Ghada Ismail
As artificial intelligence reshapes the business landscape, founders are rethinking how they scale their companies, improve efficiency, and respond to market uncertainty. In an interview with Sharikat Mubasher, Benjamin Owen, Business Coach, discusses how AI is creating new opportunities for entrepreneurs, what distinguishes founders in the GCC from those in other markets, and why building a self-managing company requires more than technological innovation. He also shares his views on leadership, talent, and the qualities that will define successful businesses over the next five years.
How has the current business environment changed the way founders think about growth?
Current technological shifts have empowered business owners to do more with less. A true 10x transformation in a business can only be achieved through technological innovation or by creating a new world for customers. AI has given founders the power to do both.
Founders now have more opportunities to do less while achieving better results, thanks to AI, disruptive technology, and, somewhat unfortunately, geopolitical disruption. Sometimes, a scaling company needs to disrupt its own established ways of working; other times, change is forced upon it by the economy. My opinion is that founders need to disrupt themselves before the market does.
Has the AI boom created too many startups chasing the same opportunity?
In my opinion, there is plenty of room for competition in any market. Founders can choose which part of the market they want to serve and become a leader in. The surge in AI startups is simply a signal that plenty of opportunities are available. The technology is advancing so quickly that many of the ideas, products, and services being created today will become obsolete or significantly better within a matter of months.
Are AI startups solving real problems or simply adding AI to existing products?
I believe AI startups are both solving problems and adding AI to existing products. Integrating AI into certain existing products can solve significant problems and create tremendous value for many people.
One of the partners in my mastermind group has an app called Talktokaya, which provides a safe space for people to talk to a virtual companion when they feel lonely. It is exceptional and is genuinely helping people who have nobody to turn to in moments of need. It is a transformational AI companion.
What stands out to you about GCC founders compared with founders in other markets?
What stands out about GCC founders is their strong abundance and growth mindset. Perhaps I can explain this by contrasting it with the UK, where I began my business journey. There, it sometimes felt as though the more successful I became, the heavier the burden I carried because of the taxation system.
Another sentiment my clients report is the desire here to see one another succeed. This is a stark contrast to the experience in some other countries.
What role can AI play in helping companies in the GCC region scale faster?
The GCC is one of the fastest-evolving regions in the world, and AI gives founders access to significant leverage, data, and resources. It can also make testing ideas and exploring different approaches much easier.
I am a strong advocate of the idea that the founders who win are those who test and iterate the fastest. AI is perhaps the most effective tool for this process.
How can founders build companies that operate without them?
Building a self-managing company is really about operationalizing an 80/20 cycle in your business. This means finding the right people, processes, and platforms to execute the work, allowing you to elevate yourself out of the day-to-day running of the business.
It is also essential to start with the end in mind. Many founders build themselves into their company's processes. They become the key decision-makers, hold on to roles and tasks for too long, and prioritize work over leverage.
Building a self-managing company is not just about creating a leveraged model. It is also about having a sufficiently ambitious goal to attract individuals with the highest level of talent, who can drive the business beyond the founder's own capabilities.
What mistakes do companies make when responding to times of uncertainty?
There is a distinction I work on with my clients that I consider fundamental to coaching: the difference between being a victim and being an owner.
A victim sees themselves as subject to circumstances and reacts to what is happening. An owner takes responsibility for their state of mind and chooses how to respond to a situation.
I believe the mistake people in companies make during uncertain times is becoming reactive or allowing themselves to become victims of uncertainty.
Leaders can also fall into the "when-then" paradox, waiting for circumstances to change before taking action.
What do you think the strongest companies will look like five years from now?
Five years from now, the strongest companies will be those with goals that attract the best talent, cultures built around a strong sense of purpose, and the ability to create a new world for their customers.
I believe the defining trait of the strongest companies will be their ability to achieve outsized results with small teams. They will have leveraged technological innovation so effectively that they can make a disproportionate impact relative to their size.