I can still recall the moment that determined my career path as a lawyer with crystal-clear clarity. I was in a meeting with a school advisor to review my exam results: he told me that I was obviously rubbish at maths and science, so it would be best to focus on something where I could put my decent English grade to good use.
And so it was that the legal profession beckoned. Many years later, I still think back on that meeting and realise that my career advisor was absolutely correct. Building relationships – engaging with people – is what I am good at. It is what everyone needs to be good at if they are to succeed in a client-focused working environment.
After a period with legal firms in Edinburgh and Glasgow, I returned to my native Aberdeen and worked my way up to the position of head of legal at John Wood Group. While in that role, I attended an event hosted by Abu Dhabi National Oil Company (ADNOC) and it truly opened my eyes to the scale of oil and gas production in the region.
It was obvious to me that the Middle East would become a key market for North Sea companies with internationalisation potential – and that there was a need for a boutique consultancy that could guide them through that process.
I set up Hugh Fraser International in Dubai in 2003, working alongside innovative companies with advanced technology and know-how as they broke into new markets in the Middle East and North Africa (MENA) region. They were about to make a significant financial investment – they were primed and ready to do that – but what I always underlined was the need for another investment that I maintain is just as critical as capital.
Working in this region and having my feet firmly on the ground, I soon came to learn that those who invested their time and energy into building relationships with the buyers, contractors, and decision-makers who could make or break their future were generally those who succeeded.
Communication is key, and relationships are crucial to the success of business expansion projects in this region. We may be in an age where E-mail and Skype reign supreme, but if you want to do business here, the only way you can expect to be taken seriously is to do it face to face.
The Middle East is a vibrant and exciting region, but companies with their origins elsewhere need to understand that it has a very different approach to commercial interactions. It’s one that can be a minefield for those who have never been through the process before.
That same pattern – where companies were failing to realise their expansion potential simply because they were not committing time to building relationships with those who mattered most – was also apparent when I became managing partner for the Dubai offices of Andrews Kurth Kenyon.
I spent four years with the firm before deciding that I once again wanted to take the helm of my own business. I have just relaunched HFI Consulting International at what is an incredibly exciting time for companies looking to take their products and services to a Middle East customer base.
Prospects are bright in the short, medium, and long term, with a range of niche opportunities opening up in an ever-increasing number of territories. Nations such as Iran, the UAE, Kuwait, Oman, Iraq, and Egypt are about to grow in relevance, and we are also offering a specialist service based around the Saudi Arabia 2030 Economic Vision. We provide deep knowledge and experience for clients that want to establish joint ventures and business structures in response to this major development plan.
