Ibrahim Abdul Latheef, CEO, United Facilities Management (UFM)
Ever wondered what sets successful entrepreneurs apart from the rest? What makes them rise to the top while others keep struggling forever? It’s not some magical strategy or brilliant ideas, and it’s definitely not sheer luck. What truly helps them thrive is their mindset, the ability to take small, consistent actions, solve problems creatively, and lead with guts and gumption even on the toughest days. Rather than sticking to the tried and tested, these visionary leaders challenge the norm, blaze new trails and set the bar for the rest of us to follow. In this edition of The Gulf Entrepreneur, we are proud to share with our readers the inspiring story of one such incredible business leader, Ibrahim Abdul Latheef, the CEO of United Facilities Management (UFM), a leading provider of integrated facilities management services serving the region for over a decade.
Ibrahim always had a deep passion for analyzing problems and developing innovative solutions. From an early age, he was curious about how things worked and how to make them even better. This planted the entrepreneurial seed within him, one that grew steadily over the years, shaped by experience, grit and grind. Growing up in a household that valued hard work and discipline, Ibrahim witnessed firsthand how creative thinking and individual initiative could drive real change. But those early instincts were truly put to the test when he needed to take swift,decisive action to rescue a struggling project during the early stages of his professional career. It was then he realized that entrepreneurship isn’t just about starting a business—it’s about leading in difficult times and turning challenges into opportunities. Since then, he’s carried that mindset into every venture, treating every professional experience as a chance to build something greater and more impactful.
A Fascinating Journey with United Facilities Management
Ibrahim began his journey with UFM in 2011, taking on the role of Executive Director of Operations. It was the fertile environment for innovation and development that drew him to assume the leadership role within the company. His entrepreneurial vision has always been centered around developing businesses from within—through empowering talent, embracing digital transformation, and optimizing operational performance. And working with UFM gave him just the right opportunity to bring that vision to life—to help build resilient, operationally efficient institutions capable of scaling and making a real impact in both local and regional markets. “Taking on this role at UFM gave me the opportunity to lead strategic projects that redefined the company’s market positioning and contributed to creating sustainable added value. The challenge was significant—but so was the ambition,” shares Ibrahim.
Starting out as the Executive Director of Operations, he worked his way up the corporate ladder, taking on various leadership positions such as Director of Support Services, then Chief Operations Officer, and eventually stepping into the role of Chief Executive Officer.With each transition, he honed his skillsand deepened his industry knowledge, contributing to the sustainable growth, operational excellence, and strategic transformation across the organization. Today, as the CEO at UFM, Ibrahim is spearheading corporate strategy, diversifying offerings and implementing performance systems and cost-saving initiatives while fostering a culture of innovation. With over 30 years of experience in organizational leadership, business development, and market expansion, he continues to guide the organization toward sustainable success, strengthening its reputation as a trusted partner in the market.
Leadership through Influence
For Ibrahim, leadership begins with values before skills. His leadership philosophy is deeply rooted in the bedrock of commitment, transparency, team empowerment, and a relentless pursuit of excellence.“When I assumed this role, I was determined to measure success not just by numbers, but by my ability to create an inspiring work environment and build a team that believes in the vision and works with a shared sense of purpose,” asserts Ibrahim.
While many associate leadership with a sense of authority and control, Ibrahim has a different perspective. He believes that leadership is about influence, and true leaders are those who nurture leadership in others. These guiding principles have quietly shaped Ibrahim’s approach over the years, helping him navigate challenges with clarity and resilience.
Thriving Against All the Odds
Like many successful entrepreneurs, Ibrahim’s journey hasn’t been without its hard-earned lessons. One of these came early on when UFM was going through a sensitive phase of its growth. The organization needed to restructure the key departments to invest in human capital and align outcomes with the company’s future vision. “The decision carried significant risk in terms of morale and operational flow, but it was necessary to achieve the transformation we were aiming for. From this experience, I learned that difficult decisions are often the ones that create the greatest impact,” elucidates Ibrahim.
Looking back, he sees that moment not just as a turning point for the company, but as a defining experience for him as a leader. It taught him that leadership means having the courage to confront reality without losing the human touch. This insight helped him refine his approach, showing him the importance of active listening,precise planning, and decisive action in overcoming crises and achieving sustainable growth.
Culture: The Silent Engine of UFM’s Success
Ask Ibrahim what differentiates thriving companies from stagnant ones, and his answer is immediate: culture. “Company culture is the foundation upon which everything else is built. I believe that a healthy work environment—one that fosters creativity and rewards achievement—is what differentiates a thriving company from a struggling one, he opines.
Ibrahim strives to foster a culture of trust, transparency, and open communication at UFM, empowering employees to be part of the decision-making process. Being a people-centric leader, he always encourages his employees to take initiative and share their thoughts and opinions. His leadership style leans toward participation rather than control—where team members feelvalued, heard, and empowered to give their best. This collaborative culture and work environment of mutual trust, respect, and acceptance at UFM help its employees maximize their potential and contribute the most to the success of the company.
Charting a Legacy beyond Numbers
Ibrahim’s vision for the future goes beyond financial growth and operational milestones. He is driven by a deeper ambition: to establish a benchmark model in the facilities management sector—one that stands out for innovation, efficiency, and sustainability. He envisions UFM evolving into a digitally intelligent, fully integrated service provider with influence across the region. But his ambition doesn’t stop at organizational growth. As an entrepreneur, he is committed to building a lasting legacy that proves success isn’t just about boldness, but about discipline, integrity, and teamwork. Through his journey at UFM, he aims to show how entrepreneurial leadership can transform a traditional institution into a forward-thinking, market-shaping force.
Sharing Insights for Emerging Entrepreneurs
For those looking to take their first steps in entrepreneurship, Ibrahim offers a grounded reminder: don’t expect the road to be straight or smooth. Building something meaningful takes patience, adaptability, and a willingness to learn from failure. Thus, rather than waiting for the perfect moment, he encourages young founders to start with whatever resources they have and evolve along the way. He also urges them to build a strong network, and invest in their team just as much as they invest in their idea. Above all, Ibrahim advises them not to lose their ethical compass and stay true to their values. “It’s the values that distinguish a sustainable business from a temporary one. Our region needs more models that combine profitability with positive societal impact,” he concludes.