Shariq Khan: Turning Global Market Experience into a Scalable Technology Business
Shariq Khan
CEO
His career has taken him from India to West Africa and the Middle East, spanning consumer electronics, global mobile brands, international distribution, and entrepreneurship. From scaling LG Electronics' operations in an emerging market to working with BlackBerry at the height of its influence and eventually building his own enterprise, Shariq Khan's journey reflects the adaptability and market understanding required to build businesses across borders.
Shariq Khan began his professional journey in India, studying at Lawrence School, Sanawar, Shimla, before completing his graduation and MBA in Delhi. After a brief stint with Blue Star, he joined LG Electronics in 2002, heading sales and operations across West Africa. At a time when the region remained largely untapped, LG had set a $100 million business target for 2005. Shariq Khan helped achieve the milestone within a year.
By 2006, his responsibilities had expanded to include the company's overall operations in the region. He moved to Dubai in 2006, joining Al-Futtaim and working with brands such as Panasonic until 2009. In 2010, he became Black Berry's Sales Head for the Middle East, gaining first-hand experience of the scale and speed of the mobile technology market.
In 2014, Shariq Khan established Globelink International. Initially working with BlackBerry, the company expanded into Apple, Samsung, and other established brands before evolving into a broader distribution and retail organisation. This journey eventually led to GRABIT, Globelink's own mobile accessories and electronics brand.
For Shariq Khan, the most enduring leadership lesson has been simple: stay close to the market. Understanding cus - tomers, retailers, and sales teams on the ground remains central to how he makes decisions, adapts to change, and builds Globelink's next phase of growth.
CEO Insights engaged in a one-on-one interaction with Shariq Khan. Let’s hear from him.
As a leader driving growth in a rapidly changing technology landscape, what principles have guided your leadership and decision-making?
My leadership has always been strongly sales-oriented, which means I believe in staying close to customers, channels, and the market. I do not believe strategy should be developed only from the boardroom; leaders need to understand what is actually happening on the ground. I also believe mistakes are valuable
when they become learning experiences.
Our healthcare venture, for instance, taught me the importance of maintaining control over critical aspects of a business. At the same time, I believe in nurturing people, understanding their strengths, and placing them in roles where they can perform and grow effectively.
Could you share Globelink International's growth journey and how the company continues to respond to changing market expectations?
We established Globelink International in 2014 as a trading business focused on mobile and consumer electronics. We initially worked with BlackBerry and subsequently diversified into brands such as Apple and Samsung. Over time, we built a strong distribution network in the UAE, including seven vans serving smaller retailers, while developing relationships with major organised retailers and online platforms.
We also moved beyond trading by creating GRABIT, our own accessories and electronics brand. Today, GRABIT has around 303 SKUs, and we are focused on establishing it as a leading UAE brand before expanding into Saudi Arabia Turkey, Egypt, the GCC, and eventually India.
Elaborate on GRABIT's core offerings and how the brand creates customer value while being supported by Globelink's distribution capa- bilities.
Our core strength is trading and distributing established consumer electronics and mobile technology brands, including Apple, Samsung, Dyson, and Marshall. Alongside this, GRABIT has expanded our portfolio into power banks, TWS devices cables travel adapters, protectors, cases, and other gadgets.
Managing such a large distribution operation requires strong control over inventory, logistics, credit, aftersales service, and retail. We therefore continuously upgrade our ERP system and review our processes regularly. We have dedicated teams for logistics, organised retail, van distribution, inventory, accounts, administration, and promoters. This structured approach helps us maintain operational control while continuing to scale GRABIT across markets.
How is GRABIT integrating AI, IoT, and emerging technologies to create future ready products and greater value for customers?
Our focus is increasingly shifting towards IoT and AI-enabled products. Since we are a sales-centric organisation, I believe technology must deliver a meaningful benefit to the customer rather than being introduced simply because it is available. Some of our TWS products already incorporate AI capabilities, including translation across approximately 50 to 60 languages.
We are now preparing to expand significantly into IoT, while also exploring robotics and other emerging AI applications. Technology is evolving rapidly, so we continuously monitor new
Our healthcare venture, for instance, taught me the importance of maintaining control over critical aspects of a business. At the same time, I believe in nurturing people, understanding their strengths, and placing them in roles where they can perform and grow effectively.
Could you share Globelink International's growth journey and how the company continues to respond to changing market expectations?
We established Globelink International in 2014 as a trading business focused on mobile and consumer electronics. We initially worked with BlackBerry and subsequently diversified into brands such as Apple and Samsung. Over time, we built a strong distribution network in the UAE, including seven vans serving smaller retailers, while developing relationships with major organised retailers and online platforms.
We also moved beyond trading by creating GRABIT, our own accessories and electronics brand. Today, GRABIT has around 303 SKUs, and we are focused on establishing it as a leading UAE brand before expanding into Saudi Arabia Turkey, Egypt, the GCC, and eventually India.
I believe in nurturing people, understanding their strengths, and placing them in roles where they can perform and grow effectively
Elaborate on GRABIT's core offerings and how the brand creates customer value while being supported by Globelink's distribution capa- bilities.
Our core strength is trading and distributing established consumer electronics and mobile technology brands, including Apple, Samsung, Dyson, and Marshall. Alongside this, GRABIT has expanded our portfolio into power banks, TWS devices cables travel adapters, protectors, cases, and other gadgets.
Managing such a large distribution operation requires strong control over inventory, logistics, credit, aftersales service, and retail. We therefore continuously upgrade our ERP system and review our processes regularly. We have dedicated teams for logistics, organised retail, van distribution, inventory, accounts, administration, and promoters. This structured approach helps us maintain operational control while continuing to scale GRABIT across markets.
How is GRABIT integrating AI, IoT, and emerging technologies to create future ready products and greater value for customers?
Our focus is increasingly shifting towards IoT and AI-enabled products. Since we are a sales-centric organisation, I believe technology must deliver a meaningful benefit to the customer rather than being introduced simply because it is available. Some of our TWS products already incorporate AI capabilities, including translation across approximately 50 to 60 languages.
We are now preparing to expand significantly into IoT, while also exploring robotics and other emerging AI applications. Technology is evolving rapidly, so we continuously monitor new
developments and products. Our objective is to introduce distinctive, useful solutions under GRABIT that combine innovation, functionality and afford ability for customers.
What has been a significant leadership challenge in your career, and how has it influenced your decision-making?
One major challenge was recognising the decline of BlackBerry when it was still one of the world's leading mobile brands. We understood that we needed to diversify, which led us towards brands such as Apple. Our healthcare venture also taught me an important lesson about choosing businesses that align with our strengths and operational capabilities.
During COVID-19, we again had to adapt quickly, shifting into the supply of masks and protective equipment across the region. These experiences reinforced my belief that leaders cannot remain static. I continuously evaluate the market, learn from setbacks, and remain prepared to change direction when circumstances demand it.
How does GRABIT build strong customer relationships while ensuring consistent product quality, pricing, and after-sales support?
Customer experience is particularly important to us, especially with GRABIT. My philosophy is straightforward: customers should receive good quality products at reasonable prices and feel confident that we will support them after purchase. If an end customer is genuinely unhappy with a product, we try to resolve the issue immediately rather than creating unnecessary complications.
Our promoters also play an important role because they represent the brand directly to consumers. They need strong product knowledge and communication skills. Ultimately, I look at customer experience through three elements: product, price, and people. When all three are right, we can create lasting customer trust.
What is your long-term vision for GRABIT, and which markets and technology segments will shape the brand's next phase of growth?
Our immediate objective is to establish GRABIT as one of the leading mobile accessories and gadgets brands in the UAE. We have already built a strong foundation through major retail relationships, our distribution network, and an expanding portfolio. From the UAE, we plan to expand across the GCC, including Saudi Arabia, Oman, and Qatar, followed by markets such as Turkey and Egypt.
India is also an important long-term market, where we eventually plan to develop manufacturing and assembly capabilities. In terms of products I see strong opportunities in IoT, AI, and robotics. Ultimately, I want GRABIT to evolve into a global brand.
Shariq Khan, CEO, Globelink International
Shariq Khan is the CEO of Globelink International, with over two decades of experience across consumer electronics, mobile technology, sales, and international distribution. His career spans LG Electronics, Al Futtaim, and BlackBerry across West Africa and the Middle East. He now leads Globelink's expansion while building GRABIT into a global consumer technology brand.
What has been a significant leadership challenge in your career, and how has it influenced your decision-making?
One major challenge was recognising the decline of BlackBerry when it was still one of the world's leading mobile brands. We understood that we needed to diversify, which led us towards brands such as Apple. Our healthcare venture also taught me an important lesson about choosing businesses that align with our strengths and operational capabilities.
During COVID-19, we again had to adapt quickly, shifting into the supply of masks and protective equipment across the region. These experiences reinforced my belief that leaders cannot remain static. I continuously evaluate the market, learn from setbacks, and remain prepared to change direction when circumstances demand it.
How does GRABIT build strong customer relationships while ensuring consistent product quality, pricing, and after-sales support?
Customer experience is particularly important to us, especially with GRABIT. My philosophy is straightforward: customers should receive good quality products at reasonable prices and feel confident that we will support them after purchase. If an end customer is genuinely unhappy with a product, we try to resolve the issue immediately rather than creating unnecessary complications.
Our promoters also play an important role because they represent the brand directly to consumers. They need strong product knowledge and communication skills. Ultimately, I look at customer experience through three elements: product, price, and people. When all three are right, we can create lasting customer trust.
What is your long-term vision for GRABIT, and which markets and technology segments will shape the brand's next phase of growth?
Our immediate objective is to establish GRABIT as one of the leading mobile accessories and gadgets brands in the UAE. We have already built a strong foundation through major retail relationships, our distribution network, and an expanding portfolio. From the UAE, we plan to expand across the GCC, including Saudi Arabia, Oman, and Qatar, followed by markets such as Turkey and Egypt.
India is also an important long-term market, where we eventually plan to develop manufacturing and assembly capabilities. In terms of products I see strong opportunities in IoT, AI, and robotics. Ultimately, I want GRABIT to evolve into a global brand.
Shariq Khan, CEO, Globelink International
Shariq Khan is the CEO of Globelink International, with over two decades of experience across consumer electronics, mobile technology, sales, and international distribution. His career spans LG Electronics, Al Futtaim, and BlackBerry across West Africa and the Middle East. He now leads Globelink's expansion while building GRABIT into a global consumer technology brand.