In just five years, Meraj Syed was able to turn his web-based start-up into a bona fide business.
Mr Syed's online business and lifestyle magazine, Newzglobe.com, is also a social platform where readers can share their ideas and stories with journalists and bloggers.
Last year, it managed to pull in 1.3 million unique visitors a month and turn over about US$10 million (Dh36.7m) in revenues. But that success story was set in Sweden.
When Mr Syed brought his company to the UAE last year to expand Newzglobe.com throughout the Middle East and Asia, he says he had to learn a whole new code of conduct for doing business.
"I had to erase everything from my brain about business and fill it with new information," said Mr Syed this week in Abu Dhabi at a seminar for entrepreneurs.
"When I was setting up my company I had two choices: either I could hire a company, which would set it up for me and they will charge me a lot of money; or I could do it by myself," he said.
"I chose to do it by myself because I would learn everything, and I think that's important when you come to a new place and start a new business."
But the process is not always easy for business leaders who are new to the region. There are cross-cultural considerations executives should keep in mind, according to Jeremy Williams, the former British defence attache to the UAE and Bahrain.
His company Handshaikh, based in the UK, provides customised business seminars and training for companies in the Gulf.
In his book Do they Know it's Friday?, which was fully revised and re-released last November, Mr Williams shares some advice for professionals looking to be on their best "business behaviour". Here are some of his tips:
Speak the same language: in presentations with potential business partners, remember to include at least the executive summary in Arabic, as a sign of respect and in case someone is not as fluent with written English. Bigger project proposals may require complete translations, as they will probably be examined by a committee of experts who will report to senior personnel, and may do so in Arabic rather than English.
Turn presentations upside down: many westerners start presentations with historical background on the company and the market. This can be counter-productive in the Gulf. Start by drawing attention to those goods or services that have an immediate local benefit because many nationals who handle procurement appointments often have several projects pitched to them every day.
Watch the clock: some Arab colleagues may be late for a meeting occasionally, but do not be tempted to do the same. "Arabs know that you are particular about time-keeping and therefore, if you are late you might be thought to be casual about the meeting," writes Mr Williams.
Pick your spots: avoid rushing through a meeting or coming to the point of a conversation too abruptly. Coffee or tea may be served first. When the moment to pitch a specific product or business concept does arrive - and it may take several meetings - "it usually occurs quite naturally and without special fanfare or preparation", Mr Williams writes.
Find the right tone: some from the West can come across as insensitive when rejecting the wishes of a customer from the Gulf. Attempts to be respectful can come across as patronising or condescending, which could do "untold damage" to personal relationships, warns Mr Williams.
