Tag: Men-in-business

Mr. Arunabh Dastidar, a visionary leader in the industry. Being the Co-founder, he has been the cornerstone of Realsage’s remarkable journey toward success. With a deep understanding of the ever-evolving industry landscape, he has consistently charted a course that combines innovation with practicality.
By anticipating market shifts and technological advancements, Mr. Dastidar has enabled Realsage to not only adapt but also thrive in dynamic environments. His strategic decision-making has led to the development of groundbreaking products and services that address emerging needs in the market.
In a rapidly changing business landscape, his forward-looking mindset has allowed Realsage to pivot when necessary while staying true to its core values. His ability to balance short-term objectives with long-term vision ensures that the company remains adaptable and resilient. With a track record of turning challenges into opportunities, he has proven himself to be a true leader who inspires those around him to reach greater heights. Under Mr. Dastidar’s guidance, RealSage not only envisions the future but actively shapes it, making a lasting impact on the industry and the lives it touches.
Let’s have a glance at RealSage.

Redefining Real Estate with RealSage
RealSage isn’t just another PropTech company; it represents its vision to equip real estate asset owners and operators with insights from Artificial Intelligence (AI). Daily decision-making poses distinctive challenges for rental managers.
RealSage aims to revolutionize this aspect for the entire industry and for future entrants. Its mission is simple: to transform this decision-making process in the real estate sector. The aim is to simplify and expedite the review, assessment, and processes across portfolios, ushering the industry into a new era of productivity and growth.
The company doesn’t just focus on the surface like many others; it delves deep into data. They gather and analyze data to provide actionable insights. Mr. Dastidar, the Co-founder, says, “Our unique approach, backed by a robust IP strategy, ensures that our solutions remain unparalleled in the market. RealSage is where cutting-edge technology meets real-world real estate challenges.”
The RealSage Team brings together extensive experience in real estate (from companies like JLL, Cushman & Wakefield, and Greybook), banking, and technology (with backgrounds in Goldman Sachs, RBC, and Zomato). This collective expertise is channeled into shaping the company’s endeavors.

The Man Behind the Curtains
Mr. Dastidar, an engineer who kindled his love for coding during his early teenage years, even crafting his first C# program at just twelve, possesses an inherent passion for crafting and an unyielding determination to confront challenges head-on. Progressing to the present, he has traversed a dynamic career path across various roles in the industry.
His contributions have encompassed elevating real estate and infrastructure project outcomes through technological infusion, conceiving innovative platforms, integrating data science into conventional decision-making processes, and nurturing emerging startups. His immersion into the North American market was solidified with an MBA, with a specialized focus on real estate, from Schulich.
A substantial part of Mr. Dastidar’s career has been spent as an asset manager who harnesses technology, coupled with his certification as a PMP®-qualified management consultant. Throughout this journey, he has adeptly helmed multiple teams, orchestrating projects valued at up to $5 billion. His forte lies in synergizing efforts with top-tier teams and leaving an indelible mark on iconic projects spanning six countries—a tally that continues to grow.

The Tech-Powered Visionary
Mr. Dastidar embarked on his entrepreneurial journey with RealSage driven by a deeply personal realization. Positioned on the opposite side of the table, he found himself immersed in a significant $130 million deal. However, as he navigated through the process of making crucial decisions, his Excel sheets crashed unexpectedly. This moment served as a turning point. Just this simple thing made him understand a lot.
Despite the enormity and importance of the deal, it became clear to him that the real estate sector’s decision-making processes were anchored in outdated tools and methodologies. This realization highlighted a pressing need for transformation within the industry.
“The real estate sector, which shapes so much of our daily experiences, deserved better.”
The challenge of infusing modern technology into a foundational yet conventional sector proved irresistible. Thus, Realsage was conceived with a mission to usher in a much-needed tech-driven revolution in real estate decision-making.

Journey of Learning and Innovation
“Continuous learning is key.”
Mr. Dastidar diligently maintains a commitment to staying updated on the latest advancements, a practice he upholds as a personal tenet. As a self-proclaimed enthusiast for gadgets and all things tech, he takes genuine pleasure in exploring the forefront of technological trends. When not immersed in work, his pursuits include immersing himself in market research and delving into the intricacies of machine learning and human psychology.
Active engagement with industry peers, regular attendance at global conferences, and active participation in both tech and real estate forums constitute integral aspects of his routine. In addition to these activities, Mr. Dastidar dedicates time to reading extensively, ensuring he remains well-versed in the most recent literature, journals, articles, and publications within the PropTech realm.
Among his diverse interests, speculative fiction holds a special place. He adeptly draws parallels between imagined future worlds and the evolving real estate landscape. This fusion of hands-on interaction and scholarly pursuit keeps Mr. Dastidar consistently positioned at the vanguard of advancements in his field.
His motivation for maintaining this continuous learning cycle is set by the belief that technology, particularly the ascent of AI, is poised to redefine the real estate domain. He says, “From predictive analytics to automation, the tech will make processes efficient, decisions data-driven, and customer experiences seamless. The future of real estate is a harmonious blend of human expertise and tech-driven insights.”

RealSage’s Adaptive Industry Evolution
The pandemic served as a catalyst for RealSage, reinforcing the company’s dedication to flexibility and adaptability. With a seamless transition to remote operations, it embraced not only the practical changes but also fostered a significant emphasis on the well-being and mental health of its team.
Through a discerning realization of the advantages derived from both physical collaboration and remote autonomy, RealSage seamlessly transitioned into a hybrid workplace paradigm. This strategic evolution yielded a twofold outcome.
It amplified both productivity and the company’s overarching perspective. Moreover, its focal point expanded from the exclusive pursuit of ‘work delivery’ to a more comprehensive commitment to nurturing a state of ‘holistic employee well-being.’

Turning Challenges into Transformation
Every new business venture faces its own set of difficulties and problems. RealSage is no different. It had to deal with its fair share of challenges as it started out. These challenges are like tests that a company has to pass to prove how strong and determined it is. It had to overcome obstacles that were not easy, especially because it was trying to change things in an old-fashioned industry.
The company had to show that its ideas and solutions were not just good on paper, but could also work in the real world. This meant breaking away from the usual ways of doing things in the real estate world. It was like trying to push through a heavy barrier that was stopping new ideas from coming in.
Instead of seeing these challenges as something bad, Mr. Dastidar looked at them as chances to learn and grow. Each challenge was like an invitation to come up with new and better ways of doing things. He adds, “We had to figure out how to be creative and practical at the same time. It wasn’t always easy, but each time we faced a problem, we found a way to solve it and become even better.”
However, it did not face these challenges alone. There were people who believed in what they were doing from the start. These early supporters helped shape the company by sharing their thoughts and opinions. Their input was like a guide that showed RealSage how to improve.
When looking back, it’s clear that the journey wasn’t only about succeeding but also about showing how well it could handle tough situations. RealSage proved that it could take on challenges, learn from them, and come out even stronger.

Unwavering Team Spirit
RealSage’s essence revolves around nurturing a culture in which purpose harmonizes with passion. Each member of the RealSage team comprehends that their involvement goes beyond mere product development; they are actively contributing to a revolutionary transformation of an entire industry.
Mr. Dastidar says, “I prioritize transparent communication, ensuring that everyone, regardless of their role, has a clear picture of our objectives and the progress we’re making. Celebrating small wins, acknowledging efforts, and ensuring that each success, no matter how minor, is recognized plays a crucial role.”
This ensures a unified focus and a shared sense of direction. He believes that such instances of appreciation and collective celebration are pivotal in sustaining the team’s enthusiasm, maintaining alignment, fostering motivation, and cultivating a deep connection to the company’s overarching mission.

A Step Forward
“I envision RealSage at the forefront of a seismic shift in the real estate industry.”
Mr. Dastidar’s vision is resolute: to instigate a paradigm shift in the decision-making landscape of the real estate sector. He believes that RealSage will become the top platform for this as the industry keeps changing. With the use of smart AI and data-driven insights, the company is set to transform traditional decision-making processes into agile, informed, and impactful choices.
He says, “My association with RealSage will always be as its guiding force, ensuring that we remain true to our mission, innovating relentlessly, and driving the industry towards a more data-informed future.” Mr. Dastidar’s work is like a light that shows the way for RealSage to make big changes and help the real estate world become better with data and smart choices.

Parting Message from Mr. Dastidar
Stay curious, stay resilient. Every challenge is an opportunity in disguise. Surround yourself with a passionate team, remain customer-centric, and never lose sight of your core vision. Remember, innovation isn’t just about technology; it’s about solving real-world problems in novel ways.

Dr. Alper Özbilen: Shaping the Future of Technology with his Unwavering Dedication and Innovative Spirit 

With over two decades of combined academic and industrial experience in computer networks and information security, Dr. Alper Özbilen stands at the forefront of technological innovation. A distinguished alumnus of Gazi University, Ankara, where he earned his Ph.D. in June 2012, Dr. Özbilen has since channeled his expertise into leading Pavotek Inc., an Istanbul-based powerhouse in electronics and software development, as its Chairman.

Under his visionary leadership, Pavo Group has carved a niche in the competitive tech landscape, championing cutting-edge solutions and strategic advancements. Dr. Özbilen’s commitment to excellence is not just limited to his corporate endeavors; he is also a thought leader, penning insightful articles on organizational justice and beyond.

The Initial Years

Dr. Özbilen started his career as an electrical-electronics engineer and completed his MBA program on technology and innovation in Boston University, He has worked in the field of ICT (Information and Communication Technology), particularly artificial intelligence and big data analytics, and gained expertise in these areas with a focus on defense and public security. 

Dr. Özbilen believes that career choices are often a reflection of people’s personality traits. From this perspective, the personality dynamics are the main reasons that led him to this sector and engineering. For example, solution orientation is a characteristic that affects his entire life, from his communication with people to his route determination style on vacation. This is how he was drawn to the discipline of engineering, where mathematics and science are reflected in the practical world in a way that is beneficial to human life, and where the solution is the main element in general. 

“I accept it as a permanent obligation to adopt yesterday as an accumulation and to be aware of today in order to guide tomorrow; to always approach innovations and changes consciously. For this reason, I can say that most of the principles that make up me actually motivate me,” he explains.

A Transformative Association

Professional business life is about taking the risk of going ahead rather than being ahead of others. Dr. Özbilen has observed and continues to observe this wherever he has been throughout his professional life.

Before 2018, Pavotek had significant capabilities in communication and embedded software and became an important partner in the Turkish local industry. Until 2018, its activities were not oriented towards the global market. Mostly, it was focused on critical subsystems, design, and production rather than final products and solutions. With Alper Özbilen, after 2018, the story of Pavotek started to become a company with independent solutions and products, primarily targeting the international market. After this date, Pavotek’s transformation into Pavo Group, which represents a group of companies, accelerated.

After taking over as the Chairman of the Board of Directors, Dr. Özbilen started the structuring process that he deemed necessary to expand Pavo Group’s areas of expertise and to offer advanced expertise as solutions created entirely in line with the needs and expectations of customers. 

“While promoting a culture based on innovation, agility, and expertise throughout Pavo Group, I set the main goal of bringing together future technologies, especially artificial intelligence applications, with our established R&D and production culture. I saw it as a top priority to establish an international team and expand international collaborations in order to expand and strengthen Pavo Group’s expertise in the global market,” he shares.
Guided by his vision and the hard work of his team members, today Pavo Group has become a global technology provider with representatives in more than 10 world cities in Asia, the Gulf, Africa, Europe, and the Americas, and its solutions are available in 17 countries. 

The Company

Pavo Group offers its solutions to the global market with advanced ICT products in e-government, homeland security, public safety, and telecommunications sectors. The expertise of 12 business units operating within Pavo Group in different fields increases Pavo Group’s coverage in cutting-edge technologies. On the other hand, the group sees it as a fundamental priority to create collaborations with different companies in the global market with its program called Pavo Alliance.  

The Group does not follow sales trends that focus on marketing clichés and short-term financial gains. They are aware of the importance of their fields of activity such as border security, facility security, cyber operations center (SOC), cryptography, data analytics, artificial intelligence solutions, and communication equipment for the private companies that make up their partners. They focus on the exact and unique needs of their customers in their fields of activity. The management believes that an approach that does not impose what it has on its customers as a need but tries to understand what its customers really need and finds solutions for it, will be successful in the long run.

“We are already agile and have been able to customize our solutions to meet the different environmental conditions, security challenges, and demands of our partners around the world. I consider this experience and our business culture to be the key differentiators that differentiate Pavo Group from its competitors,” says Dr. Özbilen.

Driving Growth & Innovation

Being a fair, decisive, and harmonious manager while considering innovation, expertise, and agility as the main goals are the elements that form the basis of Dr. Özbilen’s management approach. 

Adopting an approach focused on pleasing everyone is one of the biggest mistakes an organization can make. Treating everyone equally is not the exact equivalent of practicing justice and will inevitably lead to failure. An understanding of justice that prioritizes accumulation, effort, and value creation is the key to productive outcomes, he opines.
Sustainable success is largely the result of sticking to strategic and long-term plans and being decisive. Relying on quick decisions and instant gains has a dopamine effect. This addiction is not a source of healthy returns. Correct analysis, acting in accordance with the company culture, and making decisions without compromising foresight are also guarantees of the efforts and time spent.

“I believe in the transformative power of activities that are not afraid to take action in line with consciously established strategic goals. While managing Pavo Group with this understanding, I aim to create a transformative impact not only for Pavo Group but also for the global technology ecosystem. With this understanding, I am determined to support the construction of a new and qualified path against a few global technology giants that dominate the global market with their monopolistic policies. I think it is possible to move from a market based on digital exploitation and dependencies to a market based on connectivity,” he shares.

Challenges and the Learning Mindset

Like everywhere in life, there are problems in business. It is the nature of existence. From the right perspective, problems are a guide to understanding the current state of the company. Dr. Özbilen believes that the problem for an organization is that the problems never change. If problems are solved over time and replaced by other, perhaps more sophisticated problems, then you are on the right track. 

In light of all this, another thing that his leadership journey has taught him is that wherever there are people, the dynamics are always subject to change. All of the principles we adopt are evolving with a new situation we learn every day. “Not missing the change, avoiding rote memorization, and continuing the journey by thinking that you are part of a mission focused on producing value brings with it a permanent gain,” he says.

Recalling a particularly challenging time, Dr. Özbilen shares that on his return to Türkiye from the US, he was offered to head a department tasked with protecting the personal data of the society – guaranteed by the constitution and laws – and detecting organized crimes against the society. Here, however, a narrow group of interests was conducting in secrecy practices that compromised and abused the data and information security of the entire society.

This system, was extremely complex, far from accountability, where only a partial record of the work and transactions was kept, and where multiple backdoors were created secretly and purposefully; Authentication, authorization, and accounting (AAA), the most basic needs and main framework of information security, was deliberately designed in a fiction that was completely distant. The vast majority of the nearly one hundred people assigned to this department were technical personnel recruited by the same interest group. 

What was expected of Dr. Özbilen was to reorganize the system in accordance with its legally defined purpose and to reconstruct it in such a way that it would not be subject to any abuse. In doing so, the security functions necessary for public safety were not to be interrupted. 

Dr. Özbilen’s biggest challenge was to restore a system that was built entirely on exploitation to a new form that could not be exploited in any way and to do so without stopping services that would enable law enforcement. This was an extremely challenging, near impossible task, like replacing critical system components of an airplane that are not working or only working. Troubleshooting requires skill. Troubleshooting a malfunction in the air is either impossible or requires you to take enormous risks to land safely on the ground, perform the necessary maintenance with great speed, and take off again. 

“Although more than ten years have passed, when I think about the risk I took and the result I realized, I cannot give a definite answer as to whether I could do the same thing today as a more experienced person. The first answer I give to those who ask me what my success was that day is that the secret to doing the right job in the right way and on time is to find the right people and quickly build your team,” he remembers. 

Dr. Özbilen’s biggest takeaway from this experience is to be aware of the extraordinary power that dedication to doing the right job in the right way – the most fundamental element of sustainable success – gives you to overcome any obstacle.

Being Agile for the Emerging Trends

As a Group, Pavo is in a process of continuous learning and adaptation in order to keep pace with the constant change, competition, and demands in the sectors in which it operates. This means both continuously monitoring trends in the market and assessing their impact on its business model. The Group is developing strategies focused on sustainability and scalability in all our business lines.

For example, owing to the investments it made in the field of cryptography in 2019, leaving aside the expectations of quick profits, today the Group has achieved critical capabilities that differentiate it from its competitors in the market with its crypto devices and crypto solutions. “In the future, I believe that civilian and military applications of cryptography will re-establish known assumptions,” adds Dr. Özbilen.

Keeping abreast of changes in the industry and understanding the evolving demands of the modern consumer is vital to sustain and drive the growth of the organization. To achieve this, Pavo Group takes a multi-pronged approach. First, it invests significantly in R&D and strives to stay at the forefront of technological advances and industry trends by maintaining close relationships with industry leaders and academic institutions. Through continuous training and competency development programs, the company keeps the knowledge and skills of its employees up to date so that they can keep pace with these changes. It also gains deep user insights through its field studies, and analysis by our regional team members and local consultants. 

“We build a unique relationship with our clients based on mutual trust through collaborative approaches that can reach different dimensions such as technology transfer. As a result of this relationship, we witness that the institutions and organizations that we start to offer our solutions reach us with different demands before our teams start a new business development activity. All this process ensures that the rapid growth of Pavo Group is sustainable,” shares Dr. Özbilen.

Expanding Horizons

Dr. Özbilen’s expectations for himself and his team for the coming years are primarily to continue to expand internationally. “Maintaining our roots in the current regions where we operate is also among my expectations. In addition, focusing on the application of the technologies produced by our company in different fields is one of my future goals. Strengthening our relationship of mutual interest and respect with our partners in the market is also one of my priorities for the future,” concludes Dr. Özbilen.

Advise for Aspiring Entrepreneurs:

Dr. Özbilen advises would-be entrepreneurs to be courageous, to have the capacity to take risks, but not to give up being rational. Remaking something requires both romanticism and rationalism. What will make the real difference here is to understand the market, dynamics, trends, and change correctly and to put original and authentic ideas on it. 
“Mistakes should not be discouraged, but fatal mistakes should be avoided. Here I would like to refer to Edison’s quote ” I have not failed. I’ve just found 10,000 ways that won’t work.” You can make many mistakes until you find the right one, but it will be those mistakes that will lead you to the right one.”

A Quote to Live By:
Mevlana Celallettin Rumi’s quote centuries ago, “Yesterday I was clever, so I wanted to change the world. Today I am wise, so I am changing myself.” has been a reference for me in my leadership journey. While trying to solve the challenges and problems I face as a manager, I started to review my own behaviors and attitudes first, rather than external factors. This self-awareness process helped me better understand my strengths and weaknesses and helped me use this knowledge to improve both myself and the team I lead.
Rumi’s quote tells us to adopt a leadership approach from the inside out. The changes we make in our inner world directly affect our management style, decision-making processes, and communication skills. These internal changes spread outward, positively affecting team dynamics, collaboration, and overall business performance. Rumi’s teachings and philosophy, which have become more and more appreciated over the centuries, continue to be a constant source of guidance and inspiration in my management career.

“Our journey of global growth continues every year, touching new customers in new countries.”

“We reject dependency-based relationships with our customers and stakeholders and prefer royalty and commitment-based relationships.”

Living beings have keen senses which together help them to survive. As nomads and hunters, human beings relied on their sense of smell and sight to hunt for food and also stay safe. Even before they could see the enemy, they could smell them! 

Times evolved and as we settled down the senses, still keen, had different uses. The smells earlier associated with jungle and danger now shifted to home, cooked food, and a sense of familiarity. And not to forget, beauty. For ages, good smell has been associated with beauty, and stories about how queens would have an elaborate bath session just to smell good have been fed to us.

Today, the global perfume industry size is valued at a staggering USD 50.85 billion (2022) and is expected to register a compound annual growth rate (CAGR) of 5.9% by 2030. The market growth is attributed to the growing trend of personal grooming, coupled with increasing demand for luxury and exotic fragrances. Moreover, increasing consumer spending on premium and luxury fragrances due to the high-income level, along with improving living standards, is driving the global industry. 

In recent years, perfumes have evolved into a significant business in the cosmetics and personal care industry. Perfumes have emerged as an essential product driven by the growing trend of personal care, forming a part of pride and confidence. A leading name in fragrances across the Middle East and globally is Sterling Perfumes Industries, the manufacturing arm of Fakhruddin Holdings – a leading conglomerate in the Middle East established 60 years ago.

A Legacy

Sterling Perfumes Industries LLC is a Proudly Made in UAE-based company that is dedicated to providing exceptional products and services that epitomize luxury, sophistication, and authenticity. 

Fakruddin Holdings – Established by Late Mr Fakhruddin Ebrahimji – had a vision to establish a company that creates success not just for itself, but for everyone associated with it. He always believed that for a business to be successful, it is essential that every link on the chain benefits. His noble words have shaped the vision, beliefs, and the very core values of the companies that were established under its aegis.

Sterling Perfumes Industries was established in 1998 with the philosophy that a fragrance is an essence that touches lives. It spreads its beauty across people, cultures, and geographies. It creates an impression, it crafts an expression.

Headed by the Chairman, Mr Ali Fakhruddin, Sterling’s portfolio encompasses a diverse range of fragrances and cosmetics meticulously crafted to captivate the senses and enhance the beauty of individuals worldwide. What sets them apart in the market is their unwavering dedication to quality and commitment to sustainability principles. Each product bearing the Sterling name is a testament to the heritage of excellence and their relentless pursuit of perfection.

The Leader

Mr Ali Fakhruddin’s journey began with a vision, a vision to innovate, to disrupt, and to create lasting value in the world. He started with humble beginnings, fueled by a relentless passion for excellence and a deep understanding of market dynamics. Each step of his journey was marked by unwavering dedication, resilience in the face of challenges, and an unwavering commitment to his core values.

The industry was not chosen arbitrarily; rather, it was a deliberate choice based on thorough research, market analysis, and a clear understanding of my strengths and capabilities. Ali recognized early on that the perfumes industry held immense potential for growth and transformation, and was determined to capitalize on it.

What sets Ali apart in the industry is his relentless focus on innovation and customer-centricity. He believes in pushing the boundaries of what’s possible, constantly striving to anticipate and meet the evolving needs of his customers. This relentless pursuit of innovation has been the driving force behind his success, enabling him to stay ahead of the curve and maintain his competitive edge in the market.

“Today, as a global company, I stand tall as a testament to what’s possible when vision, passion, and perseverance come together. My journey is far from over, and I remain committed to pushing the boundaries of innovation, driving growth, and creating value for all my stakeholders,” says Ali.

Leading towards Success

The success and growth of Sterling Perfumes Industries LLC under Ali’s leadership can be attributed to a combination of factors, including a visionary strategy, a customer-centric approach, and a passionate team of professionals. By fostering a culture of collaboration, creativity, and continuous improvement, they have been able to overcome challenges and seize opportunities in an ever-evolving marketplace. Their commitment to staying true to their values while embracing change has been instrumental in positioning Sterling as a leader in the industry.

One of the significant aspects of Sterling’s success lies in the synergy Ali and his team have established with their distributors. They recognize the pivotal role they play in connecting their products with end consumers. Therefore, they’ve implemented strategies to empower and support the distributors, ensuring they have the tools and resources necessary to market and distribute their products effectively.

“Through collaborative efforts with our distributors, we’ve been able to enhance the value proposition for end consumers. By understanding market trends, consumer preferences, and regional nuances, our distributors add value by tailoring their approaches to meet the specific needs of their respective markets. Whether it’s through personalized marketing campaigns, strategic pricing strategies, or enhanced customer service, our distributors serve as crucial intermediaries in delivering our products to consumers most effectively and engagingly possible,” shares Ali.

Moreover, Sterling has established robust channels for feedback and communication with its distributors, allowing for continuous dialogue and alignment of objectives. This collaborative approach ensures that the company remains agile and responsive to market dynamics, allowing it to adapt its products and strategies to evolving consumer demands.

“In essence, the relationship between Sterling Perfumes Industries LLC, our distributors, and end consumers forms a full circle of value addition. By working closely together, we’re able to create seamless experiences for consumers, from product discovery to purchase and beyond. This collaborative ecosystem not only drives sales and revenue but also fosters brand loyalty and long-term relationships with consumers, ultimately contributing to the sustained success and growth of our company,” explains Ali.

He also shares that developing and maintaining relationships with the stakeholders is essential to the success of the company. Whether they are suppliers, distributors, retailers, or consumers, Ali and his team approach each interaction with integrity, respect, and a spirit of partnership. By actively engaging with the stakeholders, listening attentively to their needs and concerns, and delivering on the promises, Sterling is able to cultivate long-lasting relationships built on mutual trust, loyalty, and shared success.

Managing Resources and Responsibilities for Expansion

As chairman, Ali is entrusted with the responsibility of overseeing the operations, finances, and strategy of the company across different regions and markets. This entails effective communication, strategic planning, and meticulous execution to ensure that they remain agile and responsive to the dynamic needs of their customers and partners. By leveraging technology, data analytics, and market insights, they are able to make informed decisions that drive sustainable growth and profitability.

At Sterling Perfumes Industries LLC, Ali fosters a culture of innovation, quality, and customer satisfaction by empowering team members to think creatively, challenge the status quo, and strive for excellence in everything they do. By prioritizing research and development, investing in cutting-edge technology, and listening attentively to the feedback of the customers, the company is able to deliver products that exceed expectations and delight the senses.

Acknowledging that technology is a powerful enabler of innovation, efficiency, and competitiveness in today’s digital age, the company leverages the power of technology to enhance its operational capabilities, streamline the processes, and elevate the customer experience. “From state-of-the-art manufacturing facilities to cutting-edge e-commerce platforms, we are committed to harnessing the latest advancements in technology to drive business value and empower our team members to achieve their full potential,” says Ali.

Overcoming Challenges
Ali’s journey has not been without its challenges. He has faced adversity, setbacks, and moments of doubt along the way. Yet, it is during these challenging times that his resilience and determination shine through. He has learned to adapt, to pivot when necessary, and to emerge stronger and more resilient than ever before.

One of the biggest challenges he faced in his career was navigating the global economic downturn of 2008. Despite the unprecedented uncertainty and volatility, he remained steadfast in his commitment to steering Sterling Perfumes Industries LLC through the storm. By adopting a proactive approach, diversifying the product offerings, and focusing on operational efficiency, he was able to weather the crisis and emerge stronger than ever. This experience taught him the importance of resilience, adaptability, and strategic foresight in times of adversity.

Competition, conflicts, and crises are inevitable in the business environment, but how we respond to them defines our character and determines our success. As chairman, Ali approaches these challenges with a cool head, a steady hand, and a focus on finding solutions that are fair, equitable, and sustainable. By fostering open communication, promoting a culture of transparency and trust, and embracing constructive dialogue, he is able to resolve conflicts amicably, mitigate risks, and turn crises into opportunities for growth.

Managing his multiple roles is another balancing act that Ali needs to perform every day. Balancing personal and professional life as the chairman of a multinational company requires discipline, prioritization, and effective time management. While the demands of his role are significant, Ali makes it a priority to maintain a healthy work-life balance by setting boundaries, delegating responsibilities, and carving out time for family, hobbies, and self-care. “By nurturing my personal well-being, I am better equipped to lead with clarity, energy, and passion,” he says.

Staying Competitive in the Future

The fragrance and cosmetics industry is constantly evolving, with shifting consumer preferences, emerging market trends, and technological advancements reshaping the competitive landscape. As industry leaders, Ali admits that they must remain vigilant, agile, and proactive in identifying and capitalizing on new opportunities while addressing potential challenges. By staying abreast of market developments, investing in research and development, and fostering strategic partnerships, Sterling is able to stay ahead of the curve and maintain its competitive edge.

To stay in the race, Sterling’s short-term and long-term goals are guided by the company’s vision to be the leading provider of luxury fragrances and cosmetics in the global marketplace. In the short term, they are focused on expanding their presence in key markets, diversifying their product offerings, and enhancing their operational efficiency. In the long term, they aspire to innovate boldly, inspire creativity, and enrich lives through their products and services. 

In the next few years, Ali says that one can expect nothing less than excellence from him and his team at Sterling Perfumes Industries LLC. “We are committed to delivering innovative products, exceptional service, and unparalleled value to our customers and stakeholders. With our eyes firmly set on the future, we are poised to embark on an exciting journey of growth, expansion, and transformation. Together, we will write the next chapter in the storied history of Sterling Perfumes Industries LLC, with confidence, conviction, and pride,” he concludes.

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.
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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.

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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!”