Industry development

“And if all roads and paths are closed to you, A hidden way will appear, one that no one else knows.” – Rumi

Ali Saeedi, Founder and CEO of Delvar Group:

In the years I’ve worked, I’ve gained knowledge not only about equipment and materials but also about trade and entrepreneurship. To be honest, I’ve learned more about commerce from my clients than from my teachers. I’ve spent hours listening to the spoken and unspoken thoughts of experts and managers in the oil, gas, and petrochemical equipment supply sector. This not only gave me invaluable experience but also introduced me to a profound and vital truth: commerce, before needing technical skills, requires trust. Industry professionals and clients, openly or implicitly, demand not to be dazzled by expertise but to be convinced of the integrity of our trustworthiness before considering a deal. After years of exhausting myself in futile competition, I realized what they truly seek is our honesty and transparency, followed by our expertise or even financial capabilities.

If you look closely, you’ll notice that the convoluted regulations and procurement rules in the public sector, which grow more complex every day, stem from efforts by managers to organize and prevent potential misuse. Although these efforts increase security, they severely complicate the interaction between the public and private sectors. This isn’t to say they aren’t necessary, but they shouldn’t be so excessive.

These complexities stem from a lack of trust within the industry. Defective goods, poor-quality services, unmet commitments, and a lack of transparency during operations are the root causes of these strict measures. Perhaps managers in the oil and gas sector, as the ultimate consumers of these services, understand the need for trust more acutely than others. They strive, despite legal and regulatory constraints, to find traders and contractors who can restore this confidence in the system. But what characteristics should a trustworthy trader or contractor possess? The concept of trust encompasses various dimensions, but two critical aspects are honesty and transparency.

Through my work, I’ve interacted with many foreign and international companies and realized that honesty and transparency are deeply ingrained in their organizational culture, becoming an inseparable part of their identity. Honesty and transparency, both internally and in external interactions, are core components of the identity of many successful companies—a principle we’ve often overlooked in our country. The honesty of any claimant can be judged by the transparency of their processes. How can we expect others to trust us when even key employees are

unaware of the details of a contract?

How can we earn a client’s trust when we are constantly afraid of them discovering our sources of supply? How can we expect a seasoned oil manager to trust us when we hide the manufacturer’s quotation and keep them in the dark about our agreements with the supplier? To achieve honesty and transparency, behaviors must emerge organically from within the organization. This is precisely why it is so challenging. The difficulty is often such that two external justifications are usually offered: competition and sanctions. We all know sanctions have imposed limitations on sharing transparent information, but adhering to specific operational principles during sanctions cannot justify concealment and a lack of transparency.

The most critical element of trade during sanctions is limiting access to foreign supply chain details, not unnecessary secrecy, which can lead to suspicion of profiteering. This lack of transparency erodes trust between trading parties, and misuse of sanctions has even led some state and quasi-state employers to remove sanctions from their force majeure clauses. Another topic that might arise is competition. Yes, competition acts as an invisible hand, balancing prices, and may seemingly limit entrepreneurs from sharing information or practicing transparency. However, exaggerating competition as a justification for lack of transparency is common.

It’s unlikely that your competitors will surpass you simply by using publicly accessible business information that builds trust with your clients. Moreover, why not think of transparency as a competitive advantage to outpace your rivals? Honesty and transparency, which win the trust of your clients, can elevate your position above others in your field. In conclusion, at Delvar Group, we strive to be honest and transparent. We’ve learned from our clients that if you want us to trust you, you must endure the challenges of transparency. We hope that Almighty God guides us on this path so we may remain steadfast.

“He gives all of Solomon’s kingdom to an ant, And grants the worlds, yet does not soften a heart.” – Rumi

Ali Saeedi, Founder and CEO of Delvar Group:

A while ago, our sales team faced a unique challenge with one of our clients. After finalizing a deal and signing a contract, we moved into the production phase, executing tasks both domestically and internationally in an orderly manner. Suddenly, the client made extensive changes to the content and structure of the contract—so extensive that it altered the essence of the agreement. These changes imposed financial and legal burdens on the Delvar Group.

My colleagues believed that, since our mutual agreement was defined by the original contract, we should terminate it and demand compensation for damages. Their reaction was entirely understandable within the realm of standard business practices. Indeed, such a response is what most would expect, and even the client’s own team likely anticipated this challenge. After all, conventional management principles teach us to protect company resources and operate within legal and customary frameworks.

But I asked myself: Should everything be reduced to the profits derived from a single contract? Is profit all that matters? Or, if we consider the trust we often speak of—and if we believe that “business is a story of camaraderie”—what should we do in such a situation? Here and now, we faced a critical test. This time, the discussion revolved around the concept of accompaniment. There is a well-known Arabic proverb: “A free man’s promise is a debt.” In other words, a promise made by an honorable person is not just a commitment—it becomes a binding obligation as soon as it is spoken. Perhaps this helps us understand Imam Hussein’s words on the day of Ashura, when he addressed the army of Bani Umayyah: “Be free, even if you are devoid of faith and unafraid of the Day of Judgment.

” This highlights the importance of chivalry and generosity in interactions with others, even beyond societal or business norms. While such ideals may seem unrealistic in today’s world, as scholars say, achieving even a portion of virtue is better than having none. “Accompanying” a client beyond contractual obligations is no easy feat and falls outside conventional practices. Though it ultimately benefits the service provider, this approach is often seen as challenging or even impractical. As a result, many gravitate toward maximizing profits through claims and overlook the concerns or challenges faced by clients. However, we must remember: in situations where written agreements fall short, those who embrace the virtue of accompaniment shine like stars in their market. This brilliance translates into one invaluable asset: credibility.

At Delvar Group, we define accompaniment as staying by the client’s side in all circumstances, whether easy or challenging. If they chose to work with us during good times, we remain with them during tough times. We honor our clients with respect and refrain from using claims as leverage. Accompaniment consists of two essential elements: empathy and reward. First, it’s impossible to accompany someone without understanding their situation. This understanding is what we call empathy.

But grasping the reasons behind people’s actions and decisions is no simple task. Many clients try to conceal the root causes of their behavior, fearing exposure of internal weaknesses or problems that could be exploited against them. This remains true until they trust you. Once the client perceives your genuine intentions and gains trust, the dynamic changes—they share their challenges openly, allowing you to provide meaningful support.

At this point, true accompaniment begins. Thus, accompaniment not only serves as a test of trust but is also the result of it. Second, the law of nature dictates that those who show respect receive something equivalent in return: reward. True, accompanying clients in the oil and gas industry may involve financial costs or even losses. However, the long-term economic benefits of this approach are substantial. You may lose a single battle but win the war. You’ll emerge victorious in the branding arena, and this success will ultimately translate into increased sales. Admittedly, explaining this concept—even to myself—isn’t easy.

Financial statements and profit-and-loss analyses may tell a different story. But believe me, accompanying clients opens up a vast world of business opportunities. Let’s return to our earlier story. After careful deliberation, we decided to understand the reasons behind the client’s behavior. We initiated honest negotiations, and after several in-person meetings, the reason became clear: the client needed more time.

Due to delays in securing their budget, they sought to revise the contract to gain time. Once we understood this, we found it easy to assist them because, in this particular project, time was something we had in abundance. While the matter hasn’t been fully resolved as of this writing, it has been a valuable test and a learning experience for us. In conclusion, like many small businesses, we face numerous challenges and are far from the ideal we aspire to. We’re still in the early stages of this journey. But with God’s guidance, and through consultation and continuous learning, we strive to achieve our vision for the future. God willing.