Rizwan Sajan’s leadership acumen excels as a stalwart leadership charisma with exceptional abilities & a broad vision to establish the Danube Group.

1. Kurup
Madhav
The Emergence of
Modern Leadership
in the Gulf Region
VOL 08
ISSUE 01
2022
Novel Perspective
Madhav
Kurup
How Business Leaders
Can Embrace Digital
Transformation
of Industry 4.0?
Industry Insights
Madhav Kurup,
Regional CEO for the
Middle East, and South Asia
Hellmann Worldwide Logicstics LLC
I N D I A
The
Most
Prominent
Leaders
In Gulf
Business
Business

4. Editor's Note
EVER-SHINING STARS ON THE
GULF’S BUSINESS HORIZON
ust as a heart fuels the bodily economy, Gulf has
Jconstantly been fuelling the global economy’s
wheel of globalization and the machine of
industrialization since the discovery of oil and gas
reserves in the 40s. And just like a heart, Gulf lies
prominently at the centre of the world’s past, present,
and future progress.
Similarly, decade after decade, its industry and business
sector have evolved tremendously due to the region’s
globally recognised investment prominence. Further,
regional business leadership has been evolving with the
emergence of new developments and advancements in
areas as diverse as logistics and healthcare.
This new league of young, dynamic, and visionary
leaders is fast learning the new-age mantra of business
prominence: human-centric technological adoption and
integration. They are championing the cause of
healthcare, as well as other sectors, by bringing
together an innovative approach to problem-solving.
They are building on their capacity to gauge the existing
issues and then develop novel products, services, and
solutions that cater to the heart of that issue.
The way CIOLook India’s ‘The Most Prominent Leaders
in Gulf’–including Madhav Kurup, the Regional CEO of
Hellman Worldwide Logistics, or Akbar Moideen
Thumbay, Vice President of the Thumbay Group, or Mr
Rizwan Sajan, the Founder and Chairman of Danube
Group, and others–are doing it.
All these leadership phenomena are leading their
respective Groups with their integrated, passionate,
transcendental, and innovative leadership qualities.
They are constantly battling the avalanche of
adversities and storms of challenges like the Global
Economic Crisis, Pandemic, Global Climate change, etc.,
yet emerging triumphant after successfully defeating
each challenge.
While reading on their journeys in the following pages,
you will also meet two trendy articles crafted by our in-
house editorial team, which will widen your perspective
on the growing business prominence of the gulf region.
Flip through the pages and enjoy the read!
Abhishek Joshi
Deputy Editor
abhishek.joshi@insightssuccess.com

5. Hellmann Worldwide
Logistics LLC
Aster DM Healthcare
Danube Group
Dubai Islamic Bank has the unique distinction of being the
world’s first full Islamic bank, a pioneering institution that has
combined the best of traditional Islamic values with the
technology and innovation that characterize modern financial
institutions.
With high-quality products, Hellmann has developed into one
of the largest international logistics providers.
Aster strives with a mission and a vision to serve the world
with accesible and affordable quality healthcare.
Thumbay Group
Thumbay Group is Committed to provide quality care
to the community.
Danube Group was founded and cultivated under the
leadership of Rizwan Sajan, who is known to be the Founder
and Chairman of the Group.
Dubai Islamic Bank
Brief
Company Name
Alisha Moopen,
Deputy Managing
Director
Rizwan Sajan,
Founder and
Chairman
Nagaraj
Ramakrishnan,
Chief Credit Officer
Madhav Kurup,
Regional CEO for the
Middle East,
and South Asia
Akbar Moideen Thumbay,
Vice President
Featuring
The
Most
Prominent
Leaders
In Gulf
Business
Business
White sands Tours
Travel
White Sands Tours is the region’s foremost consolidator
providing unmatched E-destination management services to
its B2B partners.
Sunny Augustine,
Executive Director,
CEO
Al Dobowi Group
Al Dobowi is a fourth-generation business with members from
over 30 nationalities on five continents.
Surender Singh
Kandhari,

6. C o v e r S t o r y
C o v e r S t o r y
Madhav
Kurup

7. C O N T E N T
Articles
Articles
16
C O N T E N T
20 A Courageous Transformer of Dreams into Reality
Akbar Moideen Thumbay
24
28 A Resolute Leadership Charisma
Rizwan Sajan
The Emergence of
Modern Leadership
in the Gulf Region
Novel Perspective
How Business Leaders
Can Embrace Digital
Transformation of
Industry 4.0?
Industry Insights

8. CONTENT
DESIGN
Visualizer : Sandeep Tikode
SALES
Sr. Vice President : Megha Mishra
Business Development Executive : Meera Patel
TECHNICAL
Technical Head : Amar Swant
AUGUST, 2022
Copyright © 2022 CIOLOOK
India, All rights reserved. The
content and images used in
this magazine should not be
reproduced or transmitted in
any form or by any means,
electronic, mechanical,
photocopying, recording or
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permission from CIOLOOK
India. Reprint rights remain
solely with CIOLOOK India.
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I N D I A
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Research Analyst : Renuka Kulkarni
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Managing Editor : Gaurav PR Wankhade
Assisting Editor : Kedar Borgaonkar

10. Madhav Kurup,
Regional CEO for the
Middle East, and South Asia
Hellmann Worldwide Logistics LLC

11. C S
O V E R T O R Y
Today, with €4.07 billion in turnovers,
Hellmann is present in 59 countries with
489 offices and has around 12,348
employees as part of the
Hellmann F.A.M.I.L.Y. all over the world.
“
Madhav
Kurup
“

12. There was a man to whom
family always came first.
Going by the name of Carl
Heinrich Hellmann, the German
founded what is today renowned as
Hellmann Worldwide Logistics in
1871 in northern Germany's
Osnabrueck, as a one-man transporting
goods business with a single horse-
drawn carriage. Carl's long-established
legacy had been inherited and carried
over by his family as a family business,
which has evolved over four
generations into one of the largest
international logistics providers.
Today, with €4.07 billion in turnovers,
Hellmann is present in 59 countries
with 264 offices and has 12,348
employees as part of the Hellmann
F.A.M.I.L.Y. all over the world.
Considering Hellmann's global partner
network, its reach spans across 173
countries with 489 offices.
Madhav Kurup, Regional CEO for
the Middle East and South Asia
became a Hellmann F.A.M.I.L.Y.
member during the most trying and
testing times for the industries world
over including Hellmann. He reveals,
My journey with Hellmann started
during one of the worst global
financial crisis in 2008 that coincided
with the local Dubai real estate crisis.
Due to the challenging economic
environment, Hellmann was also
facing some serious challenges in the
region to create a sustainable business
model. When Madhav started, they had
around 100 employees in the region
and today they have more than 2500 of
their own employees and more than
3500 through their contracts and
partners.
Today, Hellmann has achieved a
leadership position in some niche
verticals like automotive spare parts
and healthcare. Hellmann also further
expanded and created specialized
solutions in the fashion vertical in Sri
Lanka, chemical in the UAE,
healthcare in Saudi Arabia, and also E-
commerce specialization in the UAE.
Madhav shares, Since its foundation
in 1871, Hellmann has developed into
one of the largest international logistics
providers. With our high-performance
products Airfreight, Seafreight, Road
and Rail, and Contract Logistics, we
always offer the right solution for the
complex logistics requirements of our
customers and rely on future-oriented
digital services for maximum
transparency and more efficient supply
chains.”
An Admirable Leadership of
Prominence
According to Madhav, a prominent
business leader should possess some
unique traits like integrity, passion,
ability to identify opportunities and
translate into revenue in a sustainable
way. He must be humble and always
available for people.
Along with these prominent traits,
there are some professional qualities
and values which are admired the most
by Madhav's clients, colleagues, and
employees in him. I believe people
find me easy to approach and genuine,
someone who is reliable and can
always be counted on, yet also a
visionary who can turn ideas into
reality, says Madhav.
The Most Prominent Business Leaders In Gulf
A prominent
business leader should
possess some unique
qualities/traits like
integrity, passion, ability
to identify opportunities
and translate into
revenue in a
sustainable way.
“
“

13. Thinking Ahead–Moving Forward
As per Madhav, there are some unique
offering and aspects which makes
Hellmann not only stand out in the
Gulf region's economy but also
constantly provide forward
momentum.
Hellmann is represented in the MESA
region for more than 20 years, in 19
countries with around 80 locations and
all product segments through its own
offices and partners. It has grown in the
region through geographical expansion
and carefully created joint ventures.
Madhav states, Our biggest operation
in the region is in India, with almost
700 employees. Our strategy is to take
globally benchmarked solutions into
the key markets of the region, as a part
of our geographical expansion.
Hellmann has achieved market
leadership in automotive spare parts
logistics and healthcare. Its niche
vertical operations also include
chemical warehousing in the UAE and
fashion in Sri Lanka. Its most recent
innovation into the E-commerce space
has helped it to sign an exclusive
partnership with Dubai CommerCity
for warehousing and last mile.
Madhav believes, Our first people –
first approach, and customer-centric
solutions, have helped Hellmann to be
among the top five global providers in
the region.”
This approach is a part of a broader
values system ingrained in the brand
Hellmann and its every family
member. Madhav tells us how?
F.A.M.I.L.Y – Our Corporate DNA
Hellmann is a 100% family-owned
global logistics provider with more
than 150 years of existence. It has
grown over the years through
geographical expansion and carefully
taken decisions. Madhav shares, We
are committed to what family means:
integrity, understanding, trust, and
cooperation. This is the basis of our
corporate DNA. Our common goal is
to ensure the long-term development of
Hellmann so that the company can
continue to offer many opportunities
for future generations.

14. Our number one priority has always
been our people and our customers,
and we always live by this across the
organization globally. We always
believe in building long-lasting
relationships with our customers
through innovation and
entrepreneurship.
In short: Hellmann means
F.A.M.I.L.Y.
First, people first: The success of a
company depends on its employees.
That is why, at Hellmann, an attractive
and professional environment is
created, which captivates, binds, and
promotes the interest of good
employees. Through training,
remuneration, and recognition, the
company encourages its employees to
develop their talents in a climate of
mutual respect and trust. They
determine how the company is
perceived externally. Madhav says,
They directly influence the
satisfaction, enthusiasm, and loyalty
of our customers and we know that.
That is why people always come first.
All about the customer, always:
Madhav says that they are constantly
looking for ways to expand and
improve their services so that they can
exceed the requirements and
expectations of their customers.
Madhav adds, It is our goal to offer
our customers around the world the
knowledge and experience they need
most. We achieve this by listening to
them and taking the time to get to
know them better. The customer is
always our focus. We ensure that all
our tasks are handled with a view to
our customers. This leads to long-term
customer relationships, which we are
rightly proud of.
Making it work better, everyday:
Through business processes with high-
quality standards, Hellmann is
continuously improving its
organizational agility and operational
efficiency. It uses every opportunity to
increase efficiency by improving
productivity and maintaining excellent
supplier relationships. As a result, we
not only contribute to our results but
also improve the added value for our
customers. In addition, we consistently
live the Continuous Improvement
Process (CIP), says Madhav.
Innovation and entrepreneurship: At
Hellmann, they promote creativity,
innovation, and entrepreneurial spirit
in all areas and create an environment
in which risks are allowed. It
encourages its employees to develop
unconventional ideas and to drive the
adaptation of its services to its
customers' wishes. Madhav states, We
want to meet the constantly changing
requirements and expectations of our
customers.
Live sustainability: At Hellmann, we
are serious about providing services on
the principles of economical,
ecological and social sustainability to
create opportunities for future
generations. We are sensitive and
responsible to people, communities and
We always believe in
building long-lasting
relationships with our
customers through
innovation and
entrepreneurship.
“
“

15. environments within the regions in
which we are active, expresses
Madhav. Through these principles of
sustainable development, Hellmann
ensures the future of its family-owned
business.
You and me!: Every day, we set new
goals and face new challenges.
Whether it is a successful shipment, a
change of work process, or new
concepts that are still under
development – You and Me!' makes it
possible, says Madhav. The guiding
principle stands for mutual
responsibility. Madhav adds, A responsibility that gives us support in times
when we have to rely on each other. 'You and Me!' also stands for cooperation
which encourages us to support others and to motivate us to develop solutions
together for our customers.”
Triumphing through Crises by Establishing Purpose
Considering the current industry scenario, Madhav accepts that there are some key
challenges which Hellmann is triumphantly encountering. He reveals, The biggest
challenge facing our industry is attracting and retaining good talent along with the
cultural change in the digital transformation process. The logistics industry has
earned some level of respect during the pandemic by establishing purpose.
Young people are looking for a purpose in their professional pursuits. Global
organizations like us will create global talent pools to help young talents to have
At Hellmann, we are
serious about providing
services on the
principles of
economical, ecological
and social sustainability
to create opportunities
for future generations.
“
“

16. international experience and seek to
create similar working environments like
other fancier industries.
A Futuristic Wisdom
Madhav's advice to budding
entrepreneurs who aspire to venture into
the logistics space is ultramodern. He
says that the industry is evolving as
many players are entering this space i.e.:
shipping lines, port operators, online
marketplace operators etc. Be prepared
to invest in technology and its people.
NO shortcuts here.
Shaping Today's and Tomorrow's
Logistics
Being an experienced leader, Madhav's
opinion on how the adoption of modern
technologies like AI and ML impacts the
logistics industry and how Hellmann is
adapting to the change is noteworthy.
He says that technology is already an
important player in the scheme of things
within our industry, though logistics
generally is a very reactive industry to
trends. The hype about emerging
technology needs to be looked at more
practically for its effectiveness. I can
safely say AI and BC are already playing
a major role in our digital
transformation process, says Madhav.
When probed on how he envisions
scaling Hellmann's operations and
offerings in 2022 and beyond, Madhav
concludes, We have expanded into
Oman and Egypt and further
established a solid E-commerce
fulfilment center at Dubai Commerce
City.
Hellmann's Hall of Fame
Transport Logistics Middle East
award for Hellmann UAE in the
category of Freight Forwarding for
Heroes of the Pandemic.
FMCG SUPPLY CHAIN OF THE
YEAR 2021 award for Hellmann
UAE.
Hellmann BD received the airline
awards of appreciation by Qatar
Airlines.
Hellmann IN recognized as The
Best Freight Forwarder of the Year
in the 12th Express Logistics and
Supply Chain Conclave.

18. The Emergence
of Modern
Leadership
in the
GulfRegion
16 | August 2022 | www.ciolookindia.com

19. Novel Perspective
hen we travel, there are always some changes
Wwe observe climate-wise. Concerning those, we
notice other regional changes that vary from
region to region and even changes in various norms too.
Amidst the pandemic, several kinds of leadership were
observed in the different areas geographically.
The perspective of leadership also changes familiarly, be it
in the same region or different. Leadership generally means
the authority to lead people and to direct and guide the
actions of subordinates in an organization or a country.
In Arabic Gulf region is prominently known for the leaders
who have the potential to conquer their goals. It was
previously led by constitutional monarchies. With time, that
was passed on to rulers who would monitor the economic
goals of their respective nations. This region’s
demographics depict why the leaders have immense
influence and power over the people.
Gulf Cooperation Council (GCC) was established in Saudi
Arabia within Bahrain, Kuwait, Oman, Qatar, Saudi Arabia,
and UAE, including unique relations with geographic
proximity like political systems laid upon the Islamic
beliefs.
Four Keys of Gulf Co-operation Council (GCC)
The Gulf is varied with its unique cultures, which differ in
every state. The leadership training in the education of the
population inculcates teachings of western ideas too. Some
researchers adapt to different researchers with
commonalities across the countries and are more salient
than the differences while conceptualizing educational
leadership.
Let us know more about the GCC and its four keys
Concept of Leadership
The differences among the cultures are cast from power
distance, individualism/collectivism, uncertainty avoidance,
and masculinity with long versus short-term orientation
with a fair amount of restraint. Research derived that the
differences in mindset arise from a misunderstanding
between members of different societies.
Gulf communities have a different concept of leadership as
proposed by most educational leadership researchers.
17 | August 2022 | www.ciolookindia.com

20. The extent of variation within cultures does have an impact
on how leadership is defined now. Hierarchical forms of
organizations are visible to the public. Research shows the
conditions of inherent differences in values and mindsets;
the decision-making local to that of the GCC countries is
rooted in relationships and several individual forms of
decision-making.
The concept of leadership is viewed barely positively, while
in other areas, it is religiously familial and humble, and they
believe faithfully in it.
Leadership Pipeline
Leadership is generally positional and not personal. It rests
in several social concepts of organizational positions; some
are consequential depending on the hierarchy.
Systemic research exploring the impact of general findings
about the differences in leadership remains sparse.
Leadership has a typology of forms that are instructional,
managerial, transformational, moral, disturbed, student-
teachers system, and contingent through a range of
approaches given theoretically at the school principal’s
disposal. Whether a school or any organization, it
influences the future for a long time. Therefore, the
replacement of leadership is inevitable. This brings us to
square one of teachings through coaching and mentoring in
schools and colleges.
More significantly, centralized schools would protect the
schools from the disadvantages of high leadership turnovers
that affect the students.
The most vital role of teachers here is to enhance the
outcomes of students and bring more effectiveness through
researching the different forms of teachings to make
learning more fun and easier rather than simply believing
the leaders with a blindfold. A teacher is not only
responsible for the development of the student but also for
the overall advancement of the school as well. It improves
the other factors like the economy with the adequate
performance of their role.
Professional Development via Coaching and Mentoring
Coaching and mentoring are a child's first and most
primitive forms of professional development. It is essential
to discard the thoughts of leadership and fixate on headship.
There is limited data accessible from Western to Gulf
frameworks.
Coaching and mentoring differ on many levels. Coaching is
known for unravelling the student’s potential and improving
performance. On the other hand, mentoring is done by
experienced practitioners by sharing their expertise and
knowledge with less experienced learners who aim to
expertise with learning by providing direct assistance for
skill and utilizing the knowledge—selecting one of those
preferences will decide what to do next while giving a
guideline for reaching the change and finally attaining
success.
Many researchers emphasize mentoring and teaching for
the betterment of the professional development of the child.
Coaching is used for the performance management system
for all school leaders.
Leadership Efficacy
The incentive and aspirational changes and improvement as
a leader would further be predicted on the extent to which
an individual will have a sense of self-efficacy. It is often
defined as internal recognition that one can succeed in a
definitive domain.
Self-efficacy is determined depending on the potential for
influence, or the management will see the teacher who is
capable of provoking change in others. The ideal one is who
simultaneously brings teams together with common goals
that inspire others as well.
The Gulf, mainly perceived as collectivist or relation based,
has historically been known to dampen individualist
approaches to organizational leadership in governmental
institutions. Styles of leadership differ on a broad aspect
based on the actions, approaches, and intents of leaders
themselves too.
Embracing the Future
The above-mentioned key did depict the way GCC had an
impact on the principals of schools. When teaching,
coaching, and mentoring were introduced, they helped turn
the lead into a conceptualized, selected, supported, and
enacted critical cautions that needed attention. The
implementation through understanding the way
transformation could change the future of the Gulf Region.
18 | August 2022 | www.ciolookindia.com

21. I N D I A

22. e umbay
Group is a
multinational
business
conglomerate with
diversi ed interests
in operations in
Education,
Healthcare, Medical
Research,
Diagnostics, Retail
and Hospitality.
Akbar Moideen Thumbay,
Vice President
Thumbay Group

23. AkbarMoideen Thumbay
A Courageous Transformer of Dreams into Reality
Akbar
e are living proof that when human beings have
Wthe courage and commitment to transform a
dream into reality, there is nothing that can stop
them, famously proclaimed H.H. Sheikh Mohammed Bin
Rashid Al Maktoum, Vice President, Prime Minister, and
Minister of Defence of the United Arab Emirates (UAE) as
well as the ruler of Dubai.
A man brimming with the self-belief to follow his own
dreams, Akbar Moideen Thumbay is not one to tread a
path chalked out for him. Driven with the passion to
succeed, he is highly encouraged by H.H. Sheikh
Mohammed Bin Rashid Al Maktoum's inspirational
leadership and pearls of wisdom.
Akbar was born to Dr Thumbay Moideen, a third-
generation business entrepreneur and Mrs Zohra Moideen, a
renowned artist in Mangalore, India. Residing in the serene
city of Ooty, he completed his secondary education at the
city's elite academic institution, The Lawrence School,
Lovedale.
After moving to the U.A.E. as a teen, he continued his
studies with the International School of Choueifat in the
UAE and completed his graduation in Mechanical
Engineering from the American University of Sharjah
(AUS). He later went on to continue his postgraduate
studies in Hospital Management at the renowned SDA
Boccioni School of Management, Milan, Italy.
Presently, Akbar is serving as the Vice President,
Healthcare Division of Thumbay Group, U.A.E. Delving
further into Akbar's nature, he is an enthusiastic workaholic,
a dimension of himself that he is quite proud of. Besides his
professional life, he actively pursues his hobbies of driving,
engaging in various indoor sports and travelling to foreign
countries. Currently, he lives with his lovely wife,
Nousheen Salma and three young sons, Ahmad (10),
Omar(8) and Rashid (6).
In an interview with CIOLOOK India for its edition of 'The
Most Prominent Business Leaders In Gulf,' Akbar spoke
about his and Thumbay Group's professional journey and
how he is leading it to new heights of success. Highlights of
the interview are given herein.
Please, brief us about your journey as a professional and
how you have made Thumbay Group excel in its niche.
The Thumbay Group is a multinational business
conglomerate with diversified interests in operations in
Education, Healthcare, Medical Research, Diagnostics,
Retail and Hospitality.
Driven by a passion for automobiles, I started my higher
studies by pursuing Mechanical Engineering. I was a main
team member in the AUS Engineering Team that built an
FSAE race car that would later race in the United States.
The highlight of his course was the internship I undertook
at Mercedes Benz Headquarters in Berlin, Germany.
Having joined the family business at a very young age and
undergoing the rigours of learning and understanding the
basic essentials of the business, awoke my concealed
business acumen, prompting me to pursue my Master's in
Management studies.
After completing my studies, I spent the first few months
interning with a leading New York-based consultancy,
getting exposure to healthcare, insurance coverage and
lifestyle management principles.
Later I joined Thumbay Group on a full-time basis and
came to grips with the regular operations and day-to-day
challenges of the organization. I was later entrusted with the
responsibility of managing the Healthcare and Retail
Divisions of the Thumbay Group, as a reward for my
relentless dedication and hard work.
The Healthcare Division deals with the operations of all its
hospitals and clinics in Ajman, Fujairah, Sharjah, Dubai,
India as well as the Thumbay Labs. Seeing the opportunity
through UAE's growing number of medical tourists, and
evolving the division's goals with the vision of the
Government of Dubai, I launched the award-winning
initiative, Thumbay Medical Tourism (TMT). TMT is a
full-fledged unit that caters to extending healthcare services
to the growing number of international patients at Thumbay
Group's hospitals.
Under the banner of the retail division, I initiated the
concept of Nutri Plus Vita, health nutrition and wellness
21 | August 2022 | www.ciolookindia.com
The Most Prominent Business Leaders In Gulf

24. range at one of its retail brands, Thumbay Pharmacy, to go
along with the expansion of the division which also
includes ZO and MO Opticals.
Please brief our audience about Thumbay Hospitals, its
USPs, and how you are currently positioned as one of
the best service/solution providers in your niche.
Thumbay Hospitals, over the years, has become one of the
largest healthcare providers in the private healthcare sector
offering quality and affordable care to all sections of society
in the U.A.E.
One of our key initiatives has been to promote Thumbay
Hospitals in the medical tourism segment in an aggressive
manner. The hospital's international quality healthcare
services and well-equipped facilities have brought in
patients from as far as Africa and Southern Europe, seeking
treatments from executive check-ups to complicated
surgeries.
My biggest aim in life is to establish Thumbay Group as the
largest Healthcare provider in the Middle East. We are now
developing plans to start Thumbay Healthcare and
Diagnostic facilities across the UAE while venturing into
other GCC countries.
What would be your advice to budding entrepreneurs
who aspire to be future leaders like you?
While working in a family business has a lot of advantages,
I believe in the philosophy that, every individual involved
in the business must strive hard to ensure that the business
survives, flourishes and is well protected especially in the
current scenario of a competitive market. I personally feel
that a family business like any other business requires total
dedication, perseverance and above all hard work.
While it is my father that I look up to for helping me
acquire the art of determination and perseverance, I am also
highly influenced by H.H. Sheikh Mohammed Bin Rashid
Al Maktoum, Vice-President and Prime Minister of the
UAE and Ruler of Dubai as well as Warren Buffet, all of
whom have unique styles of leadership and functioning that
is worth emulating.
Please give us a list of achievements/awards/recognitions
that accurately highlight your prominent position in the
Gulf region.
Achievements:
Akbar Moideen Thumbay has been
Ÿ Recognized by H.H. Sheikh Hamadan bin Mohammed
Al Maktoum, Crown Prince of Dubai for efforts to
combat the COVID-19 pandemic in the UAE.
Ÿ Recognized by H.H. Sheikh Ammar bin Humaid Al
Nuaimi, Crown Prince of Ajman for efforts to combat
the COVID-19 pandemic in the UAE.
Ÿ Inducted into the American University of Sharjah
Alumni Wall of Fame 2017.
Ÿ Featured in the twenty-five young Business Leaders in
UAE, profiled in a coffee table book GEN NEXT
INDIANS, published by Exponent Media, Dubai.
Ÿ Featured in the Magazine Masala 'Hot 20 Under 30.'
Ÿ Received award for the Best Medical Tourism Hospital
in the Middle East by the New Economy in 2013 by a
leading newspaper in the UK.
Ÿ Honoured as Champion of Change at 7th Annual
MENA HR Excellence Awards in recognition of his
leadership.
Ÿ Owner of the Cricket Team Thumbay Kasargod
Leopards at KCL, UAE.
Akbar Moideen Thumbay has been a sought-after speaker
at various conferences and seminars held in the Middle
East and Europe which includes:
Ÿ Invited as a panellist for Healthcare CEO Panel at Dubai
Cyber Warriors Conclave 2022.
Ÿ Invited speaker at the International Medical Travel
Exhibition and Conference held in Oman in April 2013.
Ÿ Invited Speaker at the Borderlines in Healthcare event
in May 2014 in Austria.
Ÿ Invited as a speaker at Mohammed bin Rashid School of
Government for the Leadership Entrepreneurship
Series 2016.
Ÿ Invited as speaker at AUS Enterprising Youth Forum at
the American University of Sharjah in April 2016
Invited as a speaker at Sharjah Chamber of Commerce
Industry Majlis 2016.
Ÿ Invited as a panellist for Middle East Healthcare
Insurance Conference 2016.
Ÿ Invited as a panellist for Healthcare Design
Infrastructure Conference 2016.
Ÿ Invited as a panellist for AUS - TMI's Family
Entrepreneurship Seminar 2017.
Ÿ Invited as a speaker for Harvard Crossroads Summer
Program 2017.
22 | August 2022 | www.ciolookindia.com

26. he way process of digitalization has been taken over by an inevitable
Treality in every industry. As time advances, Automation, Artificial
Intelligence (AI), Machine Learning (MI), and other advanced
technologies have quickly captured the synced form of enhanced technology. A
quick analysis of the weather of data gives a previously structured form of work.
The challenge is moving to the next phase and changing how we think,
comprehend, and move to the next phase. While forming a need for further
assistance to findings obtained through advanced technologies. The fourth
industrial revolution is known as Industrial Internet or the Digital Factory, i.e.,
Industry 4.0
Industry 4.0 keeps track of the digital ecosystem amending the line between
Physical and Digital technologies as they blur out quickly.
Let us indulge in the ways that business leaders can embrace the digital
transformation of Industry 4.0.
Smart Business Decisions are driven by Data
Decisions of business are majorly driven by supply chains, suppliers, and
manufacturers together in a way that allows them to be managed more efficiently.
It enables the pace of the information to run quickly within the organization. It
helps improve the quality of decision-making without the need to rely on the rest
of the organization when the situation warrants it.
How Business Leaders
Can Embrace
the Digital
Transformation
of Industry4.0?
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27. Industry Insights
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28. Collect real-time data from anywhere, including deriving
actionable data insights through advanced analytics in an
easy-to-use, mobile-friendly manner, impacting day-to-day
operations. Monitor performance and navigate through the
right decisions at the right time. It aids in building a
foundation for activity and flexibility.
Start Small and Map out the path
When working to build a digital space, set targets for the
next five years. Accordingly, prioritize measures that will
bring more value to the business. Make sure targets are
aligned with the entire strategy of the business. Start small
and choose a target with a designated scope.
Define your Capabilities
Business usually knows the capabilities needed to achieve
their vision. Map out the details and aim to complete them
in the given timeline. Allot an alert IT infrastructure, the
right talent, and a cross-functional analytics team and
improve the business fundamentally.
Work in partnership with digital influencers outside the
organizations and schedule programs with start-ups,
universities, or industry organizations to accelerate digital
transformation.
Expertise in Data Analytics and Cyber security
Inculcate an in-house digital analytics team by recruiting
cross-functional experts in analytics. Use the data provided
by data analyzers to build better links to decision-making
and intelligent system designs.
Safeguard trust across the digital ecosystem and shield the
deception techniques to protect the network from cyber-
attacks. Enhance the ongoing products and services and set
up new offerings
Diverse in Digital Enterprise
To run a full-fledged perspective of Industry 4.0, establish a
tone for company-wide transformation. Nurture the digital
culture, where all the employees will think and act like
natives of the digital forum.
Jot down an Ecosystem Approach
Create an ideal horizontal integration of suppliers,
customers, workers, and partners. Accompanied by vertical
integrations of marketing, logistics, production, and others
in the business system will yield flourishing benefits.
Business needs to revamp with the changing technological
infrastructure and enhance their capabilities at faster rates
and stay ahead of the game.
Role of Industry 4.0 in Business Transformation
In times of major changes, businesses go through disarray,
collapse, and reformatory phase that are led by Industry 4.0.
Each aspect of business goes through a transformation and
continues to experience creative mishaps.
Some knacks to consider in Industry 4.0 are that 75% of
data factory is generated on the edge, less than 5% of data
collected data is used resourcefully, and 80% of the time is
spent collecting. In comparison, 20% is spent on taking
action on the collected data. Understand the way it pivots
the enhancement and expansion of the traditional business
models.
Challenges faced during Industry 4.0 Execution
Execution of Industry 4.0 deals with more than just
upgrading technology on the floor but also in the field. It is
even broader than the factory backdrop. It deals with
customer connectedness, value chain visibility, and business
models.
Businesses go through a criterion process, establishing
platforms, collecting basic data, and then moving ahead to
decision-making. Integrating data in management systems
and eventually moving to predictable capabilities. With the
currently reforming industry and focus on digitalization,
pioneers have already moved phase of the digitization
phase.
In a Brief
Industry 4.0 is an aggregated process to help business to
produce smarter offerings. The challenge is knowing how
and where to start and benefits of the roadmap, and whom
to partner with. Understanding the importance lays out and
dignifies the business to become smarter, responsive, and
simple.
26 | August 2022 | www.ciolookindia.com

30. A Resolute Leadership Charisma
Rizwan Sajan
G
reat leaders are not required to be the most
intelligent person in an organization. Their
curiosity rather than their intelligence drives them
to find innovative solutions to long-understood problems.
When the time comes to implement a solution, they know
the strategies and their expertise to bring their vision to
fruition.
Transformational leaders use their keen perception to look
toward a better future and see the small obstacles hindering
smooth execution. They intuitively sense where the
direction their organization needs to move in order to
compete within their sector.
These personalities are key players because they care and
recognize that even the smallest detail can cause a
significant setback. There is no ordinary path to innovation.
There is no safe route leading through disruptive change.
These stalwart personalities comprehend that calculated
risk-taking is a necessary and integral part of their job.
These adept leaders lean on their innate curiosity to seek
novel approaches; they rely on research and act assertively
when opportunities are discovered. Mr Rizwan Sajan’s
leadership acumen excels as a stalwart leadership charisma
with exceptional abilities and a broad vision inspiring him
to establish the Danube Group.
In an interview with CIOLook India, Mr Rizwan, the
Founder and Chairman of Danube Group, sheds the
spotlight on the significance of the Danube
Group—highlighting his journey and opinions on the
company’s future.
Mr Rizwan, please enlighten our readers about your
journey as the Founder and Chairman of Danube
Group and how your efforts have made the company
excel as a leading building materials supplier.
My entrepreneurial journey started when I was 16, right
after my father’s sad and untimely demise, which forced me
to undertake the responsibility of the family – my mother,
sister, and my younger brother. We are a closely-knit family
living with our humble means. My father’s untimely death
pushed me to look for earnings while I was still in college.
My late father’s colleagues offered me part-time
employment to help us, and I then started working in their
company after classes – to make both ends meet. Since I
was underaged, I could not travel abroad for employment
when my uncle offered me a job to work in his building
material shop in Kuwait. So, I had to wait till I was 18
when I joined his business as a full-time employee – my
first proper job.
It was a great learning experience for me, and I was a quick
learner. I undertook more responsibilities to help the
business grow–to such an extent that my uncle gave me
enough freedom to make decisions on his behalf. Under my
leadership, the business continued to rise. This was when I
realized that I had an understanding of business. Then came
the Iraq-Kuwait war – that forced us to shut the business
and leave Kuwait for good.
So, I was back to square one after a stint of nearly ten years.
In 1993, I took a flight to Dubai to try out my luck and
joined a building materials shop as a salesperson. I quickly
found my feet on the ground and helped the business grow.
But the company’s stock and capacity were low. But I
didn’t want to say no to a contractor just because my
company didn’t have the stocks. So, I used to source them
from others and supplied them to the contractor with a
margin. This is how I generated some funds, which I
invested in setting up my business–Danube Building
Materials Co., in 1993.
It was a two-member team operation in which my wife was
the only employee managing the office. At the same time, I
used to run around in getting contracts and supplying
building materials. Since I used to ensure the contractors
28 | August 2022 | www.ciolookindia.com

31. Rizwan Sajan
Founder and
Chairman
Danube Group
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32. got all the supplies on time, with the right quality and price,
I had started getting more orders and hiring more people to
support the business. Then we set up warehouses and retail
stores and began to import products directly from the
international suppliers. This is how we grew.
Then we shifted our headquarters to Jebel Ali Free
Zone–where we used to import, re-export and stock our
products for local and regional distribution. The
development of the real estate and construction sector
helped us grow our business fast, as Dubai’s real estate
sector powered the growth of Dubai’s economy. We became
the most prominent building materials supplier in the UAE
and then expanded throughout the GCC countries.
As we grew our business, we also invested in our people,
processes, and systems in order to become more efficient.
So, now we are a diversified business conglomerate active
in more than ten countries and real estate, construction,
building materials, home furnishing, bath and kitchenware,
manufacturing, joinery, hospitality solutions, etc. The
business is currently run by a team of 1,800 well-trained
professionals spread across all the business units.
Please brief our audience about Danube Group, its
USPs, and how you are currently positioned as one of
the best building materials suppliers?
We are very good at marketing and selling our products.
Danube has, for a long time, been a building materials
supplier. However, we had built a household brand in the
region. No building materials supplier builds its business as
a brand – as it is a business-to-business operation, not a
household or consumer product business. However, we are
perhaps the only building materials supplier to have
established a household brand, so much so that even
housewives and children knew our name.
This reflects our marketing prowess. I realized this early on.
So, when we entered the retail space with Danube Home, it
was an instant success. Today, Danube Home is the largest
home furnishing and home improvement brand in the GCC
– spreading worldwide. Our brand popularity was so strong
that when we entered the real estate business with a cluster
of 171 townhouses under the Dreamz project, it was sold
out at launch in a few hours’ time! This was due to the
public trust in our brand.
Following our success in the first project, we launched 17
projects in the next eight years and delivered 11 of those
projects. This is the highest launch-to-delivery ratio – which
reinforces buyers’, brokers’ and investors’ confidence in our
properties. In an economic sector where delay in delivery of
homes has been a chronic problem, Danube Properties has
so far successfully delivered 4,556 units with a combined
sales value of Dh3.63 billion – nearly two-thirds of the
entire portfolio value.
With the sell-out of our latest project Gemz, Danube
Properties’ development portfolio now exceeded
30 | August 2022 | www.ciolookindia.com
The Most Prominent Business Leaders In Gulf

33. 8,272 units, with a combined development value exceeding
Dh5.65 billion. In the building materials and home
furnishings business, we hold more than 50,000 types of
products at any given time within our inventory.
What professional qualities and values do you think
your clients, colleagues, and employees admire in you
the most?
I am very hands-on, straightforward in my work, impartial,
and fair. I like to empower people – allow them to make
decisions, make mistakes, correct themselves, and develop
leadership within the company. I believe in transparency
and accountability. All my colleagues are accountable to the
company for their activities, and transparency is built into
our system.
Being an experienced leader, share your opinion on how
adopting modern technologies like AI and ML impacts
your industry and how your firm is adapting to the
change?
Building materials, construction and real estate are hardcore
brick-and-mortar and traditional businesses. Technology
has little room other than the introduction of newly
improved and technically advanced products. Otherwise, it
is a concrete – cement, re-bars – a labour-intensive
business.
Considering the current industry scenario in the Gulf
region, what kind of challenges do you face, and how do
you drive your firm to overcome them?
I think inflation–higher cost of construction materials and
higher shipping costs–is a serious concern. It is a global
problem–not a local issue. High oil price is a double-edged
sword as it is good for the oil-exporting countries, while it
hurts consumers as gasoline prices increase, so transport
costs increase.
What would be your advice to budding entrepreneurs
who aspire to venture into the business arena?
My pieces of advice are effortless - don’t chase money.
Develop a habit of dreaming and dreaming big. Link your
dream with a socio-economic cause or a problem and create
a business to solve that problem. Chase your dream. Your
dream will bring you money.
Think big but act small. Think global but act local. Don’t be
scared to fail.
Think digital but act physical to deliver the digital dream.
Develop digital start-ups. But don’t lose the age-old values.
Your value system will keep you going. You might keep
failing–but the most important thing is–don’t lose faith. Be
brave. Admit mistakes and take ownership of mistakes. But
learn from each mistake. Failure is really the pillar of
success.
Respect people–including your customers, colleagues, and
suppliers. Be genuine. Identify problems or try to foresee
them before occurring and take preventive measures.
Remain humble. Some people can’t handle success. They
become arrogant—their attitude changes with time. When
success comes, don’t let it affect your thoughts. Remain
humble and grounded.
How do you envision scaling Danube Group’s
operations and offerings in 2022 and beyond?
This year is a year of growth for us, and we are growing on
all fronts – real estate, home furnishing, building materials
and hospitality solutions. We are expanding
horizontally–across new territories and vertically–in all the
business verticals that we operate.
Please give us a few testimonials of your
clients/customers and a list of awards/recognitions that
accurately highlight Danube Group’s position as a
leading name in building material suppliers in the
industry in Gulf.
We have won – including Mohammed Bin Rashid Al
Maktoum (MRM) Award, Dubai Quality Award, Dubai
Government Excellence Award, Forbes Middle East Award,
and Arabian Business Award, among many others.
However, the most significant award for me is customer
happiness. Nothing beats the happy smile on a customer’s
face when they tell us how glad they are with our products
and services – be it a home, furnishing, a decoration piece
bought from Danube Home, or when a contractor expresses
his happiness after installing our products in the building.
Nothing can beat their happy smile. That’s the most
prominent award or reward for my team and me. At the end
of the day, we work for our customers, and we strive to
achieve their happiness...
31 | August 2022 | www.ciolookindia.com