Alea Journal - December 2025

THE JOURNAL DECEMBER 2025

BUSINESS // TRAVEL // POLITICS // CULTURE // LIFE PRODUCED BY

ALEA GLOBAL GROUP

Contents PAGE 2

FOREWORD

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T H E W E A L T H TA B L E : A P R I VAT E S E R I E S FOR FINANCIALLY FLUENT WOMEN

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THE UK AND AUSTRALIA: THE COMPLEX LEGACY O F C L A S S A N D M I G R AT I O N

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BYD VS TESLA: TWO COMPETING BLUEPRINTS FOR THE FUTURE OF THE GLOBAL EV INDUSTRY

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JAPAN’S ARTIFICIAL BLOOD BREAKTHROUGH: A PROMISING TECHNOLOGY MOVING STEADILY TOWARD THE FUTURE

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INTRODUCING ABDUL RAHMAN AL'BADER

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LATAM 2026: STRATEGIC OPPORTUNITIES FOR GLOBAL FAMILY OFFICES

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WELCOME BACK TO THE FUTURE OF TRAVEL: SUPERSONIC FLIGHT RETURNS FOR THE GLOBAL BUSINESS TRAVELLER

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THE OPENING OF THE GRAND EGYPTIAN MUSEUM

WELCOME

DECEMBER 2025

The alea journal FOREWORD BY MOHAMMAD AL DUAIJ CEO OF ALEA GLOBAL GROUP

The final edition of the year is upon us so quickly. This is always a celebratory moment, as we look back at a full year of events around the world in which we have brought so many of you together.

December is also the month of our longest-running seasonal spectacular – our aurora borealis – which is the Middle East Family Office Investment Summit in Dubai.

With each year, and each summit, I strive to grow Alea Global Group in ways that make it most useful to my friends and colleagues.

With that in mind, I am delighted to announce our support of Sara Al Ateeqi in her new event series for financially fluent women in Saudi Arabia (you will find details within this issue).

Also covered in this edition is news of incredible developments in creating synthetic blood for human transplants, as well as the

We look at the battle between BYD and Tesla to revolutionise our vehicles, and we assess the opportunities for family offices in LATAM ahead of our first summit in 2026.

The opening of the Grand Egyptian Museum, and the return of Concorde, are equally exciting for travellers. We also examine the curious history of the different but related class systems in both the UK and Australia and how they came to be.

excellent work of Human

Do you have something we should cover?

Dimensions in transforming lives.

Contact me at info@aleaglobalgroup.com

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presents

The Wealth Table: A Private Series for Financially Fluent Women

With Sara Al Ateeqi Riyadh, Saudi Arabia 3 February 2026 16:30 to 20:30

Where financial fluency meets community, and your next level begins.

We welcome you to an exclusive gathering for ambitious women ready to elevate their wealth-building strategies. This curated series combines expert insights with meaningful peer connections in an intimate setting.

Each session features a mini keynote by your host and mentor Sara, plus curated conversations with industry voices, interactive learning moments, and premium networking.

Limited to a select group of participants who are serious about financial growth and ready for substantive money conversations.

About Sara CEO & Vice Chairman, AlMal Investment Company & Director, Oasis Venture Capital Fund, Kuwait With over 15 years of experience in private equity, venture capital, and investment strategy, Sara has worked on complex financial decisions across global markets. Her investment work spans earlystage startups to large-cap companies, with a focus on long-term value creation.

What to expect Expert-led mini keynotes – Personal insights and trend analysis from Sara to frame each session’s focus Presentation – Keynote discussion and audience Q&A for realworld application Interactive learning moments – Table exercises, journaling, and paired sharing to make insights immediately actionable for all participants Premium networking & light bites – Curated refreshments and intimate connections with all your fellow ambitious women

To participate, email info@aleaglobalgroup.com.

Registration is subject to Advisory Board approval and payment of attendance fee.

THE UK AND AUSTRALIA: THE COMPLEX L E G A C Y O F C L A S S A N D M I G R AT I O N

The UK and Australia share a

Britain: An Evolving, Yet Persistent,

language and deep historical roots,

Class Structure

but they have cultivated distinct social ecosystems around class.

While Britain’s class system is famously woven into its cultural fabric, Australia has built a powerful national narrative of egalitarianism.

The reality in both countries, however, is more complex.

Understanding how migration — including the convict era — shaped Australia, and how both nations have evolved, reveals why their social landscapes feel so different today.

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I n the UK, class remains a potent force that extends beyond income to encompass ancestry, education, accent, and social networks. Elite institutions like Oxford, Cambridge, and private schools still act as powerful gatekeepers to influence.

Cl ass has a significant cultural stickiness; new money does not always erase old social markers, and the psychological weight of class identity continues to shape personal opportunities.

However, to describe the British system as purely static would be a mistake. The post-war creation of the Welfare State and the NHS were monumental efforts to mitigate class-based disadvantage. The decline of traditional industries and the rise of a new elite in finance and tech have created new pathways for wealth, even as they introduced new economic inequalities.

Yet, these changes often operate alongside the old structure; cultural barriers and the reproduction of privilege across generations remain significant hurdles to a truly mobile society.

In recent decades, however, social mobility in the UK has stalled, and today Britain ranks among the OECD countries with the lowest levels of intergenerational mobility.

Australia: The Egalitarian Myth and a More Complex Reality Australia’s founding myth is built on the idea of a ‘fair go’, born from its origins as a penal colony.

Between 1788 and 1868, approximately 160,000 British and Irish convicts were transported, many from the working poor. While it is true that some emancipated convicts and their children found opportunities unimaginable in Britain, this is only part of the story.

Colonial society quickly developed its own hierarchy. A wealthy ‘Squattocracy’ — landowners who occupied vast tracts of Indigenous land — dominated politics and the economy, and successful ex-convicts often became fervent defenders of this new social order, eager to distance themselves from their past.

Later migration waves, like the ‘Ten Pound Poms’, reinforced the working-class character of the non-Indigenous population. But this narrative of class mobility has a major, often unstated, caveat: the White Australia Policy (1901-1973). For most of the 20th century, Australia actively built a society that was egalitarian for a privileged racial group (white, preferably British migrants) while legally excluding others. This critical context challenges the simplicity of the ‘fair go’ ideal.

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Social Mobility: A Nuanced Contrast The clearest difference between the two nations lies in the nature of mobility.

Both countries have mobility, but they measure it differently: Britain culturally, Australia economically.

In Australia, class is more openly tied to economic success. A rise in income, property ownership, and professional status is more readily accepted as a passport to a higher social tier. This creates a powerful culture of aspiration.

However, this ‘economic’ model of class has a shadow.

The ‘egalitarian pretence’ — the belief that class doesn't exist — can make it harder to openly address the systemic barriers and cultural capital (such as which school you attended) that still influence opportunity. Furthermore, soaring property prices are now cementing wealth inequality, making intergenerational mobility more difficult.

In the UK, the class system is more explicitly cultural. Upward economic mobility does not automatically grant someone the subtle social codes of the

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established middle or upper classes. An accent, a lack of the "right" educational pedigree, or unfamiliarity with certain social norms can act as powerful, if unspoken, barriers.

While the UK has a more sophisticated vocabulary for discussing class, this discourse can sometimes become a circular debate about identity rather than a catalyst for economic change.

Indigenous Australians: The Foundation of Dispossession Any analysis of class in Australia is incomplete without acknowledging its original peoples. The disadvantage faced

by Aboriginal and Torres Strait Islander peoples is not a product of the migrant class system but its foundation.

Their dispossession from the land, violent frontier conflicts, and exclusion from the rights of citizenship until the mid-20th century created a deep, structural inequality that predates and operates separately from the dynamics of white Australian society. This remains the nation's most profound and enduring social challenge.

Pros and Cons in a New Light Australia Pros: A strong cultural belief in aspiration and a ‘fair go’.

Generally, less overt deference to inherited social status.

Historically, a strong link between economic success and social mobility.

Cons: The ‘egalitarian pretence’ can mask how class and privilege operate, making inequality harder to confront.

Increasing wealth gaps, especially intergenerational wealth via property, threaten mobility.

A history of racial exclusion and profound, ongoing Indigenous disadvantage.

UK Pros: A long-established and nuanced public discourse around class and inequality.

Institutions (like the NHS) built with the explicit aim of reducing classbased disadvantage.

Australia’s convict and working-class foundations did not create a classless society, but rather one that privileges economic achievement over inherited status — at least in its self-image.

Cons: A class structure that, while evolving, remains potent and culturally ‘sticky’.

Privilege is effectively reproduced through networks, education, and cultural capital.

Social stigma attached to regional accents and working-class identity can persist despite economic success.

Their shared history produced divergent systems: the UK preserved the cultural architecture of class, while Australia reinvented hierarchy through economics, race, and land.

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Britain’s deeper history has resulted in a class structure more resistant to economic change alone. Yet, both nations grapple with the persistent power of privilege.

Australia’s challenge is to see beyond its egalitarian myth to address its entrenched inequalities, both old and new. Britain’s challenge is to continue dismantling the cultural barriers that hinder its potential for fluid mobility. They are not simply opposites, but two different answers to the enduring question of how a society organizes its hierarchies.

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BYD vs Tesla: Two Competing Blueprints for the Future of the Global EV Industry For more than a decade, Tesla has been the cultural symbol of the electric-vehicle revolution: a company that redefined what a car could be and, in the process, rewrote the rules of the global automotive industry.

Yet as the 2020s unfold, a rival has quietly, methodically, and now decisively emerged.

BYDm — the Chinese battery and automotive giant — has transformed from a domestic manufacturer into a global powerhouse, challenging Tesla not only on sales volume but on technology, manufacturing, and strategic execution. Their rivalry now shapes the trajectory of the EV transition itself.

Although both companies are best known for their electric cars, the deeper story is that Tesla and BYD represent two fundamentally different visions of industrial power. Tesla, born in Silicon Valley, frames the car as a software platform on wheels and positions itself as a technology company first. BYD, founded in Shenzhen as a rechargeablebattery manufacturer, approaches the EV as the apex of a tightly integrated industrial ecosystem.

Their philosophies diverge across every dimension: strategy, leadership, scale, manufacturing, technology, risk, and global expansion. Understanding their differences reveals where the balance of power in the world’s most important growth industry may ultimately settle.

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Tesla’s rise was built on the idea of rethinking the car at its core. Its interiors are minimalist and screencentric, its drivetrains emphasize performance over practicality, and its vehicles are updated continuously via over-the-air software.

A handful of models — Model S, 3, X, and Y — carry the bulk of its global volume, with new products introduced sparingly. The company has invested heavily in autonomy, using a controversial camera-only ‘vision’ system and pushing toward full selfdriving capability faster than regulators are comfortable with.

Tesla’s brand remains one of the most powerful in the world, synonymous with innovation, luxury, and the future. Yet its identity is inseparable from its CEO, Elon Musk, whose unpredictability generates both investor enthusiasm and reputational volatility.

BYD’s identity is quieter but in many ways more formidable. Launched in 1995 as a battery manufacturer, the company mastered the most technically difficult and capitalintensive part of electric-vehicle production long before it built its first car.

That legacy still defines it: more components of a BYD vehicle are made inhouse than at almost any other automaker in the world. Batteries, semiconductors, motors, inverters, and even some microchips are manuf actured internally, giving BYD cost control and supply-chain resilience few companies can rival. Its Blade Battery — an ultra-safe, long-life lithium-iron-phosphate (LFP) design — is widely viewed as one of the most important battery innovations in the industry. Tesla even buys BYD batteries in select markets.

Where Tesla builds a narrow product range with long production cycles, BYD takes an almost opposite approach. It produces dozens of models under multiple brands, from mass-market sedans and compact SUVs to luxury EVs under its Denza and Yangwang marques, and rugged, off-road electric vehicles under its Fang Cheng Bao brand.

It serves both the high end of the market and the value segments, and it produces not only pure EVs but also plug-in hybrids — models that play a critical role in markets where charging infrastructure remains inconsistent. BYD behaves less like a tech startup and more like a fastmoving Toyota: broad segmentation, rapid iteration, and relentless cost control.

These differences extend deeply into technology strategy. Tesla continues to invest heavily in high-energy-density batteries like its 4680 cell,

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emphasizing performance, range, and integration with autonomous driving.

However, production scaling has been slow.

BYD has chosen a different path: its LFP technology priori tizes stability, affordability, and safety — factors that are increasingly important as EVs move from premium buyers to the mass market.

While Tesla leads in software sophistication and autonomous-driving ambition, BYD adopts a more conservative, hardware-rich approach, using combinations of cameras, radar, and LiDAR in its premium vehicles. It prioritises reliability over ambition.

Leadership is perhaps the most striking contrast between the two companies. Elon Musk is one of the most influential business figures of the century, and his vision has undeniably accelerated both Tesla’s growth and t he global adopt ion of EVs. But his leadership style introduces meaningful risk: regulatory scrutiny, investor turbulence, and brand controversies often follow him.

BYD’s chairman, Wang Chuanfu, is the antithesis of Musk’s public persona. A chemist by training, Wang leads with technocratic discipline. BYD rarely relies on charismatic storytelling; instead it operates with quiet confidence, maintaining stability and focusing on long-term industrial strategy. Investors often describe BYD as predictable where Tesla is explosive.

Financial performance reinforces their contrasting strengths. Tesla has historically maintained higher margins per vehicle, aided by its premium positioning and its ability to charge for softwareenabled features.

H owev e r, its profitability has recently been pressured by steep price cuts introduced to defend market share against competitors — including BYD. BYD, in contrast, has built extraordin ary scale: its domestic sales in China are enormous, and it has grown international deliveries rapidly in Europe, Southeast Asia, Latin America, and the Middle East.

Its margins are thinner, but its revenue growth and unit-sales momentum hav e outpaced Tesla’s, reflecting the power of a cos t-efficient manufacturing machine. BYD’s challenge is to preserve profitability as it expands globally; Tesla’s is to sustain margins while competing in increasingly crowded markets.

Manufacturing strategy may ultimately determine the long-term winner. Tesla’s Gigafactories in the U.S., Germany, and China are engineering achievements, emphasizing automation and manufacturing simplification through innovations like gigacasting.

BYD’s factories, however, resemble full industrial ecosystems — producing core components internally rather than relying on suppliers. This integration gives BYD a strategic shield in turbulent supply-chain environments and allows it to reduce costs as it scales in ways Tesla cannot fully replicate.

Geopolitics add another layer of complexity. BYD’s rapid expansion into Europe and the Global South has been met with both consumer interest and political scrutiny. Concerns over Chinese industrial dominance may lead to tariffs and trade restrictions, particularly in Europe and the United States.

Tesla faces no equivalent barriers in Western markets, but it is deeply exposed to China, where it competes on less favourable terms than domestic players, including BYD itself. The geopolitical landscape may therefore favour Tesla in North America and disadvantage it in China, while BYD thrives in emerging markets but struggles against protectionism in the West.

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Brand perception also plays an important role in how each comp any is positioned. Tesla enjoys a l ev el of global brand recognition rarely seen in automotive history, and its early-adopter customers are fiercely loyal.

BYD’s brand identit y is still evolving internationally, though rapid improvements — especially in its premium sub-brands — have helped shift perceptions of Chinese vehicles from budget alternativ es to credible, sophisticated con tenders. In China, BYD’s brand is both mainstream and aspirational; internationally, it is steadily earning trust but lacks Tesla’s cultural significance.

Wh at the rivalry ultimately reveals is that Tesla and BYD are building the future of electric mobility from two entirely different philosophies.

Tesla is betting on a software-centric, autonomydriven ecosystem, leveraging brand power and technological risk-taking.

BYD is betting on cost leadership, industrial scale, and a broad product mix that can thrive across diverse markets with varying infrastructure and income levels. If Tesla is the luxury innovator, BYD is the industrial consolidator.

The next decade will determine whether the EV landscape resembles the smartphone industry — with Tesla playing the role of Apple — or whether BYD becomes the Toyota of the electric age, dominating through scale, reliability, and manufacturing mastery. The more likely outcome is a world where both companies lead — but in different domains.

Tesla will continue to set the pace in software, autonomy, and brand-driven innovation; BYD will set the pace in volume, affordability, and global market penetration.

What is already clear is that the centre of gravity in the EV industry is shifting. The duel between Tesla and BYD is not just a corporate rivalry — it is the contest that will define the automotive market for decades to come.

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Japan’s Artificial Blood Breakthrough: A Promising Technology Moving Steadily Toward the Future Japan has long been recognised as a global leader in the quest to create artificial blood, and in 2025 the country remains at the forefront of one of medicine’s most inspiring scie ntific frontiers. While the tech nology is still in its early clinical stages, the progress made so far — and the quality of the research behind it — make this an exciting field to watch.

The idea of a universal, shelf-stable, lifesaving blood substitute is no longer science fiction; it is an emerging reality, shaped by decades of meticulous Japanese innovation.

The core of Japan’s effort centres on hemoglobin vesicles (HbV), tiny engine ered particles designed by researche rs at institutions including Nara Medical University, Keio University, and Waseda University. These vesicles contain purified hemoglobin — the molecule that carries oxygen in red blood cells — encapsulated in a protective lipid membrane.

Because they lack the surface antigens that define human blood groups, HbVs have the remarkable potential to be compatible with all blood types. That makes them one of the most promising

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universal blood-substitute candidates in existence. The appeal of the technology is profound. Unlike donated blood, which has a short shelf life and requires cold storage, hemoglobin vesicles can remain stable for far longer and do not depend on refrigeration.

This means th at, one day, emergency responders, rural clinics, military medics, and hospitals facing shortages could access a reliable supply of oxygencarrying fluid regardless of donor availability. In countries with ageing populations or low donation rates — Japan among them — the implications are transformative.

While some early reporting overstated the speed of clinical progress, the actual achievements to date are still significant.

Initial Phase I safety trials began around 2022, involving small volumes administered to healthy volunteers.

These tests were encouraging: the artificial blood substitute appeared to be well tolerated, with only mild, temporary side effects reported. For a first-in-human trial involving a completely new class of medical product, this is a strong start and a testament to the technology’s careful design.

As of November 2025, the research teams have not yet announced the launch of larger Pha se I/II studi es, which would test higher volumes or evaluate clinical scenarios. Although some media outlets speculated that such trials might begin in 2025, no official registry entries or peer-reviewed updates confirm this step. Rather than indicating a setback, this reflects the deliberate, methodical pace appropriate for a complex biotechnology that interacts directly with the bloodstream.

In this field, caution is a sign of quality, not delay.

What remains particularly positive is that the foundational science continues to hold up. Every aspect of the hemoglobin vesicle platform — from its oxygen-carrying capacity to its immunological neutrality — aligns with what clinicians hope for in a safe and versatile blood alternative. Unlike earlier generations of blood substitutes, which often triggered severe side effects, Japan’s vesicle-based design avoids many of those pitfalls.

The field’s leading experts frequently describe HbV as one of the most promising oxygen-carrier systems currently under development anywhere in the world.

Looking ahead, several developments could accelerate momentum. The publication of full Phase I data in a peerreviewed journal would be a major milestone. Registration of a larger, dose-escalation human trial would mark the next formal step on the path toward eventual approval.

Advances in large-scale manufacturing — already a focus of the research groups — will also be crucial for turning the concept into a deployable medical product.

For now, the outlook remains cautiously optimistic. The promise of artificial, universally compatible blood is enormous, and Japan’s pioneering work continues to move the field forward. Every year brings refinements in formulation, stability, safety testing, and production methods. While it is too early to project a firm clinical launch date, the scientific foundation being laid today dramatically increases the likelihood that, within the next decade or two, artificial blood will become a practical part of modern medicine.

Japan’s artificial blood research is not simply an ambitious project — it is a tangible sign of what coordinated, long-term scientific vision can achieve. If successful, it could change emergency medicine, improve global healthcare equity, and save lives in situations where traditional blood supplies fall short. The work is ongoing, the challenges are real, but the trajectory is unmistakably forward. Artificial blood may not be ready for hospitals yet, but thanks to Japan’s steady progress, it has never been closer.

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Introducing Abdul Rahman Al'Bader

Abdul Rahman Al'Bader is transforming lives and fortunes with his program Human Dimension.

We spoke to the former athlete on how he’s helping others to achieve peak performance in all areas of life.

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How would you explain what Human Dimension does in a single sentence?

W e b r i n g a n u n d e r s t a n d i n g o f s t a t e - o f - m in d p e rf o rm a n c e to executives and teams that unlocks deeper levels of potential and high performance.

What does that work look like on a day-to-day basis?

O u r w o r k t a k e s p l a c e t h r o u g h a s t r u c t u r e d t ra i n i n g p r o g r a m — e i t h e r o n e - t o - o n e w i t h l e a d e r s o r w it h leadership teams — delivered in a workshop format that is always tied to a specific outcome the client cares about.

Rather than adding techniques or more things to do, we f o c u s o n h e l p i n g p e o p l e u n d e r s t a n d th e m e c h a n ic s o f t h e mind so that clarity becomes their default operating state.

W h a t b e g i n s t o s h o w u p i n c l i e n t s ’ d a y - to - d a y e x p e r i e n c e is what I describe as high psychological fitness, which has three parts.

1 . A c o n s i s t e n t f l o w o f c l e a r , i n t e l l i g e n t , a n d re s p o n s i v e thought.

2 . C l i e n t s s t a r t t o n a v i g a t e t h e i r d a y f r o m i n s ig h t r a t h e r than overthinking. They notice that fresh thinking and good ideas show up naturally and reliably.

3. A more balanced emotional experience.

4. There is a noticeable increase in feelings of well-being l i k e c o n f i d e n c e , g o o d a t t i t u d e , a n d f e e l i n g w a rm l y towards others.

5. Higher levels of resilience.

6 . T h e a b i l i t y t o b o u n c e b a c k q u i c k l y i n t o c l a r it y a n d emotional balance. Clients recover faster, reset faster and bring their best selves back online sooner.

So the upstream shift is psychological fitness and the d o w n s t r e a m i m p a c t i s i m p r o v e d p e r f o rm a n c e , b e tt e r d e c i s i o n s , s t r o n g e r t e a m w o r k , a n d b e tt e r r e s u l t s .

Are you able to give some examples of individuals or organisations you have worked with so far?

I work with a wide range of professionals and o r g a n i s a t i o n s , s o i t ’ s d i f f i c u l t t o n a r r o w it d o w n t o o n e f i e l d . W i t h o u t m e n t i o n i n g n a m e s , I ’ v e w o rk e d w it h m e d i c a l d o c t o r s , C E O s , l e a d e r s h i p t e a m s , e n tr e p r e n e u r s , architects, athletes, and people working in finance and investment.

W h a t I ’ v e n o t i c e d a c r o s s a l l o f t h e s e d i f f e r e n t d o m a in s i s that the challenges may look different on the surface, but the mechanics behind performance are the same. When people understand how their mind works and they operate from clarity rather than noise, their performance, leadership, and results all move in the right direction.

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What kind of results have you been able to achieve?

T h e i n t e r e s t i n g t h i n g a b o u t t h i s w o r k is th a t t h e results improve even without anything else c h a n g i n g . W h e n p e o p l e b e g i n o p e r a t i n g f ro m a c l e a r e r s t a t e o f m i n d , l e a d e r s h a v e a c c e s s to m o r e strategic insight that drives revenues up.

Mistakes and errors drop leading to lower costs.

Meeting times go down while the meeting effectiveness goes up. And as people's minds are less cluttered, their productivity increases. It’s u n i v e r s a l i n t h e w a y i t i m p a c t s r e s u l t s . W h e n c l a r it y improves, performance improves across the board.

How did you go from being an athlete to working in this particular field?

As a professional swimmer, I was always puzzled by the inconsistency in my performance. How could I perform well one day and struggle the next, even when everything else was the same? I was also fascinated by some of my best performances that appeared as if out of nowhere. It felt like there was another resource to my best self that I did not yet understand.

Years later, I came across an understanding that finally explained what that resource is and the variability in my performance. The moment I r e a l i s e d t h a t , m y i n t e r e s t s h i f t e d c o m p l e t e l y f ro m

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physical performance to the mind behind performance. I knew immediately that this was relevant far beyond sports, and since then, I have been bringing that understanding to leaders and organisations.

Are there any simple tips you can give people who may not be able to work with you right now but who feel they need to improve themselves?

This is a really good question. Because the impact of this work happens when the individual begins to develop their own understanding of the mind and clarity, I encourage people to get curious about their own state of clarity.

When you begin to see that you have already had moments of brilliance and c l a r i t y b e f o r e , a n d y o u h a v e o n l y a b a s ic understanding that in a less agitated mind, those moments are more available for you, you will begin to naturally move towards the state of clarity.

How can people find and work with you?

The easiest way to get in touch is through LinkedIn at @abdulralbader

LATAM 2026: Strategic Opportunities for Global Family Offices

Alea Global Group’s next event is our annual LATAM Family Office Investment Summit in partnership with Alba Medina Flores. This well-established event attracts international family office investors and a wide array of regional opportunities.

For family offices seeking diversific ation beyond the traditional corridors of Europe, North America, and Asia, Latin America (LATAM) is emerging as one of the most strategically compelling destinations in 2026.

While headline growth remains modest, the region holds deep structural advantages in food security, energy transition, critical minerals, infrastructure, and digital finance — sectors that are increasingly relevant to long-term global portfolios.

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Macro Outlook: Slow Growth, Strong Structural Drivers Growth in Latin America and the Caribbean is expected to reach 2.4% in 2025 and 2.3% in 2026, according to the UN Economic Commission for Latin America and the Caribbean (ECLAC). The IMF offers similar forecasts. While these numbers point to steady rather than rapid expansion, they mask the region’s outsized importance in global supply chains and commodity markets.

LATAM remains the world’s leading net food exporter, with food exports reaching approximately US$349 billion in 2022. It plays a significant role in global agricultural production and agrifood exports.

Beyond agriculture, the region is essential to global energy transition efforts, supplying around 35% of the world’s lithium and 40% of its copper — both critical to decarbonisation.

Energy Transition & Renewables: A Growth Engine for 2026 Latin America is increasingly seen as a future leader in global energy transition. According to IRENA, accelerating the transition could boost South America’s annual GDP growth by 1.1 percentage points through 2050 and generate 12 million energysector jobs.

Chile, Argentina, and Bolivia now control over 60% of global lithium resources, while Chile remains the w o r l d ’ s l a r g e s t c o p p e r p r o d u c e r . M a j o r in d u s t r y players are taking notice. Rio Tinto, for example, has committed US$900 million for a stake in Chile’s Maricunga lithium project.

Significant investments are also being made in biofuels, green hydrogen, and renewable power, with p l a t f o r m s e m e r g i n g a c r o s s B r a z i l , C o l o m b ia , a n d t h e w i d e r A n d e a n r e g i o n . F o r f a m i l y o f f i c e s , t h is p r e s e n t s a window into mid-market developer financing, coinvestment in infrastructure platforms, and entry into green-molecule production ecosystems.

Infrastructure & Logistics: A Major Investment Gap The Inter-American Development Bank has indicated t h a t L a t i n A m e r i c a r e q u i r e s s i g n i f i c a n t i n f ra s t ru c t u r e investment to meet sustainable development goals b y 2 0 3 0 — p o t e n t i a l l y u p w a r d s o f U S $ 2 t r il l io n . C o r e demand spans transport, energy, water, logistics, and digital connectivity.

P r i v a t e c a p i t a l i s i n c r e a s i n g l y f i l l i n g t h e g a p , w it h recent transactions underscoring strong momentum.

C o n c e s s i o n - b a c k e d i n f r a s t r u c t u r e a s s e ts — e s p e c ia l l y t o l l r o a d s , h i g h w a y s , a n d u t i l i t i e s — o f f e r in f l a t i o n linked, long-duration returns.

M e x i c o , i n p a r t i c u l a r , s t a n d s o u t a s t h e re g i o n ’ s m o s t a d v a n c e d n e a r - s h o r i n g h u b . I t s s t r a t e g ic p o s i t i o n under USMCA and deep integration with U.S. supply chains are driving long-term demand in manufacturing, electronics, aerospace, and automotive sectors. This has led to rising interest in l o g i s t i c s h u b s , i n d u s t r i a l p a r k s , a n d d a ta i n f r a s t r u c t u r e — k e y t a r g e t s f o r f a m i l y o f f ic e s s e e k i n g stable real-asset exposure.

Gulf capital has begun entering Mexico as well. In 2 0 2 3 , t h e S a u d i A g r i c u l t u r a l a n d L i v e s to c k Investment Company (SALIC) partnered with Mexican food group Grupo Gusi in a strategic agribusiness j o i n t v e n t u r e f o c u s e d o n p r o t e i n s u p p l y c h a in s — representing one of the first major Saudi investments i n M e x i c o ’ s e x p o r t - o r i e n t e d f o o d s e c t o r.

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Digital Economy & Fintech: One of the World’s Liveliest Ecosystems Latin America’s fintech sector has expanded dramatically in recent years, with the number of fintech firms growing from 703 in 2017 to o v e r 3 , 0 0 0 b y 2 0 2 3 , a c c o r d i n g t o t h e I n t e rAmerican Development Bank and Finnovista.

The surge is fuelled by high smartphone usage, l o w t r a d i t i o n a l b a n k i n g a c c e s s , a n d a d i g it a l l y engaged youth demographic.

Estimates suggest the sector could grow from a valuation of US$71 billion in 2024 to over US$125 billion by 2033. Payments, SME lending, and embedded finance are especially p r o m i s i n g s e g m e n t s f o r f a m i l y o f f i c e s l o o k in g to enter via early-stage funds, VC coinvestments, or platform rollups.

Agribusiness & Food Security: Global Significance and Local Scale LATAM is a cornerstone of the global food system. It contributes substantially to global agricultural and fisheries output and is the world’s top net food exporter. Forecasts suggest the region will continue to supply a large share of global exports in commodities like soybeans, sugar, corn, and chicken through the 2030s.

These figures underpin major export opportunities and supply-chain investments, especially in Brazil, Argentina, and Paraguay.

For family offices, the most scalable routes may lie in the ecosystem around production: coldchain, logistics, storage, processing, and vertically integrated export platforms.

Mining & Critical Minerals: Essential to Global Decarbonisation T h e r e g i o n s u p p l i e s a l a r g e s h a r e o f t h e w o rl d ’ s critical minerals, including approximately 35% of lithium and 40% of copper. Chile alone holds t h e w o r l d ’ s l a r g e s t c o p p e r r e s e r v e s . A r g e n t in a and Bolivia are also expanding their extraction capacity in line with rising global demand.

Opportunities for family offices are strongest not at the mine face but in the value chain: refining, midstream infrastructure, transport corridors, and battery-material processing platforms. Selective equity stakes or infrastructure-linked financings may offer attractive long-term returns aligned with ESG objectives.

W h y L A T A M B e l o n g s i n G l o b a l F a m i l y O f fi c e Portfolios Latin America provides access to long-duration opportunities in sectors where global demand is accelerating. For family offices with multigenerational capital and a global remit, the region offers: Diversified exposure to agriculture, minerals, and green energy Inflation-linked real assets, especially in infrastructure and utilities Fast-growing consumer tech and fintech platforms Access to supply chains tied to North America, Asia, and Europe Long-standing institutional platforms — such as sovereign wealth fund footprints and multilateral co-investment facilities — provide ready-made vehicles for capital deployment.

Strategic Considerations for 2026 The most effective family office strategies in LATAM will be thematic, long-term, and partnership-led. Co-investing with established r e g i o n a l p l a y e r s , p r i o r i t i s i n g p l a t f o r m s c a l a b i l it y , and ensuring governance discipline will be essential. Emerging ESG frameworks, especially a r o u n d r e n e w a b l e s , f o o d , a n d f i n a n c ia l i n c l u s i o n , offer added alignment with mission-driven capital.

Approached strategically, LATAM is not just a diversification play — it is a long-term value engine for family offices positioning themselves at the centre of global transition.

To learn more and connect directly with leading stakeholders in the region, join us at latamfosummit.com.

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Welcome Back to the Future of Travel: Supersonic Flight Returns for the Global Business Traveller

It was the early 1980s, an era of Walkmans, neon trainers, and cassette mixtapes.

You’d arrive at London Heathrow or Paris Charles de Gaulle and catch that unmistakable glimpse of Concorde’s slender nose pointing confidently toward the sky.

Inside, the cabin offered a calm, almost club-like atmosphere. Champagne flutes chimed softly while the latest hits from Michael Jackson, Madonna and George Michael drifted from televisions in the departure lounge.

Then, in what felt like no more than the span of a long working lunch, you were already descending over the skyline of New York — a journey that normally consumed the better part of a day reduced to a d r a m a t i c g e s t u r e o f t e c h n o l o g i c a l a m b it io n .

T h i s w a s C o n c o r d e ’ s m a g i c . I t w a s n ’ t s im p l y t h a t i t w a s f a s t ; i t w a s t h a t i t g a v e b u s in e s s travellers the one luxury that no amount of money could buy elsewhere: time. In those d a y s , c r o s s i n g t h e A t l a n t i c i n j u s t o v e r t h re e hours felt like the future arriving early.

Today, that future might be returning.

Concorde took its last flight in 2003, and its r e t i r e m e n t w a s a n n o u n c e d d u e t o a c o m b in a t i o n of rising maintenance and fuel costs alongside reduced passenger demand for travel following 9/11.

A catastrophic crash in 2000 had also ruined its otherwise perfect safety record. The crash occurred due to a metallic strip falling onto the runway in Paris from a different plane, and bursting the Concorde’s tyre which then ruptured the plane, causing it to crash two minutes after take-off. The fatal outcome added to the pressure on Concorde and its ageing fleet, and it bowed out of the luxury travel market, apparently for good.

A n e w g e n e r a t i o n o f s u p e r s o n i c f l i g h t — in s p i r e d directly by Concorde’s legacy but designed with m o d e r n t e c h n o l o g y , m a t e r i a l s a n d r e g u l a t i o n s — is n o w a i m i n g t o r e - e n t e r c o m m e r c i a l s e r v ic e b e f o r e the end of the decade, with leading developers targeting 2029.

The idea of travelling at more than twice the speed o f s o u n d i s n o l o n g e r a n o s t a l g i c t h r o w b a c k ; i t is steadily edging back toward the runway. While the i n i t i a l n e t w o r k w i l l f o c u s o n o v e r - w a t e r ro u t e s l ik e the North Atlantic, the implications for today's business traveller are still profound.

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A journey that once wiped out an entire working day could become a two- or threehour hop again. Meetings in London followed by an evening engagement in New York could shift from logistical headache to realistic routine.

For executives who frequently move between key transoceanic hubs, the return of supersonic travel offers the possibility of linking the world’s financial and creative capitals with unprecedented efficiency. The distances stay the same, but the workday begins to stretch in new directions.

What makes this moment different from the Concorde era is the technology driving it.

Advances in aerodynamics, engine design and sustainable fuels promise greater efficiency and lower operating costs than were ever possible in the 1970s and ’80s.

Regulatory frameworks in the United States and beyond have also begun to clear space for a new class of high-speed commercial aircraft, making the business case stronger than at any point since Concorde’s retirement in 2003.

There is still much to unfold — early routes, inaugural operators and pricing structures remain under discussion — but the energy around supersonic travel has undeniably returned. For corporate travel planners and senior executives, this represents not just a transportation upgrade but a strategic shift.

In a global economy where speed, presence and timing increasingly define competitive advantage, cutting transcontinental travel times by more than half has the potential to reshape entire industries.

The romance of the Concorde era still lingers — that sense of boarding something rare, elegant and a little ahead of its time. But what is emerging now is more than nostalgia. It is the revival of an idea that always made sense: that the world’s busiest business travellers deserve an option that respects the value of their hours as much as their miles.

The age of ‘arrive before you left’ may soon be more than a memory. It may once again be a booking option.

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The Malta Financial Services Authority The Malta Financial Services Authority (MFSA) is the single regulator for financial services in Malta.

Its main functions include the protection of consumers, integrity of financial markets, financial stability and the supervision of all financial services activities.

MFSA supports Finance Malta in the promotion of Malta’s standing as a dynamic European hub for the sector. Committed to leading Malta’s financial services sector into a future defined by resilience, innovation and international trust, the MFSA seeks to be a catalyst for positive change.

It advocates for smarter, more balanced regulation across the financial sector and holds an advisory role to Government in the formulation of policies on matters relating to the industry.

In the carrying out of its functions, the MFSA prioritises collaboration, efficiency and forwardthinking.

Vision: To be a leading, agile and forward-looking financial services regulator, contributingtowards a strong and dynamic financial sector.

Values: Integrity, trustworthiness, dependability, excellence and independence.

A forward-looking regulator The MFSA is proactively preparingforfuture opportunities and responsibilities by shifting to a more intelligent, risk-based and data driven supervision, as well as investing in technological transformation to meet the demands of an increasingly complex financial landscape.

Agile and responsive Efficiency remains at the core of the MFSA’s strategy, with a philosophy of “more streamlined regulation, more effective outcomes”.

It is committed to striking the optimal balance when it comes to minimising administrative burden and maintaining high standards.

In this respect, the internal harmonisation of supervisory tools and workflows has provided greater clarity for authorised persons and the MFSA has worked closely with the Financial Intelligence Analysis Unit (FIAU), the Malta Business Registry (MBR) and the Central Bank of Malta (CBM), to align compliance reporting and reduce regulatory burdens wherever possible.

Committed to Collaboration The MFSA works closely with its peers and partners and contributes to a number of committees within the European Securities and Markets Authority and is a signatory of the international Organisation of Securities Commissions. Engagement with regulated entities, national competent authorities and industry associations has been strengthened through technical committees and bilateral meetings which encourage the open exchange of ideas and establishment of effective unified approaches across different sectors.

These reforms include amendments to two key frameworks:

Financial Education The MFSA has a skilled workforce and investing in people is an essential part of the authority’s commitment to build a futureready organisation. Through the MFSA’s Financial Supervisors Academy (FSA), our team receives training on various topics, promoting a culture of continuous improvement and knowledge-sharing.

We also collaborate with institutions such as the University of Malta to support skills development and ensure a strong future pipeline of talent. For example, through initiatives such as the University’s Centre for Distributed LedgerTechnologies (CDLT) and the Postgraduate Diploma in Financial Regulation and Compliance.

Family Office Offering Malta provides an attractive home for private investment. With a stable, transparent and comprehensive legal and regulatory environment, investors can benefit from the skilled, English-speaking workforce, the strategic location within the European Union, and an extensive network of double taxation treaties.

Within the context of Family Offices, the MFSA has recently recalibrated its regulatory frameworks with the aim of facilitating the structuring and operations of Single-Family Offices in Malta.

1.The Notified Professional Investor Funds (NPIF) framework -NPIFs are a special type of collective investment schemes targeting professional investors which are only subject to a 10 working day notification process.

NPIFs can be managed by a fund manager, established in Malta, which is exempt from the requirements of an investment services license, subject to certain conditions being met such as an investment of a minimum EUR 5mn and investor must have aggregate net assets of EUR 50mn. This allows Family Office vehicles to invest private wealth without raising external capital 2.The Trustees of Family Trusts frameworkUnderthe Trustees framework relating to Family trusts, trustees who meet certain criteria on their activities do not need to seek full authorisation like professional trustees, instead, they must simply apply to Mfsa for registration. Moreover, the afore mentioned framework has been amended to update the definition of ‘family member/family dependent’ to encompass more contemporary circumstances surrounding family relations. This definition now also extends to cater for ‘family clients’ as potential beneficiaries, where the trust in question forms part of a Family Office structure investing in a NPIF. ’Family clients’ include [i] former family members; [ii] key employees; [iii] former key employees; [iv] non-profit or charitable organisations which are funded exclusively by one or more family member, family dependant or family client

The Opening of the Grand Egyptian Museum

With this landmark institution, the country stakes a claim not just as custodian of ancient heritage, but as a 21st-century destination for global culture, tourism and innovation.

Egypt has unveiled its most ambi tious cultural project to date: the Grand Egyptian Museum (GEM), located just a short distance from the iconic Giza Pyramid Complex outside Cairo.

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Origins & Vision T h e i d e a f o r G E M w a s f i r s t f l o a t e d i n t h e e a rl y 1 9 9 0 s , as Egyptian authorities recognised that the old Egyptian Museum in Tahrir Square was no longer s u f f i c i e n t f o r t h e s c a l e a n d a m b i t i o n o f t h e c o u n t ry ’ s antiquities. The official launch of the project came in 2 0 0 2 ( f o u n d a t i o n s t o n e ) a n d f u l l c o n s t r u c t io n b e g a n in 2005. Delayed multiple times by economic, t e c h n i c a l a n d r e g i o n a l c h a l l e n g e s , GE M f in a l l y o p e n e d in full in late 2025.

The vision is bold: to create the world’s largest m u s e u m d e d i c a t e d t o a s i n g l e c i v i l i s a t i o n ( A n c ie n t E g y p t ) , h o u s i n g t e n s o f t h o u s a n d s o f a rt e f a c t s , integrating cutting-edge technology, and transforming the visitor experience while boosting tourism and national prestige.

Design & Build The Museum was designed by the Dublin-based firm Heneghan Peng Architects, founded by Róisín Heneghan and Shih-Fu Peng. Their winning design from a 2003 international competition is celebrated for its monumental yet sensitive approach to the Giza Plateau.

GEM sits on a vast site near Giza — roughly 2 km from the Pyramids — and covers hundreds of thousands of square metres. The building comprises a striking triangular façade, glass, alabaster stone, and large transparent surfaces that allow views of the Pyramids.

F o r e x a m p l e t h e n o r t h a n d s o u t h w a l l s a re a l i g n e d w i t h t h e G r e a t P y r a m i d o f K h u f u a n d t h e P y r a m id o f Menkaure, creating a strong visual link to ancient monuments.

Construction was executed by a joint venture of Egyptian and international firms (including Orascom, BESIX) and required intense coordination to move l a r g e s t a t u e s , f r a g i l e a r t e f a c t s , a n d d e s i g n a s t a te - o f the-art conservation centre.

Exterior & Shape F r o m t h e o u t s i d e , G E M p r e s e n t s i t s e l f a s b o th monumental and contemporary. The building’s angled geometry, alabaster-clad façade and expansive plaza o f d a t e p a l m s g i v e i t a t i m e l e s s y e t f r e s h f e e l . V is i t o r s approaching the museum are greeted by sweeping grounds, palm-lined vistas, and the Pyramids looming in the background — an immediate blending of past a n d p r e s e n t . A c c o r d i n g t o p r e s s d e s c r i p ti o n s , t h e main atrium’s glass roof floods the entrance with light, and from within one can glimpse the Great Pyramid just beyond the building’s edge.

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Interior & Galleries I n s i d e , t h e m u s e u m f e a t u r e s t w e l v e m a in p e r m a n e n t galleries, plus temporary exhibition halls, a large children’s museum, educational and conference f a c i l i t i e s . O n e o f t h e f i r s t s p a c e s t o g r a b a t te n t i o n i s the Grand Hall (Atrium) — more than 10,000 m² in area — dominated by the colossal 11-metre, 83-ton statue of Ramesses II, moved here from Ramses Square in Cairo.

A m o n g t h e m o s t c e l e b r a t e d s e c t i o n s a r e th e t w o halls dedicated exclusively to the treasures of Tutankhamun — over 5,000 artefacts from the young p h a r a o h ’ s t o m b , d i s p l a y e d t o g e t h e r f o r t h e f i rs t time.

A m b i e n t l i g h t i n g , e n v i r o n m e n t a l c o n tr o l s f o r temperature and humidity, and immersive displays help present these objects in a way that honours t h e i r s i g n i f i c a n c e w h i l e o f f e r i n g a p r i s t i n e v i s it o r experience.

Technology & Visitor Experience GEM isn’t just about ancient objects; it’s about d e l i v e r i n g t h e m t h r o u g h m o d e r n m e a n s . M u l t imedia installations, augmented reality, interactive s c r e e n s , l a r g e - f o r m a t v i d e o , a n d g u i d e d to u r s a im t o engage younger generations and international travellers alike.

The museum also houses one of the largest c o n s e r v a t i o n a n d r e s t o r a t i o n c o m p l e x e s i n th e M i d d l e E a s t — l a b o r a t o r i e s a n d s t o r a g e f a c i l it ie s designed to preserve artefacts for decades to come.

For visitors, the experience is designed for ease and engagement: clear pathways, multilingual signage, s w e e p i n g v i e w s o f t h e P y r a m i d s , s p a c i o u s g a l l e ri e s , and accessible amenities. The setting near the Giza Plateau adds to the allure — you aren’t merely visiting the museum, you’re situating yourself almost within Egyptian antiquity.

Reception & Ambitions The opening of GEM has been received with international acclaim. Egyptian stars who took the s t a g e i n c l u d e d a c t o r s s u c h a s t h e i c o n ic S h e ri h a n , Ahmed Malek, Ahmed al-Ghozzi, Salma Abou Deif, and Huda al-Mufti, alongside athletes Ahmed alGendy, Farida Osman, and Feryal Ashraf.

T h e c e r e m o n y w a s o v e r s e e n b y D i r e c t o r a n d D ir e c t o r of Photography Maazen Elmotagawel who was also responsible for the same role in the Royal Mummies Parade celebration in 2021.

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Prestigious media outlets refer to its scale, ambition and cultural importance. Politically and economically, the museum plays a key role in Egypt’s tourism strategy: it is expected to draw millions of visitors, help diversify the economy, and reposition Egypt as a global cultural destination.

The backers have stated ambitions which extend beyond artifact-display.

They speak of GEM as a centre for archaeology, research and education; a venue for international conferences; a hub for archaeological labs and conservation science; and a cultural anchor for the region.

Why It Matters F o r b u s i n e s s t r a v e l l e r s a n d c u l t u r e - s a v v y v i s i to r s , G E M offers a compelling destination: it is easily accessible from Cairo, lies in proximity to other major heritage sites, and offers a level of presentation and ambition rarely found. Whether you're planning a corporate event, a n i n c e n t i v e t r i p , o r c o m b i n i n g m e e t in g s w it h h i g h - e n d culture, the museum now stands as a world-class attraction.

It also sets a standard for how cultural heritage can be leveraged to stimulate tourism, education and international engagement. The marriage of ancient artifacts and modern architecture, immersive tech, and meticulous conservation means that you are not simply w i t n e s s i n g a n t i q u i t y — y o u a r e p a r t i c i p a ti n g i n a s t o r y that spans millennia, told through a new lens.

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Upcoming Events 15-16 December 2025 Middle East Family Office Investment Summit Dubai, UAE 3 February 2026 The Alea Sessions Riyadh, Saudi Arabia 10 February 2026 The Alea Sessions Washington, USA 19-21 February 2026 Big Future Festival 14-15 April 2026 LATAM Family Office Investment Summit Mexico City, Mexico 12-13 May 2026 Europe Family Office Investment Summit Rome, Italy 14-15 October 2026 APAC Family Office Investment Summit Shanghai, China TBD Africa Family Office Investment Summit Johannesburg, South Africa

See aleagloblgroup.com for updates

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