• Donate
  • Our Purpose
  • Contact Us
Executive Magazine
  • ISSUES
    • Current Issue
    • Past issues
  • BUSINESS
  • ECONOMICS & POLICY
  • OPINION
  • SPECIAL REPORTS
  • EXECUTIVE TALKS
  • MOVEMENTS
    • Change the image
    • Cannes lions
    • Transparency & accountability
    • ECONOMIC ROADMAP
    • Say No to Corruption
    • The Lebanon media development initiative
    • LPSN Policy Asks
    • Advocating the preservation of deposits
  • JOIN US
    • Join our movement
    • Attend our events
    • Receive updates
    • Connect with us
  • DONATE
BrandsTech

The Atamian story

by Roman St Clair June 2, 2015
written by Roman St Clair

The story of Atamian is the story of its founder Hagop Atamian, who prefers to go by the name, Mr. Jacques. Nattily dressed in a navy birdseye suit matched with a white herringbone shirt, a blue striped tie, a finely manicured white pencil moustache and a Blancpain round his wrist, Atamian sits opposite me in his shiny office north of Beirut and begins to tell me the incredible story of how he came to be one of Lebanon’s largest wholesale watch distributors.

It was almost preordained that Atamian would work in the watch industry. “I was born into a watch sellers’ family and from a young age I learned the trade in my father’s repair shop in central Beirut,” he tells me. Though an accomplished student, his ambitions led him to quit school at the age of 18, as he “wanted to do something better than repairing and so on.” Six years later, in 1960, he had saved up enough money to make a pilgrimage to Switzerland. While there, he worked his way up a small, now defunct, watch factory in La Chaux-de-Fonds, in the so called ‘Watch Valley,’ nurturing business relationships that would later define his future career.

In the early 1960’s, he started to bring small numbers of mid to low range watches in his suitcase back to Lebanon, which he would sell in his father’s shop. He recalls, “In that time, the customers were not rich, they were middle class locals, so the watches weren’t very expensive.” To expand, he realized, he would need to import more watches and start selling wholesale to distributors. As he put this into practice, his business grew steadily and by 1973, he had two shops of his own. One in Beirut’s port district catered to tourists and sailors who rolled off the ships into Beirut, which he mysteriously describes as “a very interesting business,” and the other, a large three floor office and shop at the entrance to the old Beirut Souks.

Jaeger-LeCoultre-Beirut-Souks
 
Two years later, disaster struck as Lebanon descended into civil war. “Business was going well and then the Civil War started in 1975 and I lost everything,” he says, dusting off his hands. Almost all of Atamian’s clients debunked on their outstanding payments and his shops, located in volatile districts near the Green Line, were looted and abandoned. He retreated home, to the hills overlooking Beirut, praying for the fighting to cease. “For two years, I waited but I saw that there was no end to this war.” Atamian then decided that he could no longer sit idly by, he took what little stock he had left to the souks in Jbeil and Jounieh and flogged them all for a pittance. His business liquidated, he was back to square one.

The small amount of money from the fire sale was enough to buy another ticket to Switzerland. Atamian returned, hat in hand, and begged his old friends for a favor. Luckily, they had nothing but respect for the plucky young Beiruti. “They were ready to help and gave me a credit line even, despite the war,” he says. He traveled to Switzerland every other month, each time bringing back more watches in his suitcase. As Atamian astutely observed, the Civil War years were, counter intuitively, prosperous for some: “In the war, true, it was difficult for people like me and others to work but some people were earning money from from it, life continued. There was a lot of money coming into the market.” In turn, he also managed to piece back together the business he had so nearly lost.

IWC-Beirut-Souks1

 
In 1980, Atamian bought a miniscule 6 meter square shop in Bourj Hammoud, which is still open today. He hired a single worker as he went around the markets looking for customers. It was around this time that he secured the distribution rights to his first luxury brand, Longines (today, Atamian also carries Blancpain, Breguet, Balmain, Baume & Mercier, Bovet, De Bethune, Dior, Dewitt and also distributes Timezone watches). Later, he bought a small office near the shop and patiently sat out the rest of the war. By the 1990s, it was clear that Atamian had not only managed to survive, he had proved himself to his Swiss contacts, who recommended him to their peers. By January 2000, he had outgrown the office in Bourj Hammoud and moved to the third floor of the Vartanian Center on the Dora Highway

Since then, the Atamian group has expanded its distributor and supplier networks even further. They have cashed in on the explosion of shopping malls and own boutiques for Piaget, IWC Schaffhausen, Jaeger-LeCoultre, Calvin Klein, TAG Heuer and Longines in the Beirut souks — not to mention their boutiques in ABC mall (Ashrafieh & Dbayeh branches), City Mall, Beirut Mall and Beirut City Center. Mr. Jacques is slowly taking a backseat and handing the reins to his eldest son Maher. It is important for the business to keep moving with new energy and new blood, he says. The story of Hagop “Mr. Jacques” Atamian is almost a type of Lebanese parable. It shows that with resilience, determination and hard work, injustice, pain, every obstacle, can be overcome, even if it involves war. As we reach the end of our conversation, smiling wryly, he says, “To get there, you must first be honest in your job.”

Atamian

June 2, 2015 0 comments
0 FacebookTwitterPinterestEmail
Real estateReal estate 2015: All puffed upReal Estate

Mismatch made in the heavens

by Jeremy Arbid & Thomas Schellen June 2, 2015
written by Jeremy Arbid & Thomas Schellen

As cities go, Beirut has every reason to be regarded as the grand dame of regional urbanity — a proud dowager that stands out among Arab metropolises as queen of style and savoir vivre. But she is filling out like a high school senior, especially around the upper floors of the priciest residential towers. Those epitomes of luxury, construction of which began during the real estate boom five or six years ago, are now finally almost ready for delivery and provide a near full image of the skyline that the Lebanese will have to live with for generations to come.

Whether they are individually perceived as top engineering and architectural accomplishments or mere misshapen tributes to greed, Beirut’s new towers perhaps more than anything illustrate two aspects of the Lebanese economy: the fact that property development is a vitally important activity for the country’s economic well being and the bipolar reality of an economic nation where production is heavily concentrated in the center, but whose productive majority can less and less afford to live in it.

What is new in this picture is that the detrimental split between a rarified class of high end developments and an ignored demand for intelligent and affordable projects has apparently started to impact professional property developers. While they continue to break ground on projects in Beirut, developers today acknowledge that sales in the pricey market segments remain sluggish at best.

[pullquote]“Below $500,000 it is a fantastic market — it’s booming”[/pullquote]

“The market is very rigid now in anything above $2 million. Between $2 million and $500,000 it’s okay, it’s sluggish, but below $500,000 it is a fantastic market — it’s booming,” says Massaad Fares, property developer, consultant and head of the Real Estate Syndicate of Lebanon (formerly an ‘association’, it still goes by REAL).

Essentially, these assessments are estimates and carry credibility because numerous developers share similar views based on their market experience. Beirut based real estate consultancy Ramco, in 2013, produced some rare statistics that quantified the sluggishness of high end demand. From a survey of 65 projects in Beirut — with asking prices starting at $2,800 per square meter — the consulting firm found that of 1,236 such upmarket units that had been completed in 2013, 277 remained unsold by April 2014. The average apartment size of unsold units was 305 square meters with a cumulative value totaling $437,583,544.

All indications are that apartments in Beirut this spring have also been lingering on the market like last summer’s fashion line — prices are now more flexible and, at many developments, reduced. Where before purchasing an apartment in one of Beirut’s prime areas meant paying the asking price, today real estate marketers boast their pricing flexibility as a selling point. It is, as Plus Properties’ marketing manager Amanda Hajjar points out, the “best time to invest in this market because you have negotiation power with the developer.”

The eager sales pitches do not find all that many takers, however. The high starting prices in the capital put homes out of reach for almost all first time buyers, while Lebanese expatriates and wealthy foreigners look to other locales to safekeep their real estate investments. The market has expressed an uneasy dualism for several years. At the upper end of the scale, luxury units in Beirut’s prime areas — downtown, Verdun and Ashrafieh for example — theoretically generate fantastic profit margins but are, in polite terms, selling slowly. At the opposite end, and this means lowbrow developments outside of Beirut, margins are slim but apartments sell like hotcakes.

Developers have of course noticed this trend not just yesterday but several years ago, and have talked in many an interview about the need to shift their strategies. Some champions of luxury real estate used almost every opportunity to speak glowingly about the beauty of developing small units and about the wisdom of undertaking humbler projects some distance from the capital.

All the while, however, the really notable initiatives of the past two or three years were those where branded developers promoted projects in Beirut whose ‘affordable’ unit prices just camouflaged the attempt to achieve even higher profit margins per square meter in built-up areas. A whole wave of such projects were launched in ‘trendy’ areas of the capital whereby the much lower meterage of offered living space made the value propositions of the units’ lower asking prices look, at the very least, doubtful from a buyer’s use value perspective.

[pullquote]Leading developers’ professions of interest in the affordable market are becoming more than theoretical[/pullquote]

Increasingly today, leading developers’ professions of interest in the affordable market are becoming more than theoretical. With growing numbers of unsold units on their books and luxury developments looking like shakier propositions in longer and broader terms, it seems that leaders of the property development industry are finally getting serious about the Lebanese real estate market’s ‘democratization’, meaning development of a developer skill set where project quality and affordability are not absolute opposites.

Despite central bank backed financing being relatively accessible for first time home buyers, many of Lebanon’s high end developers are only in the early stages of learning how to build for this market, where profit margins become tighter and the timing of project delivery is critical. They’re also keeping an eye on Syria — when the raging war will end is anyone’s guess, but reconstruction of that country’s high end housing needs represent a shining opportunity for Lebanese developers.

real-estate-macro-2

Unorganized market

“Today in Lebanon the real estate market is unpredictable,” says general manager of Al Mawarid Real Estate Rania Akhras. Unpredictable market conditions are among the sector’s challenges that organizing bodies REAL and the Real Estate Developers Association — Lebanon (REDAL) hope to address. The real estate sector remains fragmented with only limited planning addressing Lebanon’s housing needs. Part of the issue lies with the government’s almost complete absence as a regulator and policy planner. At the project level, developers encounter difficulty in planning housing projects due to a lack of statistics and, as Fares points out, current indicators — like real estate transactions and cement deliveries — are not accurate and are inadequate to use for planning purposes.

Both Fares and Namir Cortas, head of REDAL, say the lack of statistics is a weakness. “I cannot write a feasibility study … [I] don’t have reliable references,” Fares says, with Cortas noting data is needed to “understand what the sector is paying and understand how it affects other sectors because [real estate is] the central sector — we affect just about everybody.” While the two recognize it as a fundamental need they both say neither organization has the resources to compile the right statistics.

In other ways both REAL and REDAL are making headway towards the professionalization of the real estate sector. Fares, at REAL, is focusing on improving the home buyer’s purchasing experience by standardizing the broker profession. “It’s so important that they know how to sell an apartment … Your client is so important because he brings the bread and you have to be honest and give him the right information and advice,” he says. To do so, REAL has teamed up with the American University of Beirut to offer courses and certification for realtors, a planned prerequisite for REAL membership. Formed in 2013 REDAL has focused largely on issues of taxation because, Cortas says, when it comes to the real estate sector “such a big proportion of it is indirect. In other words you suffer it before you realize the profit.”

Unsold Luxury

The slowdown at the highest end of the market means many units that have or will come online remain unsold. Fares says there are some 1,000 unsold units at a value above $2 million, with an estimated cumulative value totaling $3 billion. While that might look to some like a glut in the market Fares nonchalantly reasons that, “The real estate market in Lebanon is around $6–7 billion per year, so $3 billion in the sector is not really dangerous. These type of units — this sector of the market — is normally developed by well to do developers so they can sustain it.” Similarly, Akhras agreed that this money sitting in the market is part of the attractiveness of investing in real estate — “There is cash to be stored,” she says.

The ability of real estate to serve as a safe store of wealth is of course well established in Lebanon. Many projects in the country are not leveraged because the owners execute them through project companies whose capital consists of a mix of owned land and an investor’s financial contributions. Professional market studies and demand assessments are often not a priority when these projects are designed because the shareholders have no exposure to bank loans and can simply wait, sitting on unsold completed units until the day that somebody meets their asking price.

Affordable segment

When it comes to designing more complex projects with tight margins that include the need for leverages, on the other hand, different business models and other skill sets are needed. That may be why it takes market players more time to venture into downmarket specializations.

“There is certainly a need [and] there is certainly a shortage in housing for the market at affordable prices,” says Cortas, also the director of Estates, a property developer. Demand outstrips supply at the affordable end of the Lebanese market yet few options exist for home buyers in the city. “Today the market is outside Beirut, not inside … [In some places] you can buy an apartment for $1,000 per square meter. You can’t buy anything in Beirut for this price,” says Fares.

One of the main concerns for this segment of the market is the government’s limited involvement offering no holistic policies that encourage the construction of affordable housing. Financing of homes has nonetheless been possible and has recently become more doable for prospective home buyers — but only because of central bank initiatives that have brought benefits to mortgage based borrowing first in 2009–2011 and then again since 2013, due to Banque du Liban’s stimulus package.

[pullquote]“If it wasn’t for the stimulus plan we would be in deep shit — it’s as simple as that”[/pullquote]

“[Riad Salameh] is, with all objectivity, the only government representative working on a productive economy — everybody else is not working on a productive economy,” Fares says, remarking that, “If it wasn’t for the stimulus plan we would be in deep shit — it’s as simple as that.” Cortas points out that “The central bank has realized this particular sector of the market is totally dependent on the availability of mortgages and a system of relatively low interest [rates].”

A Syrian future

It would be inconceivable to have business confidence in Lebanon’s economic future without some innate personal optimism and willingness to embrace risk. In the case of the current property market, this seems to be shaping out as wagers on a reconstruction boom in Syria. Of course there is no current outlook for an end of violence and armed conflict in the neighboring country, but phases of rebuilding may intermingle with the ongoing conflict, at least in speculations driven by the Lebanese experience of the country’s earlier conflict that lasted more than 15 years.

Both Cortas and Fares agree that the reconstruction of Syria, once it begins, will be a huge boon for the Lebanese. “I believe that the reconstruction of Iraq and Syria will only happen through Lebanon,” says Fares, with Cortas adding that, “We are poised as Lebanese developers to be very effective in the reconstruction and development of Syria.”

This is not to be understood as a wild dream of doing megaprojects in the big neighboring country. These projects would be government driven, financed by international programs, and carried out by large international contractors and developers, Cortas says. However, he and Fares both point to the potential for projects outside the mass reconstruction needs — such as building new luxury apartments and offices for wealthy Syrians — as lucrative activities where Lebanese developers will have a huge edge once Syria’s war subsides.

A surge in Syrian rebuilding and development activities might even wipe away quite a few of the headaches that plague the Lebanese property market today. And bring a few new, different ones. A non conflict dividend of Syrian development would generally translate into a boost for the Lebanese economy and any unsold property stock would quickly find demand, for example.

On the other hand, Fares fears that reconstructing Syria will drain the supply of unskilled labor, expert manpower and even machinery from Lebanon. He says, “It is going to be very difficult for Lebanon because we will not find an engineer here anymore — they will all be going there. We will not be able to find any Syrian construction workers — they will all go back.” This would mean the current buyer’s market would flip into a property seller’s market in Lebanon, possibly big time.

June 2, 2015 0 comments
0 FacebookTwitterPinterestEmail
Real estateReal estate 2015: All puffed upReal Estate

Walking towards the light

by Jeremy Arbid June 2, 2015
written by Jeremy Arbid

Instead of hoping for good political news in Lebanon today, property hunters should just trust their fortunes. The country is much more stable than it looks, and smart money has every chance to find good real estate buys. At the same time, there are few bright spots for sellers. The uncertainty in the upper end of the Lebanese market has developers scratching their heads — their business models overwhelmingly depend on developing pricey new projects in order to maintain economic growth and cash flows. But with sales in that segment of the market remaining ‘rigid’, many are now looking to diversify their revenue streams.

The mid to lower end of the market — the affordable housing segment — is booming with demand, partly satisfied by mortgages backed by the central bank’s monetary stimulus. Even some developers who were previously locked into luxury projects are beginning to look at tapping into this market segment. The high cost of land in Beirut, along with buyers demanding homes accessible to arterial roads, point to areas like the suburbs above and below Baabda and around Metn to serve this demand for housing. Executive spoke with several developers who are currently planning or have already established companies to serve first time home buyers, but none spoke of shovel ready projects.

Lebanon is in desperate need of affordable housing options, but the government is ill positioned to coordinate the response. The segment is a cornerstone of the real estate market and the government’s lack of attention has thrown Lebanon into a housing crisis. Even the amended rent law, if it passes this year, is doomed to be ineffectual because Lebanon must pass a budget that considers funding for those tenants who cannot afford to pay the increase — the 2015 draft budget does not.

Housing needs in the country are not limited only to the Lebanese. Refugees — predominantly Syrian, but also Palestinian, Iraqi and Sudanese — also need access to cheap housing. A lack of governmental regulation has seen rental prices soar, followed by illegal evictions when those refugees who could afford shelter ran out of money.

In the end, Lebanon’s real estate market is looking at a long adjustment period before the ship might right. On the one hand, continued regional instability and the war in neighboring Syria have driven investors away and, as a whole, depressed the local economy. On the other, Lebanon’s political impasse has only compounded the situation. The stimulus offered by the central bank, only a quasi governmental actor, has, by many developer accounts, been the only force keeping the market afloat.

June 2, 2015 0 comments
0 FacebookTwitterPinterestEmail
GadgetsTech

Starting from zero

by Louis Parks June 1, 2015
written by Louis Parks

Hosni Auji and Majd Akkar are the sort of people you can’t help but wish well. Auji, a graphic designer by training, and Akkar, a 3D artist and coder, had always hankered to create something of their own. Longtime friends, they joined forces a few years ago for a competition run by the Dutch embassy in Beirut. They later quit their jobs and worked odd hours in order to create Zero Age, their acclaimed indie puzzler game.

Sitting with Auji, you can’t escape his sense of bewilderment. Two and a half years of his life have been turned upside down, largely by a girl in a wizard’s cape and a pointy hat. A freshly minted game designer today, he says, “My whole life I was interested in games, but when I was younger it just wasn’t viable. You got these games, they came from Japan, you don’t know how they’re made, you just play them. It didn’t seem like a career path you could consider.” And neither was film directing — he had headed to Prague to study film after graduating from AUB in graphic design — “[it involved] too much man management, I was too scattered,” as he puts it. So he took the pragmatic course and returned to Beirut, where he worked for the design studio Penguin Cube.

Over time, Auji began to think about game design, as did Akkar. A catalyst appeared on the horizon when, in 2012, the Dutch embassy managed a game contest and the pair dived in. They created a demo, which gained them entrance to the competition and then, they took the leap. They quit their jobs.

Five months later, the two had completed their game, it moved from PC to iPad and it didn’t resemble the demo at all. They had a concept down, and the seeds of something greater. They won. With the $10,000 prize money, the friends gave it a shot, polishing it to become Zero Age.

004After four months, and many changes of course, the concept was locked down. Zero Age is, in Auji’s words, “A 3D puzzle adventure for the iPad, but it requires lateral and spatial thinking.” It’s simple, but also brutally hard. You move a small girl dressed as a wizard around an isometric grid, on which there are blocks that shift in certain directions. You use the blocks and your various powers to move. It’s the sort of game where a single level can take hours and progress is often glacial. It’s also addictive. The way they designed it is as follows: they decided on an interface, whereby you tap on a node to move things around, later adding the concept of fixed nodes. They created puzzles, added an ability, tested it, added another ability and tested again, until they were combining multiple functions in one puzzle zone and elements from separate puzzles to create new, interesting levels.

Creating the puzzles and ironing out kinks was a laborious process and the game was increasingly deconstructed. Days ran into weeks, weeks into months. By December of 2013, the pair expected to launch in April of 2014, but for every bug they removed, another appeared, “The task list just grew, you fix one problem, you add two more, it just never ended,” said Auji. At that point, they hadn’t marketed the game at all, and there was no audio.

002These delays led to their musician dropping out and, desperate for sound, Akkar came upon the idea of using music by Sergei Rachmaninoff. “There was no money for licensing, nothing!” said Auji. Rachmaninoff’s works were in the public domain and the licensing fee was relatively small. The name also came late in the game — they settled on Zero Age, a term that refers to a stage in the evolution of a star, for reasons that will become apparent when you play the game.

With October 2014 came the time to publish. Submitting to the App Store is a fraught time, developers can face rejection if Apple isn’t satisfied and Auji and Akkar were novices. “After two weeks, we got an email telling us the App was being reviewed. Forty five minutes later, bang, an email saying it’s been approved.” Auji couldn’t believe it. He assumed, incorrectly, that the process was automated.

It took 20 minutes to find the first bug. Auji’s parents downloaded the game and he saw a graphical glitch. It didn’t appear on his machine, nor Akkar’s. “Majd got on it, he had an idea about what was wrong. He did it really quickly, but then we had to submit the patch to Apple and wait again,” he said. It was approved and Zero Age had a day zero patch, the developer’s nightmare.

Emails flew and Pocket Gamer covered them, a few others too. Sales sat at 20 or 30 a day. One morning, Auji woke up and checked their statistics: they had sold 300 copies in a day. It could only be Apple. “A week after launch, we were on the App Store’s main page. We were Game of the Week,” he said, eyes wide, “It was crazy!” Sales hit 400 a day for a week. News sites got in touch and as discounts drove further sales, they were shortlisted for Casual Connect Europe’s Indie Game Awards. In no time, they were all over the internet. At present, Zero Age sits at 72,000 downloads and has brought in around $10,000. Sales currently hover around $300 per month — the game business isn’t necessarily a money making one.

Auji smiles, “It’s not enough for two years work, so, we’re planning on releasing it on Steam, the PC and Mac distribution system, and Apple’s Mac store.” The future looks promising from here: a launch, on other platforms, supported by a marketing drive, is sure to bring in additional revenue, but it’s perhaps the hints as to what’s possible that are most interesting.

“Once we’ve done Steam and Apple, I’ve got a few side projects. Majd wants to do a fighter,” says Auji. They’d do things differently next time around; “we’d certainly market more,” he says. The learning curve was steep, but as a first step, Zero Age has to be seen as a success. The two have proved they can create a fun, visually stunning game, and the confidence it has given the pair suggests a bright future, once the dust finally settles.

June 1, 2015 1 comment
0 FacebookTwitterPinterestEmail
Editorial

A hellish limbo, a darker future

by Yasser Akkaoui June 1, 2015
written by Yasser Akkaoui

There’s nothing like entrepreneurial energy — if it’s there, you feel it as soon as you walk in the room. That’s what I felt when I recently addressed the Start Up Lebanon conference in New York. The room was buzzing with creative talent — our talent — ready to storm the American startup scene.

Why were our kids doing this in New York instead of Beirut? The most glaring reason: US officials and executives really believe in young entrepreneurs. They listened intently to these fresh voices — which made the presenters even more serious and more determined to realize their ideas. Who does that here in Lebanon? I can think of just one person, our central banker. Every other official is too worried about shoring up their own personal fiefdom to see the extraordinary potential in our youth. So our youth leave — for Dubai, Paris, San Francisco and New York — and build the future there, for the Emirates, France and America.

This egregious negligence is not a partisan or sectarian issue. It doesn’t matter if they’re named Aoun or Berri or Geagea or Hariri or Jumblatt — they’re all guilty of letting our nation waste away as they plot to gain more power for themselves and their families. And this tug of war has had far reaching economic consequences. In addition to sacrificing our best and brightest to other countries, our so-called leaders — a misnomer if ever there was one — have saddled our country with a hybrid economic system that simply cannot work.

With the collapse of governance and devaluation of the lira in the 1980s, our historical French model became untenable. Postwar, most leaders recognized this, and Rafik Hariri set our country on the path towards the American model of an economy driven by a vibrant private sector. But reform stalled. State owned enterprises were not privatized. Government ministers began to view their portfolios as belonging to them — not the people. The result? A strange, hybrid economic model whereby we expect private enterprise to drive the economy, but keep it so heavily burdened with bureaucracy that this becomes impossible.

We must choose one model or the other: either complete the reforms begun in the 1990s, or revert back to a French style system, complete with independent, activist unions. Our current economic dysfunction is not just untenable, it’s morbid. The longer we continue ignoring this problem, the more young talent will leave our shores for brighter futures abroad.

That means a darker future for Lebanon. And that’s precisely where our ‘leaders’ are taking us.

June 1, 2015 1 comment
0 FacebookTwitterPinterestEmail
BrandsTech

Audemars Piguet

by Roman St Clair May 30, 2015
written by Roman St Clair

In 1979, Beirut scored a coup in the watch world when class act Audemars Piguet opened their first Middle Eastern boutique. Unfortunately, the revered Swiss horologists were ahead of their time — the Civil War arrested both commercial enterprise and the city. However, fast forward to 2015 and Audemars Piguet is back, bold and beautiful to behold in a new Downtown store on Weygand Street. The shop’s neutral palette of creams is balanced by dark wood and blends in nicely with the surrounding chic of the central district. Here, the past has indeed been erased, even if the boutique manager has no recollection of that first little shop opened so precariously during the war.

Inside the boutique (which physically resembles one of its own showcase cabinets on the outside, with a polished glass façade and a ‘look don’t touch’ vibe), are some of the world’s most exquisite chronographs. Inoffensive jazz plays across a soft beige carpet and black paneled walls, and silver teardrop lights hang from the ceiling. The ambience, as a whole, ticks with a discreet kind of opulence as I settle into a deep leather chair to begin my perusal of the much more than arm candy. The pieces with high complications, some more expensive than houses (watch prices begin at $15,000), are brought to me on a velvet tray and I cannot help thinking how the booty used to create one watch would see an old fashioned pirate well into his retirement.

Millenary

Many have 18 carat gold bracelets, platinum casing, diamond set dials and sapphire crystals, all piled up so the finished product sits as heavy as a small cannon ball on the wrist. But that’s not really the point. The point is that this is the still independent, family owned brand behind the minute repeater and jumping hour watches (in the 1920s), the world’s thinnest wristwatch (1940s), and the first self winding caliber that was considered the world’s thinnest (1960s). These were followed by ultra thin, self winding wristwatches with perpetual calendar and tourbillon movements in the 1980s, Grande and Petite sonnerie in the 1990s and a high frequency chronometer in the 2000s. Audemars Piguet is also one of those rare watch brands that is still owned by its founding families — in this case, both Audemars and Piguet.

Royal-Oak-Chronographe---41mm

I try on the Royal Oak Tourbillon Chronograph 44mm for size — it was their first steel high end watch in the early 1970s — and a handsome one it is, with its luminous hour markers on a black “Grande Tapisserie” patterned dial and textured rubber strap. Whether you’re familiar with the world of watches or not, you’ve probably heard of the tourbillon — a highly complicated and challenging, gravity defying mechanism that is often shown off in a rotating cage on the watch dial to demonstrate how intricately it works. This one, comprising 216 extra parts, shaves off the 3–5 second inconsistency that comes with your average kinetic charger. The price for this temporal pedantry is $255,000. But then, who can put a price on time?

Royal-Oak-Tourbillon-Chronographe

The Royal Oak Tourbillon is the kind of watch you see coming and since I am more for understatement, I would actually go with the wafer that is the extra thin Jules Audemars 41mm rather. Elegance on a strap, and a clear reminder of the quality that put the brand among the world’s foremost watchmakers, the 18 carat pink gold case, silver toned dial, brown alligator strap and gold buckle, add up to a lot of lightly worn class. A comparative steal at $30,000, it’s got sleek sophistication, and we can bet that it’ll stand the test of time, generations down the line.

May 30, 2015 0 comments
0 FacebookTwitterPinterestEmail
Business

SkyBar on fire

by Nabila Rahhal May 29, 2015
written by Nabila Rahhal

In the early morning hours of Thursday, May 28, the famed rooftop club SkyBar was hit by a fire that destroyed three quarters of the venue and caused severe material damage, according to its general manager Paul Aoun.

“While it is too soon to assess the exact amount of the damage, we estimate it to be in the millions of dollars, especially since we were just done with the annual maintenance renovations and ready to open for the season during the first week of June,” says Aoun.

SkyBar first opened in 2003 on the rooftop of Ain El Mreisseh’s Palm Beach Hotel, before moving to the rooftop of the Beirut Exhibitions and Leisure Center (BIEL) in Downtown Beirut, more specifically to the rooftop of the BIEL Pavilion which they rented, according to Aoun.

With a customer capacity of 1,500 and a rotation of 2,500 on a busy weekend evening, SkyBar very quickly became one of Beirut’s most popular nightclubs. Despite the downturn in tourism in Lebanon over the past two years, the venue still managed to turn profits through unique strategies such as opening four nights a week instead of all week.

SkyBar is managed by Sky Management, whose CEO is Chafic El Khazen, and was the main outlet for the group in Beirut until the opening of their indoor venue O1NE, also in BIEL, two years ago. Sky Management’s portfolio in Lebanon also includes Liza, a restaurant offering Lebanese cuisine that opened last year, and Jounieh’s La Crêperie, which Khazen renovated and launched just last month.

According to Aoun, the fire at SkyBar is not only a huge loss in the economic sense, but also in the sentimental and emotional sense, since SkyBar was the venue that started Sky Management and contributed to their subsequent success. Commenting on SkyBar’s employees for the season, Aoun said they would be assimilated into their other venues — mainly La Crêperie and later Twenty Seven, a pop up club in Beirut Souks that opens only in winter.

Sky Management has total liability insurance, including business interruption insurance, and although SkyBar’s fire is a “major mishap,” according to Aoun, the group feels confident they will survive it.

Correction: An earlier version of this article erroneously identified Sky Management’s pop up club in Beirut Souks as 21. The correct name is Twenty Seven. Apologies.

May 29, 2015 0 comments
0 FacebookTwitterPinterestEmail
Culinary ArtRestaurants

Inside les caves de taillevent

by Nadine Khalil May 29, 2015
written by Nadine Khalil

I’m having one of those rare moments, I’m sipping a Lambrusco with an oenophile. I say this because these Italian sparkling reds can be quite rare to find (many people aren’t even aware they exist) and, they seem to have fallen out of fashion 20 years ago. These are precisely the reasons why I love them; they are the lesser known gems of taste.

Less fizzy than champagne and lighter than an actual red, I find a Lambrusco is a good starter wine, the perfect accompaniment to most meals, and great with dessert. It’s an easy wine that still has some texture to it. If Paul Choueiry, my fellow wine sipper, agrees, he doesn’t say so right away. Understandably — since he is somewhat of an expert and not all Lambruscos are high quality — but one thing is clear, he is happy to pour me some. And, he takes pleasure in those who enjoy their wine.

I first met Choueiry at a wine pairing (and tasting) event a few months ago for the prestigious Château Palmer at Les Caves de Taillevent, where we are chatting today. Then, we tried various velvety and fruity bouquets by Palmer, from their full bodied, expressive 2005 Alter Ego label to the more complex Château Palmer 1995 vintage and the subtle, precise and refined 2001 and 2005 bottles, which rolled on the tongue like silk. With restrained tannins, generous compositions and a hint of spice, they were remarkable wines, evolving richly with the food. Until then, the only restaurant in Lebanon that I knew had wine pairings was the upscale Burgundy.

Taillevent-Cover
But Les Caves de Taillevent offers much more than that — not just a wine shop and wine pairing restaurant, it also serves as (what they call) an academy for winemaking and appreciation classes, which comes in handy since this is a veritable wine cellar of 1,600 labels, the vast majority of which are French. Also, Beirut is the only outpost in the Middle East, since March 2013; Taillevent’s birthplace is in Paris (where the restaurant also received one of the very first Michelin stars in the 1940s, and then two more before it lost them) and it has another branch in Tokyo.

Paul-ChoueiriIf we are to go back to why I’m sampling a Lambrusco with Choueiry, it’s because I’m listening to the story of how he ended up here — here, in the nonliteral sense. To the observer, Choueiry’s journey into becoming a wine connoisseur could be obvious. He tells me his grandfather was actually a winemaker, who launched Clos St. Jean in Chtaura after learning the trade in Argentina, and opened a wine bar on Foch Street in the 1930’s.

“I was interested in collecting wine bottles,” he says, in his soft spoken, curious manner, “though I had no experience. I would go to the grocery store and choose the ones that had sediment in them. At home, we didn’t have the culture of drinking wine every day, but my father had this idea of keeping a vintage wine that corresponded to the date of birth for each family member.”

On a whim, he applied to the University of Burgundy in Dijon, after completing his pharmaceutical studies at the Lebanese American University in the late 1990s, and he got in. “I was one out of five non French who did [get in], among 489 applications. When these things happen, you simply stop asking questions.” His degree would be in Oenology, or all aspects of winemaking and production. “The sommelier is only a part of this,” Choueiry explains. It is a much more holistic kind of knowledge. “For example, you would learn things like since 2010–11 was a warm summer, there was lots of alcohol in the reds of that year, and the whites were destroyed by the heat. You could appreciate the impact of such challenges on wine and all the factors involved in the making of…” We go off on a tangent about how warmer climates are bad for grapes because of the level of maturity they reach before harvest — the sugar becomes ethanol — which is why many of the Lebanese wines can taste quite young, and why you need harsher soil and climate conditions for really mature wines.

Before Choueiry returned to Lebanon, he worked as director of production and sales manager at Château de Mauvanne in Hyères, in the Côte d’Azur and also in Monte Carlo, managing Caves et Gourmandises, which was known to supply the Formula 1 Grand Prix. Once back home in 2003, the reality of the local wine industry hit him. “It was still small then and I realized that you had Musar, which always had in house winemakers, or Ksara and Kefraya, who always employ French ones. So I decided to open my own wine bar and consultancy business.”

Perhaps too ambitious a project, the wine bar soon became a pub, to cater to the general public’s tastes. And in 2004, Choueiry found himself with a proposition from the Beirut airport’s duty free department to create the foreign wine category and to turn $14,000 worth of wine into $2 million. At the time, the taxes on imported wine dropped by a whopping 50 per cent, a good opportunity to gain market share. His position later evolved to see him take over the whole alcohol section (including local wines) and liquors.

Dining

It was five years later, when he became a unit buyer for the prominent Lebanese distributors Fattal, also for foreign wines, that he proposed bringing Les Caves de Taillevent to Lebanon, with their help. This collaboration, he tells me, enabled him to handle the retail and distribution side of the wines as well.

Taillevent is known for its diversity of having both the well known appellations, as well as a homegrown propensity to discover virtually unknown wines made in small areas in France, which are then distributed under the Taillevent label. “Of course, we had the option of going it alone,” Choueiry says, “but this means we wouldn’t have had access to these rare allocations of wine produced in small French villages, which didn’t have the capacity to be present in the winemaking expositions for instance, and would have remained unknown to us.”

Maroun-ChedidThe need to add good food to the mix only arose last December when Choueiry decided to join forces with Lebanese chef Maroun Chedid (before, only charcuterie, foie gras or salmon was offered at the wine bar). When I ask him why he chose Chedid, he explains how they initially worked on a Christmas menu and, “It was like, you know how crazy minds meet. I mean, he cooks the Joues de Boeuf (Beef Cheeks) for 60 hours in order to conserve the flavor.” I didn’t believe it until I got a chance to taste it for myself. When I wondered aloud at the dissolving meat’s intense succulence, Chedid pulled out one of his beef bags to show me how he cooks each piece, enclosed, at 66 degrees, and yes, for 60 hours.

Though very much self trained as a chef (he studied hospitality primarily), Chedid has a few awards under his belt, such as Chef of the Year (2013) by Les Toques Blanches du Monde, and he has collaborated with Michelin starred chefs, such as his seminar with Alain Ducasse on Mediterranean cuisine. He also has a slew of good local restaurants attached to his name, like Gilt, among others.

Taillevent-DoorYou could say he is a bit of a purist. He slow cooks basic ingredients to reach the ultimate intensity of flavor or works with raw food, such as octopus carpaccio slices, by simply dipping them in a bit of olive oil, lime and yuzu. And Chedid does take seemingly simple starters to another level, like his tomato tatin (cooked for four hours) that bursts with surprising juice, topped with goat cheese, or the more traditional ravioli, rich in truffle and toasty beurre noisette (a nutty, caramelized butter). Willing to push some boundaries, he is known for adding truffle even to his kibbeh nayyeh for example. With the seasonal menu he has created for Caves, accompanied by a high caliber of wine and sommeliers’ well informed recommendations, it’s the perfect balance between the classic and the creative in fine dining. There are so many items that stand out, it would be difficult to pick just one.

Which reminds me of how, when our conversation was drawing to an end, I asked Choueiry if he had a favorite wine. He responded with another question. Could I say what my favorite song was? I couldn’t. “It’s the same for wines, it really depends on the situation you find yourself in.” I tried to push him to at least give me a favorite red, because I believe they are superior to the whites. “For you to have a great Pinot Noir Alsace with a pizza, that would be crazy, and fantastic. But some whites are orgasmic,” he says, “Every moment has its bottle.” As I leave the plush interior furnished with blonde wood, wine barrels for tables and stacks of gleaming dark bottles, I cannot help thinking how well he summed it all up.

May 29, 2015 0 comments
0 FacebookTwitterPinterestEmail
Real Estate

Sporting design

by Executive Editors May 27, 2015
written by Executive Editors

Stadiums, like other large public meeting areas, do not exist separate from their surroundings. They form an integral part of the landscape, influencing not just the look and feel of an area, but also how individuals interact with it. Executive looks at two stadiums — both past their prime — that display contrasting approaches to the use of space. Sidon’s large, iconic stadium expresses separation — not just from the physical city, but from its residents as well. Meanwhile, Beirut’s smaller Municipal Stadium has fallen even further into disrepair, but is an integral part of its neighborhood. Residents can watch games from their apartments which overlook the stadium and can enter the facilities to run, walk, play or just hang out.

Seafront Sidon

Built on the old municipal stadium for the 2000 AFC Asian Cup, the Sidon International Stadium is one of the city’s most recognizable landmarks — but its design echoes another of the city’s icons. The stadium “captures all the elements of Sidon’s citadel and the relationship of the citadel with the city. You have the dome structure, the bridge moment and the density — and then there is the moment of silence in between them,” comments Hani Asfour, an architect with Beirut design firm Polypod.

“What also helps is the combination of symbols … the arch is symbolic of ancient tradition, then you have a tent structure which is symbolic of Arab culture if you want, but also of a Mediterranean climate. It reminds you of Jeddah airport or the Olympic stadium of Munich,” says Asfour.

Sidon-1

Sidon-2

Sidon-3

Sidon-4

Sidon-5

Sidon-6

Sidon-7

 

Urban Malaab

Beirut Municipal Stadium is also an integral part of Lebanon’s sports infrastructure. But unlike Sidon International Stadium, it finds itself in an urban setting, sitting in Beirut’s dense Malaab sector. “The Baladi … is derelict, rundown. [You] have this very dense and unkempt urban condition surrounding it, [so] what happens is that it blends [in]. Practically, the surrounding buildings are in the field in a way [such that] you don’t need the seats anymore — so the city becomes the stands,” says Asfour.

“For me, the strangest condition is the wall that separates the city from the pitch … This should become a social space and there should be no central point of entry; you enter or you leave wherever you want — it should be completely porous,” suggests Asfour.

Urban-Malaab-1

Urban-Malaab-2

Urban-Malaab-3

Urban-Malaab-4

Urban-Malaab-5

Urban-Malaab-6

Urban-Malaab-7

Urban-Malaab-8

Urban-Malaab-9

 

All pictures by Rabih Ibrahim

May 27, 2015 0 comments
0 FacebookTwitterPinterestEmail
ArchitectureDesign

Concrete contradictions

by India Stoughton May 26, 2015
written by India Stoughton

The heart of the matter lies in the answer to a simple question, which is quite common when conducting an interview, of course. But in this case, it’s Youssef Tohme asking me the question, not the other way around.

“What’s the difference between your physical body and your morals?” the Lebanese architect asks me in his fluid French. “If I said I was going to define you, what defines you better?”

I’m not used to being on the receiving end of questions when I interview people, particularly philosophical ones, and I’m not sure how to answer.

“My morals?” I hazard.

He pins me with a stare. “Are you sure?” he asks, in a way that tells me I’ve picked the wrong answer. “The truth is we don’t know, because your body plays a role in your morals. You’re the way you are because of both. That’s what interesting, this give and take.”

We’re not discussing the relationship between spirit, soul and body. We’re talking about concrete — and why Tohme chooses to use it in so many of his buildings. But his allegory makes his point eloquently. Concrete serves a dual purpose. In Tohme’s buildings, it is both structural and aesthetic — the moral core and the physical exterior. For him, designing a building is like creating a self portrait. The architect, he says, is always reflected in his work.

Having graduated from the École d’architecture de Paris-Villemin in 2004, Tohme worked for some years under Pritzker prize winning architect Jean Nouvel, before leaving in 2008 to set up his own firm, Youssef Tohme Architects and Associates (YTAA). We’re joined in our interview by his partner and general manager Anastasia Elrouss, who graduated with a degree in architecture from the American University of Beirut and went on to work at Jean Nouvel’s Paris practice, where the two met.

Portrait-n&b

Youssef Tohme & Anastasia Elrouss

 

Tohme’s buildings seek a delicate balance between openness and intimacy, or insularity, thwarting preconceptions by creating one mood on the outside and another within. He likes to respond to questions with more questions, in architecture as well as dialogue, and that’s partly what led him to set up his practice in Lebanon.

“A good project can’t be done without a good client. It’s always a dialogue,” he says. “And the clients here are becoming more accepting that we ask questions, that we take risks, that’s what pleased me. At the same time, there’s something interesting, which is that we know how to adapt ourselves, because we live in a society that’s always afraid of disappearing. We fell into the war so we try to advance ourselves, to stay alive, but there is no vision. We think, ‘Tomorrow we might not be here,’ so we plan only for today. We’re in a country of contradictions. It’s gentle and violent at the same time. It’s an architecture that is neither static, nor dynamic.”

Tohme’s own projects play with Lebanon’s contrary spirit. Take Villa T, for instance, a private residence in the Lebanese mountains. Tohme chose to design the building so that it has two simultaneous identities. From one side, it blends seamlessly into the landscape, seeming to flow out of the earth on which it stands in an uninterrupted sweep. From the other side, its dramatic cantilevers jut out abruptly over the surrounding pine forest.

Villa-T-(4)

Villa T

Villa-T-(1)

Villa T

Villa-T-(2)

Villa T

Villa-T-(3)

Villa T

It might be that Tohme’s diverse influences account for this striking contrast. “When it comes to architecture, it’s two extremes. It’s Rem Koolhaas and Peter Zumthor,” he says of his inspiration, “because Koolhaas is very theoretical. And Zumthor is physical. And I want both.”

Though Tohme is perhaps best known for his work on the Campus of Innovation, Economy and Sport at Saint Joseph University, in collaboration with 109 Architects, most of his local projects are for private clients. Currently, he is working on two characteristically contradictory private buildings.

Construction is about to begin on a design for Banque Libano-Française’s Disaster Center, located in Ghazir. The building is intended to safely house the bank’s headquarters in the event of a war, and also to protect the staff and their families. Expanses of concrete form bunker like curved walls that resemble the defensive shell of an animal. On the inside, however, the building is airy, suffused with light and connected by a central circulation system that rises four stories high and descends a further four stories beneath the earth.

BLF-project

Banque Libano-Française’s Disaster Center Design

“I lived through the war, so I know that faced with that, aesthetics efface themselves,” Tohme says. “In wartime, the codes fall away, and I’d speak to you as if I’ve known you for 10 years because we are both afraid. It was this that we wanted to put at the heart of this project. That’s why it’s a project that’s open on the inside, and outside it’s something that expresses itself as simply as possible. Defensive. Protective.”

By contrast, the apartment building Tohme has designed for Ashrafieh strives to be as exposed as possible to the outside world, all but abolishing the necessity for a traditional façade. By stacking floors vertically around a central core, Tohme has created a great deal of flexibility when it comes to the layout of the 16 apartments. Interior green walls and terraced gardens ensure residents feel connected to nature, while the exterior walls are set five meters back from the edge of the building, creating a sense of privacy from overlooking neighbors.

Meanwhile, Tohme is working on his most ambitious project to date. Having won a competition organized by the municipality of Bordeaux in 2013, he is designing an entire quarter of the city, extending over 60 hectares.

Located on the right bank of the Garonne River, Brazza Nord used to be an industrial area. Close to the heart of the city, which lies just across the river, the quarter is near a large public park and it is this green space that has come to define Tohme’s approach. His design seeks to connect residents to the nearby river and park via three strips of green space 40 meters wide and 500 meters long.

Here, Tohme is moving away from his signature concrete to work with metal cladding, a nod to the quarter’s industrial past. The quarter is also designed with those in need of affordable housing in mind. Tohme and Elrouss have approached this by allowing each resident to buy not one apartment, but one “volume,” priced by the square meter. These volumes can be divided up by adding a slab to create two floors, thus doubling the size of the space, whenever residents have the money and the inclination to do so.

“It’s five meters high and you buy only the surface area,” Elrouss explains. “So let’s say you buy 45 square meters square, but with time you can have 90 meters square and you only pay for 45 … Why five meters? If we go to 5.5 then the contractors or the investors can divide it into two floors legally. But five meters is the limit of height where the inhabitant is empowered. We used it in order to allow people to be really in control of the evolution of their apartment.”

If Tohme’s practice is clearly at home with Lebanon’s contradictions, he appears to revel in the challenge of seeking new ways to confound expectations in his work, which has proven to be versatile according to the context. Even with several of these high profile international projects on the go though, he’ll tell you that he is still staunchly committed to local projects, offering a ray of hope for those who fear the eventual loss of Lebanon’s wealth of talent overseas.

Photographs By: YTAA Architects, Iwan Baan & Ieva Saudargaite

May 26, 2015 0 comments
0 FacebookTwitterPinterestEmail
  • 1
  • …
  • 156
  • 157
  • 158
  • 159
  • 160
  • …
  • 685

Latest Cover

About us

Since its first edition emerged on the newsstands in 1999, Executive Magazine has been dedicated to providing its readers with the most up-to-date local and regional business news. Executive is a monthly business magazine that offers readers in-depth analyses on the Lebanese world of commerce, covering all the major sectors – from banking, finance, and insurance to technology, tourism, hospitality, media, and retail.

  • Donate
  • Our Purpose
  • Contact Us

Sign up for our newsletter

[contact-form-7 id=”27812″ title=”FooterSubscription”]

  • Facebook
  • Twitter
  • Instagram
  • Linkedin
  • Youtube
Executive Magazine
  • ISSUES
    • Current Issue
    • Past issues
  • BUSINESS
  • ECONOMICS & POLICY
  • OPINION
  • SPECIAL REPORTS
  • EXECUTIVE TALKS
  • MOVEMENTS
    • Change the image
    • Cannes lions
    • Transparency & accountability
    • ECONOMIC ROADMAP
    • Say No to Corruption
    • The Lebanon media development initiative
    • LPSN Policy Asks
    • Advocating the preservation of deposits
  • JOIN US
    • Join our movement
    • Attend our events
    • Receive updates
    • Connect with us
  • DONATE