Hussain Al Maimani, a dedicated engineer, technologist and Sales Director in Oman’s rapidly advancing ICT sector, sits down with Alvin Thomas from OERLive. In their conversation, Mr. Al Maimani shares insights into his professional journey and his significant achievements with IBM, currently exemplified through his role at GBM.
OER: When we last spoke, just before the New Age Banking Summit, I could feel the passion and professionalism you bring to your work. Before we delve into your professional life, let’s talk about your early days.
Hussain Al Maimani: I was born in the UK, in a place called Ashford, and spent a significant part of my early years there. My father, Mr. Aslam Mohammed Ali Al Maimani, was in the Air Force. He was a colonel and one of the pioneers who helped establish the Omani Air Force. He was also among the first batch of five pilots.
Growing up in a strict military household meant we travelled a lot because of my father’s assignments and training courses abroad, mainly in the US and the UK. I went to high school at Brondesbury Park and stayed there until I completed my GCSEs.
It was a great time to be in the UK – very interesting and formative years. We frequently traveled between the UK and Oman, spending summers in either place. This exposure to both cultures significantly shaped my personality.
While many Omanis pursue higher education abroad, I feel my high school years in the UK were those that were particularly impactful. By the time you’re 18 or 19 and heading to university, your personality is mostly formed. I firmly believe that the years spent in high school are critical for shaping one’s character and studying abroad during that period had a particularly profound influence on me.
OER: Parents often ask their kids what they want to be when they grow up. You have two kids yourself, so you probably know it’s not as common a question these days. But were you ever asked that? If so, what was your answer?
Hussain Al Maimani: Yes, I was indeed asked that question. In my very early years, my answer was always that I wanted to be like my father, in the Air Force, either a pilot or a fighter pilot. But as I approached my teenage years, I discovered a passion for technology. I remember coming home from school and playing with those old PCs with thick CRT screens running Windows 98. The machines were massive, almost a meter and a half big.
I started dismantling them, adding RAM and playing with the microchips, and experimenting with different components. I was around 11 or 12 years old when I began doing that.
OER: When was the first time you saw a computer, and how amazed were you?
Hussain Al Maimani: The first time I saw a computer, I thought it was just a gaming machine. My older brother was playing games like Tetris or Prince of Persia on the PC, and I assumed that’s what PCs were for. I was probably around eight or nine years old at the time. I started playing games on it too.
But, I started fiddling with them around the age of 12. I was always very curious, and that curiosity drove me to dismantle the PC. I wanted to understand how it worked, what was inside, and what made it function. I remember wondering what connected the PC to the screen, and what the mouse did. Do you remember those old mice with the ball inside (?) I used to take the ball out and play with it, and I would mess around with the keyboard too.
Those were interesting times. This was also the era of the dial-up internet. I remember the connection sounds and the speeds of 56kbps – at the time – were fascinating. As I got older, I got into chat rooms like ICQ and MSN Messenger. That’s when I realised I had a passion for technology. It dawned on me that this could be my future.
OER: How does one know that they want to get into tech? I want to hear this from your perspective. You said you wanted to establish yourself in IT and you liked technology. So how did you know it was the right stream for you?
Hussain Al Maimani: I was lucky and very fortunate during my high school days in London, while I was doing my GCSEs. Among the subjects I took – English language, English literature, math and science (including biology, chemistry, and physics) – I also took ICT (Information and Communication Technology).
To answer your question, you know that this could be your world or your future when you wake up in the morning excited about your ICT lesson more than any other. It was the class I looked forward to the most. While others might have been excited about PE, I was always eager for ICT. That anticipation and fulfilment I felt made it clear to me.
OER: Is there anything from those days you’d like to reminisce about – any particular teacher or moment that stands out?
Hussain Al Maimani: Yes, my ICT teacher in the UK, Mr. Kumar, played a significant role. He created an environment where I was constantly challenged. Even though I picked things up quickly, he went the extra mile to keep me engaged by introducing material beyond the curriculum.
If everyone else was learning basic programming, he’d give me additional work because he knew how passionate I was. His support and encouragement were pivotal. After finishing high school with an A* (A-Plus) in ICT, I knew I wanted to pursue Computer Engineering at University.
OER: Okay, so let’s talk about university. Where did you go for your higher education, and what did you study?
Hussain Al Maimani: I returned to Oman during that time because of some personal family matters. So, I decided to stay in the GCC region for my studies. One of the options I had considered while in high school in the UK was universities there, but after returning to Oman, I researched regional universities and the American University of Sharjah (AUS) caught my attention. It’s a top-notch facility in the middle of the desert.
I remember spending sleepless nights in the engineering labs – it was tough but rewarding. I registered, got accepted, and started with a foundation year in engineering, then pursued computer engineering.
OER: What drew you to computer engineering over computer science?
Hussain Al Maimani: Computer engineering at AUS offered a comprehensive curriculum that included networking, software, and hardware. This contrasted with computer science, which focused more on software. I felt that computer engineering’s inclusion of networking and security would give me a more holistic view and better prepare me for the industry.
University definitely opened up many new horizons for me. In high school, I thought I was deeply involved in ICT, but the university showed me how much more there was to learn. It was like starting from scratch, understanding everything from binary zeros and ones to advanced visual and graphical concepts. My natural curiosity was well-fed by learning the engineering behind digital systems and understanding how the digital world operates.
OER: How important is it for someone to attend a prestigious university known for shaping great minds?
Hussain Al Maimani: I think it’s incredibly important. The university I attended is very active and affiliated with universities in the United States. Many of the professors come from Ivy League schools and teach in the US. They provide access to memberships in world-renowned institutes like IEEE and opportunities to attend international events and conferences.
Also, local companies often engage with students in their final year to learn about their projects. You can’t get this level of reach and quality at a standard university. High-ranking universities offer a platform for quality research, networking, and exposure to high-calibre professors and students. This helps form valuable networks early on during your university days.
Two years ago, I had also embarked on a part-time MBA program at Alliance Manchester Business School, one of the world’s top business schools, and successfully completed it in July 2024. Balancing this alongside my job, the programme significantly enhanced my managerial skills in areas such as marketing, finance, and operations, while also expanding my professional network. The Manchester Global Business MBA program allowed me to take courses abroad, studying at campuses in Manchester, Singapore, and Dubai.
In addition to this MBA, I completed executive education programmes from the London Business School (LBS) on organisational resilience and the MIT Sloan School of Management on Leading Organisations and Change.
I am a big advocate of lifelong learning. You never stop learning, and education is essential to stay up-to-date. This University’s practical approach bridged the gap between theoretical knowledge and real-world business applications.
OER: The 1990s and 2000s were transformative years for technology. Back then, tech wasn’t as accessible, with the most modern technology being FM/AM radios and basic digital clocks in cars. Now, technology is ubiquitous, even in developing markets. How do you feel about being in this space right now?
Hussain Al Maimani: It’s incredibly exciting and fulfilling to be part of such a transformative industry. Technology has drastically changed our lives. Think about how much technology has shaped your daily activities over the past few years. Now, imagine that impact on a corporate level.
Technology has revolutionised the way companies do business, and its influence is accelerating. It used to be about just keeping operations running, but now it’s integral to business strategy. This shift has become more pronounced over the past few years, making it an interesting and dynamic field to be in.
OER: So you graduated from college and had been shaped by your experiences there. When you started looking for a job, how did your journey unfold?
Hussain Al Maimani: During university, we were required to complete an internship, usually in the summer before our final year. I was on the lookout for a company where I could gain meaningful experience, and at that time, I was particularly fascinated by IBM. To me, IBM was the pinnacle of technology – legendary, with the most patents and Nobel Prize winners. So when I returned to Oman, I discovered that GBM was the IBM partner for the region, representing them in Oman. My goal was to intern with them.
I applied for an internship in the summer of 2009 just to get some hands-on experience. And as it goes – that’s where my journey with GBM began. I fondly remember working with Mr. Prasad, the head of Technical Support Services (TSS) at the time. I was involved in implementing, configuring, and supporting IBM systems like servers and storage.
As a trainee, it was thrilling to be immersed in IBM technology. I shadowed engineers, went on calls, and even designed a layout for a bank’s data centre using Microsoft Visio. I was tasked with creating a blueprint for their setup, which was both challenging and exciting.
At the end of my internship, Mr. Prasad came to me and shook my hand before saying: “Congratulations. I know you’re going back to University to finish off your last year. But, you have a job when you come back.”
GBM had offered me a job on the spot. It felt amazing to receive such an offer. My father was thrilled, especially since GBM and IBM were highly regarded. He encouraged me to finish my studies and return to Oman.
Thereafter, I completed my studies and joined GBM as an engineer in the summer of 2011. My initial role involved hands-on technical work, which was intense but incredibly rewarding. After a couple of years, I was approached by the sales manager and director. They suggested I try a sales role, given my technical background and understanding of the technology. They believed it would give me an edge as an account manager, combining my technical expertise with a new skill set.
And that marked the beginning of my transition from engineering to sales. It was a significant shift, but it was an exciting new chapter in my career.
OER: Transitioning from engineering to sales is a significant shift. You moved from a technical role, dealing directly with technology, to a position focused on client interactions and sales. How different was this transition for you, and were you initially keen on making this change?
Hussain Al Maimani: It was indeed a challenging transition. Since childhood, my passion had always been working directly with computers and technology. I was deeply invested in the technical aspects, but not the business side of things as yet. So, the idea of moving from a potentially rewarding career in engineering to a sales role was not an easy decision.
One of the key factors that influenced my decision was the realisation that in our region, much of the advanced engineering work happens at IBM’s global centres. Locally, the scope for engineering pertains to configuration and support. I also quickly learned a great deal in a relatively short time – about a year and a half – handling a wide range of IBM’s hardware portfolio, including storage and servers. I started to feel that I had reached the peak of what I could achieve in that technical role here.
The opportunity to move into sales also seemed appealing because it allowed me to leverage my hands-on experience with IBM technology in a new way. I could now go directly to clients and use my technical knowledge to help them understand and adopt the technology I had worked with.
I then began my sales career as a junior account manager, which had a steep learning curve. My role involved visiting clients, understanding their business needs, and positioning IBM solutions accordingly. Initially, I was given smaller clients – medium to large enterprises – rather than major public sector or oil and gas clients. It was a period of steep learning and adjustment.
I had the opportunity to work closely with Ms. Bushra, a Senior Account Manager, who was excellent at her role. She mentored me, and I learned a great deal from her. I also attended many meetings with Mr. Don, the Sales Director at the time. In the beginning, I was more of an observer, trying to understand the nuances of sales, which was very different from the hands-on technical work I was accustomed to.
Building trust with clients was crucial during those early years. Instead of pushing what I wanted to sell, I focused on understanding what clients actually needed. This approach helped me build strong relationships and trust. It was important to balance meeting my sales targets while genuinely addressing client needs. I learned to communicate effectively, bridging the gap between clients and our pre-sales team.
One of the key lessons was to position solutions based on the client’s requirements, rather than trying to upsell them something they didn’t need. For instance, if a client wanted a BMW, it wouldn’t make sense to convince them they needed a Rolls-Royce. It was about aligning the solution with their budget and needs.
As the years went on, my client base expanded. I started with the education sector and gradually took on more responsibilities, including additional ministries and sectors. My role evolved, and my territory grew, particularly in the public sector.
OER: Every career has a turning point where someone feels they’ve truly established themselves within their organisation. Can you share the moment when you experienced this transformation in your career?
Hussain Al Maimani: The sector that significantly transformed my sales career was the banking sector. Back in 2014, I took a brief hiatus from GBM to join a South African company called Dimension Data, which had been acquired by the Japanese firm, NTT. They offered me an exciting challenge: to set up their entire ecosystem in Oman from the ground up. I embraced this opportunity because I wanted to experience building something new and establish a presence in a fresh environment.
After about a year and a half, I returned to GBM with a new focus – managing the banking sector. This move marked a pivotal point in my career. The banking sector, known for its fast-paced environment and early adoption of technology, provided me with substantial exposure to cutting-edge technologies.
For around seven years, I concentrated solely on this sector. My role evolved as I was promoted to Sales Manager for both the banking sector and oil and gas around 2019, which was around the COVID period. This came as a result of my success in managing and contributing to substantial growth. At that time, I was overseeing approximately 60 per cent to 65 per cent of GBM Oman’s business portfolio. The success and growth we achieved, coupled with the support of a fantastic team, played a crucial role in my development.
Recently, I was promoted to Sales Director. This role expanded my responsibilities to encompass the entire sales strategy for GBM Oman. I am now overseeing all sales managers and account managers, structuring and setting up strategies for the company’s sales operations. This is a significant step in my career, leading me to the directorial position where I can influence the sales landscape for the company.
OER: It’s impressive to see someone achieve a directorial role at such a young age, especially bringing international expertise to Oman and fulfilling key sectors. Looking back, do you ever wonder if there was something you could have done differently to reach this point?
Hussain Al Maimani: Absolutely. Reflecting on my journey, I realise that GBM played a crucial role in creating a platform where I could truly thrive. What the Company did was provide me with the opportunity to introduce world-leading solutions to Oman, and that’s what I became known for – helping companies adapt these cutting-edge technologies to drive their business growth. They offered me not just a regional network but a global one, connecting me with companies like IBM, Cisco, Fortinet, VMware, and many others. As a system integrator, GBM also provided access to a broad spectrum of technologies and resources that were instrumental in my development.
One piece of advice from a director 15 years ago has always stuck with me: “Always over-deliver on what is expected.” If you’re given a task, don’t just complete it; go the extra mile. This philosophy of delivering more than what’s asked has been a guiding principle throughout my career. Each time I was tasked with something, I aimed to exceed expectations, which I believe significantly contributed to my growth.
OER: I’m certain you have goals for nurturing and guiding the next generation. What are your targets for modernisation and talent development in Oman?
Hussain Al Maimani: Investing in the next generation is a top priority for me. It’s something I’m deeply passionate about. I want to coach young talent entering the job market, helping them build successful careers by providing them with the same opportunities and guidance that I received. I’m also committed to supporting growing SMEs and local startups. I have immense respect for those who take the bold and ambitious step of starting something from scratch.
My goal is to work closely with these startups in Oman, particularly those in the tech and fintech sectors. I want to see these startups not just succeed locally but also make their mark on a global scale. This is a personal KPI for me – to invest time and effort into supporting local tech companies and educational initiatives. I aim to contribute to building a vibrant tech ecosystem in Oman that could potentially become something akin to Silicon Valley. In fact, turning Oman into a hub of innovation like Silicon Valley would be the ultimate dream.
OER: Technology is evolving rapidly, and staying updated is crucial. For someone looking to enter the tech sector today, what does it take to succeed?
Hussain Al Maimani: It’s definitely a multifaceted challenge. While personal interest in technology is vital, the ecosystem involves many stakeholders, and collaboration is key. In Oman, there’s a significant effort from both the private and public sectors. The Ministry of Transport, Communications & IT (MTCIT) is making strides to create a supportive environment, focusing on governance and development.
But it’s not just about government initiatives. The private sector needs to work hand-in-hand with the public sector to drive progress and the educational sector. The focus should also be on creating a digital economy that diversifies beyond traditional sectors like oil and gas, aiming for a more balanced economic structure.
OER: Diversification is indeed key. You mentioned the importance of education. We’ve seen that in some countries, AI is already part of the curriculum for younger students. Do you believe technology, including AI, should be introduced at an earlier stage in schools here in Oman?
Hussain Al Maimani: Absolutely. I strongly believe that technology topics should be introduced early in education. AI, for instance, is becoming as integral as subjects like biology or chemistry. Introducing these concepts at a young age helps embed technology into the culture and prepares students for the future.
But, I believe it’s crucial for parents to be very involved in managing their children’s tech exposure. It needs to be done thoughtfully and gradually, so they benefit from technology without being overwhelmed.
With my two young children (aged four and two), I’m cautious about their screen time. My elder son, despite his young age, is already quite tech-savvy. He figures out how to use my phone, even though it’s locked, and navigates YouTube with ease.
However, it’s important to monitor their technology use carefully. At such a young age, exposure to screens and digital content needs to be managed to avoid overload and ensure they’re not exposed to inappropriate content. I try to limit their screen time and ensure that what they interact with is age-appropriate.
It’s a delicate balance between fostering their interest in technology and preventing potential negative impacts. In a few years, they’ll likely be more advanced with technology than I am. It’s fascinating to think about how quickly they adapt, but it also means I need to stay vigilant about how they engage with these tools.
OER: Looking ahead, what do you think will be the most transformative and crucial development in technology for humanity? Given AI’s significant role now, what’s next for it?
Hussain Al Maimani: The next major step for AI will be governance. As AI becomes increasingly integral to various sectors, managing and regulating its use will become critical. If we look back at the evolution of cloud computing, we saw it start with simple cloud adoption, and then progress to multi-cloud environments, which introduced complexity in governance. I anticipate a similar progression with AI. Organisations will need to handle multiple AI systems and ensure they are governed properly to prevent misuse and ensure ethical behaviour.
OER: From a global perspective, what would you like to see in terms of governance for AI? Should there be boundaries, or is it about managing the data effectively?
Hussain Al Maimani: Governance of AI is indeed a burgeoning field. For instance, IBM has introduced WatsonX for governance, a platform designed to manage AI models and ensure their responsible use. This is crucial because AI, by its nature, relies heavily on data. Ethical considerations and humanitarian aspects are essential.
We’ve already seen instances where AI models have produced biased or offensive outputs based on their training data. Therefore, establishing clear guidelines and robust governance structures is key to managing these technologies responsibly.
OER: As we near the end of our conversation, could you share your thoughts on the top technologies that will shape the next decade or two?
Hussain Al Maimani: So, number one would be Artificial Intelligence. Number two would be quantum computing. And number three, I would say, is augmented reality and virtual reality, particularly with developments like the Metaverse.
For instance, in the near future, we might find ourselves having a conversation where you’re in your house and I’m in mine, yet we could both feel like we’re in the same coffee shop in the Metaverse. I believe we’re not far from that reality.
Additionally, we must consider Cybersecurity. As technology evolves, it’s crucial to ensure that it’s used ethically and securely, as there will always be a demand for robust Cybersecurity measures on both individual and corporate levels.
If we dig a bit deeper, telecommunications is another area of significant change. With 5G becoming somewhat outdated, we’ll likely see the advent of new generations of communication technologies, introducing novel protocols and systems that will revolutionise how we connect.
* Disclaimer: The views and opinions expressed in this interview are those of the interviewee and do not necessarily reflect the official policy or position of the organization he represents.
