Interviewer: Good afternoon, Mr. Ayat. It’s an honor to speak with you today. Your career in the automotive industry has been truly inspiring. Could you start by sharing what initially drew you to the automotive sector and how your journey began?
Michel Ayat: Good afternoon, and thank you for having me. My journey in the automotive sector began nearly 35 years ago, driven by a passion for innovation and a fascination with how the automotive industry shapes the future of mobility. Joining AW Rostamani Automotive Group (AWR) was a natural step for me, given the company’s strong reputation and its commitment to excellence. From the beginning, I was excited by the opportunity to contribute to a field that is both dynamic and influential.
Interviewer: Your tenure at AWR includes a remarkable 17 years as CEO. What were some of the key challenges you faced during this time, and how did you address them?
Michel Ayat: Leading AWR as CEO presented numerous challenges, from navigating economic fluctuations to adapting to rapid technological advancements. One of the significant challenges was maintaining our market leadership while expanding our portfolio. To address this, we focused on strategic innovation and diversification. Introducing the Balanced Scorecard (BSC) concept was a pivotal move, as it revolutionized our strategic planning and performance measurement. This approach allowed us to align our goals effectively and track our progress, which was crucial for sustaining our competitive edge.
Interviewer: You’ve played a crucial role in managing renowned automotive brands such as Nissan, INFINITI, and Renault. How have you worked to maintain and enhance these brand relationships?
Michel Ayat: Maintaining strong relationships with leading automotive brands involves a blend of strategic vision and operational excellence. We prioritize open communication and collaboration with our brand partners to ensure alignment on goals and expectations. Additionally, we continuously invest in training and development for our teams to uphold the high standards required by these brands. Our commitment to excellence is reflected in the awards and recognitions we’ve received, which reinforce our reputation as a trusted partner in the automotive industry.
Interviewer: Under your leadership, AWR Trading Company has expanded its portfolio to include premium global brands. What strategies have you employed to drive this growth?
Michel Ayat: Expanding our portfolio involved a strategic approach to identify and partner with leading global brands in allied sectors. We focused on brands that complement our automotive offerings and align with our commitment to quality. By leveraging our market expertise and operational capabilities, we successfully introduced brands like TOTAL Lubricants, AMARON Batteries, and CEAT Tires. Our strategy includes not only expanding our brand portfolio but also ensuring that each brand receives the attention and resources needed to thrive in the market.
Interviewer: AWR Mobility, under your leadership, has become a key player in the mobility sector with Shift Car Rental and new acquisitions. How do you envision the future of mobility, and how is AWR positioning itself for these changes?
Michel Ayat: The future of mobility is driven by innovation and a shift towards more sustainable and flexible transportation solutions. At AWR Mobility, we’re committed to staying at the forefront of these changes. Our fleet of over 11,000 vehicles through Shift Car Rental is just one example of how we’re meeting the evolving needs of our customers. By acquiring exclusive distribution rights for brands like Chery, Zeekr, and Smart, we’re diversifying our offerings to include new and innovative mobility solutions. Our goal is to provide our customers with a range of options that align with emerging trends and technologies.
Interviewer: The Balanced Scorecard (BSC) approach you introduced has been highly impactful. Can you explain how this concept has influenced AWR’s strategic planning and performance?
Michel Ayat: The Balanced Scorecard (BSC) has been transformative for our strategic planning and performance management. By incorporating financial and non-financial metrics, the BSC provides a comprehensive view of our organizational performance. It helps us align our strategic objectives with operational activities, ensuring that we’re not only meeting our financial goals but also excelling in customer satisfaction, internal processes, and employee development. This holistic approach has been crucial for driving continuous improvement and achieving long-term success.
Interviewer: AWR recently embarked on the development of a new parts distribution centre at Dubai Industrial City. Can you tell us more about this project and its significance?
Michel Ayat: The new parts distribution centre is a significant milestone for AWR. Scheduled for completion in 2025, this state-of-the-art facility will span over 32,500 square meters and house 150 employees. The centre will serve as a hub for industry innovation and excellence, enhancing our ability to deliver efficient and effective parts distribution. This project reflects our commitment to improving safety, productivity, and commercial efficiencies, ultimately benefiting our customers and partners.
Interviewer: Beyond your role at AWR, you also serve as Chairman of the Dubai Car Dealers Business Group (DCDBG). How has this role influenced your perspective on the automotive industry?
Michel Ayat: Serving as Chairman of the DCDBG has provided me with a broader perspective on the automotive industry, particularly in Dubai. The DCDBG aims to unite automotive distributors and facilitate dialogue between the public and private sectors. This role has allowed me to contribute to shaping policies and initiatives that impact the industry. It also highlights the importance of collaboration and communication among industry stakeholders to address common challenges and drive positive change.
Interviewer: Your achievements extend internationally with acquisitions in emerging markets like India and the UK. What drives your global expansion strategy, and what are your future plans?
Michel Ayat: Our global expansion strategy is driven by a desire to tap into emerging markets with high growth potential. Acquiring dealerships in markets like India and the UK allows us to extend our reach and introduce our successful business model to new regions. Looking ahead, we plan to continue exploring opportunities in both established and emerging markets. Our focus will be on identifying strategic partnerships and investments that align with our growth objectives and enhance our global presence.
Interviewer: Finally, what advice would you give to aspiring leaders in the automotive industry?
Michel Ayat: My advice to aspiring leaders is to cultivate a strong vision and embrace innovation. The automotive industry is dynamic and ever-evolving, so staying ahead requires a willingness to adapt and think creatively. Building strong relationships and fostering a culture of excellence within your team are also key. Never underestimate the power of strategic planning and continuous learning, as these elements are crucial for long-term success.
Interviewer: Thank you, Mr. Ayat, for sharing your insights and experiences with us. It’s been a pleasure learning more about your remarkable journey and the future of the automotive industry.
Michel Ayat: Thank you for the opportunity. It’s been a pleasure to discuss these topics, and I appreciate your interest in our work at AWR and the automotive sector.
