→ Najla Ahmed Al Midfa is the Vice-Chairperson, Emirates Growth Fund, and Vice-Chairperson, Sharjah Entrepreneurship Center (Sheraa).
BUSINESS UNUSUAL
17 Clarity in Complexity
KLAY GROUP navigates market uncertainty through disciplined risk management and longterm focus.
23 Building Beyond the Immediate
How ZEIN ZONE and GAIA are reshaping artist financing with an art–tech–finance model.
33 BAYUT Awards 2025: Excellence Recognized
44 The Visionary
How AMIRAL ELMEHDAWI leads A10 GROUP , blending tech, shipping, real estate, and strategic investments
52 Under Pressure Dubai’s design community is staying resilient amid regional uncertainties, writes PALLAVI DEAN.
56 Strength Through Uncertainty
Founders should prioritize strategic expansion over retrenchment amid market volatility, writes SAMI KHOREIBI.
STARTUP SPOTLIGHT
64 Reverse Approach
Emirati entrepreneur HAMAD ALMHEIRI introduces BRAINSCROLLER app to help negate effects of ‘doomscrolling’
49 Vice-Chairperson, EGF and Sheraa, NAJLA AL MIDFA explains why UAE Entrepreneurship will prevail
72 Scaling Up Support
ELON MUSK expands UAE support with Starlink launch, free Tesla Supercharging
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IN UNCERTAIN TIMES, CONFIDENCE IS THE ULTIMATE CURRENCY
Even amid regional instability, bold retail moves in Dubai prove that optimism - and investmentstill have a powerful place in the Middle East’s growth story.
There are moments when the headlines feel heavier than usual - when uncertainty dominates the narrative, and hesitation becomes the default response. The current regional climate is one of those moments. Conflict has understandably impacted sentiment, disrupted travel patterns, and, in some cases, slowed footfall across key retail destinations. And yet, step into Dubai Mall today, and you’ll find a very different story unfolding.
The recent launch of Primark, brought to the UAE by Alshaya Group, is not just another retail opening - it is a statement. A statement of confidence, of long-term thinking, and of belief in the resilience of this market. Despite geopolitical tension, despite softer tourism in recent weeks, Alshaya chose to move forward. Not cautiously, not tentatively - but decisively. That decision has paid off.
The opening has been nothing short of a success, marking the brand’s highly anticipated UAE debut and drawing significant consumer interest from day one. And importantly, this is only the beginning. A second store is already set to open on April 9, part of a rapid rollout strategy that includes multiple locations across Dubai in quick succession.
It would have been easy to pause. To delay. To “wait and see.” In times like these, many businesses instinctively retreat - freezing investment, scaling back ambition, protecting the short term at the expense of the long.
Alshaya has done the opposite.
And that is precisely why it matters.
Because in challenging environments, leadership is not defined by caution - it is defined by conviction. By the willingness to act when others hesitate. By understanding that markets like Dubai are not built on momentary conditions, but on long-term fundamentals: infrastructure, consumer appetite, and an unwavering position as a global retail hub.
What Alshaya has demonstrated is a playbook more retailers should be paying attention to. Move forward. Invest intelligently. Trust the market. And, crucially, show up for your customer when it counts.
There is always good news to be found - it just requires a shift in perspective. While uncertainty may dominate the macro narrative, on the ground, there are businesses choosing growth over fear.
In doing so, they don’t just drive revenue - they reinforce confidence across the entire ecosystem.
And right now, confidence might be the most valuable commodity of all.
Anil Bhoyrul Editor-in-Chief
Enlighten Your Eternal Beauty, Inside and Out!
@muarjewels www.muarjewels.com
info@muarjewels.com
Clarity in Complexity: Klay Group
Kalpesh Khakhria, Group Chairman, and Shivkumar Rohira, CEO EMEA, Klay Group, outline how disciplined advice, long-term focus, and deliberate risk-taking define the firm’s approach to navigating often complex investment landscape. by TAMARA PUPIC
Based in Dubai International Financial Centre (DIFC), the global boutique financial services firm Klay Group delivers independent advice and tailored solutions across wealth management, multi-family office services, asset management, and corporate advisory - even more so at a time when market volatility and uncertainty are not exceptions, but the norm. aesthetically pleasing:
Rather than reacting to short-term disruption, Shivkumar Rohira, CEO EMEA, Klay Group, emphasizes that the firm positions portfolios to withstand it through disciplined risk management, quality focus, and process-driven decisions.
“In periods like these, our real strengths show,” he says.
THE UAE HAS PLAYED A PIVOTAL ROLE IN CREATING AN ECOSYSTEM ACROSS STRATA WHERE BOTH PEOPLE AND ASSETS CAN MIGRATE SEAMLESSLY. WE ARE SEEING NOT JUST CAPITAL FLOWS, BUT ALSO A GROWING CONCENTRATION OF DECISION-MAKING AND TALENT IN THE REGION.”
“Rather than reacting to noise, we focus on relative value, using dislocations to selectively deploy into high-quality assets while maintaining a strong bias toward capital preservation. We consistently advise clients to stay quality-biased and anchored to a structured framework.”
This approach has strengthened the firm’s international footprint that includes existing operations in the UAE, Singapore, the UK, India, Australia, Mauritius, and the Cayman Islands, and plans to establish a presence in Switzerland.
However, Rohira points out that the UAE remains a central hub within this network. “The UAE has played a pivotal role in creating an ecosystem across strata where both people and assets can migrate seamlessly,” he says. “We are seeing not just capital flows, but also a growing concentration of decision-making and talent in the region.
“Frameworks such as DIFC and Abu Dhabi Global Market (ADGM) have further strengthened this positioning, establishing the UAE as a global platform with increasing sophistication for family office structures and crossborder wealth management.”
Against this backdrop, Rohira
→ Kalpesh Khakhria is the Group Chairman at Klay Group
believes that, despite heightened regional tensions, the UAE’s economic landscape will be moving beyond recovery into a fundamental transition with significant untapped potential. “Rather than merely rebounding, the UAE is cementing its position as a definitive new geography of global wealth,” Rohira explains, adding that with financial wealth in the UAE already exceeding US$3 trillion and continuing to grow strongly toward approximately US$3.5 trillion by 2027, the country’s readiness to thrive is built on a deliberate pivot toward institutionalization and robust diversification. He says, “What is increasingly evident is the development of a fully rounded ecosystem where financial activity can sustainably thrive over time, supported by the movement of capital, talent, and decision-making into the region.”
This sentiment is also reflected in the deepening of capital markets, Rohira adds. “Financial centers, such as DIFC and ADGM, are witnessing strong growth in assets under management and institutional participation,” he says. “Capital is increasingly flowing into highgrowth, non-oil sectors including clean energy, fintech, healthcare, and advanced manufacturing, alongside a maturing alternatives landscape across private equity, venture capital, and digital assets. In real estate, demand is also evolving, with a clear shift toward end-users taking a longer-term view on residency, stability, and wealth consolidation. While near-term factors may introduce volatility, the long-term
outlook remains strong, Rohira says, “Ultimately, these are not environments we are cautious of, but ones we look to embrace, through a disciplined, qualitative framework that allows us to stay aligned with long-term outcomes.”
From the outset, Klay Group was built to withstand disruption, but Kalpesh Khakhria, Group Chairman, Klay Group, highlight its main premise - to remain firmly in its clients’ corner at all times. “When we founded Klay in 2013, the wealth management industry was largely product-led and often misaligned with client outcomes. We built the firm with an advisory-first approach and an asset-based fee structure, ensuring we remain firmly in our clients’ corner, focused on solving complex problems rather than distributing products,” he reiterates.
Khakhria says that the firm’s core philosophy is even more relevant in today’s environment. “This approach is even more relevant today. In an environment of interest rate divergence, geopolitical uncertainty, and
WE BUILT THE FIRM WITH AN ADVISORY-FIRST APPROACH AND AN ASSET-BASED FEE STRUCTURE, ENSURING WE REMAIN FIRMLY IN OUR CLIENTS’ CORNER, FOCUSED ON SOLVING COMPLEX PROBLEMS RATHER THAN DISTRIBUTING PRODUCTS.”
volatility, the need is for disciplined risk management and objective advice, not product positioning. Investors must carefully balance liquidity, valuation, and return expectations across asset classes.”
He adds that evolving client expectations are also reshaping the advisory landscape.
“At the same time, client needs have become more complex across geographies and generations. While larger institutions operate at scale,
TREP TALK
Klay Group Group Chairman Kalpesh Khakhria Advises Founders on Navigating Uncertainty
} Define the role of capital before allocating it
“After a liquidity event, it is important to segment capital clearly. A portion should remain readily accessible, typically covering near-term spending and commitments, a portion allocated to a core long-term portfolio, and a smaller portion reserved for more tactical opportunities. In practice, this means being explicit about time horizons and liquidity needs before making any allocation decisions, rather than allowing the portfolio to evolve in an ad hoc way.”
} Reassess your overall exposure
“Even after monetization, many founders remain indirectly exposed to the same underlying drivers, whether through sector, geography, or growth orientation. That exposure is often less visible but still meaningful. The focus should be on identifying where risks are overlapping, for example across public and private investments or across similar growth themes, and ensuring different parts of the portfolio serve distinct roles. This becomes more relevant in periods of volatility, when these overlaps tend to show up more clearly.”
} Manage the pace of capital deployment
“There is no need to fully deploy capital immediately. A more effective approach is to phase allocations over time, either through staged entry points or predefined allocation ranges. This reduces timing risk and allows investors to build positions more deliberately. Maintaining a level of liquidity alongside invested capital provides the flexibility to add exposure during market dislocations, rather than being forced to commit capital at a single point.”
boutique firms like ours operate at depth, delivering bespoke solutions through an open architecture model and global insights.”
Khakhria outlines three principles for structuring wealth across borders, tax frameworks, and long-term preservation which are anchored in one core belief: wealth should endure.
“First, capital preservation and sustainable growth comes before return maximization, with risk management,” he explains. “In periods of geopolitical tension and market noise, short-term volatility can be
unsettling, but it is not unusual. Markets have repeatedly absorbed episodes of conflict and instability, and while the near term can be disruptive, history suggests that long-term outcomes are driven far more by fundamentals than by headlines. The priority, therefore, is to stay disciplined, manage risk carefully, and avoid making reactive decisions in response to temporary shocks.”
Secondly, Khakhria underscores the importance of diversification and liquidity in mitigating concentration risk and ensuring wealth structures remain adaptable and resilient over
TREP TALK
Klay Group CEO EMEA Shivkumar Rohira on Leading Clients Through Uncertainty
} Ensure liquidity
“Investors should not treat this as a switch from preservation to growth. In practice, the shift is gradual. The priority is to ensure liquidity is secure and the core portfolio is stable, and then begin adding growth exposure selectively rather than increasing risk across the board.”
} Focus on phased investing
“In terms of implementation, this usually means starting with liquid growth assets such as public equities, where pricing adjusts more quickly, and building positions over time. From there, investors can consider adding less liquid exposures, such as private markets or thematic allocations, once the overall portfolio is balanced. The focus should be on areas with clearer medium-term earnings visibility rather than broad market exposure.”
} Guided Discipline
“For advisors, the role is not to predict markets but to maintain discipline. That means helping clients separate liquidity from long-term capital, understand where risks are concentrated, and phase allocations into growth assets over time. In uncertain environments, consistency in portfolio construction and pacing of investments tends to matter more than trying to time entry points.”
time. And thirdly, he points out that cross-border wealth requires deliberate coordination. “Tax, regulation, succession, and ownership structures need to be aligned across jurisdictions from the outset,” Khakhria explains.”The right structure can reduce friction, improve efficiency, and preserve control over time, particularly as families, businesses, and assets
→ Shivkumar Rohira is the CEO EMEA at Klay Group.
become more international.”
In the end, Khakhria frames wealth structuring as a long-term exercise in durability and adaptability. “Ultimately, effective wealth structuring is about creating a durable framework—one that protects capital, adapts to uncertainty, and supports continuity across generations,” he explains. “While the near term may remain noisy, our long-term view remains constructive. For investors who are properly structured, diversified, and disciplined, volatility need not derail long-term outcomes.”
Looking ahead, Khakhria notes that technology is raising the standard in wealth management, enabling faster, more precise, and data-driven decision-making. But he
warns, “The role of technology is to inform judgment, not replace it. When used correctly, technology is highly effective in processing data, identifying patterns, and improving consistency. What it cannot do is exercise discretion, weigh emotional nuance, or understand the human context behind major financial decisions. That is where experienced advisors remain indispensable.
“The right model is not automated advice in place of people, but technologyenhanced advice led by people. The future of wealth management is not human versus machine; it is technology at scale, driven by human judgment.”
Another service that Klay Group is offering is
succession planning, which is becoming increasingly complex for global families. Khakhria explains that the process is no longer treated as a one-time event, but as an ongoing component of how wealth is structured and managed over time.”What we’re seeing in practice is a shift toward more structured thinking,” he says. “Families want clarity on who makes decisions, how assets are held, and how responsibilities transition over time. There is also a growing emphasis on aligning portfolios with a longer-term horizon, so capital is not just preserved, but positioned to compound across generations.”
Despite negative headlines, executives at Klay Group say they continue to see a steady inflow of
AT KLAY, WE ADVISE ON WEALTH MIGRATION AS A FULL STRATEGIC TRANSITION. WE HELP CLIENTS STRUCTURE CAPITAL IN A WAY THAT IS ROBUST, EFFICIENT, AND BUILT FOR LONG-TERM PRESERVATION ACROSS BORDERS.”
global HNWI families relocating to Dubai, with Rohira offering a more nuanced explanation of why the emirate remains a priority destination. One of the biggest misconceptions, he notes, is that wealth migration is driven by the search for a tax-friendly retirement hub, when in reality it is a strategic decision centered on long-term positioning.
Another common misunderstanding is that migration is simply an administrative transfer of assets between jurisdictions. “It is not,” Rohira says. “Done properly, it is a sophisticated structuring exercise involving asset protection, tax efficiency, succession planning, governance, and crossborder coordination. The jurisdiction matters, but so does the architecture around the wealth.”
He concludes, “At Klay, we advise on wealth migration as a full strategic transition. We help clients structure capital in a way that is robust, efficient, and built for long-term preservation across borders. What sets us apart is our ability to combine high-level advisory with cross-border execution through our platform across Europe, Asia, and Australia.
“Clients are not looking for a custodian of wealth; they are looking for a trusted partner that can help them reposition wealth with clarity and confidence, while
The world's biggest showcase of AI solutions ready to transform every industry bringing together global leaders, startups and the world economy for the most ambitious showcase of applied AI innovation, alongside bold debates shaping the future of intelligent societies.
Building Beyond the Immediate
How Zein Zone’s Zaina Kourki and GAIA Culture’s Patricia Paulina Karrer are reshaping artist financing with an art–tech–finance model that enables emerging regional talent to build long-term brand value. by AALIA MEHREEN AHMED
Saudi The 2026 edition of the Art Basel and UBS Global Art Market Report, an annual industry benchmark publication by renowned cultural economist Dr. Clare McAndrew, shows that global art market sales rose 4% to US$59.6 billion in 2025 — a welcome uptick after the sector had shown signs of stagnation in the years prior. But while this
growth signals some market optimism, there is a deeper issue that plagues the art industry: the lack of sustained, long-term value for small and emerging artists. As the founder of Zein Zone, a UAE-based creative consultancy bridging art, culture, and tourism in the Middle East, Zaina Kourki has been all too familiar with this reality. “In the Middle East, we are not lacking talent; the region is rich with artists and cultural entrepreneurs, but what we lack is a sustainable ecosystem that supports their
long-term development,” Kourki laments. “Many creatives still depend on sporadic exhibitions, one-off sales, or institutional backing. There is visibility, but not always continuity. Another bottleneck I have observed is positioning. Large corporations invest heavily in brand strategy, communication, and investor relations. Artists, on the other hand, are often expected to let the work “speak for itself,” without receiving the same strategic support. Yet in today’s economy, narrative, access, and network are as critical as talent.”
Kourki realized there was a way to address this issue when she met Patricia Paulina Karrer, who founded GAIA Culture as a global cultural-technology company that leverages blockchain and artificial intelligence (AI) technologies to tokenize the long-term brand value of artists and unlock new financing models. “The idea immediately resonated with me — not as a Web3 trend, but as structural innovation,” Kourki says. “Through Zein Zone, I work closely with creatives and cultural institutions on positioning and ecosys-
→
Patricia Paulina Karrer is the founder of GAIA Culture, a global cultural-technology company pioneering the tokenization of artists’ brand equity to unlock new financing models.
AS COUNTRIES ACROSS THE REGION ACCELERATE THEIR CREATIVE ECONOMY STRATEGIES, THERE IS A GROWING NEED FOR MODELS THAT CAN MANAGE CULTURAL ASSETS IN WAYS THAT ARE GLOBALLY INFORMED YET DEEPLY ROOTED IN LOCAL CONTEXT. PARTNERSHIPS LIKE GAIA CULTURE AND ZEIN ZONE CAN PLAY AN ACTIVE ROLE IN SHAPING THAT EVOLUTION.” “
HAVING ISSUED MORE THAN EUR 3.8 MILLION IN BRAND EQUITY GLOBALLY, GAIA CULTURE’S LONG-TERM VISION IS TO INTEGRATE ARTIST EQUITY TOKENS INTO ONLINE BANKING AND WEALTH PLATFORMS AS A CREDIBLE ALTERNATIVE ASSET CLASS.”
tem-building. When I encountered GAIA Culture’s infrastructure, I saw the missing financial layer — a model that allows audiences and investors to
participate in an artist’s future growth, not just consume it.”
Karrer offers a deeper understanding
of how the blockchain-driven model aids artists in their financial journeys. “Think of it as a digital infrastructure for ownership, trust, and direct value exchange, without needing a gatekeeper,” she says. “With models like GAIA Culture’s Artist Equity Tokens, you can tokenize a portion of your brand and future upside (think: a structured, transparent way for supporters to participate in your journey), while you keep creative control and define the rules. It’s a shift from one-off sales to longerterm, portfolio-like income—linked to your broader artistic trajectory (exhibitions, collaborations, licensing, community access), not just a single canvas. Blockchain gives you a tamper-resistant record that can help with authenticity and provenance (what is original, who owned it, when it changed hands), clear rights logic (who gets what, under which conditions), and automatic split payments (e.g., you + gallery + collaborators), reducing friction and disputes. In short: fewer “trust me” situations, more verifiable facts— which is valuable in an art market that still relies heavily on informal processes. Tokens can turn passive audiences into active communities. Instead of only “liking” or “following,” supporters can participate in a structured way through access, experiences, governance elements, or long-term alignment. For artists, that means closer relationships with collectors and fans, global distribution from day one (digital-native infrastructure), and a community that is incentivized to amplify and sustain your work over time.”
“Having issued more than EUR 3.8 million in brand equity globally, GAIA Culture’s long-term vision is to integrate artist equity tokens into online banking and wealth platforms as a credible alternative asset class,” Karrer adds.
The collaboration between both entities comes at a particularly
→ Zaina Kourki is the founder of Zein Zone, a creative consultancy bridging art, culture, and tourism in the Middle East.
TOKENS CAN TURN PASSIVE AUDIENCES INTO ACTIVE COMMUNITIES. INSTEAD OF ONLY “LIKING” OR “FOLLOWING,” SUPPORTERS CAN PARTICIPATE IN A STRUCTURED WAY THROUGH ACCESS, EXPERIENCES, GOVERNANCE ELEMENTS, OR LONG-TERM ALIGNMENT.”
The tokenization is not about selling control; it is about monetizing brand equity — the cultural value they are already generating. This creates access to early-stage funding without forcing artists to surrender creative direction.”
volatile time for artists. While structural challenges like unstable income and limited access to funding persist, there is also the issue of trademarks, IP rights, and digital ownership structures becoming increasingly complex – particularly in the age of AI and unregulated content replication. As such, Karrer notes that, if structured correctly, such models can also strengthen artists’ control over their work. “The key is that the token is designed to represent participation in an artist’s broader brand value under clearly defined terms, not a transfer of authorship or copyright,” she explains. “That distinction matters even more in an age where AI can replicate content endlessly: scarcity is no longer about the file itself, but about verified attribution, provenance, and legitimate access. By anchoring participation to a transparent, auditable structure, the artist can define the
rules upfront e.g what is licensed, what isn’t, how collaborations are handled, and how revenues are shared, reducing the grey zones that typically lead to disputes or dilution.”
But beyond the challenges that come with increasingly digitized creative spaces, the inherently challenging aspects of being an artist still remain unanswered – much to Kourki’s dismay. “One of the biggest misconceptions about early-stage artists is that what they need most is exposure – in reality, what they need is stability and strategic support,” Kourki says. “For lesser-known artists, barriers to entry are not only about access; they are financial and structural. Many creatives operate project to project, with limited runway to experiment, refine their voice, or invest in their own development. This often forces compromises — taking commercial work that dilutes their positioning or adapting to trends rather than building a coherent body of work.”
The GAIA x Zein Zone platform can address these issues head-on, says Kourki. “What makes this model different is that it shifts the dynamic from gatekeeping to participation. Instead of relying solely on institutions or a handful of collectors, artists can activate their broader community. Supporters are not just buyers of a single artwork, they become stakeholders in the artist’s long-term journey. The artist retains ownership of their work and intellectual property.”
“The tokenization is not about selling control; it is about monetizing brand equity — the cultural value they are
already generating,” Kourki adds. “This creates access to early-stage funding without forcing artists to surrender creative direction.”
In this model, therefore, these “supporters” effectively take on the role of investors—participating in an artist’s long-term growth through a more structured and transparent framework. “This initiative bridges the gap by translating an artist’s career into something investors can understand and evaluate: a transparent, structured participation in brand growth, rather than an informal bet on taste or hype,” Karrer adds. “Instead of
relying on opaque networks, tokenization creates a clear framework for what the investor is backing, what rights they do (and don’t) receive, and how value is measured and shared over time.”
Looking ahead, Karrer and Kourki say they’re creating a
model that “doesn’t just deliver projects, but builds long-term relationships between artists, institutions, investors, brands, and audiences.” As such, the duo believe it is an initiative that also aligns neatly with the UAE and wider region’s creative ambitions. “The
next decade in the Middle East will be defined by the transition from consuming culture to exporting it,” Kourki declares.
“As countries across the region accelerate their creative economy
↑ This collaboration brings a new model that merges art, technology, and cultural strategy, introducing artists' brand equity via tokenization as a new asset class to the UAE and the wider region.
strategies, there is a growing need for models that can manage cultural assets in ways that are globally informed yet deeply rooted in local context. Partnerships like GAIA Culture and Zein Zone can play an active role in shaping that evolution. As institutions invest in culture at an unprecedented scale, what becomes essential is the connective tissue — the people and platforms capable of translating national ambition into meaningful cultural activation. Our collaboration is built on that premise.”
Dubai Approves
AED1 Billion
Support Package to Boost Economic Resilience
Measures include fee deferrals, liquidity support, and trade facilitation as the emirate moves to ease market pressures and sustain growth.
DDubai has approved a AED1 billion (US$272 million) economic support package aimed at strengthening business resilience and easing market pressures, with implementation set to begin on April 1, 2026, for a period of three to six months.
The package was approved by H.H. Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum during a meeting of Dubai’s Executive Council, as part of efforts to enhance economic flexibility, support liquidity, and ensure a rapid response to evolving conditions.
Officials said the measures come as Dubai continues to demonstrate strong economic momentum, with gross domestic product expanding by 5.4% in 2025 to exceed AED937 billion.
Dubai Media Office reports that the package includes the following measures:
• Deferral of payment for a group of government fees for a period of
OUR NATIONAL INSTITUTIONS OPERATE WITH COMPLETE EFFICIENCY; OUR DEFENCE FORCES OPERATE WITH COMPLETE PROFESSIONALISM; OUR PRIVATE SECTOR KEEPS PACE WITH DEVELOPMENTS WITH COMPLETE RESPONSIBILITY,” SHEIKH MOHAMMED WROTE ON X.
three months to alleviate the financial burden on companies and enhance their liquidity
• Deferral of collection of hotel sales fees for a period of three months with the aim of enhancing the liquidity of the hotel sector
• Deferral of collection of the Tourism Dirham fee for three months with the aim of enhancing and supporting the tourism sector
The success of the UAE is built on constants that have not changed and will not change. Advanced infrastructure and technology, and an advanced legislative framework, a quality of life among the best in the world, and a government committed to building comprehensive development for its people and all residents on its land.”
• Extension of grace periods for customs data from 30 to 90 days – extendable for similar periods – with the aim of boosting exporters and importers
• Provision of competitive advantages to streamline procedures for issuing and renewing residencies, helping talented people
The Council also approved the Virtual Warehouses Initiative, which aims to facilitate temporary import procedures to Dubai, and an empowerment strategy to improve the financial stability of Emirati families.
A Health and Safety Strategy in Workers’ Housing was also announced, to improve the quality of their working and housing conditions.
Dubai’s leadership said the emirate remains committed to supporting businesses, individuals, and families, with a focus on maintaining stability and reinforcing its position as a leading global economic hub.
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A Reflection of the UAE’s Evolving Real Estate Ecosystem
As the UAE real estate market continues to mature into one of the world’s most dynamic and data-driven ecosystems, recognition as an agency has become layered and nuanced. Increased regulatory oversight, digital integration with government systems, and the growing use of AI-powered tools have reshaped how transactions are evaluated and executed.
The Bayut Awards 2025, hosted at Atlantis The Royal under the theme “Reflections of Success,” reflected this evolution.
Over the years, the Bayut Awards have evolved into a benchmark event within the real estate calendar, reinforcing Bayut’s commitment to elevating market standards, strengthening compliance, and fostering a more data-led and trustworthy property ecosystem across the UAE.
A MESSAGE FROM THE CEO Haider Ali Khan
When we talk about history, we often think of it as something distant, something written in books and shaped by people long before us. Rarely do we pause to recognise that history is also being created in real time, by the people in this room and through the work we do every day.
What we are building today in Dubai, and across the UAE, is collectively shaping cities that transform lives, set global benchmarks, and become examples for others to follow. Years from now, future generations will look back and see how this region evolved and how it became one of the most dynamic and influential real estate markets in the world.
In some way, big or small, everyone here is part of that story. You are helping build something that will outlast us all. The impact of this ecosystem we are creating, the standards we are raising, the trust we are building, and the communities we are shaping will form a lasting legacy.
THE PROCESS
Designed to recognise those who have demonstrated outstanding performance throughout the 2025 market cycle, the Bayut Awards honour achievements based on both data-driven results and meaningful contributions to the real estate sector.
The awards are rooted in measurable performance indicators, including listing quality, responsiveness, client engagement, platform contribution, product utilisation, and adherence to compliance standards.
Winners were selected from a broad pool of contenders through a rigorous process that combined comprehensive performance metrics with evaluation by a distinguished panel.
This year’s jury included:
SAHAR KHAN|
Vice President of Marketing.
NICOLAS
MAJEAU| Chief Strategy Officer.
MUNEEB
FARRUKH|
Vice President of Product.
AMASH
MALIK|
Director of Performance Marketing.
Each jury member brought deep market insight and sector expertise to the deliberations, ensuring that award recipients excelled not only in performance data, but also in professionalism, innovation, and contribution to the UAE real estate ecosystem.
ELITE PARTNERS
EXCELLENCE BAR NONE
Bayut’s Elite Partners are an extension of the high standards of excellence the brand upholds across the real estate ecosystem. These partners play an active role in raising industry benchmarks, contributing to the sector’s growth, and strengthening a culture of compliance, data accuracy, and transparency through the effective use of Bayut’s products and solutions. They are recognised for their professionalism, ethical
business practices, and a deliberate, industry-first approach that prioritises long-term value over short-term gains.
Through the Elite Partner Awards, Bayut recognised and celebrated these standout agencies for their consistent performance, commitment to best practices, and meaningful contribution to building a more transparent, data-led, and trustworthy property market in the UAE.
DUBAI WINNERS
AGENCY OF THE YEAR (ENTERPRISE) FÄM PROPERTIES
“We’re proud to be leading Dubai’s real estate market and to be recognised as the number one agency in the largest category this year. This award means a lot to us. Thank you to Bayut for the recognition.”
MISHEL WEHBE
ASSOCIATE DIRECTOR AT FÄM PROPERTIES
AGENCY OF THE YEAR (BOUTIQUE) PANGEA PROPERTIES
“It’s an incredible achievement. Seeing how far we’ve come in just eight months makes this moment even more special. It’s truly a great feeling.”
LIAM HOLE
SECONDARY MARKET SALES MANAGER AT PANGEA PROPERTIES
AGENCY OF THE YEAR (PREMIUM)
DACHA REAL ESTATE
“Winning Agency of the Year from Bayut is a defining moment for Dacha Real Estate. It confirms that our standards, our systems, and our people deliver consistently. This award reflects trust from the market, results for our clients, and the discipline behind every transaction. I’m proud of the team, and even more focused on what comes next: raising the bar again.”
ALESSIA SHEGLOVA CEO OF DACHA REAL ESTATE
AGENT OF THE YEAR (ENTERPRISE)
CATHAL O ’ NEILL (HAUS & HAUS)
“Very delighted to be awarded once again. Thank you very much to Bayut for a brilliant evening and I’m very grateful.”
AGENT OF THE YEAR (PREMIUM)
JORGE CARRILHO (DACHA REAL ESTATE)
“Thank you for this award. I’d like to thank Bayut and dedicate this recognition to my team at Dacha Real Estate.”
DUBAI WINNERS
AGENCY OF THE YEAR - OFF-PLAN
XTEN REAL ESTATE
“It’s an honour to receive this award. We’ve worked hard for it, and I’m very grateful to Bayut for the support throughout this journey. Most importantly, I want to thank my team for believing in the vision and making it happen. This is a really special moment for all of us.”
ABIR ALSADEK
CEO AT XTEN REAL ESTATE
TRUBROKER™ CHAMPION OF THE YEAR (PREMIUM):
HOUSE HUNTERS REAL ESTATE BROKERS
“We are thrilled to receive this award. It was a complete surprise. This recognition reflects the effort of our team, from back office to front-line staff, in ensuring our clients receive the best service and visibility on Bayut. It’s a true team achievement, and we couldn’t be happier.”
SARAH GUY
GENERAL MANAGER AT HOUSE HUNTERS REAL ESTATE BROKERS
TRUBROKER™ CHAMPION OF THE YEAR (ENTERPRISE)
METROPOLITAN PREMIUM PROPERTIES
“Winning two awards this year, one for Abu Dhabi and one for Dubai, is an incredible achievement. I want to congratulate our entire team for their dedication and hard work throughout the year that made this possible.”
ANNA ILCHENKO
DEPUTY CEO IN MARKETING AND QUALITY ASSURANCE
NEW COMER OF THE YEAR 2025
BW REAL ESTATE
“It feels amazing to receive this recognition. It’s a testament to the hard work our team put in throughout 2025, the long days, the dedication, and the collaborative culture we’ve built. This award is a reflection of everyone’s contribution and commitment to excellence.”
PAUL MCCABE MANAGING PARTNER AND AMAN SINGH SALES MANAGER AT BW REAL ESTATE
ABU DHABI WINNERS
AGENCY OF THE YEAR (ENTERPRISE) NATIONWIDE MIDDLE EAST PROPERTIES
“Thank you to Bayut for having us. We’re incredibly grateful and thrilled that our company won this award. A big thanks to our team for their hard work and dedication. This achievement wouldn’t have been possible without them.”
NAIMA AL QUDSI PROPERTY LISTING MANGER JOHNSON SENGNOU SALES ADVISOR AND PROPERTY CONSULTANT AT NATIONWIDE MIDDLE EAST PROPERTIES
AGENCY OF THE YEAR (PREMIUM) NAS LUXURY REAL ESTATE
“We feel amazing today. Being nominated for the fourth year in a row is an honour, and winning Agency of the Year shows the consistency and dedication of our team. We’re excited for what’s ahead in the coming years.”
AYMAN SADIEH CEO AND FOUNDER OF NAS LUXURY REAL ESTATE
AGENT OF THE YEAR (ENTERPRISE)
TEKLA GAL (METROPOLITAN CAPITAL REAL ESTATE)
“I’m truly honoured to be recognised as Agent of the Year 2025 for the Abu Dhabi Enterprise category. This achievement reflects the high standards and performance culture we build at Metropolitan Capital Real Estate every single day. Thank you to Bayut for this recognition, and to the team, clients, and partners who continue to place their trust in me and our company.”
AGENT OF THE YEAR (PREMIUM) ANDREA VAZ (HENRY WILTSHIRE INTERNATIONAL)
“I’m truly delighted to receive this award. It’s a testament to the hard work of the Henry Wiltshire team, this wouldn’t have been possible without them. Onward and upwards for next year!”
ABU DHABI WINNERS
AGENCY OF THE YEAR - OFF-PLAN OPEN HOME PROPERTIES
“We’re honoured to win first place for off-plan at the Bayut Awards. This recognition reflects the hard work and dedication our team has put in, and we’re thrilled that it has paid off.”
MOHAMAD ALMASRI OPEN HOME PROPERTIES
NEW COMER OF THE YEAR 2025 ELIVA REAL ESTATE
“I’m thrilled and very proud of what Eliva Real Estate has achieved. We’re delighted with this recognition and look forward to earning even more awards in the future, continuing our journey to becoming one of the leading companies in Abu Dhabi”
LEYAN ALKHATIB ELIVA REAL ESTATE
TRUBROKER™ CHAMPION OF THE YEAR METROPOLITAN CAPITAL REAL ESTATE
“It feels fantastic to win again tonight with Bayut. This is the result of collective effort, our team’s commitment and dedication made this possible. We look forward to continuing this momentum next year.”
HUGO LAZARD HEAD OF SECONDARY AT METROPOLITAN CAPITAL REAL ESTATE
COMMERCIAL & SPECIAL AWARDS 2025 — DUBAI
AGENCY OF THE YEAR-COMMERCIAL
CRC
“We’re thrilled to receive this back-to-back award in the commercial segment. It’s a true testament to the hard work and dedication of our team, both in the office and in the field. I’m incredibly proud of everyone who contributed to this success.”
BEHNAM BARGH MANAGING DIRECTOR AT CRC
FASTEST GROWING AGENCY OF THE YEAR
WHITE & CO
BAYUT BIG BROKER
KIANOUSH
DARBAN (DRIVEN PROPERTIES)
“Winning the Big Broker award at the Bayut Awards 2025 is a proud moment for me. Bayut is where the market speaks every day, so this recognition means our work is being measured where it truly counts. Thank you to my clients for their trust, and to the Driven Properties team for the standards we hold ourselves to.”
“Winning ‘Fastest Growing Agency’ five years into the Dubai market is a real surprise and a great validation of our business. It reflects our growth and the fact that people want to work with us and join the White and Co. ecosystem. Huge thanks to Bayut for an incredible night and this recognition.”
CALUM WHITE FOUNDER AND CEO OF WHITE
& CO
TRUESTIMATOR OF THE YEAR
THOMAS POULSON (HAUS & HAUS)
“I’m delighted to win the TruEstimator of the Year award. Bayut’s initiatives are strengthening market integrity by giving sellers and agents access to reliable data. As Haider said, data drives deals and decisions, and it’s great to see that approach recognised.”
TOP CLOSER OF THE YEAR DRIVEN PROPERTIES
“Thank you to Bayut for this fantastic award. It recognises our team’s hard work, the business we’ve closed, and the revenue we’ve generated. This award highlights the collective effort and performance of our entire team, and we couldn’t be happier.”
ABDULLAH AL AJAJI
FOUNDER & MANAGING DIRECTOR OF DRIVEN PROPERTIES
COMMERCIAL & SPECIAL AWARDS 2025 — DUBAI
STORYTELLING CHAMPION OF THE YEAR
IVAN FEDOROV (METROPOLITAN PREMIUM PROPERTIES)
“Thank you, Bayut, and a huge thanks to my team. They deserve the credit for the stories, the work and everything we’ve achieved together.”
COMPLIANCE CHAMPION OF THE YEAR FÄM PROPERTIES
AGENCY OF THE YEAR - LUXURY DRIVEN PROPERTIES
“This award is very special to us. It reflects our commitment to setting standards in luxury real estate. I’m incredibly proud of our team’s work in raising the bar in Dubai’s luxury market, and we look forward to building on this success.”
ABDULLAH AL AJAJI
FOUNDER & MANAGING DIRECTOR OF DRIVEN PROPERTIES
“Thank you for this recognition. As an agency, compliance is a priority, right from top management to our agents. We’re proud to maintain high standards and to be acknowledged among the best agencies.”
MISHEL WEHBE
ASSOCIATE DIRECTOR AT FÄM PROPERTIES
BAYUT EXCELLENCE AMBASSADOR OF THE YEAR TREO HOMES
“We are thrilled to win the Bayut Excellence Ambassador Award. It’s amazing to see our entire company celebrated. Thank you, Bayut, and here’s to more achievements ahead.”
ARON LOMAX
CO-FOUNDER AND MANAGING PARTNER OF TREO HOMES
Invests In Entrepreneurs
THE VISIONARY: AMIRAL ELMEHDAWI
GROUP CEO, A10
A10’s strategy is rooted in staying ahead of the curve, says its Group CEO Amiral Elmehdawi. by
KRISTINE ERIKA AGUSTIN
Amiral Mustafa Elmehdawi is a businessman whose interests span technology, shipping, real estate, and strategic investment. As Group CEO of A10 Group, he leads a private holding and investment group he established to oversee his companies, funds, and investments under one structure.
Under Elmehdawi’s direction, A10 reflects a broader commercial strategy across multiple sectors. Much of its activity is centered around technology, while also maintaining interests in shipping, real estate, and strategic investment. Together, these areas reflect a commercial outlook that connects modern technology with industries grounded in real economic activity and sustained demand.
A defining part of Elmehdawi’s journey has been his operator-led approach. Rather than simply investing in existing businesses, he has consistently focused on originating his own ideas, backing them early, and carrying them through into operating ventures. That instinct has
shaped much of his trajectory and remains central to the way he works today.
“I have always believed in backing my own ideas early,” Elmehdawi says. “For me, it was never just about putting capital into what already existed. It was about taking something from concept to reality, developing it, and staying committed long enough to make it real.”
Elmehdawi’s commercial journey began in the shipping industry, where he gained exposure to trade, operations, and commercial environments from a young age. The experience gave him a practical understanding of how industries function, how operations connect to performance, and how decisions play out in real business environments. It was a foundation that
“I HAVE ALWAYS BELIEVED IN BACKING MY OWN IDEAS EARLY.
”
→ Amiral Elmehdawi is the founder of private holding and investment group A10.
Shipping gave me early exposure to how business really works.”
later informed his move into technology and strategic investment.
“Shipping gave me early exposure to how business really works,” Elmehdawi explains. “It taught me about movement, operations, commercial discipline, and how industries function in the real world. A lot of my instincts came from that environment.”
At 15, he entered his entrepreneurial journey with the launch of his first company, Crowd Digital. Focused on enterprise software for governments and large organiza-
tions, that early chapter placed him in a high-responsibility segment from the outset, shaped by institutional use cases, digital infrastructure, and large-scale implementation. It also set the tone for the kind of work that would follow: commercially serious, operationally demanding, and centered on systems with real institutional relevance.
Then, at 18, Elmehdawi signed his first seven-figure government contract for Crowd, marking an early milestone in a journey already defined by unusual momentum.
“
“
SIGNING THAT CONTRACT AT 18 WAS A DEFINING MOMENT. IT WAS AN EARLY SIGN THAT WHAT I WAS WORKING ON HAD REAL WEIGHT AND REAL POTENTIAL.”
What matters to me is creating technology that has a real purpose.”
What began as an early commercial breakthrough has since developed into a broader record of execution, expansion, and enterprise across sectors. The significance of that moment was not just financial, but symbolic. It represented validation at a level of seriousness that few achieve so early, and it marked the beginning of a period in which his activity became increasingly ambitious in scope.
“Signing that contract at 18 was a defining moment,” he says. “It was an early sign that what I was working on had real weight and real potential. Since then, I have stayed highly active and continued to push forward with a much bigger view of what can be achieved over time.”
Among the notable public-sector initiatives associated with his broader business journey is Hemaya, a child safety project with Dubai Police focused on children across Dubai. It reflects the kind of work Elmehdawi has consistently been drawn to through technology: initiatives with institutional relevance, practical value, and meaningful social impact. More broadly, it points to a preference for work that serves a clear purpose rather than technology pursued for its own sake.
“What matters to me is creating
technology that has real purpose,” Elmehdawi says. “I am always drawn to work that is not only commercially important, but also meaningful in what it contributes and where it can make a difference.”
Alongside his business activities, Elmehdawi also pursued his academic path, graduating from the United Kingdom with a bachelor’s degree at the age of 19. Born in 2004, the combination of early entrepreneurial execution and formal academic achievement adds further depth to a profile shaped by discipline and ambition. It also reflects an ability to balance business intensity with a parallel commitment to education during formative years.
As A10 continues to expand, Elmehdawi remains focused on advancing across sectors with technology at the center of that vision. His trajectory brings together an early grounding in shipping, the launch of a now leading technology company as a teenager, and the continued growth of businesses shaped by conviction and substance. While his interests span multiple sectors, they are supported by structure, strong management, and a clear operational order across the group, allowing him to lead with direction rather than dispersion. There is a difference between moving early and knowing what to do with that momentum afterward.
In Elmehdawi’s case, conviction has been matched with structure, and instinct has been carried forward with discipline. Through A10, that has evolved into a group shaped by clear commercial direction and built with lasting intent.
} Exposure gives you instincts that theory cannot.
“Being around shipping early on gave me a practical understanding of how business behaves under real conditions. You see pressure, timing, movement, and consequence in a much clearer way. That kind of exposure shapes your judgment differently because you are learning from reality, not just from ideas.”
} Not everything worth doing reveals its value immediately.
“I think a big part of judgment is being able to recognize substance before it becomes obvious. A lot of the strongest opportunities do not announce themselves loudly at the beginning. You have to be able to see depth early, understand where something can go, and stay clear-minded enough to develop it properly.”
} Real growth comes from coherence, not just activity.
“I have never liked looking at business as separate moves happening in parallel. What interests me more is coherence, how different parts reinforce each other, how one decision increases the value of another, and how everything can sit within a larger structure that becomes stronger over time.”
} Standards matter more when responsibility is high.
“I think once you work close to serious institutions or in environments where the stakes are high, your standards change. You become more aware of precision, responsibility, and the importance of doing things to the highest level. That stays with you, and it affects how you approach everything after that.”
Amiral Elmehdawi
Vibha Mehta
+971 58 6314145 vibha@bncpublishing.net
Roma Arora roma@bncpublishing.net
Joaquim D’Costa +971 50 440 2706 jo@bncpublishing.net
Andrea Mocay
+971 54 502 7927 andrea@bncpublishing.net
Built for This
While many economies show early signs of hesitation under pressure, the UAE has continued to move forward with clarity, confidence, and momentum.
by NAJLA AHMED AL MIDFA
→ Najla Ahmed Al Midfa is the Vice-Chairperson, Emirates Growth Fund, and Vice-Chairperson, Sharjah Entrepreneurship Center (Sheraa).
‘T/UAE
History shows that economies under pressure don’t collapse suddenly. They hesitate first. An expansion gets reconsidered. A supplier extends payment terms beyond what’s sustainable. An approved hiring decision gets suspended. None of these are headline-worthy, and individually each is manageable, but collectively they can change the direction of an economy in ways that are slow to appear and difficult to reverse.
one of the most volatile periods in recent regional memory, Emirates Growth Fund wired its investment to a new portfolio company. Whereas in other places, funds may have reacted to the deteriorating news cycle by opting to “revisit timing”, we closed the deal unwaveringly. Not because we were indifferent to the risk, but because we had decided, long before this crisis began, what kind of investors we were going to be: bold, patient, and committed for the long run — through turbulence and through growth.
The same week, Sami Khoreibi, founder of Wisewell, a water tech startup I met through Sheraa, the Sharjah Entrepreneurship Center, told me he signed an offer letter for a Finance Director he had been recruiting for months. Where others may have counseled caution, he pressed ahead, because he is expanding into the US and knew he needed the
FROM ITS FOUNDING, THE UAE’S LEADERS HAVE CHAMPIONED VALUES SUCH AS AMBITION, COEXISTENCE, AND AN UNSHAKEABLE BELIEF IN WHAT THIS NATION COULD BECOME REGARDLESS OF CHANGING CIRCUMSTANCES.”
Entrepreneurs feel the strain first. They don’t have the reserves of large corporations, which means that when conditions tighten, they’re the leading indicator, not the lagging one. Their decision to hire, to invest, and to commit is the earliest honest signal of whether an
economy is moving or beginning to stall. Which is why what I witnessed last week here in the UAE matters. Not as anecdote, but as a sign of an economy still very much in motion, and one that has no intention of pausing. Last week, in the middle of
leadership bench to support the vision.
Two decisions made in the same week, when the choice could have been to wait. Neither hesitated.
That confidence rests on a deep foundation that was years in the making. It starts with leadership.
WHEN THE ATTACKS BEGAN, THAT FOUNDATION SHOWED UP IN THE MOST HUMAN WAY POSSIBLE. UAE PRESIDENT HIS HIGHNESS SHEIKH MOHAMED BIN ZAYED AL NAHYAN DIDN’T ISSUE A STATEMENT. HE WALKED THROUGH DUBAI MALL, STOPPED TO SPEAK WITH RESIDENTS, AND POSED FOR PHOTOS WITH CHILDREN. THE MESSAGE WASN’T DELIVERED IN WORDS ALONE. IT WAS DELIVERED IN PRESENCE, AND THE COUNTRY READ IT CLEARLY.”
From its founding, the UAE’s leaders have championed values such as ambition, coexistence, and an unshakeable belief in what this nation could become regardless of changing circumstances. When the attacks began, that foundation showed up in the most human way possible. UAE President His Highness Sheikh Mohamed bin Zayed Al Nahyan didn’t issue a statement. He walked through Dubai Mall, stopped to speak with residents, and posed for photos with children. He visited the injured in hospital and told them: you are among your family. The message wasn’t delivered in words alone. It was delivered in presence, and the country read it clearly.
It continues with systems that move when they are needed most. The Central Bank activated a five-pillar resilience package backed by over one trillion dirhams, keeping credit flowing, easing capital buffers, and ensuring banks could keep lending at exactly the moment entrepreneurs needed it most. That sits alongside years of deliberate architecture, with legal and regulatory frameworks designed to let entrepreneurs build, operate, and scale with clarity. The system worked precisely as intended, holding firm so that the people building within it could do the same.
And it is sustained by something harder to legislate: a contagious culture of confidence. The belief, held widely
Capital will remain selective, costs will rise, and not every business will hold. That’s the deal when you’re building something. It is never linear, and always a negotiation with uncertainty, conducted in real time, with incomplete information and real consequences on both sides of every decision.
The question isn’t whether difficulty comes, because it always does. The question is whether the ecosystem surrounding an entrepreneur was built to help them keep going when hardship hits. In the UAE, the answer is an unequivocal yes.
enough to become self-fulfilling, that this is a place worth building in, not despite the challenges, but because of what they reveal: that the ecosystem was built to endure.
What’s happening across the UAE right now is not the absence of pressure. It is the absence of hesitation.
The evidence is in the behavior.
Businesses that could have renegotiated supplier contracts chose not to, and payments that could have been deferred were made on time. Commitments made in calmer times were honored when it mattered most. This is what preparation looks like when it finally meets the moment it was made for.
The coming months will not be easy.
That audacity seems to have drawn the ire of commentators around the world. What they fail to understand is that the structural confidence to keep going, and the refusal to be shaken, is not bravado. It is a disposition that was built over many years, through deliberate choices made long before this moment arrived. The absence of hesitation is not accidental. It is the whole point.
Najla Ahmed Al Midfa is the Vice-Chairperson, Emirates Growth Fund, and Vice-Chairperson, Sharjah Entrepreneurship Center (Sheraa).
Under Pressure: How Dubai Designers Are Adapting
Despite regional uncertainties, Dubai’s design community continues to adapt with resilience, keeping projects moving while adjusting to a changing environment. by PALLAVI DEAN
I’ve lived in the UAE for 45 years, so I’m used to Middle East instability. Iran may be just 50km from the closest border, but military action always felt “over there”. Israel is 2,000 km and a three-hour flight away.
But since late February, some 1,900 Iranian drones and missiles have targeted the UAE. Despite well over 90% being intercepted, six people have died.
Better qualified commentators can debate the whys and wherefores of the conflict. Here I simply address the question: how is the city’s growing community of architects and interior designers coping?
To answer it, I’ve broken our industry’s work down into five key functions, and explained what’s business as usual vs what’s business unusual. They are design, construction, money, travel and people. (Short answer: so far things are slightly but not very different).
For context, Roar is a mid-sized firm with about 30 people in Dubai, 10 in Cebu (Philippines), and two in Riyadh. Most of our work is interior design, with some architecture. Chatting with friends and peers in the industry, our experience seems fairly typical.
1/ DESIGN
}BUSINESS AS USUAL: This is the most normal part. If you walked into our Dubai studio at Alserkal Avenue at 11am on a Tuesday morning, you wouldn’t notice much different. Designers, CAD technicians and the commercial peeps are all doing their thing; even our pet dogs are still coming! The cafes and restaurants around us are open and busy.
Basic stuff we take for granted like power, water, and the Internet – we still take them for granted.
I was actually with our team in Cebu when the war started on Saturday Feb 28th, and they’re unaffected. Riyadh, I’m told, has faced some attacks but fewer than UAE.
}BUSINESS UNUSUAL: For the first few days we all worked from home. Since then we’re mainly in the studio. A couple of times a day we get an alert on our phones saying “potential missile threat, seek immediate shelter”. We don’t evacuate but follow the official advice, which is to stay indoors.
2/ CONSTRUCTION
}BUSINESS AS USUAL: I’ve
been surprised that cranes are still moving, and construction sites are the usual bustle of activity. I half expected a lot of clients to hit the pause button, but of the 20 or so UAE projects on our books, nothing has been put on hold. Yet.
}BUSINESS UNUSUAL: I did have one site visit in Abu Dhabi (about an hour’s drive from Dubai) cancelled last minute. The missile alert sounded, and the project manager decided it was safer to postpone.
We’re starting to see delays in delivery of furniture and material, especially from Europe. That’s because the Strait of Hormuz is closed and container ships can’t dock in Dubai. There are
alternative ports on the Indian Ocean and Red Sea, so goods can be trucked from there. For building construction, a lot of big ticket items like steel and HVAC systems come from China. All of this will surely be slower and more expensive.
3/ MONEY
}BUSINESS AS USUAL: As a company owner, your second thought (after “is my family safe”?) is “what does this mean for business?”. The sharp economic slowdown from COVID is fresh in our minds. So far, as I mentioned, nothing’s been cancelled. It’s early days, but payments are coming in as normal.
Looking forward, while I’m obviously concerned, I’m
I HALF EXPECTED A LOT OF CLIENTS TO HIT THE PAUSE BUTTON, BUT OF THE 20 OR SO UAE PROJECTS ON OUR BOOKS, NOTHING HAS BEEN PUT ON HOLD. YET.”
comforted by the fact that government departments and companies are our biggest client in the UAE. And the UAE economy is rock solid. One economic statistic from our director (my husband Richard, a journalist): Abu Dhabi alone has US$1.8 trillion in its Sovereign Wealth Funds, which is effectively ‘rainy day’ money. If they choose to keep spending on construction to keep the economy moving, they can.
}BUSINESS UNUSUAL: We typically get 15 – 20 RFPs per month. So far in March, we’re about normal.
Kathryn Athreya, our managing director, says new business signings are “a little slow, which is typical during Ramadan when signatories are less available. We’ll have a clearer picture in early April.”
A number of conferences in Dubai have been postponed. I expect a slowdown in capital spending from multinational companies, so fewer new offices and regional headquarters. I also expect a slowdown from the hospitality industry, as hotel revenues in particular will be down. I’m hearing chatter that some hotels may take the opportunity to close for refurbs, but nothing concrete.
As a firm we’ve done contingency planning with our finance director for “what if” projects do get cancelled and new business dries up. So we’re watching money closely: an AI research project we were just about to sign off on has
→ Pallavi
Dean, Founder, Roar
FINAL THOUGHT. RIGHT NOW, THE DAY-DO-DAY BUSINESS IS RUNNING I’D SAY 85% AS USUAL. BUT THERE IS DEFINITELY AN AIR OF UNCERTAINTY.
Indeed, I’m writing this article on Saturday 14th March from Dubai Airport, waiting to catch a flight to Chicago. This was a planned trip. It’s not absolutely essential that I go, but I feel it’s important to “show not tell” our international clients that UAE companies are operating normally. Passengers are buying champagne in Dubai Duty Free, and I’m at the salon getting my eyebrows done. One of my US clients is a fan of Dubai Chocolate, so I’m stocking up.
times. But I’m also conscious to not over-catastrophize.
5/ PEOPLE
}BUSINESS AS USUAL: We’re back in the office, commuting to and from work with little interruption aside from those phone warnings. The UAE President went for coffee in Dubai Mall the other night, in a high profile display of BAU.
I was in Asia when the war started, and worried that I wouldn’t be able to get back. But I found a flight via Bangkok to Abu Dhabi with Etihad Airways. It’s pretty easy to get in and out of the UAE if you want to.
}BUSINESS UNUSUAL: Some staff are nervous about the situation. Understandably so. We’re simply abiding by the directives issued by the authorities, which is to carry on as usual unless there’s a specific warning.
The schools have been closed since the war began, and the Spring Break brought forward. So that does cause some disruption for parents (I have two teenagers). Like many creative service firms, we have a hybrid system – mainly work from the office, with some flexible work from home. While design can be done from anywhere, construction is a contact sport. We’re telling staff that site visits are not optional.
been put on hold, as are pay rises and hiring.
4/ TRAVEL
}BUSINESS AS USUAL: About 50% of our work is outside the UAE, so no change there. Our main market is Saudi Arabia, but we also have active projects in Bali (luxury hotels and villas) the US (offices in Chicago and Boston) and Europe (office in Frankfurt).
}BUSINESS UNUSUAL: Capacity is down with airlines like Emirates, though creeping back to normal-ish. Some international airlines such as KLM and Cathay Pacific have suspended flights to the UAE. Flights in and out of UAE airports are using a special ‘safe corridor’.
Some fragments from intercepted drones have landed close to or at the airport. I’m not trivializing what’s going on – these are clearly worrying
Final thought. Right now, the day-do-day business is running I’d say 85% as usual. But there is definitely an air of uncertainty.
Pallavi Dean is the founder and Creative Director of Roar. Pallavi plays at the intersection of design and entrepreneurship, having founded her design firm Roar in 2013. A trained architect and sustainability specialist, she has won multiple awards for work across a range of sectors including commercial, hospitality and residential.
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Strength Uncertainty:Through A Founder’s View from the UAE
Founders should be choosing strategic expansion over retrenchment, reinforcing a long-term growth outlook despite market volatility. by
SAMI KHOREIBI
We were running out of time. By early 2011, the
Arab Spring had turned our growth story - building the region’s first utility-scale solar company - into a liquidity crisis that threatened to erase everything we had built. Payments across multiple markets were delayed. Despite exhausting every option, my co-founders and I faced the moment every founder fears: we had enough for one last payroll.
We walked into our meeting with the Government of Abu Dhabi’s renewable energy company, Masdar, expecting disappointment. Instead, we found partnership. Within a week, we were armed with a shareholder loan that allowed us to bridge receivables, protect our team, and continue operating. This decisive, aligned support at a critical moment is how we survived, and how we thrived. That experience shaped my understanding of resilience. It is not just about surviving shocks; it is about the systems and partnerships that allow you to absorb them and keep building. This commitment is a pattern I first saw in 2008, during the global financial crisis. I remember pitching solar in London while Bear Stearns imploded on a screen in the boardroom. While global capital was pulling away, Masdar stepped in to validate our ambition. That journey eventually led to nearly $1 billion in revenue and an exit to a UK pension fund, proving that companies built here are serious exporters of
innovation.
Fifteen years later, I am applying those lessons to a new frontier with Wisewell, our water technology venture. The nature of the test has shifted from capital to movement. In the geopolitically charged operational trenches of 2026, we are navigating a friction fundamentally different from the previous . We are managing a supply paradox: record-breaking demand for water sovereignty met with unreliable sea routes from our manufacturing hub in Shenzhen.
In most global hubs, a conflict of this scale results in a retraction. In the UAE, it results in an integrated national response. At a Majlis hosted by His Excellency Helal Al Marri, I saw this responsiveness in action. After sharing our logistics disruptions with leadership, we were connected with Emirates Cargo to execute immediate air-freight solutions. This is the unique reality of this market: motivated founders work with motivated government at an unmatched velocity. That resilience is rooted in the history of this land. In the desert, survival is dictated by the handhal—a fruit that thrives in the harshest conditions through hardened defiance. It is a cultural symbol for the toughness required to build here.
A few days into the 2026 attacks, His Highness President Sheikh
Mohamed bin Zayed said, “The UAE is attractive. The UAE is beautiful. The UAE is a model. But I tell them: do not be fooled by the UAE’s appearance. The UAE has thick skin and bitter flesh – we are not easy prey.”
For founders, there is a lesson in that. Building a company is not about avoiding volatility; it is about developing the ability to withstand it. Because of this nineteen-year perspective as a UAE based founder, we are not retracting; we are strategically expanding. We are building systems that do not fracture under pressure.
Like the handhal, we are rooted. We are resilient. And we will emerge stronger still.
IN MOST GLOBAL HUBS, A CONFLICT OF THIS SCALE RESULTS IN A RETRACTION. IN THE UAE, IT RESULTS IN AN INTEGRATED NATIONAL RESPONSE.
Sami
Khoreibi,
Founder of Wisewell
Sami Khoreibi is a serial entrepreneur and investor who took his first company public on the TSX at age 25. He currently leads Incubayt Investments (backing impact-driven founders) and Wisewell, a consumer water-tech company that has
already diverted over 12 million plastic bottles from landfills—and climbing. Previously, he built and exited the MENA region’s first utility-scale solar developer to a major UK pension fund. A World Economic Forum Young Global Leader, Sami is also a featured investor on the hit business TV series The Final Pitch, broadcast to over 120 million viewers worldwide.
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#TamTalksTech
Gadgets and doodads that you might’ve missed out on, sourced by a tech aficionado by TAMARA
CLARKE
Work it out
/Xiaomi Pad 8
The new, Xiaomi Pad 8 is a highperformance alternative to a PC. With an ultra-thin profile of just 5.75mm and weighing only 485g, this tablet travels well allowing you to work virtually anywhere. Powered by the Snapdragon 8s Gen 4 Mobile Platform and a large 9,200mAh battery with 45W turbo charging, you can seamlessly multitask, while on-the-go. Running on Xiaomi HyperOS 3, the device has a new interface featuring updated lock screens, wallpapers, and desktop elements,
and an 8MP front camera deliver crisp, clear visuals, while up to 256GB of storage gives you enough room for daily apps, photos, and media. Xiaomi Pad 8 also introduces the all-new Xiaomi Focus Pen Pro, a premium stylus weighing only 17.5g. It features pressure-sensitive control for precise input, along with intuitive pinch and double-tap gestures for seamless interaction with documents and artwork.
Keep it light ↑
/Honor 600 Lite
Honor 600 Lite delivers an ultra-slim metal body with a full-view display, ultra-clear photography powered by a dedicated AI Camera Button and a 6520mAh longlasting battery. The all-new smartphone features a 6.6-inch full-view display, delivering sharp visuals, vivid colors, and a smooth viewing experience. The display is framed by an ultra-narrow 1.23mm bezel, creating a near edge to-edge viewing experience. The AI Camera Button gives you instant access to the camera controls, such as zoom and style switching. Paired with a 108MP main camera, it captures clear, detailed shots. Powered by a 6520mAh large-capacity battery with 45W Honor SuperCharge, the device supports long-lasting use and fast top-ups to keep you going all day.
Track it ← /Huawei Band 11 Pro5
Huawei Band 11 Pro is back and bigger than ever before. It features a 1.62-inch microcurved display with a peak brightness of 2,000 nits. Measuring just 8.99 mm thin and weighing only 18 g, the device has a sleek aluminium alloy body delivering a premium, sporty aesthetic. Its autonomous GNSS positioning system, enables precise tracking during workouts. Whether you’re running on a track, training outdoors, or mountain cycling, it accurately records and maps every route. The Band 11 Pro also introduces wrist-based running posture monitoring using a built-in IMU sensor, which detects key metrics in real time, including ground contact time, vertical oscillation, and left-right ground contact balance. Other features include AI-powered running plans, sleep tracking and highperformance sensors that monitor key metrics such as average HRV, heart rate, and SpO2 during sleep, offering interpretations and actionable suggestions to help improve your sleep.
TAMARA CLARKE, a former software development professional, is the tech and lifestyle enthusiast behind The Global Gazette, one of the most active blogs in the Middle East. The Global Gazette has been welcomed and lauded by some of the most influential tech brands in the region. Clarke’s goal is to inform about technology and how it supports our lifestyles. Talk to her on Twitter @TAMARACLARKE theglobalgazette.com
The Executive Selection
From better goods to better wardrobe bests, every issue, we choose a few items that make the approved executive selection list. In this edition, our picks are from COS, & OTHER STORIES, and Rolls-Royce.
COACHBUILD COLLECTION: A NEW PROPOSITION IN SUPER-LUXURY →
By Rolls-Royce
In response to global client demand, Rolls-Royce Motor Cars announces the Coachbuild Collection: an entirely new proposition in super-luxury, in which a true coachbuilt motor car and an extraordinary multi-year program of experiences are conceived as one. Each Coachbuild Collection is rare and extravagant, authored entirely by Rolls-Royce and created on a completely new canvas, never to be repeated. Clients with a special affinity for the marque are invited to participate in the program through the global Rolls-Royce Private Office network.
“I have had the privilege of meeting clients around the world who seek the very pinnacle in luxury and share an extraordinary passion for RollsRoyce design. It became clear that they wished to see not only what Rolls-Royce would create if left entirely to its own imagination and with the freedom offered by coachbuilding, but they also wanted to witness that journey at every stage. Coachbuild Collection is the result. This is something the superluxury world has never seen before. The experience of this program is inseparable from the motor car itself, and both will be brought to life with the care and ambition worthy of the collectors who inspired them – and of Rolls-Royce itself,” Chris Brownridge, Chief Executive, RollsRoyce Motor Cars.
& OTHER STORIES → A
New Chapter
& Other Stories introduces the April collection, defined by a fresh sense of expression and spontaneous ease. “This season isn’t about minimalism. It’s about contrast - pieces liberated from old rules and brought together in instinctive, unexpected ways. That tension creates a fresh kind of expression.”- Jonathan Saunders, Chief Creative Officer. www.Stories.Com
COS UNVEILS SPRING SUMMER 2026 CAMPAIGN →
COS unveils its Spring Summer 2026 campaign fronted by acclaimed actor Alexander Skarsgård, Korean actor Park Gyuyoung, and models Vittoria Ceretti and Taemin Park. Rooted in exceptional craftsmanship and enduring style, the collection advances the modern wardrobe through exquisite materiality, artful cuts and thoughtful detailing – encapsulating the house’s distinctive design handwriting. The COS Spring Summer 2026 collection will be presented at an off-schedule show in Seoul, South Korea on Wednesday 25 March and will be streamed live on COS channels. www.cos.com
Reverse Approach
How 22-year-old Emirati entrepreneur Hamad Almheiri built Brainscroller, an app that aims to negate the ill effects of ‘doomscrolling’ through bite-sized learning. by AALIA MEHREEN AHMED
→ Hamad Almheiri is an Emirati entrepreneur and the founder of BrainScroller.
→ BrainScroller targets curious users prone to doomscrolling by offering a feed that enables quick discovery of ideas across philosophy, psychology, neuroscience, history, and science.
→ Rather than competing with social media platforms on entertainment and addictive engagement, BrainScroller offers an alternative experience centered on meaningful, learning-driven screen time.
In September 2023, when Merriam-Webster dictionary officially recognized the word ‘doomscrolling’, there was something significant in the entry: it included not just a definition of the act but also the emotions it evoked. “To spend excessive time scrolling through online content (especially news) that makes one feel sad, anxious, angry, etc.,” is how the dictionary defines a behavior that has quietly become a default habit for millions today. Plenty of studies back up this notion. An April 2023 Applied Research in Quality of Life review of ~1,200 adults linked doomscrolling to poorer mental well-being and life satisfaction, while a Health Communication study of 1,000+ participants found nearly 17% with severely problematic news consumption reported higher stress and poorer physical health. And while there are plenty of suggested ways to counter this new social behavior, 22-year-old Emirati entrepreneur Hamad Almheiri has a different approach.
“Scrolling is already a habit for billions of people. Rather than trying to stop that behavior, my app, BrainScroller, simply gives people a better alternative for some of the time they spend online. It is less about replacing social media and more about offering a different option,” he says.
Indeed, Almheiri built BrainScroller as an app that turns social media habits into quick, bite-sized learning by delivering short insights from philosophy, psychology, and science. “The app works through a simple scrolling feed,” he explains. “Each post introduces a concept, idea, or insight in a short format that can be read in under a minute. Users can scroll through topics like philosophy, psychology, neuroscience, paradoxes, and history. If something interests them, they can save it or explore related content. The design decisions were intentional. The interface is simple, with minimal distractions, because the goal is to keep the focus on the ideas themselves. Instead of complicated menus or long articles, everything is structured so that learning feels quick and
effortless. In many ways, the experience mirrors how people already use social media, just with different content.”
AlMheiri, part of a generation that continues to navigate the repercussions of doomscrolling, says the inspiration to create the app was simple: to add a sense of purpose to time spent online.
“There are incredible ideas in philosophy, psychology, neuroscience, and science that most people never come across because they are buried in long books or academic material,” he says.
“BrainScroller tries to bridge that gap between this knowledge and the huge amount of time people spend scrolling on their phones. The vision is to make discovering ideas as easy and natural as
scrolling through social media. Instead of fighting the habit of scrolling, the app redirects it toward learning something interesting in just a few seconds. Over time, the goal is to build a platform where opening your phone can lead to discovering ideas that actually make you think.”
Within just the first two months of its launch, BrainScroller recorded around 1,500 installs across 40+ countries, alongside strong retention, frequent daily usage, and largely five-star user reviews indicating high early engagement.
“BrainScroller is currently fully bootstrapped,” AlMheiri reveals. “I spent about eight months building and coding the app myself, focusing on getting the product right and launching it before seeking outside funding. Now that the app is live and showing promising early traction, the longterm plan is to eventually pursue the venture capital route to scale the platform and grow the user base globally.”
While addressing the wider implications of doomscrolling, AlMheiri also hopes that Brainscroller can prove how adopting the attention-grabbing techniques of social media can be better applied to edtech spaces. As such, the founder notes that the real challenge lies in how attention works in today’s fast-paced digital environ-
EACH POST INTRODUCES A CONCEPT IN A SHORT, CLEAR WAY THAT CAN BE UNDERSTOOD IN UNDER A MINUTE. IF THE IDEA INTERESTS THE USER, THEY CAN EXPLORE IT FURTHER. SO RATHER THAN FIGHTING SHORTER ATTENTION SPANS, THE PLATFORM ADAPTS TO THEM WHILE STILL INTRODUCING MEANINGFUL IDEAS.”
ment. “Social media platforms have become very effective at presenting content in short, engaging formats that people can absorb quickly, while educational platforms often still rely on long lectures, articles, or courses that require a large time commitment,” he explains.
“BrainScroller tries to bridge that gap by presenting ideas in a format that fits how people already consume information,” AlMheiri adds. “Each post introduces a concept in a short, clear way that can be understood in under
a minute. If the idea interests the user, they can explore it further. So rather than fighting shorter attention spans, the platform adapts to them while still introducing meaningful ideas. The goal is to make learning something that can happen in small moments throughout the day.”
Beyond the product itself, Almheiri believes BrainScroller points to a broader potential within the UAE’s digital ecosystem. “The UAE has made a strong push toward building a knowledge-based and
digital economy, and I think there is a real opportunity for founders here to build products that reach a global audience,” he says. “With BrainScroller, my hope is to contribute to that by creating a platform that encourages curiosity and learning, while also showing that globally used tech products can be built from the UAE. If more young founders in the region feel encouraged to build ambitious technology products, that would be a positive outcome not just for startups, but for the broader digital ecosystem in the country.”
S/Branding
The New Executive Advantage
How PRsonaME is Using AI to Help Leaders Build Influence Across Markets
In a digital-first world, visibility is influence, not just presence. In response to this demand, Dubai-based personal branding platform PRsonaME offers AI-powered tools to help leaders turn expertise into credibility and build lasting impact across global markets. by
KRISTINE ERIKA AGUSTIN
Those who invest early in building their narrative, presence, and influence will be the ones who lead conversations, shape industries, and capture new opportunities in an increasingly competitive and digital-first world.”
This is what Premal Patel believes as he and his co-founder Zeina Akkawi launch Dubai-based PRsonaME, an AI-powered personal branding and training platform aiming to help executives, founders, and organizations strengthen their visibility and turn their expertise into influence.
AI is reshaping work across industries at a pace few could have imagined. In 2025, access to AI tools jumped nearly 50%, according to Deloitte’s 2026 State of AI in the Enterprise report, and companies are enjoying higher productivity, faster decisions, lower costs, improved customer
↑ Zeina Akkawi is the co-founder of PRsonaME, a Dubai-based AI-powered personal branding and training platform.
AT THE TIME, WE DIDN’T ANTICIPATE THE REGIONAL CRISIS; HOWEVER, AS WITH ANY CHALLENGE, IT HAS CREATED A SHIFT IN MINDSET AND, ULTIMATELY, NEW OPPORTUNITIES. WHAT WE ARE ALREADY SEEING IS A STRONGER NEED FOR LEADERS TO STEP FORWARD, COMMUNICATE CLEARLY, AND REBUILDCONFIDENCE ACROSS MARKETS, TEAMS, AND STAKEHOLDERS.”
relationships, and innovation in products and services.
Today, its impact extends to leadership, with even top executives recognizing the need to use these tools to stay relevant in a world where credibility is constantly tested.
Yet many of them still face a familiar challenge: translating real expertise into a consistent public presence.
This is the gap PRsonaME.com aims to fill. Combining public relations tools, corporate training resources, and AI-driven video production in one platform, PRsonaME positions itself as a “one-stop shop” for leaders who want to build credibility and visibility without navigating a fragmented ecosystem of consultants, agencies, and standalone AI tools.
“Through a series of conversations, insights, and real-life challenges shared by executives, it became clear that while many leaders have strong expertise, they often lack the structure, tools, and consistency required to translate that expertise into visible influence,” Patel explains.
Patel and Akkawi’s careers span branding, marketing, training, and strategic storytelling across multiple international markets.
Akkawi is the CEO of PAZ Marketing, a Dubai-based PR
consultancy and events management firm that has operated in the UAE for 19 years. Patel, meanwhile, brings a 30-year corporate experience; plus, he is also the founder of TKOP World Ltd, a coaching center for corporate, personal, and professional development with operations in both the UK and UAE.
Their professional paths first crossed years ago in a Dubai advertising agency, where they built campaigns for major regional clients. But it wasn’t until 2025 that their careers aligned again, this time with a clearer opportunity in sight.
“In 2025, our paths crossed again, and it quickly became clear that there was a unique opportunity to combine our expertise,” Patel recalls. “We identified a clear gap in the market around personal brand visibility and leadership positioning.”
What began as a shared observation became a more deliberate plan. Within eight months, PRsonaME was built.
The timing is hardly accidental. A 2025 McKinsey global survey found that 88% of organizations use AI in at least one business function, yet nearly two-thirds have not scaled AI across the enterprise and remain in pilot or experimental stages, showing that adoption is rising but having measurable impact is still a work in progress.
Patel argues that the real challenge today is not access, but rather navigation.
“When you speak to business leaders and founders, many are unclear on which tools to use, how they work, or how they deliver value,” he says, noting that the landscape has become overwhelming, requiring time that many executives simply do not have or the need to outsource work to multiple providers that don’t always align.
PRsonaME was designed as a response to that complexity, he adds.
“We’ve created a true one-stop platform that brings together everything needed to build high-impact personal and corporate brand visibility; without the need to juggle multiple tools or providers. From strategy to execution, it’s all integrated into one seamless ecosystem,” Patel explains.
At its core, PRsonaME positions itself as a visibility engine, one that helps leaders communicate in a way that feels consistent, credible, and aligned with their professional identity.
Its tools are grouped into three main functions. First, its AI PR Tools support personal branding and media positioning, helping clients structure narratives and announcements more strategically. Meanwhile, its Corporate Training AI Tools provides leadership development
S/Branding
resources designed to strengthen executive presence and communication skills. And with its AI Video Studio, it offers AI-driven video generation in multiple languages, including the creation of custom mascots and digital identities that can be used across social media platforms.
Patel adds that the platform will soon include a results-driven dashboard that will allow clients to track performance and impact in real time, reinforcing PRsonaME’s focus on measurable outcomes rather than content output alone.
PRsonaME’s launch in March 2026 comes at a critical moment, as businesses
in the UAE and across the Middle East contend with economic and market uncertainty. But rather than treating this climate as a disadvantage, Patel believes it has intensified the need for leaders to communicate with clarity.
“At the time, we didn’t anticipate the regional crisis; however, as with any challenge, it has created a shift in mindset and, ultimately, new opportunities,” Patel adds. “What we are already seeing is a stronger need for leaders to step forward, communicate clearly, and rebuild confidence across markets, teams, and stakeholders.”
“As we move toward a new normal, visibility will no longer be optional; it will be essential,” he states.
In such an environment, businesses don’t just compete for customers. They compete for confidence, and in order to do that, leaders and businesses must communicate with clarity and maintain a consistent, visible presence to show stability.
“The platform is designed to simplify and structure how leaders show up across multiple platforms and channels, enabling them not just to recover, but to reposition themselves with greater impact,” he declares. “I often say it’s about bouncing forward, not just bouncing back; using moments of disruption as a catalyst for stronger, more intentional visibility.”
But the bigger question remains: as PRsonaME relies heavily on AI, to what extent will the technology shape its output, and how will it preserve the human perspective and authenticity that make personal branding feel organic?
“PRsonaME is not designed to replace human engagement; and it never will,” Patel states.
While the platform is built around automation and AI-driven efficiency, Patel is clear that the platform is not positioned as a replacement for traditional PR advisors, branding consultants, or
→ Premal Patel is the co-founder of PRsonaME
leadership coaches.
“Personal branding and leadership presence are inherently human; they require authenticity, nuance, and emotional intelligence,” he clarifies.
Instead, AI’s role is to streamline the most time-consuming operational tasks, such as content creation and production workflows.
Patel also says that their team remains hands-on, offering support and direction to ensure clients maintain a voice and positioning that feels personal.
“At its core, PRsonaME is built on the belief that while AI can enhance efficiency and scale, it cannot replace trust, relationships, and human connection. Strong client relationships are fundamental, and in our view, that human element will always remain irreplaceable,” he stresses.
Like most startups, PRsonaME faced early challenges. But Patel says the most difficult part was not building the platform’s AI capabilities. It was mapping the customer journey.
Instead of focusing only on features, the team worked backwards from the outcome: what does it actually take for a leader to move from having expertise to being seen as influential?
“We invested significant
time in mapping how a user moves from having expertise to building real visibility, credibility, and influence,” Patel explains.
“Every element of the platform has been intentionally designed to play a specific role in that journey, ensuring it delivers measurable impact rather than just content output.”
systems and responsive customer service.
“The city is not just embracing technology; it is embedding artificial intelligence into its economy, government services, and business ecosystem,” Patel notes. This forward-thinking environment gives AI startups access to digital
“THE PLATFORM IS DESIGNED TO SIMPLIFY AND STRUCTURE HOW LEADERS SHOW UP ACROSS MULTIPLE PLATFORMS AND CHANNELS, ENABLING THEM NOT JUST TO RECOVER, BUT TO REPOSITION THEMSELVES WITH GREATER IMPACT.”
Currently, PRsonaME is rolling out the platform in phases to allow the team to continuously refine, test, and enhance the user experience. Soon, the company is expecting to introduce more advanced AI-driven features, particularly in content intelligence, video profiling, and leadership positioning.
Fortunately, the company’s growth is unfolding at a time when Dubai is rapidly strengthening its position as a leading global hub for AI, that–within 48 hours–the company was fully registered, backed by the city’s efficient digital
infrastructure, talent, tools, and initiatives that accelerate growth and global competitiveness.
But their scope is not limited in the UAE alone. PRsonaME was designed with three distinct markets in mind: MENA, the UK, and India, each with unique expectations for visibility and credibility.
For instance, in the MENA region, Patel observes that reputation, family name, and long-standing relationships shape a leader’s public image. On the other hand, UK leaders focus more on individual achievements, such as professional credentials
and unique experience, allowing them to create diverse personal brands. India, meanwhile, reflects a blend of tradition and modern ambition, where personal branding often incorporates local languages, values, and community ties.
PRsonaME adapts to these regional differences, providing tools and guidance that help leaders align their visibility strategies with cultural expectations while maintaining authentic, credible personal branding.
Looking ahead over the next three years, Patel believes personal branding and leadership visibility will become one of the top three strategic priorities for executives, particularly business owners and founders. And for entrepreneurs building AI products, he offers a grounded warning: technology alone is not enough.
Founders must focus on solving real problems and creating solutions that deliver tangible value, rather than chasing hype or short-term attention, he says.
“Launching an AI platform is not just about technology; it’s about combining innovation with strategy, human insight, and long-term vision,” Patel notes. “That balance is what makes something truly defensible and impactful.”
In The Loop/
Elon Musk Expands UAE Support with Starlink Launch, Free Tesla Supercharging
Starlink is now available in the UAE, following the country’s addition to the company’s official coverage map.
Elon Musk is expanding support in the UAE with the reported rollout of Starlink, alongside making Tesla Superchargers temporarily free during recent regional tensions.
Starlink is now available in the UAE, following the country’s addition to the company’s official coverage map. Monthly subscriptions start at approximately AED 300,
