In an exclusive interview, Jay Kalra, Chief Technology Officer at Catalyst Business Partners, shares insights into how the company is transforming businesses with cutting-edge cloud solutions and AI technologies. From integrating ERP, HCM, and CRM systems to offering Oracle Cloud Infrastructure (OCI) for enhanced scalability and security, Catalyst provides a comprehensive approach to driving innovation. The discussion covers their unique cloud migration strategies, smart automation integration, and advanced cybersecurity measures, along with exciting developments in AI, machine learning, and advanced analytics.

How does Catalyst integrate ERP, HCM, and CRM into an organization’s framework?

Everyone has a different reason for choosing or adopting any of these technologies. For me, it’s about having information at my fingertips. These functionalities can significantly enhance an organisation’s existing framework by streamlining processes, improving data flow, and providing better decision-making capabilities. They also help with data unification, process standardisation, sales and marketing alignment, customer and employee data integration, scalability, compliance, and interoperability. With the recent advancements in AI and ML, business users can get deep insights from these systems.

Can you provide insights into Catalyst Cloud’s infrastructure and key benefits compared to other cloud services?

Our offerings are tailored to the client’s requirements. While some may opt for the Public Cloud, others prefer Cloud @customer or a local/ regional Data Center. Our team members review the requirements, assess, discuss, and finalise the offering. Our preferred cloud is Oracle Cloud Infrastructure, or OCI, in short.

OCI is Oracle’s comprehensive cloud platform, offering various computing, storage, networking, and database management services. It is designed for enterprise workloads and provides high performance, security, and scalability for businesses of all sizes. Generative AI is embedded across the entire technology stack to provide immediate business value, and customers can use AI capabilities provided by OCI for their applications and solutions.

OCI also offers hybrid cloud capabilities, allowing businesses to connect their on-premise infrastructure to Oracle Cloud via services like Oracle Cloud at Customer, which provides a dedicated region within a customer’s data center.

It supports multi-cloud architectures, where businesses can integrate Oracle Cloud with other public cloud services, such as Microsoft Azure, through partnerships and interoperability solutions like Oracle-Azure Interconnect, Oracle-AWS Interconnect, and Oracle-Google Interconnect.

How are you incorporating smart machines and automation into your service offerings?

Since early 2008, we have been helping our customers in their IoT (Internet of Things) and workflow automation journey. With the recent advancement of AI and Gen AI, customers are taking workflow automation to the next level.

Many ready-to-use connected devices (LoRa, BLE, WiFi, and others) are available and can be incorporated for various smart use cases. Sometimes, a custom solution may be required, and our team can build such solutions. Because our team understands smart devices and ERPs, we can combine smart devices with an enterprise resource planning (ERP) system to create a highly integrated, data-driven ecosystem that further enhances automation, real-time monitoring, and operational efficiency. This approach allows customers to gain a competitive edge through real-time, data-driven decision-making.

How do you ensure seamless integration and optimisation of Oracle applications within your client’s IT environments?

Seamless integration and optimisation of Oracle applications within a client’s IT environment requires a comprehensive strategy encompassing planning, execution, and continuous improvement. It all starts with careful listening, understanding the business needs and current IT landscape, a thorough compatibility check, integration scope & architecture, data migration, cloud vs on-premise, testing and validation, security, use of pre-built connectors as much as possible, incorporating industry standard best practices, avoiding customisations, and most importantly training of end users, IT teams, and a structured change management process.

How does Catalyst protect businesses against emerging cybersecurity threats?

Protecting businesses against emerging threats requires a comprehensive, multi-layered approach that combines technical, procedural, and strategic measures. Our goal is to achieve a near Zero trust architecture. If the customer already uses cybersecurity solutions, we will do an assessment followed by recommendations. We use different methods to define the landscape using various Cyber Posture solutions that provide us with data based on risk-scoring models, leading to advanced monitoring and detection tools.

One must use proactive defense mechanisms with AI & ML, solid incident response, and automation. Regular audits, penetration testing, and training are other important factors to stay on top of new threats.

How does the company assist organisations in navigating the complexities of cloud migration, and what cloud platforms do you specialise in?

Migrating to the cloud can be a complex, multi-faceted process, but with careful planning and execution, organisations can navigate this shift smoothly.

Understand your scalability, cost-efficiency, performance, security, and innovation needs. One must evaluate their current infrastructure, any challenges, future expansion plans, and workloads, as while some may be cloud-ready, others may require additional planning & modifications.

Choose the suitable model-

Public Cloud: Great for scalability and flexibility.

Private Cloud: Best for security-sensitive industries.

Hybrid Cloud: Balances flexibility with security.

Multi-Cloud: Leveraging multiple cloud providers for redundancy and flexibility.

Once you have the above data, we compare the cloud providers, their pros and cons, pricing, migration strategy, data strategy, security, compliance, AI capabilities, backup, and fine print.

We help our customers from start to finish; our custom offerings include any part of the cloud journey, including post-go-live support, training, and managed services. While our teams are trained on all major cloud providers, we prefer Oracle Cloud Infrastructure.

What distinguishes your managed services from those of other providers, particularly in terms of proactive monitoring and issue resolution?

Proactive monitoring and issue resolutions are the critical differentiators. We use solutions with AL & ML with unified, centralised Dashboards, Reports, and Actionable Insights. We provide tailored SLAs to ensure our clients can select what’s most relevant to their requirements. All the options are provided with on-demand scalability and multi-environment support, dedicated account management, knowledge transfer, and continuous improvement.

What innovations or new services is Catalyst planning to introduce in the near future, particularly in AI, machine learning, or advanced analytics?

We are developing solutions using custom AI models, Generative AI for creative content, AI-powered data augmentation, and workflow automation, as well as providing best-of-the-breed solutions and services using a broad partner channel.

Some of these partners work on AI-driven predictive analytics, advanced AI-based cybersecurity, healthcare diagnostics, employee training & coaching, talent recruitment, video analytics, and conversational bots.

We are excited about the future and looking forward to helping our new and existing customers.

Exclusive Interview with Philip Barnes, CEO, Rotana Hotel Management

What inspired you to pursue a career in the hospitality industry?

My first introduction to hospitality was what I would classify as a summer job before I finished school. I went to a hotel that had opened in the village where my parents lived in England. I took a job there for the summer, doing anything and everything I was told to do. This involved everything from making beds to answering phones, helping cook breakfast, serving, stocking the bars—you name it. I loved it. I fell in love with this industry because it was so diverse. Every day was different, and it continues along those lines, being different every day.

Something that has kept you motivated all these years to remain in this industry.

I think that when you’re in this industry, you have to have a love for people, first and foremost—whether it’s your guests or your colleagues. That’s where it begins and ends. Hotels, otherwise, are just bricks and mortar. The reality is you have to bring them to life through the people who work there, and that’s what stimulates me the most. How do you energize a hotel? How do you energize a business? That’s the piece that gets me out of bed every morning—thinking about what we are going to do today, where we are going today, and how we are going to bring a level of excitement into what we do. There is something exciting every day, and it’s not always something you want to deal with—it’s not always pleasant—but it’s the reality of the world in which we live. There’s always something that needs attention. I think if you have a passion for excellence, which I certainly believe that I do, then this comes to the forefront in everything that I do.

As you stepped into this position at Rotana, what is your main priority for the company?

So, really, what happened in the first 90 days after I arrived was that the first thing I needed to do was get to know the team, understand what we have, and go around the hotels. I’ve covered most of the hotels now in the UAE. I’ve met the general managers, I’ve met their teams, and I’ve spent time with all the corporate VPs. I’ve looked at everything they’re doing, and I’ve challenged everything we’re doing—not to challenge for the sake of it, but because I want to understand why we do things the way we do. When you come from outside a company, you bring a fresh perspective. I told the corporate office team, for example, on day one, that I would bring change. I wasn’t brought in to maintain the status quo; I was brought in to bring a different perspective. There are a whole series of things that you will learn about me, and they’re not designed to be challenging or difficult, but they are designed to bring a different thought process. That’s what I brought to Rotana, and that’s basically the premise upon which I was hired. The Chairman and the Deputy Chairman wanted somebody from outside Rotana to be the CEO—someone who brings a global perspective, who brings knowledge from other companies I’ve worked for, be it Fairmont, Four Seasons, or Shangri-La. They wanted all of those things brought to the table, and that’s what I’m doing.

With your experience across five continents, what cultural traditions do you believe impact hotel management?

I think the first thing you need to learn as you go from culture to culture is that you need to adapt and adopt what you do to suit the culture that is present. You can’t go into a place thinking you know everything or try to impose your culture on them. I was just in Pakistan this week in Islamabad, and I ignored the media portrayals of Pakistan because I wanted to go there with a fresh approach. They have the most wonderful hospitality and are the most exciting partners to deal with. The worst thing you can do is go into something thinking you know it all. Years ago, when I was with Fairmont, I was looking after Saudi Arabia. I had the benefit of a wonderful VP in Saudi who would say to me, “Yes, Phil, I understand, but in Saudi, this is the way we look at things.” So, as someone in hospitality or in any industry for that matter, you have to go into a culture with a fresh perspective and understand what they do. You have to take that around the world with you. For example, when I was in Vancouver, and a member of the Royal family came from Abu Dhabi to Vancouver, the team was unsure of what to do. I brought in someone I knew to help the operational team understand the differences and variations because that’s what you have to do. You can’t just do business as usual—you have to adapt and adopt. I think understanding cultures is key to doing business.

People look at you as a role model, is there any advice you would like to give to hotel managers on how they can be effective in their roles?

I think the most important thing for anybody in any world is to be authentic and genuine. If you’re paying lip service to something that you don’t really believe in, people can see right through you. Do what you believe is right. Follow your instincts, follow your passions, and understand what the guest is looking for. Understand what the customer is looking for. I’ve met countless chefs who told me, “Well, this is my specialty.” And I say, “Great, that’s terrific. What does the guest think? What does the customer think?” Because it really doesn’t matter what the chef thinks. If the customer doesn’t like it, then it’s irrelevant. The same applies to everything we do. I’ve said this many times since I’ve been at Rotana: I don’t really care what we say about ourselves—it’s what other people say about us that matters. So, when you’re looking at your business, understand what other people’s expectations are of you and focus on that. If you look around and see a dozen different things that need attention, every guest, every colleague—everybody—I have a philosophy that says I can’t walk by any problem. I cannot. I was in our office this morning and I was talking to our head of engineering and said, “We need to fix these tiles on the floor because they’re cracked.” You can’t say, “This is not my job.” You don’t have that luxury. When you get into a senior role, it’s your job, whatever it may be, and you can’t walk away.

Looking into the future, where do you want to take Rotana from here?

Rotana is a tremendous regional company now with 76 hotels. I have tremendous ambitions for the company. You mentioned Pakistan—our hotel in Islamabad is a franchise operation with wonderful partners there. I’d like to see us have 10 hotels in Pakistan. We’re opening two hotels in suburban London later this year. I’d like to see us have 10 hotels throughout the UK. I’d like to see us continue to grow the Rotana brand throughout the region. There are opportunities for us still remaining within the UAE, but also a lot of other opportunities in Qatar, Egypt, and other parts of the world. I’d like to see us growing, but with substance. It’s easy to put pins on a map, but that’s not what this is about. We have to go, deliver a quality experience, and take care of our owners. We have a lot of issues to address as part of who we are right now. There has to be depth. I’ve said when people have asked me to compare us to the big brands—the global multinational companies—I tell them they’re in the business of hotels. I’m in the hotel business. There’s a big difference. We have a depth of brand, we have a DNA, and that’s what we bring to the table.

In an exclusive interview with Integrator Media, Mr. Hesham Tantawi, Vice President at ASBIS Middle East delves into the dynamic world of ASBIS. With a remarkable 32-year partnership with Seagate and a strong focus on emerging technologies like AI and robotics, ASBIS has consistently demonstrated its commitment to innovation and success. From developing autonomous cleaning robots around iconic landmarks like Burj Khalifa to showcasing innovative solutions such as Robo-Cafe and Robo Beverage kiosks, ASBIS exemplifies its slogan, “Success Through Focus.”

How has the consumer electronics and IT industry evolved over the past decade? What key changes stood out to you?

The consumer electronics and IT industry is incredibly dynamic, constantly evolving in tandem with technological advancements that outpace developments in many other fields. When we first ventured into this business, the product life cycle was incredibly short—just six months before a new product would emerge. Despite this rapid pace, ASBIS has successfully navigated these changes and remained a key player in the industry. This experience has underscored the need for our operations to be faster and more efficient than those in other industries worldwide, especially because we deal with the ever-changing technological landscape.

Today, we’ve reached a point where we can predict with remarkable accuracy which products will be in demand in the coming year. This capability is a significant differentiator for ASBIS. We pride ourselves not just on selling technology but on leveraging it internally to forecast market trends and anticipate the needs of our partners and customers. By doing so, we ensure that we stay ahead of the curve in this fast-paced industry.

Which indicators does ASBIS monitor to stay ahead of market trends? And how do they influence your strategy decisions?

At ASBIS, we conduct a thorough analysis of the market and the products we offer to ensure we have a deep understanding of what we are selling. We consistently predict market developments a year in advance, allowing us to stay ahead of trends. These predictions are crucial to our strategy, enabling us to map markets effectively, understand the needs of our partners, and identify where the market is headed. By doing this, we can introduce the right product to the right audience at the optimal time.

Our approach heavily relies on advanced technology for forecasting, market mapping, and supply chain management. We use these tools to gain insights into consumer behavior and to ensure that we are always in tune with market demands. This strategic foresight allows us to remain agile and responsive, making informed decisions that keep us competitive in an ever-changing landscape.

What strategies does ASBIS use to identify and provide the right solution for partners, ensuring alignment with market demands and profitability?

ASBIS is deeply committed to our partners, and we continuously strive to adapt and grow in ways that meet their evolving needs. Our primary focus is on creating the best possible environment for business success and profitability for all parties involved. We achieve this by delivering solutions that are perfectly aligned with current market demands and by fostering long-term relationships built on trust and mutual growth.

For instance, we recently celebrated a 32-year partnership with Seagate Technology, a relationship that is a testament to our commitment and strategic collaboration. We are among the few distributors that have been with Seagate since the beginning, helping them grow their business, open new markets, and serve regions that are difficult for others to reach. This enduring partnership highlights our ability to not only meet market demands but also to help our partners thrive in a competitive environment.

How is ASBIS preparing for the growing integration of robotics and AI in the IT industry? Can you provide some examples of adapting to these technological advances?

The integration of robotics and AI into the IT industry represents one of the most significant technological advancements of our time, and ASBIS has been at the forefront of this movement for the past three to four years. We’ve actively participated in numerous AI projects, including those related to robotics, recognizing that these technologies are not just trends but transformative forces that will shape the future of our industry.

Robotics, in particular, is an area where we see tremendous growth potential. Over the last few years, we’ve invested in a company called AROS, which is a manufacturer, system integrator, and design house for various robotics solutions. This investment has enabled us to introduce cutting-edge robotics technologies to the market in the UAE, including cleaning robots that operate autonomously around the Burj Khalifa. These robots clean the area at night and return to their docking stations without human intervention, showcasing the practical applications of robotics in everyday environments.

In addition to cleaning robots, we are also pioneering other innovative solutions such as Robo-Cafe and Robo Beverage kiosks, which will be showcased at upcoming GITEX Global event in October. Furthermore, we are heavily involved in warehouse automation, deploying robots that automate various processes within warehouses, thereby improving efficiency and reducing operational costs. These examples illustrate our commitment to embracing and advancing AI and robotics technologies in a way that adds value to our partners and customers.

How does ASBIS maintain and leverage strong partnerships for mutual growth, especially when balancing long-standing relationships with major brands like AMD and Intel?

At ASBIS, our motto is “Success Through Focus” which encapsulates our approach to managing and nurturing our relationships with major technology brands like Intel, AMD, Logitech, Seagate, Western Digital, and Toshiba. Each of these partnerships is built on a foundation of trust, dedication, and a shared commitment to success. We have dedicated teams for each vendor or partner, with a laser focus on achieving success in their specific areas of expertise. For instance, one team may concentrate on advancing Intel technology, while another focuses on expanding AMD’s market presence.

Our partnership with AMD spans over 20 years, a period that has seen both companies grow and evolve together. This enduring relationship is a testament to the strength of our collaboration and our ability to deliver consistent results. Similarly, our partnership with Intel has been a cornerstone of our business for more than 26 years. These long-standing relationships are not just business arrangements; they are strategic alliances that have been nurtured over decades, and they play a crucial role in our continued success.

Our “Success Through Focus” strategy is integral to maintaining these partnerships. By dedicating resources and expertise to each partner, we ensure that we can meet their needs and exceed their expectations, which in turn drives mutual growth and success.