Author: The Business Worldwide

Khalidia Palace Hotel Dubai by Mourouj Gloria is a luxurious 5-star hotel located in the historic district of Deira, Dubai. It combines 5-star elegance, style, and contemporary taste with spacious rooms and suites offering a chic metropolitan setting designed to create an oasis of relaxation from a busy day in the bustling city. Located in the historic district of Deira, neighboring Dubai Creek and part of Dubai’s rich heritage, the hotel is only a 15-minute drive from Dubai International Airport. 

Khalidia Palace Hotel offers 311 spacious rooms and suites with views of the Burj Khalifa, Dubai Frame, and the famous Dubai Creek. It is strategically positioned among recreation, retail, and commercial businesses, located in the center of the district’s pulse, with an abundance of shopping, dining, and local souks. The hotel features several dining options, including Gilaneh (an Iranian specialty restaurant), Creek View (all-day dining), Urban Lounge, and Aqua Café (poolside). Facilities include a gymnasium, day spa, salons, an outdoor swimming pool, and a kids club. 

As the General Manager of Khalidia Palace Hotel, Mohammed Iqbal ensures that the guests enjoy the hotel’s sophisticated setting which provides security, space, and comfort to suit individuals who appreciate a refined ambiance with modern elegance.

Bringing Decades of Experience on Board

Mohammed Iqbal is a well-seasoned, experienced hotelier, and certified Hotel Administrator from the American Hotel & Lodging Educational Institute. He holds an MBA degree from the University of Wolverhampton and an Executive Diploma in International Business Management from Pearson Assured while being a certified Hotel Revenue Manager from Cornell University, bringing more than two decades of hospitality experience within the MENA region.

Throughout his career, Iqbal has been involved in numerous pre-opening hotels across the GCC with brands such as Crown, Four Points by Sheraton, Khalidia Hotel Apartments, Mourouj Hotel Apartments, Ramada, Gloria Hotel Suites, and Park Plaza Hotel. He has acquired diverse skills and knowledge with brand launches, management transition, talent acquisition, pre-opening experience, sales and marketing, revenue management strategy, budgeting, brand positioning, technology management, and building a culture of excellence whilst driving performance and developing strong teams.

“With a passion for guest servicing, understanding cultures around the world, and above all elevating modern standards in the world of Hospitality, has encouraged me to pursue my career in hospitality”, says Mohammed Iqbal, General Manager of Khalidia Palace Hotel Dubai. 

An Exemplary Leader

Iqbal believes in leading by example since that allows him to showcase what needs to be done, leaving little room for doubt, and getting everyone on the same page.
He also believes in fostering a culture of continuous learning and growth. He invests in his own development and actively seeks opportunities to improve his skills and knowledge. He also encourages his team members at Khalidia Hotel to do the same and provides them with the necessary resources, guidance, and training to enhance their professional growth.

“Nowadays, many guests — particularly the younger generations — rely on online reviews heavily when deciding where to stay. Hence, I have introduced the QR review card to encourage our guests to leave a review about their stay on Tripadvisor and Google and easily accessible via the QR code,” he states.
‍
Balancing Innovation and Tradition 

To gain a competitive advantage in the hospitality industry, Iqbal believes that embracing innovation and balancing cultural authenticity with technological advancements are essential to keeping ahead of the curve and meeting the ever-evolving needs of the guests. To succeed in cultural authenticity, he considers offering experiences that showcase local traditions, cuisine, and arts, providing guests with an immersive and genuine taste of the destination’s heritage. 

Simultaneously, integrating technological advancements such as smart room features, mobile check-ins, advanced guest apps, and AI-driven chatbots brings in the innovative touch. Additionally, it also involves the use of QR codes, self-service kiosks, online booking systems, digital menus, contactless payments, and guest management platforms, which can significantly enhance the overall guest experience. 

A Motivated Staff for High-Quality Hospitality 

A well-trained and motivated staff is the key to keeping the service running without a glitch. Iqbal believes that by encouraging the team to experiment and use the relevant resources and training, with incentives, and recognition, they will grow their skills. Moreover, it means involving his staff in the innovation process, soliciting their ideas and suggestions, and empowering them to make decisions and solve problems. 

“The 1-1 session with our more junior team members will give them the opportunity to have their voices heard and a chance to address any concerns. We have a monthly get-together that aims to recognize and celebrate achievements across the board to continue inspiring and motivating our team members to progress toward the goals of the company. In addition, we have team building activities planned including fun initiatives such as football, basketball, and bowling,” he shares.

Handling Customer’s Views

Customer’s words reign supreme and so, Khalidia Hotel has its own mechanism of dealing with feedback and complaints. Iqbal shares that when a customer submits a complaint through any communication channel, it’s important to let them know that their voice was heard and that the relevant department has been notified. 

“There will be certain times when a customer is very angry, and there is little opportunity to try and remedy the situation directly. In these situations, a straightforward and candid approach often works best. How you reply to a customer complaint can have a significant impact on its acceptance and your chances of retaining the customer. With a well-trained customer support team and personalized email strategy, we can give our team a great framework for positively addressing these complaints,” he says.

The Jitters in the Journey

Every hotel is different, but the pre-opening phase of a new hotel is always a big challenge and a great opportunity at the same time. Iqbal states that planning and executing a new hotel opening includes setting a detailed, comprehensive, and realistic pre-opening budget, which is crucial for the business. Gross estimates for activities like advertising for each target market require manpower, along with going through careful hiring processes. A complete budget for compensation and benefits is also required in the pre-opening period, and it is not simply a case of ‘build it’ and they will come. “We are currently in the soft opening phase, and we are working hard to set the ground for future successes,” he shares.

The Changing Force called the Pandemic

The hospitality industry was struck hard during the pandemic. With the world coming to a standstill, there was nowhere to go and the hotels had to put up a tough front for survival. 

Many challenges and problems appeared in the journey of developing Khalidia Hotel since its construction but with time and dedicated efforts and support from the owning company hence, on 10th December 2023, the hotel finally received its first guest. Iqbal concurs that pre-pandemic demand is back. He opines that the industry needs to adapt, and a core part of this adoption is flexibility. While offering comfort and nice hotel appointments is important, customers increasingly want a complete guest experience and one of the biggest challenges faced by hotel managers is managing customer expectations.

“Guests come to hotels expecting a certain level of service and amenities, and as the General Manager, I must ensure that these expectations are met. Additionally, I must also manage staff to maintain high standards of service while ensuring employee satisfaction and productivity,” he says.

This requires strong communication skills and an ability to motivate employees for they all work together towards common goals. Finally, he must stay on top of industry trends to keep their business competitive within the marketplace while still providing guests with a great experience at an affordable price point.

The Current Wave

Speaking about trends, Iqbal shares that since various hotels are constantly coming up with new attractive offers, guests tend to not be limited to one single brand. Rather, they are open to options; looking for key servicing and properties that offer a memorable guest experience.
Running loyalty programs is the MOST practical way to increase one’s loyal customer base, he suggests. These include offering amenities, discounts, and reward points to guests against their membership. 
“So, even if they’ve stopped using the services, you can approach your guests and offer them deals or packages. At the same time, do not forget to consider implementing ways to increase repeat guests at your hotel,” he explains.

Providing Holistic Experience

Holistic tourism has become a new and alternative form of tourism and an important trend among tourists who seek experiences that would allow them to achieve the balance between mind, body, and soul; in this new environment, Khalidia Hotel is striving to incorporate health and wellness amenities that provide convenience, comfort, and value to its valued guest. “It’s all about creating an enjoyable and memorable guest experience from the moment they arrive to the time they leave. This includes wellness offerings like Zumba classes, Yoga & Aqua exercise. Our SoulSenses Spa and Wellness offer a variety of treatments, massage, therapy, and relaxation,” says Iqbal.
For the staff at Khalidia Hotels, creating an amazing guest experience is essential to encouraging repeat visits and gaining positive reviews, as well as giving their visitors a truly unique holiday experience. This means making sure that every aspect of their experience is thoughtfully considered, from their arrival right down to their culinary experience and the accessible facilities available.

Advocating Sustainability and Green Tourism 

Khalidia Palace Hotel Dubai adopts a paperless approach with guest services, including digital check-ins, check-outs, electronic invoicing, and a Quality Management System (QMS). Additionally, the traditional paper menus make way for greener alternatives and enhance guest convenience while minimizing waste. These sustainable initiatives extend to back-office processes, including training and communication to effectively reduce paper waste and overall operational efficiency. Positioned at the forefront of a global shift towards responsible travel, Khalidia Palace Hotel Dubai by Mourouj Gloria invites guests to experience a greener future where luxury meets sustainability and sustainable hospitality initiatives shine. 

Current Industry Challenges

Running a hotel business isn’t a cakewalk. The level of risk involved is immense. Therefore, hoteliers must keep an eye on every hurdle that comes their way. Numerous hotels around the world tend to overlook most of the challenges. As a result, they face serious repercussions.

“You don’t need rocket science to overcome challenges. Rather, you need to have a strategic approach. Hiring and retaining staff has always been one of the most common problems in the hospitality industry,” expresses Iqbal.

Every hotel requires quality staff on all fronts; be it administration, maintenance, kitchen, housekeeping, or front desk. Lack of skill in the educated youths graduating from education houses is also proving to be a major challenge in the hotel industry.

“Training the new workforce on a regular basis is the only remedy available. Retaining a qualified staff requires you to employ a few tactics. For example, cultivating a feeling of belongingness (culture) and value for the team members will make them attached to their jobs and instill a sense of responsibility in their minds,” he says.

Looking at the Future

Iqbal is excited about exploring technologies from other sectors that offer significant potential in the hospitality industry. Adopting an open-minded approach, he suggests, will allow for integrating global advancements, enhancing operational efficiency and guest satisfaction. One primary objective for hoteliers adopting technology is to improve the guest experience. 

“Technologies that enhance comfort, convenience, and personalization are key. It requires investing in solutions that cater to modern consumer expectations, such as self-check-in and out options if the guest so chooses, seamless connectivity of their personal devices, and mobile integration for interaction with hotel staff whilst on the property,” says Iqbal.

” Khalidia Palace Hotel Dubai by Mourouj Gloria is poised to become a landmark destination in Dubai, offering an exquisite blend of opulence, culture, and innovation. Our dedication to delivering an unmatched hospitality experience is at the forefront of our efforts. My journey with Khalidia Palace has taught me that the soul of any great hotel is its team. Collectively, we’re looking forward to welcoming future guests to the property for a truly remarkable experience,” concludes Iqbal.

“Whether you’re a business or leisure traveler, Khalidia Palace Hotel provides luxury, convenience, and cultural immersion in the heart of Dubai.”

“Guest feedback gives us insight into customer satisfaction levels.”

“Guest satisfaction is what we aim for and their valuable reviews are an important metric as they help us address customer issues, prevent churn, and build a base of loyal guests.”

“Operational excellence solidifies your team and the quality of customer service you provide. Achieving high performance requires meticulous attention to hiring practices and ongoing development.”

Timely and correct diagnosis service is essential for providing high-quality and safe healthcare to patients. A correct diagnosis can help the patient receive the most appropriate and effective treatment, avoid unnecessary harm or complications, and reduce the cost and waste of resources. A timely diagnosis can prevent the delay or loss of treatment opportunities, reduce the risk of disease progression or transmission, and improve the patient’s satisfaction and trust. Therefore, clinicians and health systems strive to achieve diagnostic excellence.
Realizing the importance of diagnosis in continuously improving patient outcomes, a group of clinicians, led by Andile Siziba, established MediServices to offer good value to healthcare providers. Andile and his team believe clinicians are at the forefront of clinical services who work directly with patients and are best placed to improve clinical services. At the core of MediServices is the desire to strive for excellence by continuously improving clinical services.
High-Quality Clinical Services
MediServices provides diagnostic services and works alongside the National Health Service, UK (NHS). The team is committed to providing excellent patient care by integrating with local teams to provide seamless insourcing and outsourcing solutions that are backed by robust clinical governance.
MediServices offer different types of diagnostic services, like neurophysiology and ultrasound diagnostic services. They also provide Intraoperative Monitoring (IOM) a specialist field within neurophysiology. “During spinal surgery or brain surgery, we monitor the nerves coming from the brain and the body to make sure that the physiology of the patient is OK. This helps the surgeon to ascertain that the patient is safe. In the event of significant changes, the surgical neurophysiologist immediately alerts the surgeon, and if necessary, an appropriate intervention is initiated,” explains Andile. Having specialized in neurophysiology, this was also the starting point for him to start MediServices.
Andile initially set up MediServices as a way of supporting neurophysiology services within the NHS. He identified diagnosis as a major problem affecting not just the neurophysiology department at NHS, but also multiple disciplines. He started by providing services to the neurophysiology department and gradually extended it to ultrasound and cardiac physiology. Ultrasound services are offered within the community working with GPs to ease pressure on secondary care.
Finding his Fit
Andile was always interested in the medical field but didn’t have a clear idea about where he would actually fit in the vast discipline. He went to university to study science and complete his degree, still unsure about the direction he would pick up for his profession. He came across information about the discipline of neurophysiology diagnostics within the NHS and that the NHS had roles for practitioners. He somehow knew this was what he wanted. “I found out about Physiology and I did a lot of research on it and I liked the balance that it brought between looking after patient and also working within a science discipline. So, working within a diagnostic field came as a chance to me, and as I understood the problems within neurophysiology, I decided to also find solutions to it,” shares Andile.
While working in the NHS as a neurophysiology practitioner, Andile noticed that there was a big need to meet waiting list targets. Service managers were struggling to meet waiting time targets and he realized that there was a big need for supporting them. “Targets are set by the NHS, if the patient is referred to us, we have to see that patient within six weeks. But due to many factors including Covid and staff shortages it can be difficult to meet targets,” shares Andile.
That’s when he thought of starting MediServices as a way of supporting the NHS by providing additional capacity. So even when the hospital is struggling to provide services, Andile and his team work alongside them, by recruiting staff from across the UK and even across the globe, bringing them into the UK, and then working through MediServices. “ We move human resource across areas and seamlessly integrate our services. We are particularly good at finding solutions for remote areas but also work a lot within major cities. We work alongside NHS Trusts to design solutions that work locally as each Trust has different challenges. We for example run weekend clinics ensuring services become 7 day services or we provide clinics in the community if the Trusts do not have enough clinical space. MediServices has gone from a startup business to where we are right now attending over 30,000 patients in the last 12 months,” exclaims Andile.
As the Founder and CEO of MediServices, Andile faces multiple challenges to keep things running. First off, being a clinician, he had a lot to learn in terms of how to run a business. He did find a problem and a probable solution to it, but establishing a company was stepping out of his comfort zone. He keeps learning every day and has surrounded himself with people who bring complementary skills. He has employed individuals in several executive ranks who are working within the organization and provide skill sets that ensure strong clinical and corporate governance.
Gearing up for the Future
Andile shares that the biggest issue within healthcare at the moment is the effects of COVID-19 and that the world and healthcare service providers are still recovering from its effects. There are loads of patients that are waiting in the background, there are loads of procedures that have to be done. People are waiting on diagnostic services and different treatments that are in one way or the other the effects of COVID-19. As a solution provider, MediServices is trying to overcome them and provide specialty services within the NHS to work alongside the NHS and cater to the additional demands.
MediServices is expecting to continue down the trajectory that they’ve been. Andile and his team want to support hospitals that they’re working with around the country. They want to continue working with their partners and have already been in search of new ones that they can support and offer them solutions to overcome any service provision issues that they may have. They want to expand into new services as well. “We want to provide the best care for our patients. We try our best on a day-to-day basis. We have a strong governance system and are always trying to learn and improve” says Andile.
And of course, the clinicians. MediServices is clinically led with 50% of our board being practicing clinicians. “Our clinicians are important to us and we work very closely with each clinician using their feedback to improve each service. This ensures that our patients receive the best care possible. We will continue to look for innovative ways of working with our partners. And we will continue to build our business, making sure that we have strong systems in place so that we can carry out our clinical services,” concludes Andile.
Words of Experience
In his message to the young entrepreneurs, Andile says:
“Just get started. Don’t overthink. One of the biggest enemies that we have is procrastination. Don’t. There are a lot of young people who think they’re entrepreneurs because they talk about it or because they have an idea in their head and are looking for the best time to get started. However, there’s no best time to get started. There’s never the right time to do anything. So, stop waiting and get going. Don’t be afraid of failure because it’s just a lesson.
When I started, I overthought things. I was young and was used to putting myself under undue pressure. As an aspiring entrepreneur, you want to achieve a lot of things and to overachieve, you put yourself under undue stress. Also, on the opposite side of the spectrum is being idle and not doing anything at all because everything seems overwhelming. So, one must try to find that balance of working to the best of their abilities, but also understanding that it’s OK, if they don’t achieve. They must focus on what they learned out of that situation and bounce back to continue going.
So, my advice is just to try your best, find the right people around you and you’ll be OK. You have to have goals, understand that things may go wrong, you might fail, and use that failure in a lesson to continue pursuing your goals. So don’t procrastinate. I think that’s the worst enemy for success: procrastination.”

“We have an experienced clinical team that leads each service and works alongside senior healthcare managers to ensure high levels of clinical governance.”

“MediServices has worked extensively with NHS providers and commissioners all over the UK to provide clinical services, delivering insourcing and outsourcing solutions, and working with trusts to overcome RTT and capacity issues.”

Our vision is to improve patient outcomes using innovative methods to transform healthcare systems.”

A CEO, a digital expert, and a networker, Tobias Stüber holds a Master’s Degree in Economics & Sustainable Management and studied Business English at University of California, San Diego. He began his career at Max Planck Institute Foundation Luxembourg (MPI) as a Project Manager and later became the Head of Operations, Services, Events, and IT. He left MPI after five years to join Flibtravel International S.A. Luxembourg as the CEO.

He transformed the company with his passion for mobility, change management, and digitalization. He also managed two prominent German politicians, Dr. Thomas Sattelberger and Helmut Marktwort, with their digital campaigns for the federal and state elections. He is an expert in change management, new work, and digitalization.

The Company

The consumers identify with the brand “flibco.com” as their way of locomotion to reach the airport. However, Flibtravel International are not to be considered as a transportation company. They are much more the organization and brand behind what travelers see. The company connects main airports with important cities within the catchment area of an airport. Thanks to direct connections between these cities and the airport, frequent departures – generally every 2 hours, and highly reliable and on-time service, they manage to be more practical and more economical than public transport or private transport – all based on data driven decisions. Obliging consumers to change transportation modes or change trains is considered very unpleasant among travelers. Regardless if it’s the one-time traveler or the weekly frequent flyer. 

A team of experts at Flibco in software engineering, digital marketing, network planning, dynamic pricing as well as multilingual and fast customer care departments design airport mobility solutions regularly while keeping customers at the center. Flibco’s customer-centric approach allowed it to continuously enlarge its catchment area as well as its geographical coverage. The company’s main markets today are Belgium, Germany, France and Italy. They are actively expanding their presence in other European countries where they partner up with local operating partners, bus companies, and airports. 

“Of course, our customer is king, but we realize that we can only excel in what we do if we have close collaborations with our transportation partners on one hand, and the airports and airlines on the other hand. We are using our platform www.flibco.com as well re-selling tickets for 3rd parties acting in the field of airport transportation, so far we offering connections to over 30 airports in 16 different countries,” shares Tobias.

Heralding Change at Flibco

As the CEO of Flibco, Tobias’ management style is driven by team spirit and new work principles like digitalization, work-life integration, flexibility, agility, and flat hierarchy – all this goes along with an open feedback culture and leadership style. He communicates straight to the point, openly, and very clearly – with his behavioral patterns towards his employees, he sees a huge advantage in working in the given direction, which has been recognized as highly efficient at the company level. His inspirations and role models regarding the management style are often taken from the world of sports, as they are showing in general that it always seems impossible until it is done and that team spirit plays one of the biggest roles. 

As the pioneer in new work principles, as the first CEO, he implemented a real 4-day week in Luxembourg based on 100 % salary, and 80 % working time with at least 100 % of the same efficiency level. This decision and the successful realization attracted a lot of attention in the Luxembourg Business World – the minister of labor visited him in 2023 to understand and learn more about this concept and was very impressed after this visit. 

At the same time, Tobias and his team brought a completely new level of digitalization in the niche of airport transportation. With innovative and data driven concepts, flibco.com is changing the market step by step, which means airports and airlines are recognising this business in a totally different way. One good example is the launch of cooperation in 2023 with Brussels Airlines (part of Lufthansa Group) in which flibco.com operates the “on-ground flights” within the Airline’s software landscape – so far unique cooperation in this niche market! 

Cruising through Challenges

As he started his career when he was 26 years old, Tobias had to shoulder high responsibility in leadership positions. As such, the biggest challenge was to push his ideas and his management principles against the established management and to get accepted and respected in the leading position. The change management in terms of modern ways of working and leveraging up the digitalisation status was very challenging in the past years. 

During the COVID crisis of 2020-2022, it was very hard to manage because the business was heavily impacted, and keeping the staff motivated was a big challenge. But Tobias called all his team regularly via video calls and motivated them. He gave them a clear vision and instructions which worked amazingly for the team and they created a new company spirit which really made him proud – he will never forget the great support from his Associates Marc and Jos Sales which was much appreciated and without this support it would not be possible to surrive in this crisis time.
“So in less than 10 years in a leadership position, crisis management played a big role in my career and I learned a lot in the past years! I overcame these situations by believing in my key principles and values. I always focused on facts and I am known for my data-driven thinking – the strategy works perfectly well until now. As well a mentor like Thomas Sattelberger helped me a lot during the past years with his experience, it is great to have such people as “sparrings partner”,” says Tobias.

Embracing Technology

At Flibco.com Tobias and his team have started with adopting a sophisticated microservice architecture and integrated a BI-ready database to empower data-driven decisions and enhance agility. This further enabled advanced 24×7 system monitoring to ensure real-time service health with minimal human intervention. Adoption of AI-generated code accelerated development, reduced manual work, and improved business feature delivery, boosting customer responsiveness.

Decoupling technical and business units improved response times, enabling faster iteration and deployment, leading to increased speed to market at Flibco. Using Agile methodology, the company boosted stakeholder-developer communication, fostering adaptability, responsiveness, and customer-centricity, elevating overall organizational maturity.

An Eye on the Trends

An important trend for Flibco is to improve its implementation with airlines. In doing so, they aim to support airlines by cutting very short-haul flights and replacing them with coaches. Another example of such an integration has already been launched earlier this year with the Lufthansa Group where they launched a Ground Operated Flight (GOF) under a Brussels Airlines flight number. This allows the airline to obtain better visibility on the different booking platforms and Global Distribution Systems (GDS). By doing so, they mainly increased the catchment area.

Another trend, per Tobias, is the seamless and all-in-one booking experience travelers are looking for. Flibco can see that many new mobility start-ups manage to launch products. This is also because consumers are more open to trying new things. This openness is essential to stimulate innovation. For Flibco, it is essential to evolve continuously in a customer-centric way.

Another big trend in Flibco’s niche of airport transportation is for sure sustainable transportation in reducing CO2 emission, autonomous driving, and solving the problem of the so-called “last mile transportation”. Regarding customer service, the trend is going in the direction of purchasing the service as digitally as possible via smart solutions like App-inclusive functionalities like tracking the vehicle in live time, different payment methods, and intelligent service hours based on demand. 

In terms of solving the “last mile” of transportation, flibco.com developed its product called Door2Gate. It is a service that offers seamless and convenient door-to-gate airport transportation. With Door2Gate, passengers experience a hassle-free journey from their home or office to the airport and vice versa, enjoying comfort and reliability at every step. This matchless shared service with Intuitive booking inside the app, backed up by immediate ride confirmation, together with real-time vehicle tracking and unbeatable price, makes Door2Gate a one-of-a-kind on the market indeed.

Achieving Sustainability

Tobias agrees that there is an ecological questioning from all generations who are concerned about the ecological footprint each of us is leaving by his/her way of living. Traveling and transportation are playing a certain role in this regard. However, he points out that after COVID-19 – there has been a tremendous eagerness to travel. Many airlines and airports have had their best months in terms of volumes right after COVID-19, specifically for the leisure market. So did Flibco. The business travel market, says Tobias, will probably never come back to its previous levels.

“Several easy-to-use technologies allow everybody to communicate via video conference and even the less “digital”-coworkers have no problem using this technology. We can see that business travelers even if they travel less, they now travel longer and better. Yet, traveling is a fundamental right of every human being. It is ridiculous to try to reduce or limit the freedom of mobility. However, we must take our social responsibility as a company in developing sustainable ways of transportation,” he says.

Airlines are actively using Sustainable Aviation Fuel (SAF) intending to reduce their CO2 emissions. As a market leader in airport transportation, Toabisa believes that they must also actively support and implement innovative solutions that allow them and their customers to reduce carbon emissions.
“Our flexible management style towards employees enables home office and this helps to reduce stressful hours on the road,” says Tobias.

In terms of sustainable and autonomous transportation Flibco is a part of SLG S.A. and their experts of Sales Lentz are pioneers in this field – they are part of some international projects and testing regularly to reduce the CO2 emission in ground transportation. flibco.com has already tested electronic busses on its line CRL Airport – Brussels city center and as soon as it makes economic sense they’ll be ready to implement these types of busses. 

Aiming for Growth Despite Industry Challenges

Knowing that in modern civilization, people can only live together in a regulated world, politics, and regulations are an absolute must for a harmonious society.Yet we must face the fact that the world of innovation and initiatives often comes from the private sector. We see too often, that regulations are outdated as they are defining a world much older than the one we are living in. The difference in speed compared to the difference in regulation is enormous and this is killing a lot of great initiatives, innovations, and solutions, feels Tobias.

Governments and politics are generally open and of course highly interested in these innovations which are often a benefit for the population and the environment. As entrepreneurs from the private world, it’s important to participate actively during such momentums of exchange.

The shortage of staff is of course also a big topic,per Tobias. Many bus companies are facing severe issues in finding drivers. There is a lack of software engineers and many other domains of expertise. He believes the usage of AI will support the industry in the long term and will absorb partially the shortage of staff.

While challenges and finding the right solutions are an integral part of any business and Tobias’ role, he expects that his team will continue to love what they are doing and that they continue working honestly, loyal, team-oriented, and with passion in an open feedback culture! “We have to stay “hungry” and agile and never give up! The rest will come automatically and we are talking about our common team goal of transporting 10M passengers via our platform flibco.com!” he concludes.

Below sections to be designed through the PDF:

Awards:

2014 – Won the best marketing concept award from the World Travel Awards organization. 
2016 – Received the “Made in Luxembourg” label
2016, 2019, 2022, and 2023 – Obtained the label of socially responsible enterprise (ESR) from the National Institute for Sustainable Development and Corporate Social Responsibility (INDR)

Afterthought

Looking at his illustrious career, we asked Tobias if he would like to change anything in his career.
Tobias: “So far there is really nothing I would change. Everything in my life had until now a deeper sense and I would not miss a second of it! I am now 37 and already over 5 years in a CEO position with the power to establish something that I fully support. At the same time, I feel still quite young, meaning that I have still a lot of possibilities and options to create the life on this planet that I foresee. So my clear goal is that if in 20-30 years someone asks me this question once again, my simple answer stays the same: “Nothing”! ;)”

Quote: “It always seems impossible until it is done!”