Ali Gillani did not grow up surrounded by shortcuts. He grew up in Toronto, raised by immigrant parents who worked hard to build a stable life. That early environment shaped how he sees business, responsibility, and leadership today.

“I built my career on the principles of discipline, education, and service,” he says.

Now, Gillani is known as an accountant, entrepreneur, philanthropist, and the founder of Soberman Goldstein & Associates and the Truman Foundation. Over the years, he has expanded his work across industries while keeping his focus grounded in long-term impact.

This is the story of how his career developed—step by step.

Early Life in Toronto and the Values That Shaped Him

Gillani was born and raised in Toronto in a close and supportive family. His parents immigrated to Canada in search of opportunity and stability.

Watching them start from the ground up left a lasting impression.

“My father worked in finance and accounting and served as my first mentor,” he shares. “He instilled discipline, integrity, and a strong respect for financial responsibility.”

His mother played an equally important role.

“She taught me the importance of humility, generosity, and staying grounded regardless of success,” he says.

As a child, Gillani was quiet, focused, and academically driven. He also played baseball, which taught him teamwork and resilience.

Faith was another steady influence.

“My faith has always been a grounding force,” he explains. “It guides my decisions and reinforces values of gratitude and service.”

Education and the Start of a Professional Foundation

Gillani attended Ryerson University from 2006 to 2010. He graduated with honours, majoring in Accounting and minoring in Business Law.

His education gave him technical skills, but also reinforced the importance of ethics in financial work.

“My academic experience focused on developing strong expertise alongside an ethical foundation,” he says.

After graduation, he earned his General Accountant license. This marked the beginning of a serious commitment to the accounting profession.

For Gillani, credibility mattered early.

“In accounting and entrepreneurship, trust is everything,” he notes. “Clients and partners must know that your word carries weight.”

Launching Soberman Goldstein & Associates

With experience and discipline behind him, Gillani founded Soberman Goldstein & Associates, an international accounting and consultancy firm based in Toronto.

The firm serves clients across Canada, the United States, and the United Kingdom.

His work centers on helping businesses stay financially clear, compliant, and stable over time.

“My belief is that financial success carries a responsibility,” he says. “It should support growth, but also create meaningful impact.”

Rather than chasing fast results, Gillani focused on long-term systems.

“One of the biggest challenges was balancing rapid business growth with discipline and planning,” he shares. “Entrepreneurship can move faster than your systems if you are not careful.”

Expanding Into Entrepreneurship Across Industries

Over time, Gillani’s career expanded beyond accounting. He became involved in hospitality, healthcare, and international real estate.

He is a founding partner of THG’s Hot Chicken and owns multiple restaurant franchises, including Toronto locations of Osmow’s. He also owns Crema and Shahs of Kabob in Miami, Florida.

Gillani also entered the healthcare space through ownership of Healthy Heart Clinic.

Each venture reflects his interest in building businesses that connect with community needs.

Early on, he learned that growth requires structure.

“I underestimated the operational complexity of scaling multiple businesses at once,” he admits. “That experience taught me the importance of systems, delegation, and patience.”

Today, he approaches expansion carefully.

“I ensure that every step forward is stable,” he says.

Leadership Built on Discipline and Long-Term Thinking

Gillani’s leadership style is rooted in consistency, reflection, and adaptability.

“Integrity, adaptability, and long-term thinking are essential,” he explains. “Markets change, regulations evolve, and industries shift.”

When challenges arise, he leans on routine and perspective.

“I rely on discipline, reflection, and faith,” he says. “I focus on what I can control.”

He also believes strongly in learning.

“Growth requires humility,” Gillani notes. “No matter how much you achieve, there is always more to learn.”

Philanthropy Through the Truman Foundation

A central part of Gillani’s work is philanthropy. He founded the Truman Foundation to support humanitarian aid and sustainable development.

The foundation focuses on poverty reduction, empowerment, and long-term solutions.

“The foundation prioritizes dignity, opportunity, and self-sufficiency,” he explains.

His philosophy is clear: success is not only personal.

“Success is freedom with responsibility,” Gillani says. “It’s about supporting the people you love and using your resources to make a positive impact beyond yourself.”

Family as the Driving Force Behind His Career

For Gillani, business leadership is deeply tied to family.

“My biggest motivation is my children,” he shares. “Success is not just personal; it is generational.”

He views his work as building a foundation for the next generation.

“I want to teach them discipline, humility, faith, and ambition by example,” Ali Gillani says.

Balance is also a priority.

“Professional achievement should strengthen your personal life, not compete with it,” Gillani explains.

How Ali Gillani Measures Real Success

Gillani does not define success by numbers alone.

“Financial performance matters,” he says, “but so does reputation, team development, and positive influence.”

His focus remains on building enterprises that last, while staying grounded in service.

“True success leaves a legacy beyond numbers,” he adds.

From Toronto roots to international business and philanthropy, Ali Gillani’s career reflects a steady blend of discipline, leadership, and purpose.

And for him, the mission remains simple:

“Success is most meaningful when it is shared.”

A Beijing-based green steel specialist has warned Australia’s hopeful iron ore processors they need a reality check as they wade into a costly and competitive sector.

There was a strong sense of optimism from government and industry at the Clean Energy Council’s WA summit on Tuesday about the role green iron and steel production could play in decarbonising Western Australia’s economy, and creating new jobs.

Speaking at the event, however, Bloomberg New Energy Finance green steel analyst Yuchen Tang said such projects were proving to be more expensive and riskier than hoped.

Ms Tang said interest in new green steel projects peaked in 2023, with 73 projects announced, and had since cooled off to 18 new projects announced in 2025.

“I love the optimism of Australian presentations, but I am here for a reality check,” she said.

“A lot of these steelmakers looking to deploy these first-of-a-kind technologies realise that the projects are much more expensive than they originally estimated,” she said.

“Over the past years the steel market isn’t doing so well so we have seen weakened demand from major markets such as Europe, China, etcetera, which means that steelmakers have very squeezed cash flow, and when the market is not doing so well, they are, in general, very unwilling to invest in new capacity in projects.

“A lot of the projects that we see today in the pipeline still require firm commitment on financing and firm commitment offtakes, as well as the right policies to really support them to go forward.”

Ms Tang said the cost to produce green steel was upwards of $US1,300-per-tonne using green technology; or up to 90 per cent more expensive than using fossil fuels.

Western Australia is home to 10 low carbon iron or steel projects, one of which – Fortescue’s 1,500tpa pilot plant at Christmas Creek – is under construction.

Also in the Pilbara, POSCO’s Port Hedland Iron, Element Zero’s electroreduction plant, Binding Solutions’ cold agglomerate pellet plant and Metal Logic’s modular smelter have been proposed.

Progressive Green Solutions has mooted a large pellet and hot briquetted iron plant in the Mid West, as has a consortium comprising Fenix Resources, Athena Resources, and Warradarge Energy.

South of Perth, Green Steel of WA’s Collie Steel Mill appears to be the closest project in the state to getting off the drawing board.

BHP, Rio Tinto, Woodside, Mitsui and Bluescope Steel are working on standing up an electric iron smelting project in Kwinana.

Rio Tinto also has its BioIron project, which has been put on ice as the miner instead works with Calix on its Zesty Green Iron technology.

Ms Tang said Europe was still the dominant force in green steel, the US industry’s growth had come to a standstill under President Donald Trump, and Middle East and Asian investment was growing.

“Even though [Europe] has the most stringent climate policy and various policy instruments to incentivise the uptake for green and steel… we have noticed that a lot of these flagship projects that proposed in Europe have been delayed,” she said.

“These large industrial projects take several years to build and ramp up their production, and in the process may also experience various barriers, such as infrastructure. 

“They need to be connected to port transmission line, they need to have transport storage facilities.

“Current project investment in Australia is still very low, and we really need the right combination of policies as well as firm offtakes, be it incentivized by government or mandates, or be it voluntary offtakes from first movers in the market.”

She warned Australian industry hopefuls should ensure the demand they have identified is real, not estimated.

CAN INVESTORS WITH SPARE MONEY MAKE A LUMPSUM INVESTMENT INTO EQUITY MUTUAL FUNDS NOW?

Wealth managers say lumpsum investing at this stage needs to be seen in the context of valuations and one’s own risk appetite. Nifty’s Price to Earnings (PE) ratio—a key valuation measure—has corrected to 19.7 times from 24.4 in September 2024. Fund managers point out that sub-20 levels have historically been seen as “fair” levels for long-term entry, with further declines seen as making it more conducive to invest. So, investors with a time horizon of over five years—and the ability to ride out near-term volatility—can consider putting some money to work now. That said, a staggered approach may be more comfortable. For instance, deploying about 30% now and spreading the rest over the next few months. Another option is to park funds in a liquid scheme and start a daily or weekly Systematic Transfer Plan (STP) over about six months. This way, the money continues to earn 6–7% while gradually moving into equities.
IS THERE A NEED TO RESTRUCTURE PORTFOLIO NOW?
Financial planners say this may be a good time for such investors to step back and review their portfolios in line with their risk appetite and long-term goals. Those heavily tilted towards one asset class could look at diversifying across equity, debt and other assets. Many have built portfolios by chasing recent winners— ending up with concentrated exposure to gold, silver, or narrow thematic funds. Similarly, investors with SIPs in thematic funds may want to move towards more diversified options, such as large-cap index or flexi-cap funds. Those who are already well-diversified and aligned to their goals can largely ignore the noise.

WHAT DO INVESTORS DO WITH THEIR LOSSMAKING SCHEMES?

Live Events

Investors with a time horizon of over seven years can continue with diversified equity funds and look past short-term volatility. However, if a significant portion of the portfolio is in thematic or sectoral funds— especially beyond the intended allocation—it may be worth reviewing. Adding more money to average such positions may not be advisable. If exposure is high and beyond one’s risk tolerance, investors could consider trimming these positions and reallocating to diversified equity funds, where fund managers have the flexibility to invest across a broader set of opportunities.

Add as a Reliable and Trusted News Source

U.S. President Donald Trump said Washington and Tehran are “currently in negotiations” and suggested that Iran is eager to strike a peace deal, even as the Islamic Republic has denied holding any direct talks with the United States.

Crude oil price on March 25

Brent crude futures dropped $6.21, or 5.9%, to $98.28 a barrel by 0058 GMT, after touching a low of $97.57. U.S. West Texas Intermediate crude futures fell $4.67, or 5.1%, to $87.68 a barrel, having slipped earlier to $86.72. This came after both benchmarks had gained nearly 5% on Tuesday, before giving up some of those gains in volatile post-settlement trade.Market participants appear to be reacting to slightly improved expectations of a ceasefire, prompting some profit booking. But uncertainty around the success of negotiations is likely preventing a sharper bout of profit taking.

Live Events

According to Israel’s Channel 2, the proposal US sent includes a one-month ceasefire to allow discussions, along with provisions for dismantling Iran’s nuclear programme, ending support for proxy groups, and reopening the Strait of Hormuz.
On the diplomatic front, Pakistan’s prime minister on Tuesday offered to host talks between the U.S. and Iran. However, Iran had denied on Monday that it was engaged in any negotiations with the U.S.
Despite these developments, military activity has continued, with strikes by the U.S., Israel, and Iran ongoing. Sources also indicated that Washington is preparing to deploy additional troops to the region.
Despite the possible relief, concerns around the Strait of Hormuz persist. The ongoing conflict has effectively disrupted shipments of nearly one-fifth of global oil and liquefied natural gas passing through the key waterway.

International brokerage Macquarie has said that even if tensions ease in the near term, oil prices are likely to find support in the $85–$90 range, with a gradual move back toward $110 until normal flows through the Strait of Hormuz resume. The note added that if disruptions persist through April, Brent could still climb to $150 per barrel.

Looking ahead, crude prices could move higher from current levels. According to Kayanat Chainwala of Kotak Securities, oil may rise to $120 per barrel in the near term and potentially touch $150 if the conflict continues

Nuvama Institutional Equities echoes the same view. The continued closure of the Strait of Hormuz, which handles around 20 million barrels per day, could push crude prices to the $110–150 per barrel range.

(Disclaimer: Recommendations, suggestions, views and opinions given by the experts are their own. These do not represent the views of The Economic Times)

Copyright ©2026 Dow Jones & Company, Inc. All Rights Reserved. 87990cbe856818d5eddac44c7b1cdeb8

The global artificial intelligence boom is facing a significant threat due to its heavy reliance on energy and chemical imports from the Middle East, which are now jeopardized by the conflict involving Iran.

The high-tech supply chain—from semiconductor manufacturing in East Asia to data center operations in the United States—is vulnerable to disruptions in the Strait of Hormuz and damage to regional infrastructure. Ultimately, a prolonged conflict could lead to soaring chip prices, a halt in production, and a collapse of current tech valuations, potentially triggering a global recession.

Key Points

• Energy Dependency: Major semiconductor hubs in South Korea and Taiwan are almost entirely dependent on fossil fuel imports from the Middle East, particularly liquefied natural gas (LNG) passing through the Strait of Hormuz.
• Critical Chemical Supply: The region is a primary source for essential chip-making materials, including one-third of the world’s high-purity helium from Qatar, seaborne sulphur for etching, and bromine from the Dead Sea.
• Data Center Costs: Rising global LNG prices are driving up electricity costs in the U.S., where energy represents approximately 50% of operating expenses for the data centers powering AI.
• Logistics and Shipping: The conflict has created bottlenecks in air and sea freight, specifically impacting regional hubs like Dubai and delaying the delivery of wafers and finished chips.
• Infrastructure Damage: Recent attacks on Qatar’s Ras Laffan plant, the world’s largest LNG and helium facility, mean that even an immediate end to hostilities would require months to restore the supply chain to pre-crisis levels.
• Financial Risk: Investors are beginning to price in higher inflation, rising interest rates, and the potential unwinding of high tech valuations and debt borrowed against AI assets.

Analysts warn that if the Strait of Hormuz remains closed for more than a month, the resulting supply chain break could become irreparable in the short term, leading to a worldwide economic downturn.

As the global economy increasingly anchors its future growth on Artificial Intelligence, a shadow of geopolitical risk looms over the horizon. While the “AI Boom” has been driven by unprecedented leaps in LLM (Large Language Model) capabilities and semiconductor demand, analysts are beginning to sound the alarm on how escalating tensions in the Middle East—specifically involving Iran—could introduce a level of volatility that the tech sector is ill-prepared to handle.

Asia, receiving 80-82% of Qatar’s exports, faces acute pressure, with LNG spot prices up 39-50% and rerouting adding costs and delays. South Korea and Taiwan’s chip fabs, heavily reliant on Middle East LNG for electricity (e.g., Taiwan’s 40% LNG mix), risk production halts as power costs soar.

For the business community in Thailand, which is currently positioning itself as a regional hub for data centers and digital transformation, these global shifts are more than distant concerns; they are critical variables in local strategic planning.

The Energy Nexus: Powering the AI Engine

The AI revolution is uniquely energy-intensive. From the massive cooling requirements of data centers to the electricity consumed during model training, the industry’s overhead is deeply tied to global energy prices.

Any conflict involving Iran threatens the stability of the Strait of Hormuz, a transit point for one-fifth of the world’s total oil consumption. A spike in energy costs would lead to a direct increase in operational expenses for cloud providers like Amazon Web Services, Google, and Microsoft. For Thailand, where energy price fluctuations directly impact the cost of doing business, an “AI tax” driven by high energy prices could slow the adoption of these technologies across the manufacturing and service sectors.

Supply Chain Fragility and the Semiconductor Bottleneck

The AI boom is currently built on a “just-in-time” supply chain for high-end semiconductors. While the majority of chip fabrication occurs in East Asia, the logistics of global trade are highly interconnected.

Geopolitical instability often leads to a “risk-off” sentiment in global markets, causing shifts in shipping routes, increased insurance premiums for freight, and potential shortages in raw materials. “In a world of integrated trade, a localized conflict in the Middle East does not stay local,” says a senior analyst in Bangkok. “The volatility it introduces into the global supply chain can delay the rollout of the hardware necessary to sustain AI scaling.”

Market Volatility and Capital Flow

The current AI surge is fueled by massive capital expenditures. However, high-growth sectors are historically the most sensitive to geopolitical shocks. Should a conflict in Iran escalate, the resulting market volatility would likely trigger a flight to “safe-haven” assets.

For the Thai SET (Stock Exchange of Thailand) and regional tech startups, this could mean a tightening of venture capital and a reduction in Foreign Direct Investment (FDI). As investors pivot toward risk mitigation, the aggressive funding rounds that have characterized the AI sector over the last 24 months could see a significant cooling period.

The Thai Perspective: Resilience in Uncertainty

For Thai business leaders, the potential for a “Silicon Shock” underscores the need for resilience. As the government pushes the “Thailand 4.0” initiative, diversifying energy sources for digital infrastructure and localizing AI applications may become necessary hedges against global instability.

While the AI boom has the momentum of a decade-defining trend, it is not immune to the realities of global politics. The coming months will determine whether the tech sector can navigate this period of heightened geopolitical risk, or if the “AI Spring” will face an unexpected winter driven by regional conflict.

Other People are Reading