5 QUESTIONS TO HAYA JOUHAR

We sat down with Haya Jouhar, a recent graduate of the GP program and the innovative mind behind Octopus Online Store. In our recent interview, she shared her journey from starting her business to leveraging the skills and insights gained from the GP program to scale Octopus Online Store successfully.

What motivated you to co-found Octopus Online Stores, and what unique value does it bring to the market?

Haya: So, picture this: I’m in the kitchen with my dad, who, sadly, has passed away, and we’re cooking up a storm. Everything’s going great until he asks for sumac. And then he casually says, “Oh, I missed this one.” My immediate reaction? Pure frustration. Are you kidding me? If we get it from Albert Heijn, one tiny jar would cost around €5 – €7, but for the amount we needed, we’d be shelling out over €100! I mean, are we cooking with gold or what? And to top it off, the closest Syrian or Arabic shops were miles away.

At this point, I’m pulling my hair out, wondering, “Why isn’t anyone delivering this stuff?” And then it hit me like a ton of sumac: Why not me? And that’s how Octopus was born! We’re here to save the day, delivering those hard-to-find items that aren’t typically stocked in big grocery stores but are in high demand among the Netherlands’ foreign communities. We’re targeting major cities like Rotterdam, where there’s a big crowd of expats, newcomers, and other international folks who are desperate for a taste of home without breaking the bank.

Can you share a specific challenge you faced while establishing Octopus Online Stores and how you approached solving it?

Haya: Well, there are plenty of challenges, but let me spare you the endless list and just give you the biggest ones. 

Our first brilliant idea was to shop on behalf of the customer. We thought, “Great, we’ll handle everything from A to Z!” But then reality hit us like a ton of sumac—this wasn’t practical at all. It required huge investments and complex financial and legal arrangements. We quickly realized we’d need a magic wand, not a business plan.

So, we decided to separate the tasks. Then, we thought we could shop from each store like any delivery service but focus on migrant products. Sounds easy, right? Wrong! The biggest challenge was convincing the shop owners to collaborate with us. Most of them looked at our proposal like it was an alien invasion. Explaining IT and software to them was like teaching cats to play chess. Convincing them to upgrade their inventory to be both online and offline was a major headache. 

And if that wasn’t enough, we had to develop software that could simultaneously deliver to different areas, like creating one web-shop with multiple stores under it. It was like trying to solve a Rubik’s Cube while blindfolded. Plus, we had to figure out how to minimize costs and increase efficiency. Talk about a migraine.

But here’s the fun part—those problems are starting to disappear. Our partner shops are giving us feedback, suggesting improvements, and even recommending other potential partners. They’ve gone from tech-phobic to tech-savvy. Now, we just need to fine-tune the software to make their lives even easier. That’s our main focus right now. 

So, in a nutshell, the beginning was a comedy of errors, but we’re turning it into a blockbuster hit!

How do you maintain consistency and high standards in your business operations?

Haya: When we started, we were like detectives, spying on what our competitors were doing. There wasn’t any direct competition yet, but we watched how others handled customer service, followed up with clients, and managed other aspects. We borrowed some ideas and created our own model.

We began with the basics—really simple stuff. Over time, we improved by asking our customers for feedback. We asked them what they thought we should add and how we could make their experience better. Their suggestions were super helpful.

We also started talking to the shops differently, asking for their feedback on our processes and if they wanted any changes. Their feedback was really important. 

Eventually, we began documenting our company profile. Now, we have templates for customer service, approaching new partners, contracts, and other necessary documents. But at first, we were just figuring things out as we went along. 

So, we went from bumbling beginners to semi-professional pros, thanks to a lot of trial, error, and a ton of helpful feedback.

How do you foster an innovative mindset within your team?

Haya: Honestly, the name “Octopus” came from a real need. And I have to say, the name inspires me. It feels like you can connect with people everywhere because of the tentacles. Picture this: an idea pops into my head, and suddenly ten more ideas attach themselves like octopus tentacles. Then I have to sort through them like, “This one’s a keeper, this one’s not.”

When you’re passionate about something, it keeps evolving. Sure, discipline is important—staying consistent and offering the same great service is key. But when you love what you do, you pour your heart into it. And I’m not exaggerating when I say I sometimes wake up in the middle of the night with a new idea. I grab my phone, type it out, and then try to get back to sleep. My dreams are basically brainstorming sessions!

I once heard a motivational speaker say, “Don’t fall in love with your idea.” But guess what? I’m completely smitten. I can’t help it—I’m totally in love with what I’m doing!.

Finally, what are your future plans for Octopus Online Stores and your entrepreneurial career?

Haya: Yeah, that’s a big question, but I’ll give you the scoop for the next year.

So, I won’t predict five years ahead, but I definitely see the impact. At Octopus Online Source, we’re focused on enhancing our software, as I mentioned, and exploring some exciting opportunities. We’re seeing real potential there. I’ve been tapping into mentors and fellow entrepreneurs within Forward because the network is full of insightful people.

Our top priority is improving the shopping experience for customers and cutting down on order processing time. If it currently takes 10 minutes and a lot of manual effort, we’re aiming to slash that by at least half—with half the manual work, too. It’s all about practical improvements.

On the marketing side, we’re expanding from our online presence to a physical walk-in shop. We’ve even birthed a new venture—a sort of spin-off from our main company. This walk-in store will open soon in Rotterdam, where folks can drop by, browse, place orders, taste samples, and soak in the whole experience. We haven’t spilled all the details yet, but keep your eyes peeled—it’s happening soon in Rotterdam Rijnhaven this summer!.