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Endeavor Greece Celebrates Two Years and 3,500+ Jobs Created By Its Entrepreneurs

Endeavor Greece released an infographic and video to highlight the office’s impact during its two year anniversary. The team supports some of the region’s top high-impact entrepreneurs who continue to drive sustainable job creation and contribute to […]

December 18th, 2014 — by admin

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Endeavor Insight Report Spotlights Growing Entrepreneurship in Bogotá’s Tech Sector

Bogotá’s tech entrepreneurs have built over 100 companies and created thousands of jobs over the past two decades, according to a recent study by Endeavor Insight. With the support of Endeavor Colombia and the Omidyar Network, the research team […]

February 17th, 2014 — by admin

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Tough love: insights from an investor

Reprinted from informationarbitrage.com. See original post here.

By Roger Ehrenberg

For me, investing in seed stage companies has never been about making money: it has been about passion. Passion for the mission. Passion for the founders. Passion for those in and around the company. Yes, making money is always the hope but not the objective function I’m solving for. In my experience if I get the passion right, the money often (but not always) follows. I can honestly say that I haven’t invested in a company for which I did not have passion. “This founder’s great and it’s sure to be a money-maker but I hate what they do” are not words that have ever passed through my mind or over my lips. Being partnered with founders and helping them build their businesses is simply too difficult and too emotional for it to be a clinical exercise. Without passion, being a venture capitalist would an absolute nightmare, at least for this investor.

But one of the hardest things I have to do is to distinguish between passion and performance, and to provide real guidance and support when it is required. It is a very fine line between being helpful and being domineering, and it is also important to balance the company’s needs with the skills, abilities and interests of its founders and employees. This is particularly challenging as companies scale. Sometimes founders can rise to the challenge of ramping an organization and all it entails, while other times they are better suited to narrower roles that play better to their strengths. Even while this might be the right thing for the company, it is still often an emotional transition and one that needs to be handled with thought and care by the founders, other members of senior management and the Board. Falling in love with a company and its founders can be dangerous if challenging, honest conversations can’t be had and difficult but necessary management changes can’t be made. The most important thing for a fiduciary to remember – be they outside investors, independent Board members or founders – is the focus on doing the best thing for all shareholders. Bringing everything back to this core principle helps focus everyone’s attention while making the difficult decisions a little bit more straight-forward.

That all said, it is still hard as hell to provide painful feedback to people whom you care deeply about but who simply need to do better job or else shift roles. Just because it may be the right thing to do doesn’t make it any easier, and passion for both the people and the companies makes this important task even more challenging. But as a partner to management I owe it to the founders and to other shareholders to step up and have the necessary “tough love” conversations. Because if not me, then who?

6 key ingredients of startup morale

Reprinted from GrowVC. See original post here.

By Scott Hersh

Working in a start up is one of the most exciting things in the business world today; it is also one of the most challenging. Whereas keeping morale high in any business is important, in startups, it is do or die. There are two steps to creating and maintaining high morale, which I refer to as ‘defining’ and ‘encouraging.’ Defining means establishing clear goals for the company and the individual in order to focus every individual productively. Once goals are clearly defined and each individual understands their role in accomplishing those goals, the next step is to fan the flame which I refer to as ‘encouraging.’ These two aspects of defining and encouraging are broken down into 6 key ingredients of creating and maintaining morale.

Aspects of ‘Defining’

1) Have a Mission that Inspires
An office with a mission is a much different environment than an office without a mission. Make sure that everyone knows, understands and ascribes to the mission that your business has set out to accomplish. Working together towards a higher purpose is much more gratifying than working just to make money. It’s also a crucial ingredient to being profitable.

2) Define Individual Expectations
When people don’t know what performance is expected of them they are not able to gauge their level of success. Defining expectations means creating the opportunity to succeed and feelings of success breed morale.

Aspects of ‘Encouraging’

3) Make Business a Pleasure
What does a normal workweek in your startup consist of? I would say that it’s rare for anyone in a startup to put in less than 60 hours a week. With such demanding work weeks, precious little time is left available for being social. Therefore, it’s extra important to include an element of fun in the office by making sure to take time to celebrate together. Here are some reasons to have a short office party…
• Birthdays
• Any business success
• Hiring a new worker
• Just as a pleasant surprise

4) Have a Collective Company Brain
Everyone in the startup should have an idea of how the entire operation is being run, and they should all be encouraged to give feedback. Keep lines of communication open between all facets of the company in order to encourage growing as one successful and healthy organism.

5) Hire Powerhouse Employees
Did you ever notice that some people have a personality that engages and inspires everyone else around them? Every great company has a few of them, make sure that you do too.

6) Get Personal
Take an interest in your employees and coworkers personal lives. By being there for them through the difficult times and celebrating with them during the good times, the workplace will develop into an extended family unit, which is great for loyalty.

This advice in this article is not just for upper-echelon individuals in the start up, it’s for everybody. The most successful businesses are ones where everyone collectively adopts a leadership mindset and feels personally responsible for the welfare of the business as a whole, and the individuals that they work

Thoughts on Davos by an Endeavor Entrepreneur

Reprinted from Jorge Soto’s blog. See original article here.

By Jorge Soto

Endeavor Entrepreneur since 2011 and co-founder of CitiVox Jorge Soto was selected to attend the World Economic Forum in Davos as one of 30 Global Shapers from around the world. The following is his account of the experience.

-about arriving at Switzerland-

The first thing you notice about Switzerland is the silence…or the complete lack of noise, even at an international airport.I come from a crowded city and a crowded neighborhood where you are expecting to hear a guy with a loudspeaker selling tamales at 7am and another one buying old mattresses at 9pm.

But not here. Here you try to be as quiet as possible so you don’t disturb anyone. Better to let them go by.

If this is your first time at a german-speaking country, then you definitely will get lost on the trains.
Fortunately, the departure and arrival times are unique and surreally sharp. To get to Davos from Zurich airport you should take the 7:46 train to Chur arriving at 9:27, then take the 9:31 train to Tiefencastel and you’ll be there at 10:03.

-about the young global shapers-

Unconventional times call for unconventional leadership.

A group of around 60 people from 34 countries, called the Young Global Shapers, were invited for the first time to participate at the World Economic Forum to express their concerns and represent the millennial generation. I had the honor to be among those.

Once I got to know my fellow Global Shapers I can only feel real honor to be there. These are 29 year olds or younger changing the world every day in different sectors, in a local and in a global way. Just to add one more thing about how cool that group was, we were the only community at the World Economic Forum with real gender parity. One common trait that I’m happy to have found among the group is that we, young people, are embracing careers not only for financial gains but also to contribute directly to solve problems.

While leading one of the discussion tables about the role of the millennial generation, I heard that there is a study that has just came out about how the new technologies have changed modern society’s interaction (McKinsey is the source I think, I need to check on that sometime soon). In this study it says that in the 1930s they asked teenagers whether they consider themselves someone important and 12% answered yes. They asked the same question last year and 85% said yes. Our duty to lead differently is becoming increasingly apparent. We are finding the convergence of the public, private and non-profit sector and we are absorbing the best practices from each one of them while identifying areas of opportunity.

We are thinking globally.
We understand diversity.
We are connected.
We want to try, fail fast, learn and iterate.

With our passion, our concerns, our questions, our personal goals during the forum, our converse at the gala dinner, our thinking in networks and not in hierarchies (I really felt like giving the high-five to the mexican president while holding a mezcal on my other hand at the mexican party was a good idea), we were anything but conventional.

-about the discussions at the WEF-

There were a lot of important topics addressed at the panels, around the halls and during the parallel events at Davos:

The Eurozone economic crisis, the US economic crisis, the social crisis and protests around the world, the growing inequality between rich and poor, the environmental crisis, the job creation crisis, tech regulations, the food crisis, housing crisis, health care crisis, education crisis, nuclear crisis…it was overwhelming and you could feel a lack of optimism and fear. I focused my attention and tried to get involved in as many discussions as I could about how new technologies and social networks are a catalyst for social change, sometimes where previous efforts have failed.

We’re becoming a big smart community. Everything is networked now. Security and intelligence to manage and make sense of all the information generated by that community and how to make it actionable are now the concerns for the next couple of years. Clay Johnson said that in an information rich world, the wealth of information means a scarcity of attention. We are not an audience any more. We are a networked public and we do much more than just consume information. We discuss, we participate, we comment, we share, we like and, ultimately, we amplify the message.

However, the truth is that society’s outdated institutions (governments, companies, citizens, organizations) perpetuate incongruent values that prevent a balance between strategic leadership and self empowered action. To put it in the words of one of my mentors, the problem is not a technological one, it is an anthropological one.

Another hot topic was how to fix capitalism.

“Is responsible capitalism an oxymoron?” -Arose towards a panel.
I don’t want to believe that. I think it is about investing in social capital and creating a balanced ecosystem where social innovation should be the fuel of all the stakeholders of that ecosystem. Governments and institutions need to recognize two things: the first one is that economic development needs not only money but entrepreneurial engagement and an ecosystem to achieve social progress. The second one is that entrepreneurship is different than self-employment and it is not the solution by itself for the current job crisis.

-a brief thought about the occupy wef movement-

The shared identity of a crowd relies on its legitimacy.

The Occupy WEF protesters were invited to a panel to speak and have a dialogue about how to fix capitalism. Just before it began, they walked out of the room. They said that nobody with four aces wants a new deal.

As one the organizers of the WEF pointed out, it’s easy to say what you’re against to, but saying what you’re for is far more powerful. Anti-power expressions, rather than counter-power, know what they don’t want but are finding it hard to create an inclusive and coherent dialogue of what they do want and what they do propose to build a smart policy that might bring a truly progressive future.

-some last thoughts-

The biggest challenge of leadership is understanding and learning to lead in a two way conversation. That is why the scene where the occupy guys leave the discussion table before even starting it really upsets me up. And that is also why I congratulate the WEF for opening the doors to them. I hope the opportunities for dialogue and cooperation increases. Of course, the contradictions persisted. We were discussing the inequality of money distribution and that the 99% of Americans live like the 1% of the rest of the world while we were having lunch on top of the Alps, at a ski resort, with an amazing view and with enough food to feed more than 2,000 people. However, the mood was always somber and with a real lack of optimism.

I take a lot of things back from Davos. Inspiration is one of them. An urgency to be the change I want to see in the world is another one. There is a lot of need in the world. Each and everyone of us need to understand how we can help with our expertise and passion, and find the intersection between need and opportunity.

Endeavor February 2012 newsletter

To view Endeavor’s February newsletter, a recap of all the top news stories from the previous month, please CLICK HERE.

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Endeavor launches in Indonesia!

It’s official: Endeavor has launched in Indonesia! With approximately 240 million people, Indonesia is Endeavor’s biggest country, and signals Endeavor’s formal entry into East Asia.

Endeavor’s presence in Indonesia will start in the capital of Jakarta, located on the island of Java, the most populous of Indonesia’s 17,000 islands. The office plans to expand its presence throughout the country, locating high-impact entrepreneurs in every province.

We are proud to welcome Sati Rasuanto as the new Managing Director. Formerly, Sati served as Chief of Staff to Gita Wirjawan, then Chairman of the Indonesia Investment Coordinating Board and the new Minister of Trade, helping to shape Indonesia’s development agenda and formulating strategies to increase investment flows into the country.

As another major milestone, we are pleased to announce the board of directors, comprised of many of the country’s top business leaders. The complete list appears below.

Endeavor Indonesia has already begun building a Search & Selection pipeline; the first entrepreneur candidate is slated to present at Endeavor’s International Selection Panel next month in Dubai.

“The timing for Endeavor Indonesia couldn’t be better,” says Sati. “Entrepreneurship is really taking off. Just look at the mobile technology industry. Mobile penetration has tripled in the last five years, with the majority of growth coming from a younger, less affluent Indonesia (half of the population is under the age of 29). High-Impact Entrepreneurs are seizing on the opportunities, and more and more people are innovating. Endeavor is poised to play a vital role in cultivating an entrepreneurial ecosystem in Indonesia.”

Cindy Ko from Endeavor, who led the expansion, is currently based in Singapore, Endeavor’s newest regional service office. “With plans to expand in all of the major emerging markets in East Asia,” she says, “it was the right time for Endeavor to be present in the financial & commercial hub of Southeast Asia.”

Announcing Endeavor Indonesia’s Board of Directors:

Ciputra Development
Founder & Chairman

George Tahija
Austindo Nusantara Jaya
President Director & CEO

Hendrik Kolonas
Celebes Artha Ventura
President Commissioner

Husodo Angkosubroto
Gunung Sewu Kencana

Jimmy Masrin
Lautan Luas
Vice President Director

Svida Alisjahbana
Femina Group
President & CEO

Theodore Rachmat
Triputra Investindo Arya
President Director

Dow Jones VentureWire: “NGO Endeavor backs Globant through new investment fund”

Reprinted from Dow Jones VentureWire. See original article here (highlighted on WSJ.com).

By Deborah Gage

Endeavor Global Inc., a non-profit that supports entrepreneurs capable of building big businesses in developing countries, invested $2 million in Globant, a software development company headquartered in Buenos Aires that handles projects for customers including Southwest Airlines Co., the Coca-Cola Company and Dell Inc.

The investment was made through Endeavor Catalyst, a new organization operating as a 509(a)(3)–the same classification used by university endowment funds–that enables Endeavor to make venture-style investments in promising companies and reap returns without being regulated like a private foundation.

So far, Endeavor has raised nearly $10 million for Endeavor Catalyst from investors including True North Venture Partners Chairman Michael Ahearn, former Warner Music Group Chairman Edgar Bronfman Jr., Accretive LLC Managing Partner Michael Cline, Greylock Partner Reid Hoffman, Abraaj Capital founder Arif Naqvi and Omidyar Network founder Pierre Omidyar, according to Endeavor Chief Executive Linda Rottenberg. Each man has pledged $1 million.

The goal is to get the fund to $20 million this year and ultimately to $40 million, which should allow Endeavor to become financially self-supporting rather than relying on donations, Rottenberg said.

“For Endeavor, this is a huge step toward longevity, and for the Endeavor entrepreneurs it’s an additional feeling of confidence for them and allows them to get more of a leg into the investment community in the U.S.,” she said.

Rottenberg co-founded Endeavor 14 years ago as a way to support the development of businesses in emerging economies that could generate revenue and create jobs. It now operates in 15 countries in Latin America, Africa, Southeast Asia and the Middle East and has screened more than 29,000 entrepreneurs, selecting 656 of them to lead 413 companies.

All Endeavor entrepreneurs are mentored, often by volunteers, and are also required to donate time and money back to their communities, but Endeavor was torn over how to invest in some entrepreneurs without seeming to play favorites.

Hoffman and Matrix General Partner Nick Beim solved that problem by designing a fund that would allow Endeavor to participate passively in investments of at least $5 million led by professional investors, contributing no more than $2 million to a round in return for about 10% of the company. Negotiations on terms are handled by the lead investor.

For Globant, whose founders have been participating in Endeavor since 2005, Endeavor added on to a $15 million funding round that Globant raised last March from FTV Capital and Riverwood Capital so that Globant could be Endeavor Catalyst’s first investment, Rottenberg said.

Five more investments–two in Brazil, two in Mexico and one in Turkey–are likely to happen in the next three to four months, she said.

Globant Chief Executive Martin Migoya told VentureWire in March that the company had raised about $35 million and hoped to go public in the U.S. within the next few years. He said Globant’s participation in Endeavor has enabled the company to learn “from some of the most talented and experienced professionals in the world.” Globant now employs over 2,500 people.

WPP to acquire majority stake in Endeavor firm 41?29! Media, an independent digital agency in Turkey

For full press release click here

WPP announces that it has agreed to acquire a majority stake in Endeavor company 41?29! Media Internet (“41?29!”), an independent digital communications agency based in Istanbul.

Founded in 2007 by Endeavor Entrepreneur Alemsah Ozturk, Bora Akman and Omer Ersoy, 41?29! offers digital communications services to clients across all business sectors.

The agency employs 48 people and clients include Diageo, Garanti Bank, Kraft, Microsoft, Nokia, Renault, Ulker and Unilever. (From press release.)

How Endeavor Entrepreneurs are faring after the Egyptian Revolution

Reprinted from wamda.com. See original post here, originally published as “Surviving the Egyptian Revolution: Small Businesses One Year After #Jan25.”

By Nina Curley

Days after the one-year anniversary of the Egyptian revolution, it’s now the Egyptian economy, not popular tolerance for dictatorship, that may have reached a breaking point.

Unemployment is higher than it’s ever been. Tourism is floundering, unhelped by recent demonstrations. After rejecting an offer from the International Monetary Fund this June, the controversial military-ruled transition government now returned to the IMF to ask for $3.2 billion in support, in what seems like a tacit admission of the failure of their policies over the past year.

In the startup space, venture capital deal flow has been slow. Sawari Ventures invested in mobile applications company Alzwad and software company Vimov in January 2011, when accelerator Plug and Play Egypt also invested seed funding in its first crop of six startups. Yet investment news slowed until venture capital firm Ideavelopers invested in local daily deal site Offerna in late October 2011. Plug and Play Egypt has now been put on hold.

With the recent launch of Flat6Labs’ first round, seed stage investment in Egypt is picking back up. But what of the small businesses that suffered through the year? As popular frustration with corruption turned to general suspicion of the private sector this year, some small businesses were hit particularly hard.

Others that we spoke to, supported by nonprofit Endeavor, have managed to survive the economic stall by carving out new markets or continuing to dominate their niches.

Targeting High-End Markets

For bakery chain and Endeavor firm The Bakery Shop, catering to customers with disposable income kept business afloat. “Pre-revolution things were doing quite well. We opened our first store in 2008, in the north coast of Egypt by the sea, where we introduced baguettes, croissants, and pastries to a market that consumes luxury products,” says co-founder Sameh El-Sadat.

After moving back to Cairo, TBS launched a store in upscale neighborhood Zamalek, followed by shops in Heliopolis and Maadi, and two more in 2011. “Things slowed down during the revolution, because people were afraid to spend too much, and the curfew didn’t help,” says Sadat. “But business picked right back up. Given that our market already has a high disposable income, we were not affected.” The fact that baked goods are comforting can’t hurt.

The company, which has two more shops slated to open soon, has also worked hard to beat out competitors and retain its talent, recruiting top bakers, sending them abroad for training, and compensating them well. “It’s important that they feel they are part of the ownership of the business,” says El-Sadat.

At Endeavor-supported company Azza Fahmy Jewelry, targeting a similar high-end market also helped insulate business. “You’d think that jewelry is one of the first things that people would stop purchasing during the revolution. But our sales were not affected as much as we expected,” says managing director Fatma Ghaly.

The jewelry company, which founder Azza Fahmy pioneered in the early 1980’s, creating unique designs inspired by Islamic architecture, momentarily put expansion plans on pause. And yet, as it gears up for expansion into U.S. and European markets, the attention that the revolution has garnered Egypt is turning out to be helpful.

“In terms of branding, Egypt got a lot of positive branding as a country,” Ghaly, who spoke about cultivating creativity at CoE, explains. “Now when we approach markets in the U.K. or the U.S., there is curiosity and there is a bit of excitement that wasn’t there before.”

Looking to Africa

For online and mobile banking company and Endeavor company eMasary, which was registered in 2009, the story has gone differently. As a company that facilitates online payments for the unbanked community, which comprises up to 90% of Egyptians, according to Infosys, the revolution hit harder.

The company, which has worked on large-scale projects like automating toll station payment on the Cairo-Alexandria Desert Road, had to cancel projects with the Ministry of Transportation due to the regime change. “We had an appointment with the Minister of Transportation on the 26th of Jan. The minister was removed, so the project was cancelled,” explains founder Moatasem Osam.

Once the government was thrown into transition, a project designed to allow consumers to pay traffic tickets online was also cancelled. As a result, the company has been pushed to think more about expansion into Africa, pushing towards Ethiopia, Ghana, and Nigeria as well as Dubai.

And yet, it hasn’t all been negative. “We’re attracting investors now,” says Osam, “perhaps because of the status of the country.

Hoping for Regulatory Change

While the previous regime worked to woo foreign investment, the new government will have to fight more than corruption to rebuild a comfortable environment for small businesses, say these entrepreneurs.

The government should incentivize training and technical certification, says Osam, while facilitating banking facilities for small and medium-sized enterprises. Ghaly hopes that laws governing trade, hallmarking, and custom laws will be relaxed to facilitate imports and exports. And El-Sadat points out that a more enabling regulatory environment will help other entrepreneurs be less afraid of failure.

As each finds new avenues for international expansion or outside investment, the sense that Egypt is a land of possibility may be the biggest boost. “The revolution really portrayed the true spirit of Egypt,” says Ghaly. “There is no longer a stigma of terrorism and ignorance driving portrayal of the Middle East.”

Endeavor Global closes investment round with IT firm Globant

The following press release can also be viewed here: http://prn.to/xpQVEQ

For the first time in its history, the global NGO – through the Endeavor Catalyst Program – invests $2MM in one of their selected High-Impact Entrepreneurs

New York, New York, February 1, 2012 - Endeavor, the word-wide leader in selecting, mentoring and accelerating high-impact entrepreneurs, announced that it has closed an investment round with Globant, a leading producer of innovative software products that appeal to global audiences, as the first investment of Endeavor Catalyst.

Endeavor Catalyst is a revolutionary and high-impact initiative that uses donated capital to allow the organization to co-invest in Endeavor Entrepreneurs in a neutral, unbiased way. The main goal of this program is to use the returns of the investment both to support Endeavor’s operations and to be reinvested into Catalyst to provide funding for other Endeavor Entrepreneurs.

The pioneering supporters of Endeavor Catalyst have each pledged $1MM to the investment vehicle, citing it as an innovative new model of philanthropy. The founding members of this Entrepreneurs’ Circle include Michael Ahearn, Chairman of True North Venture Partners; Edgar Bronfman, Jr, Former Chairman of Warner Music Group; Michael Cline, Managing Partner of Accretive LLC; Reid Hoffman, Partner of Greylock Partners and Co-Founder of LinkedIn; Arif Naqvi, Founder and Group CEO of Abraaj Capital; Pierre Omidyar, Founding Partner of Omidyar Network, Founder and Chairman of eBay.

“We are thrilled to be part of Globant´s story once again. The moment Globant’s founders were selected as High-Impact Entrepreneurs in 2005 we were struck by their passion and vision. We knew that they were going to change their society and country. Today, Globant’s reach and impact spans the globe, creating more than 2,500 high-quality jobs and working with the world’s greatest technology players. I am proud to announce that Globant has received the first investment from Endeavor Catalyst, a passive investment vehicle that uses donors’ funds to support Endeavor Entrepreneurs’ capital-raising rounds,” explained Linda Rottenberg, Endeavor Co-Founder and CEO.

Endeavor is leading the global high-impact movement to catalyze long-term economic growth around the world. With operations in 15 countries throughout Latin America, Africa, Southeast Asia and the Middle East, Endeavor has screened more than 29,000 entrepreneurs and selected 656 individuals leading 413 high-impact companies.  These Entrepreneurs have created over 156,000 jobs, generated over $4.5 billion in revenues in 2010 and inspire future generations to innovate and take risks.

“For us, this round means much more than just the $2 million. It is a symbolic act that shows the reinforced trust that Endeavor puts in Globant; trust that was first shown in 2005 when they selected us as Endeavor Entrepreneurs. That was a key milestone in our history, since they enabled us to learn from some of the most talented and experienced professionals in the world”, said Martín Migoya, Globant´s CEO and Co-Founder. “By renewing its commitment to Globant through the Endeavor Catalyst Program, Endeavor reinforces a great partnership that will help us to take our company to the next level, creating more jobs for talent across the world, more opportunities for our Globers and delivering the best software products for our customers”.

Globant is a company comprised by more than 2,500 IT professionals, based in 15 delivery centers across Latin America and US and working for customers like Google, EA, JWT and LinkedIn.The Company closed late last year the acquisition of SanFrancisco-based Nextive, a company specialized in the development of mobile software solutions. This operation allowed them to improve its organization around 8 studios, which in turn is contributing to position the Argentinean Company as leader in their industry.

About Globant (www.globant.com)

Globant is the Latin American leader in the creation of innovative software products that appeal to global audiences. For us, that means we are the place where the best engineers team up with art design studios and innovation labs to deliver a superb user experience.

In only 9 years, Globant:

– Has more than 2,500 professionals working for companies like LinkedIn, JWT, Zynga, and Google, among several others.
– Was selected as Endeavor Entrepreneur (2005)
– Was named among the top 10 software development company and top 10 product engineering vendor (2011) by Global Services
– Was included in the 2010 Cool Vendor in Business Process Services Report by Gartner
– Was featured as case study of Harvard, MIT, Stanford and others

About Endeavor (www.endeavor.org)

Hailed by New York Times columnist Thomas Friedman as “the best anti-poverty program of all,” Endeavor is leading the global movement to catalyze long-term economic growth by selecting, mentoring, and accelerating the best high-impact entrepreneurs around the world. To date, Endeavor has screened more than 29,000 entrepreneurs and selected 656 individuals leading 413 high-impact companies.
With support from Endeavor’s worldwide mentor network, these high-impact entrepreneurs:

– Have created over 156,000 jobs
– Generated over $4.5 billion in revenues in 2010
– Inspire future generations to innovate and take risks

Headquartered in New York City, Endeavor currently operates in 15 countries throughout Latin America, Africa, Southeast Asia and the Middle East. As the high-impact movement expands globally, Endeavor will continue to show that anyone with a big idea can succeed, from Silicon Valley to Latin America, the Middle East, and beyond.

Endeavor Entrepreneurs featured on Wamda TV [in Arabic]

Recently, the Wamda website conducted video interviews with several Endeavor Entrepreneurs from the Middle East. The videos, which are in Arabic, are summarized below.


Laith Zraikat and Omar Koudsi speak about how they channeled their abilities and ambitions into starting up the online community Jeeran in Jordan. Laith explains how recently, Jeeran pivoted into a new vision, generating highly localized content by providing its community with information about what’s happening in cities throughout the Arab World (causes, events, restaurants, etc.) and publishing them for people to comment on and connect around. This helps consumers narrow their choices and spend their time more efficiently.

Omar, meanwhile, explains how this is facilitating Jeeran’s regional expansion, and describes how the daily challenges of running Jeeran are his favorite part of being an entrepreneur.

(Source: wamda.com)


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