A successful business — especially a conglomerate — needs a visionary leader to steer it in the right direction. Danube Group, a Dubai-based business conglomerate with ventures spanning building materials, home décor, and real estate development, has found that in Adel Sajan, who serves as its group managing director.
Sajan embodies leadership rooted in trust, empowerment, and nurturing “intrapreneurs” within the organization. And in this interview, he shares the experiences and philosophies that have shaped his leadership style, offering a behind-the-scenes look at how he drives growth, unites diverse teams, and positions Danube Group for long-term success.
Given your early exposure to various business functions, what specific insights did you gain that have shaped your leadership style?
My leadership style has been shaped by identifying and nurturing top talent, empowering them with trust and full access to information, and giving them room to grow. I believe in fostering an entrepreneurial spirit within the organization — creating “intrapreneurs,” individuals who work for you but possess entrepreneurial traits. This culture emphasizes urgency and execution because great business leaders are doers, not just dreamers.
How did you manage the rapid growth of Danube Home, especially during the period of 40 to 50 percent annual growth?
During the period of 40 to 50 percent annual growth, we focused on building a strong foundation and redefining our concept. We became pioneers in offering a “one-stop solution” by bringing together sanitary products, tiles, kitchens, bathrooms, gardens, furniture, and wallpapers under one roof. Unique to us are free design services and a commitment to affordable luxury — high-quality products at accessible prices. This distinctive model was the cornerstone of our success.
How have you cultivated a “One Team, One Goal” culture within a large and diverse workforce?
In 2014, we introduced the “One Team, One Goal” philosophy to scale our business ten times. We started by taking 35 key team members to Bali, where we presented our roadmap and vision for the future. This created a shared sense of purpose, emphasizing that if you are part of the journey, you will grow with the company. While our goals have evolved, the cohesive and goal-oriented culture remains like a finely tuned machine where every team member plays a critical role.
What challenges and opportunities do you foresee in expanding Danube to new markets?
Expanding into new markets presents exciting opportunities, but for now, our focus remains on Dubai. Dubai has immense potential, and we aim to strengthen our position by continuing to deliver high-quality projects ahead of schedule. By concentrating on our core market, we can ensure that we maintain the high standards that Danube is known for.
Given your involvement in various ventures like Danube Home, Sports World, and Properties, how do you allocate your time and prioritize different business interests?
Managing diverse ventures like Danube Home, Sports World, and Properties requires a highly organized approach. I rely on two secretaries, prioritize every second, and ensure efficient delegation. While I avoid micromanaging, I practice micro-monitoring to maintain attention to detail without stifling independence.
Tell us about your participation in Shark Tank. What kind of a shark are you for young investors? How will you choose potential companies worth investing in?
Being a Shark was an incredible experience, as I’ve been a fan of the show since childhood. As an investor, I focus on two key factors: the entrepreneur’s drive — distinguishing between mere enthusiasm and informed passion — and the business fundamentals, such as scalability, customer acquisition cost (CAC), and financial metrics. I can typically gauge these elements within five minutes, helping me identify ventures with real potential.
