Ali and Amira Sajwani discuss succession at DAMAC

Ali: Our family business values and vision have been instilled in us since a very young age. Our father, Hussain Sajwani, would involve us in business discussions during family meals and seek our opinions and insights. This approach has allowed us to gain a deep understanding of all aspects of the business, from products to pricing and more. We also give speeches during events and launches to share our knowledge and insights with others.

Amira: We believe that communication and collaboration are key to maintaining family values and vision across generations. Our family has a tradition of involving the youngest members in the business from an early age.

Our youngest brother, Mehdi, attends meetings during school breaks to nurture his interest in the business. We’re inspired by the Ruler family of Dubai, who have applied a similar approach, nurturing future leaders at an early age. Overall, our family has a deep commitment to upholding our values and vision, and we believe that our strategies of intergenerational involvement and communication are essential to achieving this goal.

Ali, as the son of DAMAC’s founder and chairman, what has been your experience working alongside your father, and how have you been able to carve out your own path within the company?

Ali: Working alongside my father at DAMAC has been an invaluable experience that has helped shape me into the person I am today. While my father has always had a strict approach with me, he never gave me special treatment just because I’m his son. Instead, he always judged me based on my performance, which instilled a strong sense of responsibility and work ethic in me.

I started working at DAMAC at the age of 13, reporting to project managers and spending time at construction sites. Even at a young age, I was held to high standards, with my father’s office notified if I ever arrived late. This experience taught me the importance of hard work and dedication.

Over time, I moved into different roles within the company, including working with the sales team and building a telesales team. These experiences helped me learn different aspects of the business, from digital marketing to sales. I then went on to take over the operations departments, including CRM, project handovers, collections, technology, and transformation.

In these roles, I worked to streamline operations and create efficiencies that helped the company run more smoothly. I also focused on implementing new technologies and processes that would allow us to better serve our customers and stay ahead of the competition. Ultimately, I’m proud of the work that I’ve done at DAMAC and the contributions that I’ve made to the company’s success.

While my father’s legacy is an important part of the company’s history, I believe that I’ve been able to build on that legacy and create a path for myself within the company.

Amira, how has your upbringing in a male-dominated home shaped your approach to leadership and business, and what unique perspectives do you bring to the table as a woman in the industry?

Amira: Growing up in a male-dominated home with three brothers actually helped me in my role as a Managing Director in the business and in the industry. I didn’t face any challenges dealing with men most of the time because I had grown accustomed to it with my brothers at home.

However, I recognize that many women do face challenges when entering the business world, and it’s important to break down those mental barriers in order to succeed. While the industry may be male-dominated, I know many women who have been phenomenally successful in it.

In fact, the UAE has several key female ministers, including Her Excellency Reem Al Hashimy, Minister of State for International Cooperation, and Her Excellency Noura Al Kaabi, Minister of Culture and Youth. At the same time, there are many female-dominated industries where men have succeeded, so it’s important not to let gender hold you back. As a woman in the industry,

I bring a unique perspective that has allowed me to approach challenges and opportunities in a different way. I believe that diversity is essential for success, and I’m proud to be part of a company that values diversity and inclusion. Ultimately, I hope to be a role model for other women who aspire to enter the business world and succeed in it.

How do you balance the expectations and demands of running a successful family business with maintaining a healthy work-life balance and personal relationships?

Ali: Keeping a healthy work-life balance is essential, as the reason we work and try to succeed is to have a healthy and happy life with our family and loved ones. If you’re not happy and your life is miserable, then what’s the point of working?

I’ve found that waking up early, as part of the “5am club,” helps me start my day off on the right foot. It’s a habit that has been endorsed by several successful businesspeople, including Robin Sharma, who wrote a book about it.

I also make sure to prioritize spending time with my family. After work, I have a daily habit of spending an hour and a half at the beach with my son. This is very important to me as it helps me relax and feel more energetic, and it’s a way for me to spend quality time with my family. I’ve taken inspiration from successful businesspeople who also prioritize their work-life balance.

For example, Jeff Bezos, the founder of Amazon, prioritizes getting eight hours of sleep every night and spending time with his family in the morning. Elon Musk, the CEO of Tesla and SpaceX, also prioritizes his family and spends time with them on the weekends.
It’s important to me to maintain a healthy work-life balance and prioritize my family, as they are my support system and the reason for my success.

As the second generation of a successful family business, how do you envision the future of DAMAC evolving over the next decade, and what strategies will you implement to ensure continued growth and success?

Ali: As the second generation of DAMAC, I believe that we have a responsibility to continue to innovate and push the boundaries of what is possible. One of the key are – as that I am focused on is leveraging technology to drive growth and efficiency. We are investing heavily in AI and machine learning to optimize our operations and better serve our customers.

Our latest venture is the opening of our first resort property in the Maldives in 2025, which will be managed by Mandarin Oriental. We are excited to expand our resorts business globally and to bring the DAMAC brand to new and exciting destinations. Additionally, we are expanding our data center business globally, which will provide a stable source of recurring revenue for the company.

Amira: As the Director of Sales and Development, my focus is on expanding our global footprint and developing unique and compelling properties that meet the needs of our customers. We are committed to delivering exceptional quality and design, and we are continuously exploring new markets and opportunities. I would love to see the DAMAC flag wave high in cities such as Los Angeles, New York, Paris, Berlin and Hong Kong.

How do you transform an essentially family business into a global organisation? And how do you manage this transition?

Ali: As the director for operations, strategy and technology, my focus has been on transforming DAMAC into a global organization with streamlined processes that allow us to operate as a corporation and focus on overall growth.

The transformation began by focusing on the Finance department and then expanded to the CRM, sales, and Technology departments. The goal is to eliminate bureaucracy, bring governance and processes into the system, and streamline multiple processes to ensure consistent growth. This has required a shift in culture, which is one of the hardest things to do in any company.

We’re working to create a new “DAMAC” culture that is more focused on streamlined processes and allows us to carry on operations without family involvement on a daily basis. Our ultimate goal is to create a sustainable strategic structure that allows us to continue growing and expanding globally.

Amira, you joined DAMAC in 2017 to redefine the sales department, how were you able to do so?

Amira: As the head of sales and development, my main focus was to redefine the sales department to ensure it aligned with DAMAC’s evolving vision and strategies. To do so, I took a step back and conducted a thorough assessment of the department’s existing structure and processes.

I recognized that to make meaningful changes, we had to start by listening to our brokers and agents and understanding their pain points and issues. In the first three months of my tenure, I met with all of our brokers and agents, both locally and internationally, and engaged with them on a personal level to gain their trust and confidence. This allowed me to develop a deep understanding of their needs and concerns, and provided insights on how we could improve our services and offerings to meet their expectations.

We then created a comprehensive strategy that addressed their issues and streamlined our processes, which has helped us grow our network of brokers and agents. By investing in our relationships with our brokers and agents, we have established one of the strongest and most expansive networks in the industry. Overall, my approach to redefining the sales department was centered on building trust, understanding the needs of our partners, and ensuring their satisfaction with our services.

What inspired you both to join the real estate business, and how did you get started in the industry?

Ali: Our father, Hussain Sajwani, is our main inspiration. He’s the Chairman of the DAMAC Group, and despite his age, he’s still very much involved in the business. He pays attention to the smallest details, such as the view from the living room or what the customer would see while they’re in the pool. We’ve seen firsthand how hard he works, and that work ethic has been instilled in us since a young age.

Amira: And all of our family gatherings with our father were focused around business and real estate discussions. We were always surrounded by it, and it just felt natural for us to be a part of the industry. When I joined DAMAC in 2017, I was excited to redefine the sales department and take on new challenges. It’s been an incredible experience working alongside my brothers and our father.

With Dubai experiencing a property boom, how do you stay ahead of the competition and continue to innovate in the market?

Amira: Dubai is a highly competitive market and staying ahead of the competition requires continuous innovation. At DAMAC, we’ve grown with Dubai and helped shape its luxurious skyline. We believe that the key to staying ahead is to always stay innovative.

One of our strategies is to offer not only luxurious properties, but also luxurious experiences. For example, DAMAC Lagoons is a world-class Mediterranean-inspired master community focused on water living, where each cluster has its own unique theme such as Ibiza, Mykonos, Santorini, or Monte Carlo. Each cluster offers its own amenities and is indicative of its own lifestyle experience.

Ali: We also focus on branded living, such as our Cavalli Towers project in Dubai, which offers a truly unique and luxurious lifestyle experience. By offering these innovative and unique experiences, we can differentiate ourselves from our competitors and continue to stay ahead in the market.

How has technology and digitalisation impacted the real estate industry, and how do you use it to advance your business?

Ali: The real estate industry has seen significant impacts from technology and digitalization. At DAMAC, we recognize the importance of digital transformation in enhancing our competitiveness, agility, and customer centricity. As the Managing Director of Operations and Technology, my role involves introducing various platforms and programs to drive this transformation.

We have implemented several digital tools and technologies, including Salesforce for our CRM and sales team, DAMAC Central, DAMAC Agents, and DAMAC Living App. These platforms have facilitated over 25,000 owners and 15,000 sales registrations and bookings, among other services.

However, implementing technology is not just about driving sales. We are focused on using technology to streamline our processes and facilitate the seamless operation of our business. To this end, we have implemented Oracle Fusion to upgrade our legacy systems, and we use digital brochures, 3D tours, and walkthroughs to showcase our properties.

We recognize that technology is critical in both the backend of our business and in customer engagement. We are always looking for ways to use technology to provide a better customer experience and make it easier for our clients to engage with us. For example, we are building an ecommerce platform to facilitate frictionless online sales, which have surpassed over 2 billion dirhams in sales since the program’s inception during covid.

Ali, How does DAMAC approach sustainability and building sustainable communities, and what initiatives has the company taken in this regard?

Ali: Sustainability is a key focus area for DAMAC, and we strive to implement sustainable practices and initiatives in our projects as much as possible. As a passionate scuba diver, my personal love for the ocean has instilled a sense of responsibility in me to apply sustainable practices in our work. For instance, our upcoming resort in the Maldives, managed by Mandarin Oriental, will have various sustainability initiatives, including solar power, rainwater and greywater collection, passive design solutions, composting waste, and responsible design specifications.

That’s impressive. Can you tell us more about how DAMAC approaches waste reduction and management in its projects?

Ali: Absolutely. In addition to composting waste and maximizing reuse of waste, we also have facilities for waste segregation and onsite drinking water filtration and bottling. We use as much native planting as possible for the landscape, and we implement multiple solutions in the design to reduce energy waste as much as possible. We collaborate closely with our partners, such as Mandarin Oriental, to ensure responsible design specification strategies are implemented.

Amira, balancing work and personal life can be challenging, especially for women. As a leader in the real estate industry, how do you manage to balance your roles as a mother, wife, and professional?

Amira: Becoming a mother and a wife changed my perspective on life. It made me realize the importance of managing time between work and family. For me, managing work and family is all about time management. I make sure to spend quality time with my daughters and husband after work, and I am fully present with them during that time. During the day, my daughters are at nursery, which allows me to focus on my work without worrying about them.

That’s great to hear. What advice do you have for other women who are trying to achieve a similar balance in their lives?

Amira: My advice would be to plan your day and prioritize your tasks. It’s important to understand that it’s not about doing everything perfectly, but rather finding a balance that works for you and your family. It’s also essential to have a support system that can help you when you need it, whether it’s a spouse, family member, or nanny. Lastly, it’s crucial to make time for self-care and to not neglect your own needs. A balanced life is a healthy life, and it can be achieved with proper planning and support.

What are some current trends and forecasts in the real estate market that you’re keeping an eye on, Amira?

Amira: The main trend that we’re keeping an eye on is ultra-luxury residences with beachfront views. Dubai’s superior progressing and development is attracting ultra-rich investors who are not just looking for residences, but for residences with the most luxurious experiences and views.

Another important trend is intelligent homes. I think homes will be interactive and fully wireless, allowing us to access data from any point. I believe that homes of the future will increasingly tap into advanced technology and feature flexible layouts. In a similar vein, technology will also revolutionize transport and transform communities to driverless.

Dubai is one step closer to achieving its goal of having driverless cars on the road and as according to RTA, driverless taxis will be trialled in the city by the end of 2023. Finally, I’d also mention community living. This is one of the main focuses of our business as we have DAMAC Hills and DAMAC Hills 2.

People love living in an area where you have everything provided and close to you, whether it’s a community centre that is a minute away from you, different amenities from basketball and football courts to a Malibu beach.

Ali, How do you provide excellence in customer service in the real estate industry, and what sets DAMAC apart from other companies?

Ali: Customer satisfaction is a top priority for us. We understand that providing a luxurious experience to each individual is critical to our success and brand image. We continuously strive to improve our customer service by identifying key areas of improvement and being honest with ourselves. In 2020, we made a significant shift towards improving our customer service scores. In 2021, I took over CRM and implemented NPS and CSAT scores, which brought transparency to the organization. As a result, we’ve improved our CSAT scores to 4/5, and our NPS is now positive.

To ensure that we’re providing exceptional customer service, we’ve set up a quality audit department to call back all customers who give us negative feedback. We work on the root cause of the issue and then raise it to the transformation team to overhaul the process to ensure that negative interactions are not repeated.

I’ve spent time on the ground with the call center team to identify their pain points, which led us to bring in Genesis to overhaul our CRM call center, making it easier for our agents to provide better customer service. We’re currently revamping our team working with top clients, which we internally refer to as our “elite CRM team”.

We’re creating tailored programs for them and inviting them to special events to ensure a customer-centric culture. We’ve also extended CRM training to six weeks for new joiners, up from one week when I first took charge of the department. We’re always striving for excellence and looking to improve pain points. Our focus on improving customer service and our commitment to providing a luxurious experience to our customers is what sets us apart from other companies in the real estate industry.

What role does proptech play in the real estate industry, and how do you use it to enhance the user experience for your customers?

Proptech is here to streamline and simplify transactions for all players in all phases in the real estate industry. And this is why I founded PRYPCO, which is a one-stop destination that brings buyers, investors, and homeowners together to enjoy the real estate experience. It is an ecosystem that puts people first by simplifying the property ownership journey and letting them benefit from personalised advice from real estate’s leading experts.

PRYPCO provides services for mortgage, equity release, buyouts, rent now pay later (RNPL), fractional ownership, visa processing and other trailblazing concepts in the future. I’m proud to be at the forefront of all these services, and works with industry specialists to build competitive and differentiated benefits, powered by technology. Like I said before, it’s a paradigm shift in the market. PRYPCO lets you own the property, the process, and all things in between.

With the rise of branded developments in real estate, how do you see this trend affecting the market, Amira?

Amira: The luxury market started picking up in 2021 right after Covid, and this is when we saw an opportunity and came up with the branded residences concept, when we launched Cavalli Tower – the first ever branded Cavalli tower.

It’s a beautiful tower with huge balconies and large infinity pools, which is like owning a villa up in the sky, and, after that, other developers started applying the branded developments concept and the trend started. At DAMAC, we tend to be trendsetters in the market, and I think this is what differentiates us from the rest of the developers.

Recently, we’ve also launched Cavalli Couture, a collection of ultra-luxury three-to-five-bedroom apartments and six-bedroom penthouses featuring interiors by Cavalli and with a beautiful view of the Dubai Canal.

And we did not stop there, as our most recent branded residence was DAMAC Bay by Cavalli, a majestic 42-storey seafront with three stunning towers in Dubai Harbour. I believe this trend of branded developments will continue to grow, as it offers customers the unique opportunity to live in luxurious homes with a brand name they trust, and we will continue to lead the way in this trend.

Can you tell us more about the joint business venture you are launching, and how it stands out from other properties on the market?

Our joint business venture is all about redefining luxury beachfront living in Dubai. Our brand is focused on creating bespoke, ultra-luxurious living spaces that exceed the hopes and dreams of our clients. We want to offer our clients the chance to experience their own slice of paradise every day, with breathtaking views, top-of-the-line amenities, and unparalleled exclusivity.

Our project will be an exclusive collection of 28 villas, each with private berths for homeowners to dock their boats. These villas will have all the amenities of a five-star resort, including private beach access with beachside cabanas and lounges, infinity pools with panoramic sea views, outdoor cinema and entertainment areas, and private yacht and boat charters for residents.

In addition, we’ll offer dedicated concierge services to assist with all needs, from transportation to reservations and more, personalized wellness programs, including yoga and meditation classes, spa treatments, and healthy meal plans, private chefs and catering services for entertaining guests, custom-designed interior finishes, including high-end appliances and designer furniture, smart home technology for seamless integration of lighting, temperature control, and entertainment systems, and on-site security and surveillance for peace of mind.

We understand that highly successful people lead busy, stressful lives, and our brand is designed to offer the perfect retreat from the hustle and bustle of everyday life. Our villas will be crafted by the best architects and interior designers in the world, and will offer our clients the chance to truly unwind and relax in an idyllic beachfront setting.

We’re planning to launch our project in the last quarter of 2023, and we’re extremely excited to show the world what we’ve come up with. Our vision is to redefine luxury beachfront living in Dubai, and we can’t wait to share our unique and extraordinary living spaces with our clients.