Author: Business Enquirer

There is a quiet but decisive shift taking place in the mechanics of global business. International payments, once treated as a back office necessity, are becoming a defining factor in how companies expand, compete and operate across borders. As markets grow more interconnected, the ability to move money seamlessly is no longer a convenience. It is a strategic capability. Cassiopay has emerged within this shift with a clear and focused proposition. Under the leadership of CEO Daniels Fleisers, the company is addressing a longstanding imbalance between the global ambitions of modern businesses and the fragmented infrastructure that still underpins international…

There was a time when technology in quick service dining sat quietly in the background, a supporting function rather than a defining force. Today, that distinction has collapsed. In a business where every second matters, where every queue, every order, every missed item and every labour hour has a measurable effect on margin and guest satisfaction, digital capability is no longer a side conversation. It is central to how growth is planned, how operations are run and how brands remain relevant in a market shaped by convenience, cost pressure and rising consumer expectation. Few executives have had a clearer view…

There is a moment in every transformation cycle where ambition gives way to accountability. By the end of 2025, procurement had reached that point. The language of strategy had largely been exhausted. What remained was execution, and more specifically, whether organisations could translate digital intent into systems that genuinely perform under pressure. Across global markets, and particularly in regions moving with the urgency of national transformation agendas such as Saudi Arabia’s Vision 2030, procurement has become a proving ground. Not for technology in isolation, but for how effectively organisations can orchestrate data, decisions and relationships at scale. The question is…

There are few areas of modern healthcare where the distance between scientific capability and patient access is as stark as it is in plasma-derived therapies. These are not optional treatments or marginal interventions. They are essential, often life-saving, relied upon in critical care, immune deficiencies, trauma response and rare diseases. Yet in India, for decades, access to such therapies has been shaped not by need, but by availability, with a heavy dependence on imports defining both supply and affordability. It is this imbalance that sits at the heart of PlasmaGen’s story. Under the leadership of Vinod Nahar (Founder and MD)…

There is a shift underway in the global copper market. It is not being driven by speculation or discovery, but by execution at scale and the ability to deliver certainty in an increasingly constrained supply environment. In the Democratic Republic of Congo, Kamoa Copper has moved beyond its identity as a high-grade asset and into a far more strategic role. The Kamoa Kakula Mining Complex now stands as one of the most important integrated copper operations in the world, positioned at the centre of a market defined by electrification, infrastructure expansion and long-term demand. Copper is no longer a cyclical…

Why AI is a force multiplier, and why the replacement narrative lets leaders avoid the harder question. By Brad Nicolaisen, SVP Strategic Growth & AI Innovation, TotalTek, Inc. Most leaders are still asking the wrong question about AI. They ask, “Will AI replace people?” It is an understandable question. It is also too small. The more important question is this: what happens when every broken process in your business gets a faster engine? That question matters because AI will not simply replace jobs. It will expose operating models that rely on wasted time, undocumented exceptions, institutional knowledge, endless coordination, and…

At a time when global supply chains are being reshaped by shifting demand patterns, geopolitical pressures and the need for greater responsiveness, the role of planning has become increasingly strategic. At PUMA, this evolution is being driven in part by a move towards more centralised decision making at Global Headquarters, alongside a renewed focus on inventory discipline, market proximity and cross-functional alignment. As Senior Director of Supply Chain Planning, Munir Trad sits at the centre of this transformation, helping to redefine how planning supports both global consistency and regional agility, while ensuring the business remains resilient, efficient and closely attuned…

Europe’s downstream industry is entering another period of adjustment. Refiners, petrochemical producers, EPC contractors, licensors and technology companies are all working against the same backdrop: shifting demand, rising pressure to decarbonise, tighter requirements around efficiency and competitiveness and a growing need to make investment decisions with greater precision. These pressures are no longer abstract. They are influencing project pipelines, asset strategies and partnership models across the sector. This is the setting in which the Petrochemical and Refining Congress (PRC): Europe 2026 returns to Amsterdam on 18-19 May for its 10th anniversary edition. PRC Europe is not simply another industry event.…

In an industry defined by volatility, complexity and high operational stakes, procurement has become one of the most critical engines of resilience. At Grand Isle Shipyard, the procurement and supply chain function has evolved into a strategic pillar that underpins the company’s performance across construction, engineering, and fabrication operations . Today, the team is not only solving logistical problems but shaping how GIS competes, innovates and delivers value across the Gulf of America region and beyond. The work they undertake is vital but often invisible. Materials appear on time, schedules stay on track, and safety remains uncompromised. These outcomes do…

As Interclass moves towards its 50th anniversary in 2026, its reputation as a trusted regional contractor has been built on more than delivery alone. At the heart of the business is a clear philosophy: buildings exist for people, and construction should leave a positive, lasting impact on the communities it serves. We spoke with Managing Director Des O’Neill about how that principle shapes Interclass’s work, from heritage restoration and healthcare to skills development, transparency, and leadership. Interclass often talks about “building communities, not just structures.” What does that really mean in practice? For us, every project has a purpose, and…