In an increasingly dynamic business environment defined by rapid change and intensifying competition, long-term success is no longer determined by scale alone. Instead, it is anchored in robust governance, strategic adaptability, and clarity of purpose.The Teyseer Group of Companies stands as a notable example of this transformation—an organization that has contributed to Qatar’s national economy for more than five decades, while continuously refining its strategy to remain future-ready.In this exclusive interview with Gulf Times, Khalifa Abdulrahman Al Mannai, Chairman of Teyseer Group, shares his perspective on leadership, succession planning, investment discipline, and the strategic direction guiding the group’s next phase, in alignment with Qatar National Vision 2030. Entering the Business World: Responsibility Before AmbitionKhalifa Al Mannai views his entry into business not as a personal ambition, but as an early responsibility shaped by circumstance.“I did not enter the business world by choice as much as by destiny,” he says. “I grew up learning through observation—understanding how decisions were made, how risks were managed, and how discipline ultimately shaped outcomes.”From his father, Late Mr. Abdulrahman Essa Al Mannai, the group’s founder, he internalized a set of values that would later define his leadership approach: patience as a strategic asset, ambition grounded in realism, and the conviction that meaningful growth rarely emerges from comfort zones. The Founder’s Legacy: Reputation, Risk, and ResponsibilityKhalifa Al Mannai emphasizes that the most enduring lessons he inherited were ethical rather than operational.“My father taught me that reputation takes years to build and can be lost in a moment; that a promise is a binding commitment; and that respect for people is the foundation of any sustainable enterprise.”Risk, he notes, was never discouraged—but always approached with discipline and careful evaluation.“A leader cannot avoid difficult decisions. Avoidance is, in itself, a decision—and often the wrong one.” From Continuity to ImpactKhalifa Al Mannai’s journey within Teyseer Group did not begin in executive offices, but on the ground—across service centres and building materials operations.“I never viewed my role as inheriting a position,” he explains. “I saw it as assuming a responsibility—one built on trust.”His mandate was clear: to preserve the founder’s legacy while repositioning the group to remain relevant and impactful within an increasingly complex economic landscape.“Development without disruption,” he states. “Evolution without compromising our founding values.” Leading at the Right TimeFor Al Mannai, assuming full leadership was a matter of readiness rather than age.“Legacy cannot be managed remotely,” he observes. “It requires presence, accountability, and the willingness to lead from the front—particularly during periods of transition.”He underscores that leadership, at its core, remains human-centric:“People come before numbers. Without trust, performance is only temporary.” A Year of Institutional TransformationReflecting on his first year at the helm, Khalifa Al Mannai highlights that the priority was not expansion, but strengthening the organization’s internal foundations.Key focus areas included enhancing corporate governance, building leadership depth while empowering talent, and embedding a culture of shared accountability supported by informed decision-making.On the commercial front, the group marked a significant milestone through Teyseer Motors, achieving the highest sales volume of Great Wall Motor vehicles in the Middle East. Al Mannai attributes this success to operational discipline rather than short-term market dynamics.The group’s expanded media presence also played a strategic role in elevating brand visibility and supporting growth across multiple sectors.This transformation was further reinforced by the restructuring of Teyseer’s businesses into a holding entity, bringing together a diversified portfolio of companies operating across key economic sectors—strengthening alignment with Qatar National Vision 2030. Decision-Making Under PressureKhalifa Al Mannai describes his leadership style as measured and deliberate, rather than reactive.“I prioritize listening, rigorous analysis, and decisive action at the right moment,” he explains.He believes effective decision-making lies at the intersection of analytical thinking, human impact, and experience.“The difference between courage and recklessness is sound judgment.” Guidance for the Next GenerationAddressing young entrepreneurs, Al Mannai offers a clear and grounded message:“Every enduring legacy is built on responsibility. Growth must be treated as a continuous discipline—not a temporary phase.”He adds that courage is often misunderstood:“It is not about volume, but about clarity and consistency—especially when others hesitate.”Failure, in his view, is an essential component of success:“It forms the very foundation upon which meaningful success is built.”He concludes with a message to his sons and daughter, who are actively involved in the group’s leadership:“Your journey begins now. Carry this responsibility with integrity—for those who will come after you. From this standpoint, I thank my sons and daughter, the generation of the future. Through your efforts, we have been able to connect heritage with the future, transforming Teyseer Group of Companies into a holding company, and thereby linking legacy with the future.” Closing PerspectiveKhalifa Abdulrahman Al Mannai represents a leadership model that is increasingly rare in family-owned enterprises—one that views legacy as responsibility, governance as a strategic imperative, and people as the true measure of value.At Teyseer Group, continuity is not about preserving the past—it is about earning the future.

The International Monetary Fund expects to have to provide up to $50bn in immediate financial assistance to countries affected by the Middle East war, its managing director said on Thursday, with the crisis likely to have lasting economic effects. “Given the spillovers of the Middle East war, we expect near-term demand for IMF balance-of-payments support to rise to somewhere between $20bn and $50bn, with the lower bound prevailing if the ceasefire holds,” Kristalina Georgieva said, according to prepared remarks shared with AFP. She added that food insecurity due to transport and supply chain disruptions caused by the war was expected to affect at least 45mn people. “Even in a best case, there will be no neat and clean return to the status quo ante,” she said, as a fragile ceasefire appeared to hold on Thursday. The IMF chief was kicking off the annual Spring Meetings co-hosted by the International Monetary Fund and the World Bank in Washington, which bring together top economic policymakers from around the world. The US-Israel war on Iran, launched on February 28, has engulfed the Middle East in violence, snarled supply chains and sent oil prices surging after Tehran virtually blocked the Strait of Hormuz. Tehran and Washington have traded accusations of violations of the ceasefire terms, with talks aimed at a more durable peace slated for Saturday. The IMF will pare its global growth forecast for 2026 based on the impact of the crisis, with spiraling energy costs hitting some vulnerable economies harder than others. Georgieva said that even in the Fund’s “most hopeful scenario,” infrastructure damage, supply disruptions and a loss of market confidence among other “scarring effects” meant growth would be less than expected. She highlighted the “asymmetric” effects of the crisis, hitting low-income energy importers with limited fiscal space much harder than others. “Spare a thought for the Pacific Island nations at the end of a long supply chain, wondering if fuel will still reach them in the wake of such a severe disruption,” she said. On Wednesday, the World Bank said the Middle East — which has seen retaliatory Iranian strikes hit countries across the Gulf and Israeli attacks in Lebanon — saw “a serious and immediate economic toll” from the war. Excluding Iran, overall regional economic growth was expected to slow to just 1.8% in 2026, from 4% the year before — a downgrade of 2.4 percentage points from before the war, the Bank said. The IMF is also expected to revise global headline inflation upwards due to the oil price and supply chain shocks associated with the war. On Wednesday, the heads of the IMF, World Bank and World Food Programme (WFP) met in Washington to discuss the economic and food security impacts of the war. “Sharp increases in oil, gas, and fertilizer prices, together with transport bottlenecks, will inevitably lead to rising food prices and food insecurity,” said a joint statement on the meeting. The IMF and World Bank have also formed a coordination group to address the energy market impacts of the war. A top-level meeting of that body will take place on Monday. As part of the meetings the IMF will also release its annual Fiscal Monitor report, which is expected to flag rising government debt as countries tackle repeated economic shocks. In a new report this week, the IMF detailed the economic costs of war, estimating that output in countries where fighting takes place drops by 3% at the outset, “and continues falling for years.” An earlier report on the Iran war said “all roads lead to higher prices and slower growth,” and highlighted the impact of a severely disrupted fertilizer supply chain on food security. “Low-income countries are especially at risk of food insecurity; some may need more external support — even as such assistance has been declining,” the report said.