Interview with Azfar Ashary – Bridging Business and Technology in the Arab World

In today’s rapidly evolving digital landscape, leaders who can seamlessly bridge the gap between business challenges and technological solutions are shaping the future of industries. UAE Times had the privilege of speaking with Azfar Ashary, Managing Partner of Primero Group, whose entrepreneurial journey spans aviation, food services, media, and digital transformation. In this exclusive interview, he shares his inspirations, challenges, leadership style, and vision for the digital industry across the Arab region and beyond.

Q1: What motivated you to embark on a career in your industry?

My motivation stems from a deep belief that technology should serve as a bridge between business challenges and practical solutions. Growing up across multiple countries – from the US to the Middle East – I witnessed firsthand how different markets had varying levels of technological adoption. After building successful businesses in traditional industries like aviation distribution (Avio Pro) and food service (Gloria Jean’s Coffees), I realized that technology could amplify the impact and efficiency of any business.

The turning point came when I saw my cousin, Ali Zaidi, building Cloud Primero. I recognized his exceptional talent and saw an opportunity to combine my business acumen with cutting-edge technology. I don’t consider myself a technologist, but in our companies we excel at understanding what clients need and translating that into actionable technology solutions. This led to the creation of Primero Group – where I serve as the “API between business and technology.”

Q2: What does a typical day look like for you?

My days are structured around being physically present where decisions need to be made. I operate from my Avio Pro office in Dubai, where I maintain 100% accessibility to my team for quick decision-making. While managing my aviation distribution business, I simultaneously build our technology companies.

I typically work long hours – in my early entrepreneurial days, I was putting in 18–19 hours daily, sleeping only three hours a night. Now I’ve learned to balance this with family time, though I still believe in maximizing every minute of my day. My approach is compartmentalized: I sit in our Avio Pro office but build Primero Group, similar to how decades ago I used to sit in a Gloria Jean’s Coffees shop while building Avio Pro.

A significant portion of my time involves travel – I fly at least twice a week, often scheduling meetings within hours of landing. I make it a rule to be home in Dubai on weekends with my family unless I’m on extended US trips.

Q3: How is your industry evolving, and what trends do you foresee?

Digital transformation is no longer optional – it’s survival. We’re seeing three major trends:

1. Democratization of AI and Cloud Technologies – What once required massive infrastructure investments is now accessible to businesses of all sizes. At Primero Group, we help clients leverage these technologies without traditional barriers.
2. Outcome-First Approach – Clients don’t want to hear about the “shovel” (AI, cloud, cybersecurity) – they want to see the “world behind the fence” (enhanced customer and employee experiences). We position our services around customer and employee experience, using technology as an enabler.
3. Global Talent Distribution – We’re building teams across Portugal, Sri Lanka, Kenya, Pakistan, and Brazil, accessing the best talent worldwide rather than being limited by geography.

Q4: What challenges have you overcome, and how?

My biggest challenge was learning to say no and maintaining focus. Early in my career, I believed I could do everything simultaneously. I was running Gloria Jean’s Coffees, building Avio Pro, and starting HealthAct/Garden Bistro almost all at once. This lack of focus led to significant failures, including losing money when Korean partners absconded with funds.

The lesson was painful but invaluable: focus is everything. You cannot build multiple businesses in different industries simultaneously without due diligence and concentrated attention. This experience taught me the importance of thoroughly vetting people and partners.

Another ongoing challenge is my tendency to go into “rescue mode” when close friends face difficulties. I’ve learned to surround myself with trusted advisors like Kiera, Ali, and especially my wife Hina, who help me make more objective decisions.

Q5: Can you share any pivotal career moments?

Several moments shaped my trajectory:

• Winning the Statesmanship Award in high school taught me the value of cross-cultural understanding, which became crucial in building international businesses.
• Moving from the US to Pakistan in 2007 to start The Financial Daily – my first entrepreneurial venture aimed at highlighting positive financial news and investment opportunities.
• Recognizing my cousin Ali’s potential early on and partnering with him in Primero Group after his success with Cloud Primero.

Q6: How do you define your leadership style?

Our leadership philosophy is built on extreme trust and accountability. We give people complete freedom to operate – what you might call an “anti-fragile” approach. I give my all to every person until they prove me wrong, typically allowing three chances before ending the relationship.

This creates incredibly loyal teams. People either take advantage of the trust (and get filtered out quickly) or become deeply committed partners who know we have their back. The key is finding people whose passions align with business objectives.

Q7: Is your organization leveraging AI or other emerging technologies?

Absolutely. At Primero Group, AI isn’t just a service – it’s embedded into how we deliver customer and employee experiences. We don’t lead with “we do AI”; instead, we focus on what AI enables: better decision-making, improved efficiency, and enhanced customer experiences.

Through our Iniox division, for instance, we deploy AI-powered customer contact management and document management solutions. Beyond AI, we also leverage cloud services, cybersecurity, and custom applications – always with the client’s transformation goals in focus.

Q8: What inspired you to start Primero Group and focus on Digital Transformation?

Primero Group emerged from recognizing a critical gap: most technology companies focus on tools, while most businesses focus on outcomes. We aimed to become the bridge between these two worlds.

With Ali Zaidi’s technical expertise and my entrepreneurial background, we built a technology services company led by business-first thinking. The inspiration also came from my own struggles in implementing technology solutions in earlier ventures, which helped me understand the real needs of business leaders.

Q9: What key obstacles have you encountered in the Arab digital industry?

The biggest challenge is overcoming the cultural tendency toward hierarchical decision-making. In our region, employees often hesitate to challenge leadership. But successful technology projects require honest feedback and rapid iteration.

We’ve worked hard to create a culture of openness, encouraging team members to challenge decisions safely. Another challenge is balancing relationship-driven business practices with structured processes. The key lesson: digital transformation in the Arab world requires blending cultural values with global best practices.

Q10: From your perspective, how is the Arab digital sector evolving, and what trends do you anticipate?

The Arab digital sector is maturing rapidly:

• Government initiatives across the GCC are pushing digital transformation through smart cities and e-governance.
• Businesses are moving from mere digitization to true transformation.
• The talent landscape is shifting with growing local expertise and an expanding startup ecosystem.

I anticipate three trends:

1. Increased focus on customer experience as a differentiator.
2. Greater integration of AI and automation into traditional industries.
3. The Arab world emerging as a digital services exporter, not just importer.

Q11: What are your long-term goals as Managing Partner of Primero Group?

Our vision is to position Primero Group as the bridge between ambition and execution across the Arab region and globally.

1. Strategic Expansion – Growing into Africa, South Asia, and Europe by leveraging cultural understanding.
2. Building Arab Reputation in Tech – Exporting regional expertise globally and competing on the world stage.
3. Developing Future Leaders – Creating pathways for young Arab entrepreneurs to innovate, learn, and succeed.

This isn’t just about business growth – it’s about redefining how the world perceives Arab capabilities in the digital economy.

The journey of Azfar Ashary reflects resilience, focus, and an unshakable belief in technology as a force for progress. Through Primero Group, he has not only built a company that bridges business and technology but also set a roadmap for the Arab region’s digital future. As the Arab world rapidly transforms into a hub of innovation, leaders like him are proving that the region is not just a consumer of technology – but a creator and global exporter of it.

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