||Translated by Coleman Barks
READ THE POEM
||Listen to the story told by the reed,
of being separated.
"Since I was cut from the reedbed,
I have made this crying sound.
Anyone apart from someone he loves
understands what I say.
Anyone pulled from a source
longs to go back.
At any gathering I am there,
mingling in the laughing and grieving,
a friend to each, but few
will hear the secrets hidden
within the notes. No ears for that.
Body flowing out of spirit,
spirit up from body: no concealing
that mixing. But it's not given us
to see the soul. The reed flute
is fire, not wind. Be that empty.
" Hear the love fire tangled
in the reed notes, as bewilderment
melts into wine. The reed is a friend
to all who want the fabric torn
and drawn away. The reed is hurt
and salve combining. Intimacy
and longing for intimacy,
one song. A disastrous surrender
and a fine love, together. The one
who secretly hears this is senseless.
A tongue has one customer, the ear.
A sugarcane flute has such effect
because it was able to make sugar
in the reedbed. The sound it makes
is for everyone. Days full of wanting,
let them go by without worrying that they do.
Stay where you are inside such a pure,
hollow note. Every thirst gets satisfied except
that of these fish, the mystics,
who swim a vast ocean of grace
still somehow longing for it!
No one lives in that without
being nourished every day.
But if someone doesn't want to hear
the song of the reed flute,
it's best to cut conversation short,
say good-bye, and leave.
I was born in April 1949, to a middle class family in Iran and raised in Tehran. I really believe that being an entrepreneur is in one’s genes as I realized my love for business, independence and hard work at a very early age of 14, when I dropped out of high school and started working in number of fields until I started my first serious business at age 23 by forming IPC Engineering company in 1972 and quickly built my engineering team to design, and build industrial projects in Iran's golden age when the whole country was under construction. By 1975, I had 34 staff and $1,280,000 revenue which was a serious money in those days. To qualify for bigger projects, I formed joint venture partnerships with couple of American companies and visited the United States for the first time. Upon arriving in New York, I could not believe the vast difference between America and Iran. After few months and in my second visit, I decided to set up a branch office in Los Angeles to use it as the source of technology and knowhow and trading, but only two years later the national catastrophe in the body of so called Islamic revolution hit my beloved Iran and devastated everything that was good and lovely and replaced it with utter ugliness, terror and violence and destroyed our chances and hope of building a new, modern, industrialized and civilized Iran. The rest is history and our country has continued to decline ever since.
Now reluctant to return my country under the tyrannical regime, I formed Sood Industries in Los Angeles, and started my CNC machine tools business. The Registered Trade Mark was FreeMax Precision Machine Tools. By 1990, we had expanded into PC business, and we were selling IBM PCs to our customer base in California to CAD/CAM software sector which was a bundling strategy with our CNC machine tools to capture greater market share, and this led me into computer business which I took it one step further and decided to build my own PC brand and since East Asia was the place to go for cheap labor, I picked Singapore as our production base. By now, I had sold my IPC company in Tehran and had become an international entrepreneur.
In 1990, I established IMI Electronics in Singapore and started building IMI Computers into a global PC brand. Our principle activities involved the assembly, packaging, marketing and sales and distribution of microcomputer-based products as well as application specific products such as point-of-sale terminals and network systems. IMI's broad product lines were distributed under "IMI" brand, through a wide network of appointed distributors and dealers to more than 38 countries around the world.
With $53 million confirmed orders for 1994 and projected sales of $80 million for 1995 and growing sales subsidiaries in Europe, Middle East, and our own East Asian markets, Australia and Iran, the company was attacked by a $2 billion conglomerate IMI PLC., ( a UK based Company) alleging Trade Mark infringement and after a protracted legal tussle and plenty of dirty tricks by them, we lost the and I learned a great lesson in trade mark protection. I restructured the company under UBIQ Computers and relocated our operations to Kuala Lumpur, Malaysia and Brisbane, Australia and a year later in 1997 I sold the company and started planning my next move.
In 1997, having been away from Iran for 24 years, I decided to go back and explore business opportunities. The arrival experience was horrific. Finding my flourishing and rapidly progressing country of 1975 in a state of utter repression, poverty, depression, chaos and criminality was much painful but still I was hoping to find a way to help our people in any way possible. In my first month, I realized that the national car – Paykon – had no air conditioning and people in the heat of Tehran’s horrible summer were suffering. My quick research indicated that there was a niche market which I jumped on the opportunity and few months late I formed Neekon Automotive in Tehran, and invited Japanese Sanden Corporation to design an application specific A/C for Paykon and in matter of months I launched an aggressive marketing campaign and started selling our A/Cs, but just as I was warned by friends, the corrupt elements in the government owned Iran Khodro, the manufacturer of Paykon, attacked my company, demanding that I should give them our technology, and making all kinds of threats that if I refuse they will prevent us doing business. I could not believe my eyes that bunch of thugs and criminals were actually in charge of our greatest industries like Iran Khodro, Ministry of Industry, Ministry of Commerce that so blatantly and openly acted like communists and crushed private sector initiatives. After couple of years of confrontations I realized that everything said about this regime was true and the only solution for saving Iran was and is a total abolition of the Islamic Republic Constitution and removal of the state from power and establishing a new, multi-party, secular and modern democratic political system. So I closed down my businesses and decided to relocate to Dubai in the year 2000 right after our son was born.
I found Dubai to be absolutely the best of both worlds. A wise and forward looking leadership, tolerant and open minded had turned Dubai into a model state for all Muslim countries as center of excellence. The first thing I did was to establish Maxam Publishing House to produce two monthly English business magazines: The Middle East Entrepreneur and Digital Executive, and decided to get settled in this beautiful, business friendly, corruption free, dynamic country and since then I have built number of companies that form the Khoie Group today. Having identified the construction boom in Dubai and UAE, I formed such companies as Khoie Power, Khoie Trading, Khoie Properties, Khoie Education, Khoie Industries, and Khoie Media with variety of ventures and projects in the service of community and by 2011 we reached our $1 billion market valuation and growing.
In the meantime, like all other nationalist Iranians, I have been watching with deep concern the disastrous mismanagement of our country and her continued social and economic decline and political isolation and I have lend my support to the progressive green movement and other pro-democracy forces seeking change and reform in Iran to put an end to the mullah’s tyrannical rule and establish a secular, liberal democratic political system in which individual liberties, free market and peace are guaranteed to all citizens.