There must be some awfully corrupt shenanigans selling stuff out there so. No wonder the Chinese telcos run all Dubai's backbone infra, those guys are old hands at liberally distributing "incentives" to patriarchal organizations to get their way.
Ever heard of the term “hawala?” Originates from this region.
https://web.archive.org/web/20161228041941/https://www.treas...
Anyway, when she flew in, there were a couple of Chinese guys in arrivals who were pointing a camera her direction and seemingly taking her photo. No biggie, she thought, and just thought it some weird coincidence.
However, the next morning she left her room early to use the hotel gym, but doubled back upon forgetting her headphones and spotted the same Chinese guys outside her hotel room door trying to jam something in the lock.
As for telcos using Chinese equipment, nearly every country outside the US, CANZUK, Japan,SK, India and EU use Chinese equipment.
That's the biggest joke for everyone who has ever dealt a tiny bit with the tech market over there. If China is me-too of US tech companies, South East Asia is me-too of Chinese companies and the Middle East is me-too of South East Asian companies.
Think Uber -> Didi -> Grab -> Careem
there is nothing 'genuinely unique' or 'exclusive' by having the same product and business idea implemented four times over. Yes each one has added significant local touch and flavour to it but... unique? Exclusive?
The key is in the top part of the statement - prestige. Your local partner wants to be seen as investing/using the latest and biggest technologies, whether it's AI, Salesforce (even for 100 person companies), AWS/Azure (even for tiny use cases that could be done via Office automation), Workday, Oracle and SAP, etc. The locals want to be affiliated to those technologies as it's a matter of prestige for them, even if they won't even be touching that tech with a long pole in reality. You make money in Dubai selling solutions, not SaaS, selling association and media presence.
As for Dubai's data infrastructure, government mostly works with Azure and uses the Indian WITCH companies as their implementation architects.
EDIT:- sometimes it gets so hard trying to convince the local partners and company execs why they don't need to use the "name brand" Salesforce CRM or the " hotshot" Oracle database, but huge caveat - if the top leadership of the company is young (think millennial scion of the founder), there's a huge chance they too will see it as futile and agree with you to swap to something more modern. Younger middle management locals are still the same - they care about the prestige factor more than actual results.
The gist of the article just seems to be that the business environment in Dubai is (shocking!) different from that of India, with people needing different things. I don't quite understand or agree with the "competing with the best in the world" though, it just seems like the money people in Dubai just expect you to be better dressed, more presentable, and form a personal relationship before business deals.
The modern YC startup philosophy of ‘make something people want’ seems to be only partially true. There’s this whole world of coffee dates, relationship building and salesmanship which always feels slimy to me.
Luckily this is an era where it doesn't matter much
I rarely meet with investors or anything like that, but when I do, not dressing up is a test. If they judge me for what I wear, beyond basic cleanliness, we're not a good fit for working together.
I don’t believe you’ve ever been to Dubai if you think that cooling here is in any way a luxury. Your aircon breaking in the summer is treated like a health emergency. Nobody is living without aircon in the summer.
Trust removes friction. Having an informal network of trusted peers makes everything easier. You get access to expert knowledge, helpful connections and opportunities simply because you're a friend. They also come to you when your knowledge is relevant to their task.
I just see it as another community, except this one is centred around an industry. It's no slimier than introducing single friends to each other, borrowing tools from a friend, fixing a friend's computer or tipping them off when a flat frees up in your building.
In my case, it means that I can call upon the knowledge of an immigration lawyer or a financial advisor for free. It also means that they get dozens of clients from me because they're my go-to experts.
For example, if you view building a business that people want as a challenge, those requirements will vary from place to place and time to time, so finding that out is super important!
Interestingly, I've always viewed the Indian business environment as one that requires a lot more relationship building than (say) a place like the valley, but this article seems to imply that the UAE probably views us the same way I view the US ecosystem...
The other point of “networking”, I don’t know how you could even make a business without networking, why this is shocking to OP?!
There are better angels and early stage funds in India, but these guys couldn't differentiate themselves in the now increasingly competitive Indian VC scene.
The cream of the crop of early stage startups in India tend to go to YC, Peak XV, some university alumni network programs, Antler, and a couple others.
Yes, and as a result it’s interesting and informative.
Dubai investors (Khaleeji, Indian, or Russian) are looking for a "dhandha" - not a business.
Any story that can't be easily translated into an "arbitrage" or "commodity" play just isn't going to land with them.
Abu Dhabi has fairly good growth stage investors, but that's also because they tend to let the money managers and investors remain in London, SF, NYC, etc.
You're better off remaining in the Indian market, or if you want deal flow abroad, then building relationships in the US, ASEAN, UK, or Australia unless you're a "VC" who's trying to land a Dubai Golden Visa in order to evade taxes back in India (these kinds of personas tend to overlap with the kinds who run real estate or export/import "dhandhas" back in India).
With that said, I don't really agree with the parent comment here, but I don't know enough about business practices in Dubai so I may be wrong.
Real life example: a petty smuggler I knew had his younger brother run the shop, while he himself ran the “dhandha.” This was in the 80s when buying original CDs and Nike shoes needed you to know the right shop in South Delhi. The elder one knew all the Hong Kong and Singapore dealers, the right customs agents while the younger just sold the goods.
Dhandha means I want to waddle in at 10am, have some chai/coffee meetings, make some phone calls, and then waddle out at 3pm (because a couple of "chokras" (boys) who come in at 7am and go home at 7pm run the show anyway). Almost like a niche monopoly where no one can intrude or undercut you because you have long-term relationship-based exclusive arrangements with all the upstream and downstream parties involved. A ton of little businesses that make small components in big things like cars, rockets, or foods/pharmaceuticals are run like this. In fact, I've seen multiple ultra-boutique software development companies (both in the US and India) run like this.
Very common.
I also found it funny that the article is alluding that somehow India is fast and work gets done in a single meeting.
The Indian tech scene is heavily intertwined with the SV scene in both capital and talent, so the same norms around running a startup in the Bay Area percolated into the Indian scene.
Accel, General Catalyst, A16Z, YC, Foundation, Bessemer Ventures, etc are extremely active in the Indian market so they do have an impact on norm setting.
Hahahahahahahahahahahahaha. When power structures are theoretically eliminated, they’re simply harder to navigate.
kylehotchkiss•7mo ago
needSomeCoffee•7mo ago