Amjad Sowan
Building retail systems that help teams move faster, take ownership, and scale with clarity.
Amjad Sowan
COO . LEVANT
What I Stand For
- Systems that make work clearer.
- Technology that saves time and improves decisions.
- Delegation that builds ownership.
- Teams that keep learning and improving.
- Retail execution that supports growth without losing identity.
- A name that brings the authentic Levantine spirit into every home it reaches.
Growth Begins With Clarity
Beyond AmbitionGrowth needs more than ambition. It needs a way of working that people can understand, repeat, improve, and build on together.
My background was shaped inside technology-led environments, including eight years at Huawei and later experience at Ooredoo. These were not only places to work; they were schools in speed, discipline, systems, communication, and the importance of building teams that can move with clarity.
They taught me that technology is only useful when it helps people make better decisions, save time, and do their work with less confusion.
From Vision to Repeatable Systems
Building Scalable RetailWhen we started building Otantik with my partners, there was no ready playbook. We learned through design, testing, manufacturing, shipping, correction, and decisions that had to be made while the business was still taking shape. That stage connected everything I had learned in technology with a different kind of responsibility: building products, teams, workflows, and retail systems that could bring the authentic Levantine meaning behind Otantik into wider markets.
Today, as COO Retail, my responsibility is to make growth easier to manage, repeat, and improve. That means building clearer workflows, strengthening delegation, using automation and AI tools where they create real speed, and helping teams understand not only what needs to be done, but how their work connects to the bigger direction of Otantik.
I believe delegation is not about moving tasks away from a leader. It is about building people who can hold responsibility, make decisions, and help the business move without waiting for one person. This is how teams become stronger, and how growth becomes repeatable instead of depending only on individual effort.
"Together, we build better when people, systems, and purpose move as one."
Leadership Insights
The Welcome Shapes the View
Attention begins before the sale.
A customer enters the branch with a simple expectation: to be understood before being asked to buy. They do not see management decisions; they see how they are welcomed and hear the first question asked.
I train my teams to place attention before the sale. Listening first allows the team member to respond to the customer instead of repeating the same conversation with everyone.
Read the Moment
Give room before moving to the sale.
A customer walks in knowing roughly what they want, then pauses before buying. The short distance between the welcome and the offer can matter more than the words themselves.
The team member needs to read the pace of the conversation and give the customer enough room before presenting a choice. A reason to return begins when the customer feels the interaction was shaped around them rather than around completing another sale.
Representing the Company
Every action shapes the company's image.
A customer enters the branch without knowing what was discussed in management meetings. They know the business through the person standing in front of them.
When the person is present in the conversation, the customer feels the attention. When the response sounds memorised, much of the work behind it disappears. A brand does not reach the customer as a logo. It reaches them through the person dealing with them directly.