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

Company Profile:

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

How did you start your business?

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

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

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

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

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

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

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

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

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

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

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

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

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

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

What makes a good banker?

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

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

Company Profile:

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

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

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

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

How did you start your business?

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Company Profile:

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

Hourani group diversified their activities into different categories which includes:

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

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

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

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

Foreign investments:

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

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

How did you start your business?

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

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

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

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

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

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

There were also other important projects:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Mr. Kawar, Rudain / CEO, Kawar Group

Company Profile:

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

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

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

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

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

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

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

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

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

How did you start your business?

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

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

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

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

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

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

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

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

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

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

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

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

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

Mr. Malhas, Basem / Mahmoudia Holding

Company Profile:

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

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

How did you start your business?

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

What are the wise words you live by?

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

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

Mr. Nader, Yousef / Chairman, Nader Group

Company Profile:

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

Yousef Nader & Sons Co.

Modern Arab Distribution Co. Ltd

Arab Italian Trading Co. Ltd.

Premier for Distribution & General Trade Ltd.

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

Aqaba Processing Company Ltd. - Chairman

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

United Insurance Company – Board Member

How did you start your business?

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Mr. Nuqul, Ghassan / Vice Chairman, Nuqul Group

Company Profile:

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

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

How did you start your business?

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Where do you see yourself in 2030?

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

Mr. Qubain, Najib / Chairman & GM, JWICO

Company Profile:

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

How did you start your business?

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

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

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

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

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

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

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

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

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

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

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

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

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

What are you plans for the future?