Founder, My Green Cleaner Ltd

Catherine originally came to Bristol to study for a degree in Geography at the University of Bristol, and loved the city so much she never left.

After graduation, she spent seven years working within the ethical finance industry and set up My Green Cleaner in 2009, after struggling to recruit a reliable cleaner that was happy to work with eco-friendly products.

Catherine lives with her partner and 3 young children in central Bristol. Outside of work, she is a keen photographer and writer and loves finding quirky places in the UK to visit.

Find out more about Catherine in this full case study….

Catherine Joliffe Mentee Case Study 

Partner, Flavrbox Ltd.

During his final year at university, Sebastian co-founded a charity called Seeducation. Around the same time, he co-founded Redefine Us, which turned over £50,000 in its first year.  He graduated from university in 2010 with an upper second class honours.

In January 2011, Sebastian started working on a new idea called Flavrbox. After several months of research and concept development, a first beta was launched in November 2011.

As of today, most of Sebastian’s time is spent working on Flavrbox and Redefine Us. The remainder of his time is split between his advisory roles, which include Seeducation of which he is now a trustee and The Community Farm in Chew Magna, where he was elected as a non-executive director in September 2011.

Find out more about Sebastian in this case study…

Sebastien Powell Mentee Case Study

CEO, Wellspring Healthy Living Centre

Ian Lawry has been the CEO of Wellspring Healthy Living Centre for over 5 years. Wellspring is based in the east of inner-city Bristol and is a registered company limited by guarantee with charitable status. Ian supports and empowers a board of local residents to make all decisions on the running of the organisation and its strategic direction. Wellspring serves a multicultural area that has some of the worst deprivation and inequality in Bristol and is in the top 10% of most deprived wards nationally.

Ian’s background growing up in family owned and run business gives him an entrepreneurial take on running Wellspring. This has led the organisation to look to address its financial sustainability issues through developing income generating opportunities as well as tradition grant and trust fundraising.

Ian has worked with the board and the staff team to develop a number of services and activities that meet the health and wellbeing needs of the community, including a complementary health clinic which enables local residents to access treatments in massage, acupuncture and a whole range of treatments. Wellspring is developing the use of questionnaires and systems that can start to quantifiably measure the impact of services. This has all been underpinned by financial sustainability.

When not at work, Ian likes DIY, gardening, movies and holidays exploring the world with his wife, Priya.

Find out more about Ian in this full case study…

With her thirst for knowledge and aptitude for research, Tia returned to the UK and through university contacts began a number of consulting projects in South Asia and the Middle East,  as well as starting her PhD, developing her niche research area of sustainable buildings and cities of the future. In 2008, through a friend, she was introduced to Dr Rod Hackney, a well-known and respected architect and pioneer of the ‘Community Architecture’ movement. The two of them immediately clicked and began working on the idea of developing projects together and launching a partnership.

When Dr Hackney was offered a consulting job for a major Saudi Bank,  it seemed a good opportunity to found a new firm- Kansara Hackney- as partners. So began a learning curve for Tia – thrown in at the deep end as the director of a consultancy, at the cutting edge of sustainable buildings research and in a foreign country .“I was overwhelmed.” says Tia. “It was immensely exciting, but I was out of my comfort zone.”

Tia heard about the Mowgli mentoring programmes to support entrepreneurs in Manchester, and decided to apply in November 2010. “I felt like I really needed some personal support,” Tia says, “to learn how to deal with the pressures I was under.” When Tia and her mentor Sandra first met, she felt instantly comfortable -the two of them were soon deep in conversation.

From then on, Sandra has been “like a rock” for Tia and they remain in touch even after their official mentoring year has ended. “The value for me is in the objectivity of her support, it’s like having somewhere calm to meditate.  Sandra always helps me re-focus on what’s important.” Tia also feels Sandra has helped her to overcome some of the personal insecurities which were holding her back. “With these challenging projects which were breaking new ground, and my business partner trusting in me to complete them, I spent a lot of the time feeling scared and out of my depth.” says Tia. “Having Sandra to talk to has helped me overcome a lot of that fear.”

Now, Kansara Hackney is a highly respected name in its field, and Tia continues her research while involving herself in projects which link her PhD world with her client work.  “I’m more confident now in my path, my own abilities, and in the quality of my research.” she says. “I think  I’m a hybrid- a cross between an entrepreneur and an academic, bringing the two worlds together!” Tia is a Global Ambassador for Sandbox, an international community of young achievers (http://www.sandbox-network.com). She continues to be a passionate advocate for mentoring for entrepreneurs.

If you want to get involved in a Mowgli mentoring programme, we are matching entrepreneurs with mentors in the South West and North West of the UK in 2012.  Find out more here.

Chris Winslet is a Chartered Accountant with over 20 years of professional experience within the financial sector. He worked for PricewaterhouseCoopers, occupying a number of leadership and management positions as well as running a number of large client relationships in the financial sector.  In previous professional roles consulting for large corporate clients, Chris was used to overseeing armies of staff performing every function, so he found mentoring an entrepreneur who was running a small business- of about 12 staff- a real “eye-opener.”

Even so, Chris was surprised and inspired by the similarities of experiences which he and his mentee shared. As a friendly bond grew throughout their mentoring relationship, Chris and his mentee had regular fortnightly discussions, giving Chris new insight into a broad range of business issues which affect SMEs. The many different challenges which his mentee faced day-to-day meant that Chris had the opportunity to help him through all sorts of decisions, on diverse aspects of running a business; everything from recruitment issues, to sales and marketing. Chris found himself having to think again about how to deal with ‘the nitty-gritty’ of business ownership- an exciting learning opportunity.

Throughout the year, Chris’ mentee was asked to set his own agenda for their meetings; and he used their time together to work through problems and talk himself through decisions, big and small. As their relationship developed, Chris was able- by asking questions, and providing guidance- to help his mentee make some small changes which contributed to the stability and direction of his business. His mentee has developed professionally too, and has become much better at focusing on the bigger priorities- learning not to get swamped by the smaller details.

“As a mentor, your job is to actively listen- it’s amazing what comes out.”

While his mentee’s business moves from strength to strength- recruiting new staff and expanding into several other operations- Chris feels it is important that he himself does not take credit for his mentee’s entrepreneurial success. Rather, his mentee deserves praise for ‘his hard work’, creativity, and motivation. Mentoring- as Chris says- is not about giving advice, nor about taking responsibility for someone else’s business; it is the personal commitment which is the most rewarding. “In a good mentoring relationship, you give someone a non-judgmental ‘space’ – a safe place for the entrepreneur to talk through decisions and problems. As a mentor, your job is to actively listen; and when you do, it’s amazing what comes out.”

You can read about Chris’ mentee, Boudy Nasrala,  here: “The value of mentoring to an established business.”

Alastair Singleton is the co-founder of Hanover Fox, a successful executive search organisation, with a background in the Diplomatic Service and with an MBA and an MSc to his name. He also holds a number  of non-executive and advisory roles, with an emphasis on involvement in the not-for-profit sector.

Alastair was far from new to the principles of mentoring when he first joined the Mowgli programme. He’s long felt that mentoring is essential, and this understanding has always informed staff management practices within his own businesses. “I don’t see mentoring as anything unusual,” Alastair says; “I just see it as good management. In any business, for professional development, it’s essential that everyone has someone to talk to who is not in charge of paying them or managing them, so that they feel open to talking about their worries.”

For Alastair, the most important thing that a mentor can provide is simply a non-judgmental ear. Alastair has participated in two Mowgli programmes, and he feels that the relationship building at the start of the programme is what enables mentoring relationships to be most fruitful; creating a strong personal connection at the outset has been critical for the success of his mentoring relationships.

Alastair is still in touch with his first mentee, who he has known for two years now: a female entrepreneur based in Amman. A high-profile businesswoman with an innovative and successful enterprise, she nevertheless faced a number of challenges. As their mentoring relationship progressed, Alastair felt that she was increasingly able to open up to him. “As our trust developed over time,” Alastair says, “she felt that she could talk to me about a wider range of issues. She began to come to our meetings with much more of an agenda, and I felt that by listening to her I was helping her to work through her list of concerns.” It was especially important for Alastair to make a connection with someone from a developing country; for whom business development could make a wider impact socially and economically. The idea that his mentee’s business might change the lives of others was, for him, the biggest single reward from his mentoring experience.

“Mentoring is of immense value developmentally; it’s not magic, just listening.”

Alastair’s belief in mentoring as a way of bringing the best out of people has always been strong. He emphasises that, contrary to what expensive consultancies or business schools may write, mentoring is neither a complex ‘science’, or an elusive ‘magic’. For him, it is straightforward. Mentoring addresses the human need to be listened to; the value for entrepreneurs lies simply in being heard, being reassured of their own abilities. His message to those considering becoming a Mowgli mentor is simple: “It’s a hugely positive experience; I think it is of immense value developmentally. I would recommend it to anybody.”

Helen in her 'Nice Green Van'

Helen Tindale has had an interesting and varied entrepreneurial career. As a partner in a successful Landscape Design business for 15 years, she built a strong track record of extensive consultancy experience. Helen also founded  successful projects Nice Green Van and the UnLtd award-winning Kids Food Matters, enterprises promoting food education and combatting child food poverty.  Helen became interested in Mowgli mentoring  after a friend who had been involved in Mowgli Jordan recommended the experience.

“Rawad is a true entrepreneur.”

Helen joined a Mowgli Syria programme in 2010. Having found mentoring beneficial in her own career, she was keen to give someone else the same support.  “I really enjoyed the matching weekend and the mix of wonderful people that I met.” says Helen, “even though I didn’t quite know what to expect ! But I was very excited to visit Syria, especially since I grew up in the region.”

Helen's mentee Rawad

Helen was matched with Rawad Abdel Massih, an entrepreneur from Homs, and the two got along well from the start. His business is a social enterprise in renewables, a passion shared by Helen’s brother , and so they immediately found some shared interests.  “Rawad has so much energy and drive.” she says, “He really is a true entrepreneur.” Initially, Helen gave Rawad some advice on the structuring of his business, but their mentoring relationships focused on encouragement and support rather than detailed advice.  Helen visited Syria on two further occasions after the matching weekend. Unfortunately, because of the unrest which arose in  early 2011, she was unable to visit again.

Rawad has had to put his business on hold for now, but is doing well and is a member of a rock band that has recently released an album- the two continue to stay in touch as best they can. Helen’s advice to anyone thinking of becoming a mentor is to know when and how to “hold back” while maintaining a strong friendship and connection- the situation in Syria provided a particularly challenging testing ground for the ‘hold back’ approach, but she feels it was ultimately the best one for Rawad.

“Mowgli really does change people’s lives.”

Personally and professionally, Helen has gained enormously from the Mowgli experience. “Mentoring and the learning you do on the programme helps you to work out when to ask for assistance; it stops you from over-investing in time, energy and finances.” she says. The Mowgli Syria experience and the people she met there also helped to kick off a new project, a social enterprise that aims to bring people from the UK to Damascus to learn to cook with a Syrian chef. Inevitably this has also been put on hold for the time being, but she’s exploring other countries in which to deliver the concept – while also taking part in more  Mowgli mentoring schemes in 2011, in Jordan.

Helen is enthused about the Mowgli programmes, which are “well structured, well led and well facilitated”, and is especially  passionate about the mission:  “Mowgli is extraordinary. It really does change people’s lives.”

Nadine began with Mowgli as a mentee in early 2010 and was selected for the first Mowgli Mentorship Program in Lebanon. Nadine was already a successful businesswoman, but her challenge was to develop a more fulfilling career and find her true calling. Today, Nadine is an entrepreneur and one of the founding partners of the management consultancy Beyond Reform and Development Irada. She is also a Mowgli mentor for another Lebanese entrepreneur, Antoine, and a facilitator of Mowgli mentoring programmes.

Nadine was the first mentee to officially ‘graduate’ to become a Mowgli mentor since our launch in 2008.  Here, Nadine talks to Mowgli’s Cordelia about why she believes in mentoring- and how it worked for her.

C. So how did you arrive on a Mowgli MME experience?

N. I didn’t really know what to expect, I was in my second month at Berytech incubator [in Beirut] when I received the brief about the Mowgli vision of mentoring entrepreneurs. I got selected for a programme, along with 6 others, and went to the MME really open about the help I wanted to get – maybe that made me a particular case,  because I was already totally open to getting guidance. I really loved the whole 4 day experience, I threw myself into it!

C. What kind of conversations did you have with your mentor, Ian, in the first few weeks?

Nadine and her Mowgli mentor Ian working together

N. Since Ian is a professional coach, he’s skilled at approaching personal development with a goal tracking and planning tools. So from the beginning, we laid out a month-by-month plan for the year- of targets and what I would like to accomplish on a personal and professional level. The value in the support for me was mostly our conversations; it helped me reflect on my achievements, objectives and ideas, like a soundboard. The value in the support for me was mostly our conversations, being able to be friendly, rather than focusing on business only- we spoke quite often.

C. What do you think was the most important thing you learned over the year?

N. Well, I’m still working on my goals and I’m still learning all the time. I think though, that I have learned to accept things more as they unfold- I am learning to just go with the flow of life! I think of my mentor as a mirror for myself. Even if you’re just talking your thoughts out to the mentor, it helps you express and understand yourself more- having someone outside your environment to talk to is so important. One thing I have to say to all potential mentors, is that now that I’ve become a mentee, mentor or and facilitator, I want to emphasize on the importance of respecting the confidentiality of your discussions in order to maintain the trust and safe environment to each others. it would be easy to begin pushing your personal agenda or opinions on your mentee, but that could really break the relationship down and limit possibilities to the mentee.

C. Now you’re mentoring another young Lebanese entrepreneur, Antoine, and you also co-facilitate Mowgli programmes for other entrepreneurs and mentors. What has kept you committed to this cause?

N. The impact it has on every participant from the first moment they meet a perfect stranger who is willing to assist or be assisted, to guide and be guided- as well as sharing different experiences and life stories-  is huge. It is really a magical and unique moment. Speaking of Antoine:. It’s been an honour getting to know him, trying to help out and seeing the evolution, it is so gratifying and humbling. It is a journey of self discovery for both Mentor and Mentee ( Ian and I, Antoine and I)!

Antoine Samaha, Nadine's mentee

C. What would you say to someone who wasn’t sure that mentoring was for them? Why should they get a mentor?

N. I would say ‘Why not?’ [she laughs]. Well here [in Lebanon], we’re not always used to sharing information about the state of our business. And not everyone can admit that they need help- so I understand why people are hesitant. But really, to talk to someone and make a plan to grow your business- to review your strategy- is always worth doing, and it’s so much better not to be alone in your path. I’ve found it’s great to have a ‘sounding board’- that’s all mentoring is really. A mentor is not a magician, they’re just someone outside of your business to talk to. Of course the mentor has additional skills, but the value is in that conversation and having the sounding board! My advice though: It’s free, but the value is there for you- as much as mentor and mentees commit themselves too, you will get the value back that you put in.

C. Thanks so much Nadine. And we’re looking forward to working with you to improve the resources and support year round for all the participating entrepreneurs, I know that’s important to you.

N. Thank you.

• The Mowgli Foundation matches volunteer mentors with entrepreneurs like Nadine to inspire, support and empower them to reach their full potential. Find out more about getting involved here.
• Our thanks to Nadine for her time and efforts, and to Ian for being such a supportive and encouraging mentor. Are you a Mowgli entrepreneur who wants to share your story? Contact cordelia@mowgli.org.uk!
• Read more about Mowgli Lebanon

Boudy and Walid Nasrala are two brothers who own one of Beirut’s most successful and well known creative agencies, Wonder Eight. Launched in 1999, Wonder Eight was already established but needed a ‘push’ to take it to the next level. Walid (the creative) and Boudy (the businessman) knew each other so well – and had been having the same discussions so often-  that they never quite came up with concrete actions to achieve the next phase of growth. “Our conversations never led to a debate, we thought so deeply that we knew what the other would say- to the point that we never questioned our actions, and never debated our ideas together,” says Boudy. “I knew exactly how they were going to go and we never really got anywhere.”

Boudy (right) and Walid wanted to push their business onwards and upwards.

Boudy applied for Mowgli Mentoring without knowing quite what to expect. He explains, “Mentorship is a new concept here [Lebanon] because we have so many family to talk to, but hardly any friendly, neutral business relationships like mentoring.” In 2010, Boudy was matched with Chris, a volunteer Mowgli mentor from the UK.

What can a growth-stage business get out of working with a mentor? Cordelia Lonsdale finds out….

C: So, it looks like business is going well?!

B: Yes, we’re very busy! Over the past year we’ve taken on a lot more clients. We’re still recruiting and we’ve expanded the team again since I last spoke to you [in March 2011] from 10 to 12 people.

Wonder Eight's office

C: Are you speaking to Chris much these days?

B: We both have been so busy, but over the past year his input has been quite frequent- maybe once or twice a month. It’s not as much as we planned to, but that’s because he’s providing me with exactly the level of mentoring I need. I’m not a start-up, needing intensive support. What I like about working with Chris is that he just answers the questions I need to ask him, and then that’s that- he just gives me a fresh perspective or an answer when I ask for it, and he understands exactly what I need. A company which is established cannot be as reactive as a very new company- you cannot just change direction on a whim. Chris works for me because he’s not just someone who’s read a lot of business theory in books- he’s really been there and done it. Also, we really ‘clicked’ on a personal level!

C. So what kind of things did you ask Chris during your mentoring year?

B. Chris was happy to be a ‘sounding board’ for ideas. I mean, my brother and I have been running this business together for 9 years and we just had the same conversations again and again without ever getting anywhere. Plus, we were running the business day-by-day; never really looking forward enough, not thinking about long term goals. Having Chris there meant we started to have more rigorous processes of decision making and planning. He also encouraged me to listen to my brother more, and take a more constructive approach to his ideas. Chris and I would set the goals and look at the numbers together, and then I would get my brother’s input on it.  I feel like our planning has become much more methodical, and we take a much more long-term view than we did before. I would say both myself and Walid are now ‘thinking outside the box’ and being more innovative.

Boudy and Chris: "Chris is now a friend."

C: Back in 2010, when you applied, your goal was for Wonder Eight to move from having mainly small clients to fewer, bigger clients. Has that happened? What has that meant for the way you work?

B. Yes it has happened, and the business has changed radically. But, it’s certainly not the case that everything I discussed with Chris and my brother worked. For example, we ended up putting someone in Canada to work with our biggest client and develop new business, and there were problems with that which it took some months to overcome- we learned a lot of new things about doing business in Canada which were a surprise to us! One of my major learning points from the last year was that you have to monitor the baseline situation, before you can work out if you have actually made any progress against your goals. I wouldn’t say we wasted time, but now I am really seeing the importance of managing and tracking what you do in more concrete ways. I also thought that our shift towards bigger clients would be a simple process, lasting 6 months at most, but of course it didn’t happen that quickly. But all the talking with Chris has helped me realise that we need to be much more methodical about planning and about decision making.

C. What are your plans now? Are you still discussing them with Chris?

B. Well, I should drop him an email soon. He is hoping to visit in September.

C. Your official mentoring relationship ended in February [2011]….

B. Really? I didn’t notice! [laughs] I would like to stay in touch with Chris as long as Ihe possibly can and as long as he wants to. On the business plans…  my brother and I have got to the point where we’re thinking really strategically about our long term future. The thing about creative agencies is, in my experience,  they go one of two ways: they either become absorbed into bigger, giant agencies, or they carry on for a while but eventually fade away when the owners get old and stop innovating and creating. At Wonder Eight, we’ve been working on a third way, an idea for how we can move forward which I think might be unique; at least, I can’t see anyone else doing it until now.  I can’t tell you too much, but we’re hoping to launch it as a strategy in early 2012…..

C. That sounds really exciting! I can’t wait to see what happens for Wonder Eight. You sound very positive about the future.

B. Well, this is another thing I have learned in the past year. If you want big things to happen and you want to attract those bigger clients and really grow the business, it’s not enough just to raise your prices and say you’re worth more. It’s more important that you actually believe it yourself- you have to sell it with conviction. When you run a business for so long, like me and Walid, you can get so anchored in what you’re doing- what I found is that you actually need to change yourself, from inside.

C. I’m really glad to hear your relationship with Chris has been so supportive for you. We’ll all look forward to seeing how Wonder Eight keeps growing!

• The Mowgli Foundation matches volunteer mentors with entrepreneurs like Boudy to inspire, support and empower them to reach their full potential. Find out more about getting involved here.
• We’ve also written a research paper on how mentors are good for entrepreneurs, no matter what stage they are at with their business. You can read it here.
• If you, like Boudy, want to think more clearly about growing your business and strategy for the future, why not check out the resources in our free Knowledge Centre on developing strategy?
• Our thanks to Boudy for his time and efforts, and to Chris for being such a supportive and encouraging mentor. Are you a Mowgli entrepreneur who wants to share your story? Contact cordelia@mowgli.org.uk!

Ramzi (right) and his Mowgli mentor Phil

Ramzi Qaqish, at just under 30, has achieved a lot. As a graduate of the Princess Sumaya University for Technology and the Amman Arab University, he and his friend Omar Marji got themselves good jobs, but always found themselves sitting in cafes discussing their ideas for a company they knew could work- TEKLABZ. With their skills and capabilities they felt sure they could run a successful business, but it wasn’t until they applied for a place at the Ipark incubator in Amman- and two of their other friends, Yazan Sbeih and Yazan Al Zaghah, joined them in their venture-  that things really began to come together. Over the course of the past year, all the four founders have been able to start working full time on TEKLABZ (which develops and implements GIS systems for businesses). Since then, the company has gone from strength to strength, and was recently selected for the Jordan Fast Growth 30 list.

Cordelia Lonsdale caught up with Ramzi Qaqish to ask him a few questions about his success and how working with Phil Ingle, his Mowgli Mentor, helped both Ramzi and TEKLABZ to begin realising their full potential.

RQ: Yes, actually we applied for the competition as a start-up company and we were selected after they decided our business met the criteria. We all felt really pleased about it, since it’s a good motivation for us to keep working and keep on with our ideas and our vision. Jordan is a very small market, and getting positive feedback and recommendations from others makes us feel more confident and ambitious- for example, we are hoping to begin working in other markets, Saudi Arabia is a possible market where we feel like there are many opportunities for TEKLABZ.

CL: The last year must have been a big year of change for you- working full time on TEKLABZ and working with your mentor Phil. Tell me a bit about how things have developed in the last 12 months?

RQ: We launched TEKLABZ in July 2009- the 2 of us, then 2 more friends joined us. The whole of the first year talking in cafes and brainstorming was like a foundation year, but it was necessary. Our progress really kicked off when we got into the iPark in 2010. It was a useful process- we had to present a business plan and showcase our ideas to get in and we were selected in June 2010. Since then, we’ve been concentrating on the operational side of the business and building up and serving our client base. The iPark basically provides you a space and shared facilities- when we arrived, the only assets we had were our laptops. We’re still here, but we really don’t have enough space for the four of us so it’s getting to the time when we’re thinking about what to do next! We’re talking about how to get bigger projects and really take things up a stage, to bring in bigger contracts. Over the last year, a big change was that we all left our jobs in stages to work full time on TEKLABZ – first two, then another one, then another one. We decided it would be sensible to start paying ourselves salaries, step by step, instead of all at once and I think that caution paid off- we didn’t take a risk in that way.

CL: And then you applied for a Mowgli Mentoring Scheme…

RQ: When I first applied for Mowgli, it was quite strange, actually, and new to me. Because in the Middle East, mentoring is an unfamiliar concept, and I was not used to having someone like Phil to talk to- who is available just for you and wants to help you. It was really interesting experience for me, since I was able to just tell him any doubts or worries without feeling embarrassed about it. The mentor initiates ideas and helps you think through things. They also just make sure you can plan well- helping with long term strategy. However I would say that some of the mentees on my programme, who I still talk to from time to time, maybe felt that they should be getting technical support or very business focused advice…I always thought, come on, that’s not what a mentor is for! They aren’t supposed to be technical experts.  I think it’s basically practical and emotional support for the entrepreneur.

CL: So it seems that Phil, your mentor, came along at exactly the right time in TEKLABZ’s development?

RQ:  I’m really happy with Phil, he was there for me consistently the whole year, and he was always available to talk about my plans and objectives- it was especially helpful when I had an issue which I felt I couldn’t talk to anyone else about. Mentoring has also really increased my confidence in running the business. When the year ended, I was really happy to introduce all my team to Phil at the end of the year and I still count Phil as a friend, not just my mentor- I know that if I ever go to London I will be able to catch up with him! It’s really great to have this relationship with someone who doesn’t expect anything in return. He was really focused on my development, step by step. I think it was also a learning experience for him, since  Jordan as a country and our business practices was so new for him…this is one of the things that makes the programme valuable, I think. It’s cultural learning for both the mentor and the mentee. Actually, I think there probably lots of benefits for mentors who take part, just as much as us [the entrepreneurs]. I do feel that it’s important that it should be a serious relationship from the beginning; it’s all about making regular contact and being very committed to the other person, if you’re going to get the most benefit from the programme.

CL: You are obviously a very tight-knit and productive team at TEKLABZ. How important has that working relationship been for your success?

Ramzi Qaqish and his TEKLABZ team. From left to right: Yazan Sbeih, Yaseen Titi, Omar Marji, Ramzi Qaqish Sitting: Yazan Al Zaghah

RQ: Each one of us has their own role. We all know each other pretty well, since 4 of us used to work together. All of us are aware of each other’s characters, and our strengths, so we have clearly defined roles which I think is really important in a small team. In TEKLABZ, we all share the same risk and have the same vision- we also share a common background and similar upbringing. It’s a great atmosphere, of course we disagree sometimes but we have constructive discussions and it always helps us come to decisions. It’s really important to all of us that when we hire someone else- which we will soon to help us with some specialised projects coming up- that that person is another core person we can rely on and work closely with. Some tech companies rely on part-timers and freelancers, but we don’t feel comfortable with that- they’re not as reliable and we want all our staff to share our vision and attach the same importance to keeping our clients happy. Our clients are absolutely the most important thing right now, because a recommendation from one big company can make or break a business like TEKLABZ. So we’re very client focused and people focused.

CL: So TEKLABZ is still doing well? Sounds like you have some big plans.

RQ:  Of course, like every company in Jordan, we’re affected because of the current political situation. But we’re positive, and we’re all sure we’re going to survive- actually we still have positive cash flow, and we’re afloat even though times are hard. We have some ambitious plans for expansion in various ways, and we’re talking about several ideas for how to take them forward- we’re all still having ideas and talking them through with each other and I think that’s really important!

Ramzi Qaqish in action!

What did happen was that she met Mustapha, her mentor. The Mowgli matching experience- a weekend of personal development and relationship building- encouraged Lubna to feel more confident, and to be completely open about her own doubts and fears; chit-chat and small talk were stripped away, and she felt that real connections were made between everyone in the programme. In particular, “Mustapha was such a good listener”, says Lubna, “that I felt immediately able to open up to him. I was so pleased when we were matched.”

Now, Lubna can’t praise Mustapha highly enough. As well as helpful tips based on his own business experience, Lubna feels the most important thing her mentor does for her is simply to listen. “Working on my own was very isolating. I felt like I could never quite trust my own decision making, like I was never sure if I was going in the right direction. Mustapha is not just someone to bounce ideas off; he’s given me confidence in myself and my own abilities. I am learning to trust myself. Every time we connect he boosts me- just by reassuring me that what I’m doing is on track.”

A major accomplishment, which Lubna feels she would not have achieved without Mustapha’s support, was to take on an employee- a major step for any small business. Such a big decision was one Lubna had previously skirted around without much success; with her mentor’s encouragement and guidance, she set her mind to it, tried a new recruitment method, and now has her new employee in place. “Having her there is great!” says Lubna. “I would not have had the confidence to do this last year, but even though she’s only been working for me six weeks…I feel like I have my work/life balance back.”

Now, Lubna’s business is moving from strength to strength, and she is still speaking with Mustapha regularly to get his feedback on her ideas. Working with her mentor means that Lubna no longer feels alone when making big decisions, and it is this personal support- rather than any business advice- that has been most valuable for Lubna. Her message to any entrepreneurs who are unsure about taking the plunge onto a Mowgli programme is simply to embrace the experience- “if you feel there is a little bit of you that is apprehensive, just shake off those fears.” She realizes now that it was mainly her self-doubt which was holding her back. The main reward for Lubna from her mentoring relationship is the recognition that it was her own fears, which stopped her making decisions. Lubna says “It’s a very liberating experience to feel the fear and to do it anyway!”.

Ehab AlHrakey

What is the name of your business?

Ibda’a for intelligent solutions (i4i)

What is your business website address?

http://www.i4isolutions.com/

Can you give me a brief biography about you and your business

I am a computer engineer, graduated in 2008 from Damascus University, I established my company Ibda’a in 2009, My vision is to create a leading company in developing software solutions in Business Intelligence, we aim to build our own i-Series (series of intelligent software, which will quality standards, continuity and security, thus contributing to the recovery of the national economy and meet the needs of the community effectively.

What are your hobbies?

Sports: (swimming – football )
Reading

What is your favourite book and/or piece of music?

Favourite book: “How to Stop Worrying and Start Living” by Dale Carnegie

What is your LinkedIn profile address?

http://www.linkedin.com/pub/ehab-alhrakey/15/b2a/4b0

Do you have a favourite Facebook page or group that you would like to share?

http://www.facebook.com/ehab.alhrakey

What’s your favourite online video and where can we find it?

Do you have a favourite online resource that you’d like to share?

http://marefa.org/index.php

Why did you decide to work with the Mowgli Foundation?

I had an interesting experience with Mowgli (MME) in Syria, I got many valuable lessons.

What is the one thing you would most like to learn as a result of working with Mowgli?

Discovering my self, and helps others to do that.

What name do you like to be known by?

Hussein AL-NATSHEH

What is the name of your business?

Ciapple : Business Applications of Computational Intelligence LTD CO.

What is your business website address?

www.Ciapple.com

Can you give me a brief biography about you and your business

SME sized e-business, especially in this region, are not able to increase their market share as they  often cannot afford to hire full time data mining experts or buy expensive enterprise solutions and the training needed in how to use, integrate, and customize them to their company’s actual needs.  Hiring conventional business consultants to perform manual data analysis is not really applicable for such types of huge and complex types of data.

Ciapple services include extracting knowledge from the client’s customer data that has been collected over the years.  This extracted knowledge from the hidden patterns in their database could hugely develop the business and encourage a bigger market share by retaining customers, creating targeted advertizing, cross-selling and helping to develop other strategic business decisions.  The Ciapple team combine a mix of both business and technology experts in data mining and business intelligence.  We offer our high end service in many formats such as, per day of analysis, per project, per generated application.  Through alliances, value added reseller and trained partners, Ciapple is able to master this segment and build a larger base of happy clients who can perceive the value of our accumulated experience in the re-usable Ciapple’s business intelligence solution.

Ciapple is a specialist in high quality business insights delivered by trusted business experts whom we have trained as partners and who are able to work with our software analysis applications. These clients are not able to get such value using other existing generic enterprise solutions.

SME e-business is a rapidly increasing market. We recently started with www.bayt.com and we are now looking to work with another 12 clients 2011. Using trained partners is a major part of our ongoing strategy, and we hope that each partner will try to reach an annual target of at least 10 clients to maintain the partnership. Ciapple is targeting at least 10 value-added resellers each year.

Ciapple was founded by Hussein AL-NATSHEH, a passionate young technology business entrepreneur.  He has a masters degree in computer engineering (data mining and computational intelligence applications focus) from Jordan University of Science and Technology (JUST). Previously, he was the director of innovation division of the Queen Rania Center for Entrepreneurship (QRCE) and before the technology commercialization program manager at the same organization.

AL-NATSHEH has many awards and recognitions for national, regional, and European innovation and entrepreneurship support organization like QRCE, JEDCO, ASTF, Mowgli, OECD, Ijma3, MedVentures and SRTD.

He has also proven skills in systematic innovation and problem solving (TRIZ), technology marketing and Blue Ocean Strategy, Intellectual property, technology commercialization and innovation management, project management, HRM, entrepreneurship and business planning, networking, public presentation and leadership.

What are your hobbies?

Innovation, entrepreneurship, planning, problem solving, networking

What is your favourite book and/or piece of music?

Blue Ocean Strategy

What is your LinkedIn profile address

www.linkedin.com/in/natsheh

What is your Twitter account (if you have one)?

@hnatsheh

Do you have a blog and if so, what is its name and web address?

www.Ciapple.com

Why did you decide to work with the Mowgli Foundation?

Because I needed to grow the business

In 2008 Hussein learnt of a business plan competition being run by the Arab Science & Technology Foundation (ASTF), which he went on to win in the seed stage category. At the ASTF technology forum in Cairo in 2009, which he was invited to attend as the first place winner, Hussein met Simon Edwards, former CEO at the Mowgli Foundation, a not for profit mentoring organisation.

Following this chance meeting, Hussein joined a group of fellow Jordanian entrepreneurs on the next Mowgli Mentoring Experience, where he was matched with his mentor Dr Mark Hughes, Director of a consultancy firm with a McKinsey pedigree and Oxford university education.  Whilst being mentored by Dr. Hughes in 2009, Ciapple won another regional business plan competition called MENA100, being run by the Organisation for Economic Co-operation & Development (OECD).

Nearing the anniversary of joining the Mowgli programme, Hussein says of his experience of being mentored “I would recommend mentoring to all entrepreneurs but especially those starting out on their own. My mentor essentially acts as a mirror to me, whenever I face a major business challenge, I have a session with Mark to help with strategic decisions and choosing the right course of action. His support over this past year has been invaluable”. Hussein is so convinced of the value of mentoring, he has gone on to mentor young Jordanian entrepreneurs himself.

Meanwhile Ciapple goes from strength to strength, enjoying a rapid rate of growth, doubling it’s number of employees in two years and securing a number of high profile contracts including one with the Middle East’s leading recruitment fim bayt.com.

With no capital, Rula borrowed money from the Micro fund for Women, a leading micro finance organisation in Jordan. The Micro fund for Women nominated Rula for the Mowgli programme believing she would benefit from mentoring. Having completed a catering qualification, Rula undertook further training and started her catering business.

Unfortunately Rula was forced out of her business premises by a rent hike in early 2010, but undeterred she opened a coffee shop in Amman which is proving a great success. Rula’s long-term goal is to open a factory employing c.1000 women, something her mentor is helping her to plan –a natural leader, and incredibly resilient, she may just achieve her ambition.

Of Mowgli, Rula say’s the experience has helped her believe in her ability to succeed. Having a mentor to walk with her through the challenges of running her own business, has fundamentally changed her outlook on life.