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Omar Qatan has perfected the art of identifying the right person for the right job even as he takes companies to greater glory, says Mayank Singh

It took Omar Qatan, CEO, Oman Oil Marketing Company (OOMCO) less than a week since he took over as the general manager of Gulf Stone in 2004 to realise that the company needed to take some drastic measures. Gulf Stone had lost 98 per cent of its paid up equity of RO2mn since it commenced production in June 2001 and was all but bankrupt. While scanning the company's HR roster, a young man named K V Sudarshan caught his eye. Though young, the man had shown remarkable potential during his short stint as assistant plant manager. Brushing aside resistance, Qatan made Sudarshan the plant manager, entrusting him with the task of bringing in new efficiencies. The move paid off big time. Within six months the company had made a profit of RO30,000. "The young man saved Gulf Stone and proved to be a vital factor in the success of the company," says Qatan.

If leadership is a function of managing people, then Qatan is one of its finest exponents. An uncanny ability to identify the right man for the right job has been a hallmark of Qatan's managerial style over the last 23 years. Says Shaukath Assadi, general manager, lubricants, OOMCO, "He appreciates talent and believes in young people." If identifying the right talent is half the job, stating a vision and working towards achieving measurable goals complete it. And Qatan has not been found wanting in either.

Setting the roadmap

Since joining OOMCO in April 2006, Qatan has been working on enhancing the international profile of the company. "This is a part of our restructuring efforts for the future." The company is looking at investments in fuel related businesses abroad and the CEO has made it clear that there won't be a turning back on this count. OOMCO is now looking at making inroads into Yemen. The company is also chalking out plans to export lubricants to other markets. "Since taking charge he has made some tough decisions keeping the best interests of the business and shareholders in mind," says Aminurddin Jalil, senior general manager, OOMCO.

Treading the road less travelled is nothing new for Qatan. It is a path that he has traversed many a time over the years. A civil engineer from California University and masters degree holder in public health from Leeds University, UK, Qatan started his career with Royal Oman Police (ROP) as an engineer in 1984. "Supervising the ROP projects gave me excellent exposure to various facets of time management in a hands-on manner." After 11 years with ROP he joined Galfar as senior manager, projects. If ROP was the crucible where he gained engineering skills, Galfar provided a chance to perfect his managerial expertise. Starting off with PDO projects, Qatan quickly moved on to head the company's branch office in Yemen. He was later given charge of the RO30mn Salalah sewerage and conveyor system project. "My five years at Galfar taught me how to do quality job ensuring optimum utilisation of resources."

Managerial ethos

Qatan is a firm believer in laying out a clear cut vision for his team. "A leader should empower his team, without which they will not be in a position to achieve anything. Accountability should be there but only as a facilitator." Despite being a hard taskmaster Qatan is no slave driver. A liberal and democratic manager, he feels that a CEO needs to work closely with the HR department for the welfare of the organisation. Says Assadi, "He follows an open door policy and is ready to listen to any feedback that comes his way." That is something seconded by his prot from Gulf Stone, Sudarshan. "He is proactive and gives a lot of freedom to subordinates."

The many years spent in the construction industry has helped Qatan evolve a unique way to share information and brainstorm. While working on projects most senior engineers meet up for an evening cup of tea. The exercise gives everyone a chance to share the progress at each other's site. Qatan has effortlessly transported the approach to the corridors of the corporate sector. So at four every evening, the CEO at OOMCO can be seen savouring his tea in the company of his managers. "It helps the flow of information in a casual manner," reasons Qatan. Overall, he feels that a good manager should work towards the twin goals of helping his team in fulfilling its objectives and ensure the welfare of his staff members.

Spacing it out

Though he has spent close to 25 years in the business he says he feels the same motivation and drive as when he started out. According to him, one's achievements are one's biggest motivating factor. "I hate stagnation and consider myself a professional rather than a workaholic."

His day at work starts at seven in the morning with a quick look at the day's itinerary. The next hour is spent checking and replying to mail, followed by a series of meetings. Finally, at six it is time to call it a day.

Once home, a quick shower later, he is out again, this time for a 40-minute walk either on the beach or the ministry road at Al Khuwayr. The rest of the evening is spent listening to news on television and playing with his eight-year-old son Mohammed. A doting father, Qatan takes his parenting responsibilities as earnestly as his work. "It is essential to spend time with children to raise them in a stable manner."

An avid reader in his growing-up years, Qatan rues the fact that his hectic schedule leaves him with little time to catch up with this hobby. Though his reading has been limited to Arabic novels and management books lately, he counts authors like Tolstoy, Rousseau, Shakespeare, Hemingway, Najid and Tah Hussain amongst his favourites.
Having grown up in Salalah and with his extended family still living there, most vacations are a chance to get away to this idyllic location. He says he is never tired of this southern city and the khareef season is a particular favourite. "Salalah has a soothing climate and the city is beautiful and relaxing. Moreover, Salalah with its small town values has an old world charm." Striking similarities like lush green environs as well as polite and considerate people have made South East Asian countries like Singapore and Malaysia a favourite holiday destination abroad for his family.

Though he has imbibed several qualities from different people over the years, Qatan feels his father Ahmed Salam Qatan has been the overwhelming influence on his life. "My father was a wholesaler of groceries in Salalah in the 1960s. I started helping him since the age of six and this has taught me how to attract potential customers." The boy from Salalah has come a long way but he has not forgotten his earliest lessons Ð that business is all about attracting and retaining customers.