“I WANTED TO BE THE BEST, WANTED TO BE OUT THERE… VERY MUCH THE DUBAI SPIRIT, “ SAYS DR. ANAND MENON, CEO & SUCCESS SCULPTOR, EMPOWERED PERFORMANCE.
Early Life & Competitive Drive
Initially, I was more playful and I used to get away doing a lot of things, but later on when I got into my senior schooling is when I started to get dead serious about it. That came in because I was very competitive in sports — swimming, water skiing, sailing. I was shortlisted even to represent India for the Asian Games, but it didn’t go through finally. I used to enjoy playing chess — probably that’s where I developed this analytical mind, strategy, things like that. I became junior champion in Kerala. I was a smart kid — very sharp on things — but sharp on everything else, not really the education side. I was one of those last-minute guys — study the night before and go in. I did just enough to get through. That changed a lot with me later.
Mumbai & Hospitality Foundation
Mumbai was what really made me. I’m a very outgoing person, strong personality — aggressive, out there, a bit flashy. I love excitement and Mumbai was perfect for that. My college years were the best — both education and social side. I went to the catering college in Dadar. Initially wanted to go to Delhi, but didn’t realize Mumbai was number one. After joining, I saw why the best hoteliers came from this college.
I did hotel management, started with Taj Group — then Chennai, Cochin. At Avenue Regent in Cochin, it was just pillars when I joined. A group of us from Dadar College built it from the ground up — concept, design, interior fit-outs, uniforms, recruitment, training. It wasn’t about filling spaces. We had to use what we learned and realized who we really were.
First Job in Dubai & Emirates Airlines
I came to Dubai, started with hotels — worked at the Meridian at the airport. In six months, became the GM’s Outstanding Employee of the Year. That competitive drive was already there — I wanted to be the best, wanted to be out there. Very much the Dubai spirit. No challenge too big.
Then moved into Emirates Airlines — spent ten and a half years. I built the entire learning setup, including academies at the airport for the flight catering teams.
Entering Real Estate with DAMAC
That’s where I was headhunted for DAMAC Properties — 2006 — to create and build their training academy. A lot of people don’t know this: the first real estate training academy in Dubai wasn’t RERA’s. RERA started July 2007. DAMAC’s was in 2006 — built by me.
We rolled out training setups across countries. DAMAC had offices in the UK — ten locations. During that time I got fully into real estate — sales training, understanding investors. Decided to move into the actual sales side.
Building a Real Estate Legacy
Set up my own company in 2010. After leaving DAMAC, started working with Emaar, Sobha, Aldar, Eagle Hills — around 40 developers. Also over 100 agencies, including Coldwell Banker and Engel & Völkers. Opened markets, set up overseas teams in Southeast Asia, India, and now clients from Canada, US, Europe.
Dubai’s Shift: From Transit to Destination
Initially, it was purely business. We even put in papers for Canada. But when Sheikh Mohammed announced his vision around 2000 — I said, “That’s it. No more Canada, US, UK. Dubai is home.”
Looking back, I’m glad I stayed. Dubai wasn’t just about money anymore. It became a dream. A visionary challenge — and I love challenges. When something scares you, do it. That’s how you stretch and test yourself.
Dubai’s leadership wanted the best life for its people, best city, best business model. That vision started to eclipse other cities — and the world took notice. Post-COVID, we announced the plan to become number one globally. Everything now is driven by that agenda — and all evidence shows we’re on track.
Real Estate Evolution
People weren’t relocating permanently before. Sons over 18 had to leave. No property ownership, no healthcare, limited colleges. We called it “Transit Dubai” — money didn’t circulate locally.
Now? Permanent relocations, foreign direct investments, Fortune 500 regional HQs. People aren’t just coming for opportunity — they’re choosing Dubai as home.
Millionaires and billionaires have options. They’re choosing Dubai because of safety, governance, innovation, healthcare, education, business access, AI, entertainment. We’re building the biggest airport, Disney’s coming to Abu Dhabi. Emirates benefit from each other — and Dubai’s influence is global.
Why I Became an Ambassador
I believe in Sheikh Mohammed’s vision. For me, Dubai is home. If this city has a dream, we have to be part of it. We can’t build our lives here and leave it to one leader. Everyone must be an ambassador.
We’re creating best-in-class systems. So why not real estate? It should be a red carpet experience — elevated communities and elevated service. Salespeople, brokers, companies — all must align.
Addressing Market Gaps
I saw a gap. Many brokers lack knowledge — global trends, city vision, economic agendas. If we don’t understand the future, how can we present the opportunity?
My social media isn’t branded or curated. Random videos. But the feedback is consistent: “You helped us understand. You helped close deals.” That’s the measure — market response, not packaging.
Business Engagements & Coaching
Clients call me for closings, investors follow me, companies ask for presentations. Now I’m helping a major Southeast Asian developer set up here. I said: I’ll help build the brokerage and front the operation — but I won’t stop podcasts or public engagements. That’s my core.
Advice for Brokers & Brokerage Owners
If you’re chasing only money, don’t come. The opportunity is here — but it’s competitive. Good brokers are sharp, presentable, educated, confident. Clients see the difference.
They work with multiple brokers. You have to stand out — bring inventory, bring insight. If you’re lazy, expect weekend off, 9–6 hours — take a desk job elsewhere.
This city doesn’t sleep. Clients are global. You need an entrepreneur mindset. Employee thinking brings excuses: “My desk isn’t ready… I didn’t get my SIM…” Entrepreneurs solve problems. They don’t need babysitting.
Companies must give proper support — training, access, marketing, lead generation. They’re taking 40–50% commission — they must deliver value. I tell new brokers: choose wisely, align with legacy, think like owners.
