Professional mall management is a must in shopping mall development and branding. from the first step of allocation, to investment management, to defining the architecture concepts and far to retail solutions and property management, we are beside our customers. Echelle is where the meaning of "service" comes true in real estate world. http://www.parsechelle.com

We are honored to be Iranian master franchisee of Kensington Finest Properties International, this great real estate brand that is well-known all over the world, especially in European countries.

Citadium is a shopping mall brand that aims to create a new experience of shopping and being together. City by city, we promise the same level of service quality . Citadium is the only big chained shopping mall in Iranian cities that will provide a modern, high-level and unique experience for families and young people. Urmia, Rasht and Nowshahr will be our first touch in a very close future.

Lecturer at entrepreneurship courses, Sales & marketing classes in MBA Courses

Brand of Carrefour is known as Hypermarket in Iran.

It was almost at the middle of crisis time that The One Properties left Iran and shut its offices off here. My only option to choose was to say good bye to real estate industry and search for another field of activity. Instead, I suggested to the owners to launch new kind of services in real estate in Iran and not to give up all the expenses that we had spent for training our human resources. After consulting with the teams, I had a decision to become a service-based company to offer all the services one developer may need from market research, opportunity study and brief design to financial analysis, sales and operation. Based on their international experiments, Mr. Vakili was aware that this would be a very though job in Iran. Considering all of these, I decided to establish The One Iranian. In cooperation with all of our human resources we could sign our first exclusive contract of marketing and sales with the fee range of 7 times more than the amount of usual contracts (the commission level was between 0.5 and 1 percent while we agreed to work with 3.5 percent). In addition, we started our first project with one of the greatest employers of Iran, Housing Investment Company, which had the highest number of experiments in real estate sales. Our activities were run simultaneously with the housing crisis of Iran and our team could make a prosperous resume in that time by a successful outcome of Drak Shiraz, our first exclusive sales project. It was an introduction to my next success both in personal life and entrepreneurship field. Till now, we managed the projects with the value of more than 30000 billion Toman and we did opportunity study for some project with the value of 10000 billion Toman. We have done different kinds of projects in different parts of Iran and now we are known as one the most successful and famous teams for managing the projects with higher level of usual ones. please see us at www.the1.ir

After I got selected as a top entrepreneur of Tehran in service sector, and then I won the prize of the top Iranian youth, I was involved in a workgroup of the ministry that has the responsibility of following up the problems and issues related to entrepreneurship. As a member of this workgroup and with accompany of Mr. Saljooghi and Mr. Sayyadi, I could provide the first supportive package for entrepreneurship and receive the confirmation from government. Based on this package, in every province there should be an entrepreneurship board in order to help the government to remove the obstacles and difficulties of employment and make it more unchallenging. I could be selected as a board member of Tehran based on the member’s’ trust on me. We try to make an effective environment for the entrepreneurs with financing, facilitating of regulations and rules, culture promotion, etc. this is totally a non-profit activity and we hope to improve business environment of the country. http://kanoonkarafarinan.ir/

Regarding the short background of entrepreneurship activities in Iran, there was almost no authorities in the country to issue licenses for some related activities such as establishing entrepreneurship consulting offices, crowdfunding communities, accelerators and business angels. On behalf of all the entrepreneurs me and one of my good friends, Mr. Saljooghi, started to follow up to develop the registration of establishing entrepreneurship consulting centers in all over the country. Along with every provinces’ governor and the head of work institute, I am responsible to confirm and verify for these centers’ licenses. Up to now, about 16 centers have been established and started to work in entrepreneurship fields.

I started working in The One properties (real estate marketing and sales in UAE) as a development manager of Iran. Working with these great people was a very useful experience in my professional life. I learned lots of technics and methods in marketing and sales of big projects and also the concept of real estate development. In that time, the global crisis made our cooperation stopped in Iran market.

At the age of 21, I could feel the burden of financial problems of my family in my own life. I was carrying a background of being a factory manager, marketing manager and lots of other part-time responsibilities. On one hand, studying and being married at the same time with lots of financial issues, and on the other hand, my passion and belief to do a remarkable job brought the idea of starting an industrial business into my mind. In favor of a long history of my dad doing industrial business, I was so familiar with its structure and the idea of using my family brand in industry made me think that it is the best field of investment. Spending some months in searching could show me that relying on family brand and history in a business field can give me nothing as a credit. Then I asked myself, which industrial segment can attract investors better? To answer this question, I simply bought a CD containing Industrial Ministry database which could show me the census of operation licenses. I found out that in that year mineral water factories had assigned the highest number of operation licenses. Assuming that there are some people interested to invest in this field, after all, my challenge was that I knew nothing about that industry. It took 90 days that I could collect the best database about mineral water industry. I was negotiating with the owners of factories as someone who is interested to invest in this field and the eagerly explain everything about the business. After 90 days, talking with about 80 professional businessman I knew every details from legal process to technical solutions. At this level I could change the direction of my previous negotiations into new way. After talking with 10 people, 2 of them declare their absolute concern and interest. I could manage establishing a factory from land allocation into providing investment and all of that was my try to show my abilities as a deserving and competent manager.

After my dad faced several finical problems in his business, he decided to give Alasht Carbon Co. over. I stayed at the same position after this change but then, very soon the new owner found out that he’s not the man of industry. So, he decided to shut the factory down and benefit from selling the factory’s land. For a while, I made myself busy with this and that job till I got to know Tehran advertisement book that was one of the first yellow pages in Iran and after 3 months I was appointed as a marketing manager. Tehran advertisement book was working in a network marketing system with a high superiorities compared with similar organizations. We developed our business in a limited network of 13 persons that no one lose a penny and they could receive a real space in our book to advertise. Based on a very good personal income, the organization could grow dramatically. As lots of successful company’s’ story, our company got into the trap of young successful organizations, greed. The owners started to change their policies and as I couldn’t accept them, despite of my desire to work as a marketing manager, I had to quit.

I was 16 when as every summer time routine and according to my family culture, I prepared myself enthusiastically to join my father in one his factories where was just 140 meters away of from our home. But, that year (1998) everything was different! My father was not happy and he was struggling a problem with his business partner. In that situation my father asked me to handle the workers and during 10 days I got through the difficulties and we could start the production lines again. It was the first time that I disobey my father’s orders and I insist to work in the factory even after summer. Alasht Carbon Co. was the first producer of carbon brush in Iran. I worked there for 14 months as a directing manager, the manager of purchase ordering; control of raw material procurement; finance; delivery to customers and responsible for staff affairs.