Illustration of Eddie Moutran by Christopher Burke for The National
Illustration of Eddie Moutran by Christopher Burke for The National
Illustration of Eddie Moutran by Christopher Burke for The National
Illustration of Eddie Moutran by Christopher Burke for The National

Eddie Moutran: From the frontier to the world stage


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  • Arabic

It is difficult to imagine Eddie Moutran cycling from Dubai to Sharjah in the sweltering summer heat.

The world of advertising is all about suave suits, cigarettes and entertainment - or so the television show Mad Men would have us believe.

But Mr Moutran, the boss of the advertising agency Memac Ogilvy in the Middle East and North Africa, could have been a million miles from Madison Avenue when he started his career in 1973.

Mr Moutran, now 67, was frequently asked to travel from his base in Bahrain - and it was a far from glamorous life. One of his jobs was to deliver advertising reels to a cinema in Sharjahand the first time he did this, he took a cab from his hotel on Dubai Creek.

"The cost of the taxi was more than the commission I was running for putting the film in the cinema. So the next time I rented a bicycle and biked all the way to Sharjah," says Mr Moutran. "It was June, it was hot. I lost weight."

He once had an enthusiastic smoking habit similar to that of the fictional stars of Mad Men- he was on five packs a day before giving up eight months ago.But one cannot imagine Don Draper making such an arduous bike journey.

Yet such comparisons are not really relevant because Mr Moutran, a consummate ad man, helped to write the rules of the industry specific to the Middle East.

He was born in Lebanon into what he calls a "comfortable, middle class" family. His father - an immigrant from Turkey - was a tailor and his brothers were in the goldsmiths business.

If advertising is a sexy profession, accountancy certainly isn't - and not even the cleverest of TV commercials could persuade people otherwise. Yet one of Mr Moutran's first jobs in Lebanon's 1960s golden era was as a bank clerk and he dreamed of studying accountancy at university.

He went to the United States to begin his studies in 1966 and was promptly persuaded to change course to marketing by a fellow student.

"One guy explained: 'If you're an accountant, all you're going to do is sit down and chew numbers all your life. But if you go into this field you'll be doing all sorts of exciting things,'" Mr Moutran says.

Back in Beirut after completing his course in marketing, he received the job offer that changed his life.

"It all started in 1973," he says. The young executive had been offered a job working for Intermarkets, the oldest advertising group in the Middle East, in Bahrain.

Mr Moutran claims to be the first in a long line of fellow expatriates to move to the region to work in the industry.

When Lebanon's civil war began a few years later, many Lebanese came to the Arabian Gulf, including many of today's big names in advertising. They included Joseph Ghossoub,who also worked at Intermarkets early in his career.

But Mr Moutran started the trend when he moved to Bahrain to open a "one-man office", where his clients included Rothmans cigarettes and Unilever.

He travelled frequently to places such as Dubai, Jeddah and Muscat. His accommodation was often less than glamorous, sometimes sleeping in hotel lobbies or sharing rooms with other guests.

The workload was also heavy. Mr Moutran recalls facing a difficult decision when work and personal plans clashed.

"I announced my wedding, only to find out after the invitations went that there was a trade mission coming to Abu Dhabi at the same time," he says. So what did he do? "I postponed the wedding," he says.

Mr Moutran says everybody in the region's fledgling advertising industry had similar experiences. And he does not like it when such "pioneers" of the business are not given due credit.

"It saddens me for people to show any sign of disrespect to these pioneers that actually built the industry, protected it and explained it to people. Nobody knew what advertising was when we started it. We didn't pitch for business, we explained what advertising was."

After working at Intermarkets for 11 years, Mr Moutran launched his own agency in January 1984. He named it Memac - short for Middle East Marketing and Communications - and based it in Bahrain.

"I had US$13,000 [Dh47,749] saved in 11 years, and I started Memac with that money," he says.

The company grew and eventually launched offices in markets such as Jeddah, Dubai and Kuwait.

Today, Mr Moutran oversees the agency's network of 13 offices. The company claims billings of more than $700 million and clients such as IBM, Coca-Cola, American Express and British Airways.

Yet while Mr Moutran was a pioneer of the Middle East's advertising industry, his business is also one of its most notable exceptions.

Many of the Middle East ad agencies have been snapped up by the world's "big four" communications companies, namely WPP, Publicis Groupe, Omnicom and Interpublic.

In 1986, Mr Moutran's business formed an association with the international advertising agency Ogilvy & Mather.

Twelve years later, Ogilvy bought a 20 per cent stake in Memac, which then changed its name to Memac Ogilvy. Following the 1989 acquisition of Ogilvy by WPP, Ogilvy purchased another 20 per cent of Memac in 2002.

Yet WPP still holds aminority stake in Memac Ogilvy, unlike most of the other global holding companies, which generally bought majority stakes.

Some in the industry suggest privately Mr Moutran made a mistake in not sellinga majority stake during the boom years,buthe says he does not regret his decision.Either way, he says the arrival of the big advertising networks in the Middle East has done the industry a lot of good.

"It gave us financial maturity," he says. "It lifted the standards of the industry because you are no longer judged by local standards, you are judged by international standards. It gave us the absolute conviction that you can only grow by being very creative."

Proof of Memac Ogilvy's creative credentials came at this year's Cannes Lions advertising awards, where the agency picked up three Gold awards in what was a generally good year for Middle East agencies.

Mr Moutran said those awards showed his "little agency that started in the Middle East" had come of age.

"It was the pinnacle of my career. It was among the absolute highest accolades that you could have... You're rubbing shoulders with the best of the best."

Mr Moutran's industry peers describe him in glowing terms.

Elie Khouri, the chief executive of the rival firm Omnicom Media Group in the Middle East and North Africa, says Mr Moutran has "a big personality".

"He is someone of great charisma. He built a network from the ground up and is highly respected by his peers," says Mr Khouri.

Lance de Masi, the president of the UAE chapter of the International Advertising Association, describes Mr Moutran as a "pioneer". He has a "fierce sense of independence and pride in the Middle Eastern communications industry".

But perhaps the biggest testament to Mr Moutran's success in advertising is the fact that three of his children work for Memac Ogilvy or related entities.

His son, Nabil, is the regional director of OgilvyOne Middle East, the direct marketing arm of the network.He says his father is "the kind of leader that you aspire to be one day".

"We were never forced into agency life. It sort of happened by default," says Nabil.

"We were brought up with advertising being discussed at the dinner table. As far back as I can remember, it was and still is the only thing I want to do."

Eddie Moutran foresees the day when he gradually withdraws from his firm andin the next few yearsplans to "go home and let the young ones run it".

But today he still holds the reins, and says he is the happiest he has ever been.

"I wanted to build the best agency in the Mena [Middle East and North Africa] region... I think I can safely say that I have delivered on what I was hoping to deliver.

"I am blessed with wonderful children, who are all in the business that I love. And they love it more than me. I'm blessed with grandchildren. And I'm blessed with a beautiful, adorable wife."

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Emiratisation at work

Emiratisation was introduced in the UAE more than 10 years ago

It aims to boost the number of citizens in the workforce particularly in the private sector.

Growing the number of Emiratis in the workplace will help the UAE reduce dependence on overseas workers

The Cabinet in December last year, approved a national fund for Emirati jobseekers and guaranteed citizens working in the private sector a comparable pension

President Sheikh Khalifa has described Emiratisation as “a true measure for success”.

During the UAE’s 48th National Day, Sheikh Khalifa named education, entrepreneurship, Emiratisation and space travel among cornerstones of national development

More than 80 per cent of Emiratis work in the federal or local government as per 2017 statistics

The Emiratisation programme includes the creation of 20,000 new jobs for UAE citizens

UAE citizens will be given priority in managerial positions in the government sphere

The purpose is to raise the contribution of UAE nationals in the job market and create a diverse workforce of citizens

MATCH INFO

West Ham United 2 (Antonio 73', Ogbonna 90 5')

Tottenham Hotspur 3 (Son 36', Moura 42', Kane 49')

MATCH INFO

Manchester United 1 (Fernandes pen 2') Tottenham Hotspur 6 (Ndombele 4', Son 7' & 37' Kane (30' & pen 79, Aurier 51')

Man of the match Son Heung-min (Tottenham)

ICC Intercontinental Cup

UAE squad Rohan Mustafa (captain), Chirag Suri, Shaiman Anwar, Rameez Shahzad, Mohammed Usman, Adnan Mufti, Saqlain Haider, Ahmed Raza, Mohammed Naveed, Imran Haider, Qadeer Ahmed, Mohammed Boota, Amir Hayat, Ashfaq Ahmed

Fixtures Nov 29-Dec 2

UAE v Afghanistan, Zayed Cricket Stadium, Abu Dhabi

Hong Kong v Papua New Guinea, Sharjah Cricket Stadium

Ireland v Scotland, Dubai International Stadium

Namibia v Netherlands, ICC Academy, Dubai

Farage on Muslim Brotherhood

Nigel Farage told Reform's annual conference that the party will proscribe the Muslim Brotherhood if he becomes Prime Minister.
"We will stop dangerous organisations with links to terrorism operating in our country," he said. "Quite why we've been so gutless about this – both Labour and Conservative – I don't know.
“All across the Middle East, countries have banned and proscribed the Muslim Brotherhood as a dangerous organisation. We will do the very same.”
It is 10 years since a ground-breaking report into the Muslim Brotherhood by Sir John Jenkins.
Among the former diplomat's findings was an assessment that “the use of extreme violence in the pursuit of the perfect Islamic society” has “never been institutionally disowned” by the movement.
The prime minister at the time, David Cameron, who commissioned the report, said membership or association with the Muslim Brotherhood was a "possible indicator of extremism" but it would not be banned.

The specs: 2019 Audi A7 Sportback

Price, base: Dh315,000

Engine: 3.0-litre V6

Transmission: Seven-speed automatic

Power: 335hp @ 5,000rpm

Torque: 500Nm @ 1,370rpm

Fuel economy 5.9L / 100km

'Worse than a prison sentence'

Marie Byrne, a counsellor who volunteers at the UAE government's mental health crisis helpline, said the ordeal the crew had been through would take time to overcome.

“It was worse than a prison sentence, where at least someone can deal with a set amount of time incarcerated," she said.

“They were living in perpetual mystery as to how their futures would pan out, and what that would be.

“Because of coronavirus, the world is very different now to the one they left, that will also have an impact.

“It will not fully register until they are on dry land. Some have not seen their young children grow up while others will have to rebuild relationships.

“It will be a challenge mentally, and to find other work to support their families as they have been out of circulation for so long. Hopefully they will get the care they need when they get home.”

Mercer, the investment consulting arm of US services company Marsh & McLennan, expects its wealth division to at least double its assets under management (AUM) in the Middle East as wealth in the region continues to grow despite economic headwinds, a company official said.

Mercer Wealth, which globally has $160 billion in AUM, plans to boost its AUM in the region to $2-$3bn in the next 2-3 years from the present $1bn, said Yasir AbuShaban, a Dubai-based principal with Mercer Wealth.

Within the next two to three years, we are looking at reaching $2 to $3 billion as a conservative estimate and we do see an opportunity to do so,” said Mr AbuShaban.

Mercer does not directly make investments, but allocates clients’ money they have discretion to, to professional asset managers. They also provide advice to clients.

“We have buying power. We can negotiate on their (client’s) behalf with asset managers to provide them lower fees than they otherwise would have to get on their own,” he added.

Mercer Wealth’s clients include sovereign wealth funds, family offices, and insurance companies among others.

From its office in Dubai, Mercer also looks after Africa, India and Turkey, where they also see opportunity for growth.

Wealth creation in Middle East and Africa (MEA) grew 8.5 per cent to $8.1 trillion last year from $7.5tn in 2015, higher than last year’s global average of 6 per cent and the second-highest growth in a region after Asia-Pacific which grew 9.9 per cent, according to consultancy Boston Consulting Group (BCG). In the region, where wealth grew just 1.9 per cent in 2015 compared with 2014, a pickup in oil prices has helped in wealth generation.

BCG is forecasting MEA wealth will rise to $12tn by 2021, growing at an annual average of 8 per cent.

Drivers of wealth generation in the region will be split evenly between new wealth creation and growth of performance of existing assets, according to BCG.

Another general trend in the region is clients’ looking for a comprehensive approach to investing, according to Mr AbuShaban.

“Institutional investors or some of the families are seeing a slowdown in the available capital they have to invest and in that sense they are looking at optimizing the way they manage their portfolios and making sure they are not investing haphazardly and different parts of their investment are working together,” said Mr AbuShaban.

Some clients also have a higher appetite for risk, given the low interest-rate environment that does not provide enough yield for some institutional investors. These clients are keen to invest in illiquid assets, such as private equity and infrastructure.

“What we have seen is a desire for higher returns in what has been a low-return environment specifically in various fixed income or bonds,” he said.

“In this environment, we have seen a de facto increase in the risk that clients are taking in things like illiquid investments, private equity investments, infrastructure and private debt, those kind of investments were higher illiquidity results in incrementally higher returns.”

The Abu Dhabi Investment Authority, one of the largest sovereign wealth funds, said in its 2016 report that has gradually increased its exposure in direct private equity and private credit transactions, mainly in Asian markets and especially in China and India. The authority’s private equity department focused on structured equities owing to “their defensive characteristics.”

Company%20Profile
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Kill%20Bill%20Volume%201
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Day 3 stumps

New Zealand 153 & 249
Pakistan 227 & 37-0 (target 176)

Pakistan require another 139 runs with 10 wickets remaining