bother and I established the National Paints Factories Company, whilst I was still a student at Jordan University. We faced extensive challenges in obtaining the licence to open a paints factory as at that time, the importance of giving blocked protection for some factories was clearly understood and abided by. Customs duties were constantly being raised on imported goods and the government ceased to give new licenses.

On January 2, 1979, production finally began. However, the internal security conditions remained unstable due to the continuous conflicts between the governments and the Palestinian organizations. In spite of all the prevailing circumstances, we took the risk and went ahead with production. In 1971, I graduated from University and concentrated on the career that lay ahead of me.

When you first started your business, were you expecting that it would become not only your full-time occupation, but also a growing company?

As any entrepreneur, I was always wholly committed to my work in the factory, and my focus was always directed on achieving the company’s maximum growth. I did not have any expectations, only hard work and dedication.

In a short period of time, our shares in the Jordanian market started to flourish and we began to focus on future growth. We went to build another factory which allowed us to increase our production and exporting capabilities in order to compete with adjacent markets. In turn, this helped us amplify our sales quite considerably. Our successful industrial activities motivated and encouraged us to further expand the business. In 1977, we went to establish our first factory in Sharjah, UAE.

What is the most rewarding thing you have accomplished and why do you cite it above all your other accomplishments?

As mentioned previously, the Jordanian market and economy were limited. This inspired me to look in foreign markets in order to increase the company’s possibilities of expansion. After the first successful establishment of our branch in the UAE, I seized the opportunity to expand into several markets, such as Sudan, Qatar, Kazakhstan, Palestine, Egypt, Romania, and most recently the Indian and Iranian markets.

Hence, I believe that one of our biggest accomplishments was our ability to surpass and grow beyond the local market, making National Paints one of the best recognized paints and coating manufacturers in the entire region. Furthermore, we were able to successfully use our accomplishments in the paint industry, to expand into other sectors of the market such as various industrial fields; as well as, banking, real estate and broadcast television.

What were the biggest challenges you faced as an entrepreneur and how did you overcome them?

Expansion was one of our biggest accomplishments and challenges. Another great challenge we faced was the collaboration and constructive communication patterns between the partners of the company, my brothers, nieces and nephews, and my children. Nonetheless, we continually deal with each and every obstacle as it comes. Through open communication, continued collaboration and hard work, I believe we can overcome anything.

What do you think it takes to be successful in the industry your company competes in?

I believe that there are many factors that go into the continued success of the business.

First and foremost, we are always researching the latest technologies and trying to keep up with new market trends. We always strive to be market leaders; therefore, we continually look for new ways to improve and develop the business. Moreover, our continued expansion allows us to be present in as many markets as possible. Hence, we gain from the knowledge and economies of scale that each market has to offer.

Secondly, we always put extensive effort into human resources and in the training of our staff. A business is only as good as the people who work for it. For this reason, we are always looking to keep our staff well informed and up to date with the ins and outs of the business. We always search to hire the best people who will be as committed to the company as we are.

Last but not least, we believe that having a strong managing team is extremely important to a successful business. Therefore, we communicate constantly with one another. We always look for the most suitable system to run the family group in order to preserve the success of the business and keep it soaring for future generations.

What advice would you give to those contemplating starting their own business?

It is crucial to be continuously dedicated to your business. You might face disappointments in the beginning, but you must rise above the challenges that you are faced with. Always be willing to try harder to overcome any obstacles that stand between you and the success of your business. Once you get the company on its feet, you need to always be looking for new ways to develop it and separate yourself from your competitors. Hard work, commitment and patience will ultimately lead to achievement.

What is the question I did not ask, but should have?

I think you could have asked me “when do I plan to limit my ambitions?” The fact is ambitions really have no limits, despite how old you are. Organizations can and should be succeeded by the future generations who have gained experience from observing our tactics, administrative planning and distribution of responsibilities. They should go on to make an even bigger success of the company that we have.

Mr. Sha’sha’a, Jamal / CEO, ART LINE INTERIORS LTD.

2011-01-19T01:55:00.000-08:00

Company Profile:

ART-LINE INTERIORS LTD. is an international company specialized in furnishing projects worldwide.

Several company’s executed projects are:

Crowne Plaza – Dead Sea (Jordan Dead Sea, 2010); Holiday Inn Amman (Jordan, 2009); Doha Bank (Qatar – Doha, 2008); Raffles Hotel – Dubai (UAE- Dubai, 2006); Sheraton Aleppo (Syria- Aleppo, 2006); Dunes Club (Jordan, 2006); Le Royal Hotel (Tunisia, 2006); C.B.I. (UAE- Dubai, 2006); Kempinski Dead Sea (Jordan Dead Sea, 2005-2006); International Aqaba Beach Resort (Jordan, 2005); Le Royal Hotel (Lebanon, 2003); Grand Hyatt Hotel (UAE- Dubai, 2003); Australian Embassy (Jordan, 2003); Serenada (Lebanon, 2003); Le Royal Hotel (Jordan, 2002); Farah Hospital (Jordan, 2001); Hilton Jeddah (Saudi Arabia, 2001); Sheraton Hotel (Jordan, 2001); Hyatt Tower (Jordan, 2000); Grand Hyatt Hotel (Jordan, 2000); Intercontinental Hotel (Jordan, 2000); Movenpick Hotel – Aqaba (Jordan, 1999)

How did you start your business?

I joined the family business of wholesale and retail of carpets and fabrics in 1991. I then thought of the hospitality market as being a potential business for the supply of carpets, fabrics and furniture. After extensive studies based on the database gathered, I decided to specialize in the high end quality furnishings for hotels.

When you first started your business, were you expecting that it would become not only your full-time occupation, but also a growing company?

Yes, as it was my goal since the very beginning and it was planned from day one. However, I should say that the growth was faster and larger than expected in the hospitality business which has helped a lot in our rapid growth in Jordan and the expansion in the MENA and Gulf region.

What is the most rewarding thing you have accomplished and why do you cite it above all your other accomplishments?

Le Royal Hotel in Beirut in 2002! It was a big challenge to win the tender for furnishing the entire hotel. It was a keen competition against many international companies, and it was an opportunity to prove that a Jordanian company could achieve what international companies can offer if not better.

The Intercontinental Aqaba Hotel was another rewarding accomplishment, the competition was intense. We have won the tender amongst international companies and got an award for distinguished and timely execution.

What were the biggest challenges you faced as an entrepreneur and how did you overcome them?

To gain the trust of the client’s. It was very difficult to convince the client’s that we, as a local company, could perform and meet the requirements of international standards. We have overcome this problem by delivering and maintaining the highest standards of quality at all times.

What do you think it takes to be successful in the industry your company competes in?

The measure of success lies within consistency; knowing your capacity and not exceeding it, looking into details before executing and never spare any cost to meet the standards of quality you are required to deliver.

What advice would you give to those contemplating starting their own business?

Again knowing your business requirements, planning, strategies and never be greedy.

What is the question I did not ask, but should have?

What are your future plans?

Our target is to become one of the three biggest finishing and furnishing contractors in the world, not only in the region. Our goal is incorporated in every step of the way to accomplish and achieve it by meeting the highest possible standards, thriving to excel and committing into delivering the best service to our clients.

Mr. Takrori, Raed / GM, Rattan House

2011-01-19T01:54:00.000-08:00

Company Profile:

Rattan House is a manufacturer and exporter of quality handmade home interior furniture. We have been offering a stylish alternative in home furnishings and hotel supplies since 1982. Our factory is designed for a huge capacity to serve the requirements of all regions, especially with the high demand of projects coming up and taking into consideration the need of uniqueness in style.

Rattan House always introduces new design concepts and flexibility to cater all needs. Our products are manufactured to the highest construction standards ensuring comfort and durability.

We also have projects department’s which caters all services needed to open restaurants, hotels or cafes. This department consists of designers, decorators and contractors that work to the highest level of taste and class. We have earned a reputation for competitive pricing, whilst providing an unmatched personalized service and continually striving for excellence through innovative designs with attention to details and delivery.

Rattan House is proud to be one of today’s pioneering manufacturer’s of excellent quality, wooden and rattan furniture products. We are committed in achieving the highest level of customer satisfaction by ensuring consistent supply of high quality products at competitive prices.

How did you start your business?

It all started as a mini-scale business project by a group of friends from college. We all decided to invest with a few hundred Jordanian dinars that we have gathered.

This spontaneous “adventure” turned a small company into a pioneer furniture business specialized in designing, customizing, manufacturing and supplying world-class in outdoor and indoor furniture. Rattan House currently owns, operates and deals with factories in China, Indonesia, United Arab Emirates and Jordan. Furthermore, we hire over 465 employees from professional industrialists, handicraftsmen, business development, sales and project managers whereby they are all managed and directed from our head offices here in Amman.

When you first started your business, were you expecting that it would become not only your full-time occupation, but also a growing company?

To be honest, yes! When we gathered and decided to embark upon this adventure, we all had a common vision:

“To conquest a virgin market and become it’s leaders.”

Without that vision, we would not have reached the top in our business. Up till this moment, what makes us successful business leaders are our start-up vision which we relay our success upon.

What is the most rewarding thing you have accomplished and why do you cite it above all your other accomplishments?

The trust and partnership we have started with is what I consider the most rewarding thing in my professional life. Without those two important elements, we would not have reached what we deem now as the most successful business in our lives. As partners and business owners, we believe that trust and partnership, in their real formats, are the success elements that made us leaders of our market.

What were the biggest challenges you faced as an entrepreneur and how did you overcome them?

I faced many obstacles during the launch of our business; for instance, financial obstacles, certain legal matters for the company, sourcing and logistical issues.

However, the most difficult challenge was creating demand to our products and outdoor furniture. It was not considered a requirement to buy outdoors furniture for any domestic household or a business project such as resorts and hotels. Nonetheless, with the increase of demand for luxury and prestige in our lives, it became very obvious that our product would reach further levels of stipulation that would eventually carry our business to higher measurements of success. I can easily say that our market penetration brought more awareness to our local market of the pleasure and enjoyment our furniture would bring to their daily outdoor activities and habits.

What do you think it takes to be successful in the industry your company competes in?

Meeting the demand and satisfaction of your client’s is our aim and objective. Realizing the importance of gaining the client’s trust, we continually strive to build and maintain a successful reputation. Nowadays, there are numerous sources of supplies of furniture; the guarantees of quality excellence became the peak of focus and attention. This element of quality is vital and crucial to our business when we deal with every project, and without proper focus towards quality a business cycle would have a dead end.

What advice would you give to those contemplating starting their own business?

Believe in what you do and keep on doing it.

What is the question I did not ask, but should have?

“What would you concentrate on to keep your business successful and in the lead?”

Team-players are the company’s most important asset. To have winning aces among your team whom all share your vision and belief.

This would make it easier for you to achieve your objectives faster and in a more reliable manner. Work on your subordinates as partners and not as employees that is the shortest way to achieve success milestones.

Mr. Tantash, Mazen / CEO & Chairman, Tantash Group

2011-01-19T01:52:00.000-08:00

Company Profile:

Tantash Group is a holding company established with the objective of investing in businesses with a recognized high-return potential in the service, financial and industrial sectors. In the latter, Tantash Group has MIDPHARMA (Middle East Pharmaceutical, Chemical Industries & Medical Appliances Company) and ACPC (Arab Center For Pharmaceutical And Chemical Industries Company). Both are leading companies in the pharmaceutical industry in Jordan and throughout the region. Combined, these two companies currently export to 17 markets and have more than 250 products in their portfolios. In the service sector, Tantash Group has investments in TTA and ALPHA (Jordan Investment & Tourism Transport Company). TTA is one of the leading travel agencies in Jordan and The Middle East. It provides the full spectrum of travel services for both outbound & inbound tourism. ALPHA is a tour bus operator for in-country transportation and an investor in tourism related activities covering Syria, Lebanon, and Saudi Arabia. Additionally, Tantash Group has recently signed a joint venture agreement with strategic partner Air Arabia, establishing the first low cost carrier in Jordan. Air Arabia Jordan will provide direct flights to a range of destinations across Europe, the Middle East and North Africa from Queen Alia International Airport and is expected to be a major player in the aviation sector. In the financial sector, Tantash Group owns ISTITHMAR for Financial Services and Ideal Investments. ISTITHMAR is a highly recognized boutique brokerage, asset management, and fund management firm. Ideal Investments is specialized in funding select companies and is active across all stages of the funding cycle from early-stage venture capital to growth capital and buyouts.

How did you start your business?

I have always wanted to run my own business, so it was a natural decision to establish Tantash Group. Of course, when the company started, it was not the same size as it is today. But everybody has to start somewhere. I am very proud of what Tantash has become today and I am looking forward to continued growth and success in the years ahead. There is so much potential both inside and outside of Jordan and I am very keen to expand Tantash into new markets.

When you first started your business, were you expecting that it would become not only your full-time occupation, but also a growing company?

Yes, my ambition was for the business to be my full-time job and for it to be a growing company. I believe that in order to succeed you need to envision success and to fully commit to your vision. I think that this commitment has been one of the main growth drivers of the group. Looking back on it, I am sure that if I had not planned for the company to be my full-time job with the potential for growth, Tantash Group would not have been as successful as it is today.

What were the biggest challenges you faced as an entrepreneur and how did you overcome them?

Challenges come in all different shapes and sizes, and every entrepreneur has to deal with challenges on a daily basis. The important thing to remember is that every challenge is also an opportunity. The key to success is learning from your mistakes, because you are bound to make mistakes.

What do you think it takes to be successful in the industry your company competes in?

Tantash Group is diversified and we compete in many different industries. Each of these industries has its own unique circumstances, opportunities and challenges. However, regardless of the specific line of business or industry, Tantash Group has an innovative attitude and approach to everything that we do. The key to innovation is coming up with a well thought-out idea, comprehensive planning, and the dedication of the people in implementing that idea. We look at opportunities that will give us the chance to be the pioneers in a sector, rather than copying something or tapping into a successful sector. You have to remember to keep your eye on what is important to you as an investor, an individual and try to react ahead of time. You also have to learn to be lenient in these kinds of situations because no plan is fool-proof; you always have to keep reacting to the changes that are taking place.

What advice would you give to those contemplating starting their own business?

My advice to aspiring entrepreneurs is to approach every new idea and potential business in a systematic fashion. From the very first stages of creating a business plan, to implementation and execution, having a system in place will ensure efficiency and allow the entrepreneur to spot any unexpected problems quickly and address them in a timely manner. I also believe that investing in top of the line technology is extremely crucial. A systematic approach coupled with investment in technology will help the entrepreneurs stay organized and free up their time for strategic decisions.

What is the question I did not ask, but should have?

Q: Is there an age that one should start at or a limit?

A: Not at all. Start as early as you can and never think it is too late. I will gladly do it all over again.

Dr. Wazani, Khalid / CEO, Darat Jordan Holdings

2011-01-19T01:43:00.000-08:00

Company Profile:

Darat Jordan Holdings, a Jordanian company established in 2008 with a diversified business plan for investment in different economic sectors: financial, industrial, commercial, agricultural, services; as well as, real estate and tourism through establishing subsidiaries owned partially or totally, or investing in existing companies working in similar fields. Up to this point, we are working through five subsidiaries.

Globe Williams Jordan: a joint venture with Globe Williams International. This company is offering total facility management services like maintenance, catering, energy saving, cleaning, security, pest control and others to several entities in Jordan.

How did you start your business?

Jordan has many investment opportunities. It has always been an attraction to local and regional businessmen. The idea started with a group of well experienced investors in both the private and public sectors; to join efforts and establish this holding company. The employees were skilled, highly experienced and carefully chosen.

Darat Jordan Holdings was established in December 6th, 2007 as a Public Shareholding Company, and registered in Amman Stock Market with a capital of 15 million Jordanian dinars (about US$21 million). 11 million JD’s were divided among the founders while 4 million JD’s were offered to the public share.

When you first started your business, were you expecting that it would become not only your full-time occupation, but also a growing company?

Investing in Darat has proven to provide great expectations. The company is growing successfully despite of all the economic pitfalls lately. I have never thought of any business as a full-time occupation, rather than a personal investment, whether it really was or not.

What is the most rewarding thing you have accomplished and why do you cite it above all your other accomplishments?

Many rewarding accomplishments in my career life come to mind. Among those, my participation in Jordan accession WTO and Jordan FTA with the United States of America where I received my first Royal Decoration- the Independence Legion of the 2nd Order.

I am also proud of my accomplishment in the Social Security Corporation in which I received my 2nd Royal Decoration- the Independence Legion of 1st Order. I cannot forgo my accomplishment in Academia in which I received at a young age the Shoman Prize for Young Arab Scientists in the field of Economics & Finance. These achievements were crowned by my successful accomplishments in packaging Darat Jordan Holdings as a promising investment opportunity.

Of course, I had the support and presence of many well known esteemed persons and institutions lining up with me to create and support its cause.

What were the biggest challenges you faced as an entrepreneur and how did you overcome them?

Challenges never end; however, the beauty of them are the opportunities that surface alongside. This is one of the biggest challenges at Darat. So far, we are doing great in that aspect. Another challenge would be knowing how to live up to the expectations of our board of directors and shareholders.

What do you think it takes to be successful in the industry your company competes in?

We work in different industries, but the key success factors are usually the same: bringing the right people who blend well together and are committed to deliver, winning the trust of stakeholders, coming up with innovative ideas, and knowing how to attract and maintain strategic partnerships.

What advice would you give to those contemplating starting their own business?

Work smart and work hard. It is also important to find the most competent people and get them to work with you and not for you. There is no greater incentive than the taste of achievement.

What is the question I did not ask, but should have?

The Question is “How do I look into the future in the line of my business and what are the prospects there?”

I’m not going to answer this question now; I will leave it to the second issue of your 101 Top Business Leaders. Or shall I say 102 top business leaders!