CEO Insights Magazine

Oman, strategically located on the southeastern coast of the Arabian Peninsula, has emerged as a dynamic hub for business in the Gulf region. Its stable political environment, investor-friendly policies, and strong infrastructure have positioned it as a gateway for trade between Asia, Africa, and the Middle East. The government’s Vision 2040 initiative emphasizes economic diversification, with significant investments in logistics, tourism, renewable energy, and technology, creating vast opportunities for both local and international businesses.

Today, Oman’s success is underpinned by forward-thinking leaders who are shaping the country’s economic future. Among these leaders are prominent figures in government, commerce, and industry who have committed themselves to innovation, sustainability, and national development. Their collective vision has led to the growth of Omani enterprises that are not only regional powerhouses but also globally recognized. A shining example of such leadership is Mohsin Hani Al Bahrani, CEO of the Automotive, Construction Equipment, and Renewable Energy (ACERE) cluster at Mohsin Haider Darwish LLC (MHD Group).

MHD Group is one of the largest and most influential automotive conglomerates in the Middle East. Educated in the UK at Brunel University and King’s College London, Mohsin brings a unique blend of political, philosophical, and economic insight to his leadership. His tenure has been marked by strategic expansion and innovation. As founder of MHD Leasing, he has elevated Oman’s tourism and automotive sectors. Under his direction, MHD Group has introduced globally renowned brands including McLaren, ABB EV Chargers, and XCMG, and has grown MG Motors into one of Oman’s top three car brands by sales. His focus on diversification and accessibility has also led to the rapid growth of TYREPLUS by Michelin and the founding of HospiCare, expanding healthcare services in Oman.

At just 28, Mohsin became the youngest sports club chairman in the country, reflecting his early commitment to leadership. Today, he continues to advance his family's legacy by championing innovation, sustainability, and excellence in Oman’s business landscape.

CEO Insights Asia engaged in one on one interaction with Mohsin Hani Al Bahrani, CEO of the Automotive, Construction Equipment, and Renewable Energy (ACERE) cluster at Mohsin Haider Darwish (MHD Group). Let’s hear on.

Tell us about the key insights that have shaped your professional journey. What strategies have proven most effective in maintaining your success in a competitive market?

A major insight I’ve gained over the years is the importance of resilience and adaptability. The Middle Eastern business environment evolves rapidly, and staying grounded while being flexible has been crucial. We've stayed competitive by focusing on strategic diversification, embracing digital innovation, and keeping the customer at the center of our decisions. I also place a strong emphasis on empowering my teams, encouraging them to challenge traditional thinking and explore new approaches to drive growth.

In what ways have your academic and professional experiences contributed to your ability to offer governance expertise and strategic leadership in your current role?

My academic foundation in Politics, Philosophy, and Economics from King’s College London and Brunel University has had a profound impact on how I approach leadership today. It trained me to assess challenges through various lenses, including political, economic, and ethical, which is crucial when making decisions with long-term consequences.

Each stage of my journey, from academic learning to leading diverse business units, has enriched my leadership approach. I’ve developed a balance between analytical thinking and emotional intelligence, understanding when to rely on data and when to lead with empathy.

Working across multiple industries has also deepened my perspective on governance. I view it not just as a matter of regulatory compliance, but as a commitment to transparency, trust-build­ing, and accountability. When crafting strategy, I always consider the broader impact, how each de­cision influences not just the business, but also the wider community and stakeholders we serve.

What approach do you take to identify new market opportunities and expand your reach to a broader client base?

Our strategy involves actively tracking socio-economic shifts, evolving consumer preferences, and advancements in technology, always with a focus on long-term relevance. Our ventures into electric vehicles, healthcare, and tourism through MHD Leasing were driven by identifying unmet needs and untapped potential in the local market. We place strong emphasis on customer feedback and use market intelligence to continuously refine our offerings, ensuring MHD ACERE stays ahead of the curve.

Personally, I believe in staying connected to the ground realities. We gather insights not just from data, but by listening closely to customers, frontline employees, startups, and global partners, because valuable ideas often come from unexpected places. It often starts with a simple yet powerful question, ‘What’s missing?’ If we can identify a real gap and provide a solution that genuinely improves people’s lives, then we know we’re moving in the right direction.

What key industry practices do you prioritize within your team, and how do you balance achieving business goals with supporting employee development?

To me, effective leadership is grounded in integrity, consistency, and a strong people-first mindset, especially when it comes to our customers. We've fostered a culture where ethical conduct isn't just a principle, but a daily practice. Whether we're marketing a product or managing a partnership, transparency and accountability are non-negotiable.

We've implemented robust systems such as regular training sessions, service audits, and quality control measures to not only meet but exceed international standards. Cross-functional collaboration is also something I actively promote. When teams like HR, operations, marketing, and aftersales work together, the outcomes are more innovative and impactful. It's about staying agile, aligned, and always striving for better.

On the people front, I firmly believe that a business only grows when its people do. We’ve created an environment where every team member feels connected to our shared success. Through mentorship, continuous learning, open feedback, and internal mobility, we ensure our employees’ growth is tied directly to our strategic goals. It’s about equipping them with the tools they need, and trusting them with the autonomy to lead. At the end of the day, our people are our greatest strength.

How do you cultivate a culture that encourages innovation, and what recent technological advancements have you helped implement within the organization?

At MHD ACERE, fostering innovation starts with empowering people to challenge convention and share bold ideas. We’ve built a culture where creativity thrives through cross-functional collaboration, open communication, and platforms that encourage employees to pitch new concepts. Innovation here is driven by people, not just technology. We've adopted cutting-edge solutions like CGI-based advertising, launched ABB EV charging stations, and enabled online car purchases in just three clicks, making the customer journey faster and more intuitive. We've also integrated digital showrooms and AI-powered engagement tools across our automotive brands. Currently, we’re exploring predictive analytics and expanding Oman’s EV infrastructure. These moves reflect our commitment to staying ahead of the curve. For us, innovation is not just about following trends, it’s about creating an agile, future-ready ecosystem where technology and human insight work hand in hand to drive growth.

What are the emerging market opportunities that you foresee, and how is your organization preparing to capitalize on them?

I see strong potential in sustainable mobility, smart infrastructure, healthcare technology, and digital-first customer experiences. Oman’s Vision 2040 is unlocking new sectors, especially in tourism and tech, and we’re aligning our strategy to support this transformation. Electric vehicles, green energy, and circular economy models are becoming essential pillars of modern business. We’re also expanding in areas like healthcare equipment and smart auto services. As digital adoption accelerates, the need for fast, personalized solutions will only grow. It’s a pivotal moment for innovation, and those who stay agile and forward-looking will be best positioned to lead in this evolving landscape.

What does your future roadmap look like, and how do you plan to align it with Oman’s national vision?

Our future roadmap is deeply aligned with Oman Vision 2040, with a focus on driving growth in key sectors such as automotive, healthcare, EV infrastructure, and leasing. Over the next five years, we aim to strengthen our market position through innovation, strategic partnerships, and investment in local talent. Youth engagement remains a priority, whether through sports initiatives like Al Amerat Club or workforce development programs, because we believe the next generation is central to our long-term impact. Our strategy is built on three core pillars, namely innovation, impact, and inclusion. Personally, my goal is to ensure MHD ACERE is recognized not only for its strong performance but also for contributing meaningfully to a diversified, future-ready economy rooted in purpose and progress.

Mohsin Hani Al Bahrani, CEO, MHD ACERE

Mohsin Hani Al Bahrani is the CEO of the ACERE cluster at Mohsin Haider Darwish, leading growth in automotive, construction, and renewable energy sectors. Educated in Politics, Philosophy, and Economics in the UK, he champions innovation, strategic diversification, and youth empowerment, aligning his leadership with Oman Vision 2040 to drive sustainable business and national development.