Some people are destined to work in the industry, and in the case of NMK Electronics’ Costandino Drimakis, that couldn’t be truer. While his school friends were out at shopping malls, the beach, or playing football, a young Dino was busy learning his trade in the family business. “I grew up in this industry,” he began. “Being Greek, my parents made me do what Greek parents do, and that was work in the business from an early age. I started making coffees and doing filing, then progressed to handling a few small demos and sales. It felt like a very organic thing to do.”
Drawing on a solid grounding that taught him the value of hard work and dedication from an early age, Drimakis went on to become a mainstay of the AV industry. Catching up with TPiMEA following NMK’s successful exhibition at GITEX, Drimakis spared some time from his hectic schedule to look back on his career to date, speculate on the future of the distribution model, and share the plans for his activities in 2025.
How did you progress to your current role?
After earning a bachelor’s degree in Business Administration and Marketing from California State University, I returned to Dubai in 2010 with a free-spirited and adventurous outlook. Over the next few years, I worked as Sales Manager for Melody House and then as Business Development Manager for MEI, before rejoining NMK in 2014 as Operations Manager to support the exponential growth of the business in the region. In this role, I was tasked with strengthening existing relationships that were thriving and building new ones to drive the company’s growth.
One such relationship that has been a cornerstone of our success from the early days is with Shure. What I admire most about working with Shure is their active involvement in shaping our business. They provide a clear blueprint for success, sharing what drives their growth and setting clear expectations, which we then take forward.
With the solid structure provided by partners like Shure, we gained entry into multiple market segments, paving the way to expand our portfolio and bring on board many other exceptional brands.
In 2017, I moved to Qatar to support the opening of an office there, which went on to become Edge Electronics. With the World Cup around the corner, we saw it as a market full of opportunities. I worked closely with Maleeha Riaz, our Marketing Manager, who has been instrumental in making it happen. I’ve always been someone who enjoys exploring new opportunities, so when the markets slowed down, we saw it as the perfect time to invest. We brought on board the incredible talent of Pratap Singh, equipping him with the resources and support to take on the role of General Manager at Edge Electronics.
At the end of 2020, we were acquired by Midwich Group. Following this transition, Nicolaos Kyvernitis stepped away from the business, and the existing leadership team, comprising Alex Kemanes and I, took over with a clear focus on driving expansion across the Middle East.
How did the Midwich acquisition change NMK?
We have learned from each other. They were extremely helpful in providing a structure that would allow NMK to grow and fulfil its potential. We’ve gone through changes and taken learnings along the way.
The change from a family business to a corporate structure has been a blessing for me. I’ve seen both sides and I believe that the key to success is to take the best elements of both – if we can retain the speed and agility required to thrive in this fast-moving market, along with a people-first approach, and underpin it with a proper corporate structure, the company is bound to be stronger as a result.
How do you retain that family-style approach as the company grows and becomes more corporate?
The key for us is building a strong middle management team, setting clear expectations, and having the confidence that they can deliver. As the company grows and becomes more corporate, it’s important to stay agile, which is one of the benefits of being a family business. We try to maintain that agility by surrounding ourselves with good people who have the best interests of the business at heart.
Culture fit is critical in this process, as we want to ensure everyone aligns with our core values. It’s easy to unknowingly drift away from those values, so I focus on hiring individuals who are better than me, those who can fill in the gaps and bring skills I may not have, and people from whom I can learn. This approach helps us retain that family dynamic while also supporting our growth.
What are some of the main changes from the early days of NMK to now?
In 2021, we moved into our beautiful new facility in Al Quoz. At the time, many questioned the decision, particularly as the industry was still recovering from the COVID-19 pandemic. However, this was a vision that Alex Kemanes, Regional Director for the Middle East, and I had been working towards for 10 years, and it was Nicolas Cox, Managing Director of NMK, who helped bring it to life.
For us, the goal of the new facility was to create a communal space where we could build a true sense of community. It is just a five-minute walk from the Dubai Metro, making it more accessible to a wider range of people. This is a space where anyone is welcome to visit, feel comfortable, and participate in regular training sessions and seminars – both hosted by our team and with the help of external experts.
Our aim is to help build the community, enable people to develop their skills, and raise the overall standards throughout the industry.
What inspires you and drives you to succeed?
The passion and love I have for the company, which have always been at the core of what I do. I believe that if you genuinely care about the industry, your business, and your people, and you consistently do a great job, good things will follow. It’s all about following the process and staying true to the fundamentals – honesty, respect, trust, and humility. These principles help build a strong reputation and lead to long-term success.
I’m also inspired by the vision of Dubai and its leadership, as well as the city’s dynamic energy. Each city has its own unique charm, but there’s something special about Dubai’s ambition to be a global player in the market. The multicultural environment here makes it very easy to connect with people from diverse backgrounds, which is truly inspiring.
Additionally, I’ve been fortunate to be surrounded by incredible people who have supported and inspired me throughout my journey – people like Andy Jackson, Andy Reardon, and Mark Brown, to name just a few. My mother, Christina Drimakis, has also been a key source of inspiration, helping me develop and succeed in both my personal and professional life.
What do you look for in brands?
The formula from the start has always been very simple: we look for manufacturers who serve multiple market segments and share the same ethos as NMK’s vision. This approach has worked very well for us, allowing us to build strong, lasting relationships over the years.
By diversifying into multiple market segments, we reduce our exposure to risk. We’ve experienced several economic downturns in the region over time, but this approach has helped us navigate through them.
What’s your approach to competition in the region?
One of the founding pillars of NMK has always been education, which is why we established the NMK Academy. It places education at the heart of our mission, ensuring that industry professionals are equipped with the knowledge and skills to advance their careers.
I also believe in maintaining good, direct relationships with all our competitors. I have no negative words to say about any of them, as each one contributes something valuable to the industry. Building a business with longevity isn’t easy, and if someone isn’t doing good work, it doesn’t take long for that to be recognised.
That said, healthy competition is inevitable. While we may not always be best friends, the competition remains good-natured and honest. This diversity of companies, and people, creates a rich tapestry that defines our industry.
What are your biggest threats?
One of our biggest threats has always been disruption in the supply chain, which we saw firsthand during the COVID-19 pandemic. When the supply chain breaks down, it’s not just an inconvenience – it’s a fundamental issue that can halt business entirely. During that time, some vendors took advantage of the gap by lowering prices significantly. While these lower-priced products may meet immediate needs, they’re often of inferior quality, which can create a short-term fix at the cost of long-term value.
Another threat is the ongoing trend towards commoditisation in the industry. As competition grows, especially with price-driven solutions, the market can become less focussed on quality and service, and more on cutting costs. While this makes products more accessible, it can undermine the long-term sustainability of businesses that are committed to offering value through quality and customer service. The challenge for us is to continue differentiating ourselves in a price-sensitive environment while staying true to the standards we believe in.
Will the distribution model continue to be relevant?
Yes, I absolutely believe the distribution model will continue to be relevant in the future – otherwise, I wouldn’t be here today. The term ‘distributor’ can be misleading, as it often implies that the role is limited to simple box selling. Whereas in reality, we go far beyond that and play a crucial role in the ecosystem, which brands recognise and value.
People are what truly makes the difference. Many of our team members have been with us for years and have built strong, trusted relationships with clients. This trust is essential when clients are deciding on making important purchasing decisions.
Additionally, many clients prefer a turnkey solution, which is something that single vendors often can’t provide. In addition to offering a strong presence and market longevity, brands understand the complexities of selling directly. Knowing that we are on the ground, consistently listening to market demands, and working hard to generate business for them holds far more value than the extra margin they might make by selling directly.
Where are your biggest opportunities for growth?
We are currently exploring multiple markets, with India and Southeast Asia standing out as regions with significant potential. India, with its 1.4 billion people, is a rapidly growing market that offers exciting opportunities, but it’s still in the early stages of development. We see an opportunity to bring our expertise and help accelerate growth in the region, especially given the strong synergy between India and the UAE.
Similarly, Southeast Asia is an area that we are watching closely. The region is evolving very quickly, with rising demand across several sectors and a growing interest in more sophisticated, integrated solutions. This creates the potential for us to apply our experience and offer tailored services that meet the region’s emerging needs. For both markets, the key for us is to enter strategically, just as we did in Qatar and the Kingdom of Saudi Arabia (KSA).
Our experiences there have taught us valuable lessons, and we’re applying that knowledge to ensure we establish a solid presence and grow successfully in these new regions.
How do you switch off outside of work?
Outside of work, I’ve always been passionate about sports. Over the years, I’ve played everything from basketball and football to rugby, American football, and padel – pretty much everything except golf! I find that sports are a wonderful way to stay active, clear my mind, and maintain a healthy balance.
Experiences are also incredibly important to me. I’ve been fortunate to travel extensively, both for work and pleasure, and I love immersing myself in new places, cultures, and meeting people from different walks of life. It broadens my perspective and keeps me energised. Ultimately, my most precious commodity is time – it always seems to fly by. Looking back, it’s been an exciting and fulfilling journey so far, and there’s still so much more to experience and achieve.
Photos: NMK Electronics
