In an era marked by rapid technological advancement, Hussain Niyaz, Chief Commercial Officer at Ooredoo Maldives, exemplifies the profound impact of perseverance and discipline. His professional odyssey in telecommunications commenced over 19 years ago, pivoting from a distinguished tenure in the Maldives National Defence Force to emerge as a central figure in the telecommunications sector. Raised in an environment where electronics were not just tools but a passion, Niyaz's evolution from a skilled soldier to a strategic leader in telecom underscores his steadfast dedication to navigating the intricate landscape of technology. In this edition of Islandchief, he graciously shares insights from his career journey and offers a glimpse into Ooredoo Maldives, spanning its inception in the Maldives to its current standing and future aspirations. 

1. Could you share your journey from starting as a Radio Technician at Ooredoo Maldives to becoming the Chief Commercial Officer? What were some key milestones?

I began my career at Ooredoo Maldives in 2005 when the new Wataniya operator entered the Maldivian market. With a 12-year military background, I was seeking a career change and was introduced to the project by a friend, which led to my hiring as a technician.

In the first six months, our team worked under challenging conditions to expand coverage across the islands, especially in the aftermath of the 2004 tsunami. Despite infrastructure challenges, we successfully established mobile coverage throughout the Maldives. We launched 3G services in 2007, 4G in 2012, and connected all the islands with submarine cables, eventually offering internet services to households by 2015.

My transition to commercial roles began when I was appointed head of sales. I later took on the brand head position and, in 2020, became the acting Chief Commercial Officer during the onset of the COVID-19 pandemic. Despite the challenges, we adapted by working remotely and supporting government initiatives. In 2021, I was officially appointed Chief Commercial Officer. Over the past 18 years, we achieved nationwide 4G coverage, installed submarine cables, and built our headquarters, making significant progress in a competitive market.

2. How did your previous roles, such as Head of Networks and Director of Sales & Distribution, prepare you for your current position as the Chief Commercial Officer?

At a certain point in my career, I realized the need to step into a leadership role. This led me to take on leadership responsibilities at Ooredoo. While working in the technical department, the Chief Operating Officer at the time, sought to bring someone with technical expertise into the sales department. Our company needed to enhance its service promotion and increase customer awareness, as we had limited media presence and a small customer base. Mr. Sinha wanted a technical expert to appear on TV, speak to the media, and convince potential customers to join our plans. I was selected for this role due to my deep knowledge of our network and services, marking a proud moment in my career.

This opportunity was the turning point from my technical background to a commercial role. It was the most impactful step leading to my current position. Initially, I struggled with the responsibilities of the commercial side, having been a technician my entire life. Transitioning to a commercial role was challenging, but Mr. Sinha and Ooredoo provided extensive training and support.

We started as a challenger brand, but now Ooredoo leads the market. This journey from a technical to a commercial role for me is personally been filled with milestones, leading to our current success.

3. Under your leadership, what major steps has Ooredoo Maldives taken to expand its services and infrastructure across the Maldives?

In the rapidly evolving technological landscape, artificial intelligence (AI) has become a significant focus. Recognizing the adoption of AI-enabled devices like the latest Samsung and iPhones, we have made substantial investments in our infrastructure to support these advancements. We have established two data centers, with a Tier 3 certified data center in Kulhudhuffushi. Additionally, we've installed submarine cables across 11 islands, including major ones like Maafushi, Gulhi, Velidhoo, and Maamigili, to support technologies from companies like Facebook, Microsoft, and Google.

We are also forming international partnerships to bring advanced platforms to the Maldives, such as the recent official launch of TikTok, which has quickly become popular. This year we have expanded our Digital Maldives initiative to include A.I making it Digital Maldives, powered by A.I. We've integrated AI into our operations for chatbots, sales, revenue reports, and network monitoring, allowing us to identify areas for improvement and optimize our services.

The introduction of 5G is another significant milestone. We have implemented 5G in Male’ and Hulhumale’ Phase 2, covering 45% of the population, and we are focused on expanding 5G to other islands based on usage patterns. This technology is essential not only for mobile phones but also for IoT devices, enabling smart homes with connected appliances.

Our goal is to create a digital Maldives powered by AI and advanced technology, ensuring readiness for the future.

4. Can you elaborate on Ooredoo Maldives’ initiatives towards keeping the workforce motivated and towards one goal?

Our team is well aware of our goals. Personally, I strive to be the most motivated person here. I arrive at 8:30, greet everyone with a smile, grab coffee, and chat with colleagues to set a positive tone. We're working with a diverse workforce , who needs to be engaged and inspired. 

Our organization assigns significant responsibilities to small teams, focusing on performance. Every employee has Key Performance Indicators (KPIs) they must meet, contributing to the smooth operation of the company. Achieving our revenue target is a shared responsibility across all sectors. We aim to break our own records and view ourselves as our main competition. This includes expanding beyond the Maldives through partnerships with brands like TikTok.

Yes, teamwork is essential. Leading the commercial division, with 250 of our 500 employees, across various sectors and locations is challenging, but we're successfully uniting everyone towards our common goals.

5. How has your training at Fort Gordon, the Centre for Creative Leadership, and the Ooredoo Leadership Development Program influenced your approach to leadership and management?

My leadership journey began during my military service at Fort Gordon, where I served as an electronics trainer. This foundational experience was further enriched by completing a leadership program with the IMD group in Switzerland and a one-year leadership development program in Singapore. These programs underscored the importance of applying knowledge in a practical and adaptable manner suited to the specific environment.

In my current role, I've implemented numerous training sessions to motivate our team. One of our most impactful initiatives is the "Happiness Committee," which I introduced to improve our company's engagement scores. This committee, composed of members from various internal departments, organizes activities to boost morale. For instance, we have a "happy day" on the first Thursday of each month, during which no meetings are allowed, and fun activities are planned. If a meeting is necessary, it's held off site in an enjoyable setting, with the host treating everyone to food. This initiative has significantly improved our engagement scores.

We also make a point of celebrating each employee's birthday on our workplace platform and through personal wishes. I ensure that no birthday goes unacknowledged, making everyone feel valued and appreciated.

Additionally, we introduced the "Happiness Holhuashi," a QR code that employees can scan to share ideas, book meetings, or engage in activities like chess. This initiative fosters open communication and idea sharing, creating a collaborative and innovative environment. Employees from all departments can book time with me to discuss their ideas, which has led to increased motivation and creativity within the team.

Overall, our adaptive approach to leadership and engagement has led to significant success and a positive workplace culture.

6. What innovative solutions and services has Ooredoo Maldives introduced under your tenure to meet the growing demands of the Maldivian market?

In the Maldives, we continuously innovate by adapting global ideas to suit our unique environment. A good example is Hadhiyaa Foshi, gamification on our SuperApp where users tap their phones to increase scores and earn rewards. This year, our innovative calendar features a game called "Atholhu Dhuvun," similar to Temple Run, created by a Maldivian company.

A major achievement during my tenure has been rebranding Ooredoo to align more closely with Dhivehi culture. We launched successful campaigns like “Ooredoo Varah Thafaathu” and adapted to the challenges of COVID-19 with innovative strategies, such as the “Achaa” campaign. Our data rollover product and Ramadan short films have also been well received.

A personal favorite project is the "Kandoodhoo Mirus," which involved creating spicy sauce flavors as part of our CSR efforts for Kandoodhoo, highlighting our deep cultural connections. Our marketing strategy emphasizes building a loyal customer base, and during island visits, we are greeted with enthusiastic receptions, reflecting our strong community ties.

We also promote the contributions of young professionals like fishermen and farmers. For instance, our ambassador “Zuvaan Dhanduveriya” Ramzy, has seen increased business and opportunities, showcasing our commitment to recognizing and supporting local talents. These initiatives demonstrate our dedication to innovation and cultural integration, ensuring we meet the growing demands of the Maldivian market effectively.

7. What are some of the unique challenges you face in the Maldivian telecommunications sector, and how does Ooredoo Maldives address these challenges?

One of our most pressing challenges in the Maldivian telecommunications sector is building the necessary infrastructure. Telecom infrastructure is not incorporated during the building phase. This causes significant complications to providing the best available services to our customers. 

To address this issue, we are actively engaging with the new government to ensure that internet coverage is integrated into building plans from the outset. Modern living demands reliable internet connectivity; without it, places become uninhabitable. It’s no longer just about 'bed and breakfast'; it’s about 'bed and Wi-Fi.'

This challenge is particularly pronounced on smaller islands. Previously, we had the clearance to build towers in designated areas, but new land use plans often misplace them. For example, in Maafushi, a tower was built on the periphery of the guesthouse area because it was once sparsely populated. Now, it’s a bustling tourism hotspot, making the tower’s location less than ideal.

As the Maldives continues to develop, the number of buildings and the need for more towers increases. Without adequate towers, buildings obstruct and weaken signals. By ensuring telecommunication infrastructure is incorporated into land use plans and building codes, we can keep pace with rapid development and the growing demand for reliable internet coverage, striving to provide seamless connectivity across the Maldives.

8. How does Ooredoo Maldives engage with its customers to ensure high levels of satisfaction and service quality?

At Ooredoo Maldives, we employ a unique program called “Voice of the Customer.” This initiative allows customers to provide feedback via SMS after any interaction or complaint. We also take a proactive approach to resolving issues before customers need to reach out. For example, if a coverage problem arises on an island due to a power outage, we promptly notify customers via SMS about the issue and the expected resolution time.

We maintain continuous communication with our customers about ongoing and potential issues. Our senior management regularly engages directly with customers to collect feedback on our products and services. They inquire about customer preferences, areas for improvement, and suggestions for new products. For instance, the idea for our “data rollover” feature came from customer feedback. Despite some financial challenges, we implemented it because it was something our customers wanted.

Additionally, we host “Coffee with the Customer” events, where we visit different islands to meet customers in person. These are instances where we get to speak directly to the customers and gain feedback. These interactions demonstrate our commitment to ensuring customer satisfaction and highlight the success of our engagement efforts.

9. Looking ahead, what are your strategic priorities for Ooredoo Maldives over the next five years, and how do you plan to sustain growth and innovation in the company?

Our strategic priorities for the next five years are centered on embedding digitalization deeply into Maldivian society. We recently participated in a civil service conference to digitize government offices and councils across the Maldives. While we have robust infrastructure with 4G, 5G, and roaming capabilities, our goal is to make digitalization a core part of daily life.

A key milestone was transforming N. Landhoo into the Maldives' first digital island. With around 600 residents, we introduced digital services through M-Faisaa, a digital wallet. Within a year, 90% of Landhoo's residents adopted digital practices, using the app for school fees, waste management charges, and other services. By May, Landhoo was officially recognized as a digital island, and a formal ceremony on Hajj Day celebrated this momentous achievement.

The success in Landhoo has sparked interest from other councils wanting to undergo digital transformation. True digitalization requires a cultural shift, including automating everyday tasks like streetlight management and agricultural irrigation, beyond just using the internet and smartphones.

In the coming years, we will focus on further integrating digital solutions into daily life. We plan to promote services like Digital wallets, e-commerce platforms, and digital marketplaces to streamline processes, empower businesses to operate remotely, and enhance traditional practices.