Houssein Mahamoud Robleh has been building a business empire in Djibouti, Kamaj Group, for 30 years. The company has revenues of $15 million and employs more than 500 people, and is involved in real estate, hotels, logistics and energy. The future headquarters, under construction in the Heron area, is a modern complex that houses the group's offices and commercial space.
We met our CEO and founder Robre sits on the terrace of his hotel, Acacia, overlooking the Gulf of Aden.
“The hotel will be Novotel. We're expanding it and adding a spa and a gym,” he says.
At the end of 2020, he signed a partnership with Accor, a leading international hotel group. The aim is to modernize the local hospitality industry and position Djibouti as a competitive local travel destination.
To enrich local hotel offers
Buyed in 2018, housed in a heritage building in the city centre, Plein Ciel will be transformed into M-Gallery by 2026 with Pullman planned for the sea.
Robleh's plans include an investment of $30 million. It aims to raise infrastructure standards and enhance local hotel offers.
The pandemic has delayed the project, but openings have been planned over the next few years and work has finally resumed. Robre looks back at his beginnings. “I returned to Djibouti in 1994. After studying economics at the Lames in France, I might have joined the government like many young Djibouti alumni, but I preferred to attack myself.”
At the time, years after the civil war, the economy was still vulnerable. Robre chose to go to a sector that was still an underdeveloped sector, but had high demand.
The French army represents the opportunity he quickly seized, searching for housing to European standards. He founded the Kamaj group, approached the public staff and convinced the Army to entrust the housing management. He built homes that met their standards and provided them with long-term leases. It was a successful gamble and began his rise to prosperity.
From 1995 he expanded Kamaj's activities by integrating security, maintenance and rent management. This integrated model allowed him to strengthen his position and attract a wider customer.
Enter US
The 2000s marked a turning point. The establishment of American bases has exploded in demand for real estate. Kamaj is located in the furnished accommodation market and has increased investment in new infrastructure.
At the same time, unhappy with the lack of access to the international press, he decided in 2004 to import the world's leading newspapers. “It didn't make me the most money, but it was necessary,” he admits.
Another gambling was the Riyadh market, which had been abandoned for years. Through many jobs and development, the market has come to life and has become the focus of Djiboutia's commercial transactions. The hotel industry follows the same logic as predicting demand. In 2011, a few years after Kempinski was opened, he launched Les Acacias, a facility designed to attract business and transport customers. In 2018 he purchased the Plein Ciel Hotel in the city centre across from the presidency.
Looking beyond Djibouti
The Robre has not slowed down. Along with Kamaj Energie, he has developed a gas terminal in Damerjog and is taking advantage of the expansion of the port infrastructure. In real estate, he is in a large home. The aim is to address the shortage of middle class housing assets. However, his biggest challenge is the completion of his tourism projects, particularly ongoing development in the Musha Islands.
Beyond Djibouti, he is ready to look at subregional opportunities and acquire new economic dynamics. Houssein Mahamoud Robleh, 58, says he is no longer satisfied with the construction.
