The RedMed Group began modestly in 1996, with the Fechkeur brothers providing bottled water to oilfield workers. Fast forward to today, and RedMed is a fully integrated enterprise, generating over $200 million in revenue, employing 3,000 people across 20 affiliate companies, and holding a market capitalization of approximately $35 million.
The RedMed Group began modestly in 1996, with the Fechkeur brothers providing bottled water to oilfield workers. Fast forward to today, and RedMed is a fully integrated enterprise, generating over $200 million in revenue, employing 3,000 people across 20 affiliate companies, and holding a market capitalization of approximately $35 million.
RedMed’s core operations revolve around offering logistical support and infrastructure to energy sector contractors, including office spaces, accommodations, storage yards, and workshops in southern Algeria. Its bases in Hassi Messaoud, Adrar, and In Amenas serve as strategic hubs for these services. However, this only scratches the surface of a group whose reach now extends far beyond the oil and gas sector.
Today, RedMed has diversified into aviation, medical services, HR solutions, training, lifting and ground transportation, civil works, and environmental sciences, with further plans to broaden its portfolio.
Abdelmadjid recounts that entrepreneurship was not a path dictated by Algeria’s economic history, which offered few precedents. “My brother and I studied business and finance in Algiers, then I went to Paris to gain international experience. By 1995, we had to decide whether to join conventional careers in banking or oil and gas—or start something of our own,” he recalls.
Without a defined business model, they took the plunge, recognizing the need for support services in Algeria’s oil and gas sector. Their first client was Bechtel, an American company constructing a pipeline, for whom they supplied bottled water. At this stage, it was just the two brothers managing administration, accounting, and supplier payments on their own.
The first significant break came when British Petroleum (BP) entered the Algerian market. BP required English-speaking staff for interpretation and help with procurement of basic supplies. Securing this contract allowed RedMed to hire drivers and expand their team to six, including the brothers themselves.
Working with a global giant like BP provided an invaluable learning experience. “We handled everything—from hiring local staff, arranging catering, to logistics. BP trusted us because we delivered solutions that international teams often struggle with locally,” Abdelmadjid explains.
From this foundation, RedMed developed a permanent base with accommodations, kitchens, restaurants, and office space. Gradually, these operations expanded, and partnerships with other companies helped RedMed navigate security challenges and operational complexity in the region.
Joint ventures opened doors to entirely new sectors. A collaboration with a Swiss aviation company led to the creation of an air taxi service, eventually giving RedMed a stake in Star Aviation. This move illustrated Abdelmadjid’s principle: pairing local knowledge with external expertise can unlock opportunities others overlook.
By 2005, RedMed had entered a boom phase, branching into medical services, training, logistics, and ground transport. They even attracted interest from the International Finance Corporation (IFC), part of the World Bank Group. While the IFC’s potential investment offered international validation, the brothers opted for independence, securing local financing to maintain control over their growing enterprise.
Unlike many entrepreneurs who leave home for greener pastures, the Fechkeur brothers remained in Algeria, building a business tailored to the country’s unique market. “We served a specific niche—about ten major corporations needing comprehensive logistical support. Our father worked in oil and gas, so we were entering a familiar field. Algeria has always been a challenging environment, but it is also full of untapped opportunities,” Abdelmadjid reflects.
RedMed’s current footprint includes $200 million in revenue, 3,000 employees, and 20 affiliates. Looking ahead, the company is expanding into real estate, constructing the tallest allowed building in Algeria, developing a meat processing plant with export potential, and increasing its healthcare footprint through new clinics nationwide.
Family governance and succession are now key considerations for the group. “We never imagined the business would grow as it has. There are challenges in preparing for the next generation, as Algeria has few century-old entrepreneurial precedents. We are learning from companies in Canada, Europe, and the Middle East,” Abdelmadjid notes.
Looking beyond Algeria, RedMed aims for geographic diversification and continued growth in multiple sectors. “Our goal is to seize opportunities, maintain the right balance, and build a sustainable enterprise that can thrive across the region,” he says.
From selling bottled water in 1996 to leading a multi-industry conglomerate today, Abdelmadjid Fechkeur and RedMed Group exemplify how vision, perseverance, and strategic partnerships can transform not just a business, but an entire sector in a developing economy.
