I began my business career in the garment export industry in India. However, faced with relentless competition from China, I transitioned to a new venture in Muscat, where I co-owned a small building materials shop on Honda Road. I partnered with Sheikh Mohammad Saud Al Sulaimi and Firoz Jariwala in this enterprise, which specialised in nuts and bolts.
It was in 2008 that things started moving. At that time, a massive aluminum project worth US$2 billion was underway in Oman. The entire contract was awarded to Bechtel from the United States. During this period, I met John Kaznoski, the CEO of Everest Metal Industry (EMI), a company specialising in selling cable trays and trunking. This meeting was a game-changer for me, as it led to TECS becoming the representative of EMI in Oman.
Even though I was new to the electrical business, I think my interest came from my father who was an electronic engineer.
Shortly after, John Kaznoski introduced me to Don Taylor, who represented Wesco in the Middle East. Wesco had secured the entire electrical material management contract for Bechtel’s Sohar Aluminum project. But Wesco did not have a local presence in Oman, and they needed a local partner to help handle the procurement contract in Oman. This was a huge opportunity for us.
This project revealed to me the huge potential Oman had to offer. It was growing, and the only way forward for TECS was to hire more professionals, which was what I focused on after the completion of the Wesco project. Joseph Anthony and Shibu Mathew, the first professionals we hired, have been instrumental to the success of TECS. They continue to set high standards for our operations and their efforts guide the company towards sustained success.
Setting the bar high
When you work honestly and sincerely, with your goal not just focused on money, things always fall into place, like a puzzle. The testament to that is our structural growth: from humble beginnings on Honda Road to the move into the Ghala office and then to Rusayl, where we now occupy a 5,000-square-metre property. Creating this new space was driven by a core belief that a happy and healthy work environment is essential for employee satisfaction and retention
Key attributes that set TECS apart
TECS stands out in the industry through its professional management and system-oriented approach, ensuring smooth coordination across interconnected departments. The company champions a supportive work environment, emphasising employee well-being and empowerment, which is reflected in its strong financials and respect for staff achievements.
We prioritise innovation, making sure TECS always puts customers first, uses the latest technologies and creates customised solutions to meet each client’s unique needs. This innovative spirit extends to its robust marketing strategies and a unique mobile application that enhances operational efficiency. Furthermore, the fact that employees typically continue with TECS for 8-16 years highlights our success in maintaining a stable and motivated workforce, underlining our role as a leader in fostering a progressive and sustainable workplace.
Strategies for sustainable growth
At TECS, our sustainable growth strategy revolves around expanding our product portfolio through innovation and technology while conducting market research to identify and develop new segments. We aim to broaden our customer base through long-term pricing agreements and supporting clients during periods of uncertainty.
By optimising the supply chain and integrating backward, we enhance operational efficiency and in-country value. Our client-centric approach prioritises tailored solutions, positioning TECS as a trusted adviser rather than a conventional product provider. We maintain strong supplier relationships while ensuring financial stability and empowering our workforce with skill development and a culture of collaboration. Moreover, we promote locally manufactured products and renewable solutions, contributing to energy conservation and resource optimisation.
Operations and expansions
Our initial international ventures have taught us some valuable lessons. We expanded rapidly into different countries but encountered financial difficulties. We have since refocused our efforts on our core strengths and stopped pursuing ventures that we are unfamiliar with. This approach has enabled us to overcome challenges and sustain our growth.
Overall, our success as a company is attributed to our people-centric approach, commitment to continuous learning, and strategic focus on our core strengths. Having a strong team is crucial, akin to having skilled soldiers in a war zone; they make wise decisions independently.
Leading through challenges
As our business started to grow, our first major challenge emerged, leaving us with a significant amount of debt and relentless creditor demands. Seeking a solution, I approached a bank for a loan for the first time, inspired by government initiatives promoting SME financing. However, the response was disheartening, focusing solely on collaterals that I didn’t have.
Determined, I turned to HSBC Bank, where Hussain Lawati offered a beacon of hope. He introduced a solution called ‘bill discounting,’ holding onto our incoming payments to settle outstanding bills. Hussain didn’t just offer a financial solution; he demonstrated genuine faith in our company.
Hussain’s belief in us extended beyond that initial loan. Throughout his career, he continued to support us as he moved to Bank Sohar and later Bank Dhofar. Today, Hussain holds the prestigious position of CEO at Oman Development Bank, a testament to his dedication and success.
His story exemplifies the importance of having faith in people and investing in their potential. It’s a lesson we’ve carried with us throughout our journey. We believe in giving people opportunities, and we encourage aspiring entrepreneurs to have the courage to ask for help. Just like me, if I hadn’t persisted after the initial rejection, the story of TECS could have been very different.
Cultivating excellence
Our company philosophy revolves around a unique incentive programme that prioritises shared success. We focus on ‘the bottom-line’, which means that company profits directly translate to increased benefits for our employees. This structure fosters a strong sense of ownership and responsibility among our team members. Everyone understands that their individual success is directly linked to the company’s overall performance.
Recognising the importance of a conducive work environment in retaining staff, we prioritised providing excellent facilities and amenities. This includes perks such as regular upgrades to company vehicles and a performance-based incentive scheme. Unlike many companies that focus solely on revenue generation, we emphasise bottom-line profitability, ensuring that our employees share in the success of the business.
Environmental responsibility
To prioritise sustainability and responsible business practices, I believe in leading by example. We have focused on environmental and social responsibility through a range of significant initiatives. After Cyclone Shaheen, TECS organised a cleanliness drive in Suwaiq to assist residents.
To promote sustainability, the company implemented strict paper recycling practices, ensuring both sides of each sheet are utilised, and transitioned to paperless internal processes using ERP software. Dustbins were strategically placed across various locations to curb littering, while our energy-saving efforts include high-efficiency air conditioning and LED lighting.
Water conservation is promoted with the installation of automatic taps, and old signage is refurbished and reused to minimise waste. TECS also recycles materials leftover from exhibitions and hosts blood donation drives to help meet local healthcare needs. Furthermore, the company provides free product training to empower the community, demonstrating our commitment to fostering a cleaner, more resource-efficient, and socially engaged environment.
Advice for future leaders
Becoming a leader is a journey, not an overnight transformation. Understanding and embracing leadership culture is crucial. My advice to aspiring leaders is to recognise that leadership is not for everyone; it’s a natural trait that emerges over time. Attending training sessions can help individuals identify their strengths and weaknesses, guiding them towards roles where they can thrive. True leadership goes beyond job titles; it involves being accessible, proactive, and supportive of team members both personally and professionally. For instance, we always stand by our team members going through tough times, emphasising our commitment to their well-being beyond work.
Motivation and legacy
As Managing Director of my company, what really drives me is the inspiration I derive from the collective effort of our team. We operate as equals, with each team member equally invested in the company’s success. Every day presents new challenges, but seeing the dedication and enthusiasm of our team members keeps me motivated. Moreover, I aspire to leave behind a legacy of ethical leadership and sustainable business practices, ensuring that the company continues to thrive long after my tenure.
