News Archives - Page 13 of 53

Technological Revolution

Posted on March 24, 2021 | by Akeela Zahair

E-commerce is the future of trading, but finding ways of creating a platform for people to advertise their products is increasingly becoming more and more difficult. When Joy Tang founded Mai (Markable AI), it was with the aim of establishing an equal conversation space between content platforms and e-commerce brands. We take a look at her work to see how she did it.

AI lies at the heart of so many modern businesses, and Mai is no exception. The firm uses its AI-based image and video content recognition and search technologies to achieve higher quality performance conversions for its demand-side clients. In short, the firm’s intelligence solution examines previous habits and offers advertising that meets the desires of the customer.

When Joy Tang started the business in 2017, it was based in the United States, but by 2016 the firm has started to take a hold in the Chinese market too. Joy’s background was as a Senior High Frequency Trading Strategist where she was able to take a lead on Machine Learning Trading Bots. This information provided the basis from which she was able to form Mai.

Over the years, Joy has been able to work alongside some of the leading computer vision scientists and engineers in the world, positioning her company at the forefront of a technological revolution. The success of the business is clear, and a credit to her work. At its heart is a believe that AI drives content realization, which empowers media and allows her to serve her clients.

The vision since the firm began has centred around creating a better advertising ecosystem. The relationship between content platforms and e-commerce platforms is often contentious, and the AI solutions offered by Mai opens the doors to new opportunities. The challenge of exposing advertisement space for content platforms, as well as the conversion bottleneck of performance advertising for e-commerce advertisers has been solved in one stroke. Instead of a static response, the systems that take on board what Mai has to offer become more convenient for customers and return in a more attentive online shopping experience.

The way in which Mai has been able to travel across borders is truly a credit to the team’s sterling efforts, and to Joy’s impressive leadership. Her forward-thinking approach has ensured that the firm has thrived in an constantly evolving industry.

For more information, please contact Joy Tang at www.markable.ai

Fifth of Managers Consider Quitting as Covid Burnout Strikes

Posted on March 24, 2021 | by Akeela Zahair

More than six in ten UK managers have experienced burnout at work because of the COVID-19 pandemic, with a fifth considering quitting their job as a result, according to new research from not-for-profit healthcare provider, Benenden Health.

Assessing the impact of the coronavirus pandemic on the nation’s workforce one year on, research has found that as many as 61% of managers have suffered from burnout at work since the UK was first placed into lockdown, with a fifth (20%) of all managers either considering, or actually quitting their job as a result of the strain on their mental wellbeing.

With the Office for National Statistics reporting that the number of individuals experiencing symptoms of depression has almost doubled since the start of the pandemic, Benenden Health has examined the impact on the nation’s workforce. This has revealed the effect of COVID-19 on the working lives of managers and their subsequent experiences of burnout, which is the occurrence of exhaustion, stress, cynicism and/or feelings of reduced professional ability due to demands at work.

The main causes of burnout at work in the past year were shown to be anxiety about the future (46%), a lack of sleep (40%), limited social interaction (35%), increased demands from senior leadership (28%) and managing home schooling with work (26%), whilst a third (34%) of burnout sufferers revealed that working longer hours had contributed.

Despite more than half of managers (55%) wanting to take time off work due to burnout brought on by the pressures of the pandemic, only a fifth have done so (21%), with others revealing they couldn’t due to their workload being too high (36%), their team needing them (33%), fearing an absence would impact their career progression (32%) and that senior management wouldn’t let them do so (16%).

The survey of UK-based managers also revealed that only a fifth (20%) of those who have experienced burnout in the past year have sought medical support, whilst a third (33%) either took time off as annual leave or a physical health sick day to hide the real reason for their absence.

With the coronavirus pandemic placing such a serious strain on the nation’s workforce, UK businesses are now facing a mental wellbeing crisis as individuals suffer in silence, having a knock-on effect on the culture, retention, productivity and overall performance of organisations.

One in seven managers (15%) have reported lower productivity levels at work since the onset of the COVID-19 pandemic, whilst 11% said their work was of a lower quality. Conversely, only 9% said their productivity has risen and 8% believe their work has improved in the past year.

On a personal level, a third of managers reported that work has caused increased anxiety in the past year (33%), four in ten said it has caused mood swings (27%), a quarter revealed their diet has got worse (26%), one in five (18%) have consumed more alcohol and a tenth (10%) said their relationship with their partner has deteriorated.

As the nation begins to slowly roll back COVID-19 restrictions, one in six managers (17%) revealed that they are worried about being encouraged to work from an office before they are comfortable doing so, whilst 16% believe that the easing of restrictions will put more pressure on them at work. With one in eight (12%) saying that they fear the culture within their business will get worse once restrictions ease, businesses may also need to consider how they maintain a feeling of togetherness as life returns to something more like normality.

The future of traditional office working was also revealed to be in jeopardy as more than two thirds (69%) of managers said they would like to work from home – at least part-time – on a permanent basis.

Naomi Thompson, Head of OD at Benenden Health, said: “It goes without saying that the past year has been incredibly challenging for individuals across the nation, both in our personal lives and at work.

“Businesses too have suffered immensely from the COVID-19 pandemic and these pressures have filtered down to management, who have been vital in keeping operations going at work whilst managing their own lives at home.
“What we are seeing is that there is a burnout epidemic across the nation’s managers, but too often these individuals feel too helpless, worried and embarrassed to open up and seek support for their mental wellbeing concerns.

“An open, two-way conversation must now take place to ensure employees are able to disclose and address any mental wellbeing concerns without fear. It is also important that employers are in a position to support appropriately and effectively, to the benefit of both individual employees, and the business as a whole. In building a happy, healthy and productive workforce, employers will also have to consider how their operations change as restrictions ease, ensuring that employee wellbeing is at the forefront of these conversations.”

Benenden Health enables businesses to offer affordable, high quality, private healthcare to every employee. This includes round the clock care such as mental health helplines, 24/7 GP plus access to services such as mental health counselling support and medical treatment so employees can have peace of mind that they can ask for help whenever they need it.

COVID-19 One Year On: Cost To UK SMEs To Exceed £126.6 Billion

Posted on March 22, 2021 | by Akeela Zahair

New data reveals the impact of Covid-19 to UK SMEs is set to exceed £126.6bn – nearly double the £69bn initially projected a year ago
SMEs have lost £15,673 so far on average, but expect total cost to reach £22,461, suggesting losses will continue for some time yet
Over 840,000 SMEs don’t believe their business will ever return to pre-pandemic levels
81% feel they haven’t had enough government support, and over 2.2 million still haven’t been able to access government support or grants.

Approaching the anniversary of the first national lockdown, a new report reveals the cost of Covid-19 to UK SMEs is set to exceed £126.6 billion – nearly double the £69 billion initially projected a year ago.

The study by small business insurance provider Simply Business revealed that on average, SMEs have lost £15,673 each so far in earnings due to the pandemic and subsequent lockdowns, up from the £11,779 small business owners initially estimated that Covid-19 would cost in May last year.

The financial impact on SMEs

A year into the global pandemic, SMEs now fear they will lose a total of £22,461 each on average, suggesting there are still more losses to come. Almost one in 10 (8%) expect the pandemic to cost them over £50,000 in total.

What’s more, over 840,000 SMEs are not sure their business will ever return to pre-pandemic trading levels, bringing a huge blow to both the small business community and the UK economy.

With six million SMEs in the UK, accounting for over 99% of all businesses, 33% of employment and 21% of all economic turnover, the total cost of Covid-19 to UK SMEs – set to exceed £126.6 billion – has the potential to send ripples through our economy and communities.

A lack of government support?

Overall, 81% of SMEs still say they haven’t had enough support from government – with 41% saying they don’t feel supported at all and 40% believing they’ve had some support but not enough.

In terms of financial support, over 2.2 million SMEs (37%) still haven’t been able to access government schemes and grants, seen by many as a lifeline to help small businesses through the pandemic.

For those that have been able to access government support, a third (33%) have been able to receive the Self-Employed Income Support Scheme, a quarter (26%) have utilised the Bounce Back Loan Scheme, and one fifth (18%) have accessed the Local Restriction Support Grant.

So far, only one in 20 (5%) have been able to make use of the business rates holiday, and just 3% have been able to use the Coronavirus Business Interruption Loan Scheme. Despite the government offering a range of financial schemes to support small businesses, it’s clear that many haven’t been able to access the vital help needed for their recovery.

What small businesses needed from government

Well over two fifths (46%) of SMEs believe the government should have offered a wider range of financial support schemes – highlighting how difficult small business owners have found it to access the schemes on offer.

One quarter (24%) believe finance should have been released quicker, and the same number feel there should have been greater communication and transparency from the government about the impact on small businesses and the self-employed.

A further 23% of SME owners also believe there should have been more clarity around restriction and regulations within their industry, and one in 10 (9%) think the applications should have been easier to fill out.

Emerging from lockdown

Looking ahead, roughly half (54%) of SMEs believe the government’s roadmap out of lockdown has given them some level of reassurance to start planning the future of their business – leaving 46% still uncertain in the coming months.

In recouping the money lost during the pandemic, the majority predict it will take anywhere from 18 months to two years (18%), or two to three years (20%) to get back the money lost.

One in five (20%) think three years or more, meaning they might not return to pre-pandemic levels until 2024 or later.

When it comes to returning to pre-pandemic levels of trading, over 860,000 SMEs (14%) are not sure that their business will ever return to pre-pandemic trading levels, but others are more optimistic.

A quarter (25%) believe they will return to pre-pandemic levels by spring or summer 2022. Well over a tenth (14%) think faster, and predict they’ll be back to normal trading levels by the end of this year.

Overall, over half (53%) of SMEs remain concerned about their business’ future, but hope to survive until the end of 2021.

Alan Thomas, UK CEO at Simply Business, comments: “No business, big or small, has been able to escape the impact of the Covid-19 pandemic – with 12 months of restrictions, lockdowns, and uncertainty always likely to take its toll.

“The scale of the impact across this last year felt by the self-employed is abundantly clear in our latest research. Covid-19 will cost SMEs an estimated £126.6 billion – double what owners predicted it would cost them when asked a year ago.

“With six million SMEs in the UK – accounting for over 99% of all businesses, 33% of employment and 21% of all turnover – this £126.6 billion hole in the books of small businesses is a huge blow to the economy.

“Beyond the unquestionable economic hit, we should also recognise that behind each of these small businesses is a small business owner – each with families, livelihoods, and dreams. The impact of the pandemic on so many of these individuals has been devastating, both financially and emotionally.

“While the government support packages have proven a lifeline to many small businesses through the pandemic, our research reveals that 81% of self-employed people feel it hasn’t been enough – with over two million SMEs unable to access any financial support.

“Yet in all of this, we have seen countless examples of the resilience, resourcefulness, and creativity that we have come to associate with the UK’s small business owners.

“Insuring over 450,000 small businesses – from plumbers to accountants to restaurants – has allowed us to see first-hand the impact on this audience, and the impressive way in which they’ve responded. As we emerge from what is hopefully the worst of the pandemic – with SMEs across the country looking to kickstart their operations – it is important that we all support small businesses, knowing that they will be crucial to our collective recovery.”

Top Tier Training From Tapiit

Posted on March 16, 2021 | by Akeela Zahair

Working with shipping companies all around the globe to offer them cost-effective choices for training requirements, trading routes, and crew nationalities, Tapiit is an online training and information portal delivering new training solutions to various markets. Steering the ship to its latest success is one of the finest CEOs, and recipient of this years’ CEO of the Year, 2020 – The United Kingdom award, Mr Richard Turner. As we take a closer look at what Tapiit and Mr Turner offer to clients, discover what has made the firm into an industry standard for excellence by which others measure themselves.

Formed around the basis of connecting users to a global list of training providers around the world, Tapiit has since diversified into creating new and efficient training through different vehicles and supporting training centres with new applications and systems. The firm’s bookings offers users the ability to search and book all types of maritime training from the world’s largest database of providers in more than forty seven countries. With such an easy to use system, applicants can make swift and cost-effective decisions on available training which links in with their travel and work plans. By working with shipping companies all over the world, Tapiit has been able to bring down training budgets by removing peripheral costs such as travel, accommodation, per diem, and salaries, leaving companies with minimal expenditure based against the cost of a course.

Training providers all over the planet are queuing up to use Tapiit and its unique system, given that it allows providers to showcase far more than those other standard marketing vehicles. With Tapiit, providers get access to unique dashboard that show documents such as accreditation, HSE reports, and staff and faculty certifications. Shipping companies and users of the system can have the ability to fully understand a training provider, what they are offering, and how much it will cost. Armed with that knowledge, they can make the key decisions knowing that they have all the information they need to do so. Helping make sure that the clients can access all of this information in the best way possible is Tapiit CEO, Mr Richard Turner.

Mr Turner has been the current CEO of Tapiit since just last year, and has already made such an impact on the way the company is addressing the training needs of the maritime industry. Tapiit, under the sage guidance of Mr Turner, has a large and growing database of training suppliers, training centres, learning centres, educational colleges, and academies. Since coming into his new role as CEO, Mr Turner may have made his stamp on the firm by increasing the levels of success, but the core values and mission remain the same as they ever were; to increase training through choice and efficiency, and lowering costs in the process.

These core values are at the heart of everything that both Tapiit and Mr Turner are looking to develop, implement, and achieve together. Linking people to more training through new access points, different vehicles, and lower costs will bring about higher competence within any industry and, in most cases, improve a business whilst driving down incidents in the workplace. Tapiit is now considered to be the fastest growing business model in the maritime industry, thanks largely to the sage leadership of Mr Turner and his executive team around him. The success comes from keeping everything simple, and delivering on what it promises. Within the first four months of starting business, Tapiit has clients in twenty eight countries and have since gone even further.

Drawing on its truly global database is what makes Tapiit one of the most unique businesses around, with its database matched only by search engine behemoth Google. Within the maritime sphere, the firm has training providers that cover the complete spectrum of training, and its advantage over Google is the ability to find the training, book the training, get cashback on courses, and manage it all through an app in less than two minutes. For those who need to, the app can also be a source of booking travel and accommodation. Within the Tapiit model that Mr Turner and his team has devised, there are three primary types of client. The training provider, who wants to showcase the courses and facility; the individual user of those courses and facilities; and the shipping companies who require the training for their workforces.

As one of the most effective and simplest solutions in the maritime training industry, Tapiit’s business model ensures that its culture operates in much the same manner. The workforce is made up of dynamic and empowered individuals who can take a problem, and offer solutions. Everyone works as important individuals making up one collaborative team, from Mr Turner at the top to new entry-level employees just starting out their careers. Mr Turner has spent time on vessels himself, and understands that it takes everyone coming together to help the ship run smooth. Encouraging his employees to work in a modern fashion, Mr Turner empowers his staff to have a flexible week. The staff have the option to either use one of the desks in the office, or work from home with the team meeting once a week and have virtual meetings every day. Productivity is at an all-time high, and people are excited to work.

With productivity levels booming and showing no signs of slowing down, Tapiit has further expanded their business by launching two new and exciting projects: Tapiit Live and Flexiilife.

Initially formed as a live stream training company, Tapiit Live focuses on delivering maritime modules to seafarers onboard vessels, whilst at home and management personnel in the office. Having the ability to attend classroom style of training without the burden of additional costs, such as travel and accommodation, is a huge benefit for any ship owner/manager looking to reduce their training budgets. Live interactive streaming will slowly, but surely, become the normal vehicle and leading the way will Tapiit Live with its established in-house studios.

As for Flexiilife, the new company was established to provide individuals, families and crews onboard vessels access to a comprehensive platform of live streaming channels that focuses on the mind, body and soul. With a diverse range of classes from yoga, fitness, exercise to wellness which covers topics including healthy eating classes and even nutritional courses. The mindful courses offer an array of subjects such as meditation, stress management, how to deal with interview stress and relaxation for driving tests. In addition, Flexiilife’s learning channels cover a vast array of topics from children’s academic subjects to general interest. All of these classes are now live and interactive, as well as streamed 24 hours a day on multiple devices all for just one subscription fee.

With both these platforms in full effect, the Tapiit team have been able to successfully implement these services with the support and guidance from CEO Monthly’s CEO of the Year, 2020 – The United Kingdom.

The mark of a good leader over a good boss is understanding how to empower and uplift staff around them to do an excellent job. Mr Turner is definitely the former, understanding that his staff are integral to the continued success of Tapiit. The newest and best vessel may have all the latest specifications, but without the right staff it will fail. In every single one of his roles, Mr Turner has always developed and surrounded himself with the best teams possible, and success quickly followed suite. Every business owner, manager, or CEO must understand what Mr Turner has lived his life by; you cannot do it all by yourself, and understand the strengths and weaknesses of those around you to maximise the chance of success.

A truly outstanding example of what leadership looks like, Mr Turner is a rare breed in the executive world. As Tapiit continues to grow exponentially and set industry benchmarks for what maritime training could, and should be, Mr Turner is an exciting figure in the development of exciting, ground-breaking technologies and simple solutions.

For further information, please contact Richard Turner at www.tapiit.com

Intelligent Solutions for the Future

Posted on March 16, 2021 | by Akeela Zahair

Artificial Intelligence-enabled Internet of Things with 5G+ connectivity is the next major innovation on the technological horizon. Although many companies are not familiar with AI -enabled IoT’s power to transform operational processes, businesses increasingly depend on the competitive advantages that the solutions offer. With the capacity to connect disparate systems and elevate business needs in unprecedented ways, powered by a range of connectivity solutions; EPIC IO and it’ subsidiaries are perfectly poised to lead the public and private sectors through this wave of innovation, under the impressive leadership of Ken Mills. We take a closer look at the firm and Ken’s history to see just how he did it.

For the last twenty years, IntelliSite has been an early champion of internet-of-things (IoT) solutions. For the layman, IoT describes a network of physical objects that link sensors, software, and other devices through wireless connectivity, transforming streams of data into actionable, strategic responses. For a wide range of businesses, there is enormous potential to be explored, and IntelliSite is a key player within the solutions infrastructure market that has evolved.

IntelliSite, now a subsidiary of EPIC IO, with global headquarters in Fort Mill, SC, and offices in Ceres, CA, Argentina and Costa Rica, delivers targeted outcomes for customers across IoT, safety and security, and computer vision enablement. Over the years, IntelliSite’s team has turned its attention from sophisticated turnkey solutions to a range of subscription-based managed applications that deliver AI-powered intelligent analytics and actionable outcomes for connected businesses and communities. Leading this evolution into this brave new world of smart communities and digital connectivity is EPIC IO, CEO, Ken Mills.

Mr. Mills brings a wealth of information to his role as the Chief Executive Officer of EPICIO. For the past two decades, he has worked in the field of business-to-business technology and information security, giving him not only a unique insight into the industry-at-large, but also expertise and depth of knowledge unmatched by other companies that are only now entering the field. Mills’ approach ensures that EPIC IO and its subsidiaries, Broad Sky Networks and IntelliSite are always one step ahead, able to provide the valuable, tailored solutions that people need, when they need it.

With a Bachelor of Science (BS) in Business Management from the University of Phoenix and a Master of Public Administration (MPA) from Clemson University, Mr. Mills has spent a great deal of his life balancing the needs of the public and private sector. He has been a Partner in one of the largest contract field sales organizations in the U.S. and served as a Nuclear Engineer for the United States Navy. He spent nearly eight years building a hyper-growth business for Cisco’s safety and security, access control, and emergency response business unit, which he followed with a stint as a Fellow at the U.S. Department of State.

Prior to his leadership role at EPIC IO, Mr. Mills was the General Manager and Chief Technology Officer (CTO) at Dell Technologies safety and security, IoT, and computer vision business unit. He quickly made a name for himself, not only as an exceptional businessman but as one of the company’s top experts in the areas of security and public safety. Over the years, his work proved to be instrumental in creating and advancing solutions that Dell Technologies’ safety and security division had under development.

In short, when it comes to matters of technology and security, Mr. Mills is driving innovation in this space with a depth of knowledge few competitors can match. To ensure that EPIC IO’s business offerings remain at the cutting edge, Mills conducts significant outreach as a member of the Security Industry Association (SIA), serves as an Advisory Board Member for the National Center for Spectator Sports Safety and Security, and writes opinion pieces as a member of the Forbes Technology Council. These outlets allow Mr. Mills to communicate with his peers and stay abreast of the latest changes and innovations under development in this fast-paced field, always calibrating the impact such trends will have on his work.

When it comes to EPIC IO’s future, it’s clear that the holding company and its subsidiaries will have a big impact on the technology sector as a whole. The team has produced hundreds of enterprise-scale solutions spanning across such diverse economic sectors such as the healthcare industry, public works, financial, energy, agriculture, retail, and education markets, with deployments across the US, Europe, and Latin America.

“The reason for our success is simple,” shared Ken, “We focus on the ‘Why’ with every customer. Whether it is a city manager, facility manager or the Chief of Police, we start with the desired outcomes first. Then our team of experts can work through how we get from A to B to deliver the desired, measurable results. Our end-to-end managed solutions shepherd our clients through every step of the process – from design, to procurement and installation, all the way through life-time system health management.”

At the heart of every solution is IntelliSite’s open, nimble and extensible software platform, connecting desperate streams of new and existing cameras and IoT sensors to create sophisticated solution systems, capable of providing high-volume, AI-enriched data, and near real-time visual computing analytics. IntelliSite solutions gather all of the sensor data information that is available and leverage the latest technology innovations to convert that data into to actionable information, that positively impact business operations and goals.

To serve the business community-at-large, the team provides various solutions in a variety of different areas. For example, products such as IntelliSite’s heuristic-based monitoring (hBM) combines the team’s DeepVisionAI and DeepLogic Rules Engine, which enables multi-sensor and multi-system integration with DeepInsights federated visualization, alerting, and reporting capabilities. When used alongside a third-party FDA-compliant thermal/optical camera, the result is the most complete thermal monitoring solution available.

The hBM Solution software completes three-layers of assessment, beyond the strictly thermal reading provided by the camera, which ensures that thermal noise can be removed, reducing the chance of false positives. The end result: businesses can confidently execute screenings of employees and visitors not only for temperatures, but for mask compliance, occupancy management and even employee badge screenings for check in. Centrally managing and automating a process that was once a demand on human resources with more efficient, effective, and data-driven results.

“We have had great success in working with communities to solve their safety and security issues, one pilot at a time. Recently our company worked with the Alameda County Department of Justice in California to provide an AI-enabled IoT solution to reduce illegal dumping. Illegal dumping was costing the city more than $8 million dollars a year at the time,” Ken explained.

“The Alameda District Attorney’s office was extremely pleased with the result of our engagement. After carefully assessing their challenge, we helped form a private-public partnership with local businesses. Business owners were frustrated with the lack of cleanliness in the area and its impact on their business. IntelliSite, the DAs office, and business owners worked in concert to strategically place cameras where IntelliSite’s AI-enabled cameras where IntelliSite’s DeepLogic software could identify trigger events, such as a car illegally parked or activity in an area of frequent illegal dumping through IntelliSite’s DeepInsights analytics dashboards.”

The return on each intelligent solution multiplies when you consider the team’s remote management services. This is an invaluable security resource for companies, providing 24/7 monitoring by a professional security team. Instead of working onsite, this team can engage remotely, escalating engagement where necessary to an onsite security team or with local authorities. Having the option to gather more information and react appropriately is expected to transform the options available for security services. This system can be deployed on a larger scale as IntelliSite’s Smart Community as-a-Service (SCaaS) powered by Broad Sky’s 5G Connectivity. For local communities, the remote monitoring or “IntelliCare” service is available at an affordable monthly subscription that offers state-of-the-art safety and security monitoring solutions.

Needless to say, AI-enabled IoT solutions are inherently complex with many moving parts between hardware, software, connectivity, and service components. But when EPIC IO, IntelliSite and Broad Sky Networks are involved, the team creates the perfect, bespoke solution, specifically tailored to an organization’s wants and needs.

Intelligent solutions are an important feature of modern life, and the team at EPIC IO offer something truly revolutionary. We celebrate the success of Mr. Mills and his amazing team as they explore new avenues for success in the future.

For further information, please contact Beatriz Burgos at www.intellisite.io

Top Ten Attributes Every Great Business Leader Needs In 2021

Posted on March 15, 2021 | by Akeela Zahair

By Thom Dennis, CEO at Serenity in Leadership

Successful business leaders may previously have been visionaries of their brand, expert decision makers with a growth mindset and possessed extraordinary levels of energy, but the qualities needed to be a good leader in 2021 have changed vastly due to the seismic pressures of the ongoing Covid-19 situation and the events that have brought suppressed and ignored social issues to the fore.

In response to the pandemic, leaders have had to formulate effective crisis management schemes, show agility during lockdowns, repeatedly re-plan to meet the changing needs, navigate the varied transitions of working from home, deal with redundancies, cope with a collective rise in burnout, and begin to look at issues like BLM and harassment with new eyes whilst maintaining team spirit with physically separated teams.

Different circumstances call for different styles and attributes of leadership and we have certainly seen some shining examples of global influencers and inspiring business leaders in the last year. Unfortunately we have also seen incredibly poor leadership.

These are 10 attributes that every great leader needs in 2021 as we negotiate the ongoing twists and turns of the crisis:-

Resilient leaders don’t let failure dishearten them; they understand losses are temporary and use them to their advantage and to learn; they are generous in the face of others’ needs. Our current VUCA (volatile, uncertain, chaotic and ambiguous) environment means an agile approach to change is essential, as is the need to be one step ahead. Having a big picture outlook and a willingness to take early decisions is key. Whatever your political standpoint, Chancellor of Germany Angela Merkel is extremely good in a crisis. Whilst other hospital systems came crashing down in the first wave, Germany had so many ICU beds, it flew in Italian, Belgian, Dutch and French patients.
Controlled Ego. Effective leaders are humble, have a clear vision and know when their contribution is needed and when it is best to let others take the floor. They build on the capability of their team first and welcome input from all stakeholders, and then look for new opportunities to grow or do better. We all have an ego but those leaders who are in command of theirs are patient, often self-less, don’t require gratitude or ego-stroking. A survey of 105 computer software and hardware firms revealed that humility in CEOs led to higher-performing leadership teams, increased collaboration and cooperation and flexibility in developing strategies. A leader who has demonstrated these attributes throughout his extremely varied career is Rory Stewart, the former Secretary of State for International Development.
Compassion. Employee welfare is a hot topic with concerns rising about mental health and physical safety during the pandemic. Emotionally intelligent leaders understand that maintaining morale is key to thriving, and actively care about employee wellbeing. They have a heightened awareness of mental health including the effects of, and needs around trauma, grief, bullying, harassment, stress and PTSD and effectively support workers through this period. At the start of the pandemic Ally Financial CEO Jeff Brown was quick to provide leadership and responded by showing care and generosity to employees by moving most of the 8,700 workforce to work from home in just a few days, including hustling equipment to people who needed it, along with getting them set up with internet. The company’s already-existing financial, medical and mental health benefits were well designed to help employees through a crisis.
Inclusion. Inclusive leaders are people-oriented and do not value one more than another and openly look for different ways of thinking. The best leaders check for unconscious bias, starting with themselves, and strive to make the workplace an equal environment for all. They actively welcome diversity as a real asset with great potential, not a tick box. In Latin America, John Deere’s head of HR, Wellington Silverio, launched a comprehensive D&I program in 2016, which has now touched more than 13,000 employees in Brazil, Argentina, and Mexico by having a leadership team that promotes—and a workforce that reflects—the global diversity of its consumers.
Responsibility. Being a responsible leader is about being able to shape the business by making strategic yet informed ethical judgements. These leaders appreciate the crucial importance of creating the right culture, have a clear understanding of the values and goals for the business, and know how to communicate them. This means listening openly and displaying moral courage, long-term thinking and value-led collective problem solving. Ruth Bader Ginsburg demonstrated great traits of the responsible leader, for example effectively teaching the then all-male Supreme Court that discrimination against women actually existed.
Trailblazing. New Vice President of the United States, Kamala Harris has broken barriers, remained rooted and now embodies the hopes of young women all around the world. Trailblazers tackle problems and find solutions in ways others can’t. These leaders are resilient in the face of failure and keep going long after others have fallen away. Greta Thunberg continues to challenge world leadersto take immediate action against climate change.

Authenticity. Leaders who are authentic promote transparency, honesty and openness within the workplace because they know that it ultimately builds trust. We need to talk the talk and walk the walk to show integrity. Honest leaders keep to their word, follow through on promises and deliver on time. They know how to effectively manage expectations, even if that means delivering bad news. Yvon Chouinard, the founder of the incredibly successful outdoor equipment company Patagonia, has lived by his principles and created a continuously ground-breaking organisation based on his values.
Accountability. An accountable leader takes responsibility for their actions and steps up when they are needed. They are not afraid to apologise if things go wrong, nor do they blame others for their mistakes. Rather, they endeavour to fix and learn from them. The first female president of the European Commission, Ursula von der Leyen, mother to seven children and head of an organisation with over 32,000 members of staff, admitted it was a mistake to override part of the Brexit agreement on Northern Ireland to prevent shipments of vaccinesentering the UK and rectified the mistake within hours, asking to be judged at the end of her term.

Inspirational leadership is fuelled by passion and purpose. Leadership like this is contagious. An inspirational business leader motivates everyone around them, trusts them and encourages them to feel as passionate about the business as they do. Barack Obama offered hope and inspiration to his country by being both open and vulnerable.

Excellent Communicator. Paying attention to both verbal and non-verbal cues, listening well and being personable are enviable characteristics of a great leader. Great leaders simplify complex problems to be able to focus in on what really matters, delivering information in a clear and concise fashion. Jacinda Ardern, the Prime Minister of New Zealand led her country through the aftermath of the Christchurch mosque shootings in March 2019 with courage and determination. Since then she has combined a willingness to make hard and timely decisions with a consistently high level of communication, demonstrating openness, honesty and vulnerability. She is perhaps today’s shining example of all the 10 attributes outlined above.

Commitment to Connection Drives Success for Intelligent Contacts

Posted on March 15, 2021 | by Akeela Zahair

At its core, Intelligent Contacts’ technology offers cloud-based, omni-channel contact center technology and consumer-friendly digital payment platforms. As the world becomes more digitally-aware, successful companies are leveraging consumer convenience and preferred-channel communication to grow their business and retain customers. Intelligent Contacts is a software firm that helps create these meaningful connections between its’ clients and their customers like no other, thanks largely to the experience and expertise of its outstanding CEO, Jeff Mains. Mains has also won the title of CEO of the Year, 2020 – The USA in this issue of CEO Monthly, so we profile both the man and his work with Intelligent Contacts.

Since its inception, Intelligent Contacts has sought to offer the most innovative and configurable contact center technology and consumer-friendly digital payment platform available. Instead of building products, Intelligent Contacts creates solutions designed to be frictionless for both the business and its customers—creating a seamless and integrated experience between its’ communications and electronic payment platforms. The success of Intelligent Contacts can be attributed to a number of factors, but there are few more influential or impactful than the vision and leadership of its’ founder and CEO, Jeff Mains. Throughout his career, Mains has been a keynote speaker, bestselling author, and business transformation expert, and he always seeks to share the good, the bad, and the downright ugly from over two decades of leading companies in a wide variety of sectors and industries. Over the years, Mains has consistently found ways to solve the operational challenges of his clients in a way that also simplifies the experience for the end consumer.

The inspiration for Intelligent Contacts came while Mains was running a SaaS CRM company, and noticed that his clients were struggling to find communication and payment tools that worked the way they wanted. Most of the available options were mediocre and out-of-touch with where the industry was moving. Many were rigid and overly complex. They were “built by techies for techies,” and lacked the flexibility that clients needed. Rather than take this as it was, Mains decided that there must be a better way.

Out of this glaring need, Intelligent Contacts sprang into being, quickly becoming a key player in the financial services and healthcare revenue cycle management space. Mains set out to build his technology on a foundation of flexibility, simplicity, and speed-to-market. That meant creating a cloud-based solution that eliminated the need to buy hardware, software, or employ an IT staff to manage.

Today, Intelligent Contacts delivers enterprise-level cloud contact and consumer-focused payment solutions to healthcare and financial services companies that helps them to meaningfully connect with consumers to create engaging and personalized communication and payment experiences.

Because the products are so easy to use and integrate seamlessly with other systems, Intelligent Contacts has a built a cult-like following among its user base. Client satisfaction is confirmed by their 99.5% retention rate for 2020.

However, 2020 was a year quite unlike any other. Like many other businesses, Intelligent Contacts soon found itself needing to adapt to meet the needs of a changing marketplace. Few businesses are the same today as they were a year ago. Some industries have found themselves majorly disrupted while others skyrocketed. The clients that Intelligent Contacts works with have certainly experienced their own issues, and what Mains observed is that the severity of the issues often came down to agility and mindset.

For example, the most successful companies adapted quickly and found ways to make lemonade from their lemons, while others panicked, resisting change, and decided it would be better to simply wait it out. Intelligent Contacts works with clients that have historically been resistant to the idea of remote working, but this has now become a new reality and something that all businesses must plan and account for long term.

Intelligent Contacts has created solutions that are built to work securely from anywhere, and managers have the same visibility into activity and productivity regardless of location. Many of the firm’s clients are more forward-thinking than the industry as a whole, and a large number had already begun transitioning to remote working either partially or fully prior to 2020. This gave Intelligent Contacts a proven process to seamlessly transition hundreds of clients, many with hundreds of employees, from centralized offices to a “work from home” setting in just a two-week period.

Quite remarkably, 100% of clients forced to make this rapid transition managed to hold firm and steady throughout 2020, and many clients set new revenue performance records.

Jeff Mains specific role was working with client CEOs and executives in helping them rethink and pivot their businesses to meet the changing needs within this new reality. Remaining agile and raising the level of engagement rather than retreating was the path to success, and Mains helped his clients find that.

Mains also knows a thing or two about sharing a message in a way that is accessible. In his bestselling book Small Fish Big Pond: Building a World Class Business That Swims Circles Around Competitors, Mains describes how markets are always in motion. Disruption is both fluid and inevitable. To prepare for this flux, Mains stresses the importance of always engineering the business for speed and agility. A company optimized for speed and agility can anticipate a disruption in the market and move quickly to capitalize on it. Or, quickly pivot to lessen its impact.

Undoubtedly, the biggest impact in 2020 was the COVID-19 pandemic which has caused many companies to look inwards at themselves. It was at the onset of the pandemic that Intelligent Contacts made the proactive decision to reach out to its clients and offer its help as a cloud-based contact center software company that cared about its’ clients and was already built with the speed and agility to help them adapt. In addition, Mains helped other CEO’s rethink their business models, leverage the resources they had, and redeploy those resources to serve existing markets in a new way.

The challenges brought on by 2020 confirmed how critical it is to stay close with clients, especially during times of crisis. This experience proved once again that the most valuable type of capital in existence is relational capital. Revenue may go up and down, but trust is a commodity that never loses its value. Mains discovered, in a fresh way, that his clients at Intelligent Contacts count on them for more than just great software. They look to IC for solutions, and they want a business partner who will stand shoulder-to-shoulder with them to provide hope and certainty when the world seems to be crumbling around them. Then, at other times, to be ready with innovative ideas that create unseen opportunities and drive greater levels of business success.

None of this is possible without meaningful connections, proactive engagement, and taking time to deeply listen and understand what a client is saying. Mains is more than an exceptional CEO; he is someone that understands the humanity of business and has built his own business to serve its clients consistently and whole-heartedly.

For more information, please contact Jeff Mains at www.intelligentcontacts.com

Complete Package From Compleat Software

Posted on March 15, 2021 | by Akeela Zahair

As a business-to-business software author, the work of Compleat Software is focused on digital purchasing, invoice capture, AP automation, and real-time spend analytics for the SMB and SME markets across the United States. The firm is also home to one of this month’s recipients of the CEO of the Year, 2020 – The USA title from CEO Monthly Magazine, the fantastic Mr Philip Douglas. Join us as we take a closer look at the man and his firm to find out more about what it has to offer, and why he is such a worthy winner for his work as CEO.

Since its inception, Compleat Software has sought to be more than the average software and tech company. Instead, it has grown to become a highly disruptive software and technology company, and one that empowers businesses and accounting practices all over the country. There is an outstanding combination of the firm’s seamless purchasing and purchase invoice automation functionality, with a unique e-invoice service, which has proven to be a gamechanger for both the market and the corporate side of the industry. Compleat Software’s founding mission has always been to deliver innovative and affordable real-time financial purchasing, as well as budget automation software that removes manual tasks and empowers business users globally to make more informed decisions about how to smartly spend their money. Compleat Software has been built on three core values: simplicity, growth, and openness. Firstly, the firm continually seeks to simplify its approach to doing business by designing products to make the lives of its customers and employees easier.

From there, growth brings exhilaration and pride, the type of which will make a new future for the entire finance industry. Compleat Software grows because it is not afraid to tackle big problems and create opportunities from them. Finally, the firm prides itself on being open and transparent, working together for strength and inclusiveness whilst building a culture that is founded on trust, respect, and integrity. Compleat Software is fundamentally different to its competitors, attracting both end user customers as well as partners. It also scales from family businesses right the way up to those with revenues of more than half a billion US dollars. Though it caters to many firms, the promise is simple: this is not a point solution that fixes just one thing. Compleat Software is for growing businesses, and has the options that they don’t even know they need yet. There is no comparable solution on the market for SMEs, and that is thanks to the growth overseen by CEO Philip Douglas.

A collaborative leader that has always championed a culture of learning at Compleat Software, Mr Douglas boasts superior facilitation, communication, and coaching skills that stand him in perfect stead as CEO of Compleat Software. Achieving quick success in the market is not something that many can master quickly, but Mr Douglas has always sought to understand the needs of the market and of the whole business, so that software can be developed with pinpoint accuracy towards prospect and customer requirements. Understanding is key here; without it, there can be no accuracy of software and no outstanding service from Mr Douglas and his teams. He has ensured that Compleat Software has become the leader in purchasing and invoice automation with integration tools that have never been seen before in the industry.

Mr Douglas has always been a firm believer in the fact that a company culture should define what a business is all about. As CEO himself, Mr Douglas has always expressed to his staff that the software offered speaks for itself. Therefore, the business should strive to be a caring and thoughtful one, with a deep understanding of others and the general health and wellbeing of those it works with. Mr Douglas understands that people are in their working lives longer at times that they are in their social circle, and strives to make it an enjoyable time for his staff. Yes, there is hard work, but Mr Douglas ensures there is plenty of smiles and laughter along the way; attributes that will surely go much further in building relationships with customers. Ultimately, Mr Douglas seeks to inspire his teams with a calm, creative, and methodical approach to all areas of the business’ operations and growth. He drives the vision of the business, and is outstanding in pushing forward with new ideas to effectively guide his team in improving performance, developing competencies, and increasing productivity and sales.

As any good business leader knows, the strength of the firm lies in its staff, and Mr Douglas is always on the lookout for potential recruits to increase that strength further. In his capacity as CEO, Mr Douglas takes great pride in wanting to know more about the individual, rather than their attached CV. Experiences and knowledge are important, but Mr Douglas wants to paint the picture of a day in the life of a progressive fintech business, whilst understanding what a day in the life of the candidate is like. Humanity is everything for Mr Douglas. After all, if he can have a conversation with this person which is easy flowing without pause or concern, the Mr Douglas knows he has the right person for the job. Giving people a chance is just as important. Compleat Software has employed people straight out of high school into junior positions, giving them a career path, further education, and an insight into parts of a business that they might not otherwise see. Seeing progression in these individuals is a real point of pride for Mr Douglas today.

However, there are challenges that Mr Douglas has faced in his time as CEO of Compleat Software, just like any other tech company. It may investing in new R&D ventures that didn’t work out as planned, or recruitment in certain locations. Whatever the challenge, Mr Douglas chooses to focus not on the things his firm did right, but what it learned from it overall. Recruitment is a perfect example. Compleat Software focused its recruitment on its office locations, wanting to build an office vibe, complete with Friday feelings and feel-good factors. However, after looking at itself as a tech company, it came to the conclusion that it does not matter where someone is located. That culture can still be created, and all Compleat Software had to do was think differently. Engaging with staff and customers in a remote fashion, Mr Douglas strived to create a culture remotely, and did just that.

Ultimately, Mr Douglas has poured everything into Compleat Software, and the result is a business that stands out for its exceptional services and outstanding culture. As CEO, Mr Douglas has crafted Compleat Software into the complete package. His firm is one of excellence, and his service and dedication to the company is nothing short of admirable. He deserves every success and recognition for his work.

For further information, please contact Philip Douglas at www.compleatsoftware.com

Understanding the Detrimental Impact of Covid-19 on Gender Equality

Posted on March 12, 2021 | by Akeela Zahair

By Avalyn Kasahara

Are we going back in time? how COVID-19 has dramatically widened gender equality for women in the workplace.

The past year has been difficult for most, with COVID-19 dramatically changing almost every aspect of our everyday lives. In particular, studies reveal that the pandemic has disproportionately affected women, both personally and professionally. Now questions are being raised whether years of progress towards female empowerment, women’s rights and gender equality is taking a step in the wrong direction.

At Future Strategy Club, a members club of over 300 of the UK’s most experienced c-level consultants and leading creative talent, we recognise the detrimental impact of COVID-19 on gender equality. We are aware that the past year has been tough for many, but particularly for women, who have undoubtedly been challenged and confronted by the gendered economic impact of COVID-19.

The economic impact of COVID-19 has disproportionately fallen on women, with data from the ‘Coronavirus and the gendered economic impact’ report further unveiling this. Within this report, data shows that women have been at an especially higher risk of job loss during the pandemic, being a third more likely to be employed in sectors such as travel and tourism, childcare, beauty and non-essential retail, all of which have been forced to close at least once during the pandemic.

The report also reveals that women have been more likely than men to be furloughed, made redundant and take on more hours devoted to childcare and non-developmental care, such as laundry, food shopping, life admin, cleaning and cooking. This demonstrates not only the widening gender inequality that the pandemic has created but the need for women to be better represented in all employment sectors, particularly those typically male-dominated.

The major disparity in how COVID-19 has impacted both men and women is clear. And as women become increasingly vulnerable to the pandemic’s economic effects, many women are looking for a new way to work, outside the norms of traditionality. In fact, 58% now say they would consider starting a business or finding freelance work.

This makes sense, as freelancing allows women to gain control of their careers by becoming their own boss, from flexibility and better income prospects to higher job satisfaction and overall happiness. At Future Strategy Club, we believe female freelance talent is particularly important and continue to ensure we support and encourage female freelancers, at every stage of their career, by guaranteeing equal pay and opportunities. Freelancers are also a vital part of our economy, with more than five million self-employed people in the UK, representing 15.3% of workers.

Home for Hospitality

Posted on March 11, 2021 | by Akeela Zahair

COVID-19 has had a major impact around the world, but no industry has been hit so hard as the hospitality sector. We catch up with Ahmed Hassib, Co-Founder and CEO of Arura Hospitality, to see how he has been able to thrive in his current position and earn the impressive title of CEO of the Year, 2020 – the United Arab Emirates.

When looking at Mr. Hassib’s career, it’s not all that surprising to see what a celebration of success it is. He is a senior executive offering a record of verifiable success in business start-up, business strategy, team leadership, new business development, sales, and marketing with proven ability to effectively build and manage sales and profits. It’s been a long journey, and his efforts with Arura Hospitality are just the next exciting step on the way.

Now a clearly successful entrepreneur, Mr. Hassib has designed Arura Hospitality to lead the way when it comes to the tourism sector. At the heart of this impressive operation is a determination to inspire others by offering a truly astonishing experience for each and every guest. High targets are set, and more often than not exceeded in attempts to ensure that customers have the best possible time.

One of the reasons behind Mr. Hassib’s success in this venture is his long experience in where the challenges of the hospitality industry lie. Optimizing revenue across the spectrum, from increasing room sales, upgrading revenue, maximizing meeting and conference opportunities and enhancing the unique image and positioning of a property, is key to success. It’s the secret behind his business plan, and why it has thrived.

The name Arura Hospitality runs through a range of different brands, offering a standard of exceptional quality that people can quickly come to rely on. The team has come to approach each property as its own unique enterprise, with qualities that make it stand out from the rest. It goes without saying that the differing mindsets and travel occasions of guests, owners and investors alter how each venture is handled. With five different brands to chose from, Arura Hospitality is able to provide a solution that is truly able to fit all.

The success of Arura Hospitality is down to many different factors, and Mr. Hassib has experimented over the years with ensuring that each plays their part in delivering overall success. To ensure peak efficiency at a management level, the team support all property stakeholders and general managers through a central office. This office provides auditing, payroll, invoicing, taxes, Insurance, budgets, legal services and training for each property.

The management of each hotel is obviously critical to success, and as CEO, Mr. Hassib has played a crucial role in ensuring that the staff under him represent the highest possible standard of employee. As a result, the team have extensive experience in managing hotels, with

Also central to success has been the team’s approach to marketing. This is done in addition to manager’s own efforts with their particular enterprise. Having a corporate marketing department allows the team to effectively coordinate regional and national marketing opportunities that benefit each hotel individually and collectively. This work is done in-house, with a talented team of creators ensuring continuity within the different media outlets for the firm. This consistent approach has increased the team’s impressive purchasing power for Media buys.

When Arura Hospitality works with a client, they set up a contract that embodies the principles of dedicated service and commitment. It is a solid way of optimizing investment return and capital growth for all concerned. Mr. Hassib has a long history of experience designing effective business plans to help these businesses thrive. Each plan is customized to meet the specific needs of each individual hotel, incorporating details such as the hotel’s market environment, capital improvement needs and operating history. To ensure good development, the team will also receive activity calendars for planning and future monitoring. This supports the marketing plan and ensures the budget targets are achieved.

When it comes to expanding the firm’s effort, Arura Hospitality has already started a new and exciting campaign based on inclusion and diversity. Entitled Aruraability, the aim is to empower people, especially women. The scheme is intended to enable access to opportunities in the labour market, which ensure their right to work on an equal basis with others and not to be discriminated against. The scheme will develop their potential raising the firm’s human resources capabilities.

The wide geographic presence of the firm has allowed the team to offer a unique combination of extensive global diversified resources, technical expertise, and in-depth local knowledge to our clients. Instead of being forced to remain local, the team are able to offer some of the leading minds in the hospitality industry to support hotels across the land.

Of course, one of the biggest challenges faced by Mr. Hassib is COVID-19. Despite everyone’s best efforts, lockdowns in many countries have had a major effect on the hospitality industry. Regaining trust in these institutions will be no easy task, with the fear of the virus still prevalent in society at large. As the situation begins to recover, the team are sure that investors will begin to invest in this popular sector once more, with guests coming from the shelter of staying at home to enjoy some well-deserved rest and relaxation.

Looking forward, Mr. Hassib has already begun work on his latest venture, which is the establishment of the hospitality group, Joyoun Hotels and Resorts. This expansion to complement their hotels and resorts management will see the team establish an umbrella for hotel management, asset management and third-party management the Bayan Hospitality. Client-focused in the extreme, the aim is to offer a novel, rewarding business model, and a genuine concept of guest service that is set based on luxury amenities, exclusive accommodation, and personalized yet unobtrusive butler-style service. This new endeavour, Joyoun Hotels and Resorts and Bayan Hospitality will go a long way to utilizing all the skills that Mr. Hassib has developed. It’s sure to be an instant influence on the way that hospitality is run around the world. With such a passionate mindset for the business, it’s little wonder that Mr. Hassib has achieved such success. Truly, the sky is the limit for this impressive businessman!

For more information, please contact Ahmed Hassib at Arura Hospitality.

Nourishing Innovation

Posted on March 11, 2021 | by Akeela Zahair

Greenhouse Foodstuff Trading LLC has been a leading FMCG distributor in the UAE for over four decades, importing and distributing premium goods and brands from Europe and USA to retailers and foodservice establishments. Led by Mr Daniel Chidiac, Greenhouse continues to adapt and evolve, now taking on an exciting new market in B2C services. We take a closer look at the journey so far and Greenhouse’s visions for the future.

Established in 1977, Greenhouse Foodstuff Trading LLC is one of Dubai’s oldest and most established FMCG companies in the UAE, and has proudly been the ‘one stop’ solution for the region’s food service channel for more than four decades. Greenhouse is specialist in importing and distributing premium quality brands and food products from Europe and the US in addition to foodservice equipment.

Catering to global chains and local enterprises, to four and five-star restaurants and catering establishments, Greenhouse also partners with leading retailers across modern and traditional trade in GCC. Specialising in air freight short shelf-life products, Greenhouse is able to deliver exclusivity to their various channels across the food industry, whether they be importing dairy products, bakery and pastry foods, multicultural cuisines or other premium kitchen equipment. In 2014, the decision was made to focus on only eight key categories of culinary products, so that Greenhouse would be able to focus on excellence in select markets without having to compromise elsewhere.

The decision taken was part of a major restructuring project across Greenhouse that was initiated following the appointment of Mr Daniel Chidiac at the head of the firm, who brought with him a vision to position Greenhouse as the top player in the foodservice and retail markets of the UAE. Prior to joining Greenhouse, Daniel had acquired vast industry insights through extensive experience within retail and distribution of FMCG brands, namely from his involvement in the launch of Spinneys, in Beirut, Lebanon. Having worked with a myriad of multinational brands before entering Greenhouse, Daniel was well-equipped to carry on the legacy of Greenhouse founder, Mr Petros Hadjipetrou.

Mr Hadjipetrou founded the company in the seventies with a vision to create a single, comprehensive channel of major food brands into the UAE. To that end, the firm set out to introduce and develop Greenhouse’s brand portfolio to include major international brands. That mission has remained consistent throughout Greenhouse’s existence, as the firm itself has evolved and grown. In 2007, BPC Holding, chaired by Mr Salah Osseiran, took on the firm with a view to support the ongoing growth path through continual investment in infrastructure, skilled personnel and resources to maintain continuity and best practice, for the sake of clients and shareholders alike.

When, in 2014, Daniel joined with his plans for restructuring and a new vision to make Greenhouse the leader of eight categories of the foodservice and retail markets in the UAE, it marked an exciting new chapter for the firm. With principles of transparency, integrity and loyalty built around trust and consistency in strong partnerships and business relationships, Greenhouse continues to strive for excellence in its customer service and innovation in its operations.

Working across two different client bases in food service and retail, Greenhouse employs two go-to-market approaches driven by dedicated teams for each channel. In retail, for instance, the team includes brand managers who play a vital role in proposing innovative concepts to large supermarket chains and independent retailers, offering them unique opportunities to stand out in a saturated market. The team have proudly brought to market products such as the Mini Cheese concept for Carrefour and other retailers and the ‘Cut &Wrap Cheese’ concept, that has proven a firm favourite at Choitrams, Grandiose and Aswaaq supermarkets. In addition, Greenhouse recently launched its Plant-Based division, which seeks to find new and exciting products and brands to answer the growing popularity across the continents for more plant-based diets. With the support of Greenhouse, supermarkets are able to deliver the best and most innovative products to clients around the GCC.

For clients in foodservice, Greenhouse goes above and beyond only offering exclusive premium ingredients and products. The Greenhouse Innovation Centre at the firm’s headquarters in Dubai is a world-class culinary platform that welcomes professionals and chefs to learn about developments and changing trends in the food industry. Comprehensive culinary courses and training events are led by illustrious chefs and Meilleurs Ouvriers de France (MOFs) and cover everything from baking demonstrations to revolutions in cooking techniques to inspiration for new menus. Chefs from across the UAE flock to the centre to learn the best and latest trends from the European food industry and leave feeling inspired and empowered to craft their own culinary creations.

Thus, as a service company, the team behind Greenhouse are instrumental to the organisation’s growing success. As Daniel himself says, “the greatest asset of a company is its people” and to that end, he is continually investing in the development and improvement of the team. When recruiting new members, Greenhouse seeks loyalty, integrity and intelligence, as these attributes are what create a smoother, more efficient and overall, more successful company. Together, Greenhouse has cultivated a culture that is friendly, collaborative and equal, whilst at the same time promoting accountability, professionalism and ambition. Every member of the Greenhouse team is an entrepreneur in their own right, taking pride and responsibility for the corporation that they have each helped to build.

For Daniel, it would be easy to find managing an operation across the four countries of UAE, KSA, Qatar and Sultanate of Oman challenging, yet the strong management of his teams in those regions alleviate any stress. Whilst Daniel and his team at the headquarters in Dubai focus on the growth of the firm as a whole, he is able to trust in his partners across the continent to be striving towards the same goals for the branches of Greenhouse.

It is with great enthusiasm that Greenhouse is able to look ahead to the future, with plenty of exciting projects ongoing and in the works. Having seen a lot of shareholder investment in projects like Cheese Cut & Wrap and the launch of Greenhouse in Saudi over the last two years, the firm is now strategizing growth and focus on these projects to reach maturity in KSA, Qatar and Sultanate of Oman. Moreover, following the successful launch of Greenhouse’s catering services for coffee houses at the beginning of 2020, the firm is expanding into the development of B2C products to account for the increase in delivery services brought about by the ongoing pandemic. Green Mealkit is the first of Greenhouse’s products in this vein, which will be launched in March 2021 as a healthy and convenient option for easier cooking at home.

Thus, with innovation continuously at the helm of the firm’s ventures in the retail and foodservice industry, we are able to look ahead to this exciting next step in the Greenhouse’s evolution. As they take on the B2C market, there is no doubt that even after four decades of operation, the best is still yet to come for Greenhouse.

For more information, please contact Daniel Chidiac at www.greenhouseuae.com

Why HR Makeovers Are Necessary For Your Workplace

Posted on March 11, 2021 | by Akeela Zahair

Millions of people around the world tuned in for Meghan Markle and Prince Harry’s bombshell interview with Oprah. Like many others, we were watching intensely as the pair spoke candidly for the first time about the disastrous treatment they endured while working as senior Royals.

We propose that the Royal workplace needs a major overhaul of their people management. So, we’ve spoken to Chief People Officer, Alex Hattingh at Employment Hero to find out the HR makeover that the Palace needs, plus future Royals and future generations deserve.

Diversity is something to be championed

Throughout the interview, Meghan and Harry were not afraid to point to racism as the root of the discrimination that they had been subjected to by both the Royal institution and the British media. In one of the most distressing parts of the interview, Meghan shared that the Royal family had expressed concern over the skin tone of their son Archie, and that the Palace had intentions to change Royal conventions so he would never receive the ‘Prince’ title.

Just like with corporations, the institutions who reject diversity not only lose out on all of the benefits of diverse thinking, they become more disconnected from a multicultural society and increasingly out of touch with the new generation who are demanding more.

We know that Millennials and Gen Z (who are now the world’s largest population) will not accept a lack of diversity, and they’re willing to go after those who slow down progress. How much longer can the Royals continue when they’re so out of touch with an increasingly dominant generation?

Middle management can be culpable

If Queen Elizabeth is the distant CEO, Prince Charles is the apathetic middle manager. During the interview Harry shared that Prince Charles stopped taking his calls after a certain point, effectively abandoning him and Meghan and turning his back on the trouble they were facing.

The success of a company depends on the actions of its staff at every level. Middle managers have a duty to bring understanding and clarity to workplace conflicts, bridging the gap between junior and senior staff members.

Onboarding guides are essential

In any job, a detailed onboarding guide is an absolute must. Your incoming recruit may be absolutely great for the role – and positioned to do a stellar job – but there might be a few quirks of a new company that they might not be aware of.

If you don’t let people know what is expected of them, you set them up for failure and stress. If you share the details of the role and conduct helpful training, you both can start the job with your best foot forward and a sense of mutual understanding.

Mental health must be taken seriously by employers

Anyone in 2021 knows how important it is to care for mental health – apart from the Royals apparently. The impacts of poor mental wellbeing can be devastating for individuals and their loved ones. People experiencing risks to their mental health as a result of their work deserve assistance and compassion – from their workplaces and, of course, their families.

What can we learn from Meghan and Harry’s story?

It’s good to see that after some difficult times, Meghan and Harry were able to somewhat resign from their toxic workplace. Although their Royal experience is burned into their CV, they seem to be paving their own way forward and living and working authentically.

As for the Royals… Although the institution is yet to comment on the controversial interview, we hope that they will be able to take some learnings from this situation. The rest of the working world knows how important HR is to running a functioning business, how long can they last without it before they cease to remain a viable organisation?