Jaber Abdul Wahab: Governing Across Geographies in a Diversified Family Business

Send us a textWhat happens when a founder steps away early and the next generation is handed responsibility without a roadmap? Jaber Abdul Wahab, Group CEO of the diversified Bridgeway Group, talks about leading a global family business not as a traditional second-generation heir, but as a “1.5-generation leader.”Founded in 1974 as a trading company, Bridgeway expanded across unrelated industries— logistics, education, real estate, automobile distribution, agriculture, and specialized medical equipment—driven by the founder’s conviction that no single business would endure forever. Rather than build vertical integration, the group diversified for resilience, often incubating startups and entering joint ventures.Jaber assumed leadership unusually early after his father exited business to focus on public service. Without the benefit of long-term mentorship, he was forced to learn by doing. Some businesses lost momentum, and others, such as cassette duplication, were shut down entirely.Though trained as a mechanical engineer, Jaber credits his education for shaping logical, structured thinking, which now underpins his strategic decision-making. As Bridgeway expanded across the Middle East, India, and Africa, a consistent principle emerged: geographic expansion is only possible when the right people are in place. If strong, long-term leaders cannot be found, the group chooses not to enter.Family governance remains highly disciplined.  Family members oversee different businesses, each supported by professional management, while the family board meets weekly to review performance. Reflecting on Harvard’s OPM program, Jaber highlights not a single framework, but the power of engaging pedagogy - learning how ideas are communicated to drive real buy-in. He emphasizes building relationships beyond wealth or titles, seeking fairness in decisions, and pursuing win-win outcomes even when perfection is impossible.For entrepreneurs and leaders, passion must be paired with self-awareness, adaptability, and respect for people because businesses evolve, markets change, but values and thinking patterns endure.Here are the Top 10 Takeaways from the conversation:Diversification as a survival strategy: Bridgeway expanded into unrelated industries because the founder believed early success wouldn’t sustain long-term in the same sector.Early leadership without mentorship: Jaber assumed control young due to his father’s exit from business, forcing him to learn through responsibility rather than apprenticeship.People determine everything: Expansion only happens when the right anchor leaders are found. The “dolphins vs. sharks” test: Identifying who will collaborate vs. sabotage was Jaber’s first major leadership challenge.Logical thinking > technical knowledge: Mechanical engineering trained his mind for structured decision-making, not for mechanical industries.Willingness to shut down legacy businesses: He closed ventures like cassette duplication rather than invest in dying markets.Disciplined family governance: Weekly board meetings ensure alignment while avoiding business talk in personal interactions.Value of engaging communication: OPM taught him that how ideas are presented matters as much as the ideas themselves.Humility through relationships: He builds connections independent of wealth or status, grounding his leadership.Entrepreneurial success = passion + personal style + adaptability: Know what drives you, understand your natural patterns, and evolve.

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